Podcasts about Adjunct professor

Strategy sold BTC. Can its preferred dividend stack survive without Bitcoin growing at least 11.5% year? Plus, they cover Jamie Dimon calling Brian Armstrong “full of shit.” --- Heads up! If you haven't yet, be sure to subscribe to Bits + Bips, since the show will migrate there in a few weeks. Follow us on ⁠⁠⁠⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠X⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠Unchained⁠⁠⁠⁠⁠⁠⁠⁠ and wherever you get your podcasts. ---- Strategy sold Bitcoin for the first time since 2022 — 32 BTC to cover preferred stock dividends. Ram, Austin, and Chris discuss whether that small sale signals a deeper structural tension between equity holders, preferred holders, and Bitcoin itself. They also covered the news that Anthropic filed for an IPO at a valuation approaching $1 trillion. The hosts lay out the bull and bear cases  and ask whether retail investors can realistically get a 10x out of a company already priced like a finished product. Unpacking a spicier moment, they also discussed the moment when JPMorgan's Jamie Dimon called Coinbase's Brian Armstrong “full of shit” on live TV over the Clarity Act. Ram says crypto's window of peak political power is closing fast, while Austin gives crypto lobbyists a great idea for how to turn the banks' stablecoin yield crusade against them. Hosts: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Austin Campbell — Founder, Zero Knowledge Consulting; Adjunct Professor, NYU Stern ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ram Ahluwalia⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Co-Host, CEO of Lumida ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Chris Perkins⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Co-Host, CEO of 250 Digital Asset Management Learn more about your ad choices. Visit megaphone.fm/adchoices

Scott Sorrell was this week's guest on Success Profiles Radio. Over the past 24 years, he has helped clients close over $5 billion in new sales. He is widely known as “Mr. Charge Higher Prices” because he trains sales teams and business owners around the world to charge higher prices and get their customers to thank them for it. He has worked with companies who are giants in their industries as well as small and medium size businesses. We discussed how to get paid speaking gigs with large companies, his role as an Adjunct Professor of Sales and Marketing for MBAs at Cal State-Fullerton, what to do when the fee you are offered is too low, and how to find out what a customer is willing to pay. In addition, we talked about the relationship between charging higher prices and customers being happier, getting customers to say YES more often, generating a constant stream if qualified referrals, and overcoming objections to close faster. Finally, we discussed charging everyone the same price versus dynamic pricing, his coaching program, and why you should fire your lowest 10% of customers every year. You can follow and listen to the show on Apple Podcasts/iTunes, Audible, Spotify, Amazon, iHeart Radio and at Success Profiles Radio | Live Internet Talk Radio | Best Shows Podcasts Please leave a review on iTunes and leave 5-stars on Spotify. You can learn more about working with Scott at https://chargehigherprices.com

In this conversation with Cheryl Strauss Einhorn, the discussion examines what happens to judgment and critical thinking as AI becomes embedded in daily decision-making. Drawing on her background as an investigative journalist at Barron's, Einhorn explains how questioning assumptions and searching for disconfirming evidence shaped the development of her AREA Method for decision-making. She argues that AI should not be treated as an authority, but as a tool that requires active scrutiny and human judgment. Several points throughout the discussion: Use AI to challenge assumptions, not simply confirm them Ask for opposing viewpoints and missing evidence when using AI Verify citations and sources carefully, as hallucinations remain common Build expertise deeply enough to recognize flawed outputs Clarify the problem and your priorities before using the tool Treat discomfort in decision-making as part of serious thinking, not something to avoid The conversation also explores the growing risk of overreliance on AI, particularly among professionals who may begin outsourcing too much of their reasoning process. Einhorn argues that decision-making, contextual judgment, stakeholder awareness, and critical thinking will become more valuable as AI systems grow more capable. At its core, the episode is less about technology than about preserving independent thought. The central question is not whether AI will become more powerful, but whether people will continue exercising the skills required to think clearly, question effectively, and make decisions with conviction. Get Cheryl's book, The Human Edge, here: https://tinyurl.com/3h6k5wre Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

In this segment of "Cancer Registry World", Leticia Nogueira, PhD, MPH discusses the important role of registry  information in the work of the American Cancer Society.  As the Scientific Director of Health Services Research in the Surveillance and Health Equity Sciences Department at the American Cancer Society (ACS) and Adjunct Professor at the Rollins School of Public Health at Emory University, Dr. Nogueira has a unique perspective on the use of registry data for research and as important repositories for cancer reporting. Please enjoy listening and learning.

In Ladder or Lottery: Economic Promises and the Reality of Who Gets Ahead (University of California Press, 2026), Gary Hoover asks the reader a simple question: Is our economy a ladder or a lottery? Are people able to control their position on the economic spectrum by their actions? Some argue that, in our market-based economy, if you play by certain rules and make certain choices, you'll achieve upward mobility no matter what economic position you were born into. Drawing on his vast economic expertise, Hoover explores what this "social contract" requires of its citizens, and what it offers in return. Hoover shows how civil unrest is often directly related to broken society-level promises, exploring protest movements such as Occupy Wall Street, the Tea Party, the Arab Spring, and student debt forgiveness as case studies. He also predicts where future protests can be expected if results promised are not results delivered. This insightful and data-driven book tackles challenging issues around income inequality, health care, and artificial intelligence, and ultimately equips readers to answer these pressing questions: Is our social contract a ladder to higher economic standing, accessible to all no matter where they start? Or rather a lottery in which many will buy a ticket but only a few will find success? And how can we best align social promises with our lived economic realities? Gary Hoover is Executive Director of the Murphy Institute, Professor of Economics, and Affiliate Professor of Law at Tulane University. Dr. Zachery Williams is an Adjunct Professor in the Department of African and African American Studies at LSU. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/african-american-studies

Citadel and SIFMA lobbied to slow tokenized equity rules. Arjun Sethi calls it 'corporate plumbing.' Chris Perkins calls it a bond future moment. --- Thank you to our sponsor! ⁠⁠Coinbase One⁠⁠: Get 20% off the first year of your Coinbase One annual plan at ⁠⁠coinbase.com/unchained⁠⁠. Heads up! If you haven't yet, be sure to subscribe to Bits + Bips, since the show will migrate there in a few weeks. Follow us on ⁠⁠⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠X⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠Unchained⁠⁠⁠⁠⁠⁠⁠ and wherever you get your podcasts. ---- Kraken has spent $2.75 billion on acquisitions in the past year, and co-CEO Arjun Sethi says the point is not a bigger exchange. The goal is a 24/7 global operating system for capital markets: spot, derivatives, payments, tokenized equities, and custody under one regulatory stack. Sethi makes the case for each move, from REAP's tripling revenue in emerging markets to Bitnomial's CFTC trifecta, and says what will actually drive Kraken's next three years is not trading volume. The conversation then turns to the SEC's paused innovation exemption for tokenized equities, why Citadel and SIFMA showed up to lobby against it, and whether direct listings on crypto rails could eventually replace Wall Street's IPO machine. The episode closes on a question nobody saw coming: what Pope Leo's first encyclical on AI and finance has to do with the Bitcoin white paper. Hosts: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Austin Campbell (@austincampbell) — Founder, Zero Knowledge Consulting; Adjunct Professor, NYU Stern ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ram Ahluwalia⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Co-Host, CEO of Lumida ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Chris Perkins⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Co-Host, CEO of 250 Digital Asset Management Guest: Arjun Sethi - Co-CEO of Kraken / Payward and Chairman of Tribe Capital Learn more about your ad choices. Visit megaphone.fm/adchoices

Mike is an author, journalist, and Adjunct Professor of English at City Tech (CUNY).  This podcast will focus on his new book: The Innerspace of Outerspace--Exploring Other Worlds Through Music.  His other works include:  UFO Symphonic-Journeys Into Sound (2025 Finalist in the Miscellaneous category for the 2025 Indie Excellence Awards); For All We Know (2025 Eric Hoffer Category Finalist Award); Mescalito Riding His White Horse (2024 Independent Press Distinguished Favorite Award in Spirituality); Falling From Trees (2022 Independent Press Distinguished Favorite Award in Short Stories). To reach out and connect with Mike in this space time dimension, please see:  https://mikefiorito.com/ This podcast is available on your favorite podcast platform, or here:  https://endoftheroad.libsyn.com/episode-345-mike-fiorito-the-innerspace-of-outerspace-exploring-other-worlds-through-music Have a blessed weekend!

