Podcasts about Adjunct professor

Welcome to Mysteries to Die For and this Toe Tag.I am TG Wolff and am here with Jack, my piano player and producer. This is normally a podcast where we combine storytelling with original music to put you at the heart of mystery. Today is a bonus episode we call a Toe Tag. It is the first chapter from a fresh release in the mystery, crime, and thriller genre.Today's featured release is Silent Killer by Tracy Burnett and Ross WeilandSilent Killer is a suspense thriller. Special Agent Gordon Stone with the Food and Drug Administration's Office of Criminal Investigation is on loan to a terrorism joint task force led by the FBI. After weeks of being relegated to grunt tasks, he's finally got his own case and it's in his field of expertise—wholesale food. His target is Jummal Adeyami, vice president of a grocery chain who is exhibiting behavior odd enough to send up red flags on the terror watch. While Stone is ordered to shut the investigation down, he's sure there's more to the story. Is it enough to save him from insubordination charges? There's only one way to find out. Bottom line: Silent Killer is for you if you like intellectual thrillers where questions aren't as simple as black and white.About Tracy Burnett and Ross WeilandTracy Burnett began his law enforcement career as a Deputy Sheriff at the Palm Beach County, Florida Sheriff's Department. His next stop was with the Drug Enforcement Administration where he became a special agent and went through training at the FBI Academy in Quantico, Virginia as well as DEA US Army Ranger Training. That began a 25-year federal law enforcement career leading investigations on behalf of the US Departments of Justice, State, and Defense, among others, working both domestically and around the globe. Tracy now works as an Adjunct Professor for the School of Public Affairs in the Key Executive Leadership Program at American University in Washington, DC.Ross Weiland was a journalist in New York City before attending law school and joining the US Navy's Judge Advocate General's Corps in 1998. He served as a prosecutor, criminal appeals attorney, and civil litigator in the Navy before transitioning to federal civil service where he spent 21 years in the Office of Inspector General community as counsel, investigator, and senior executive at the National Archives, Department of Defense, and NASA. Ross now works as an administrative executive supporting oversight and law enforcement in the private sector in Washington, DC.Wondering what to read after you finish Silent Killer? Partners in Crime Tours is your ultimate destination for all things mystery, crime, thriller, and cozy! Since 2011, they've been working to fill bookshelves with gripping and heart-pounding reads. Discover new mystery series and connection with other fans with Partners in Crime. Look up Partners in Crime Tours on the web or your favorite social media - www.partnersincrime.com.And Authors, whether you're looking to promote your latest thriller, discover a new mystery series, or connect with fellow fans of the genre, PICT has you covered. Check out their promotion options that come with the personal attention of a dedicated coordinator.Join us next week for Season 8 Anything but Murder. It's the treat every Thanksgiving weekend needs – that hairdresser extraodinare Henri Beauchamp is back! Cyberbullying is the murderless crime in Toxic by Robert J. Binney

China is lodging serious protests with Japan over Japanese Prime Minister Sanae Takaichi's remarks on the Taiwan question. Over the past two weeks, the remarks describing a Taiwan contingency as a survival-threatening situation for Japan have triggered strong outrage and condemnation from China and beyond. In the words of Russia's foreign ministry, Japan has not yet acknowledged its mistakes 80 years after World War II. What is fundamentally erroneous and dangerous regarding Takaichi's remarks? Host Ding Heng is joined by Professor Chen Yun from Fudan University's School of International Relations & Public Affairs; Warwick Powell, Adjunct Professor at Queensland University of Technology; Sultan Hali, a China observer and retired air force officer in Pakistan.

"Come as you are works in Japan when leaders are also willing to read the air and meet people where they are". "Japan isn't as risk-averse as people think; it is uncertainty avoidance and consensus norms like nemawashi and ringi-sho that slow decisions". "In Japan, numbers are universal, but how people feel about those numbers is where real leadership begins". "For foreign leaders, kindness, patience, and genuine curiosity are far more powerful than charisma or title". "Women leaders who embrace their own style, instead of copying male role models, can quietly transform Japanese workplaces".   Joanne Lin is Senior Director, APAC, for Deckers Brands, the American company behind UGG, HOKA, and Teva. Born in Taiwan and raised in Canada, she later completed her MBA at Boston University and began her career in Boston, working in a trading company and then at Merrill Lynch Investment Company. In 2000, she moved to Japan for family reasons and has since built a 25-year leadership career in this complex market. In Japan, Joanne first held senior finance roles, including Head of Finance for Reebok Japan and CFO for Aegis Media, where she worked on mergers and acquisitions. She joined Deckers over thirteen years ago as CFO for Japan and was later asked to step in as interim Country Manager for Deckers Japan. Today she is back in an APAC-wide role, responsible for finance and strategy across 15 markets, including Japan, China, South Korea, Hong Kong, Australia and New Zealand. Her remit covers subsidiaries and distributor markets alike, requiring constant adaptation across cultures. Throughout her journey, Joanne has learned to reconcile a direct, North American style with Japan's more implicit, consensus-driven culture. Often mistaken for Japanese because of her appearance, she calls herself the "invisible gaijin", using that ambiguity to observe carefully, read body language, and bridge cultural expectations. Her leadership story is one of resilience, curiosity, and the quiet confidence to lead as herself in a country that often expects conformity. Joanne Lin's leadership journey began far from Japan. Born in Taiwan and raised in Toronto, she grew up immersed in North American directness, meritocracy, and straight-talking feedback. After completing an MBA at Boston University, she started her career in Boston, first at a trading company and then at Merrill Lynch Investment Company, building a strong foundation in finance. Numbers, ratios, and cash flows were her native business language long before she ever heard the phrase kūki o yomu — "reading the air" — in Japan. In 2000, she moved to Japan for family reasons, expecting to build a career but not realising how deeply the culture would challenge her assumptions about leadership. She entered the corporate world here without Japanese language skills and without local experience. Physically, many colleagues assumed she was Japanese, or at least of Japanese descent, and treated her accordingly. She jokes that she became an "invisible gaijin": expected to understand unspoken rules despite never having grown up with them. Early on, she discovered that in Japan, silence often speaks louder than words. Concepts akin to nemawashi — the quiet groundwork of building consensus before meetings — and the unspoken pressure to align with the group meant that decisions rarely came from a single, charismatic leader. Instead, she had to watch faces, posture and micro-reactions around the table. While she came from an environment where people said "yes" or "no" clearly, in Japan phrases like "I'll think about it" could mean "no" 80% of the time. Learning to interpret these signals became as important as reading the P&L. Her career advanced steadily through senior finance roles: Head of Finance for Reebok Japan, CFO for Aegis Media leading M&A, and later CFO for Deckers Japan. Over thirteen years at Deckers, she helped steer the growth of brands such as UGG and the fast-rising performance brand HOKA in one of the world's most competitive footwear markets. Eventually, she was asked to serve as interim Country Manager for Deckers Japan, an opportunity that tested her ability to go beyond numbers and lead entire functions including sales, marketing, HR and retail. Joanne's leadership philosophy is grounded in being genuine and transparent. She believes in explaining the "why" behind decisions, giving context, and aligning people rather than simply seeking agreement. She spends time helping non-finance colleagues understand what gross margin, discounts and operating income mean in practical terms, translating finance into everyday language rather than using it as a gatekeeping tool. Engagement surveys, where Japan often scores modestly compared with global benchmarks, have been a recurring theme in her work. Rather than blaming culture, she looks at how questions are worded, how norms shape responses, and then uses those insights to design practical remedies — from "lunch and learn" sessions to cross-functional gatherings and new-joiner lunches with senior leaders. As a woman leader, Joanne has wrestled with impostor syndrome yet chosen to step forward anyway. She sees many high-potential women in Japan holding back, waiting to be "perfect" before raising their hand. Her message to them is clear: trust yourself, recognise your natural strengths in communication and empathy, and accept that no leader — male or female — is ever fully ready. In the end, her story is about blending global experience with local nuance, leading with kindness and clarity, and proving that one can honour Japanese culture while still bringing a distinct, authentic leadership style to the table. Q&A Summary What makes leadership in Japan unique? For Joanne, leadership in Japan is defined by what is not said. The real meeting often happens before and after the official meeting, through nemawashi, where stakeholders quietly shape outcomes. In the room, kūki o yomu — reading the air — is critical: leaders must observe body language, side glances and subtle hesitations to interpret what people truly think. Formal tools like ringi-sho workflows, built on stamped approvals and consensus, reinforce a collective approach to decision-making. Japanese employees often assume the leader should already know their needs without them having to say it. That expectation of intuitive understanding, combined with a strong norm of harmony, makes empathetic listening and patience indispensable leadership skills. Why do global executives struggle? Global executives often arrive with a Western template: clear targets, rapid decisions, direct feedback. In Japan, that can clash with a culture that prizes stability, seniority and group consensus. Leaders may misinterpret indirect communication as indecisiveness or lack of ambition, when in fact people are carefully weighing the impact on the group. Engagement surveys then show Japan at the bottom of global rankings, and headquarters misreads this as disengagement, rather than a reflection of conservative scoring norms. Many foreign leaders also underestimate how much time must be invested in trust-building, one-on-one conversations, and slow-burn relationship work before people feel safe to share ideas or challenge the status quo. Is Japan truly risk-averse? Joanne sees Japan as more uncertainty-avoidant than risk-averse in the pure financial sense. As a finance professional, she knows that commercial risk can be quantified — through scenarios, ratios and forecasts. But in Japan, the social and reputational risks loom equally large: who will be blamed if this fails, what will it do to group harmony, how will customers react? These uncertainty factors slow decisions more than the numbers themselves. Leaders who introduce tools like decision intelligence platforms, scenario simulation or even digital twins of supply chains can help Japanese teams see risk in a structured way, reducing the emotional fear around uncertainty and making experimentation feel safer. What leadership style actually works? The style that works for Joanne is grounded in transparency, modesty and consistency. She leads by example, explaining not only what must be done, but why, and what it means for individuals and teams. She tries to give her people "airtime", resisting the urge — common to many finance leaders — to jump straight to the solution. In practice, that means listening to ideas without immediate judgement, thanking people publicly for their input, and celebrating small wins as much as big milestones. She maintains high standards but increasingly recognises that not everyone should be held to the same work rhythm she sets for herself. Alignment, not forced agreement, is the goal: people may disagree but still commit to the path once they feel heard. How can technology help? Technology, in Joanne's world, is not just about efficiency; it is a bridge between data and human behaviour. Advanced analytics, dashboards and decision-support tools can make trade-offs between margin, volume and investment more tangible for non-finance teams. AI-driven text analysis of engagement comments can surface themes that traditional surveys miss, helping leaders understand sentiment behind Japan's modest scoring patterns. Scenario modelling and digital twins of operations can turn abstract risks into concrete options, making it easier for consensus-driven teams to move forward. At its best, technology supports nemawashi by giving everyone a shared, data-informed picture, rather than replacing dialogue. Does language proficiency matter? Joanne arrived in Japan with no Japanese language ability and was forced to become an intense observer of body language and context. That experience convinced her that leadership is possible without fluency — but far more sustainable with it. Learning Japanese shows respect, reduces distance, and makes informal conversations and humour possible. Even basic proficiency helps leaders understand nuance in ringi documents, hallway chats, and customer feedback. She encourages foreign leaders to invest in language learning not as a checkbox, but as a signal of commitment to the market and to their teams. What's the ultimate leadership lesson? Her core lesson is simple yet demanding: be kind, be open, and be yourself. Leaders should stop expecting perfection from themselves and from others, especially in a country where external shocks like currency swings, tariffs and pandemics can derail even the best-laid plans. Instead, they should focus on doing their best, communicating clearly, and treating people with respect. For women leaders especially, Joanne's message is to step forward even when self-doubt whispers otherwise — to recognise that their strengths in empathy, communication and cultural sensitivity are not "soft" add-ons but central to effective leadership in Japan. In the long run, success here is less about heroics and more about steady, human-centred leadership that people genuinely want to follow. Timecoded Summary [00:00] The conversation opens with an introduction to Deckers Brands, the American company headquartered in Santa Barbara and best known in Japan for UGG, HOKA and Teva. Joanne explains that Deckers historically functions as a holding-style company, acquiring and growing footwear brands, and that Japan is a key market where three major brands are active. She outlines her current role as Senior Director, APAC, overseeing finance and strategy across 15 countries, including both subsidiaries and distributor markets. [05:20] Joanne traces her career arc: Taiwanese by birth, raised in Canada, MBA from Boston University, then finance roles in Boston with a trading company and Merrill Lynch Investment Company. In 2000 she relocates to Japan for family reasons, later becoming Head of Finance for Reebok Japan and CFO for Aegis Media, working on M&A. She joins Deckers over thirteen years ago as CFO for Japan and eventually steps into an interim Country Manager role, before returning to a wider APAC mandate based in Japan. [12:45] The discussion shifts to cultural adjustment. Because she "looks Japanese", colleagues initially assume she understands Japanese norms. She describes becoming an "invisible gaijin", held to local expectations without having grown up here. She learns to read the air, focusing on facial expressions, body language and context. Phrases like "I'll consider it" often conceal a "no", and she gradually becomes adept at interpreting such indirect communication. Her direct North American instincts must be tempered by Japanese expectations for restraint and harmony. [19:30] Finance and human reactions to numbers come into focus. Joanne notes that while sales, gross margin and SG&A appear objective, different functions interpret them in varied ways: finance may celebrate high margins while sales may worry they are under-investing. She stresses the importance of explaining financial concepts in simple terms, almost as if speaking to a 10-year-old, so that everyone can understand consequences. Her temporary shift from CFO to GM broadens her empathy for non-finance views and deepens her appreciation for cross-functional tension. [26:10] Attention turns to team engagement and communication. Japan's engagement survey scores routinely trail global averages, a pattern she attributes partly to cultural modesty and translation issues. Instead of accepting low scores as fate, she focuses on post-survey action: leaders are asked to talk openly with teams, understand expectations, and co-create remedies. Concrete initiatives such as "lunch and learn" sessions and new-joiner lunches with directors help break silos, humanise leadership and create informal nemawashi-like spaces where people can ask questions and share concerns. [33:40] Joanne discusses culture-building under the umbrella of Deckers' "Come as you are" value. She supports self-expression — even store staff in gender-fluid fashion — as long as it's tasteful and customer-appropriate. Her own leadership style is to be genuine, transparent and open about vulnerabilities. She balances the efficiency of top-down directives with the long-term benefits of participation: while consensus-building and alignment take time, they reduce turnover, re-training costs and disengagement. [40:15] Gender and leadership come into sharper focus. Joanne recounts her own bouts of impostor syndrome and the temptation, earlier in her career, to doubt her readiness for bigger roles. She notes that many women hesitate to raise their hands until they feel almost 100% qualified, while men may step up with far less. She encourages aspiring women leaders to recognise their strengths in empathy and nuanced communication, to "give it a try" even when not fully confident, and to view setbacks as learning rather than final verdicts. [47:30] The interview closes with advice for foreign leaders coming to Japan. Joanne emphasises being open, respectful and kind — to oneself and to others. She urges leaders to accept that Japan's deep-rooted culture will not change in a short posting, and that success depends on adapting rather than trying to remodel the country. Learning Japanese, even imperfectly, is both a sign of respect and a practical tool for building trust. Ultimately, she argues, effective leadership in Japan is about balancing data and humanity, global standards and local nuance, ambition and empathy. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

In the final installment of our series on Korean cults, we expose the mind control tactics woven through groups like Shincheonji, the Olive Tree Movement, and the Unification Church. Building on the theological patterns we uncovered in episodes 1 and 2, we break down how these movements use reinterpreted Scripture, deceptive “Bible studies,” and authoritarian teaching structures designed to make you question the Bible—and trust their leaders as the only true source of revelation.We talk with our returning guests to uncover how these groups systematically dismantle a person's confidence in God's Word, isolate them from outside voices, and replace biblical authority with hidden doctrines, secret meanings, and messianic claims.This episode exposes how Korean messianic movements manipulate Scripture, control information, and infiltrate churches—and how Christians can recognize, resist, and refute their strategies with sound theology and the true Gospel.We're joined by Pastor Yang, Adjunct Professor of New Testament at the Presbyterian University and Theological Seminary in Seoul, who holds a Doctor of Theology in New Testament and served as a Visiting Scholar at Trinity Evangelical Divinity School (2023–2024). Also joining us is Chris, a former member of Shincheonji and returning Cultish guest, who shares his firsthand experience and ongoing efforts to raise awareness about the growing global influence of Korean cults. Partner With Us & Be Part of the Mission to Change Lives: HERESHOP OUR MERCH: HEREPlease consider subscribing to our YouTube Channel: CultishTV.comCultish is a 100% crowdfunded ministry. -- Email Chris & Pastor Yang: biblev@daum.net Chris@examiningthecults.org Chris's Website: HEREChris's YouTube: HEREPastor Yang's YouTube: HERE

The interview is also on Youtube: https://youtu.be/oSIFewGWnNE?si=efQOrP5YXeoWuYYAGuest Carlos Moreira Founder & CEO of SealSQ Ticker: (Nasdaq: LAES)Website: https://www.sealsq.com/BioCarlos Creus Moreira is a global technology entrepreneur and cybersecurity authority, serving as Founder, Chairman, and CEO of WISeKey (NASDAQ: WKEY) and SEALSQ (LAES). For decades, he has been a leading voice in securing the internet, developing trusted digital identity ecosystems, and advocating for the ethical use of artificial intelligence.Moreira began his career as a United Nations expert on CyberSecurity and Trust Models, working with agencies such as ILO, UNCTAD, ITC/WTO, World Bank, UNDP, and ESCAP (1983–1999). He is also the Founder of OISTE.org, a global non-profit dedicated to strengthening digital identity standards.From 1995 to 1999, he served as an Adjunct Professor and Head of the Trade Efficiency Lab at RMIT University in Australia, contributing to advances in trade facilitation and cybersecurity. His academic and professional work has consistently focused on enhancing trust in digital systems.Moreira holds influential roles in numerous international organizations. He is a Founding Member of the Geneva Government's E-Voting Steering Committee, a UN Global Compact Member, and has contributed extensively to the World Economic Forum (WEF). His WEF roles include: Founding Member of Global Growth Companies, WEF New Champion (2007–2016), Vice-Chair of the Agenda Council on Illicit Trade (2012–2015), Member of the WEF Selection Committee for Growth Companies, and contributor to the Agenda Council on the Future of IT Software & Services (2014–2016). He has been recognized as one of the WEF's Trailblazers, Shapers, and Innovators.He also serves on the Blockchain Advisory Board of the Government of Mexico, the Blockchain Research Institute, and is Founder of the Geneva Security Forum, the Blockchain Center of Excellence, and TrustValley.Moreira has received numerous honors, including:• One of Switzerland's 300 most influential people (Bilan.CH 2011, 2013)• Top 100 in the Net Economy• Most Exciting EU Company (Microsoft MERID 2005)• Man of the Year (AGEFI 2007)• One of Switzerland's 100 most important digital leaders (Bilanz 2016)• Best EU M&A Award (2017)• Blockchain Davos Award of Excellence (GBBC 2018)• CGI Award HolderHe is co-author of the global best-selling book “The TransHuman Code,” a leading work on managing technology's impact on humanity. As a multilingual keynote speaker (English, Spanish, Italian, French, Portuguese), Moreira has spoken at the UN, WEF, CGI, ITU, Bloomberg, Munich Security Conference, World Policy Conference, Zermatt Summit, Microsoft, IMD, INSEAD, MIT Sloan, HEC, UBS, and the CEO Summit.Pioneering Work During the Dawn of the World Wide Web (WWW)During the early 1990s in Geneva, at the same time Tim Berners-Lee was creating the World Wide Web at CERN, Moreira was deeply involved in advancing secure digital identity and trust models. His UN cybersecurity work positioned him as a key advocate for building security into the fabric of the emerging web. This vision led him to found WISeKey in 1999, which has become a global leader in digital identity, authentication, and securing online transactions.He later established the Geneva Security Forum and Geneva Philanthropy Forum, reinforcing Geneva's role as a center for digital trust, innovation, and global cybersecurity dialogue.Married with six children, Carlos Creus Moreira remains committed to building a secure, transparent, and human-centered digital future. More information can be found at carloscreusmoreira.com.

