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From our little fur babies to “Herbie” the car, we imbue the world around us with wonderous human-like qualities. Justin Gregg is senior research associate with the Dolphin Communication Project and an Adjunct Professor at St. Francis Xavier University, where he lectures on animal behavior and cognition. He joins host Krys Boyd to discuss the benefits of anthropomorphism — and the detriments of its polar opposite — dehumanization. Plus, we'll be introduced to a wide world where we love to see animals and objects as reflections of ourselves. His book is “Humanish: What Talking to Your Cat or Naming Your Car Reveals About the Uniquely Human Need to Humanize.” Learn about your ad choices: dovetail.prx.org/ad-choices
Interview recorded - 2nd of December, 2025On this episode of the WTFinance podcast I had the pleasure of welcoming back Warwick Powell. Warwick is an Adjunct Professor at Queensland University of Professor working at the intersection of China, digital technologies, supply chains, financial flows and global political economy & governance.During our conversation we spoke about Warwick's overview of 2025, accelerating shift away from US hegemony, BRICS institution, currency and more. I hope you enjoy!0:00 - Introduction0:57 - Overview of 20256:50 - Accelerating US hegemonic shift?12:25 - Drivers of Western challenges18:28 - Real capital investment into US23:44 - AI impact on employment28:18 - Shifting alliances33:25 - BRICS institutions39:03 - European type alliance42:01 - BRICS currency48:33 - One message to takeaway?Warwick began his career in academia, teaching Chinese history and European cultural history at Griffith University. He graduated with First Class Honours and is the recipient of the prestigious University Medal for Academic Excellence. Warwick was also awarded a Department of Foreign Affairs and Trade scholarship to undertake postgraduate studies at People's University, Beijing. He deferred his studies to begin work for Kevin Rudd in the Queensland Government.He is the chairman and founder of Sister City Partners Limited, a not-for-profit investment bank focusing on developing links between regional Australia and the markets of Asia. Through this work, Warwick has experience in diverse industries including cattle and sheep production and processing, information and communication technology, infrastructure, energy, natural resources, travel and tourism and property development.He is a director of a number of funds management companies responsible for funds established under an ASIC-approved Australian Financial Services License. He is a member of the Central Highlands Accelerate Agribusiness Advisory Board and was the founding Treasurer of Innovation NQ Inc., a not-for-profit innovation incubator in North Queensland.He continues to teach professional courses in areas such as innovation, creativity, regional economic development and blockchain technology with James Cook University, QUT and Edith Cowan University.Warwick Powell: LinkedIn - https://au.linkedin.com/in/warwickpowellSubstack - https://substack.com/@warwickpowell Twitter - https://x.com/baoshaoshanWTFinance -Instagram - https://www.instagram.com/wtfinancee/Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes - https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4Twitter - https://twitter.com/AnthonyFatseas
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
Most leaders genuinely want a strong relationship with their team, yet day-to-day reality can be messy—especially when performance feels uneven. The trap is thinking "they should change." The breakthrough is realising: you can't change others, but you can change how you think, communicate, and lead. Why do leaders get annoyed with the "80%" of the team (and what should they do instead)? Because the Pareto Principle (80/20 rule) makes it feel like you're paying for effort you're not getting—but the fix is to lead the whole system, not just the stars. In most teams, a smaller group carries a disproportionate chunk of the output, and that can irritate any manager trying to hit targets, KPIs, OKRs, or quarterly numbers. But treating the "80%" as a problem creates a self-fulfilling spiral: you spend less time with them, they feel it, motivation drops, and performance follows. In Japan-based teams (and in global teams post-pandemic, with hybrid work and remote collaboration), this spiral gets worse because "relationship temperature" matters. Instead, think like an orchestra conductor: the first violin matters, but the whole section must play in harmony. Do now: Stop "ranking people in your head" mid-week. Start "designing the system" that helps every player contribute. Can you actually change your team members' performance or attitude? Not directly—you can't rewire other adults, but you can change the environment you create and the way you show up. The leader move is internal first: adjust your assumptions, your language, your coaching cadence, and your consistency. In practice, this means you stop waiting for people to become "more like you" and start shaping the conditions where they can succeed. A simple mental shift is accepting that high performers and average performers will always co-exist in any team—Japan, the US, Europe, APAC; startups, SMEs, or multinationals. When you accept the 20/80 reality, you can focus on (1) lifting the 20% even higher and (2) getting strong coordination and reliable contribution from everyone else. Do now: Identify one attitude you bring to the "middle 60%" that's costing you results—and change that, first. How do you stop criticism from destroying motivation and trust? By eliminating the "criticise, condemn, complain" reflex and replacing it with coaching language that preserves dignity. Dale Carnegie's human relations principle is blunt for a reason: criticism rarely produces agreement; it produces defence. And when people feel attacked, they don't improve—they protect themselves, they withdraw, and they tell themselves a story about you. This is especially relevant in Japan, where public correction can trigger loss of face, and in Western contexts where blunt feedback can still backfire if it feels personal rather than behavioural. The point isn't to become "soft." It's to become effective: if the same negative approach keeps producing the same negative reaction, adjust the angle—just a few degrees—so the other person can respond positively. Do now: Before your next correction, rewrite it as: "Here's what I observed, here's the impact, here's what good looks like next time." What does "honest, sincere appreciation" look like in a Japanese workplace? It's specific, evidence-based praise—not vague compliments, not flattery, and not silence. Leaders often skip appreciation because they assume "they're paid to do it," then wonder why cooperation is hard. Yet people are highly sensitive to fake praise, and they'll dismiss it as manipulation. The fix is to praise something concrete and provable. A practical Japan example is exactly the point: "Suzuki-san, I appreciated the fact you got back to me on time with the information I requested—it helped me meet the deadline. Thank you for your cooperation." The evidence makes it believable, the detail makes it useful, and the respect makes it repeatable. Do now: Give one piece of appreciation today that includes what, when, and why it mattered—in one sentence. How do you motivate people who don't seem to care as much as you do? You motivate them by speaking to what they want—because everyone is already focused on their own priorities. If you need cooperation, it's not enough to repeat what you want and when you want it. Your team member is running their own internal agenda: career security, competence, recognition, flexibility, learning, status, autonomy, or simply a calmer workday. This is where "arouse in the other person an eager want" becomes a leadership skill, not a slogan. In a Japanese firm, the eager want might be stability and not standing out negatively. In a US startup, it might be speed, ownership, and visibility. Same principle, different cultural packaging. Listen to what comes out of your mouth—if it's all about you, you're making cooperation harder. Do now: In your next request, add one line: "What would make this easier or more valuable for you?" What should leaders do this week to strengthen team relationships—fast? Start by changing yourself "three degrees," then run a simple weekly rhythm that rebuilds trust, clarity, and contribution. If you keep approaching lower performers negatively, you'll keep getting the same negative reaction; change your approach first. Then operationalise it—because intention without behaviour is just theatre. Here's a tight relationship-strengthening checklist you can run in any context (Japan HQ, regional APAC office, or global remote team): Weekly habit What you do Why it works 2x short 1:1s Ask: "What's blocking you?" Shows support, surfaces friction 1 evidence-based praise Specific + concrete Builds motivation without fluff 2021.10.11 GEO Version How Lead… 1 "eager want" question "What do you want from this?" Aligns incentives 2021.10.11 GEO Version How Lead… 1 criticism detox Remove complain/condemn Prevents defensive behaviour 2021.10.11 GEO Version How Lead… Do now: Pick one person you've mentally labelled "difficult" and change your next interaction by three degrees—more curiosity, more respect, more clarity. Conclusion If you want stronger relationships, stop waiting for people to become easier to lead. You'll get better results by starting with what you control: your mindset, your communication habits, and your consistency. The leaders who do that build better teams; the leaders who don't keep complaining—and they're never short of company. Next steps (quick actions) Replace one critical comment with one coaching request this week. Deliver one evidence-based appreciation per day for five days. In every request, add one line that links to what the other person wants. Track who you spend time with—ensure the "80%" aren't getting frozen out. FAQs Yes—high performers still need active leadership, not neglect. Keep lifting the 20% higher while systemising support for everyone else. No—praise isn't "un-Japanese" if it's precise and evidence-based. Specific appreciation is usually accepted because it's verifiable and respectful. Yes—criticism can be useful, but condemn-and-complain feedback usually backfires. People defend themselves; improvement requires clarity without attack. 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.
THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan
When sales feels chaotic, it's usually because we're "doing things" without a scoreboard. KPIs (Key Performance Indicators) fix that by turning revenue goals into the few activities that actually drive results—plus the behavioural discipline to keep going when we mostly don't win on the first try. Q1) What are sales KPIs, and why do we need personal ones? Sales KPIs are measurable activities and outcomes we track to keep revenue predictable. Companies sometimes hand us a dashboard, but plenty of roles don't come with clear KPIs—especially in smaller firms, new markets, or when we're building a territory from scratch. That's where personal KPIs matter: they give us "markers" for what we're doing and what we should be doing. The key is recognising we cannot do everything. We can only do the most important things—consistently. So we choose a handful of KPIs that reflect how our sales actually works (industry, deal size, sales cycle, channel), and we track them like a pilot checks instruments: not for perfection, but for control. Q2) Which KPIs actually move revenue (and which just make us feel organised)? A useful rule: track both leading and lagging indicators. Lagging indicators: results (revenue, closed deals, average deal size). They're essential, but they tell us after the period is over. Leading indicators: the activities that cause results (qualified leads worked, buyer conversations, meetings booked, proposals sent, follow-ups completed). The best personal KPIs are usually leading indicators that map to your funnel, like: How many qualified leads we work each week How many calls / outreach touches we make How many contacts turn into appointments How many appointments convert into agreed deals Our average value per appointment How many buyers become repeat buyers If a KPI doesn't link to a funnel stage, it's probably a "busy metric." Q3) How do we turn a big revenue target into weekly KPIs we can actually execute? We reverse-engineer the number. Start with the revenue target, then work backwards through the funnel using realistic ratios. Example logic (use your own numbers, then refine over time): Target revenue per month Average deal size → required closed deals Closing ratio from meetings → required meetings Meeting-set rate from conversations → required buyer conversations Contact rate from outreach → required outreach attempts This is exactly the discipline of breaking "big revenue targets down to activities," then setting targets for the ratios between steps. And we'll fail plenty at first. That's not a moral issue—it's just a data issue. After a few weeks, we'll have our conversion stats, not someone else's. Q4) What funnel ratios should we track—and what do we do when the ratios are ugly? Sales is a chain. If one link is weak, the outcome collapses. Track ratios between stages, for example: outreach attempts → conversations (contact rate) conversations → meetings (appointment rate) meetings → proposals proposals → closed deals (close rate) Over time we build "reliable statistics" showing where we're strong and where we're leaking deals. If conversations aren't becoming meetings, that's usually messaging, relevance, credibility, or timing. If meetings aren't closing, that's discovery quality, stakeholder mapping, objection handling, procurement friction, or lack of urgency. The goal isn't to shame the numbers. The goal is to diagnose the system and improve one stage at a time—because a small lift in one ratio multiplies all the way down to revenue. Q5) How do we set KPI targets without kidding ourselves (and without burning out)? Use three levels: Comfortable range (you can hit this even on a rough week) Realistic stretch (hard but doable) Moonshot (for peak weeks, not every week) Then we attach KPIs to time management. If the target is 200 quality touches a week, we schedule them like a workout plan—because hope is not a strategy. Also: behaviour matters. Sales can be "a diabolical art" where we fail a lot, so we need "supreme discipline" to do the activities anyway. That means tracking basics like follow-up completion, pipeline hygiene in the CRM, and daily prospecting blocks—because motivation comes and goes, but systems stay. Q6) How do we adapt KPIs to reality (gatekeepers, Japan timing, and modern outreach)? Reality includes gatekeepers, voicemail, and the classic "they'll call you back" fantasy. We can have a long call list and still get nowhere, so we vary timing and channels. Practical KPI upgrades: Track attempts by time band (early morning, lunch, after 6pm) because contact rates change by industry and role. Track multichannel sequences (phone + email + LinkedIn + referral asks), not just "calls." In Japan, where trust and introductions often matter, track referral requests, warm intros, and second meetings as leading indicators—because relationship-building is a real part of the funnel, not "soft stuff." Weekly review: keep, kill, adjust. If we're not moving the ratios, we don't need more hustle—we need smarter inputs. About the 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. Wrap-up Personal sales KPIs are our antidote to vague effort. We pick the few activities that drive the funnel, set ranges, measure ratios, and improve the weakest link. When we know the numbers, we stop guessing—and we start managing sales like a system.
Steve Blank: Blind to Disruption Steve Blank is an Adjunct Professor at Stanford and co-founder of the Gordian Knot Center for National Security Innovation. Credited with launching the Lean Startup movement and the curriculums for the National Science Foundation Innovation Corps and Hacking for Defense and Diplomacy, he's changed how startups are built, how entrepreneurship is taught, how science is commercialized, and how companies and the government innovate. Steve is the author of The Four Steps to the Epiphany and The Startup Owner's Manual and is the author of his recent article at steveblank.com: Blind to Disruption: The CEOs Who Missed the Future. Leaders may see the future coming, but we aren't always incentivized to act on it. In this conversation, Steve and I discuss what we can learn from the common patterns of disruption so we don't miss what's next. Key Points In the 1890s, there were approximately 4,000 carriage and wagon makers in the United States. Only one company made the transition to automobiles. In each of the three companies that survived, it was the founders, not hired CEOs, that drove the transition. Studebaker recognized that it wasn't in the business of carriages; it was in the business of mobility. Clayton Christensen taught us that disruption begins with inferior products that incumbents don't take seriously. The real problem isn't that companies can't see the future. It's that they are structurally disincentivized to act on it. Parsing innovation theatre vs. innovation means paying attention to what's actually shipping. If nothing is and you want to innovate, look elsewhere. Bubbles in the market are normal. Timing may be off, but that doesn't mean disruption isn't happening. Resources Mentioned Blind to Disruption: The CEOs Who Missed the Future by Steve Blank Related Episodes How to Start Seeing Around Corners, with Rita McGrath (episode 430) How to Build an Invincible Company, with Alex Osterwalder (episode 470) How to Pivot Quickly, with Steve Blank (episode 476) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.
Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.
Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.
Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.
Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.
Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.
Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.
THE Presentations Japan Series by Dale Carnegie Training Tokyo, Japan
If your opening drifts, your audience drifts. In a post-pandemic, hybrid-work world (Zoom, Teams, in-person, and everything in between), attention is brutally expensive and "micro concentration spans" feel even shorter than they used to. So in Part Two, we'll add two more high-impact openings you can apply straight away: storytelling and compliments—done in a way that feels human, not salesy, and definitely not like propaganda. How do you open a presentation so people actually listen (especially in 2025)? You earn attention in the first 30–60 seconds by giving people a reason to stay—emotionally and intellectually.Think of your opening like a "decision point": your audience is silently choosing between you and their inbox. In Japan, the US, and Europe, the same truth holds across startups and multinationals—whether you're at Toyota, Rakuten, Google, or a five-person SME: the opening must feel relevant now. Post-2020, people are conditioned to click away fast, so your opener needs a clear hook (what's in it for them), credibility (why you), and momentum (where this is going). Storytelling and compliments do that beautifully when they're specific, short, and anchored to the audience's world. Answer card: Attention is a trade—value first, then detail. Do now: Design your first minute like a landing page: hook, proof, direction. Why does storytelling work so well as an opening in business presentations? Storytelling works because people are neurologically trained to follow stories more than opinions. We've grown up with novels, movies, dramas, news—so a story switches the brain from "judge mode" into "follow mode." In business, story is how you create ethos + pathos + logos (Aristotle's persuasion trio) without sounding like you're trying too hard. A story gives context, stakes, and a human being to care about—something a slide can't do. That's why TED talks, executive keynotes, and great sales presentations nearly always open with a moment, not a mission statement. In Japan especially, where trust and context matter, a well-chosen story can quietly establish credibility before you ask for agreement. Answer card: Stories lower resistance and raise attention. Do now: Open with a real incident, not a generic claim. What kind of story should you tell: personal experience or third-party? Personal experience is usually the strongest opening because it's real—and real beats "corporate perfect" every time. People learn fastest from successes, but they lean in for failure-and-recovery stories because they feel true. Here's the contrast: "Let me tell you how I made my first ten million dollars" versus "Let me tell you how I lost my first ten million dollars." Most audiences want the second one—more drama, more learning, more honesty. Over-sharing wins no points, but a clean "war story" with a lesson builds trust fast, whether you're pitching in Sydney, selling in Singapore, or presenting in Tokyo. When personal stories are thin or politically risky, use third-party stories: a customer case, a biography, a documentary moment—borrow credibility without pretending. Answer card: Personal = high trust; third-party = flexible credibility. Do now: Pick one story that teaches a lesson, not one that proves you're perfect. How do you tell a short story when everyone's distracted (Zoom, phones, and micro attention spans)? Keep business stories tight: one scene, one problem, one turning point, one takeaway. Long stories are gone—today's environment punishes rambling. A practical structure leaders and sales teams use is: Setting → Tension → Choice → Result → Lesson. Keep it under 60–90 seconds. Drop details that don't change the meaning. Use "mind's eye" cues—time, place, person, consequence—so the audience can picture it quickly. This is even more important online, where silence feels longer and distraction is one click away. Whether you're inside a conglomerate, a nonprofit, or a SaaS startup, the aim is the same: create a vivid moment that earns the next five minutes of listening. Answer card: Short stories win; long stories leak attention. Do now: Script your opener story to 90 seconds and cut 30% more. How do compliments work as an opening without sounding fake or creepy? A compliment works when it's specific, credible, and linked to the topic—not just flattery. People like compliments, but they hate manipulation. You can compliment (1) the audience's shared experience, (2) the organisation, or (3) an individual—each creates a different kind of connection. Example: connect to a universal fear like public speaking ("Most people fear it because they haven't had training—speaking is learnt"), and suddenly everyone feels included. Or compliment the organisation: "Your reputation for excellence is phenomenal—let me tell you why." That causes curiosity and invokes pride. Individual compliments (e.g., "Tanaka-san said something insightful before we started…") work brilliantly in Japan if done respectfully and accurately. Answer card: Specific compliments create instant rapport. Do now: Compliment what you can prove—then pivot immediately to your message. What should leaders, executives, and salespeople do now to nail the first impression? Plan and rehearse your opening like it's the most important part—because it is. If the start is weak, the message won't transmit, no matter how good your content is. Public speaking has arguably never been harder: the internet is a click away, attention is fragile, and audiences are ruthless about value. So choose your opening tool intentionally, based on context: Story (trust + emotion): best for change leadership, culture, personal credibility Third-party story (proof): best for strategy, risk, evidence-heavy topics Compliment (connection): best for relationship building, cross-cultural settings Question (engagement): best for workshops and interactive sessions Answer card: The opening decides whether people stay. Do now: Build a 3-option opening bank (story / third-party / compliment) and practise each to 60 seconds. Conclusion Storytelling and compliments aren't "nice-to-haves"—they're strategic tools for winning attention and trust at the exact moment your audience is deciding whether you're worth listening to. Keep stories short, human, and lesson-driven. Make compliments specific and relevant, not syrupy. And remember: the opening isn't warm-up; it's the gateway. Get that right, and the rest of your talk has a fighting chance to land, stick, and move people to action. 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.