Handling mistakes is one of the hardest leadership tests because everyone is watching. A missed deadline, poor-quality work, lost sale, compliance issue, or public error does not just affect the person involved; it reveals the leader's judgement, emotional control, fairness, and communication skill. Great leaders do not explode, humiliate, or destroy trust when mistakes happen. They investigate, listen, separate the person from the problem, and choose the right response based on whether the individual accepts accountability. In Japan, Australia, the United States, Europe, and across Asia-Pacific, where talent retention and psychological safety matter more than ever, mistake handling is no longer a soft skill. It is a leadership survival skill. Why is mistake handling such a major leadership test? Mistake handling matters because the whole team judges the leader by how they respond under pressure. If the leader reacts with rage, humiliation, or blame, trust and loyalty can collapse very quickly. Mistakes are often public. People see who missed the deadline, lost the client, damaged the quality, or created the operational mess. They also see whether the boss becomes a coach or a corporate executioner. In post-pandemic workplaces, where employees have more career options and lower tolerance for toxic management, public anger is expensive. Leaders who cannot control themselves may win the moment but lose the team. The best leaders protect standards without destroying dignity. Do now: Before responding to a mistake, ask, "What will the rest of the team learn from how I handle this?" What should leaders avoid when employees make mistakes? Leaders must avoid emotional explosions, public humiliation, personal attacks, and instant judgement. These reactions may feel powerful in the moment, but they damage trust, psychological safety, and long-term performance. The classic "rage-athon" boss may have a brilliant résumé, elite education, and impressive title, but none of that matters if they cannot manage their temper. In Japanese boardrooms, US sales teams, European professional firms, or Asia-Pacific regional offices, fear-based leadership produces silence, avoidance, and quiet departures. People stop admitting problems early because they fear the punishment. That means mistakes become hidden until they are much larger and harder to repair. Do now: Never discipline in anger. Pause, gather facts, and protect the person's dignity while still protecting the business. How should leaders investigate a mistake before responding? Leaders should begin with research, not rumours. They must gather facts, understand context, and avoid being manipulated by people who may have their own agenda. When someone says, "You won't believe what Tanaka has done now," the leader should be cautious. Sometimes the messenger is accurate. Sometimes they are positioning, blaming, exaggerating, or trying to damage a rival. Good leaders investigate before forming a view. What happened? Who was involved? What process failed? Was this a one-off error, a capability issue, a workload problem, a systems issue, or misconduct? For serious mistakes, leaders should quietly ask, "Is this person worth saving?" Do now: Separate evidence from opinion. Do not let the first emotional report become the official truth. Why should leaders begin mistake conversations with rapport? Leaders should begin with rapport because people listen better when they do not feel personally attacked. Honest appreciation lowers anxiety and keeps the conversation productive. This does not mean pretending the mistake is minor or avoiding the issue. It means starting with evidence-based appreciation for what the person has done well before moving into the problem. Dale Carnegie's Principle #22, "Begin with praise and honest appreciation," is practical here. The appreciation must be specific, not fluffy. For example, refer to a project they delivered, a client they helped, or a behaviour you have personally observed. This creates a fairer emotional climate for accountability. Do now: Start with credible appreciation, then move clearly and calmly to the issue that must be addressed. How do leaders discuss the mistake without attacking the person? Leaders should focus on the problem, not the human being. The goal is to depersonalise the issue while still making accountability clear. A good mistake conversation allows the employee to explain what happened first. Then the leader fills in gaps, corrects misunderstandings, and listens carefully for ownership. Are they accepting responsibility, or are they blaming everyone else? Dale Carnegie's Principle #24, "Talk about your own mistakes before criticising the other person," can reduce defensiveness and create psychological safety. The leader might say, "I have made mistakes under pressure too, so let's work through exactly what happened and what we need to fix." Do now: Use calm questions, active listening, and shared problem-solving. Do not label the person as careless, useless, or unreliable. What should leaders do when someone accepts accountability? When someone accepts accountability, the leader should restore, reassure, and retain them. The aim is to fix the problem, rebuild confidence, and keep a valuable person moving forward. If the person owns the mistake, the leader should appreciate that honesty and focus on recovery. What needs to be repaired? What support is required? What process must change so the mistake does not repeat? The individual may already feel embarrassed, anxious, or demotivated. Dale Carnegie's Principle #26, "Let the other person save face," and Principle #29, "Use encouragement. Make the fault seem easy to correct," are powerful in this moment. Accountability should become a bridge to improvement, not a trapdoor to humiliation. Do now: Thank them for taking responsibility, agree on corrective action, and make it clear they can recover. What should leaders do when someone refuses accountability? When someone refuses accountability, the leader must restate the facts, reinforce standards, and make consequences clear. Avoiding responsibility cannot be allowed to become normal behaviour. Some employees blame colleagues, deny evidence, or resist every attempt to help them recover. In that case, the leader should calmly restate the seriousness of the issue and reference company policy, compliance requirements, or performance standards. Dale Carnegie's Principle #28, "Give the other person a fine reputation to live up to," can help. For example: "I know you are professional enough to take accountability for your work, so let's recover from this properly." If resistance continues, formal next steps may be required. Do now: Be fair, factual, and firm. Give the person a chance to step up, but do not excuse persistent denial. When should leaders retain, move, or replace someone after a mistake? Leaders should retain people who accept accountability and can recover, but they may need to move or replace people who repeatedly deny responsibility or do not fit the role. The decision should be based on behaviour, capability, and future contribution. Sometimes the person is on the wrong bus. Sometimes they are on the right bus but in the wrong seat. If they have strengths that fit another area, a transfer may be the humane and commercially sensible option. If coaching, feedback, and support do not change the behaviour, release from the organisation may be necessary. This should not be framed as revenge. It may be better for the person to find work where they can succeed and contribute. Do now: Ask whether the person can realistically succeed in the current role. If not, consider reassignment before termination where appropriate. Final summary Mistake handling is not just about correcting one employee. It is about showing the whole team what kind of leader you are. Rage destroys trust. Rumours distort judgement. Personal attacks damage loyalty. Calm research, rapport, accountability, reassurance, and clear consequences protect both people and performance. The best leaders handle mistakes through a simple but demanding sequence: research, begin with rapport, identify the issue, restore those who accept accountability, reinforce standards with those who do not, and then decide whether to retain, move, or replace the person. FAQs Should leaders punish employees for mistakes? Leaders should not rush to punish mistakes; they should first understand the facts and the employee's accountability. Deliberate misconduct, repeated negligence, and honest errors require different responses. Why is public anger dangerous for leaders? Public anger teaches the team that mistakes are unsafe to discuss. That drives problems underground and damages trust, loyalty, and retention. What if the employee accepts responsibility? If the employee accepts responsibility, help them fix the problem and rebuild confidence. This is the moment to restore, reassure, and retain whenever possible. What if the employee blames everyone else? If the employee refuses accountability, restate the facts and make standards and consequences clear. Give them a chance to recover, but do not normalise avoidance. How do leaders protect psychological safety while maintaining standards? Leaders protect psychological safety by attacking the problem, not the person. They can be calm, respectful, and supportive while still insisting on accountability and improvement. Quick actions for leaders Pause before reacting to a mistake. Gather facts before forming a judgement. Begin the conversation with specific, honest appreciation. Focus on the issue, not the person's character. Listen for accountability. Reassure those who take responsibility. Reinforce standards with those who deny responsibility. Decide whether to retain, move, or replace based on behaviour and fit. 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" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. 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.

Spine Health Researcher, Clinician, and Professor, Dr. Christine Goertz shares her life's work in her new book Take Your Back Back. RESEARCH & HEALTH POLICY CAREER I'm Christine Goertz, D.C., Ph.D. I have spent 35 years working with multi-disciplinary teams to conduct research studies and implement best practices designed to optimize care for patients with low back pain. CURRENT ROLE I am a Professor in Musculoskeletal Research at the Duke Clinical Research Institute and Vice Chair for the Implementation of Spine Health Innovation in the Department of Orthopaedic Surgery at Duke University. I am also an Adjunct Professor in the Department of Epidemiology, College of Public Health at the University of Iowa.  WHERE IT ALL BEGAN I received my Doctor of Chiropractic (D.C.) degree from Northwestern Health Sciences University in 1991 and a Ph.D. in Health Services Research, Policy and Administration from the School of Public Health at the University of Minnesota in 1999. ACCOMPLISHMENTS I have extensive experience in the administration of Federal grants, both as a PI and as a program official at the National Institutes of Health (NIH). I have received nearly $45 million in federal funding, as the principal investigator or co-principal investigator, primarily from NIH and the Department of Defense. I have also co-authored more than 135 peer-reviewed scientific papers. MAKING A GLOBAL IMPACT I am honored to have delivered invited lectures, keynote talks, clinical grand rounds, and plenary presentations worldwide. Topics include "Research, Its Not Just for Scientists Anymore," "In Search of the Holy Grail in Low Back Pain Treatment or Anything that Works at All," and " Nonpharmacological Approaches to Pain Management." Venues include the Patient Centered Outcomes Research Institute Annual Meeting, Georgetown University, Duke University School of Medicine, the American Physical Therapy Association's Combined Sections Meeting, the American Chiropractic Association Summit, the World Federation of Chiropractic Research Congress, and the European Chiropractic Union.  Resources: Dr. Goertz's website The Back Pain Chronicles Pain Trainer Take Your Back Back The Cox 8 Table by Haven Medical Find a Back Doctor  

“There's three things we have in music: the choir, the rehearsals, and the concerts. We put the people first, not the product. There's a lot of coaches who have this collateral damage thing about winning, and we choral directors have this collateral damage thing about getting a superior rating. It just doesn't work that way. I put the kids first, and it's amazing how my rehearsals changed.”Dr. J. Edmund Hughes [b.1947] retired from the Music Faculty of Chandler-Gilbert Community College in August, 2011 after a teaching career which began in 1971.  While at CGCC, he taught choir, music theory, conducting, and organized two on-campus choral festivals per year. From 1990 - 2011, he was the Director of Music at Velda Rose United Methodist Church in Mesa. Prior to his appointment at CGCC, he taught at Tucson High School, California State University-Fresno and Phoenix College. Most recently he was an Adjunct Professor at the University of Puget Sound (Tacoma, WA), where he directed the Chorale. His choirs have had the distinction of performing at ACDA, NAfME, and Arizona MEA conventions. In April, 2017 he directed “Requiem” by John Rutter, in his Carnegie Hall debut. He has also presented lectures and demonstrations on special interest sessions at ACDA and AMEA conventions. In 2002 he received the Arizona Outstanding Choral Educator Award by ACDA, and in 2005 he was honored as the Arizona Music Educator of the Year by AMEA.  He received the first Lifetime Achievement Award granted by the University of Arizona Choral Music Department (December, 2011) and the Lifetime Achievement Award from AMEA (February 2012). Most recently (2024) he received the Distinguished Alumni Award from the University of Arizona School of Music, and in 2026 the Lifetime Achievement Award from the Arizona Choral Educators.Dr. Hughes is a past President of Arizona ACDA, has served AMEA in numerous capacities. Dr. Hughes has over 40 choral compositions in print, which are published with Santa Barbara Music Publishing Co., Walton Music, Pavane Publishing, and Colla Voce Music, Inc. He received his Bachelors, Masters and Doctorate Degrees from the University of Arizona with doctoral studies at the University of Southern California.Dr. Hughes now lives in Eugene, OR with his wife, Carole, and their rescue dog, Bailey.  He has 3 children.  His hobbies are weight lifting, biking and jogging. He remains quite active in the choral field by adjudicating, directing honor choirs, presenting workshops, clinics and composing.  To get in touch with Ed, you can email him at jedmundhughes@gmail.com or find him on Facebook (@jedmund.hughes5).Email choirfampodcast@gmail.com to contact our hosts.Podcast music from Podcast.coPhoto in episode artwork by Trace Hudson