The human intestinal epithelial barrier comprises diverse proliferative, secretory and absorptive cell types that facilitate nutrient digestion and absorption and protect against harmful environmental agents. The barrier and its function can vary between individuals due to genetic differences thus impact processes such as digestion, drug metabolism, and drug sensitivity. Our guests today investigated the effect of diverse culture conditions on the cell type composition, gene expression profiles, and maturation status of human pluripotent stem cell-derived intestinal epithelial cells in three different model systems. Their research provides insight into the relevant conditions and systems for modeling specific intestinal functions and highlights the importance of personalized intestinal model systems. GuestsSebo Withoff is an Associate Professor in the Department of Genetics at the University of Groningen in the Netherlands.  Iris Jonkers is an Adjunct Professor and Rosalind Franklin Fellow in the Department of Genetics at University of Groningen in the Netherlands.  Renée Moerkens is a Postdoctoral Fellow at Ombion in the Netherlands.  Joram Mooiweer is a PhD Student in the Department of Genetics at the University of Groningen, in the Netherlands. HostJanet Rossant, Editor-in-Chief, Stem Cell Reports and The Gairdner FoundationSupporting ContentGene expression profiling reveals enhanced nutrient and drug metabolism and maturation of hiPSC-derived intestine-on-chip relative to organoids and TranswellsAbout Stem Cell ReportsStem Cell Reports is the open access, peer-reviewed journal of the International Society for Stem Cell Research (ISSCR) for communicating basic discoveries in stem cell research, in addition to translational and clinical studies. Stem Cell Reports focuses on original research with conceptual or practical advances that are of broad interest to stem cell biologists and clinicians.X: @StemCellReportsAbout ISSCRWith nearly 5,000 members from more than 80 countries, the International Society for Stem Cell Research (@ISSCR) is the preeminent global, cross-disciplinary, science-based organization dedicated to stem cell research and its translation to the clinic. The ISSCR mission is to promote excellence in stem cell science and applications to human health.ISSCR StaffKeith Alm, Chief Executive OfficerYvonne Fisher, Managing Editor, Stem Cell ReportsKym Kilbourne, Director of Media and Strategic CommunicationsMegan Koch, Senior Marketing ManagerJack Mosher, Scientific DirectorHunter Reed, Senior Marketing Coordinator

When markets are kind, anyone can look like a genius. The test arrives when conditions turn—your systems, skills, and character decide what happens next.  What are the five drivers every leader must master? The five drivers are: Self Direction, People Skills, Process Skills, Communication, and Accountability. Mastering all five creates resilient performance across cycles. In boom times (think pre-pandemic luxury hotels in Japan) tailwinds mask weak leadership; in shocks (closed borders, supply chain crunches) only strong drivers keep teams delivering. As of 2025, executives in multinationals, SMEs, and startups alike need a balanced "stack": vision and values (Self Direction), talent and trust (People), systems and analytics (Process), clear messaging and questions (Communication), and personal ownership (Accountability). If one leg is shaky, the whole table wobbles. Do now: Score yourself 1–5 on each driver; identify your lowest two and set 30-day improvement actions.  Mini-summary: Five drivers form a complete system; strength in one can't compensate for failure in another. How does Self Direction separate steady leaders from "lucky" ones? Self-directed leaders set vision, goals, and culture—and adjust fast when reality bites. Great conditions or an inherited A-team help, but hope isn't a strategy. As markets shift in APAC, the US, or Europe, leaders with grounded values and a flexible ego change course quickly; rigid, oversized egos drive firms off cliffs faster. The calibration problem is real: we need enough ego to lead, not so much that we ignore evidence. In practice that means owner-dated goals, visible trade-offs, and a willingness to reverse a decision when facts change. Do now: Write a one-page "leader operating system": purpose, top 3 goals, non-negotiable values, and the conditions that trigger a pivot.  Mini-summary: Direction + adaptability beats bravado; values anchor the pivot, not the vanity. Why are People Skills the new performance engine? Complex work killed the "hero leader"; today's results flow from psychologically safe, capability-building teams.Whether you run manufacturing in Aichi, B2B SaaS in Seattle, or retail in Sydney, you need the right people on the bus, in the right seats. Trust is the currency; without it, there is no team—only compliant individuals. Servant leadership isn't slogans; it's practical: career conversations, strengths-based job fit, and coaching cadences. Climbing over bodies might have worked in 1995; in 2025 it destroys engagement, innovation, and retention. Do now: Map your team on fit vs. aspiration. Realign one role this fortnight and schedule two growth conversations per week for the next month.  Mini-summary: Build safety, match talent to roles, and coach growth; teams create the compounding returns, not lone heroes. What Process Skills keep quality high without killing initiative? Well-designed systems prevent good people from failing; poor processes turn stars into "low performers." Leaders must separate skill gaps from system flaws. Mis-fit is common—asking a big-picture creative to live in spreadsheets, or a detail maven to blue-sky strategy all day. Across sectors, involve people in improving the workflow; people support a world they help create. And yes, even "Driver" personalities must wear an Analytical hat for the numbers that matter: current, correct, relevant. Toyota's jidoka lesson applies broadly: stop the line when a defect appears, then fix root causes. Do now: Run a 60-minute process review: map steps, assign owners, check inputs/outputs, and identify one automation or simplification per step.  Mini-summary: Design beats heroics; match roles to wiring, make data accurate, improve the system with the people who run it. How should leaders communicate to create alignment that sticks? Great leaders talk less, listen more, and ask sharper questions—then verify that messages cascade cleanly.Communication isn't a TED Talk; it's a discipline. Listen for what's not said, surface hidden risks, and test understanding down the line. In Japan, nemawashi-style groundwork builds alignment before meetings; in the US/EU, crisp owner-dated action registers keep pace high without rework. In regulated fields (finance, healthcare, aerospace), clarity reduces audit friction; in creative and GTM teams, it accelerates experiments. Do now: Install a weekly "message audit": sample three layers (manager, IC, cross-function) and ask them to restate priorities, risks, and decisions in their own words.  Mini-summary: Listen deeply, question precisely, and ensure the message survives the org chart; alignment is measured at the edges. Where does Accountability start—and how do you make it contagious? Accountability starts at the top: the buck stops with the leader, without excuses—and then cascades through coaching and controls. As of 2025, boards and regulators demand both outcomes and evidence. Strong leaders admit errors quickly, fix them publicly, and maintain systems that track results and compliance. Accountability isn't blame; it's ownership plus support: clear goals, training, checkpoints, and consequences. In startups, this prevents "move fast and break the law"; in enterprises, it fights bureaucratic drift. Do now: Publish a one-page scoreboard each Monday (KPIs, leading indicators, risks) and hold a 15-minute review where owners report facts, not stories.  Mini-summary: Model ownership, build coaching and monitoring into the cadence, and make evidence a habit—not a surprise inspection. How do you integrate the five drivers across markets and company types? Balance is contextual: tighten controls in high-risk/low-competency zones; grant autonomy in low-risk/high-competency zones. Multinationals can borrow playbooks (RACI, stage gates), but SMEs need lightweight equivalents to preserve speed. Startups should resist the "super-doer" trap by delegating outcomes early; listed firms should fight analysis paralysis by protecting experiments inside guardrails. Across Japan, the US, and Europe, leaders who pair people development with process discipline outperform through cycles because capability compounds while compliance holds. Do now: Build a "risk × competency" grid for your top workflows and adjust oversight accordingly within 48 hours. Review monthly as skills rise.  Mini-summary: Tune people and process to context; move oversight with risk and capability, not with habit. Conclusion: strength in all five, not perfection in one Leadership success is engineered, not gifted by luck. When conditions turn, Self Direction provides the compass, People Skills provide power, Process Skills provide traction, Communication provides cohesion, and Accountability provides grip. Work the system, in that order, and your organisation will keep moving—legally, safely, profitably—even when the weather's foul.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).