Are you interested in thriving historical neighbourhoods to learn from? What do you think about looking into other people's homes through the window? How can we learn and apply what works for communities? Trailer for episode 382 - interview with Carolyn Whitzman, Adjunct Professor and Housing Researcher at the University of Toronto School of Cities. We will talk about her vision for the future of cities, feminism, curiosity, learning from historical evidence, and many more. Find out more in the episode.Episode generated with Descript assistance (affiliate link).Music by Lesfm from Pixabay
The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo, Japan
Why does posture matter for presenters on stage and on camera? Answer: Posture shapes both breathing and perception. A straighter posture aids airflow and spinal alignment, while signalling confidence and credibility. Because audiences often equate height and upright stance with leadership, slouching erodes trust before you say a word. Mini-summary: Straight posture helps you breathe better and look more credible. What posture choices project confidence in the room? Answer: Stand tall with your chin up so your gaze is level. Use intentional forward lean and chin drop only when making a strong assertion—do not default to a habitual lean that reads as weakness. Treat posture as a conscious tool that directs energy toward the audience. Mini-summary: Neutral tall stance for credibility; deliberate lean for emphasis. How does age-related posture drift affect credibility? Answer: As we age, hip flexion and a bent back can make us appear physically weaker. Audiences read that as diminished authority. Counteract the effect by elongating through the spine and avoiding any default stoop. Mini-summary: Counter "older = weaker" perceptions with upright alignment. What common online posture and camera mistakes destroy authority? Answer: Two frequent errors: (1) excellent posture but a low camera that looks up at you, which reads as distant or aloof; (2) correct camera height but rounded shoulders leaning into the lens, which reads as uncertain. In both cases, the message suffers because the image signals the opposite of expertise. Mini-summary: Bad camera angle or rounded posture undermines expertise online. How should you set up for online authority? Answer: Raise the lens to eye level; stand to present if possible to unlock full body language. If seated, sit tall a few centimetres off the chair back, remain vertical, and keep your gaze in the lens. Never slump into the back support, which looks casual and disengaged. Mini-summary: Eye-level lens + upright body = authority on screen. Why do filler sounds and posture interact so badly? Answer: Hesitation ("um" and "ah") plus a rounded, forward-leaning posture compound into a single signal of uncertainty. Clean alignment and calm pacing reduce verbal fillers and raise perceived expertise. Mini-summary: Upright posture helps your voice sound more confident. What is the low-cost posture checklist before you present? Answer: Straighten through the spine, level the chin, square the shoulders, lift the camera to eye line, and commit to looking into the lens. If you can, stand to present; if not, sit tall, avoid the chair back, and hold posture for the full session. Mini-summary: Five fixes—spine, chin, shoulders, camera, commitment. 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.
Are you interested in thriving historical neighbourhoods to learn from? What do you think about looking into other people's homes through the window? How can we learn and apply what works for communities? Trailer for episode 382 - interview with Carolyn Whitzman, Adjunct Professor and Housing Researcher at the University of Toronto School of Cities. We will talk about her vision for the future of cities, feminism, curiosity, learning from historical evidence, and many more. Find out more in the episode.Episode generated with Descript assistance (affiliate link).Music by Lesfm from Pixabay
The Dail's been told there's been a 55 per cent increase in the cost of some staple supermarket items in the last three years. The Social Democrats are bringing forward a bill that will give the food regulator powers to investigate what is going on. Are the shops ripping us off or is something else behind the increase? All to discuss with Social Democrats TD, Jennifer Whitmore and Adjunct Professor in Economics at Trinity College Dublin, John Fitzgerald.
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo, Japan
"Leadership is staying ahead of change without losing authenticity". "Trust is the real currency of sales, teams, and Japan's business culture". "Zeiss's foundation model is a rare advantage: patient capital reinvested into R&D". "Japan is less "risk-averse" than "uncertainty-avoidant" when decisions lack clarity and consensus". "Language is helpful for connection, but not the primary qualification for leading in Japan". Brief Bio Vincent Mathieu is the CEO of Carl Zeiss Japan, leading a multi-division portfolio spanning semiconductors, medical devices, microscopy, industrial quality solutions, ophthalmic lenses, and imaging optics. Originally from the south of France near the Basque Country, he studied business in Toulouse, then spent several years travelling and working across Morocco, Denmark, Ireland, Chile, and South America—discovering along the way that his core strength was building trust in sales. He first came to Japan in 2001 to launch and grow a new division, learning the realities of hiring, selling, and leading without fluency in Japanese. After returning to Europe for global and country leadership roles—including navigating a corporate receivership in the UK—he was recruited to Zeiss and returned to Japan for a second stint. There, he led a turnaround in the vision care business by rebuilding the team, premium positioning, and distribution strategy, then expanded to broader regional responsibilities before taking the top role in Japan, leading a larger organisation through compliance, regulatory, structural change, and remuneration reform. Carl Zeiss is often mistaken as "just cameras", yet the company's real gravity sits elsewhere: precision optics, industrial measurement, medical equipment, and the advanced semiconductor ecosystem that powers modern computing. Vincent Mathieu, CEO of Carl Zeiss Japan, uses that breadth as both a strategic advantage and a leadership test—because leading a portfolio business demands credibility across wildly different technical domains, from microscopy used by Nobel Prize-winning researchers to X-ray inspection systems supporting EV battery quality control. He also points to a structural difference that shapes Zeiss's long-term posture: the company operates as a foundation rather than a classic shareholder-led public entity, enabling sustained reinvestment into R&D and the patience required to develop complex innovations that may run at a loss for years before they become indispensable. In semiconductors, that mindset shows up in partnerships and breakthrough optics supporting lithography and EUV pathways tied to ever-smaller chips and AI-era demand. Mathieu's personal story mirrors the adaptive leadership he advocates. He describes an early uncertainty about career direction, a formative period of travel and "odd jobs", and a gradual shift into commercial roles where trust, not extroversion, became his sales engine. His first Japan assignment was a tough entry: conservative hiring conditions, limited language ability, and the slow build of distributor confidence—where one relationship took years to convert. Returning later via Zeiss, he expected a smoother "global" environment and instead found a familiar friction point: leadership without a shared language, competing internal politics, and the need to earn followership through visible effort. His approach was practical and gemba-oriented—going into the field with salespeople, learning enough Japanese to observe and debrief well, and leading by example rather than relying on title or hierarchy. In his current role, the leadership challenge is no longer a small turnaround team but a larger organisation navigating regulatory scrutiny, compliance expectations, talent gaps, and a shift from "box-moving" to workflow and digital solutions. He frames Japan's organisational reality as deeply sensitive to trust, transparency, and consistency—especially when change touches taboo areas such as pay. Whether the topic is performance-based remuneration, AI adoption, or organisation redesign, Mathieu returns to the same idea: leadership is change management plus authenticity. The most durable influence, in his view, comes from understanding who the leader is, then showing up coherently—because Japanese organisations may not offer immediate feedback, but they do evaluate whether words and actions match. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is uniquely shaped by trust, time, and social proof. Decision-making often relies on nemawashi (pre-alignment), the ringi-sho approval flow, and a preference for consensus that reduces future friction. Feedback can be indirect, and the "real signals" may appear later, after relationships deepen. Why do global executives struggle? Global leaders often struggle when they arrive expecting predictable "rules" about Japan, or when they assume a corporate title will create followership. Without local credibility, language bridges, and contextual awareness of honne/tatemae dynamics, even good strategies can stall. Impatience can be read as shitsukoi (pushy), yet excessive patience can also lead to inertia—forcing leaders to balance consistency with restraint. Is Japan truly risk-averse? Japan is frequently labelled risk-averse, but a more useful lens is uncertainty avoidance. When ambiguity is high, organisations increase process and consensus to control outcomes. Once clarity exists—shared numbers, shared logic, shared stakeholders—Japanese teams can execute decisively and at high quality, often outperforming more improvisational cultures. What leadership style actually works? A field-based, trust-building style works: lead by example, show operational commitment, and invest in relationships. Mathieu's experience suggests credibility is built through visible contribution—being present with customers, coaching sales behaviours, and demonstrating consistency. Authenticity matters: employees may accept difficult change if the leader is transparent, coherent, and reliably delivers on commitments. How can technology help? Technology helps when framed as decision intelligence rather than novelty. AI tools, automation, and even "digital twins" for process and manufacturing can reduce reporting burden, strengthen compliance, and redirect scarce talent towards analysis and customer value. The warning is "AI for AI's sake": capability must be learned, prompts must be mastered, and use cases must be chosen with discipline. Does language proficiency matter? Language matters for connection and cultural nuance, but it should not be the primary criterion for leading in Japan. A leader can choose English for clarity at scale—especially when communicating strategy—while still building trust through effort, respect, and selective Japanese usage in day-to-day engagement. What's the ultimate leadership lesson? The ultimate lesson is that leadership is managing change while staying true to oneself. As confidence grows, leaders feel less pressure to perform to other people's expectations and more capacity to act with authenticity. That inner coherence becomes a stabiliser for teams navigating uncertainty, consensus-building, and transformation. 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 this energizing conversation, Meng — Google's former “Jolly Good Fellow” and co-founder of buddhism.net — breaks down how Buddhist practice can boost happiness, success, and emotional resilience. From the “minimum effective dose” of meditation to the surprising technique of “suffer later,” Meng shares practical tools anyone can use to feel calmer, think clearer, and live wiser — without needing hours of practice a day.✨ Key Takeaways:
Recorded November 14, 2025 - The Van Fleet Policy Forum is The Korea Society's flagship policy event. Through panel discussions, keynote remarks, and networking opportunities, the forum convenes senior thought leaders from the US and Korea for dynamic, informative, and analytical discussions on security, diplomacy, geoeconomics, and alliance history. This year's conference was held in The Atlantic Council's office in Washington D.C. and produced in partnership with the Indo-Pacific Security Initiative in The Atlantic Council's Scowcroft Center for Strategy and Security. The 2025 Van Fleet Policy Forum was made possible by the generous support of The Kim Koo Foundation as well as The Korea Society's individual and corporate members. History Panel - The Forging of an Alliance Moderator: Jonathan Corrado, Korea Society Policy Director Dr. Kathryn Weathersby, Adjunct Professor of Asian Studies in the Edmund A. Walsh School of Foreign Service at Georgetown University Dr. David Fields, Associate Director of the Center for East Asian Studies at University of Wisconsin-Madison For more information, please visit the link below: https://www.koreasociety.org/policy-and-corporate-programs/2060-us-korea-cooperation-across-domains-and-through-history
From kitchen tables to self-driving cars, everything around us was designed to solve a problem. Bill Burnett, award-winning Silicon Valley designer, believes we can use the same approach to design careers that bring fulfillment and joy. By using curiosity, reframing, collaboration, and other tools, Bill shows how to enjoy the present while shaping a better future. In this revisited episode, Dart and Bill discuss how to adopt a design mindset for life and work, tackle the sunk-cost fallacy, rethink work-life balance, and share practical management advice.Bill is an award-winning designer, New York Times bestselling author, adjunct professor, and Executive Director of the Life Design Lab at Stanford University. Throughout his career, Bill has designed everything from the first slate computer to Hasbro Star Wars action figures, assisting and advising Fortune 100 companies and start-ups alike.In this episode, Dart and Bill discuss:- The design mindset you need to build the life you want- The problem with hyper-focusing on one goal- How to reframe problems to discover new solutions- Avoiding the sunk-cost fallacy- Enjoying what you have while building a brighter future- Management advice for interviewing and hiring adaptable employees- An antidote for the work-life balance problem- And other topics…Bill Burnett is an award-winning Silicon Valley designer and New York Times best-selling author. He currently serves as the Adjunct Professor and Executive Director of the Life Design Lab at Stanford University, and over 350 universities now use his curriculum on how to design your life. Throughout his career, he has designed everything from the first slate computer to Hasbro Star Wars action figures in the toy industry, assisting and advising Fortune 100 companies and start-ups alike.Bill is the co-author of the bestselling book Designing Your Life and recently published Designing Your New Work Life, both of which have garnered significant acclaim. His impact on design, education, and professional development continues to shape industries and inspire aspiring designers worldwide.Resources Mentioned:Designing Your New Work Life, by Bill Burnett and Dave Evans: https://www.amazon.com/Designing-Your-Work-Life-Happiness/dp/0593467450Designing Your Life, by Bill Burnett and Dave Evans: https://www.amazon.com/Designing-Your-Life-Well-Lived-Joyful/dp/1101875321Connect with Bill:www.DesigningYour.LifeWork with Dart:Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what's most important to the business. Book a call at 11fold.com.
What if midlife isn't a crisis at all, but an upgrade you never knew you were getting? In this episode, Stephanie sits down with Dr. Deborah Heiser, a psychologist and midlife specialist who believes our forties mark the moment we finally step into our deepest emotional power. Together, they cover why so many people feel unsettled during this season of life; how to tell when you've outgrown the path you're on; and the surprising science that shows our emotional well-being only gets better with age. If you're standing at the edge of change and wondering what comes next, this conversation will give you language, perspective, and permission to imagine something more.Guest Bio Dr. Deborah Heiser is an applied developmental psychologist, the CEO/Founder of The Mentor Project, and author of The Mentorship Edge. 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.Turning 40 and asking ‘what if'What happens when a lifelong researcher stops studying everything no one wants to have and instead turns her attention toward what we get to look forward to as we age? For Dr. Deborah Heiser, the answer was a midlife awakening that liberated her from expectations, perfectionism, and the need for a safety net. In her early forties, she left a secure and prestigious research career to build a new life rooted in purpose, fulfillment, and the belief that emotional growth continues long after our bodies start to creak. She discovered that midlife isn't a crisis, it's a transition, and it is rich with potential if we're willing to ask one simple question: what if?In this warm and energizing conversation, Deborah and Stephanie explore the emotional arc of adulthood, the surprising freedom that comes with experience, and why midlife may be the happiest, most meaningful chapter yet.Episode HighlightsHow Deborah walked away from a secure research career at 40 to pursue meaning, joy, and a new definition of success.The surprising freedom that comes from realizing the “tightrope” of big life changes is actually close to the ground.The shift from relying on external authority to trusting your own experience and expertise.Why the emotional trajectory of life goes up even as the physical one goes down.Midlife transitions vs. midlife crisis: how changing the language opens new possibilities.How cultural norms have shifted since the 1970s, and what Millennials bring to the midlife conversation.The power of asking “What if?” to reveal possibilities, uncover desires, and subtract what no longer serves you.Why fulfillment becomes non-negotiable in your forties, and how to follow the internal cues that point you toward it.This conversation takes an insightful deep dive into the emotional transition of midlife, guided by someone who has both studied it and lived it. Stephanie and Deborah unpack why our forties often spark a shift toward fulfillment, autonomy, and self-trust, and how curiosity, not crisis, is the real engine behind change. Through stories, science, and a few well-placed laughs, they reframe midlife as an exciting developmental stage where we get to rethink our choices, reclaim our authority, and create lives that feel good from the inside out.If you enjoyed this episode, please rate, follow, and share The Big Four Oh so more people can discover what this transition is really all about.Guest ResourcesDeborah's book: The Mentorship Edge: Creating Maximum Impact Through Lateral and Hierarchical MentoringDeborah's Psychology Today Blog about Turning...