Today, on Karl and Crew, we wrapped up our weekly theme, “Redeeming Time.” Dr. Michael Rydelnik joined us to explain why rising Jew hatred must be called what it is, why believers should pray for the Jewish people, and how we can redeem every opportunity for the Lord. Dr. Rydelnik is the Professor Emeritus of Jewish Studies and Bible and the Adjunct Professor in the undergraduate program at Moody Bible Institute. Lana Silk also joined us to explain why Iran’s regime should not be trusted in negotiations, how the people are being pressured under the ceasefire, and how Transform Iran is preparing for open doors. Lana is the President and Chief Executive Officer of Transform Iran. Then we had Shawna Beyer join us to share how online shopping can waste time and reveal deeper lies, and how God’s truth helps renew our minds. Shawna is the host of the Jody and Shawna podcast. We then opened up the phone lines to hear from our listeners. We posed the question, "What has been the black hole for time in your life, and how have you found victory?" We invited our listeners to the “Redeem Time” Challenge to encourage you to use your time more intentionally and spiritually, focusing on productivity, purpose, rest, and honoring God, rather than wasting it. You can hear the highlights of today’s program on the Karl and Crew Showcast. If you're looking to hear a particular segment from the show, look at the following time stamps:Caller Segment [ 01:16 and 20:35 ]Dr. Michael Rydelnik [ 43:43 ]Lana Silk [ 13:04 ]Shawna Beyer [ 36:05 ]Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

Parliamentary Budget Officer estimates a government cost of $82 million per game for FIFA (0:37) Jarrett Vaughan, Adjunct Professor in the Marketing and Behavioural Science Division, at the UBC Sauder School of Business NAV Canada to increase staff after previous staffing challenges cause major delays (10:35) John Gradek, Faculty lecturer and academic coordinator for Supply Networks and Aviation Management at McGill University, and former Director at Air Canada Lower hotel bookings ahead of FIFA World Cup (18:54) Our Energy Future: Energy and National Security (31:41) Julian Karaguesian, Lecturer at McGill University's Department of Economics Pipeline politics: Premier Eby meets with Prime Minister Carney (48:17) Richard Zussman, Western Canada Vice President of Public Affairs at Burson Learn more about your ad choices. Visit megaphone.fm/adchoices

Developing people should be a constant leadership responsibility, not an occasional HR exercise. The real leverage of leadership comes from building the capability of the team so the leader is not trying to personally carry the entire organisation on their back. Managers often work longer hours, solve every problem themselves, and wonder why they are exhausted. Leaders take a different path. They create direction, build the environment, and develop people so that ten capable team members can each contribute their full strength. In Japan, where HR departments are often administrative, rotational, and compliance-focused, the line leader must take people development seriously. Why is people development a leadership responsibility? People development belongs to the leader because the leader knows the team's work, context, strengths, and future needs best. HR can support training logistics, but it cannot replace the leader's daily responsibility to grow capability. In many Japanese companies, HR is not always staffed by long-term human resources specialists. Managers may rotate through HR from sales, export, audit, operations, or administration. That means HR often focuses on forms, leave records, job rotations, and internal process compliance. The leader must therefore guide the development agenda: what skills are needed, who needs exposure, where succession risk exists, and which people have future leadership potential. This is true in large corporations, SMEs, startups, and multinational Japan offices. Do now: Stop outsourcing people development to HR. Use HR as a partner, but own the development strategy yourself. How does mentoring develop employees more effectively? Mentoring develops people by giving them access to objective advice, broader perspective, and feedback that may be easier to accept from someone outside their reporting line. A mentor can sometimes say what the boss cannot. Mentoring is especially valuable when the mentor is not directly responsible for performance evaluation. In Japan's hierarchical workplace culture, employees may be guarded with their direct boss, particularly if they fear negative assessment. A neutral mentor can help them discuss career goals, blind spots, communication challenges, and leadership aspirations more openly. However, mentoring should not be a vague feel-good programme. Companies need to define outcomes: retention, promotion readiness, engagement, skill growth, cross-functional collaboration, or leadership bench strength. Do now: Create or review your mentoring system. Ask, "How do we measure whether this is actually developing people?" Why are job rotations and lateral assignments powerful in Japan? Job rotations, lateral transfers, temporary assignments, and acting roles develop broader business understanding and stronger internal networks. In Japan, where generalist career paths remain common, these tools can be especially powerful. A person who works only inside one department may become technically competent but organisationally narrow. Moving them temporarily into another division helps them understand different priorities, systems, constraints, and personalities. In Japanese companies, where informal relationships often determine how quickly work gets done across departments, these assignments build practical coordination power. Multinationals, SMEs, and professional services firms can use the same idea through secondments, regional projects, or temporary cross-border assignments. Do now: Identify one person who would benefit from a temporary assignment outside their usual function, then define what they must learn from it. How does cross-training reduce business risk? Cross-training protects the organisation from concentration risk when one key person becomes unavailable. If one employee's sudden departure would cause a disaster, the organisation has a leadership problem, not just a staffing problem. Many small and mid-sized businesses discover this too late. One person knows the accounting process, logistics system, client history, CRM workflow, supplier relationship, or reporting routine. Then that person resigns, becomes ill, transfers, or retires, and the business scrambles. Cross-training creates operational insurance. It does not mean everyone must do every job. It means critical tasks have backup capability, documented processes, and at least one trained substitute. Post-pandemic labour mobility and ageing-workforce pressures make this even more important in Japan. Do now: List your five most critical roles or tasks. For each one, ask, "Who can do this tomorrow if the main person disappears?" How can special projects grow future leaders? Special projects, task forces, and committee assignments give employees first-hand experience of leadership pressure, coordination, and accountability. They reveal both potential and skill gaps. It is easy to criticise the boss until you are the one responsible for deadlines, stakeholders, budgets, internal politics, and final results. Project assignments let future leaders experience this reality without immediately placing them in a permanent management role. They develop planning, communication, conflict resolution, influence, and decision-making. In global firms, this may happen through digital transformation projects, ESG committees, client task forces, or regional initiatives. The key question is whether these assignments are strategic development tools or just stopgap labour solutions. Do now: Turn project assignments into deliberate development opportunities with clear learning goals, feedback, and post-project review. Why is shadowing senior leaders such a strong development technique? Shadowing senior leaders helps emerging talent see the whole organisation, not just their narrow functional role. It exposes them to decision-making complexity, leadership style, trade-offs, and executive pressure. Becoming an assistant to a senior leader, chief of staff, understudy, or section head-in-training can be a powerful development experience. The employee sees how strategy, finance, people issues, clients, compliance, and culture connect. They also observe the good, the bad, and the ugly of leadership behaviour. In Japan, where leadership handovers can be rushed because of rotations, a planned understudy system can strengthen succession planning. The problem is not that the idea is complicated. The problem is that busy leaders forget to organise it. Do now: Choose one promising team member who could shadow a leader, attend selected meetings, or act as understudy for a defined period. Final summary People development is not a luxury item to be handled when the calendar is quiet. It is the leader's leverage strategy. Mentoring, rotation, temporary assignments, cross-training, task forces, special projects, senior leader shadowing, and understudy roles all help build stronger teams and deeper succession pipelines. The real question is not whether these techniques are new. Most leaders already know them. The question is whether they are using them consistently, strategically, and early enough to avoid business disruption. FAQs Is people development the job of HR or the leader? People development is the leader's job, while HR should support the process. HR can organise providers, systems, and budgets, but the leader knows the team's practical development needs. Why is cross-training important? Cross-training reduces business risk by ensuring critical work does not depend on one person. It protects continuity when someone resigns, transfers, becomes ill, or is suddenly unavailable. What is the value of mentoring? Mentoring gives employees objective guidance and a safe place to discuss growth. It works especially well when the mentor is outside the employee's direct reporting line. How do project assignments develop leadership skills? Projects force people to practise coordination, decision-making, communication, and accountability. They show employees what leadership pressure feels like before they take on a formal management role. Quick actions for leaders Map your team's critical skills and backup gaps. Build mentoring into the development system. Use rotations and temporary assignments to broaden experience. Create project roles with clear development goals. Let future leaders shadow senior decision-makers. 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" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. 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.

USDC became Hyperliquid's stablecoin infrastructure, and the 30-year broke 5% for the first time since 2008. Austin, Ram, Chris, and Gordon Liao of Circle work through who wins. --- Thank you to our sponsor! ⁠Coinbase One⁠: Get 20% off the first year of your Coinbase One annual plan at ⁠coinbase.com/unchained⁠. Heads up! If you haven't yet, be sure to subscribe to Bits + Bips, since the show will migrate there in a few weeks. Follow us on ⁠⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠X⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠Unchained⁠⁠⁠⁠⁠⁠ and wherever you get your podcasts. ---- Coinbase and Circle have moved into Hyperliquid, installing USDC as its aligned quote asset and taking over treasury and technical deployment. For Gordon Liao, Circle's Chief Economist and Head of Research, that is a liquidity supernova. For Chris Perkins, it is the moment every TVL-trapping platform was always going to arrive at.  Meanwhile, the CLARITY Act has cleared the Senate Banking Committee on a bipartisan vote, but the ethics question — whether Democrats will vote for a bill that leaves Trump's family holdings untouched — remains unresolved.  And as Kevin Warsh is confirmed as Fed chair, the 30-year yield breaks 5% for the first time since 2008. Hosts: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Austin Campbell (@austincampbell) — Founder, Zero Knowledge Consulting; Adjunct Professor, NYU Stern ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ram Ahluwalia⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Co-Host, CEO of Lumida ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Chris Perkins⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Co-Host, CEO of 250 Digital Asset Management Guest: Gordon Liao | Master of Coin, Circle Learn more about your ad choices. Visit megaphone.fm/adchoices