Co-hosts Ryan Piansky, a graduate student and patient advocate living with eosinophilic esophagitis (EoE) and eosinophilic asthma, and Holly Knotowicz, a speech-language pathologist living with EoE who serves on APFED's Health Sciences Advisory Council, interview Evan S. Dellon, MD, and Elizabeth T. Jensen, PhD, about a paper they published on predictors of patients receiving no medication for treatment of eosinophilic esophagitis. Disclaimer: The information provided in this podcast is designed to support, not replace, the relationship between listeners and their healthcare providers. Opinions, information, and recommendations shared in this podcast are not a substitute for medical advice. Decisions related to medical care should be made with your healthcare provider. Opinions and views of guests and co-hosts are their own.   Key Takeaways: [:52] Co-host Ryan Piansky introduces the episode, brought to you thanks to the support of Education Partners GSK, Sanofi, Regeneron, and Takeda. Ryan introduces co-host Holly Knotowicz.   [1:14] Holly introduces today's topic, predictors of not using medication for EoE, and today's guests, Dr. Evan Dellon and Dr. Elizabeth Jensen.   [1:29] Dr. Dellon is an Adjunct Professor of Epidemiology at the University of North Carolina School of Medicine in Chapel Hill. He is also the Director of the UNC Center for Esophageal Diseases and Swallowing.   [1:42] Dr. Dellon's main research interest is in the epidemiology, pathogenesis, diagnosis, treatment, and outcomes of eosinophilic esophagitis (EoE) and eosinophilic GI diseases (EGIDs).   [1:55] Dr. Jensen is a Professor of Epidemiology with a specific expertise in reproductive, perinatal, and pediatric epidemiology. She has appointments at both Wake Forest University School of Medicine and the University of North Carolina at Chapel Hill.   [2:07] Her research primarily focuses on etiologic factors in the development of pediatric immune-mediated chronic diseases, including understanding factors contributing to disparities in health outcomes.   [2:19] Both Dr. Dellon and Dr. Jensen also serve on the Steering Committee for EGID Partners Registry.   [2:24] Ryan thanks Dr. Dellon and Dr. Jensen for joining the podcast today.   [2:29] Dr. Dellon was the first guest on this podcast. It is wonderful to have him back for the 50th episode! Dr. Dellon is one of Ryan's GI specialists. Ryan recently went to North Carolina to get a scope with him.   [3:03] Dr. Dellon is an adult gastroenterologist at the University of North Carolina at Chapel Hill. He directs the Center for Esophageal Diseases and Swallowing. Clinically and research-wise, he is focused on EoE and other eosinophilic GI diseases.   [3:19] His research interests span the entire field, from epidemiology, diagnosis, biomarkers, risk factors, outcomes, and a lot of work, more recently, on treatments.   [3:33] Dr. Jensen has been on the podcast before, on Episode 27. Holly invites Dr. Jensen to tell the listeners more about herself and her work with eosinophilic diseases.   [3:46] Dr. Jensen has been working on eosinophilic gastrointestinal diseases for about 15 years. She started some of the early work around understanding possible risk factors for the development of disease.   [4:04] She has gone on to support lots of other research projects, including some with Dr. Dellon, where they're looking at gene-environment interactions in relation to developing EoE.   [4:15] She is also looking at reproductive factors as they relate to EoE, disparities in diagnosis, and more. It's been an exciting research trajectory, starting with what we knew very little about and building to an increasing understanding of why EoE develops.   [5:00] Dr. Dellon explains that EoE stands for eosinophilic esophagitis, a chronic allergic condition of the esophagus.   [5:08] You can think of EoE as asthma of the esophagus or eczema of the esophagus, although in general, people don't grow out of EoE, like they might grow out of eczema or asthma. When people have EoE, it is a long-term condition.   [5:24] Eosinophils are a type of white blood cell, specializing in allergy responses. Normally, they are not in the esophagus. When we see them there, we worry about an allergic process. When that happens, that's EoE.   [5:40] Over time, the inflammation seen in EoE and other allergic cell activity causes swelling and irritation in the esophagus. Early on, this often leads to a range of upper GI symptoms — including poor growth or failure to thrive in young children, abdominal pain, nausea, and symptoms that can mimic reflux.   [5:58] In older kids, symptoms are more about trouble swallowing. That's because the swelling that happens initially, over time, may turn into scar tissue. So the esophagus can narrow and cause swallowing symptoms like food impaction.   [6:16] Ryan speaks of living with EoE for decades and trying the full range of treatment options: food elimination, PPIs, steroids, and, more recently, biologics.   [6:36] Dr. Dellon says Ryan's history is a good overview of how EoE is treated. There are two general approaches to treating the underlying condition: using medicines and/or eliminating foods that we think may trigger EoE from the diet.   [6:57] For a lot of people, EoE is a food-triggered allergic condition.   [7:01] The other thing that has to happen in parallel is surveying for scar tissue in the esophagus. If that's present and people have trouble swallowing, sometimes stretching the esophagus is needed through esophageal dilation.   [7:14] There are three categories of medicines used for treatment. Proton pump inhibitors are reflux meds, but they also have an anti-allergy effect in the esophagus.   [7:29] Topical steroids are used to coat the esophagus and produce an anti-inflammatory effect. The FDA has approved a budesonide oral suspension for that.   [7:39] Biologics, which are generally systemic medications, often injectable, can target different allergic factors. Dupilumab is approved now, and there are other biologics that are being researched as potential treatments.   [7:51] Even though EoE is considered an allergic condition, we don't have a test to tell people what they are allergic to. If it's a food allergy, we do an empiric elimination diet because allergy tests aren't accurate enough to tell us what the EoE triggers are.   [8:10] People will eliminate foods that we know are the most common triggers, like milk protein, dairy, wheat, egg, soy, and other top allergens. You can create a diet like that and then have a response to the diet elimination.   [8:31] Dr. Jensen and Dr. Dellon recently published an abstract in the American Journal of Gastroenterology about people with EoE who are not taking any medicine for it. Dr. Jensen calls it a real-world data study, leveraging electronic health record patient data.   [8:51] It gives you an impression of what is actually happening, in terms of treatments for patients, as opposed to a randomized control trial, which is a fairly selected patient population. This is everybody who has been diagnosed, and then what happens with them.   [9:10] Because of that, it gives you a wide spectrum of patients. Some patients are going to be relatively asymptomatic. It may be that we arrived at their diagnosis while working them up for other potential diagnoses.   [9:28] Other patients are going to have rather significant impacts from the disease. We wanted to get an idea of what is actually happening out there with the full breadth of the patient population that is getting diagnosed with EoE.   [9:45] Dr. Jensen was not surprised to learn that there are patients who had no pharmacologic treatment.   [9:58] Some patients are relatively asymptomatic, and others are not interested in pursuing medications initially or are early in their disease process and still exploring dietary treatment options.   [10:28] Holly sees patients from infancy to geriatrics, and if they're not having symptoms, they wonder why bother treating it.   [10:42] Dr. Jensen says it's a point of debate on the implications of somebody who has the disease and goes untreated. What does that look like long-term? Are they going to develop more of that fibrostenotic pattern in their esophagus without treatment?   [11:07] This is a question we're still trying to answer. There is some suggestion that for some patients who don't manage their disease, we very well may be looking at a food impaction in the future.   [11:19] Dr. Dellon says we know overall for the population of EoE patients, but it's hard to know for a specific patient. We have a bunch of studies now that look at how long people have symptoms before they're diagnosed. There's a wide range.   [11:39] Some people get symptoms and get diagnosed right away. Others might have symptoms for 20 or 30 years that they ignore, or don't have access to healthcare, or the diagnosis is missed.   [11:51] What we see consistently is that people who may be diagnosed within a year or two may only have a 10 or 20% chance of having that stricture and scar tissue in the esophagus, whereas people who go 20 years, it might be 80% or more.   [12:06] It's not everybody who has EoE who might end up with that scar tissue, but certainly, it's suggested that it's a large majority.   [12:16] That's before diagnosis. We have data that shows that after diagnosis, if people go a long time without treatment or without being seen in care, they also have an increasing rate of developing strictures.    [12:29] In general, the idea is yes, you should treat EoE, because on average, people are going to develop scar tissue and more symptoms. For the patient in front of you with EoE but no symptoms, what are the chances it's going to get worse? You don't know.   [13:04] There are two caveats with that. The first is what we mean by symptoms. Kids may have vomiting and growth problems. Adults can eat carefully, avoiding foods that hang up in the esophagus, like breads and overcooked meats, sticky rice, and other foods.   [13:24] Adults can eat slowly, drink a lot of liquid, and not perceive they have symptoms. When someone tells Dr. Dellon they don't have symptoms, he will quiz them about that. He'll even ask about swallowing pills.    [13:40] Often, you can pick up symptoms that maybe the person didn't even realize they were having. In that case, that can give you some impetus to treat.   [13:48] If there really are no symptoms, Dr. Dellon thinks we're at a point where we don't really know what to do.   [13:54] Dr. Dellon just saw a patient who had a lot of eosinophils in their small bowel with absolutely no GI symptoms. He said, "I can't diagnose you with eosinophilic enteritis, but you may develop symptoms." People like that, he will monitor in the clinic.   [14:14] Dr. Dellon will discuss it with them each time they come back for a clinic visit.   [14:19] Holly is a speech pathologist, but also sees people for feeding and swallowing. The local gastroenterologist refers patients who choose not to treat their EoE to her. Holly teaches them things they should be looking out for.   [14:39] If your pills get stuck or if you're downing 18 ounces during a mealtime, maybe it's time to treat it. People don't see these coping mechanisms they use that are impacting their quality of life. They've normalized it.   [15:30] Dr. Dellon says, of these people who aren't treated, there's probably a subset who appropriately are being observed and don't have a medicine treatment or are on a diet elimination.   [15:43] There's also probably a subset who are inappropriately not on treatment. It especially can happen with students who were under good control with their pediatric provider, but moved away to college and didn't transfer to adult care.   [16:08] They ultimately come back with a lot of symptoms that have progressed over six to eight years.   [16:18] Ryan meets newly diagnosed adult patients at APFED's conferences, who say they have no symptoms, but chicken gets caught in their throat. They got diagnosed when they went to the ER with a food impaction.   [16:38] Ryan says you have to wonder at what point that starts to get reflected in patient charts. Are those cases documented where someone is untreated and now has EoE?   [16:49] Ryan asks in the study, "What is the target EGID Cohort and why was it selected to study EoE? What sort of patients were captured as part of that data set?"   [16:58] Dr. Jensen said they identified patients with the ICD-10 code for a diagnosis of EoE. Then they looked to see if there was evidence of symptoms or complications in relation to EoE. This was hard; some of these are relatively non-specific symptoms.   [17:23] These patients may have been seeking care and may have been experiencing some symptoms that may or may not have made it into the chart. That's one of the challenges with real-world data analyses.   [17:38] Dr. Jensen says they are using data that was collected for documenting clinical care and for billing for clinical care, not for research, so it comes with some caveats when doing research with this data.   [18:08] Research using electronic health records gives a real-world perspective on patients who are seeking care or have a diagnosis of EoE, as opposed to a study trying to enroll a patient population that potentially isn't representative of the breadth of individuals living with EoE.   [18:39] Dr. Dellon says another advantage of real-world data is the number of patients. The largest randomized controlled trials in EoE might have 400 patients, and they are incredibly expensive to do.   [18:52] A study of electronic health records (EHR) is reporting on the analysis of just under 1,000. The cohort, combined from three different centers, has more than 1,400 people, a more representative, larger population.    [19:16] Dr. Dellon says when you read the results, understand the limitations and strengths of a study of health records, to help contextualize the information.   [19:41] Dr. Dellon says it's always easier to recognize the typical presentations. Materials about EoE and studies he has done that led to medicine approvals have focused on trouble swallowing. That can be relatively easily measured.   [20:01] Patients often come to receive care with a food impaction, which can be impactful on life, and somewhat public, if in a restaurant or at work. Typical symptoms are also the ones that get you diagnosed and may be easier to treat.   [20:26] Dr. Dellon wonders if maybe people don't treat some of the atypical symptoms because it's not appreciated that they can be related to EoE.   [20:42] Holly was diagnosed as an adult. Ryan was diagnosed as a toddler. Holly asks what are some of the challenges people face in getting an EoE diagnosis.   [20:56] Dr. Jensen says symptoms can sometimes be fairly non-specific. There's some ongoing work by the CEGIR Consortium trying to understand what happens when patients come into the emergency department with a food bolus impaction.   [21:28] Dr. Jensen explains that we see there's quite a bit of variation in how that gets managed, and if they get a biopsy. You have to have a biopsy of the esophagus to get a diagnosis of EoE.   [21:45] If you think about the steps that need to happen to get a diagnosis of EoE, that can present barriers for some groups to ultimately get that diagnosis.   [21:56] There's also been some literature around a potential assumption about which patients are more likely to be at risk. Some of that is still ongoing. We know that EoE occurs more commonly in males in roughly a two-to-one ratio. Not exclusively in males, obviously, but a little more often in males.   [22:20] We don't know anything about other groups of patients that may be at higher risk. That's ongoing work that we're still trying to understand. That in itself can also be a barrier when there are assumptions about who is or isn't likely to have EoE.   [23:02] Dr. Dellon says that in adolescents and adults, the typical symptoms are trouble swallowing and food sticking, which have many causes besides EoE, some of which are more common.   [23:18] In that population, heartburn is common. Patients may report terrible reflux that, on questioning, sounds more like trouble swallowing than GERD. Sometimes, with EoE, you may have reflux that doesn't improve. Is it EoE, reflux, or both?   [24:05] Some people will have chest discomfort. There are some reports of worsening symptoms with exercise, which brings up cardiac questions that have to be ruled out first.   [24:19] Dr. Dellon mentions some more atypical symptoms. An adult having pain in the upper abdomen could have EoE. In children, the symptoms could be anything in the GI tract. Some women might have atypical symptoms with less trouble swallowing.   [24:58] Some racial minorities may have those kinds of symptoms, as well. If you're not thinking of the condition, it's hard to make the diagnosis.   [25:08] Dr. Jensen notes that there are different cultural norms around expressing symptoms and dietary patterns, which may make it difficult to parse out a diagnosis.   [25:27] Ryan cites a past episode where access to a GI specialist played a role in diagnosing patients with EoE. Do white males have more EoE, or are their concerns just listened to more seriously?   [25:57] Ryan's parents were told when he was two that he was throwing up for attention. He believes that these days, he'd have a much easier time convincing a doctor to listen to him. From speaking to physicians, Ryan believes access is a wide issue in the field.   [26:23] Dr. Dellon tells of working with researchers at Mayo in Arizona and the Children's Hospital of Phoenix. They have a large population of Hispanic children with EoE, much larger than has been reported elsewhere. They're working on characterizing that.   [26:49] Dr. Dellon describes an experience with a visiting trainee from Mexico City, where there was not a lot of EoE reported. The trainee went back and looked at the biopsies there, and it turned out they were not performing biopsies on patients with dysphagia in Mexico City.   [27:13] When he looked at the patients who ended up getting biopsies, they found EoE in 10% of patients. That's similar to what's reported out of centers in the developed world. As people are thinking about it more, we will see more detection of it.   [27:30] Dr. Dellon believes those kinds of papers will be out in the next couple of months, to a year.   [27:36] Holly has had licensure in Arizona for about 11 years. She has had nine referrals recently of children with EoE from Arizona. Normally, it's been one or two that she met at a conference.   [28:00] Ryan asks about the research on patients not having their EoE treated pharmacologically. Some treat it with food avoidance and dietary therapy. Ryan notes that he can't have applesauce, as it is a trigger for his EoE.   [28:54] Dr. Jensen says that's one of the challenges in using the EHR data. That kind of information is only available to the researchers through free text. That's a limitation of the study, assessing the use of dietary elimination approaches.   [29:11] Holly says some of her patients have things listed as allergies that are food sensitivities. Ryan says it's helpful for the patients to have their food sensitivities listed along with their food allergies, but it makes records more difficult to parse for research.   [30:14] Dr. Dellon says they identify EoE by billing code, but the codes are not always used accurately. Natural Language Processing can train a computer system to find important phrases. Their collaborators working on the real-world data are using it.   [30:59] Dr. Dellon hopes that this will be a future direction for this research to find anything in the text related to diet elimination.   [31:32] Dr. Jensen says that older patients were less likely to seek medication therapy. She says it's probably for a couple of reasons. First, older patients may have been living with the disease for a long time and have had compensatory mechanisms in place.   [32:03] The other reason may be senescence or burnout of the disease, long-term. Patients may be less symptomatic as they get older. That's a question that remains to be answered for EoE. It has been seen in some other disease processes.   [32:32] Dr. Dellon says there's not much data specifically looking at EoE in the older population. Dr. Dellon did work years ago with another doctor, and they found that older patients had a better response to some treatments, particularly topical steroids.   [32:54] It wasn't clear whether it was a milder aspect of the disease, easier to treat, or because they were older and more responsible, taking their medicines as prescribed, and having a better response rate. It's the flip side of work in the pediatric population.   [33:16] There is an increasingly aging population with EoE. Young EoE patients will someday be over 65. Dr. Dellon hopes there will be a cure by that point, but it's an expanding population now.   [33:38] Dr. Jensen says only a few sites are contributing data, so they hope to add additional sites to the study. For some of the less common outcomes, they need a pretty large patient sample to ask some of those kinds of questions.   [33:55] They will continue to follow up on some of the work that this abstract touched on and try to understand some of these issues more deeply.   [34:06] Dr. Dellon mentions other work within the cohort. Using Natural Language Processing, they are looking at characterizing endoscopy information and reporting it without a manual review of reports and codes. You can't get that from billing data.   [34:29] Similarly, they are trying to classify patient severity by the Index of Severity with EoE, and layer that on looking at treatments and outcomes based on disease severity. Those are a couple of other directions where this cohort is going.   [34:43] Holly mentions that this is one of many research projects Dr. Jensen and Dr. Dellon have collaborated on together. They also collaborate through EGID Partners. Holly asks them to share a little bit about that.   [34:53] Dr. Jensen says EGID Partners is an online registry where individuals, caregivers, and parents of children affected with EGIDs can join.   [35:07] EGID Partners also needs people who don't live with an EGID to join, as controls. That gives the ability to compare those who are experiencing an EGID relative to those who aren't.   [35:22] When you join EGID Partners, they provide you with a set of questionnaires to complete. Periodically, they push out a few more questionnaires.   [35:33] EGID Partners has provided some really great information about patient experience and answered questions that patients want to know about, like joint pain and symptoms outside the GI tract.   [36:04] To date, there are close to 900 participants in the registry from all over the world. As it continues to grow, it will give the ability to look at the patient experience in different geographical areas.   [36:26] Dr. Dellon says we try to have it be interactive, because it is a collaboration with patients. The Steering Committee works with APFED and other patient advocacy groups from around the world.    [36:41] The EGID Partners website shows general patient locations anonymously. It shows the breakdown of adults with the condition and caregivers of children with the condition, the symptom distribution, and the treatment distribution.   [37:03] As papers get published and abstracts are presented, EGID Partners puts them on the website. Once someone joins, they can suggest a research idea. Many of the studies they have done have come from patient suggestions.   [37:20] If there's an interesting idea for a survey, EGID Partners can push out a survey to everybody in the group and answer questions relatively quickly.   [37:57] Dr. Dellon says a paper came out recently about telehealth. EoE care, in particular, is a good model for telehealth because it can expand access for patients who don't have providers in their area.   [38:22] EoE is a condition where care involves a lot of discussion but not a lot of need for physical exams and direct contact, so telehealth can make things very efficient.    [38:52] EGID Partners surveyed patients about telehealth. They thought it was efficient and saved time, and they had the same kind of interactions as in person. In general, in-state insurance covered it. Patients were happy to do those kinds of visits again.   [39:27] Holly says Dr. Furuta, herself, and others were published in the Gastroenterology journal in 2019 about starting to do telehealth because patients coming to the Children's Hospital of Colorado from out of state had no local access to feeding therapy.   [39:50] Holly went to the board, and they allowed her to get licensure in different states. She started with some of the most impacted patients in Texas and Florida in 2011 and 2012. They collected data. They published in 2019 about telehealth's positive impact.   [40:13] When 2020 rolled around, Holly had trained a bunch of people on how to do feeding therapy via telehealth. You have to do all kinds of things, like make yourself disappear, to keep the kids engaged and in their chairs!   [40:25] Now it is Holly's primary practice. She has licenses in nine states. She sees people all over the country. With her diagnosis, her physicians at Mass General have telehealth licensure in Maine. She gets to do telehealth with them instead of driving two hours.   [40:53] Dr. Jensen tells of two of the things they hope to do at EGID Partners. One is trying to understand more about reproductive health for patients with an EGID diagnosis. Only a few studies have looked at this question, and with very small samples.   [41:15] As more people register for EGID Partners, Dr. Jensen is hoping to be able to ask some questions related to reproductive health outcomes.   [41:27] The second goal is a survey suggested by the Student Advisory Committee, asking questions related to the burden of disease specific to the teen population.   [41:48] This diagnosis can hit that population particularly hard, at a time when they are trying to build and sustain friendships and are transitioning to adult care and moving away from home. This patient population has a unique perspective we wanted to hear.   [42:11] Dr. Jensen and Dr. Dellon work on all kinds of other projects, too.   [42:22] Dr. Dellon says they have done a lot of work on the early-life factors that may predispose to EoE. They are working on a large epidemiologic study to get some insight into early-life factors, including factors that can be measured in baby teeth.   [42:42] That's outside of EGID Partners. It's been ongoing, and they're getting close, maybe over the next couple of years, to having some results.   [43:03] Ryan says all of those projects sound so interesting. We need to have you guys back to dive into those results when you have something finalized.   [43:15] For our listeners who want to learn more about eosinophilic disorders, we encourage you to visit apfed.org and check out the links in the show notes below.   [43:22] If you're looking to find specialists who treat eosinophilic disorders, we encourage you to use APFED's Specialist Finder at apfed.org/specialist.   [43:31] If you'd like to connect with others impacted by eosinophilic diseases, please join APFED's online community on the Inspire Network at apfed.org/connections.   [43:41] Ryan thanks Dr. Dellon and Dr. Jensen for joining us today. This was a fantastic conversation. Holly also thanks APFED's Education Partners GSK, Sanofi, Regeneron, and Takeda for supporting this episode.   Mentioned in This Episode: Evan S. Dellon, MD, MPH, Academic Gastroenterologist, University of North Carolina School of Medicine   Elizabeth T. Jensen, MPH, PhD, Epidemiologist, Wake Forest University School of Medicine, University of North Carolina at Chapel Hill   Predictors of Patients Receiving No Medication for Treatment of Eosinophilic Esophagitis in the United States: Data from the TARGET-EGIDS Cohort   Episode 15: Access to Specialty Care for Eosinophilic Esophagitis (EoE)   APFED on YouTube, Twitter, Facebook, Pinterest, Instagram Real Talk: Eosinophilic Diseases Podcast apfed.org/specialist apfed.org/connections apfed.org/research/clinical-trials   Education Partners: This episode of APFED's podcast is brought to you thanks to the support of GSK, Sanofi, Regeneron, and Takeda.   Tweetables:   "I've been working on eosinophilic gastrointestinal diseases for about 15 years. I started some of the early work around understanding possible risk factors for the development of disease. I've gone on to support lots of other research projects." — Elizabeth T. Jensen, MPH, PhD   "You can think of EoE as asthma of the esophagus or eczema of the esophagus, although in general, people don't grow out of EoE, like they might grow out of eczema or asthma. When people have it, it really is a long-term condition." — Evan S. Dellon, MD, MPH   "There are two general approaches to treating the underlying condition, … using medicines and/or eliminating foods from the diet that we think may trigger EoE. I should say, for a lot of people, EoE is a food-triggered allergic condition." — Evan S. Dellon, MD, MPH   "I didn't find it that surprising [that there are patients who had no treatment]. Some patients are relatively asymptomatic, and others are not interested in pursuing medications initially or are … still exploring dietary treatment options." — Elizabeth T. Jensen, MPH, PhD   "We have a bunch of studies now that look at how long people have symptoms before they're diagnosed. There's a wide range. Some people get symptoms and are diagnosed right away. Other people might have symptoms for 20 or 30 years." — Evan S. Dellon, MD, MPH   "EGID Partners is an online registry where individuals, caregivers, and parents of children affected with EGIDs can join. EGID Partners also needs people who don't live with an EGID to join, as controls." — Elizabeth T. Jensen, MPH, PhD

Mark Cooper, founder and CIO of MAC Alpha Capital Management, stops by The Business Brew to discuss the potential opportunity in international markets. Mark has 20 years of experience in equity investing and almost 9 years in commodity trading, working at top-tier hedge funds and mutual funds with some legendary value investors.Mark's experience prior to founding MAC Alpha Capital Management:Co-Portfolio Manager, First Eagle Investment Management, 2014 to 2019 | International Small Cap Value strategy.Portfolio Manager and Analyst, PIMCO, 2010 to 2014 | Global generalist managing a diversified quantitative U.S. equity fund.Partner and Portfolio Manager, Omega Advisors, 2005 to 2010 | Global industrials, capital goods, and commodities/energy sectors.Analyst, Pequot Capital Management, 2002 to 2004 Portfolio Manager, JP Morgan, 1992 to 2000 | Fixed income, commodities, and foreign exchange asset classes, co-managing a $50 billion notional value portfolio investing in both European and exotic options and managing a $10 billion portfolio focused on long-dated gold and silver.Adjunct Professor of Finance and Economics, Columbia Business School, 2004 to 2025| Applied Value InvestingEducation and Credentials:MBA - Columbia Business School 2002 | Bachelor of Science - Massachusetts Institute of Technology 1991. Former US Army officer Former Vice Chairman of Harlem success academy HSA #2 (a charter school) |Co-author of Value Investing: From Graham to Buffett and Beyond  – Second Edition.Sponsorship InformationThank you to ⁠⁠⁠Fiscal.ai⁠⁠⁠ for sponsoring the show. DISCOUNT INFO: If you use the affiliate link ⁠⁠⁠⁠fiscal.ai/brew⁠⁠⁠⁠, you will automatically get 2 weeks of Fiscal Pro for Free and if you find that you want to upgrade, my link will get you 15% off any paid plans. About ⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠ is the complete modern data terminal for global equities.The ⁠⁠⁠Fiscal.ai⁠⁠⁠ platform combines a powerful user experience with all the financial data capabilities that professional investors need. Users get up to 20 years of historical financials for all stocks globally that they can easily chart, compare, or export into their own models. And unlike legacy data terminals where it can take hours or even days, ⁠⁠⁠Fiscal.ai⁠⁠⁠'s data is updated within minutes of earnings reports. ⁠⁠⁠Fiscal.ai⁠⁠⁠ also tracks all the company-specific Segment & KPI data so you don't have to. Like to track Amazon's Cloud Revenue? They've got it.How about Spotify's premium subscribers? Or Google's quarterly paid clicks?They've got all of it.

Tonight's Guest WeatherBrain is Corey Bunn.  He's a full time Operational Meteorologist with Coastal Weather Research Center.  He prepares daily forecasts and also has a responsibility of issuing severe weather warnings and he also maintains the company website and assists in hurricane forecasting operations.  He joined the CWRC in 2012 after completing his Bachelor's Degree in Meteorology at the University of South Alabama.  Corey, welcome to WeatherBrains! Our next Guest WeatherBrain (in order of appearance) is Jeff Medlin, the founder and CEO of Medlin Meterological Consulting LLC.  He's had a distinguished career; having previously spent over 36 years working with the National Weather Service.  His tenure included 8 years as Meteorologist-In-Charge and 20 years as Science and Operations Officer at NWS Mobile (AL).  Today, he's the severe and winter weather outlook meteorologist for Coastal Weather Research Center.  He's also an Adjunct Professor at the University of South Alabama.  Jeff, welcome to WeatherBrains! Tonight's Guest Panelist is someone whose passion for weather started early—at just five years old—after experiencing a weak tornado that sparked a lifelong fascination with the atmosphere. That early intrigue never faded, and today he channels that enthusiasm into his work as the weekend meteorologist at WHIO-TV in Dayton. A true weather geek at heart, he's recently reached an exciting career milestone by earning his NWA Digital Seal and TV Seal, marking another step forward in his broadcast meteorology journey.  We're thrilled to have him with us tonight—please welcome Nicholas Dunn to WeatherBrains! Our email officer Jen is continuing to handle the incoming messages from our listeners. Reach us here: email@weatherbrains.com. Compare/Contrast Davis and Tempest Weather Stations (09:30) Importance of obtaining the Digital Seals (11:00) Jeff Medlin's origins in the weather field (20:00) 1979's Hurricane Frederic and its aftermath (24:30) Alabama Power's support for Coastal Weather Research Center (36:00) What is CCAPS and when did it begin?  (39:00) Looking back at 1969's Hurricane Camille (56:00) MLLW Tidal Datum (01:25:00) The Astronomy Outlook with Tony Rice (01:29:30) This Week in Tornado History With Jen (01:31:45) E-Mail Segment (01:33:30) and more! Web Sites from Episode 1035: Alabama Weather Network Picks of the Week: Jeff Medlin - South Alabama Meteorology Program Nicholas Dunn - SpaceWeatherLive.com James Aydelott - Out Jen Narramore - "Volnado" at Kilauea Volcano in Hawaii Rick Smith - Out Troy Kimmel - Out Kim Klockow-McClain - NOAA NWS Space Weather Prediction Center John Gordon - Noctilucent clouds - Everything you need to know Bill Murray - Weatherwise Magazine: Vol 78, No. 6 (Current Issue as of 11/2025) James Spann - WeatherNext 2: Google DeepMind's most advanced forecasting model The WeatherBrains crew includes your host, James Spann, plus other notable geeks like Troy Kimmel, Bill Murray, Rick Smith, James Aydelott, Jen Narramore, John Gordon, and Dr. Kim Klockow-McClain. They bring together a wealth of weather knowledge and experience for another fascinating podcast about weather.