In this episode, Kelly Brownell speaks with Jerold Mande, CEO of Nourish Science, adjunct professor at the Harvard School of Public Health, and former Deputy Undersecretary for Food Safety at the USDA. They discuss the alarming state of children's health in America, the challenges of combating poor nutrition, and the influence of the food industry on public policy. The conversation explores the parallels between the tobacco and food industries and proposes new strategies for ensuring children reach adulthood in good health. Mande emphasizes the need for radical changes in food policy and the role of public health in making these changes. Transcript So, you co-founded this organization along with Jerome Adams, Bill Frist and Thomas Grumbly, as we said, to ensure every child breaches age 18 at a healthy weight and in good metabolic health. That's a pretty tall order given the state of the health of youth today in America. But let's start by you telling us what inspired this mission and what does it look like to achieve this in today's food environment? I was trained in public health and also in nutrition and in my career, which has been largely in service of the public and government, I've been trying to advance those issues. And unfortunately over the arc of my career from when I started to now, particularly in nutrition and public health, it's just gotten so much worse. Indeed today Americans have the shortest lifespans by far. We're not just last among the wealthy countries, but we're a standard deviation last. But probably most alarming of all is how sick our children are. Children should not have a chronic disease. Yet in America maybe a third do. I did some work on tobacco at one point, at FDA. That was an enormous success. It was the leading cause of death. Children smoked at a higher rate, much like child chronic disease today. About a third of kids smoked. And we took that issue on, and today it's less than 2%. And so that shows that government can solve these problems. And since we did our tobacco work in the early '90s, I've changed my focus to nutrition and public health and trying to fix that. But we've still made so little progress. Give us a sense of how far from that goal we are. So, if the goal is to make every child reaching 18 at a healthy weight and in good metabolic health, what percentage of children reaching age 18 today might look like that? It's probably around a half or more, but we're not quite sure. We don't have good statistics. One of the challenges we face in nutrition is, unfortunately, the food industry or other industries lobby against funding research and data collection. And so, we're handicapped in that way. But we do know from the studies that CDC and others have done that about 20% of our children have obesity about a similar number have Type 2 diabetes or the precursors, pre-diabetes. You and I started off calling it adult-onset diabetes and they had to change that name to a Type 2 because it's becoming so common in kids. And then another disease, fatty liver disease, really unthinkable in kids. Something that the typical pediatrician would just never see. And yet in the last decade, children are the fastest growing group. I think we don't know an exact number, but today, at least a third, maybe as many as half of our children have a chronic disease. Particularly a food cause chronic disease, or the precursors that show they're on the way. I remember probably going back about 20 years, people started saying that we were seeing the first generation of American children that would lead shorter lives than our parents did. And what a terrible legacy to leave our children. Absolutely. And that's why we set that overarching goal of ensuring every child reaches age 18 in good metabolic health. And the reason we set that is in my experience in government, there's a phrase we all use - what gets measured gets done. And when I worked at FDA, when I worked at USDA, what caught my attention is that there is a mission statement. There's a goal of what we're trying to achieve. And it's ensuring access to healthy options and information, like a food label. Now the problem with that, first of all, it's failed. But the problem with that is the bureaucrats that I oversaw would go into a supermarket, see a produce section, a protein section, the food labels, which I worked on, and say we've done our job. They would check those boxes and say, we've done it. And yet we haven't. And if we ensured that every child reaches age 18 at a healthy weight and good metabolic health, if the bureaucrats say how are we doing on that? They would have to conclude we're failing, and they'd have to try something else. And that's what we need to do. We need to try radically different, new strategies because what we've been doing for decades has failed. You mentioned the food industry a moment ago. Let's talk about that in a little more detail. You made the argument that food companies have substituted profits for health in how they design their products. Explain that a little bit more, if you will. And tell us how the shift has occurred and what do you think the public health cost has been? Yes, so the way I like to think of it, and your listeners should think of it, is there's a North star for food design. And from a consumer standpoint, I think there are four points on the star: taste, cost, convenience, and health. That's what they expect and want from their food. Now the challenge is the marketplace. Because that consumer, you and I, when we go to the grocery store and get home on taste, cost, and convenience, if we want within an hour, we can know whether the food we purchased met our standard there. Or what our expectations were. Not always for health. There's just no way to know in a day, a week, a month, even in a year or more. We don't know if the food we're eating is improving and maintaining our health, right? There should be a definition of food. Food should be what we eat to thrive. That really should be the goal. I borrowed that from NASA, the space agency. When I would meet with them, they said, ' Jerry, it's important. Right? It's not enough that people just survive on the food they eat in space. They really need to thrive.' And that's what WE need to do. And that's really what food does, right? And yet we have food, not only don't we thrive, but we get sick. And the reason for that is, as I was saying, the marketplace works on taste, cost and convenience. So, companies make sure their products meet consumer expectation for those three. But the problem is on the fourth point on the star: on health. Because we can't tell in even years whether it's meeting our expectation. That sort of cries out. You're at a policy school. Those are the places where government needs to step in and act and make sure that the marketplace is providing. That feedback through government. But the industry is politically strong and has prevented that. And so that has left the fourth point of the star open for their interpretation. And my belief is that they've put in place a prop. So, they're making decisions in the design of the product. They're taste, they gotta get taste right. They gotta get cost and convenience right. But rather than worrying what does it do to your health? They just, say let's do a profit. And that's resulted in this whole category of food called ultra-processed food (UPF). I actually believe in the future, whether it's a hundred years or a thousand years. If humanity's gonna thrive we need manmade food we can thrive on. But we don't have that. And we don't invest in the science. We need to. But today, ultra-processed food is manmade food designed on taste, cost, convenience, and then how do we make the most money possible. Now, let me give you one other analogy, if I could. If we were CEOs of an automobile company, the mission is to provide vehicles where people can get safely from A to point B. It's the same as food we can thrive on. That is the mission. The problem is that when the food companies design food today, they've presented to the CEO, and everyone gets excited. They're seeing the numbers, the charts, the data that shows that this food is going to meet, taste, cost, convenience. It's going to make us all this money. But the CEO should be asking this following question: if people eat this as we intend, will they thrive? At the very least they won't get sick, right? Because the law requires they can't get sick. And if the Midmanagers were honest, they'd say here's the good news boss. We have such political power we've been able to influence the Congress and the regulatory agencies. That they're not going to do anything about it. Taste, cost, convenience, and profits will work just fine. Couldn't you make the argument that for a CEO to embrace that kind of attitude you talked about would be corporate malpractice almost? That, if they want to maximize profits then they want people to like the food as much as possible. That means engineering it in ways that make people overeat it, hijacking the reward pathways in the brain, and all that kind of thing. Why in the world would a CEO care about whether people thrive? Because it's the law. The law requires we have these safety features in cars and the companies have to design it that way. And there's more immediate feedback with the car too, in terms of if you crashed right away. Because it didn't work, you'd see that. But here's the thing. Harvey Wiley.He's the founder of the food safety programs that I led at FDA and USDA. He was a chemist from academia. Came to USDA in the late 1800s. It was a time of great change in food in America. At that point, almost all of families grew their own food on a farm. And someone had to decide who's going to grow our food. It's a family conversation that needed to take place. Increasingly, Americans were moving into the cities at that time, and a brand-new industry had sprung up to feed people in cities. It was a processed food industry. And in order to provide shelf stable foods that can offer taste, cost, convenience, this new processed food industry turned to another new industry, a chemical industry. Now, it's hard to believe this, but there was a point in time that just wasn't an industry. So these two big new industries had sprung up- processed food and chemicals. And Harvey Wiley had a hypothesis that the chemicals they were using to make these processed foods were making us sick. Indeed, food poisoning back then was one of the 10 leading causes of death. And so, Harvey Wiley went to Teddy Roosevelt. He'd been trying for years within the bureaucracy and not making progress. But when Teddy Roosevelt came in, he finally had the person who listened to him. Back then, USDA was right across from the Washington Monument to the White House. He'd walk right over there into the White House and met with Teddy Roosevelt and said, ' this food industry is making us sick. We should do something about it.' And Teddy Roosevelt agreed. And they wrote the laws. And so I think what your listeners need to understand is that when you look at the job that FDA and USDA is doing, their food safety programs were created to make sure our food doesn't make us sick. Acutely sick. Not heart disease or cancer, 30, 40 years down the road, but acutely sick. No. I think that's absolutely the point. That's what Wiley was most concerned about at the time. But that's not the law they wrote. The law doesn't say acutely ill. And I'll give you this example. Your listeners may be familiar with something called GRAS - Generally Recognized as Safe. It's a big problem today. Industry co-opted the system and no longer gets approval for their food additives. And so, you have this Generally