Sales success rarely comes from one brilliant play, one miracle client, or one giant deal. It comes from doing the basics repeatedly: prospecting, following up, meeting buyers, tracking activity, and grinding through the boring work other salespeople avoid. Vince Lombardi, the legendary Green Bay Packers coach, talked about the importance of blocking and tackling in American football. The same idea applies in sales. The flashy strategy matters, but if the fundamentals are weak, everything collapses. Why do salespeople need to master the basics? Salespeople need to master the basics because revenue is built on consistent, repeatable activity, not hope. Big deals are wonderful when they land, but they rarely arrive without disciplined prospecting, follow-up, and pipeline management. In sales, the equivalent of blocking and tackling includes cold calling, referral requests, client research, CRM updates, proposal follow-up, and face-to-face buyer contact. These tasks are not glamorous. They are often boring, irritating, and repetitive. Yet in Japan, the US, Europe, and Asia-Pacific, the salespeople who survive downturns are usually those who keep doing the fundamentals while others chase bright shiny objects. Landing the whale client sounds exciting, but years can pass while the promised revenue never appears. Do now: Measure the activity that creates revenue, not just the revenue you hope will appear. Why do talented salespeople sometimes fail? Talented salespeople sometimes fail because intelligence can tempt them to skip the grind. They believe the basics are for lesser mortals and that one clever strategy or major client will rescue the numbers. This is a dangerous mindset in B2B sales, professional services, corporate training, SaaS, consulting, and recruitment. Smart people can talk persuasively about future revenue, strategic accounts, and game-changing opportunities. The problem is simple: until the deal is signed and the money is banked, it is not revenue. Many capable salespeople have left organisations because they preferred impressive possibilities to daily execution. Talent matters, but discipline converts talent into income. Do now: Treat your sales pipeline as evidence, not imagination. If it is not moving, it is not real. How did the pandemic change sales prospecting? The pandemic made sales prospecting harder by pushing buyers out of offices and behind new barriers. Cold calling became more frustrating because receptionists, assistants, and internal gatekeepers often had less access—or less willingness—to connect sellers with decision-makers. Since COVID-19, many clients in Japan and other markets have shifted to hybrid work, remote meetings, and stricter communication filters. Calling the office may produce vague responses, blocked contact details, or a polite refusal to share an email address or phone number. This makes the traditional sales routine more difficult, especially for SMEs and service businesses that depend on new conversations. Yet the need for sales has not disappeared. Business still depends on buyers discovering better solutions, services, and ideas. Do now: Assume the old route to the buyer may be blocked. Build several routes instead. Should tobikomi eigyo make a comeback in Japan? Tobikomi eigyo, or unannounced in-person sales visits, may deserve a careful comeback when phone and email access are blocked. It is not always efficient, but it can create a buyer contact when every digital channel is failing. In Japan, 飛び込み営業 has a long history in sales culture, even though many modern sales teams consider it outdated or inefficient. Post-pandemic, that assumption may need rethinking. If the buyer is back in the office two or three days a week and competitors are not visiting, a professional drop-in can stand out. Not every building allows easy access, especially newer offices with QR codes, reception systems, and security gates. Still, where access is possible, a short visit may create enough human contact to secure a proper appointment later. Do now: Use in-person visits selectively, respectfully, and with a clear reason the buyer should care. How can salespeople respond when gatekeepers block access? Salespeople should respond to gatekeepers with calm persistence, not frustration or arrogance. The aim is to protect the brand while still showing the resilience expected of a serious sales professional. Gatekeepers often believe they are helping the boss by blocking unknown callers, visitors, and sellers. Sometimes they are. But companies also need new suppliers, better services, and fresh ideas, especially during difficult business conditions. A useful response is to acknowledge their viewpoint while reframing the behaviour as the same determined mindset they would want from their own sales team. This approach is particularly important in Japan, where professionalism, politeness, and face-saving matter. Being pushy damages trust; being resilient can earn respect. Do now: Stay polite, firm, and commercially relevant. Never let irritation become the message. What alternatives work when cold calling fails? When cold calling fails, salespeople should create buyer attention through physical mail, referrals, targeted content, and carefully designed outreach. The key is to make the buyer curious within seconds. A mailed package can bypass the phone gatekeeper because assistants may block calls but still deliver physical mail to the executive's desk. The package should not look like ordinary paperwork. A slightly lumpy, relevant, useful item can earn a brief moment of attention. However, the contents must immediately answer the buyer's pressing need. In today's overloaded business environment, attention is narrow. Whether selling training, consulting, software, financial services, or recruitment solutions, the offer must quickly show relevance, urgency, and value. Do now: Design outreach around the buyer's problem, not your product brochure. Final summary Sales is full of boring work, and that is exactly why many people avoid it. Prospecting, tracking, follow-up, gatekeeper navigation, office visits, mailed outreach, and daily discipline are not glamorous. They are the commercial basics that keep businesses alive. The salesperson waiting for the whale client may sound strategic, but the salesperson doing the blocking, tackling, tracking, and grinding is usually the one who survives. In difficult markets, especially post-pandemic Japan, the winners will be those who harden up, return to fundamentals, and keep creating real buyer conversations. 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" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. 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.

Gordon Houlden, Director Emeritus of the China Institute, Professor of Political Science and Adjunct Professor of the Alberta School of Business at the University of Alberta.  https://globalnews.ca/news/11853556/michael-chong-taiwan-trip-china-criticism/  Learn more about your ad choices. Visit megaphone.fm/adchoices

In business presentations, having a point of view is not the problem. The problem is failing to decide where the line is before you open your mouth. Executives, entrepreneurs, salespeople, and company leaders need opinions that build credibility, not opinions that accidentally blow up trust. Should business presenters share their point of view? Yes, business presenters should share a clear point of view when it helps the audience think more deeply about a relevant issue. A presentation without a viewpoint quickly becomes wallpaper. The traditional rule is to avoid religion and politics because those topics split audiences fast. That still makes sense in Japan, Australia, the US, Europe, and most Asia-Pacific business contexts. The trickier territory is business opinion: government regulation, industry predictions, marketing strategy, quality control, sales methodology, product claims, customer service, or leadership practices. These topics are often contentious, but they are also where expertise lives. A bland presenter disappears. A thoughtful presenter becomes memorable. Do now: Define the business topics where your opinion genuinely helps clients, prospects, and industry peers make better decisions. Is controversy a smart way to build business profile? Controversy can create visibility, but visibility without trust is a dangerous bargain. Being talked about is useful only when it strengthens your positioning. Most small to medium-sized companies are invisible to potential clients because they lack the advertising muscle of major corporations such as Toyota, Sony, Microsoft, Apple, or Unilever. Presentations, media quotes, podcasts, LinkedIn posts, YouTube videos, webinars, and content marketing can help SMEs punch above their weight. Some entrepreneurs deliberately challenge accepted wisdom to get noticed. That can work, because media outlets love conflict and contrast. The danger is that clients may see the controversy, but miss the competence. Profile is not the same as preference. Do now: Use strong opinions to clarify your expertise, not to perform outrage for clicks, media attention, or short-term noise. How can thought leadership help smaller companies compete? Thought leadership helps smaller companies become top of mind and tip of tongue when buyers need their solutions. It gives the market a reason to remember you before the sales meeting begins. In 2026, business visibility comes from many channels: podcasts, keynote speeches, newsletters, books, articles, executive interviews, short-form video, and AI-search-friendly content. A leader who publishes consistently on leadership, sales, communication, presenting, customer experience, or industry change can build authority without buying massive media spend. This is especially valuable in B2B markets, where trust, expertise, and timing matter more than flashy advertising. The content must still be disciplined. Five opinion pieces a week can build a brand, but only if the views stay relevant and useful. Do now: Choose a content lane and stay in it. Consistency builds authority; random commentary dilutes it. Where should leaders draw the line on controversial views? Leaders should draw the line where the topic stops supporting their expertise, audience value, or company positioning. A sharp viewpoint is useful; a reckless viewpoint is just noise with a microphone. A presenter can discuss Boris Johnson or Donald Trump as public speakers without endorsing or attacking their politics. That is a smart distinction. The subject is presentation technique, not ideology. The same principle applies to CEOs, trainers, consultants, country managers, and sales leaders. Talk about what your expertise allows you to illuminate. Stay careful with religion, party politics, and issues where the audience split is predictable and emotional. In Japan, where reputation, hierarchy, and business relationships carry heavy weight, this judgment matters even more. Do now: Separate professional analysis from personal ideology. Make the audience smarter without forcing them to take sides. Should executives comment on government policy or public issues? Executives should comment on public issues only when the topic clearly fits their business role, expertise, and risk tolerance. Sometimes silence is not cowardice; it is intelligent positioning. Government regulation, border policy, labour law, tax reform, sustainability rules, data privacy, and pandemic-era restrictions can all affect companies. Yet operational impact alone does not mean the leader must take a public position. A training company may be directly affected by restrictions on face-to-face workshops, but that does not automatically make government policy commentary a brand-building move. Foreign executives in Japan must also consider visas, regulators, clients, and long-term reputation. The upside of speaking must outweigh the downside of poking the beast. Do now: Before commenting publicly, ask: Is this our lane, do we have authority, and are we ready for the consequences? How can leaders communicate strong views without alienating the audience? Leaders can communicate strong views safely by making the viewpoint useful, relevant, and clearly connected to their professional domain. The audience should feel challenged, not attacked. A strong point of view helps listeners test their own thinking. It gives them a framework, a contrast, or a practical decision lens. For example, a Dale Carnegie-style business built around communication, human relations, leadership, and being good with people has a natural reason to avoid needless controversy. That restraint is not weakness; it is authentic brand alignment. Startups may choose a sharper challenger tone. Multinationals may need more careful stakeholder language. Professional services firms may require evidence-heavy commentary. The right level of opinion depends on the company, sector, market, and audience. Do now: Build a viewpoint map: safe zones, careful zones, no-go zones, and the reason each boundary exists. Conclusion: What is the best way to communicate your point of view in business? A clear point of view is a business asset when it builds trust, sharpens your positioning, and gives the audience something useful to think about. It helps small and medium-sized companies become visible without relying on massive advertising budgets. It also helps executives, salespeople, consultants, and entrepreneurs sound like leaders rather than brochure readers. The key is intention. Decide how controversial you want to be, why that level of controversy supports your brand, and what the positive and negative consequences may be. Draw the line before the presentation, podcast, article, interview, or social media post. Once the words are out in the ether, they belong to the audience. FAQs Should business leaders avoid all controversial opinions? No, business leaders do not need to avoid every controversial opinion, but they should avoid opinions that sit outside their expertise or damage trust. A relevant viewpoint can build authority; a random hot take can weaken positioning. Why is having a point of view important in presentations? A point of view makes a presentation memorable, useful, and easier to connect with a business problem. Without one, the audience may hear information but feel no reason to remember the speaker. How can small companies use thought leadership? Small companies can use thought leadership to become visible when they lack large advertising budgets. Speaking, podcasting, publishing, and media commentary can put them top of mind before buyers are ready to act. When should a company stay silent on public issues? A company should stay silent when the issue is outside its expertise, misaligned with its brand, or likely to create more damage than value. Silence can be a deliberate reputation strategy. How do I decide whether my viewpoint is too risky? A viewpoint is too risky when the downside to client trust, stakeholder relationships, or brand credibility outweighs the benefit of attention. Test every strong opinion against audience value, business relevance, and likely consequences. 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" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 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.