Why "top-down" selling backfires in Japan's big companies — and what to do instead.  Is meeting the President in Japan a guaranteed win? No — unless the President is also the owner (the classic wan-man shachō), your "coup" meeting rarely converts directly. In listed enterprises and large corporates, executive authority is diffused by consensus-driven processes. Even after a warm conversation and a visible "yes," the purchase decision typically moves into a bottom-up vetting cycle that your initial sponsor doesn't personally shepherd. In contrast, smaller firms or founder-led groups may decide quickly, much like private U.S. SMEs or European Mittelstand. The trap is assuming a Western "economic buyer" model maps 1:1 to Japan's governance norms post-Abenomics (2013–2020) and as of 2025. Treat the Presidential meeting as a door-opener, not a done deal.  Do now: Reframe the "Prez" as an access node; design your plan for everything that happens after the elevator ride down. What actually happens after the big meeting? The President typically delegates "look into this" to a direct report, and your proposal enters an internal review pipeline. A junior staffer performs due diligence, then a section head reviews and either quietly stops the process or passes it up. If momentum builds, the division head circulates a ringi-sho (稟議書) with attached materials for cross-functional stamps (hanko). Each division repeats its own research — Finance, HR, Operations — before any re-contact with you. Compared with U.S. enterprise sales where a single VP can overrule, Japan's system prioritises organisational risk-sharing and face-saving. Expect additional nemawashi (root-binding) conversations you won't see. Every change to scope, pricing, or timing restarts the paper trail.  Do now: Ask early who will run due diligence, which divisions must stamp, and what the ringi packet must include. Why do direct reports sometimes ignore an explicit instruction? Because "check this out" isn't "make this happen" — the President's role usually ends at referral, not enforcement. In large firms (think Toyota-scale keiretsu or Rakuten-class digital groups), middle management owns process integrity. A public "order" in front of you may still be interpreted as permission to evaluate, not a mandate to buy. In the U.S., sellers might push back on "we'll think about it"; in Japan, they really do need to think — collectively. That's not stonewalling; it's governance. The deal can die silently at any stage if the section head sees mis-fit, poor timing (e.g., fiscal year planning in March), or brand risk. Your best lever is equipping mid-levels with a de-risked, spec-tight story that they can defend internally.  Do now: Translate the top-level promise into mid-level proof: ROI math, references in Japan, security/PII notes, and implementation flow. How long does the ringi cycle take, and what slows it down? Longer than Western sellers expect — and it resets with every material change. The ringi-sho builds consensus by circulating for stamps across affected divisions. Each unit repeats checks (vendor risk, budget fit, labour impact under Japan's 2023 work-style reforms, data residency for APAC, etc.). If you tweak scope or price, a fresh ringi often triggers. For comparison, an American SaaS deal might hit Legal once; in Japan, Legal, Information Systems, and HR may all run independent passes. Multi-site rollouts (retail, manufacturing) compound complexity versus single-site pilots. Sellers who rush or "pressure close" risk face loss among reviewers — a reputational cost that kills not just this deal but your next.  Do now: Time-box your asks, pre-bundle likely objections, and avoid last-minute scope surprises that force a re-circulation. How should you re-engineer your enterprise sales motion for Japan? Build a two-track play: executive alignment for vision + operator enablement for approvals. Track A (C-suite): anchor on strategy, external credibility (Japan references, security attestations), and clear business impact by quarter. Track B (middle-down): deliver a ringi-ready pack — problem framing, options matrix, risk mitigations, rollout plan, KPI table (adoption, uptime targets, ROI), and case miniatures from sectors like automotive, retail, and banking. Compared with Europe (works councils) or the U.S. (deal desk), Japan's reviewer set is broader; so your artefacts must be modular and stamp-friendly. Pro tip: craft a Japanese one-pager that a 25-year-old staffer can champion without fear.  Do now: Produce a bilingual ringi kit: exec summary, cost sheet, security appendix, phased pilot plan, and internal FAQ. What if the buyer is a founder-led or SME "one-man President"? Move fast — wan-man shachō environments can green-light on the spot, but still respect downstream implementers. Owner-operators (common in construction, logistics, specialised manufacturers) align closer to U.S. founder-CEO norms: if they decide, it happens. However, success still hinges on managers who must live with the tool or training. Win speed without burning adoption by pre-agreeing a post-signature cadence: kickoff, hands-on enablement, check-ins. Contrast: in multinationals and listed firms, assume consensus first, speed second. Use segmented pipelines and forecasting models for each archetype to avoid "phantom commits" based on executive enthusiasm alone.  Do now: Qualify leadership style early; if it's founder-led, offer rapid pilot + success plan; if it's listed, budget for consensus cycles. Quick internal checklist for a ringi-ready packet Executive one-pager (JP/EN) with outcome metrics and timeline Options matrix (do nothing vs. competitor vs. your solution) Security & compliance appendix (data flows, access, audit) Costing & ROI sheet (12–36 months, with sensitivity) Implementation playbook (roles, training, support SLAs) Reference mini-cases from Japan/APAC peers Do now: Attach this checklist to every enterprise proposal in Japan.  Conclusion: Stop "selling the Prez"; start enabling the process In Japan's large corporates, the President opens a door; the organisation makes the decision. Treat the executive meeting as your starting pistol, not the finish line. Win by equipping mid-levels to say "yes" safely, designing for ringicadence, and pacing your asks. In founder-led firms, move decisively — with respect for the managers who must land the change. That's how you convert enthusiasm into signed, implemented value in Japan, as of 2025.  FAQs Is aggressive closing effective in Japan? No. Pushy tactics create face risk for reviewers and can stall the ringi process; equip, don't pressure.  Do all Japanese companies work this way? No. Founder-led SMEs can decide top-down; listed and multinational firms lean consensus-first.  What documents speed approval? A bilingual, ringi-ready packet: exec summary, ROI, security, rollout, and references.  Next steps for leaders/executives Map the approval path (divisions, stamps, timelines). Build a standard ringi pack and local references. Train your team on Japan-specific cadence and language. Segment forecasts by "founder-led" vs. "listed corporate."  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Send us a textIn this insightful conversation, we explore the question: Is myopia truly a disease? Join us as Mark Bullimore sheds light on the intricate nuances of this visual condition and its impact on our overall eye health.Discover the significance of each diopter and gain a deeper understanding of why it matters. About Mark Bullimore:Professor Bullimore is an internationally renowned scientist, speaker, and educator based in Boulder, Colorado. He received his Optometry degree and PhD in Vision Science from Aston University in Birmingham, England. He spent most of his career at the Ohio State University and the University of California at Berkeley and is now Adjunct Professor at the University of Houston. He is Associate Editor of Ophthalmic and Physiological Optics and the former Editor of Optometry and Vision Science. His expertise in myopia, contact lenses, low vision, presbyopia, and refractive surgery means that he is consultant for a number of ophthalmic, surgical, and pharmaceutical companies. This work has resulted in approval of, among others, Paragon CRT, Alcon's iLux, and CooperVision's MiSight lens.Resources Mentioned:Myopia Calculator linkhttps://bhvi.org/myopia-calculator-resources/Why every diopter mattershttps://journals.lww.com/optvissci/Abstract/2019/06000/Myopia_Control__Why_Each_Diopter_Matters.11.aspxThe Risks and Benefits of Myopia Controlhttps://www.aaojournal.org/article/S0161-6420(21)00326-2/fulltext

In the first seconds of any presentation, your audience decides whether to lean in or tune out. This guide shows you how to design those opening moments—before you speak and through your first sentence—so you command attention, create immediate relevance, and set up the rest of your message to land. What makes a powerful presentation opening in 2025? Your opening starts before you speak—and the audience decides in seconds. In a smartphone-first era, those first seven seconds determine whether people lean in or drift off. The "silent opening" (walk, posture, eye contact) forms a first impression before a single slide appears. Conferences, town halls, and startup pitches now feel like a live feed—attention is earned fast or lost. Do now: Plan the pre-speech moment (walk, stance, pause) as deliberately as your first words. Decide what you want people to think before you speak, then choreograph for that outcome. How do I control first impressions before I even speak? Pre-stage signals set expectations—own your bio, the MC intro, and foyer chats. Event pages, LinkedIn blurbs, and the MC's script shape the audience's mental model. Brief the MC with a single, crisp positioning line ("Built Asia-Pacific revenue from ¥0 to ¥10B") and avoid laundry-list CVs. In B2B, hallway conversations are part of the show; in government or academic settings, your written session abstract becomes the first "slide" attendees see. Do now: Write a 20-word positioning line for the MC; update the event blurb; greet attendees with energy to "seed" a positive narrative. What should I physically do in the first 10 seconds? Walk briskly, take centre stage, pause, then project your first line. Movement signals confidence across cultures; a slight, purposeful pause lifts anticipation and quiets side-chatter. A strong first sentence delivered at higher vocal energy breaks through device distraction. Australian audiences prefer relaxed authority; Japanese audiences value elegant poise and clear structure; US audiences reward pace and punch. In all markets, eyes up—don't bury your face in the laptop while fumbling with HDMI. Do now: Rehearse a "no-tech" start: walk → plant → 1-beat pause → first line with 10–15% more volume than normal. How can I hook executives with a captivating statement? Open with an analogy, a bold fact, or good news—then explain the relevance. Analogy makes complex issues tangible ("Launching this strategic initiative is like learning to drive—lots looks simple until you're in traffic.") Bold fact creates a pattern interrupt (e.g., demographic shifts, cost-of-delay, risk concentration). Good news reframes the room: cite an industry uptick, an R&D milestone, or a customer win to signal value early. Startups often lead with traction; corporates often lead with risk or opportunity size—choose the frame that matches your audience. Do now: Draft three openers (analogy, fact, good news). Pick one that best answers your audience's "why this, why now?" Should I start with a question—and which ones actually work? Use questions to gather info, drive participation, or create agreement—sparingly. Hands-up questions give you a real-time snapshot and wake the room. Physical prompts ("Stand if you've led a cross-border project since 2023") add energy in offsites and leadership programs. Rhetorical questions align minds without calling for a reply ("What costs us more—slow decisions or rework?"). In high-context cultures, rhetorical alignment often outperforms cold-calling; in US sales kick-offs, rapid polling can boost momentum. Do now: Script one of each: (1) hands-up, (2) physical prompt, (3) rhetorical alignment. Choose the lightest touch that fits the room. How do I keep phones down and attention up from the first sentence? Design an attention moat: short sentences, elevated volume, and immediate relevance. Open with the outcome your audience cares about ("By the end, you'll have a 3-step opening you can deliver tomorrow"). Use names, dates, and entities to anchor time and credibility. Contrast markets (Japan vs. US) or sectors (consumer vs. B2B) to create novelty. Then promise—and deliver—one fast, valuable tactic before your first slide. Do now: First line = outcome; second line = entity/time anchor; third line = quick win. Keep each under 12 words. The simple checklist to design your opening this week Follow this 7-point "First 30 Seconds" checklist—then rehearse twice. Bio/MC line set. Walk-plant-pause mapped. First sentence bold. Choose one hook (analogy/fact/good news). One question type ready. Relevance statement tied to current priorities (growth, hiring, AI, cross-border). Fallback if tech fails. Pro tip: keep a printed one-page run-of-show; use it when slides go rogue. Conclusion Openings are a system, not a sentence. When you control pre-stage signals, choreograph the first 10 seconds, and deploy a deliberate hook, you earn permission to lead—whether in Tokyo, Sydney, or New York. Rehearse the system this week and make it your default. About the author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He has twice won Dale Carnegie's "One Carnegie Award" and received Griffith University Business School's Outstanding Alumnus Award. A Dale Carnegie Master Trainer, Greg delivers leadership, communication, sales, and presentation programs globally. He is the author of Japan Business Mastery, Japan Sales Mastery, Japan Presentations Mastery, Japan Leadership Mastery, and How to Stop Wasting Money on Training, with Japanese editions including 『ザ営業』 and 『プレゼンの達人』.

Why use a one-minute pitch when you dislike pitching? Answer: In settings with almost no face-to-face time—especially networking—you cannot ask deep questions to uncover needs. A one-minute pitch becomes a bridge to a follow-up meeting rather than a full sales push, avoiding the "bludgeon with data" approach. Mini-summary: Use a short bridge pitch when time is scarce; aim for the meeting, not the sale. When is a one-minute pitch most useful? Answer: At events where you are filtering many brief conversations to find prospects worth a longer office meeting. You do not want to spend the entire event with one person; the pitch lets you qualify quickly and move. Mini-summary: Use it to filter fast and set the next step. How do you grab attention in one minute? Answer: Lead with numbers. Present three or four intriguing figures in isolation so curiosity spikes, then explain each in context. This avoids long histories and immediately frames credibility, scope and delivery language. Mini-summary: Numbers → curiosity → concise proof points. What does a practical example sound like? Answer: Offer four numbers that encode longevity, years operating in Japan, global footprint, and delivery language (e.g., 113, 62, 100, 95) and then decode them in one breath. This communicates soft-skills focus, stability, global coverage and Japanese-language delivery in ~30 seconds. Mini-summary: One sequence, four proofs: what, durability, reach, language. How do you transition from the pitch to a meeting? Answer: Ask one immediate question about their current approach (e.g., how they develop soft skills now). If the fit looks real, propose a short office meeting and secure permission to follow up after the event while interest remains warm. Mini-summary: One question → qualify → request permission to follow up. Why avoid saying more on the spot? Answer: The purpose is not to solve their problem in the aisle; it is to earn the right to a deeper conversation in their office. Extra detail dilutes momentum and risks turning a brief window into an off-the-cuff presentation. Mini-summary: Do not over-explain; protect the meeting ask. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, he is certified globally across leadership, communication, sales, and presentation programmes, and has authored multiple best-sellers including Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, alongside Japanese editions such as Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人). He publishes daily blogs, hosts six weekly podcasts, and produces three weekly YouTube shows including The Cutting Edge Japan Business Show.

Simon and Julie joined John to talk about Native American Heritage Month — a month that exists because Indigenous leaders spent more than a century fighting for recognition. From Dr. Arthur C. Parker (Seneca) in the early 1900s to Red Fox James (Blackfeet) riding state to state in 1915, the movement grew until Congress and President George H. W. Bush made November the first official Heritage Month in 1990. Every president upheld it… until Trump, who called it “radical and wasteful”.They talk about what this month means, what allies should and shouldn't do, and why leaders like California Governor Gavin Newsom are urging the country to embrace Indigenous values as a way forward. They also take calls from listeners.Simon Moya-Smith is an Oglala Lakota and Chicano journalist. He's a contributing writer at NBC News and TheNation.com. He's the author of the forthcoming book, ‘Your Spirit Animal is a Jackass,' and he is an Adjunct Professor of Indigenous Studies at the University of Colorado Denver.Bluesky: @SimonMoyaSmith.bsky.socialJulie Francella is a mental health professional with over 30 years of experience in handling complex trauma with Indigenous youth and families. She is an enrolled member of the Ojibway of Batchewana First Nation Reserve, and teaches Indigenous Studies at Durham College, focusing on the impacts of colonization on First Nations people.Bluesky: @JulieFrancella.bsky.socialSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Deliver the win, then ring the bell. Make small mistakes fast; make big learnings faster. Think global, act local — but don't go native. Do the nemawashi before the meeting, not during it. Your salary is earned in the stores: go to the gemba. A 28-year Domino's veteran, Martin Steenks began at 16 as a delivery expert in the Netherlands. He rose to store manager, multi-unit supervisor, then franchisee, building his operation to eight stores by 2019. After selling his stores, he became Head of Operations for Domino's Netherlands, then CEO of Domino's Taiwan in 2021, and subsequently CEO of Domino's Japan. Previously he was Chief Orchestrator in Japan, focusing on operational excellence, culture, and scalable execution in one of Domino's most exacting service markets. He is known for hands-on store work, cross-training, "Friday F-Up" learning rituals, the Grow & Prosper bell for micro-wins, and quarterly "Go Gemba" days that connect HQ functions with frontline realities.  Martin Steenks' leadership arc runs from a three-minute job interview at 16 to orchestrating Domino's Japan — one of the brand's most demanding markets for service quality. The connective tissue is execution discipline: he has run stores, supervised regions, built and exited an eight-store franchise, owned national operations, and led two country P&Ls. That breadth gives him pragmatic empathy for franchisees and HQ alike, which he leverages to align incentives, simplify operations, and insist that every back-office salary is ultimately "earned in the stores." Japan sharpened his leadership. Coming from low-context, fast-moving Dutch and Australian business styles into high-context Japan, he learned that meetings signalling agreement can still stall without prior nemawashi — the groundwork with middle management and other stakeholders. He now invests in pre-alignment, translating intent into culturally legible action: fewer big-room debates, more quiet lobbying, more ringi-sho style consensus building for irreversible decisions, and a clear bias to test-and-learn for reversible ones. Rather than trying to "change the culture," he adjusted himself — becoming more patient while preserving speed by separating decision types and sequencing alignment before action. His operating system is human and tangible. He set a weekly rhythm of learning with a "Friday F-Up" session, where leaders share mistakes and what was learned — a radical move in a high uncertainty-avoidance culture. He celebrates micro-wins with the Grow & Prosper bell to make progress visible, sustaining morale during long transformations. He bridged HQ–store gaps with Go Gemba: each quarter, every function works a store shift; IT discovers why a workflow fails at the point of sale, marketing sees campaign friction at Friday night peak, finance hears cost-to-serve realities. He personally worked in stores four to five days a month, especially during crunch periods like Christmas, leading by example and rebuilding trust through competence. Marketing localisation is equally pragmatic. Deep discounting can signal poor quality to Japanese consumers; "customer appreciation weeks" preserve value perception while rewarding loyalty. Community building is pushed to the store level — managers engage local clubs and schools to turn footfall into fandom. Cross-training makes delivery experts confident product explainers at the door, restoring a human touch in a world where >90% of orders arrive online. Ultimately, Steenks' playbook blended cultural fluency with decision intelligence. He aligned stakeholders through nemawashi, codified learning rituals, chose language and campaigns that respected local signals, and keeps strategy tethered to the edge where pizzas are made, boxed, and delivered hot. The title "Chief Orchestrator" wasn't just whimsy; in a business of many specialists, he conducted tempo, harmony, and timing — the difference between noise and music.  What makes leadership in Japan unique? Japan's high service standards and high-context communication demand leaders who are both exacting and empathetic. Success depends on pre-work: nemawashi with middle managers, thoughtful ringi-sho style consensus for high-impact choices, and visible demonstrations of respect for the frontline. Uniforms (like Domino's iconic race jacket for store managers) and rituals create shared identity that motivates in a group-oriented culture. Why do global executives struggle? Low-context leaders often misread meeting "yeses" as commitment. Without groundwork, nothing moves. Impatience backfires in high uncertainty-avoidance environments; public criticism shuts people down. Leaders must separate reversible from irreversible decisions, secure alignment offline, and then move decisively. They should also avoid copy-pasting global marketing: in Japan, steep discounts can be read as "lower quality," eroding trust. Is Japan truly risk-averse? Japan is less risk-loving than many markets, but teams will take smart risks when safety and learning are explicit. Stanks normalises small, fast experiments, celebrates micro-wins, and protects people when bets misfire. This reframes risk as controlled uncertainty with upside — a shift from avoidance to improvement. What leadership style actually works? Lead from the front and the shop floor. Work stores every month. Tie HQ metrics to store impact. Use rituals — Friday F-Up, the Grow & Prosper bell — to institutionalise learning and momentum. Celebrate teams more than individuals, and praise privately when cultural norms warrant it. Think global, act local, but don't "go native": retain an outsider's clarity about pace and standards. How can technology help? Digital tools amplify decision intelligence when paired with gemba reality. Store-level dashboards, route optimisation, and digital twins of peak-hour operations can test scenarios before rollouts; telemetry from ovens, makelines, and delivery routes can reveal bottlenecks that nemawashi then resolves across functions. Tech should reduce operational complexity, not add it. Does language proficiency matter? Fluency helps, but intent matters more. Demonstrating effort — basic greetings, store-floor Japanese, and culturally aware email etiquette — earns trust. Tools that translate bidirectionally unlock participation, but leaders still need to read context and invest time with the middle layer. What's the ultimate leadership lesson? Do the cultural homework, orchestrate alignment before action, and keep your hands in the dough — literally. When people see you respect their craft, protect their learning, and tie strategy to execution, they'll go all-in. Timecoded Summary [00:00] Origin story: hired at 16 as a delivery expert in the Netherlands; stayed through school; first — and only — job interview; early leadership as store manager, then multi-unit supervisor. [05:20] Entrepreneurship chapter: buys a struggling store; builds to eight locations with his wife's support; sells in 2019 to become Head of Operations for the Netherlands, trading entrepreneurial freedom for strategic impact. [12:45] Asia leadership: becomes CEO Taiwan in 2021, then moves to Japan; discovers that despite common Domino's DNA, markets differ; Japan's service bar is the highest. [18:10] Cultural recalibration: early meetings show apparent agreement but slow follow-through; learns nemawashi and middle-layer alignment; patience becomes a leadership muscle; adopts "Chief Orchestrator" title to reflect cross-functional reality. [24:00] Store-first operating system: cross-training (makeline ↔ delivery ↔ service); >90% of orders online makes the delivery interaction critical; community outreach by store managers; hands-on leadership with 4–5 store days per month and peak-period shifts. [31:30] Learning rituals: Friday F-Up meeting reframes failure as fuel; Grow & Prosper bell celebrates micro-wins to sustain momentum; public recognition calibrated to cultural comfort; Domino's manager jacket signals identity and pride in Japan. [38:05] Marketing localisation: avoid pure discounting (quality signal risk); position as "customer appreciation"; test premium, limited campaigns; keep operations simple for peak. [43:20] Bridging HQ and field: quarterly Go Gemba embeds IT/Finance/HR/Marketing in stores; internal surveys (anonymous) surface issues; visible follow-through flips scepticism to trust. [49:40] Leadership philosophy: lead by example, protect experimenters, separate reversible vs irreversible decisions, and use decision intelligence (telemetry, digital twins) to derisk change while moving faster. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan. 