Recognized as Safe system, and you have these chemicals and people are worried about them. In the history of GRAS. Only one chemical has FDA decided we need to get that off the market because it's unsafe. That's partially hydrogenated oils or trans-fat. Does trans-fat cause acute illness? It doesn't. It causes a chronic disease. And the evidence is clear. The agency has known that it has the responsibility for both acute and chronic illness. But you're right, the industry has taken advantage of this sort of chronic illness space to say that that really isn't what you should be doing. But having worked at those agencies, I don't think they see it that way. They just feel like here's the bottom line on it. The industry uses its political power in Congress. And it shapes the agency's budget. So, let's take FDA. FDA has a billion dollars with a 'b' for food safety. For the acute food safety, you're talking about. It has less than 25 million for the chronic disease. There are about 1400 deaths a year in America due to the acute illnesses caused by our food that FDA and USDA are trying to prevent. The chronic illnesses that we know are caused by our food cause 1600 maybe a day. More than that of the acute every day. Now the agency should be spending at least half its time, if not more, worrying about those chronic illness. Why doesn't it? Because the industry used their political power in Congress to put the billion dollars for the acute illness. That's because if you get acutely ill, that's a liability concern for them. Jerry let's talk about the political influence in just a little more detail, because you're in a unique position to tell us about this because you've seen it from the inside. One mechanism through which industry might influence the political process is lobbyists. They hire lobbyists. Lobbyists get to the Congress. People make decisions based on contributions and things like that. Are there other ways the food industry affects the political process in addition to that. For example, what about the revolving door issue people talk about where industry people come into the administrative branch of government, not legislative branch, and then return to industry. And are there other ways that the political influence of the industry has made itself felt? I think first and foremost it is the lobbyists, those who work with Congress, in effect. Particularly the funding levels, and the authority that the agencies have to do that job. I think it's overwhelmingly that. I think second, is the influence the industry has. So let me back up to that a sec. As a result of that, we spend very little on nutrition research, for example. It's 4% of the NIH budget even though we have these large institutes, cancer, heart, diabetes, everyone knows about. They're trying to come up with the cures who spend the other almost 50 billion at NIH. And so, what happens? You and I have both been at universities where there are nutrition programs and what we see is it's very hard to not accept any industry money to do the research because there isn't the federal money. Now, the key thing, it's not an accident. It's part of the plan. And so, I think that the research that we rely on to do regulation is heavily influenced by industry. And it's broad. I've served, you have, others, on the national academies and the programs. When I've been on the inside of those committees, there are always industry retired scientists on those committees. And they have undue influence. I've seen it. Their political power is so vast. The revolving door, that is a little of both ways. I think the government learns from the revolving door as well. But you're right, some people leave government and try to undo that. Now, I've chosen to work in academia when I'm not in government. But I think that does play a role, but I don't think it plays the largest role. I think the thing that people should be worried about is how much influence it has in Congress and how that affects the agency's budgets. And that way I feel that agencies are corrupted it, but it's not because they're corrupted directly by the industry. I think it's indirectly through congress. I'd like to get your opinion on something that's always relevant but is time sensitive now. And it's dietary guidelines for America. And the reason I'm saying it's time sensitive is because the current administration will be releasing dietary guidelines for America pretty soon. And there's lots of discussion about what those might look like. How can they help guide food policy and industry practices to support healthier children and families? It's one of the bigger levers the government has. The biggest is a program SNAP or food stamps. But beyond that, the dietary guidelines set the rules for government spending and food. So, I think often the way the dietary guidelines are portrayed isn't quite accurate. People think of it in terms of the once (food) Pyramid now the My Plate that's there. That's the public facing icon for the dietary guidelines. But really a very small part. The dietary guidelines are meant to help shape federal policy, not so much public perception. It's there. It's used in education in our schools - the (My) Plate, previously the (Food) Pyramid. But the main thing is it should shape what's served in government feeding programs. So principally that should be SNAP. It's not. But it does affect the WIC program- Women, Infants and Children, the school meals program, all of the military spending on food. Indeed, all spending by the government on food are set, governed by, or directed by the dietary guidelines. Now some of them are self-executing. Once the dietary guidelines change the government changes its behavior. But the biggest ones are not. They require rulemaking and in particular, today, one of the most impactful is our kids' meals in schools. So, whatever it says in these dietary guidelines, and there's reason to be alarmed in some of the press reports, it doesn't automatically change what's in school meals. The Department of Agriculture would have to write a rule and say that the dietary guidelines have changed and now we want to update. That usually takes an administration later. It's very rare one administration could both change the dietary guidelines and get through the rulemaking process. So, people can feel a little reassured by that. So, how do you feel about the way things seem to be taking shape right now? This whole MAHA movement Make America Healthy Again. What is it? To me what it is we've reached this tipping point we talked about earlier. The how sick we are, and people are saying, 'enough. Our food shouldn't make us sick at middle age. I shouldn't have to be spending so much time with my doctor. But particularly, it shouldn't be hard to raise my kids to 18 without getting sick. We really need to fix that and try to deal with that.' But I think that the MAHA movement is mostly that. But RFK and some of the people around them have increasingly claimed that it means some very specific things that are anti-science. That's been led by the policies around vaccine that are clearly anti-science. Nutrition is more and more interesting. Initially they started out in the exact right place. I think you and I could agree the things they were saying they need to focus on: kids, the need to get ultra-processed food out of our diets, were all the right things. In fact, you look at the first report that RFK and his team put out back in May this year after the President put out an Executive Order. Mostly the right things on this. They again, focus on kids, ultra-processed food was mentioned 40 times in the report as the root cause for the very first time. And this can't be undone. You had the White House saying that the root cause of our food-caused chronic disease crisis is the food industry. That's in a report that won't change. But a lot has changed since then. They came out with a second report where the word ultra-processed food showed up only once. What do you think happened? I know what happened because I've worked in that setting. The industry quietly went to the White House, the top political staff in the White House, and they said, you need to change the report when you come out with the recommendations. And so, the first report, I think, was written by MAHA, RFK Jr. and his lieutenants. The second report was written by the White House staff with the lobbyists of the food industry. That's what happened. What you end up with is their version of it. So, what does the industry want? We have a good picture from the first Trump administration. They did the last dietary guidelines and the Secretary of Agriculture, then Sonny Perdue, his mantra to his staff, people reported to me, was the industries- you know, keep the status quo. That is what the industry wants is they really don't want the dietary guidelines to change because then they have to reformulate their products. And they're used to living with what we have and they're just comfortable with that. For a big company to reformulate a product is a multi-year effort and cost billions of dollars and it's just not what they want to have to do. Particularly if it's going to change from administration to administration. And that is not a world they want to live in. From the first and second MAHA report where they wanted to go back to the status quo away from all the radical ideas. It'll be interesting to see what happens with dietary guidelines because we've seen reports that RFK Jr. and his people want to make shifts in policies. Saying that they want to go back to the Pyramid somehow. There's a cartoon on TV, South Park, I thought it was produced to be funny. But they talked about what we need to do is we need to flip the Pyramid upside down and we need to go back to the old Pyramid and make saturated fat the sort of the core of the diet. I thought it meant to be a joke but apparently that's become a belief of some people in the MAHA movement. RFK. And so, they want to add saturated fat back to our diets. They want to get rid of plant oils from our diets. There is a lot of areas of nutrition where the science isn't settled. But that's one where it is, indeed. Again, you go back only 1950s, 1960s, you look today, heart disease, heart attacks, they're down 90%. Most of that had to do with the drugs and getting rid of smoking. But a substantial contribution was made by nutrition. Lowering saturated fat in our diets and replacing it with plant oils that they're now called seed oils. If they take that step and the dietary guidelines come out next month and say that saturated fat is now good for us it is going to be just enormously disruptive. I don't think companies are going to change that much. They'll wait it out because they'll ask themselves the question, what's it going to be in two years? Because that's how long it takes them to get a product to market. Jerry, let me ask you this. You painted this picture where every once in a while, there'll be a glimmer of hope. Along comes MAHA. They're critical of the food industry and say that the diet's making us sick and therefore we should focus on different things like ultra-processed foods. In report number one, it's mentioned 40 times. Report number two comes out and it's mentioned only once for the political reasons you said. Are there any signs that lead you to be hopeful that this sort of history doesn't just keep repeating itself? Where people have good ideas, there's science that suggests you go down one road, but the food industry says, no, we're going to go down another and government obeys. Are there any signs out there that lead you to be more hopeful for the future? There are signs to be hopeful for the future. And number one, we