Elan Javanfard, M.A., LMFT is a licensed psychotherapist, professor, author, and thought leader in the fields of mental health, mindfulness, and crisis care. He currently serves as Senior Director at Didi Hirsch Mental Health Services, where he focuses on behavioral health redesign and systems-level transformation to improve care for individuals experiencing mental illness, suicidal ideation, and emotional distress. With over a decade of experience, Elan has provided clinical services in diverse settings, including community-based clinics serving individuals with chronic and severe mental illness. His integrative therapeutic approach emphasizes present-focused discovery, mind-body awareness, and the reintegration of the whole self. He has completed extensive clinical training in multiple evidence-based modalities such as Trauma-Focused Cognitive Behavioral Therapy (TF-CBT), Interpersonal Psychotherapy (IPT), Seeking Safety, Crisis Oriented Recovery Services (CORS), Narrative Family Therapy, and PEERS® (Program for the Education and Enrichment of Relational Skills). He holds advanced certification in Dialectical Behavior Therapy (DBT), Applied Suicide Intervention Skills Training (ASIST), and Recognizing and Responding to Suicide Risk. Elan is also an Adjunct Professor of Psychology at both Pepperdine University and Touro University, where he lectures on a wide range of topics including evidence-based clinical practices, mindfulness, and suicide prevention. In addition to his academic and clinical work, he is a national speaker and educator, regularly presenting to mental health professionals, faith-based communities, and leadership groups. He is a published author and the creator of Psycho-Spiritual Insights: Exploring Parasha & Psychology, a weekly blog that bridges Jewish thought and psychological wisdom. A respected voice in both clinical and spiritual spaces, Elan blends his expertise in psychotherapy with deep cultural and religious understanding. Elan is a member of the Board of Directors of the Crisis Residential Association, helping shape policy and innovation in alternatives to hospitalization. He lives in the Pico-Robertson community of Los Angeles with his wife and three children. To learn more or get in touch, visit www.elanjavanfard.com, email Elan.Javanfard@gmail.com, or call 424-256-6546. CONNECT WITH DVORA ENTIN: Website: https://www.dvoraentin.com/ Instagram: https://www.instagram.com/dvoraentin YouTube: https://www.youtube.com/@misconceptionspodcast  

In this episode in the Eco-Justice and Climate Action Mini Series, we sat down with four members of the Climate Education and Teacher Education (CETE) team, which is based at the University of Northern British Columbia. Authors of “Mapping Climate Change Education: Reflections from an Education Design-Based Research Project from Northern British Columbia, Canada,” the CETE team created this project in response to the 2022 Association of Canadian Deans of Education report titled "Accord on Education for a Sustainable Future," which underscored urgency for climate change education. Join us for another great episode exploring the stories behind this collaborative and exciting action research project!To begin, our hosts Joe and Blane introduce the CETE team and the article that brought them together [00:00]. This leads into the origin story of the initiative and discussion of their team dynamics, which lead to a shared commitment to curriculum reform and a signature pedagogy built around people, place, and land [1:57]. The conversation then explores the co-creation process at the heart of the project, from building a national design team to running iterative workshop series across northern British Columbia, reflecting on how listening to teachers and communities continuously reshaped the project's direction [7:50]. From there, the team reflects on the iterative, cyclic nature of their design-based research, and the challenges of working within research frameworks that don't always honour more-than-human species and Indigenous ways of knowing [17:03]. We move to a discussion about the tension between theory and action, and between local focus and global relevance, focusing on how grounding the work in northern land, language, and Indigenous knowledge has proven to be both their most impactful contribution and a transferable model for others [22:23]. The team closes by sharing where the project stands today, and our hosts wrap up by honouring the messiness of action research as a defining strength of the journey, not a flaw [34:04].Thank you Hartley, Christine, Alexander and Glen for sharing your time and work with us.Thank you to our listeners for tuning in to this episode of the Action Research Podcast, created by Adam Stieglitz, Joe Levitan, Shikha Diwakar, Cory Legassic, and Vanessa Gold.Produced by Shikha Diwakar and Vanja Lugonjic.Subscribe to our podcast on most major podcast distribution platforms, including Spotify and Apple Podcasts.How have you found yourself in the world of action research? Want to be interviewed or share one of your projects? Get in touch with us.Resources: CETE Research PageBiographies: Hartley Banack, University of Northern British ColumbiaDr. Hartley Banack is an Associate Professor in the School of Education at UNBC and Principal Investigator for the CETE research program since 2022. Banack is a curriculum theorist, qualitative researcher, and teacher. He has years of experience as an outdoor environmental educator and scholar. His scholarship appears in Teachers and Teaching (Banack and Tembrevilla, 2024), Children's Geographies (Banack and Berger, 2020), and Critical Education (Banack, 2018). Banack holds a Ph.D., M.A., and B.Ed. in environmental education, all from Simon Fraser University, along with a B.Sc. from Trent University.Christine Ho Younghusband, University of Northern British ColumbiaDr. Christine Ho Younghusband is an Assistant Professor in the School of Education at UNBC. Dr. Ho Younghusband is a founding CETE Co-Investigator. Her research focuses on teacher professional learning, identity development, and mathematics education. She has published on e-portfolios and identity (Younghusband, 2021) and out-of-field teaching (Younghusband, 2017). Dr. Ho Younghusband holds an Ed.D. and M.Ed. from Simon Fraser University, and B.Ed. and B.Sc. from the University of British Columbia.Alexander Lautensach, University of Northern British ColumbiaDr. Alexander Lautensach is an Adjunct Professor in the School of Education at UNBC. Lautensach is a founding CETE Co-Investigator. He holds five degrees in the areas of biology, science education, and philosophy, including a doctorate in environmental ethics education from the University of Otago, New Zealand. Lautensach has written two books on sustainability education and climate change and co-published the first open-access textbook on human security.Glen Thielmann, University of Northern British ColumbiaGlen Thielmann is a Lecturer in the UNBC School of Education. He is a founding member of the CETE Research Team. He is a master Social Studies teacher with leadership in curriculum, instruction, and professional & resource development in B.C. K-12 schools. In 2017, Glen received a Governor General's History Award for excellence in Teaching. In 2022, Glen received a Teacher Educator Award from the Association of BC Deans of Education.--This episode is part of our Eco-justice and Climate Action Series. Authors from journal articles in a Special Issue of the Canadian Journal for Action Research hop behind the mic and share the inspirations, process, and findings from their projects. Join Joe Levitan, Shikha Diwakar and special guest host Blane Harvey, as they interview an inspiring group of researchers, educators, organizers, and more, navigating the process of action research.

"I've always been a very democratic leader." "You have to listen to them, and you have to convince them to work with you." "It is insistence on getting the feedback that is extremely important." "Trust is a key word for doing business in Japan." "Leadership is, first of all, to stand up and raise your voice." Georg Loeer has spent much of his life connected to Japan, beginning with his birth in Tokyo in 1955 while his father served as a German diplomat. After returning to Japan as a young adult in the 1970s, he studied Japanese intensively at Sophia University and ICU before building a career across banking, investment, trade, and international business development. His career included senior roles with BHF Bank in Frankfurt and Tokyo, Deutsche Bank in Jakarta during the Asian financial crisis, Bayerische Landesbank in Tokyo and Hong Kong, and Eurohypo, where he helped establish operations in Japan. After leaving banking, he founded his own consulting company and later moved into trade and investment promotion through NRW Global Business Japan. His career arc reflects adaptability, cross-cultural fluency, and a practical understanding of how leadership in Japan requires trust, patience, curiosity, and the ability to connect global headquarters with local Japanese realities. Narrative Summary Georg Loeer's leadership story is deeply interwoven with Japan's post-war internationalisation, German-Japanese business relations, and the evolution of foreign financial institutions in Asia. Born in Tokyo and later returning as a young adult, Loeer developed an early appreciation for Japan's cultural depth, regional diversity, and business discipline. His exposure to Osaka, Kobe, Kyoto, Nara, Tokyo, and later the wider Asian region gave him a long lens through which to understand leadership in Japan not as a fixed formula, but as a patient process of earning trust, interpreting context, and helping people move beyond their normal track without derailing them. His banking career began with BHF Bank in Frankfurt, where he became the "Japan guy" connecting German headquarters with Japanese relationships. When he moved to Tokyo in 1992, he entered a branch staffed entirely by Japanese colleagues and learned quickly that one of the most important roles of an expatriate leader was translation in the broadest sense. It was not only about language. It was about explaining Japanese working styles to headquarters, defending quiet but highly productive Japanese employees, and helping the local team understand global expectations. This capacity to bridge worlds became a defining theme of his leadership. Loeer worked in conservative banking environments, yet repeatedly pushed for change, including derivatives-based hedging, long-term funding strategies, and new product thinking. His view of Japan's supposed risk aversion is nuanced. He recognises that Japan values stability, hierarchy, and administrative guidance, but he also argues that leaders must test the waters, ask better questions, and create safe ways for people to challenge themselves. In this sense, Japan is not simply risk-averse; it is often uncertainty-averse. The leader's role is to reduce ambiguity, create confidence, and show a credible path forward. His experience closing BHF Bank's Tokyo branch was a bitter but formative lesson. Leadership, in that moment, meant standing between headquarters and employees, communicating a difficult decision, and supporting people into new roles. Later, during the Asian financial crisis in Jakarta, he shifted from relationship banking to workout banking, learning again that leadership is tested most severely when conditions reverse. At NRW Global Business Japan, Loeer's leadership became more entrepreneurial. He encouraged industry research, company analysis, and business proposal development, bringing a consulting mindset into a government-owned trade and investment context. This reflects decision intelligence in practice: understanding industries, identifying promising companies, analysing readiness for Europe, and helping clients create their own success stories. His leadership philosophy is democratic but not passive. He believes leaders must communicate mission, listen carefully, nudge Japanese team members to speak up, and ask two, three, or four times when silence hides valuable insight. Concepts such as nemawashi, consensus, and ringi-sho matter in Japan, but Loeer's message is that foreign leaders should not be trapped by stereotypes. They should study the market, identify opinion leaders, engage stakeholders, and come to Japan without fear. Above all, they should build trust by showing empathy, standing behind their people, and delivering results. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is unique because hierarchy, respect, silence, and consensus often shape how people participate. Loeer notes that Japanese employees are usually well-educated, honest, open, and hardworking, yet they may not immediately speak up in meetings. In many Japanese organisations, the most senior person speaks first, while others wait, observe, and avoid causing disruption. This makes engagement a leadership responsibility. A leader cannot simply ask once, "Are there any questions?" and expect open discussion. Loeer argues that the leader must ask again, invite individuals directly, and create a safe atmosphere where feedback becomes acceptable. This is where nemawashi, consensus-building, and informal trust development become essential. Why do global executives struggle? Global executives struggle in Japan when they arrive with preconceptions. Loeer advises leaders not to come with the mindset that Japan is a difficult market. Instead, they should study the market, identify key opinion leaders, understand competitors and partners, and engage stakeholders directly. Another common struggle is managing the relationship between headquarters and the local organisation. Foreign managers must explain Japanese behaviour to headquarters and global expectations to Japanese teams. This requires patience, judgement, and cultural translation. Without that bridge, headquarters may misread quiet employees as unproductive, while Japanese teams may see global demands as abrupt or insensitive. Is Japan truly risk-averse? Loeer's answer is more subtle than the usual cliché. Japan can appear risk-averse, particularly in conservative industries such as banking, where regulation, hierarchy, and responsibility weigh heavily. Yet his career shows that Japanese teams can embrace change when leaders reduce uncertainty and clarify the reward. In the 1980s and 1990s, banks often tested boundaries under administrative guidance, and Loeer encouraged his teams to explore new products and opportunities. The better description may be uncertainty avoidance rather than simple risk aversion. Leaders need to provide context, direction, and confidence so people can move beyond their comfort zone without feeling exposed. What leadership style actually works? Loeer describes himself as a democratic leader, somewhere between top-down and bottom-up. He believes the leader must communicate mission and targets clearly, but also remain open to ideas from team members, interns, and younger colleagues. In small teams especially, everyone matters. Leadership requires listening, persuasion, and shared purpose. At the same time, it is not passive facilitation. Loeer believes leaders must stand up, raise their voice, show the path, and encourage people to think entrepreneurially. This balance of direction and inclusion is particularly effective in Japan, where consensus matters but teams still need a leader willing to define the road ahead. How can technology help? Technology was not the centre of Loeer's interview, but his approach to industry research points directly to the value of modern decision intelligence. At NRW Global Business Japan, his team analysed industries, companies, growth patterns, overseas activities, and readiness for European expansion. Today, technologies such as digital twins, data analytics, AI-driven market mapping, and decision intelligence tools can strengthen this process. They can help leaders visualise scenarios, compare markets, and reduce uncertainty before major decisions. In Japan, where careful preparation and evidence matter, technology can support nemawashi and consensus-building by giving stakeholders a clearer shared picture. Does language proficiency matter? Loeer gives a balanced answer. He has met successful executives who operated in Japan with very little Japanese, and he has also seen younger professionals succeed through excellent language ability. Sometimes, speaking perfect Japanese may not be necessary, and even broken Japanese can help build warmth without creating distance. However, Loeer strongly believes that studying Japanese language, history, economic history, and business culture is a major advantage. Language is not only a communication tool; it is a gateway into how companies, institutions, and relationships evolved. For leaders in Japan, cultural literacy matters as much as vocabulary. What's the ultimate leadership lesson? The ultimate lesson is that leadership in Japan rests on trust. Loeer says trust is a key word for doing business in Japan and is paramount when leading a team. Leaders earn trust by standing behind employees, taking responsibility when necessary, showing empathy, delivering results, and helping customers create success stories. They must also encourage people to think entrepreneurially, take considered risks, and remain guided by personal, corporate, and societal values. For Loeer, leadership means standing in front of the team, engaging them, showing the path forward, and taking that path together. 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.