Show NotesAs artificial intelligence begins generating music from vast datasets of human art, a fundamental question emerges: who truly owns the sound of AI? This episode of Music Evolves brings together a law student and former musician Chandler Lawn, music industry executive and professor Drew Thurlow, Michael Sheldrick, Co-Founder of Global Citizen, and intellectual property attorney Puya Partow-Navid, alongside hosts Sean Martin and Marco Ciappelli, to examine how AI is reshaping authorship, licensing, and the meaning of originality.The panel explores how AI democratizes creation while exposing deep ethical and economic gaps. Lawn raises the issue of whether artists whose works trained AI models deserve compensation, asking if innovation can be ethical when built on uncompensated labor. Thurlow highlights how, despite fears of automation, generative AI music accounts for less than 1% of streaming royalties—suggesting opportunity, not replacement.Sheldrick connects the conversation to a broader global context, describing how music's economic potential could drive sustainable development if nations modernize copyright frameworks. He views this shift as a rare chance to position creative industries as engines for jobs and growth.Partow-Navid grounds the discussion in legal precedent, pointing to landmark cases—from Two Live Crew to George R. R. Martin—as markers of how courts may interpret fair use, causality, and global jurisdiction in AI-driven creation.Together, the guests agree that the debate extends beyond legality. It's about the emotional authenticity that makes music human. As Chandler notes, “We connect through imperfection.” Marco adds that live performance may ultimately anchor value in a world saturated by digital replication.This conversation captures the tension—and promise—of a future where music, technology, and law must learn to play in harmony.GuestsChandler Lawn, AI Innovation and Law Fellow at The University of Texas School of Law | On LinkedIn: https://www.linkedin.com/in/chandlerlawn/Drew Thurlow, Adjunct Professor at Berklee College of Music | On LinkedIn: https://www.linkedin.com/in/drewthurlow/Michael Sheldrick, Co-Founder and Chief Policy, Impact and Government Affairs Officer at Global Citizen | On LinkedIn: https://www.linkedin.com/in/michael-sheldrick-30364051/Puya Partow-Navid, Partner at Seyfarth Shaw LLP | On LinkedIn: https://www.linkedin.com/in/puyapartow/Marco Ciappelli, Co-Founder, ITSPmagazine and Studio C60 | Website: https://www.marcociappelli.comHostSean Martin, Co-Founder at ITSPmagazine, Studio C60, and Host of Redefining CyberSecurity Podcast & Music Evolves Podcast | Website: https://www.seanmartin.com/ResourcesLegal Publication: You Can't Alway Get What You Want: A Survey of AI-related Copyright Considerations for the Music Industry published in Vol. 32, No. 3 of the Texas State Bar Entertainment and Sports Law Journal.BOOK: Machine Music: How AI Is Transforming Music's Next Act by Drew Thurlow: https://www.routledge.com/Machine-Music-How-AI-is-Transforming-Musics-Next-Act/Thurlow/p/book/9781032425242BOOK: From Ideas to Impact: A Playbook for Influencing and Implementing Change in a Divided World by Michael Sheldrick: https://www.fromideastoimpact.com/AI and Copyright Blogs:https://www.gadgetsgigabytesandgoodwill.com/category/ai/https://www.gadgetsgigabytesandgoodwill.com/2025/11/dr-thaler-is-right-in-part/https://www.gadgetsgigabytesandgoodwill.com/2025/07/californias-ai-law-has-set-rules-for-generative-ai-are-you-ready/https://www.gadgetsgigabytesandgoodwill.com/2025/06/copyright-office-firings-spark-constitutional-concerns-amid-ai-policy-tensions/Newsletter (Article, Video, Podcast): The Human Touch in a Synthetic Age: Why AI-Created Music Raises More Than Just Eyebrows: https://www.linkedin.com/pulse/human-touch-synthetic-age-why-ai-created-music-raises-martin-cissp-s9m7e/Article — Universal and Sony Music partner with new platform to detect AI music copyright theft using ‘groundbreaking neural fingerprinting' technology: https://www.musicbusinessworldwide.com/universal-and-sony-music-partner-with-new-platform-to-detect-ai-music-copyright-theft-using-groundbreaking-neural-fingerprinting-technology/Article: When Virtual Reality Is A Commodity, Will True Reality Come At A Premium: https://sean-martin.medium.com/when-virtual-reality-is-a-commodity-will-true-reality-come-at-a-premium-4a97bccb4d72Global Citizen: https://www.globalcitizen.org/Gallo Music (Gallo Records, South Africa): https://www.gallo.co.za/Global Citizen Festival: https://www.globalcitizen.org/en/festival/Andy Warhol Foundation v. Goldsmith (Shepard Fairey / “Hope” poster context): https://supreme.justia.com/cases/federal/us/598/21-869/case.pdfGeorge R. R. Martin / Authors Guild v. OpenAI (current AI training lawsuit): https://authorsguild.org/news/ag-and-authors-file-class-action-suit-against-openai/Campbell v. Acuff-Rose Music, Inc. (2 Live Crew “Pretty Woman”): https://supreme.justia.com/cases/federal/us/510/569/Vanilla Ice / “Under Pressure” Sampling Case: https://blogs.law.gwu.edu/mcir/case/queen-david-bowie-v-vanilla-ice/MIDiA Research — AI in Music Reports: https://www.midiaresearch.com/reports/ai-and-the-future-of-music-the-future-is-already-hereMerlin (Global Independent Rights Organization): https://www.merlinnetwork.org/Instagram Reel re: Spotify Terms: https://www.instagram.com/reel/DOrgbUNCYj_/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Prof. Bishnu Prasad Basel on Youth Protest, Politics & Nepal's Future. In this thought-provoking podcast, Prof. Bishnu Prasad Basel, Adjunct Professor of Sociology at Tribhuvan University, joins us for a deep conversation about the state of Nepal's politics, the rise of youth protests, and the future of socialism and democracy in the country. From the Gen Z protest movements to the struggles within Nepal's political parties, Prof. Basel explains how social structures, economic inequality, and ideological confusion are shaping modern Nepal. He also discusses why democracy exists in theory but not within political parties, what role socialism and capitalism play in Nepal's development, and how the country can create a more accountable political system. We dive into the history of Nepal's unification by Prithvi Narayan Shah, the role of caste in politics, and the urgent need for civic education and youth engagement. This episode offers deep insight into why protests repeat, how new political parties struggle to emerge, and what Nepal must do to achieve true democratic reform. Whether you're a student, political observer, or active citizen, this conversation with Prof. Bishnu Prasad Basel will reshape how you view Nepal's democracy, governance, and political culture. #NepalPolitics #BishnuPrasadBasel #GenZProtest #Socialism #Democracy #PoliticalChange #Nepal #Communism #YouthInPolitics #CapitalismInNepal GET CONNECTED WITH Prof. Bishnu Prasad Basel: Email - baselbishnu@gmail.com Twitter - https://x.com/BishnuBasel99    

In this second episode of our series on Korean Cults, we trace the tangled roots of Korea's modern messianic movements—shaped by Jeong Deuk-eun (“The Great Holy Mother”) and Kim Baek-moon—gave birth to a new religion that blended Confucianism, Taoism, and Christian language into a syncretic gospel of bloodline purification and “True Bloodline Lineage. We then follow how this ideology influenced later leaders like Jung Myung-seok (JMS) and Park Tae-seon of the Olive Tree Movement, revealing the disturbing legacy of Korean messiahship and political infiltration that continues today through groups like the Moonies, Shincheonji, and WMSCOG. We're joined by Pastor Yang, Adjunct Professor of New Testament at the Presbyterian University and Theological Seminary in Seoul, who holds a Doctor of Theology in New Testament and served as a Visiting Scholar at Trinity Evangelical Divinity School (2023–2024). Also joining us is Chris, a former member of Shincheonji and returning Cultish guest, who shares his firsthand experience and ongoing efforts to raise awareness about the growing global influence of Korean cults. Together, we expose how the False Christs of Korea: The Unification Church and the Olive Tree Legacy which redefined the Gospel, replaced biblical revelation with self-proclaimed messiahs, and continue to shape Korea's—and the world's—spiritual landscape today.Partner With Us & Be Part of the Mission to Change Lives: HERESHOP OUR MERCH: HEREPlease consider subscribing to our YouTube Channel: CultishTV.comCultish is a 100% crowdfunded ministry. -- Email Chris & Pastor Yang: biblev@daum.net Chris@examiningthecults.org Chris's Website: HEREChris's YouTube: HEREPastor Yang's YouTube: HERE

As Christians, we are called to serve. It's more than just ticking a box or attending an event; it's woven into who we are—truly part of our very nature. At least, it should be. Toni Campbell's book, "Jesus Has Left the Building," offers not only a dozen inspiring and practical ways to spread the love of Christ into our communities, both now and in the future, but also includes detailed step-by-step guidance on how to make it happen. Toni shares personal stories about how these ideas took shape, openly discusses the mistakes along the way, and celebrates the lives impacted, all while providing helpful details such as timelines, required tools, volunteer needs, estimated costs, and resources to consider. This isn't just a book full of ideas; it's a toolkit and an inspiring guide for action. Growing up, Toni loved singing, writing, and acting. She studied voice at Westminster Choir College and music at Rider University, dreaming of a career in performance. However, after two semesters, she married and took a job that eventually led her to a 20-year career in Human Resources—working for a school district, a publisher, and ultimately, a pharmaceutical company. When that company closed its doors in 2002, Toni decided to go back to school and took Communication courses. She quickly fell in love with radio, and thanks to a professor's encouragement to try commercial writing, she interned at a local radio station. Just a few months later, she started a new chapter in their Creative Services department, where she spent 12 wonderful years — first as a Copywriter and later as a Creative Services Director — creating, voicing, and producing commercials for five stations. During this time, she also enjoyed teaching as an Adjunct Professor at the same college where she earned her Radio degree, teaching Writing for Radio/TV and Intro to Radio for five years.  This is Toni's second visit with Sue Duffield on the Suebiquitous Podcast. ,  "Let God Do What God Does Best" - Toni Campbell. www.tonicampbell.org

Newly promoted and still stuck in "super-doer" mode? Here's how to rebalance control, culture, and delegation so the whole team scales—safely and fast.  Why do new managers struggle when they're promoted from "star doer" to "leader"? Because your brain stays in production mode while your job has shifted to people, culture, and systems. After promotion, you're accountable not only for your own KPIs but for the entire team's outcomes. It's tempting to cling to tasks you control—dashboards, sequencing, reporting—because they're tangible and quick wins. But 2025 leadership in Japan, Australia, the US, and Europe demands more: setting strategy, articulating vision, and developing capability. The pivot is psychological—move from "I produce" to "I enable production," or you'll cap growth and burn out. Do now: List your top five "leader-only" responsibilities and five tasks to delegate this week; schedule handovers with owners and dates.  Mini-summary: New leaders fail by over-doing; succeed by re-wiring attention from personal output to team capability. What's the practical difference between managing processes and leading people? Managers ensure things are done right; leaders ensure we're doing the right things—and growing people as we go.Processes secure quality, timeliness, budget discipline, and compliance. Leadership adds direction: strategy, culture, talent development, and context setting. Across sectors—manufacturing in Aichi, B2B SaaS in Seattle, retail in Sydney—over-indexing on process alone turns humans into "system attachments," stifling initiative and innovation. Over-indexing on people without controls risks safety, regulatory breaches, and inconsistent delivery. The art is dynamic dosage: tighten or loosen controls as competency, risk, and stakes shift. Do now: For each workflow, rate "risk" and "competency." High risk/low competency → tighter checks; low risk/high competency → more autonomy.  Mini-summary: Processes protect, people propel; leaders tune both based on risk and capability. How much control is "just enough" without killing initiative or risking compliance? Use the guardrail test: prevent safety/compliance violations while leaving room for stretch, accountability, and growth. Post-pandemic supply chains, ESG scrutiny, and Japan's regulator expectations mean leaders can't "set and forget." Too few checks invite fines—or jail time for accountable officers; too many checks create Theory X micromanagement that freezes learning. Borrow from Toyota's jidoka spirit: stop the line when risk spikes, but otherwise let teams problem-solve. In SMEs and startups, standardise the critical few controls (safety, security, data) and keep the rest principle-based to preserve speed. Do now: Write a one-page "controls charter" listing non-negotiables (safety, compliance) and "managed freedoms" (experiments, pilots, scope to improve).  Mini-summary: Guardrails first, freedom second—enough control to stay legal and safe, enough autonomy to develop people. How do I stop doing my team's work and start scaling through delegation? Delegate outcomes, not chores—and accept short-term pain for long-term scale. Many first-time managers keep their player tasks because they distrust others or fear being accountable for mistakes. That works for a quarter, not a year. By FY2026, targets rise while your personal capacity doesn't. Multinationals from Rakuten to Siemens train leaders to assign the "what" and "why," agree on milestones and quality criteria, then coach on the "how." Expect a temporary dip as skills climb; measure trajectory, not perfection. Do now: Pick two tasks you still hoard. Define success, constraints, and checkpoints; delegate by Friday, then coach at the first checkpoint.  Mini-summary: Let go to grow; specify outcomes and coach to capability. How can I balance micro-management and neglect in day-to-day leadership? Replace "hovering" and "hands-off" with scheduled, high-leverage follow-up. Micromanagement announces low trust; neglect announces low care. Instead, run structured check-ins: purpose, progress, problems, pivots. In regulated environments (banks, healthcare, manufacturing), confirm evidence of controls; in creative or GTM teams, probe learning, experiments, and customer signals. Across APAC, leaders who share decision frameworks (RACI/DACI; risk thresholds; escalation paths) cut rework and surprise escalations. Do now: Implement a weekly 20-minute "PPP" per direct report—Progress (facts), Problems (risks), Pivots (next choices)—with artefacts attached in advance.  Mini-summary: Neither smother nor ignore—use predictable, evidence-based check-ins to align and de-risk. When should leaders "lead from the front" versus "get out of the way"? Front-load leadership in ambiguity; step back once clarity, competence, and controls exist. In crises, new markets, or safety-critical launches, visible, directive leadership calms noise and sets pace (think: first 90 days of a turnaround or a factory start-up). As routines stabilise, flip to servant leadership: remove blockers, broker resources, and celebrate small wins. In Japan, Nemawashi-style groundwork before meetings accelerates execution; in the US and Europe, crisp owner-dated action registers keep speed without rework. The best leaders oscillate based on context, not ego. Do now: For each initiative, label its phase (Explore/Build/Run). Explore = lead hands-on; Build = co-pilot; Run = empower with audits.  Mini-summary: Lead hard in fog; empower once the road is clear and guardrails hold. Conclusion: your real job is capability, culture, and controlled freedom Great organisations don't trade people for process or vice-versa—they orchestrate both. As of 2025, the winners grow leaders who tune controls to risk, develop people faster than targets rise, and delegate outcomes with smart follow-up. Stop carrying the team on your back. Build a team that carries the work—safely, compliantly, and proudly.  Optional FAQs Is micromanagement ever right? Only for high-risk, low-competency tasks; use it briefly, with a plan to taper. What if my team is slower than me? That's normal initially; coach cadence and quality, not perfection. How do I avoid regulator trouble? Document controls, evidence checks, and incident response paths; audit monthly. What do I say to ex-peers I now manage? Reset expectations: new role, shared goals, clear decision rights, and escalation routes.  Next steps for leaders/executives Write your one-page controls charter and review it with Legal/Compliance. Convert two "player" tasks into delegated outcomes this week. Install weekly PPP check-ins with artefacts attached in advance. Map each initiative to Explore/Build/Run and adjust your involvement accordingly.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews. 