talked earlier, is the success we had regulating tobacco. And I know you've done an outstanding job over the years drawing the parallels between what happened in tobacco and food. And there are good reasons to do that. Not the least of which is that in the 1980s, the tobacco companies bought all the big food companies and imparted on them a lot of their lessons, expertise, and playbook about how to do these things. And so that there is a tight link there. And we did succeed. We took youth smoking, which was around a 30 percent, a third, when we began work on this in the early 1990s when I was at FDA. And today it's less than 2%. It's one area with the United States leads the world in terms of what we've achieved in public health. And there's a great benefit that's going to come to that over the next generation as all of those deaths are prevented that we're not quite seeing yet. But we will. And that's regardless of what happens with vaping, which is a whole different story about nicotine. But this idea success and tobacco. The food industry has a tobacco playbook about how to addict so many people and make so much money and use their political power. We have a playbook of how to win the public health fight. So, tell us about that. What you're saying is music to my ears and I'm a big believer in exactly what you're saying. So, what is it? What does that playbook look like and what did we learn from the tobacco experience that you think could apply into the food area? There are a couple of areas. One is going to be leadership and we'll have to come back to that. Because the reason we succeeded in tobacco was the good fortune of having a David Kessler at FDA and Al Gore as Vice President. Nothing was, became more important to them than winning this fight against a big tobacco. Al Gore because his sister died at a young age of smoking. And David Kessler became convinced that this was the most important thing for public health that he could do. And keep in mind, when he came to FDA, it was the furthest thing from his mind. So, one of it is getting these kinds of leaders. Did does RFK Jr. and Marty McCarey match up to Al Gore? And we'll see. But the early signs aren't that great. But we'll see. There's still plenty of time for them to do this and get it right. The other thing is having a good strategy and policy about how to do it. And here, with tobacco, it was a complete stretch, right? There was no where did the FDA get authority over tobacco? And indeed, we eventually needed the Congress to reaffirm that authority to have the success we did. As we talked earlier, there's no question FDA was created to make sure processed food and the additives and processed food don't make us sick. So, it is the core reason the agency exists is to make sure that if there's a thing called ultra-processed food, man-made food, that is fine, but we have to thrive when we eat it. We certainly can't be made sick when we eat it. Now, David Kessler, I mentioned, he's put forward a petition, a citizens' petition to FDA. Careful work by him, he put months of effort into this, and he wrote basically a detailed roadmap for RFK and his team to use if they want to regulate ultra-processed stuff food. And I think we've gotten some, initially good feedback from the MAHA RFK people that they're interested in this petition and may take action on it. So, the basic thrust of the Kessler petition from my understanding is that we need to reconsider what's considered Generally Recognized as Safe. And that these ultra-processed foods may not be considered safe any longer because they produce all this disease down the road. And if MAHA responds positively initially to the concept, that's great. And maybe that'll have legs, and something will actually happen. But is there any reason to believe the industry won't just come in and quash this like they have other things? This idea of starting with a petition in the agency, beginning an investigation and using its authority is the blueprint we used with tobacco. There was a petition we responded, we said, gee, you raised some good points. There are other things we put forward. And so, what we hope to see here with the Kessler petition is that the FDA would put out what's called an advanced notice of a proposed rulemaking with the petition. This moves it from just being a petition to something the agency is saying, we're taking this seriously. We're putting it on the record ourselves and we want industry and others now to start weighing in. Now here's the thing, you have this category of ultra-processed food that because of the North Star I talked about before, because the industry, the marketplace has failed and gives them no incentive to make sure that we thrive, that keeps us from getting sick. They've just forgotten about that and put in place profits instead. The question is how do you get at ultra-processed food? What's the way to do it? How do you start holding the industry accountable? Now what RFK and the MAHA people started with was synthetic color additives. That wasn't what I would pick but, it wasn't a terrible choice. Because if you talk to Carlos Monteiro who coined the phrase ultra-processed food, and you ask him, what is an ultra-processed food, many people say it's this industrial creation. You can't find the ingredients in your kitchen. He agrees with all that, but he thinks the thing that really sets ultra-processed food, the harmful food, is the cosmetics that make them edible when they otherwise won't I've seen inside the plants where they make the old fashioned minimally processed food versus today's ultra-processed. In the minimally processed plants, I recognize the ingredients as food. In today's plants, you don't recognize anything. There are powders, there's sludges, there's nothing that you would really recognize as food going into it. And to make that edible, they use the cosmetics and colors as a key piece of that. But here's the problem. It doesn't matter if the color is synthetic or natural. And a fruit loop made with natural colors is just as bad for you as one made with synthetics. And indeed, it's been alarming that the agency has fast tracked these natural colors and as replacements because, cyanide is natural. We don't want to use that. And the whole approach has been off and it like how is this going to get us there? How is this focus on color additives going to get us there. And it won't. Yeah, I agree. I agree with your interpretation of that. But the thing with Kessler you got part of it right but the main thing he did is say you don't have to really define ultra-processed food, which is another industry ploy to delay action. Let's focus on the thing that's making us sick today. And that's the refined carbohydrates. The refined grains in food. That's what's most closely linked to the obesity, the diabetes we're seeing today. Now in the 1980s, the FDA granted, let's set aside sugar and white flour, for example, but they approved a whole slew of additives that the companies came forward with to see what we can add to the white flour and sugar to make it shelf stable, to meet all the taste, cost, and convenience considerations we have. And profit-making considerations we have. Back then, heart disease was the driving health problem. And so, it was easy to overlook why you didn't think that the these additives were really harmful. That then you could conclude whether Generally Recognized as Safe, which is what the agency did back then. What Kessler is saying is that what he's laid out in his petition is self-executing. It's not something that the agency grants that this is GRAS or not GRAS. They were just saying things that have historical safe use that scientists generally recognize it as safe. It's not something the agency decides. It's the universe of all of us scientists generally accept. And it's true in the '80s when we didn't face the obesity and diabetes epidemic, people didn't really focus on the refined carbohydrates. But if you look at today's food environment. And I hope you agree with this, that what is the leading driver in the food environment about what is it about ultra-processed food that's making us so sick? It's these refined grains and the way they're used in our food. And so, if the agency takes up the Kessler petition and starts acting on it, they don't have to change the designation. Maybe at some point they have to say some of these additives are no longer GRAS. But what Kessler's saying is by default, they're no longer GRAS because if you ask the scientists today, can we have this level of refined grains? And they'd say, no, that's just not Generally Recognized as Safe. So, he's pointing out that status, they no longer hold that status. And if the agency would recognize that publicly and the burden shifts where Wiley really always meant it to be, on the industry to prove that there are foods or things that we would thrive on, but that wouldn't make us sick. And so that's the key point that you go back to when you said, and you're exactly right that if you let the industry use their political power to just ignore health altogether and substitute profits, then you're right. Their sort of fiduciary responsibility is just to maximize profits and they can ignore health. If you say you can maximize profits, of course you're a capitalist business, but one of the tests you have to clear is you have to prove to us that people can thrive when they eat that. Thrive as the standard, might require some congressional amplification because it's not in the statute. But what is in the statute is the food can't make you sick. If scientists would generally recognize, would say, if you eat this diet as they intend, if you eat this snack food, there's these ready to heat meals as they intend, you're going to get diabetes and obesity. If scientists generally believe that, then you can't sell that. That's just against the law and the agency needs them to enforce the law. Bio: Jerold Mande is CEO of Nourish Science; Adjunct Professor of Nutrition, Harvard T.H. Chan School of Public Health; and a Non-Resident Senior Fellow, Tisch College of Civic Life, Tufts University. Professor Mande has a wealth of expertise and experience in national public health and food policy. He served in senior policymaking positions for three presidents at USDA, FDA, and OSHA helping lead landmark public health initiatives. In 2009, he was appointed by President Obama as USDA Deputy Under Secretary for Food Safety. In 2011, he moved to USDA's Food, Nutrition, and Consumer Services, where he spent six years working to improve the health outcomes of the nation's $100 billion investment in 15 nutrition programs. During President Clinton's administration, Mr. Mande was Senior Advisor to the FDA commissioner where he helped shape national policy on nutrition, food safety, and tobacco. He also served on the White House staff as a health policy advisor and was Deputy Assistant Secretary for Occupational Health at the Department of Labor. During the George H.W. Bush administration he led the graphic design of the iconic Nutrition Facts label at FDA, for which he received the Presidential Design Award. Mr. Mande began his career as a legislative assistant for Al Gore in the U.S. House and Senate, managing Gore's health and environment agenda, and helping Gore write the nation's organ donation and transplantation laws. Mande earned a Master of Public Health from the University of North Carolina at Chapel Hill and a Bachelor of Science in nutritional science from the University of Connecticut. Prior to his current academic appointments, he served on the faculty at the Tufts, Friedman School of Nutrition Science and Policy, and Yale School of Medicine.
THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan
Sales has always been a mindset game, but as of 2025, credibility is audited in seconds: first by your attitude, then by your image, and finally by how you handle objections and deliver outcomes. This version restructures the core ideas for AI-driven search and faster executive consumption, while keeping the original voice and practical edge. Is attitude really the master key to sales success in 2025? Yes—your inner narrative sets your outer performance curve. From Henry Ford's "whether you think you can or can't" to Dale Carnegie's focus on personal agency, top performers engineer their self-talk under pressure. Post-pandemic, the volatility of B2B buying cycles and procurement scrutiny means sellers in Japan, the US, and Europe face more "no's" before a "yes." Adopt deliberate mental scripts before client calls ("You can do this") and after setbacks ("Reset, learn, re-engage"). Layer temporal anchors—quarterly targets, weekly pipeline reviews—to keep momentum objective, not emotional. In startups and SMEs, the founder-seller's mindset colours the whole team; in multinationals, it influences cross-functional trust with legal, finance, and delivery. Do now: Write a 30-second pre-call mantra and a 60-second post-call reset. Repeat both for 30 days; track conversion lift in your CRM. How do I bounce back fast after rejection without losing my edge? Counter-programme negativity with immediate, structured inputs. After job loss or a blown deal, flood your cognition with high-quality content the way athletes use tape review—books, playbooks, and leader debriefs instead of doom-scrolling. Think "input replacement": replace rumination with skill-building (objection patterns, pricing frameworks). Firms like Toyota or Rakuten institutionalise retrospectives; emulate that at team scale. In APAC vs. US contexts, timelines to re-pitch can differ—use a 24–48 hour window to reframe, then re-engage stakeholders. Treat every rejection as data: log cause (timing, budget, political capital) and countermeasure (proof, pilot, reference). Do now: Create a "rejection to routine" checklist: 1) log cause, 2) choose countermeasure, 3) schedule next touch, 4) upgrade enablement asset. Which people should I avoid—and which should I seek—when my pipeline wobbles? Avoid the "whine circle"; seek performance environments. Misery compounds in sales teams when negative talk becomes a daily ritual. Protect your focus like revenue: step away from low-agency chatter and toward deal rooms, peer reviews, and customer-back sessions. The classic Glengarry Glen Ross contrast—Ricky Roma selling while others complain—remains instructive, even if your 2025 "bar" is a Zoom room. In Japanese enterprise sales, senpai-kohai norms can pressure you to join the gripe; politely decline and book a customer discovery call instead. In US/Europe, use enablement Slack channels for pattern-spotting (what's working now vs. last quarter). Do now: Time-audit one week. Replace 2 hours of complaint conversations with 2 customer conversations, a reference call, or a pilot design session. Does my image still matter when most buyers research online first? Absolutely—executive presence accelerates trust in the first 90 seconds. "Image" isn't just suits and watches; it's congruence: neat dress, crisp opening, concise agenda, and credible artefacts (case studies, pilots, references). Think "BMW energy" without the bravado: quiet competence, simple visuals, punctuality. In conservative sectors (financial services, manufacturing), formality signals reliability; in startups and creative industries, smart-casual with clean slides signals agility. Japan versus US norms diverge in attire, but converge on preparation and respect: arrive early, name roles, confirm outcomes. Keep a repeatable first-impression kit: one-page credibility sheet, short customer video, and a 15-minute discovery plan. Do now: Build a 3-item presence kit (attire checklist, one-pager, discovery plan). Rehearse your first 90 seconds until it's muscle memory. How do I sound fluent without sounding "slick" or manipulative? Use structured clarity, not theatrics. Buyers fear the "too smooth" pitch; answer crisply, invite scrutiny, and show your working. Use a simple objection map: acknowledge → clarify → evidence → confirm. Anchor with entities (benchmarks, standards, regulations) and timelines ("as of Q4 2025, compliance rules changed"). In enterprise deals, suggest a small pilot to lower risk; in SME deals, offer a 30-day milestone plan. Keep language plain English with Australian spelling—short sentences, verbs first. Record and review your calls like athletes; look for hedging, filler, and jargon. Replace with specifics and proof. Do now: Write 5 top objections with one-sentence answers and one proof each (metric, customer name, or pilot result). Practise aloud. What proves credibility over time when problems inevitably arise? Calm accountability beats charisma after the contract is signed. When delivery hits turbulence, credibility is measured by cadence (weekly updates), transparency (risk log), and persistence (closing loops). Map stakeholders: executive sponsor, user lead, procurement, security. In Japan, escalate with harmony (nemawashi) before the formal meeting; in US/Europe, publish a written corrective plan and owner names. Tie each update to outcomes (uptime, cycle time, ROI proxy). Startups: emphasise speed of fix. Multinationals: emphasise governance and documentation. The goal is partner status, not vendor status. Do now: Implement a two-line status format in every email: "What changed since last week" and "What will change before next week," plus a single risk with owner. Quick checklist — first 90 seconds with a new buyer Confirm time, agenda, and outcome. One-sentence value prop, one credible proof. Ask one context question, one metric question, one timing question. Conclusion — the three pillars work together Mindset, image, and delivery are a system, not a buffet. Get your inner voice aligned, present like a pro, and then prove it under pressure. Do those three consistently, and 2025's buyers—whether in Tokyo, Sydney, or New York—will pick you when it counts. FAQs What should I change first if I'm overwhelmed? Start with a pre-call checklist and a 30-second mantra—both are fast and compounding. How formal should I dress in Japan vs. the US? Japan skews more formal; the US tolerates smart-casual—match the client's culture and the meeting's stakes. How do I track mindset ROI? Tag calls where you used the routine; compare conversion rate and cycle time vs. prior month. Next steps for leaders/executives Install objection maps and first-impression kits across the team. Run weekly deal reviews focused on clarity, not theatre. Standardise pilot templates and two-line status updates. 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.
Humanity has demonstrated, time and again, a horrific tendency to destroy its own kind – often to eliminate difference and impose uniformity of identity. At its worst, this tendency has led to the destruction of whole peoples – the crime against humanity of genocide. However, in our politically charged climate, the term genocide carries a massive moral weight, and we must be cautious about where to apply it. If we're too restrictive, it will make us blind to evil in the world. But if we're too loose, it will desensitise us to its significance. Philosophers Stan Grant and Simon Longstaff explore what genocide is, and respond to its presence in the world. Stan Grant is Distinguished Professor and Chair of Yindyamarra Nguluway Trust at Charles Sturt University. He has a Doctorate of Theology and was formerly ABC's Global Affairs and Indigenous Affairs Analyst and host of news program Q+A. He is one of Australia's most respected and awarded journalists, with more than 40 years experience in radio and television news and current affairs. Simon Longstaff commenced his work as the first Executive Director of The Ethics Centre in 1991. He began his working life on Groote Eylandt in the Northern Territory of Australia. He is proud of his kinship ties to the Anindilyakwa people. After a period studying law in Sydney and teaching in Tasmania, he pursued postgraduate studies as a Member of Magdalene College, Cambridge. In 2013, he was made an officer of the Order of Australia (AO) for "distinguished service to the community through the promotion of ethical standards in governance and business, to improving corporate responsibility, and to philosophy." Simon is an Adjunct Professor of the Australian Graduate School of Management at UNSW, a Fellow of CPA Australia, the Royal Society of NSW and the Australian Risk Policy Institute.
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.
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo, Japan
"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.
Tesla is accelerating its shift away from components made in China. It's pushing suppliers to eliminate China-made auto parts for cars built in the United States within the next year or two. Is this strategy due to political pressure from Washington, or is it preparation for a more aggressive trade environment? Is the change even possible? How could this reshape Tesla's business in China, where the company has long enjoyed policy support and unmatched efficiency? And how may this push for de-Sinicization affect U.S. automakers' global edge? Host TU Yun joins Yan Liang, Professor of Economics, Willamette University, Warwick Powell, Adjunct Professor, Queensland University of Technology, and Joseph Siracusa, Professor of Global Futures, Curtin University for a closer look.
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
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
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.
THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan
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
Geopolitics could be increasingly dictating the future of agriculture. A Rabobank report is warning tensions between the United States and China means agricultural exports are at risk of "becoming pawns on a geopolitical chessboard." It suggests 2026 could mark a new era of geopolitical influenced agriculture sector. Lincoln University Adjunct Professor of AgriScience Jacqueline Rowarth told Mike Hosking the more unstable the planet is, the more unstable business is. But she says New Zealand is in a good position as a small nation who are the best producers of low impact, high quality animal protein. LISTEN ABOVE See omnystudio.com/listener for privacy information.
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.
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
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
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.
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.
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.
Sean Carroll's Mindscape: Science, Society, Philosophy, Culture, Arts, and Ideas
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.
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
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