Ram says the entire market is now one giant AI trade. Chris argues the boom is backed by real fundamentals. Austin asks: is AI creating value for the right companies? --- Thank you to our sponsor! Coinbase One: Get 20% off the first year of your Coinbase One annual plan at coinbase.com/unchained. Heads up! If you haven't yet, be sure to subscribe to Bits + Bips, since the show will migrate there in a few weeks. Follow us on ⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠X⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠Unchained⁠⁠⁠⁠⁠ and wherever you get your podcasts. ---- Circle just made history as the first publicly traded company to run a token presale, raising $222 million from BlackRock, Apollo, ICE, and a16z at a $3 billion valuation — and the stock went up. At the same time, Coinbase reported a $394 million loss, cut 700 jobs, and suffered a five-hour outage.  Ram, Austin, and Chris work through what's really happening: whether Circle's Arc is the institutional payment rail the industry has been waiting for or a financial engineering play, whether Coinbase's troubles are cyclical or structural, and whether the AI-driven market rally is a bubble forming or a fundamental shift that makes the dotcom comparison wrong. Hosts: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Austin Campbell (@austincampbell) — Founder, Zero Knowledge Consulting; Adjunct Professor, NYU Stern ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ram Ahluwalia⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Co-Host, CEO of Lumida ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Chris Perkins⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Co-Host, CEO of 250 Digital Asset Management Learn more about your ad choices. Visit megaphone.fm/adchoices

Motivating people is not about shouting slogans, pushing harder, or demanding enthusiasm on command. Real leadership motivation comes from building relationships, shaping culture, and creating a work environment where people can motivate themselves. For leaders in Japan, Australia, the United States, Europe, and across Asia-Pacific, this is now a central management challenge. Post-pandemic teams expect trust, flexibility, psychological safety, and career development, not command-and-control supervision. The leader's job is to know people deeply enough to understand what drives their effort, loyalty, creativity, and pride. How do leaders motivate people without forcing motivation? Leaders motivate people by creating the right environment, relationship, and culture for self-motivation to emerge.Telling someone to "be motivated" is about as useful as yelling at a plant to grow faster. In organisations from Toyota and Rakuten in Japan to global firms like Microsoft, Salesforce, and Unilever, the best leaders understand that motivation is personal. Some people want mastery, some want recognition, some want autonomy, and others want security, promotion, purpose, or belonging. The leader's role is not to manufacture motivation like a factory output. It is to remove friction, clarify meaning, and connect individual aspirations with company goals. Do now: Stop asking, "How do I motivate my people?" Start asking, "What environment would help each person motivate themselves?" Why do managers fail to really know their people? Most managers only know their people at a surface level because they are busy, task-driven, and overly dependent on formal reviews. They may know job titles and KPIs, but not the person behind the role. Many leaders interview team members when they first take over a department, then slip back into meetings, deadlines, dashboards, and performance reviews. In Japanese companies, multinational regional offices, startups, and SMEs alike, this creates a polite but shallow relationship. The manager knows what people do, but not why they care, what frustrates them, what they value, or where they want to go. Performance reviews rarely reveal this because employees often protect themselves in formal settings. Do now: Replace one purely transactional check-in each week with a genuine conversation about work, goals, interests, or career direction. What is an "innerview" and how is it different from an interview? An innerview is a gradual, trust-based way of understanding a person from the inside, not a one-off managerial interview. It happens through casual, authentic conversations over time. An interview is usually structured, scheduled, and often linked to hiring, onboarding, or performance management. An innerview is different. It may happen over coffee, lunch, a short walk, or a relaxed conversation after a meeting. The leader has intention, but not manipulation. The aim is to understand what matters to the team member so the leader can help them succeed. This matters in post-pandemic workplaces where retention, engagement, hybrid work, and career mobility are constant issues. Do now: Build a habit of small, natural conversations. Do not turn curiosity into interrogation, and do not use personal information as leverage. What questions help leaders understand employees better? Leaders should start with factual questions, then gradually move toward deeper causative and values-based questions. Trust determines how deep the conversation can go. Factual questions explore background: where someone grew up, studied, travelled, worked, or developed interests. These are not checklist questions; they should surface naturally. Causative questions go deeper: why they chose a career path, why they left a previous company, why a hobby matters, or what kind of work gives them energy. Values-based questions are deeper again, touching pride, regret, mentors, resilience, fairness, ambition, and contribution. In cultures with strong privacy norms, including Japan, timing and tone matter enormously. Do now: Use three levels of curiosity: facts for context, "why" questions for motivation, and values questions only after trust exists. Why are values so important in leadership motivation? Values reveal whether a person's deepest drivers align with the leader, the team, and the organisation. Without values alignment, motivation becomes fragile and short-term. A person may accept a job for salary, title, brand prestige, or convenience, but they usually stay engaged because the work connects with something deeper. That may be craftsmanship, customer impact, learning, family security, social contribution, professional pride, or loyalty to colleagues. Leaders who understand these values can assign work, give recognition, coach performance, and discuss career paths more effectively. Leaders who ignore values often rely on money, pressure, or fear, which rarely builds sustainable performance. Do now: Ask reflective questions such as, "What work are you most proud of?" or "What advice would you give someone going through a tough patch?" How can leaders avoid sounding manipulative when getting to know staff? The difference between care and manipulation is intention, or what Japanese leadership thinking might call kokorogamae. People quickly sense whether a leader is genuinely trying to help or merely trying to use them. If a manager asks personal questions to extract productivity, employees will feel it. If the manager asks because they want to create common ground, understand aspirations, and support career growth, the relationship strengthens. Time, place, and occasion are critical. A rushed corridor question before a deadline is not the same as a thoughtful conversation over coffee. Leaders need patience. They should not force intimacy, overstep privacy, or convert every conversation into a management tactic. Do now: Check your intention before every deeper conversation. Ask yourself, "Am I trying to help this person grow, or simply trying to get more out of them?" Final summary Motivation is not a speech, slogan, or performance-review checkbox. It is the result of leadership trust, cultural design, and personal understanding. When leaders know their people beyond job descriptions and KPIs, they can create conditions where employees choose to bring more effort, ownership, and creativity to the work. The practical leadership shift is simple but demanding: move from interview to innerview. Learn facts, explore causes, understand values, and hold every conversation with the right intention. FAQs Can leaders really motivate employees? Leaders cannot force motivation, but they can create the conditions where motivation becomes more likely. That means building trust, clarifying purpose, removing obstacles, and connecting work to personal goals. What is the best way to understand employee motivation? The best way is through consistent, casual, trust-based conversations over time. Formal reviews help with performance tracking, but deeper motivation usually emerges through natural dialogue. Why are values-based questions sensitive? Values-based questions touch identity, pride, regret, ambition, and belief, so they require trust. Leaders should build up gradually through factual and causative conversations first. Is this approach relevant in Japan? Yes, especially because trust, intention, and relationship quality are central to effective leadership in Japan. The idea of kokorogamae reinforces the importance of sincere purpose behind the conversation. Quick actions for leaders Schedule more informal one-on-one conversations. Ask fewer checklist questions and more thoughtful "why" questions. Listen for values, not just tasks and complaints. Avoid rushing trust. Use what you learn to support career growth, not to manipulate output. 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" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. 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 Oireachtas Committee on Budgetary Oversight has heard that if oil prices reached $140 (€120) a barrel, Ireland would be worse off by €7.5 billion, or 2.5% of national income.On a national scale, depending on how high oil prices go, this could necessitate Government borrowing as soon as next year…Joining Shane to discuss this is Adjunct Professor at Trinity College Dublin and Research Affiliate with the ERSI, John FitzGerald.Image: Reuters