If your buyer can swap you out without pain, you don't have a USP — you have a pricing problem. In crowded markets (including post-pandemic), the game is won by changing the battlefield from price to value and risk reduction for the client. This playbook reframes features into outcomes and positions your offer so a rational buyer can't treat you as interchangeable.   Why do USPs matter more than ever in 2025? Because buyers default to "safe" and "cheap" unless you prove "different" and "better". As procurement tightens across Japan, the US, and Europe, incumbent vendors and new entrants flood categories, dragging deals into discount wars. Shift the conversation from line-items to business outcomes: time saved, revenue gained, risk removed. In Japan's consensus-driven buying, precedent and social proof are de-riskers; in the US, speed and ROI proof points get you shortlisted; in Europe, compliance and sustainability signals matter. Use comparative, sector-specific language (SMB vs. enterprise, B2B vs. consumer) so your value feels native to each buyer's reality. Do now: List 3 outcomes you deliver that a competitor cannot credibly claim, and make them the first 90 seconds of every sales conversation. Summary: Lead with outcomes and risk reduction, not features or price. How do you turn features into buyer-relevant outcomes? Translate specs into "jobs done" with timestamps and dollars attached. If you "sell training," your buyer actually wants higher per-rep revenue and lower ramp time; the workshop is just the tool. Frame cause-and-effect: "As of 2025, teams using our method cut onboarding by 30–60 days," or "post-implementation, win-rates rose 8–12% in enterprise accounts." Compare across contexts: startups prize speed-to-first-value; multinationals prize uniformity at scale. Anchor with entities to boost credibility: "Aligned to Dale Carnegie's behavioural change frameworks and Fortune 500 norms." Do now: For each feature, write: "So that the buyer can ___ by ___ date, measured by ___." Then delete the feature and keep the sentence. Summary: Convert every spec into a measurable, time-bound business result. What proof calms executive risk in consensus markets like Japan? Show durable track record and mainstream precedent, not hype. Tenure ("operating since 1912"), adoption ("serving a majority of Fortune 500"), and multi-market delivery ("100+ countries") signal you're not an experiment. Executives at firms like Toyota and Rakuten want to see that others have done due diligence and achieved consistent outcomes. Present proof as risk offsets: longevity = vendor stability; blue-chip logos = quality validation; global presence = repeatability across geographies and languages. In Europe, add references to ISO-aligned processes; in the US, reference board-level impacts and revenue KPIs. Do now: Build a one-page "Risk Reducers" sheet with 5 credibility markers and a 3-line narrative for each. Summary: Package track record as risk insurance for the buyer. How do you compete on instructor quality without sounding generic? Expose the standard, the filter, and the client-side benefit. "250 hours of train-the-trainer over ~18 months" is a rigorous filter; say what it fixes: variability. Many training vendors have star-and-struggle instructors; your certification process "cures" inconsistency, delivering predictable outcomes across cohorts and locations. Tie this to executive concerns: CFOs fear wasted spend; CHROs fear uneven adoption; Sales VPs fear lost quarters. As of 2025, quantify where possible (completion rates, manager NPS, behavioural transfer at 90 days) and compare to sector benchmarks. Do now: Turn your internal QA process into a 5-step visual the buyer can explain internally. Summary: Make your quality bar tangible and link it to reduced variance in outcomes. How do you avoid the price trap in late-stage negotiations? Re-anchor total value and introduce "switching cost of downgrade." When rivals discount, show the cost of failure: extended ramp, inconsistent delivery, and lost deals. Use a simple model: (Expected Revenue Uplift + Risk Reduction Value) − (Implementation & Change Costs). Add comparative caselets: "In APAC, an SME cut churn 3 points post-programme; in North America, a SaaS enterprise lifted ASP by 6%." Create a "good–better–best" offer that scales outcomes, not just hours. Do now: Bring a 1-page value calculator to every Stage-3 meeting; make the CFO your audience. Summary: Move from hourly rate to enterprise value and downgrade risk. How do you tailor USPs for global rollout without bloating the pitch? Modularise by region, role, and sector; keep a common spine. The spine: outcomes, risk reducers, delivery quality. The modules: language and cultural localisation (Japan vs. ASEAN vs. EMEA), regulatory anchors (EU GDPR, Japan's labour reforms), and sector examples (manufacturing vs. SaaS vs. consumer). Your global network isn't trivia; it's the operational proof that content lands locally — language, idiom, and facilitation calibrated to context. Keep sections tight: 3 bullets per role (CEO, CFO, HR, Sales). Do now: Build a 9-cell USP matrix (Region × Role × Sector) with one killer proof point per cell. Summary: One message, many modules — local relevance on a global chassis. What rehearsal builds salesperson muscle memory on USPs? Daily, 10-minute role plays that start with objections. Freshness decays; script drift is real. Start with the toughest objections ("We can swap you out," "Your competitor is 20% cheaper") and practise crisp, evidence-backed responses that land in under 30 seconds. Include a checklist: outcome first, proof second, risk reducer third, price last. Record, score, and iterate. By week two, rotate markets (Japan vs. US) and sectors to keep reps adaptive. Do now: Add a morning "USP stand-up": 2 reps, 2 objections, 2 minutes each, every day. Summary: Reps don't rise to your USPs — they fall to their practice. Conclusion Pricing fights are the path to oblivion. Position with outcomes, prove with precedent, operationalise with quality, regionalise with intent, and practise until it's muscle memory. That's how you make "different and better" undeniable — and un-swappable.  FAQs What's the fastest way to sharpen a dull USP? Start with outcomes and risk, cut features, and add one killer proof point per market. Then rehearse daily. How many USPs should we show? Three is plenty: one outcome, one risk reducer, one delivery advantage — tailored by role and region. What if a rival undercuts price by 20%? Re-anchor to enterprise value and switching-cost of downgrade; offer modular "good–better–best." Quick actions for leaders Commission a 1-page "Risk Reducers" sheet with proof. Ship a value calculator for CFO-friendly re-anchoring. Launch a daily "USP stand-up" with objection drills. Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).

Dr. Deborah Heiser discusses how and why to find mentors from all directions.— YOU'LL LEARN — 1) The fundamental human need that mentorship fulfills2) Why most struggle to find mentors—and the simple fix3) The unlikely places where you can find more mentorsSubscribe or visit AwesomeAtYourJob.com/ep1109 for clickable versions of the links below. — ABOUT DEBORAH — Dr. Deborah Heiser (Ph.D.) is an applied developmental psychologist, the CEO/Founder of The Mentor Project, and author of The Mentorship Edge: Creating Maximum Impact Through Lateral and Hierarchical Mentoring. She is a TEDx speaker, member of Marshall Goldsmith 100 Coaches, Thinkers 50 Radar List, expert contributor to Psychology Today and is also an Adjunct Professor in the Psychology Department at SUNY Old Westbury.• Book: The Mentorship Edge: Creating Maximum Impact through Lateral and Hierarchical Mentoring• LinkedIn: Deborah Heiser• Substack: The Right Side of 40• Website: DeborahHeiser.com— RESOURCES MENTIONED IN THE SHOW — • Book: Madame Curie: A Biography by Eve Curie and Vincent Sheean— THANK YOU SPONSORS! — • Vanguard. Give your clients consistent results year in and year out with vanguard.com/AUDIO• Quince. Get free shipping and 365-day returns on your order with Quince.com/Awesome• Cashflow Podcasting. Explore launching (or outsourcing) your podcast with a free 10-minute call with Pete.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

  Your audience buys your message only after they buy you. In today's era of cynicism and AI summaries, leaders need crisp structure, vivid evidence, and confident delivery to represent their organisation—and brand—brilliantly. How much does speaker credibility matter in 2025 presentations? It's everything: audiences project their judgment of you onto your entire organisation. If you're sharp, fluent and prepared, stakeholders assume your firm operates the same way; if you're sloppy or vague, they infer risk. As of 2025, investor updates in Tokyo, Sydney, and New York are consumed live, clipped for LinkedIn, and indexed by AI search—so your credibility compounds across channels. Leaders at firms from Toyota and Rakuten to Atlassian and BHP stress rehearsal and message discipline because buyers, partners, and regulators hear signals about reliability long before they see your product. Do now: Audit your last talk: would a first-time viewer conclude your organisation is trustworthy, capable, and disciplined? How do I present my organisation positively without sounding like propaganda? State benefits confidently, then anchor every claim in proof your audience recognises. Overstating capabilities triggers scepticism; neutral facts plus applied benefits overcome it. Reference entities, laws, or standards—e.g., ISO 9001, METI guidelines in Japan, GDPR in Europe—to show your claims live in the real world. Contrast SMEs vs. multinationals or Japan vs. US timelines to demonstrate nuance. Replace fuzzy adjectives ("world-class") with specific outcomes (e.g., "reduced defect rates 18% in FY2024 under ISO audits"). Audiences accept pride when it rides on verifiable evidence they can apply in their own context. Do now: Rework three bold claims into "benefit + evidence + application" sentences your buyers can use tomorrow. What opening grabs attention in the first 15 seconds? Start with a hook that slices through distraction: a killer stat, pithy quote, or compact story. In post-pandemic rooms and hybrid webinars, you're competing with phones and email. Use a "Time/Cost/Risk" opener: "In Q4 2024, procurement cycles in APAC shrank 21%—if your proposals still open with specs, you're already late." Or tell a 30-second story of defeat-to-triumph that spotlights your customer, not your logo. Then preview your message map ("three things you'll leave with"), so listeners know the journey and AI chapter markers index your sections. Do now: Script two alternative openers—a stat and a story—and A/B test them with colleagues before the real audience. What messages should I emphasise—and how often? Decide your one big message, say it early, reinforce it before Q&A, and repeat it in your final close. As of 2025, attention is nonlinear: people join midstream, catch a clip, or ask a question that derails flow. A tight message spine ("We help Japan-market entrants compress trust-building from 12 months to 12 weeks") beats a data dump. Use three proof pillars (customer result, operational metric, external validation) and echo your core line at strategic moments: minute 1, pre-Q&A, and final close. This rhythm works for startups pitching in Shibuya and for multinationals briefing in Frankfurt alike. Do now: Write your message in ≤12 words and place it in your opening, bridge to Q&A, and final close. What counts as convincing evidence in the era of cynicism and "fake news"? Offer vivid, memorable proof your audience can verify or try: numbers, named customers, and testable steps. Quote audited metrics ("FY2024 churn down 2.3% after onboarding redesign"), recognised frameworks (OKRs, ITIL), and respected third parties (Nikkei, OECD, Gartner). Translate facts into benefits ("cut QA cycle from 10 to 6 days") and immediately show how they can apply it ("here's our 3-step checklist"). Cross-compare markets—Japan's consensus cycles vs. US speed—to explain variance, not hide it. The goal: evidence that travels—accurate, sticky, and portable to their context. Do now: For every sweeping statement in your deck, add a proof line: metric, name, or external authority. How do I sound confident and enthusiastic without memorising a script? Use slide headlines as navigation, rehearse fluency, and speak with earned enthusiasm. You don't need to memorise paragraphs; you need mastery of transitions. Treat each slide as a question your headline answers, then talk to the point. Record three practice runs to strip filler ("um/ah"), smooth hesitations, and calibrate pace. Leaders with phenomenal stories often under-sell them—bring the energy you'd expect from a luxury marque unveiling or a resource-sector breakthrough. Enthusiasm signals belief; fluency signals competence; together they convert sceptics. Do now: Replace paragraph notes with 1-line headlines + 3 bullet prompts; rehearse until transitions are automatic. How should I close so people remember—and take action? Use a two-stage close: a pre-Q&A recap to cement the big idea, then a final close to shape the last impression. Before Q&A, restate your message and one action you want (trial, site visit, pilot). After Q&A, re-close with a memorable line that ties benefits to their context ("This quarter, let's turn your Japan market risk into repeatable revenue"). Offer a concrete next step for each segment—enterprise buyers, mid-market, and partners—so momentum doesn't leak after applause. Do now: Script two closes (pre-Q&A and final) and attach the precise call-to-action you want from each audience type. Conclusion Great company talks aren't complex—they're disciplined. Structure for attention, prove with evidence, deliver with fluency and real enthusiasm, and close twice. Whether you're a startup founder or a multinational executive, this cadence protects your brand and accelerates decisions across markets. FAQs What if my industry forbids customer names? Use anonymised metrics, third-party audits, and regulator thresholds to validate outcomes. Provide process evidence instead of logos. How long should this talk be? For 20 minutes, use 5–7 slides. Longer briefings expand examples, not messages. What changes for Japan vs. US? Japan values group risk reduction and stakeholder alignment; show consensus wins. US rooms reward speed and testable pilots. Next steps for leaders/executives Book a rehearsal with two "friendly sceptics" this week. Convert three claims into "benefit + evidence + application." Script the two closes and a one-line core message. Record and review a 5-minute demo talk; remove filler. Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

"Care and respect aren't slogans; they're operating principles that shape decisions and client experiences". "Lead by approachability, using nemawashi-style one-to-ones to draw out quieter voices and better ideas". "Calm, clarity, and consistency beat volume; emotion never gets to outrank the message". "Consensus isn't passivity—done well, it's disciplined alignment that accelerates execution". "Confidence grows by doubling down on strengths, seeking honest feedback, and empowering the team". Akiko Yamamoto is the President of Van Cleef & Arpels Japan, leading the French maison's jewellery and watch business in a market it has served for over fifty years. She began her career at L'Oréal Japan, spending twelve years in marketing across brands including Kérastase, Helena Rubinstein, and Kiehl's, ultimately managing multi-brand teams. Educated in Japan with formative childhood years in the United States, she later completed a master's degree at the University of Edinburgh. Having led primarily in Japan, she now manages a multicultural team, drawing on international exposure, bilingual communication, and deep local insight to harmonise global brand culture with Japanese expectations. Akiko Yamamoto's leadership story is anchored in a simple premise: people follow leaders they can trust. That trust, she says, is earned through care, respect, and steady examples—not declarations. After a foundational run at L'Oréal Japan, where she learned the rigour of brand building and the mechanics of marketing leadership, Yamamoto stepped into the jewellery and watch world at Van Cleef & Arpels. There, she refined an approach that blends global standards with local nuance, ensuring the maison's culture of care resonates in Japan's relationship-driven marketplace. Her leadership style is deliberately approachable. Rather than "planting the flag" at the summit and expecting others to follow, she prefers to climb together, side-by-side. In practice, that means creating psychological safety, inviting dissent early, and spending time—especially one-to-one—to surface ideas that might be lost in large-group dynamics. She embraces nemawashi to build alignment before meetings, recognising that consensus in Japan is less about avoiding risk and more about creating durable commitment. Yamamoto's calm is a strategic asset. She is explicit that emotion can crowd out meaning; when leaders perform anger, the message gets lost in the display. In a culture where visible temper can be read as immaturity, she chooses composure so that the content of decisions remains audible. When missteps happen—as they do—she follows up, explains context, and converts heat into learning. The aim is not perfection but progress with intact relationships. For global leaders arriving in Japan under pressure to "turn things around," she recommends two immediate moves: become intensely reachable and cultivate a few candid truth-tellers who will share the real story, not just what headquarters wants to hear. Language helps, but fluency isn't the barrier; respect is. A handful of sincere Japanese phrases, consistent aisatsu, and an evident willingness to listen can narrow social distance faster than chasing perfect grammar. On advancing women, Yamamoto rejects tokenism yet underscores representation's practical value. Visible female leadership signals possibility; it tells rising talent that advancement is earned and achievable. Her own leap to the presidency required an external nudge, plus a disciplined shift of attention from self-doubt to strengths—past wins, trusted relationships, and demonstrated team outcomes. That reframing, combined with empowerment of capable colleagues, made the role feel both larger and more shared. Ultimately, Yamamoto treats "client experience first, results follow" as an operating model, not a motto. Decision intelligence—clear context, decisive action, and empathetic execution—converts consensus into speed. In her hands, culture is not a constraint; it's compounding capital. What makes leadership in Japan unique? Japan prizes harmony, preparation, and earned consensus. Leaders succeed by combining decisiveness with empathy, using nemawashi to socialise ideas before meetings and ringi-sho-style documentation to clarify ownership and next steps. Calm conduct signals maturity; approachability creates safety for frank input. Why do global executives struggle? Many arrive with urgency but little social traction. Defaulting to big-room debates and top-down directives can silence contributors and slow execution. The fix is proximity: sustained one-to-ones, visible aisatsu, and a small circle of candid advisors who translate context and sentiment. Uncertainty avoidance exists—but it's often rational; people hesitate when they haven't been invited into the reasoning. Is Japan truly risk-averse? It's less "risk-averse" and more "uncertainty-averse." When leaders reduce ambiguity—through pre-alignment, clear criteria, and explicit trade-offs—teams move quickly. Consensus done well accelerates delivery because dissent was handled upstream, not deferred to derail execution downstream. What leadership style actually works? Approachable, steady, and standards-driven. Yamamoto models care and respect, sets crisp direction, and empowers execution. She avoids theatrical emotion, follows up after tense moments, and insists that client experience lead metrics. Clarity + composure + collaboration beats charisma. How can technology help? Technology should reduce uncertainty and amplify learning: shared dashboards that make ringi-sho approvals transparent, lightweight digital twins of client journeys to test service changes safely, and collaboration tools that capture one-to-one insights before group forums. The goal is not more noise but better signal for faster, aligned decisions. Does language proficiency matter? Fluency helps but isn't decisive. Consistent courtesy, listening, and reliability shrink the distance faster than perfect grammar. A capable interpreter plus leaders who personally engage—in simple Japanese where possible—outperform hands-off translation chains. What's the ultimate leadership lesson? Lead with care, earn trust through example, and turn consensus into speed by front-loading listening and clarity. Focus on strengths, empower capable people, and keep emotion from overwhelming the message. Do this, and results follow. Timecoded Summary [00:00] Background and formation: Early years in the United States, schooling in Japan, master's at the University of Edinburgh. Marketing foundations at L'Oréal Japan across Kérastase, Helena Rubinstein, and Kiehl's; progression from individual contributor to team leadership. [05:20] Transition to Van Cleef & Arpels: Emphasis on a maison culture of care and respect that maps naturally to Japanese expectations; client experience as the primary driver with sales as consequence. Expanding to lead multicultural teams. [12:45] Approachability and trust: Building durable followership by remaining accessible after promotion; maintaining continuity of relationships; modelling aisatsu and everyday courtesies to embed culture. Using one-to-ones to surface ideas that large meetings suppress. [18:30] Calm over drama: The communication cost of anger; how emotion eclipses meaning. Post-incident follow-ups to turn flashes of heat into alignment and learning. Composure as credibility in a Japanese context. [24:10] Working the consensus: Nemawashi to prepare decisions; ringi-sho-style clarity to memorialise them. Consensus reframed as disciplined alignment that speeds execution once decisions drop. [29:40] Global leaders in Japan: Close the distance quickly—be reachable, secure truth-tellers, and learn enough Japanese for sincere aisatsu. Don't over-index on perfect fluency; prioritise respect, listening, and visible learning. [34:15] Women in leadership: Representation without tokenism; the confidence gap; how sponsorship and a focus on strengths help leaders step up. Empowerment as the multiplier—no president wins alone. [39:00] Closing lesson: Decision intelligence = context + clarity + care. Reduce uncertainty, empower teams, and let client experience steer priorities; results compound from there. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Measles, whooping cough, and other vaccine-preventable diseases are on the rise around the world. Cuts to foreign aid, coupled with growing vaccine hesitancy, and persistent gaps in vaccine access are fueling outbreaks in poor and wealthy nations alike. In this conversation, global health experts discuss the drivers of these outbreaks and the solutions that can advance vaccine equity and better public health worldwide.   Background Reading: This tracker from CFR's Think Global Health initiative maps weekly updates of disease outbreaks around the globe. This article unpacks the global decline in immunization coverage. This backgrounder unpacks the effectiveness of vaccines in preventing disease, and the global rise in vaccine hesitancy.   Host: Thomas J. Bollyky, Bloomberg Chair in Global Health and Director of the Global Health Program, Council on Foreign Relations   Guests: Heidi Larson, Founder and Director, The Vaccine Confidence Project   Seth Berkley, Senior Advisor, Pandemic Center; Adjunct Professor of the Practice in the Department of Epidemiology, Brown University School of Public Health   William John Moss, Executive Director, International Vaccine Access Center; Professor of Epidemiology, Johns Hopkins Bloomberg School of Public Health   Want more comprehensive analysis of global news and events straight to your inbox? Subscribe to CFR's Daily News Brief newsletter.   To keep tabs on all CFR events, visit cfr.org/event. To watch this event, please visit our YouTube channel: https://www.youtube.com/watch?v=ilif8cCwErE   

Professor Derek Tracy is the Chief Medical Officer of South London and Maudsley NHS Foundation Trust. Derek is an Adjunct Professor at the Institute of Psychiatry, Psychology and Neuroscience, King's College London, and an honorary Professor at Brunel Medical School. He has published over 140 peer-reviewed scientific papers and 20 book chapters.Prof. Tracy has written two chapters in Evolutionary Psychiatry: Current Perspectives on Evolution and Mental Health, published by Cambridge University Press:https://www.cambridge.org/core/books/evolutionarypsychiatry/2A1862AA7A2D78F946A34475D98425EBToday Derek and Alex discuss human evolution, and how a mismatch between the ancestral and modern enivornments may be contributing to many contemporary physical and mental health problems. Interviewed by Dr. Alex Curmi. Dr. Alex is a consultant psychiatrist and a UKCP registered psychotherapist in-training.Alex's Guardian article on this topic: https://www.theguardian.com/books/2025/sep/21/how-modern-life-makes-us-sick-and-what-to-do-about-itIf you would like to invite Alex to speak at your organisation please email alexcurmitherapy@gmail.com with "Speaking Enquiry" in the subject line.Alex is not currently taking on new psychotherapy clients, if you are interested in working with Alex for focused behaviour change coaching , you can email - alexcurmitherapy@gmail.com with "Coaching" in the subject line.Check out The Thinking Mind Blog on Substack: https://substack.com/home/post/p-174371597Give feedback here - thinkingmindpodcast@gmail.com Follow us here: Twitter @thinkingmindpod Instagram @thinkingmindpodcast

On this episode of

What are the moments that defined you?Last week we had an in depth conversation with star investor Halle Tecco about creating massively better healthcare in the US.Today, she joins us to talk about the 3 moments that defined her and the wisdom gained so far in life. From choosing a life partner, to deciding whether to have children, to choosing to leave your home town and prioritise adventure. About Halle Tecco:Halle Tecco is an entrepreneur and investor passionate about fixing the healthcare system.She is the co-founder of Co-fertility - a company rewriting the egg freezing and egg donation experience. She is also the founder of Natalist and Rock Health, one of the pioneering digital health early-stage venture funds.Now, as Course Director at Harvard Medical School and Adjunct Professor at Columbia Business School, she supports future healthcare leaders through teaching.She is also the creator of The Heart of Healthcare Podcast, the #1 podcast in health tech, and is about to release a book, “Massively Better Healthcare: The Innovator's Guide to Tackling Healthcare's Biggest Challenges”.Building a purpose driven company? Read more about Giant Ventures at www.Giant.vc.Music credits: Bubble King written and produced by Cameron McLain and Stevan Cablayan aka Vector_XING. Please note: The content of this podcast is for informational and entertainment purposes only. It should not be considered financial, legal, or investment advice. Always consult a licensed professional before making any investment decisions.