Karen B. London, Ph.D. is a Certified Applied Animal Behaviorist and Certified Professional Dog Trainer who specializes in canine play and in the evaluation and treatment of serious behavior problems in domestic dogs, including aggression. She began working with dogs in 1997, and has spent years working with clients in one-on-one consultations in addition to teaching group training classes, and giving seminars about canine ethology for trainers, veterinary and shelter staff, and the public.She received her B.S. in Biology from UCLA and her Ph.D. in Zoology from the University of Wisconsin-Madison, where she studied the defensive behavior of neotropical social wasps, and a nesting association between two species of wasps. Her research and scholarly publications cover such diverse topics as interactions between species that live together, defensive and aggressivebehavior, evolution of social behavior, communication within and between species, learning, and parental investment.Karen is an award-winning author of eight books on dog training and behavior, five of them co-authored with her mentor, Patricia B. McConnell, PhD. Her most personal book is Treat Everyone Like a Dog: How a Dog Trainer's World View Can Improve Your Life. She writes the animal column, called The London Zoo, for the Arizona Daily Sun, wrote the behavior and training columns for many years for The Bark Magazine, and blogs for Kinship.com. Her most recent book is My Dog's Mystery Adventure: And Other Stories from a Canine Behaviorist and Dog Trainer.Karen lives with her husband in Flagstaff, Arizona, where they raised their two sons. She is an Adjunct Professor in the Department of Biological Sciences at Northern Arizona University, where she has taught tropical field courses in Nicaragua and Costa Rica called “Tropical Forest Ecology and Conservation” and a class for freshman about the importance of insects to society called “Sex, Bugs, and Rock ‘n' Roll”.Legal Disclaimer: This podcast is intended for educational purposes only and does not constitute advice or professional services by either the host nor any of the guests. Here are the links to Karen B. London PhD. Books and Socials:https://www.dogwise.com/my-dog-s-mystery-adventure-and-other-stories-from-a-canine-behaviorist-and-dog-trainer/?srsltid=AfmBOoqfZ8acpo9-nLliZAgDfQ4eFmypWuxPwitdRmvE_qjWY1mn_F82https://www.dogwise.com/treat-everyone-like-a-dog-how-a-dog-trainers-world-view-can-improve-your-life/?srsltid=AfmBOoqq1YqJ-iTsXcoK7BZFylwMq-I3o0pbYrPj3Kx2uy2L3JtbJc1lhttps://www.amazon.com/Cows-Ants-Termites-Revealing-Newspaper/dp/1952960029/ref=tmm_pap_swatch_0https://www.instagram.com/karen.london.dog.behavior/Thank you for listening to the Enlightened Pet Behavior Podcast. I hope that you and your beloved pets have found valuable insights for a more harmonious life together. Please remember that this podcast provides educational information only and is not a substitute for professional veterinary or behavioral advice. If you need personalized support, please don't hesitate to contact me to explore how we can work together to achieve your pet behavior goals. You can reach me at www.enlightenedpetbehavior.com or via email at susan@enlightenedpetbehavior.com. Special thanks to Mac Light for composing the podcast's music; you can find him at www.maclightsongwriter.comIf you find the show helpful and enjoyable, please consider showing your support! Subscribing, following, rating, reviewing, and sharing with friends takes just a moment but significantly boosts the show's visibility, helping more pet parents discover it. Thank you for your support!

In this episode of Medsider Radio, we sat down with Kurt Jacobus, co-founder and CEO of restor3d.restor3d provides patient-specific orthopedic implants using 3D printing and advanced software.Kurt has over two decades of experience in medtech entrepreneurship, including successful exits to Enovis and NuVasive. Prior to his career in medical devices, Kurt was a consultant at McKinsey & Company. He holds a PhD in Mechanical Engineering and is an Adjunct Professor at Georgia Tech. In this interview, Kurt discusses how restor3d used the FDA's 520(b) pathway to generate revenue and regulatory proof simultaneously, why self-regulating beyond FDA requirements makes submissions a competitive barrier, and how to approach investor relationships and board construction with long-term thinking.Before we dive into the discussion, I wanted to mention a few things:First, if you're into learning from medical device founders and CEOs and want to know when new interviews are live, head over to Medsider.com and sign up for our free newsletter.And if you're ready to level up your medtech game, you should check out Medsider Courses — 8-week masterclasses covering topics like fundraising, M&A and exit planning, design and development, clinical and regulatory strategy, and commercialization.These courses, featuring hard-earned lessons from elite medtech CEOs, can be purchased individually or come free with our All-Access Pass.If you'd rather read than listen, here's a link to the full interview with Kurt Jacobus.KEY MOMENTS FROM THE INTERVIEW(03:21) - How Kurt went from wanting to build race cars to 20 years of orthopedic entrepreneurship (06:03) - How restor3d's patient-specific implants challenge the “8 sizes fit 8 billion people” model (15:36) - Why early-stage companies should “ring the cash register” as soon as possible (17:16) - How a 520(b) pathway helped restor3d generate revenue before full FDA clearance (31:48) - How restor3d treats every FDA submission like a PhD thesis and holds itself to standards beyond what regulators ask for (35:24) - What Kurt learned from restor3d's limited market release (40:03) - How Kurt raised is last$100M+ round, and why fundraising is really a networking game (45:13) - What makes a great board, and how the wrong one can quietly derail a company

Episode Topic: The Secret Social Life of Bacteria Have you ever wondered how bacteria communicate, cooperate, and even compete in ways that impact our health, environment, and beyond? More than just making us sick, bacteria form alliances, wage wars, and orchestrate remarkable feats on a scale so small, yet so influential. In this talk Maggie Fink '24 Ph.D., will unravel some of the microbial mysteries that shape our lives, and help us gain a new appreciation for the invisible hidden dramas unfolding all around us.Featured Speakers:- Maggie Fink '24 Ph.D., Adjunct Professor, Indiana University South Bend Read this episode's recap over on the University of Notre Dame's open online learning community platform, ThinkND: https://go.nd.edu/39dd0b.This podcast is a part of the ThinkND Series titled Our Universe Revealed. Thanks for listening! The ThinkND Podcast is brought to you by ThinkND, the University of Notre Dame's online learning community. We connect you with videos, podcasts, articles, courses, and other resources to inspire minds and spark conversations on topics that matter to you — everything from faith and politics, to science, technology, and your career.Learn more about ThinkND and register for upcoming live events at think.nd.edu.Join our LinkedIn community for updates, episode clips, and more.

Some clients do not attack your deal in one dramatic bite. They take tiny pieces—one discount request, one scope change, one extra demand, one more profile review—until your margins, time, and energy are stripped away. In sales, consulting, professional services, and corporate training, leaders need to recognise the "piranha client" early. The danger is not always a bad person or a bad company. Often, it is a pattern of incremental pressure that looks harmless in isolation but becomes commercially toxic over time. What is a piranha client in sales and professional services? A piranha client is a customer who erodes your deal through repeated small demands rather than one obvious negotiation attack. They ask for "just one more" discount, "just one more" concession, or "just one more" change until the original agreement barely resembles the final delivery. Unlike a shark-style negotiator who takes one huge bite, the piranha client works through accumulation. In B2B sales, consulting, training, recruitment, technology implementation, and agency work, this often appears as volume discounts, extra stakeholders, expanded scope, and constant approval loops. Post-pandemic, when many service firms were hungry for revenue, these patterns became even harder to resist. Do now: Track every concession in writing. Small bites become big losses when nobody totals them. Why do clients keep asking for more discounts? Clients keep asking for discounts because each successful concession teaches them that more pressure may produce a better price. If the seller has not created a clear commercial boundary, the buyer naturally tests the limits. In large companies, especially new divisions or procurement-heavy organisations, buyers may not reveal the full deal size upfront. A supplier agrees to the first discount, then a second tranche appears, then a third. By the time the total opportunity is visible, the seller is already trapped inside a "big discount" corner. This happens across Japan, the US, Europe, and Asia-Pacific, but it is especially painful in high-touch service businesses where labour, expertise, and delivery capacity cannot be infinitely scaled. Do now: Price each stage as though more scope may follow. Set a hard stop before negotiations begin. How can scope creep damage a service business? Scope creep damages a service business by quietly increasing delivery obligations without increasing revenue. The client may see each request as reasonable, but the supplier absorbs the extra time, coordination, risk, and opportunity cost. In training, consulting, and advisory work, scope creep often appears as new requirements, additional audiences, more reporting, special customisation, extra meetings, or new approval layers. For SMEs and boutique firms, the impact is sharper than for large multinationals because fewer people carry the operational load. During COVID-19 and the post-pandemic recovery, external trainer availability, client uncertainty, and shifting schedules made this even more complex. A deal that looked profitable on paper can become unattractive once hidden delivery costs are included. Do now: Define scope, exclusions, decision rights, and change fees before delivery starts. Why is trainer or consultant selection a hidden negotiation risk? Trainer and consultant selection becomes risky when the client treats expert availability as unlimited. In reality, quality delivery depends on certified people, scheduling constraints, and proven fit. In the training industry, certification is not a light administrative step. Dale Carnegie trainer development, for example, involves long preparation, specialist training, and accreditation standards. That means a client asking to review more and more profiles is not simply requesting choice; they may be consuming scarce operational capacity. This issue appears in other fields too: legal partners, executive coaches, cybersecurity consultants, enterprise software architects, and medical specialists all face similar constraints. Quality depends on expertise, not infinite substitutions. Do now: Explain the certification, experience, and availability logic early. Choice should support quality, not undermine delivery. When should a business push back on a demanding client? A business should push back when discount pressure, scope creep, and difficult behaviour combine into a pattern.One tough request is negotiation; repeated erosion is a warning signal. Many service firms operate with an informal "no idiots" policy, although the actual wording is often stronger. The principle is simple: some revenue is not worth the operational damage, staff stress, or reputational risk. Leaders at startups, SMEs, and established firms need to ask whether the client is building a partnership or simply extracting value. In Japan, where long-term relationships and trust matter, the pushback should be polite, structured, and commercially clear. In more aggressive procurement cultures, the same principle applies, but the language may be firmer. Do now: Decide your walk-away point before emotion, sunk cost, or fear of lost revenue takes over. How can salespeople protect margins without damaging relationships? Salespeople protect margins by making trade-offs explicit: more value requires more budget, and lower price requires reduced scope. The goal is not to be difficult; it is to be professionally clear. A useful approach is to offer options. For example: "At this price, we can deliver this scope. If you want the additional requirement, here is the revised fee." This frames the conversation around value rather than resistance. Sales leaders should train teams to avoid automatic concessions, especially with large companies that reveal requirements gradually. Procurement may respect a supplier more when the boundaries are clear. The key is to stay calm, factual, and consistent. Do now: Never give a concession without receiving something in return—volume, timing, commitment, payment terms, or reduced complexity. Final summary The piranha client is dangerous because each bite looks small. A discount here, a profile request there, a slight requirement change, a new tranche of work, another internal stakeholder—none of it seems fatal until the supplier reviews the final margin and delivery burden. For executives, salespeople, consultants, trainers, and professional service leaders, the lesson is clear: protect the deal before the feeding frenzy begins. Set commercial boundaries, define scope, track concessions, communicate scarcity, and be prepared to walk away when the partnership becomes toxic. 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" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. 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. Would you like me to now prepare the WordPress-ready version with spacing and the bio?