In this episode of Cultish, we explore why Korea has become a center for a new wave of cult movements—and why the global church should pay attention. If Dr. Walter Martin were alive today, he'd likely be addressing the rise of groups like Shincheonji, the World Mission Society Church of God, Jesus Morning Star, and many others now infiltrating churches throughout the Western world.We're joined by Pastor Yang, who serves as an Adjunct Professor of New Testament at the Presbyterian University and Theological Seminary in Seoul. He holds a Doctor of Theology in New Testament and, from 2023 to 2024, served as a Visiting Scholar at Trinity Evangelical Divinity School in Illinois.Also joining us is Chris, a former member of Shincheonji and returning guest, sharing his firsthand experience and ongoing efforts to raise awareness about the growing influence of Korean cults around the world.Partner With Us & Be Part of the Mission to Change Lives: HERESHOP OUR MERCH: HEREPlease consider subscribing to our YouTube Channel: CultishTV.comCultish is a 100% crowdfunded ministry. -- Email Chris & Pastor Yang: biblev@daum.net Chris@examiningthecults.org Chris's Website: HEREChris's YouTube: HEREPastor Yang's YouTube: HERE

What if the solutions to humanity's greatest challenges — on Earth and beyond — have already been invented by nature? In this forward-looking talk, evolutionary biologist and astrobiologist Dr. Lynn Rothschild explores how life's patterns, materials, and mechanisms, refined over billions of years, can serve as a blueprint for building better futures on Earth and other planets. Drawing on insights from deep time, Dr. Rothschild will open the doors to “nature's hardware store” — a vast, largely untapped reservoir of biological strategies available to scientists, engineers, and innovators. From self-healing materials and bio-inspired architecture to regenerative systems for space exploration, she reveals how biology is shaping the frontiers of technology and inspiring bold, surprisingly practical solutions to complex problems. Grounded in astrobiology and evolutionary insight, this talk invites us to rethink innovation through the lens of life itself and to explore what's possible when we tap into nature's storehouse of intelligence to solve the challenges of tomorrow. Lynn J. Rothschild is a research scientist at NASA Ames and Adjunct Professor at Brown University and Stanford University working in astrobiology, evolutionary biology and synthetic biology. Rothschild's work focuses on the origin and evolution of life on Earth and in space, and in pioneering the use of synthetic biology to enable space exploration. From 2011 through 2019 Rothschild served as the faculty advisor of the award-winning Stanford-Brown iGEM (international Genetically Engineered Machine Competition) team, exploring innovative technologies such as biomining, mycotecture, BioWires, making a biodegradable UAS (drone) and an astropharmacy. Rothschild is a past-president of the Society of Protozoologists, fellow of the Linnean Society of London, The California Academy of Sciences and the Explorer's Club and lectures and speaks about her work widely.

In this episode, Julia speaks with Mai Chen, constitutional lawyer, author, and change-maker, about one of the most overlooked challenges of leading finding the energy to keep going when you feel stuck. Mai reflects on what she calls “transcending worlds” - the process of shifting from one phase of life or leadership into another, especially after exhaustion or disappointment. She shares how energy, not time, is the true currency of leading, and how we often drain it trying to meet expectations, fit into old definitions of success, or push through without rest. The conversation explores how to pause without guilt, rebuild momentum after burnout, and reconnect with a sense of purpose that feels alive again. Mai's reflections remind us that the real work of leading isn't just about direction, it's about the Energy that sustains it. Listen to this episode to learn how to regenerate Energy when you're stuck, and how to transcend the worlds that no longer serve your growth. About the Guest: Dr Mai Chen (LLB(Hons)(Otago), (LLM(Harvard),HonLLD(Otago), CMInstD), is a top barrister in NZ and President of NZ Asian Lawyers. She was previously Managing Partner, Chen Palmer Public and Employment law Specialists, independent non-executive Director, Bank of New Zealand Board, New Zealand, a member of the New Zealand Securities Commission member, Adjunct Professor at the University of Auckland Business School and School of Government, the Inaugural Chair, NZ Global Women, and a top 10 finalist, 2014 and 2016 New Zealander of the Year

Feeling busier and more distracted than last year? You're not imagining it—and you're not powerless. This guide turns a simple "peg" memory method into a fast, executive-friendly workflow you can use on the spot. Why do we forget more at work—and what actually helps right now? We forget because working memory is tiny and modern work shreds attention; the fix is to externalise what you can and anchor what you can't. As channels multiply—email, LinkedIn, WhatsApp, Line, Telegram—messages blur and retrieval costs explode. First, move details out of your head and into calendars, task apps, and checklists. Second, when you must recall live (presentations, Q&A, pitches), use a method that forces order on demand. That's where "peg numbers + peg words + peg pictures" wins: it's fast, portable, and doesn't depend on a screen. Do now: Decide which meetings require live recall versus notes-on-desk. Use tools for storage; use pegs for performance.  What is the Peg Method—and why does it work under pressure? The Peg Method gives you nine permanent "hooks" (1–9) that never change; you hang today's items on those hooks using vivid mini-scenes. Consistency is the trick. When the pegs stay fixed, recall becomes automatic: say the peg, see the picture, retrieve the item—in order. This scales from shopping lists to leadership talking points, risk registers, and sales objections during a live demo. Executives like it because it's device-free, language-agnostic, and works whether you're in Tokyo, Sydney, or Seattle. Do now: Lock your baseline pegs today so they never change: 1 = Run, 2 = Zoo, 3 = Tree, 4 = Door, 5 = Hive, 6 = Sick, 7 = Heaven, 8 = Gate, 9 = Wine.  How do I build pictures that "stick" in seconds? Use A-C-M-E: Action, Colour, Me, Exaggeration—three-second scenes beat perfect ones. Give each peg-scene movement (Action), crank the saturation (Colour), put yourself in the frame (Me), and overdo scale or drama (Exaggeration). You don't need to "see" it like a film; a whispered line works ("Door: Johanna blocks sign-off"). Across markets, this reduces blank-outs because your brain encodes motion, salience, and self-relevance faster than abstract text. Do now: Practise with two items right now—peg #1 Run and #2 Zoo—timing yourself to three seconds per image.  Can pegs really keep a long list in order? (Worked example) Yes—because the order is baked into the numbers, you can recite forwards, backwards, or jump to any slot. Try this city sequence: Sydney, Toronto, São Paulo, Johannesburg, Seattle, London, Mumbai, Vladivostok, Kagoshima. 1 Run: sprint alongside a kangaroo (Sydney) with a starter pistol; 2 Zoo: monkeys hurl "Toronto" nameplates; 3 Tree: a palm bends under a "São Paulo" sash; 4 Door: "Johannesburg" is painted thick across a revolving door; 5 Hive: bees wear "Seattle" face masks; 6 Sick: a syringe squirts the word "London"; 7 Heaven: "Mumbai" descends pearl-white stairs; 8 Gate: a rail gate slams down with "Vladivostok"; 9 Wine: a crate stamped "Kagoshima." Do now: Recite pegs in rhythm—run, zoo, tree, door…—then replay the scenes. Test #7 or #4 out of order to prove the jump-to-slot works.  What if I'm "not visual," get confused, or blank on stage? Say the peg aloud and attach a one-line cue; keep pegs permanent; rehearse forwards and backwards. If imagery feels fuzzy, talk it: "Tree: São Paulo sash." The rhyme is your safety rail. Confusion usually comes from changing pegs—don't. Under pressure, we default to habits; two short reps (forward/back) create enough redundancy to survive a curve-ball question. If lists exceed nine, chunk them (1–9, 10–18) or create a second peg set for a different category (e.g., "Client Risks"). Do now: Lock your 1–9; rehearse your next briefing once forward, once backward, standing up to simulate pressure.  How do I integrate pegs with my 2025 workflow without more cognitive load? Use a two-lane system: tools for storage and pegs for performance; tag owners and dates inside the images to encode accountability. Calendars, CRMs, and project trackers still carry due dates, attachments, and threads. Pegs handle what you must say from memory: topline metrics, names, objections, decisions. For leadership teams across APAC, EU, and North America, this reduces meeting drag and hedges against tech hiccups. Pro tip: weave critical metadata into the scene ("Door: Sarah blocks approval until Friday 17:00"). Do now: Pick one recurring meeting and move its opening five points to pegs; keep everything else in your agenda doc.  Conclusion: design around your brain, don't fight it Your brain isn't failing—you're asking it to juggle too much in noisy environments. Externalise the bulk; anchor the rest with nine permanent pegs and A-C-M-E pictures. In a week, the "snap-back" effect appears: you say the peg, the scene plays, and the item drops into place—without the stress. Do now: Lock pegs 1–9, run the five-minute drill today, and use pegs for your very next high-stakes conversation.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan. 

Have you ever named your car? Or caught yourself baby-talking to your cat like he's a tiny human? You're not alone, and there's actually fascinating science behind why we do this. We anthropomorphize everything from our Roombas to our houseplants, but is this quirk helping or hurting us? Justin Gregg is an animal cognition researcher, a Senior Research Associate with the Dolphin Communication Project and an Adjunct Professor at St. Francis Xavier University. His new book, Humanish, explores what our tendency to humanize reveals about us—and why it might actually be one of our smartest habits. Learn more about your ad choices. Visit megaphone.fm/adchoices

"Relationships come before proposals; kokoro-gamae signals intent long before a contract". "Nemawashi wins unseen battles by equipping an internal champion to align consensus". "In Japan, decisions are slower—but execution is lightning-fast once ringi-sho is approved". "Detail is trust: dense materials, rapid follow-ups, and consistent delivery reduce uncertainty avoidance". "Think reorder, not transaction—lifetime value grows from reliability, patience, and face-saving flexibility". In this Asia AIM conversation, Dr. Greg Story reframes B2B success in Japan as a decision-intelligence exercise grounded in trust, patience, and detail. The core insight: buyers are rewarded for avoiding downside, not for taking risks. Consequently, a new supplier represents uncertainty; price discounts rarely move the needle. What does? Kokoro-gamae—demonstrable, client-first intent—expressed through meticulous preparation, responsiveness, and long-term commitment. Greg's journey began in 1992 when his Australian consultative selling failed to gain traction. The lesson was blunt: until trust is established, the offer is irrelevant because the buyer evaluates the person first. From there, the playbook is distinctly Japanese. Nemawashi—the behind-the-scenes groundwork—recognises that many stakeholders can say "no." External sellers seldom meet these influencers. The practical move is to equip an internal champion with detailed, risk-reducing materials and flexible terms that make consensus safer. Once the ringi-sho (circulating approval document) moves, execution accelerates; Japan trades slow decisions for fast delivery. Greg emphasises information density and speed. Japanese firms expect thick printouts, technical appendices, and rapid follow-ups—even calls to confirm an email was received. This signals reliability and reduces the purchaser's uncertainty. Trial orders are common; they are not small but strategic—tests of quality, schedule adherence, and flexibility. Win the test, and the budget cycle (often April-to-March) can position the supplier for multi-year reorders. Culturally, face and accountability shape referrals. Testimonials are difficult because clients avoid responsibility if something goes wrong. Longevity itself becomes social proof: "We've supplied X for ten years" carries weight. Greg's hunter-versus-farmer distinction highlights the need to support new logos with dedicated account "farmers" who manage detail, cadence, and service levels that earn reorders. Patience is tactical, not passive. "Kentō shimasu" may mean "not now," so he calendarises a nine-month follow-up—enough time for internal conditions to change without ceding the account to competitors. Throughout, he urges leaders to think in lifetime value, align to budget rhythms, and communicate more than feels natural. The result is a high-trust system where consensus reduces organisational risk—and where suppliers that master nemawashi, detail, and delivery become integral partners rather than interchangeable vendors.  Q&A Summary What makes leadership in Japan unique? Leadership succeeds when it reduces organisational risk and preserves face during consensus formation. Nemawashi equips internal champions to address objections before meetings, while ringi-sho formalises agreement. Leaders who foreground kokoro-gamae, provide dense decision packs, and allow time for alignment see decisions stick and execution accelerate. Why do global executives struggle? Western managers often prize speed, big-room persuasion, and minimal detail. In Japan, uncertainty avoidance is high; buyers seek exhaustive documentation and incremental proof via pilots. Under-investing in detail or follow-up reads as unreliable. Overlooking budget cycles and internal approvals leads to mistimed asks and stalled ringi. Is Japan truly risk-averse? Individuals are incentivised to avoid downside, which shifts decisions from "risk-taking" to "risk-mitigation." The system favours tested suppliers, visible track records, and trial orders. Price rarely offsets perceived risk. Trust and history function as risk controls; once approved, delivery speed reflects the system's confidence. What leadership style actually works? A patient, service-led style that privileges relationships over transactions. Leaders ask permission to ask questions, listen for hidden constraints, and co-design low-risk pilots. Farmers—or hunter-farmer teams—sustain cadence, escalate issues early, and remain flexible as conditions change, protecting the champion's face and the consensus. How can technology help? Decision intelligence platforms can map stakeholders and sentiment across the approval chain. Digital twins of delivery schedules and SLAs, plus living dashboards of quality metrics, give champions ringi-ready evidence. Structured knowledge bases, rapid response workflows, and audit trails strengthen reliability signals during nemawashi. Does language proficiency matter? Language builds rapport, but process fluency matters more: understanding nemawashi, ringi-sho, and budget cycles; providing dense Japanese-language materials; and maintaining a proactive follow-up cadence. Bilingual support teams and translated technical appendices can materially lower perceived risk. What's the ultimate leadership lesson? Optimise for the reorder, not the first sale. Reliability, speed of follow-up, document density, and cultural fluency compound into durable trust. Japan rewards those who "hasten slowly," then deliver flawlessly when the decision finally lands.  Timecoded Summary [00:00] Context and thesis: Japan's B2B environment rewards risk mitigation over risk-taking; relationships precede proposals. Greg recounts his early failure applying Australian consultative selling before building rapport and trust as prerequisites. [05:20] Nemawashi in practice: Many stakeholders can veto; sellers rarely meet them. Equip the champion with dense packs, options, and flexibility to navigate objections. Ringi-sho formalises consensus, and once signed, execution accelerates. [12:45] Detail and responsiveness: Japanese buyers expect information-rich printouts and fast follow-ups—even same-day responses. Trial orders function as risk-controlled tests of quality, schedule, and flexibility. Delivery during trials sets the tone for long-term partnership. [18:30] Referrals and proof: Public testimonials are rare due to accountability risk. Tenure becomes currency—long relationships serve as de-risking signals to new buyers. Social proof derives from sustained performance, not logos on a webpage. [24:10] Cadence and patience: "Kentō shimasu" often means "not now." Calendarise a nine-month check-in to match likely internal change cycles. Align proposals to April budget rhythms to avoid timing out. Maintain polite persistence without pushiness. [31:05] Operating model: Pair hunters with farmers; once a deal lands, a service-led team manages detail, SLAs, and face-saving flexibility. Leaders message lifetime value, not quarterly wins, and use technology (decision intelligence, digital twins, knowledge bases) to support nemawashi and ringi.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.   

Welcome to Breaking Down Boxes. We have compelling conversations with entrepreneurs in the packaging space. In this episode we talk with Paul Centenari of Atlas Container.Paul shares the unconventional journey that took him from the boxing ring to the boardroom. With humor and honesty, he recalls early lessons from the ring, the risks that built Atlas Container, and the “can-do” culture that continues to drive its success. Listeners will hear how resilience, learning, and strong leadership transformed a leveraged buyout into a thriving independent packaging business.About PaulPaul Centenari is the President and CEO of Atlas Container, based in Maryland, and an Adjunct Professor of Entrepreneurship at Georgetown University. A graduate of Dartmouth College and Harvard Business School, Paul's path to leadership has been anything but ordinary—he was quarterback at Wellesley High, a Golden Gloves boxer, and later a Procter & Gamble salesman before entering manufacturing. Over the past 37 years, he has led Atlas through the acquisition and operation of 19 corrugated box companies along the East Coast, consolidating into two facilities totaling nearly 400,000 square feet in Severn and Curtis Bay, Maryland, and growing revenue fifteenfold. Married for 35 years to Elizabeth McDavitt, a talent agent for models and actors, with two grown daughters Paul stresses the importance of family. He is also an avid athlete and adventurer. Paul has heli-skied in the Canadian Rockies for 25 years and completed the 4.5-mile Chesapeake Bay Swim eight times, along with three Alcatraz crossings.About Atlas Containerhttps://www.youtube.com/channel/UCyWt7JWeef-FXl2i1Adhtpw https://www.linkedin.com/company/atlas-container-corporation/ https://www.facebook.com/atlascontainercorp/ New episodes drop the first Monday of every month. Remember to rate, review, and subscribe!This podcast is brought to you by AICC, The Independent Packaging Association. Learn more at www.AICCbox.org. When you invest and engage, AICC delivers success. Breaking Down Boxes is sponsored by Ox Box, offering strength you can depend on.

Session: 5Date of First Use: November 16, 2025Title: When a Time of Inactivity Slows You DownThe Point: Use unexpected downtime to prepare for what's next.Life Connection: We lead busy lives, but sometimes an unplanned event puts a stop to our plans. It might be a delayed flight, staying at home with a sick child, or something else that causes us to sit and wait. We can get frustrated, or we can make use of the delay to prepare for what God may have waiting for  us. We can make “the most of the time” (Eph. 5:16) to focus on our walk with God.Session Passage: Acts 1:4-8,12-14; 2:1-4Host: Ryan J. Sanders; Team Lead, Bible Studies for LifeCo-Host: Chris Johnson; Content Editor, Bible Studies for Life: SeniorsGuest: P. J. Dunn is the Discipleship Consultant for Georgia Baptist Mission Board and Adjunct Professor at New Orleans Baptist Theological Seminary. 

Founder & Owner, RESTORE Center for Endometriosis Adjunct Professor, Saint Louis University

How to reshape culture in Japan without breaking what already works.  What is the first question leaders should ask when inheriting a Japanese workplace? Start by asking better questions, not hunting faster answers. Before imposing a global "fix," map what already works in the Japan business and why. In post-pandemic 2025, multinationals from Toyota to Rakuten show that culture is a system of trade-offs—language, seniority, risk appetite, client expectations—not a slogan. Western playbooks prize decisive answers; Japan prizes deciding the right questions. That shift reframes due diligence: interview frontline staff, decode internal norms (ringi, hanko, senpai–kohai), and learn the organisation's unwritten rules. Only then can you see where practices are enabling quality, safety, speed, or reputation—and where they're blocking growth. Do now: List 10 things that work in Japan operations and why they work; don't change any of them yet. Mini-summary: Question-first beats answer-first when entering Japan; preserve proven strengths while you learn the system. Why do "HQ transplants" often fail in Japan? Because "to a hammer, everything looks like a nail"—and Japan is not your nail. Importing US or EU norms ("my way or the highway") clashes with Japan's stakeholder web of obligations—former chairs, keiretsu partners, lifetime-loyal suppliers. Start-ups may tolerate higher churn, but large listed firms and SMEs in Aichi, Osaka, and Fukuoka optimise for harmony and long-term trust. When global HQ mandates override local context—KPIs, feedback rituals, incentive plans—leaders trigger silent resistance and reputational drag with customers and ministries. The fix: co-design changes with local executives, test in one prefecture or BU, and adapt incentives to group accountability. Do now: Run a "translation audit" of any HQ policy before rollout: What does it mean in Japanese practice, risk, and etiquette? Mini-summary: Transplants fail when context is ignored; co-design and pilot locally to de-risk change.  How are major decisions really made—meeting room or before the meeting? Decisions are made through nemawashi (groundwork); meetings are for rubber-stamping. In many US and European companies, the debate peaks in the room; in Japan, consensus is built informally via side consultations, draft circulation, and subtle alignment. A head nod in the meeting may mean "I hear you," not "I commit." Skip nemawashi and your initiative stalls. Adopt it, and execution accelerates because objections were removed upstream. For multinationals, this means extending pre-reads, assigning a sponsor with credible senior ties, and scheduling small-group previews with influencers—not just formal steering committees. Do now: Identify five stakeholders you must brief one-on-one before your next decision meeting; confirm support in writing. Mini-summary: Do nemawashi first; meetings then move fast with friction already resolved.  Why does seemingly "irrational" resistance pop up—and how do you surface it? Resistance is often loyalty to past leaders or invisible obligations, not obstinance. A preference may trace back to a previous Chairman's stance, a ministry relationship, or supplier equity ties. In APAC conglomerates, these "silken tethers" can't be seen on an org chart. Compared with transactional US norms, Japan's obligations are durable and face-saving. Leaders need a "terrain map": who owes whom, for what, and on what timeline. Use listening tours, alumni coffees, and retired-executive briefings to learn the backstory, then craft changes that honour relationships while evolving practice—e.g., grandfather legacy terms with sunset clauses. Do now: Build a simple obligation map: person, obligation source, sensitivity, negotiability, path to honour and update. Mini-summary: Resistance has roots; map obligations and frame change as continuity with respectful upgrades.  Is Japan slow to decide—or fast to execute? Japan is slow to decide but fast to execute once aligned. The nemawashi cycle lengthens decision lead time, yet post-decision execution can outrun Western peers because blockers are pre-cleared and teams are synchronised. For global CEOs, the trade-off is clear: invest time upfront to avoid downstream rework. Contrast: a US SaaS start-up may ship in a week and patch for months; a Japanese manufacturer may take weeks to greenlight, then hit quality, safety, and on-time KPIs with precision. The right question isn't "How do we speed decisions?" but "Where is speed most valuable—before or after approval?" Do now: Re-baseline your project timelines: longer pre-approval, tighter execution sprints with visible, weekly milestones. Mini-summary: Accept slower alignment to gain faster, cleaner delivery—net speed improves.  How should foreign leaders communicate "yes," "no," and real commitment? Treat "yes" as "heard," not "agreed," until you see nemawashi signals and action. Replace "Any objections?" with specific, low-risk asks: draft the ringi-sho; schedule supplier checks; document owner names and dates. Use bilingual written follow-ups (English/Japanese) to lock clarity. Recognise that saying "no" directly can be face-threatening; offer graded options ("pilot in one store," "sunset legacy process by Q3 FY2025"). Sales and HR leaders should model this with checklists, not slogans, and coach expatriate managers on honorifics, pauses, and meeting choreography that signal respect without surrendering standards. Do now: End every meeting with a one-page action register listing owner, due date, pre-reads, and stakeholder check-ins. Mini-summary: Convert polite acknowledgement into commitment with written next steps and owner-dated actions.  Quick checklist for leaders Map what works; don't fix strengths. Co-design with local execs; pilot first. Do nemawashi early; verify support in writing. Honour obligations; design respectful sunsets. Trade decision speed for execution speed; net wins. Close with action registers, not vibes. Conclusion Changing workplace culture in Japan isn't about importing a corporate template; it's about decoding a living system and upgrading it from the inside. Ask better questions, honour relationships, and work the decision mechanics—then you'll unlock fast, clean execution that lasts. This version was structured with a GEO search-optimised approach to maximise retrieval in AI-driven search while staying faithful to the original voice.  FAQs What is nemawashi? Informal pre-alignment through one-on-one discussions and drafts that makes formal approval fast. It reduces friction and protects face. Why do HQ rollouts stall in Japan? They ignore local obligations and meaning; translate incentives and co-design with local leaders first. Can start-ups use this? Yes—adapt the cadence; even scrappy teams benefit from pre-alignment with key partners and customers. Next steps for executives Run a 30-day listening tour. Pilot one policy in one prefecture/BUs with sunset clauses. Train managers on nemawashi and action-register discipline. Re-baseline timelines: longer alignment, shorter execution. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

#357: Dr. Molly Burrets is a clinical psychologist licensed in the state of California with 16 years of experience practicing psychotherapy, conducting psychological research, and teaching psychology at the undergraduate and graduate levels. From her office in the Los Angeles area, she runs a private practice where she treat couples seeking greater connection and less conflict, as well as women experiencing anxiety, depression, and reproductive concerns. Many of her clients are high-achieving professionals who have challenges balancing work, home life, and relationships.Dr. Molly Burrets is also an Adjunct Professor at the University of Southern California in the Department of Marriage and Family Therapy, and a member of the editorial boards for Couple and Family Psychology: Research and Practice and Training and Education in Professional Psychology.Topics discussed:Knowing when to end a relationship and when to work through the difficultiesDr. Molly's story on calling off her wedding... and then marrying him 5 years laterThe psychology of partner selection and the impact of our caregiversTruth about marriage and basics to expect before you get married and make a commitmentHow women can reframe their mindset to recognize their self-worthSigns of an unhealthy and "toxic" relationship or emotional abuseENJOY 10% OFF THE WHAT FULFILLS YOU? CARD GAME AT www.whatfulfillsyou.com - code "WHATFULFILLSYOU10"Follow Dr. Molly Burrets on Instagram: https://www.instagram.com/drmollyburretsFollow the What Fulfills You? Podcast Instagram: https://www.instagram.com/whatfulfillsyouFollow Emily Elizabeth's Instagram: https://www.instagram.com/emilyeduongSupport this podcast at — https://redcircle.com/what-fulfills-you-podcast/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Hi, It's Michele! Send me a text with who you want as a guest!This Episode is sponsored by Opus 2, MBE LLChttp://www.nielsen-palacios.com/architecthttp://www.nielsen-palacios.com/testimonialshttps://www.linkedin.com/in/christiannielsenpalaciosPhone: 607-319-3150info@thegrouchyarchitect.comLink to blog for text and  images:https://inmawomanarchitect.blogspot.com/2025/10/interview-w-architect-stephen-chung-of.htmlProfessional BackgroundChristian Nielsen-Palacios is a licensed architect with over 40 years of experience, primarily focused on quality assurance (QA), quality control (QC), and technical specification writing for architectural projects. He earned his architecture degree from Universidad Simón Bolívar in Venezuela and later completed a Master's in the History of Architecture at Cornell University in Ithaca, NY .After relocating to the U.S. in 1984, Christian worked in various architectural firms, contributing to numerous public school projects. In 1991, he became a registered architect in New York State . Currently semi-retired, he operates Opus 2 MBE, LLC, offering consulting services that include:Peer reviews of construction documentsTechnical specification writingMentorship for architects, especially those in small firmsTranslation and proofreading services in English and SpanishChristian is active online under the moniker “The Grouchy Architect” (Google him!) where he shares insights on architectural practice, quality control, and professionalStephen K. Chung, AIA is a registered architect in Florida and Massachusetts and principal of Stephen Chung, Architect.  His Boston-based studio is focused on residential and hospitality projects. www.stephenchung.com  Stephen received his architecture degree from Harvard. His recent projects include a new 89 room boutique hotel in called The Sarasota Modern, three new houses in Sarasota and a townhouse development and residential building both in Boston.  In 2020-2024 Stephen won a “Best of Houzz” Award for his residential design work. In March 2009, Casas Internacional published a monograph on his residential work.  The book features eleven of his residential projects.  In addition to practice, Stephen has taught architectural design at several institutions, including Cornell, Rhode Island School of Design, the University of Texas at Austin and Yale University.  Currently he is an Adjunct Professor of Interior Architecture at Suffolk University. Stephen is committed to bridging the gap between the architecture profession and the general public.  To this end, Stephen was the creator, executive producer and host of the acclaimed public television series called “Cool Spaces: The Best New Architecture”. Season 1 of this landmark series debuted on PBS in 2014.  Stephen also hosted a podcast show called “Design Your Dream Home” with architect Doug Patt.  The podcast provided advice to those wanting to design their dream home.  www.thedougandsteveshow.comLink to MGHarchitect: MIchele Grace Hottel, Architect website for scheduling a consultation for an architecture and design project and guest and podcast sponsorship opportunities:https://www.mgharchitect.com/

This week on Supply Chain Decoded, host Jenni Ruiz sits down with Ryan Goodwin, Senior Director of Advanced Supply Chain at Trinity Industries and Adjunct Professor of Supply Chain Management at TCU — a leader whose approach to automation and change management is reshaping how the rail industry thinks about data, technology, and people. Ryan's face recently appeared on the NASDAQ billboard in Times Square — a moment that symbolizes how far he's taken his mission to eliminate “drudgery” from supply chain work through AI and automation. In this conversation, he shares the story behind that moment and the philosophy that got him there. Together, Jenni and Ryan decode: AI in the wild: How Trinity Industries uses large language models to manage supplier communication — cutting through thousands of purchase orders without a single EDI integration. Swivel chair to seamless workflows: The real meaning of moving from manual to integrated systems and what it takes to make automation actually work for people. The classroom meets the boardroom: What teaching the next generation of supply chain professionals has revealed about AI adoption, critical thinking, and human judgment in the age of LLMs. Built or bought: How companies can balance in-house innovation with SaaS partnerships in an era of “AI provider fatigue.” Inventory decoded: Why this age-old topic remains the most misunderstood — and why Ryan calls it both the light and liability of the supply chain. From his early days measuring warehouse shelves in a suit to building bots that talk to suppliers in natural language, Ryan offers a rare, grounded look at what digital transformation really looks like in practice — and why collaboration between humans and AI will define the next decade of supply chain innovation.

In this segment, Mark is joined by Max Raskin, an Adjunct Professor at NYU and the Co-Founder of Uris Acquisitions. He discusses his latest piece in the Free Press, "Gas Station Socialism Rules in New Jersey".

In hour 3, Mark is joined by St Charles County Executive Steve Ehlmann. Ehlmann discusses why he is now back in the race for his current office. Mark is later joined by Max Raskin, an Adjunct Professor at NYU and the Co-Founder of Uris Acquisitions. He discusses his latest piece in the Free Press, "Gas Station Socialism Rules in New Jersey". They wrap up the show with the Audio Cut of the Day.

In hour 1 of The Mark Reardon Show, Mark and the crew discuss the epic battle between the Blue Jays and Dodgers in Game 3 of the World Series. Mark is then joined by Charles Lipson, a professor emeritus at the University of Chicago. He writes regularly for The Spectator magazine, Real Clear Politics and others. His columns are available free at CharlesLipson.com. He discusses the East Wing outrage, Middle East Peace hopes, crime in Chicago and more. He's later joined by Beth Brelje, an Elections Correspondent for The Federalist. She discusses her latest piece which is headlined, "The Left Would Rather Leave the White House Lawn Buried in Rubble Than Allow Trump a Tangible Victory". In hour 2, Ethan hosts, "Ethan's News" where he discusses the latest trending entertainment news, this day in history, the random fact of the day and much more. Mark, Ethan and Fred then compete in The Price is Wrong with George Gray hosting. In hour 3, Mark is joined by St Charles County Executive Steve Ehlmann. Ehlmann discusses why he is now back in the race for his current office. Mark is later joined by Max Raskin, an Adjunct Professor at NYU and the Co-Founder of Uris Acquisitions. He discusses his latest piece in the Free Press, "Gas Station Socialism Rules in New Jersey". They wrap up the show with the Audio Cut of the Day.

Why are people wrong all the time, anyway? Is it because we human beings are too good at being irrational, using our biases and motivated reasoning to convince ourselves of something that isn't quite accurate? Or is it something different -- unmotivated reasoning, or "unthinkingness," an unwillingness to do the cognitive work that most of us are actually up to if we try? Gordon Pennycook wants to argue for the latter, and this simple shift has important consequences, including for strategies for getting people to be less susceptible to misinformation and conspiracies.Blog post with transcript: https://www.preposterousuniverse.com/podcast/2025/10/27/333-gordon-pennycook-on-unthinkingness-conspiracies-and-what-to-do-about-them/Support Mindscape on Patreon.Gordon Pennycook received his Ph.D. in psychology from the University of Waterloo. He is currently an associate professor of psychology and Dorothy and Ariz Mehta Faculty Leadership Fellow at Cornell University as well as an Adjunct Professor at University of Regina's Hill/Levene Schools of Business. He is a member of the Royal Society of Canada's College of New Scholars, Artists, and Scientists, and a 2016 winner of the IgNobel Prize for Peace.Web siteCornell web pageGoogle Scholar publicationsWikipediaIgNobel Prize citationSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

October 24, 2025 Christine Schwan,a former Yoga instructor (2008-16)& former Adjunct Professor of Ana-tomy & Physiology (2006-21) current-ly serving as Executive Assistant tothe Elders @ Apologia Church inMesa, AZ, who will address: “HOLY YOGA???—NOW THERE'sA STRETCH!!!: A WARNING to ALLCHRISTIANS ABOUT the INSEPARA-BLE LINKS BETWEEN YOGA & theOCCULT, PAGANISM & SATANISM” Subscribe: Listen:

My conversation with Allison starts at about 23 minutes after the news and clips Subscribe and Watch Interviews LIVE : On YOUTUBE.com/StandUpWithPete ON SubstackStandUpWithPete Stand Up is a daily podcast. I book,host,edit, post and promote new episodes with brilliant guests every day. This show is Ad free and fully supported by listeners like you! Please subscribe now for as little as 5$ and gain access to a community of over 750 awesome, curious, kind, funny, brilliant, generous soul Allison Jaslow is an Iraq War Veteran, a dedicated public servant, and the former Chief Executive Officer of Iraq and Afghanistan Veterans of America (IAVA).    Nationally, Jaslow is recognized as a leading voice on the impact of the military-civilian divide on our political system and as an authority on the unique challenges faced by women in the military.   A former Army Captain, Jaslow is also a seasoned political and communications strategist, serving on the staff of several Members of Congress, as a White House communications aide. She also served a previous stint at IAVA as its Executive Director before returning to be the orgnizastion's first woman CEO, has served as an Adjunct Professor of the Practice at Duke University, and lives in the Raleigh-Durham area of North Carolina. Pete on Blue Sky Pete on Threads Pete on Tik Tok Pete on YouTube  Pete on Twitter Pete On Instagram Pete Personal FB page Stand Up with Pete FB page   Gift a Subscription https://www.patreon.com/PeteDominick/gift Send Pete $ Directly on Venmo All things Jon Carroll  Buy Ava's Art    Subscribe to Piano Tuner Paul Paul Wesley on Substack Listen to Barry and Abigail Hummel Podcast Listen to Matty C Podcast and Substack Follow and Support Pete Coe Hire DJ Monzyk to build your website or help you with Marketing

Thomas B. Fowler is the author of five books and over 150 articles and reviews, ranging over philosophy, theology, engineering, physics, and mathematics.  He is an expert in analyzing systems and procedures for the U.S government.  He says he is “keenly aware of the rapid politicization that has occurred not just in the humanities, but increasingly in the science, technology, and mathematics (STEM) areas, and is devoted to debunking the shoddy reasoning behind many contemporary trends such as the extravagant claims made for Artificial Intelligence.” His latest book is Artificial Intelligence: Foundations, Limitations, Benefits and Dangers — and is the subject of this conversation. He is president of the Xavier Zubiri Foundation of North America, and has translated several of the Spanish philosopher's books into English. Currently an independent consultant and Adjunct Professor of Engineering at George Mason University, he has lectured widely in the U.S., South America, and Europe on science and philosophy. His doctorate from George Washington University is in system theory.  

Mike Milligan is a Certified Financial Planner, Adjunct Professor, host of “One of a Kind” Financial Show, author, husband and father. Check out Mike's “The One of a Kind Financial Plan”, the coaching program for financial pros and the course “Personal Financial Planning”.   Discount code to get $50 off for the PFP course with the code “ODU 50”. www.mikemilligan.com 0.00:    A little about Mike's background 5.00:    Biggest mistakes people make (lack of tax planning) 13.00:  Why you should buy your home now 17.00:  Budgeting for the future (pay yourself first) 25.00:  Being an adaptable in the AI world 32.00:  Investing in companies you believe 37.00:  Building financial discipline 44.00:  Bitcoin is investing in freedom 52.00:  Being in the “profit with purpose” business (not just profit) 58.00:  Capital is still flowing into the US with the depreciating dollar 1.01.00:  Advice for new fathers   Until next time, love and good vibes.  Podcast Website: https://enterthelionheart.com/ Check out the latest episode here: Apple Podcast: https://podcasts.apple.com/us/podcast/enter-the-lionheart/id1554904704 Spotify: https://open.spotify.com/show/4tD7VvMUvnOgChoNYShbcI