Steve Blank of Adjunct Professor at Stanford joins Nick to discuss Maintaining U.S. Dominance, Navigating Defense Tech, Prime Obsolence, and Why Your Startup is Likely DOA. In this episode we cover: Changes in Product Development and MVPs Impact of AI on Startup Success and Founder Mindset Common Missteps and Digital Twins in Startups Disruption and Adoption in Enterprise Software Fundraising and Venture Capital in the AI Era Defense and National Security Innovation Challenges for Traditional Defense Contractors The Role of Dual-Use Startups Guest Links: Steve's LinkedIn  Steve's X Gordian Knot Center for National Security Innovation's Website The host of The Full Ratchet is Nick Moran of New Stack Ventures, a venture capital firm committed to investing in founders outside of the Bay Area. We're proud to partner with Ramp, the modern finance automation platform. Book a demo and get $150—no strings attached.   Want to keep up to date with The Full Ratchet? Follow us on social. You can learn more about New Stack Ventures by visiting our LinkedIn and Twitter.

This and all episodes at: https://aiandyou.net/ . What is AI doing and going to do to job opportunities? What does it mean to have enough, and who has too little, and what's fair? One answer to that is to look at inequality; how different are the financial circumstances of one set of people compared to another? I continue talking with Jeremy Ney, Adjunct Professor at Columbia Business School and author of an upcoming book about opportunity and inequality in America. He writes the American Inequality newsletter and was previously a macroeconomic policymaker at the Federal Reserve. His work on regional divides and economic mobility has appeared in TIME Magazine, Business Insider, BBC, NPR, PBS, and on the TED stage. In our conclusion, we talk about Universal Basic Income, taxes and other systems of wealth redistribution, whether AI should be treated as a public utility, AI and redlining, AI causing cognitive inequalities in education, and where we should be looking to for change. All this plus our usual look at today's AI headlines! Transcript and URLs referenced at HumanCusp Blog.        

Presenting to a small executive team and speaking to a packed ballroom are not the same game. The fundamentals of public speaking stay constant, but the room size changes the pressure, the energy, the body language, the eye contact, and the way the audience experiences our authority. Why does audience size change public speaking impact? Audience size changes the speaker's psychology because proximity, scale, and formality all alter the pressure in the room. A small group can feel intense because every listener is close enough to read your face, your hands, and your hesitation. A large audience creates a different pressure. Thousands of people can feel like a wall of eyes, especially in conference venues, corporate town halls, TED-style events, and leadership offsites. Yet the stage also gives distance, elevation, and formality. That can make the speaker feel more authoritative. In Japan, Australia, the US, and Europe, senior executives often underestimate this difference between intimate boardroom communication and big-stage keynote delivery. Do now: Treat room size as a strategic presentation variable. Plan your posture, eye contact, gestures, and energy before you walk in. Is it harder to present to small groups or large groups? Neither format is automatically harder; each creates a different type of pressure. Small groups can feel more personal and exposed, while large groups can feel overwhelming and anonymous. In a small meeting with directors, clients, or a sales prospect, there is nowhere to hide. People are close, interruptions are easier, and reactions are immediate. In a large venue, the speaker may be physically protected by distance, lighting, microphones, and staging. The trade-off is scale. Seeing rows of crossed arms or blank faces can knock the confidence out of even experienced presenters. Startups, SMEs, multinationals, and professional services firms all face this same presentation challenge. Do now: Stop asking which is harder. Ask what the room demands from your delivery, preparation, and audience connection. How should you present to a small group? In a small group, stand, personalise the message, and use controlled body language. The intimacy of the setting means subtle delivery choices become much more visible. The organiser can often brief you on who will attend, their roles, concerns, and decision-making power. That is gold. Use that information to shape examples, questions, and value points. Even when the group is small, resist the temptation to sit down. Standing frees your body language, helps manage nerves, and gives you natural authority. Your gestures should be compact, not theatrical. Your pacing should feel conversational, not like a stadium speech. This is especially important in Japanese business settings, where hierarchy, modesty, and room dynamics matter. Do now: Stand when presenting, know who is in the room, and make the talk feel personally useful to each listener. How does eye contact work in small group presentations? In a small group, eye contact should feel like a one-to-one conversation, not a scanning exercise. Hold each person's gaze long enough to create connection, but not so long that it becomes uncomfortable. Around six seconds of eye contact is a useful guide. Too short, and the bond does not form. Too long, and the listener can feel pinned down. When you get the balance right, each person feels you are speaking directly to them. That is powerful in boardrooms, sales presentations, leadership training, client briefings, and internal strategy sessions. The aim is not to stare people into submission. The aim is to create trust, warmth, and confidence. Do now: Use deliberate eye contact. Speak to one person at a time, then move naturally to the next person. How should you present to a large audience? In a large venue, you still speak to one person at a time, but you manage the room in sectors. The audience may look like one solid block, but it is made up of individuals sitting at very different distances. Before speaking in a big venue, arrive early and sit in the farthest seats. From the back of the hall, you may look tiny. That realisation changes your delivery. Divide the venue into six rough zones: left, centre, right, near and far. Include balconies and upper tiers. Speak to one person in a sector, and the people around them will often feel you are looking at them too. Do not move predictably from left to right. Randomise your attention so the whole room stays alert. Do now: Map the room before you speak. Use sector-based eye contact to make a large audience feel intimate. What body language works best on a big stage? Big stages require bigger gestures, stronger physical energy, and purposeful movement. A gesture that works in a meeting room may disappear completely in a convention hall. A microphone carries your voice, but it does not carry your physical energy. You have to project that energy to the back wall. This does not mean shouting or running around like a maniac. It means using larger gestures, standing tall, and moving with purpose to the left, centre, and right of the stage. Global keynote speakers, corporate trainers, political leaders, and CEOs all use stage geography to reduce distance. The audience at the back must still feel included. Do now: Make gestures larger, move intentionally, and send your energy all the way to the rear of the room. Conclusion: How can leaders present well in any room? Great presenters do not leave audience connection to chance. They adjust to the room. In small groups, they use intimacy, preparation, calm gestures, and personal eye contact. In large venues, they use sectors, bigger energy, stage movement, and deliberate audience inclusion. The principle is simple: we never really speak to "a crowd". We speak to one person at a time, repeatedly, until everyone feels included. Whether you are addressing five executives in Tokyo, fifty managers in Sydney, or five thousand conference delegates in Singapore, the room size changes the technique, not the mission. FAQs Why do some speakers prefer small groups? Some speakers prefer small groups because the setting feels more personal, conversational, and controllable. They can read reactions quickly and adjust examples, pacing, and tone in real time. Why do some speakers perform better on a big stage? Some speakers perform better on a big stage because distance, lighting, and formality give them confidence and authority. The structure of the event can help them feel more in command. Should I sit or stand when presenting to a small group? Stand whenever possible because standing improves authority, body language, and vocal energy. Sitting can make the presentation feel too casual and can restrict gestures. What is the best way to connect with a large audience? Use sector-based eye contact and speak to one person at a time. People nearby will also feel included, even in a large ballroom or theatre. 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" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

"When you show honesty or your best effort, then people finally recognise you." "You have to find a way to go directly to the consumer and get insight from them." "You respect people. You respect where they come from, the knowledge they have of the business, and you try to learn." "To be innovative, you need a driving force from the top." "Right shooting always results in a hit." Jerome Chouchan is President of Godiva Japan and a long-serving international executive with a distinctive career arc across premium brands, retail, gifting, food, and Japanese business culture. Originally from France, he first came to Japan at the age of 25 through a French programme that allowed young graduates to work overseas for private companies in export development. His first assignment was with Mellerio, a high jewellery company based on the Rue de la Paix in Paris, where he opened the Japan office and built the business through department store partnerships and shop-in-shop operations. He later moved to Lacoste, managing licensing and brand coordination, and then to Hennessy, where he was responsible for the Japan business unit while based in France and travelling regularly between France and Japan. His first fully integrated P&L leadership role in Japan came with Lladró, the Spanish porcelain figurine brand, in a joint venture involving Mitsui & Co. There, he led a team of around 70 people and developed major market innovations, including porcelain versions of traditional Japanese Boys' Day and Girls' Day figurines. At Godiva Japan, Chouchan brought together his experience in premium branding, retail channels, Japanese gifting culture, consumer insight, and bold strategic execution. Under his leadership, Godiva Japan tripled its business in seven years, expanded into new channels such as convenience stores for premium ice cream, and created high-impact campaigns such as the famous "stop giving giri choco" Valentine's message. His leadership is also deeply shaped by more than 30 years of kyudo, Japanese archery, and by the principle that correct form, discipline, and intent produce the right result. Jerome Chouchan's leadership journey in Japan is a story of adaptability, cultural sensitivity, consumer insight, and disciplined boldness. Arriving in Japan at only 25 years old, without Japanese language ability and without a large team around him, he began his career in a challenging environment where youth and foreignness could easily have undermined credibility. His early experience opening the Japan office for Mellerio taught him a central lesson about leadership in Japan: respect is earned through sincerity, effort, and presence. In a culture where age, hierarchy, and experience carry weight, Chouchan learned that honesty and visible commitment can overcome initial scepticism. Across his career, he repeatedly entered industries where he was not the obvious candidate. Jewellery, fashion, cognac, porcelain figurines, and chocolate all appear different on the surface, yet Chouchan identified the connecting threads: brand authenticity, retail, gifting, craftsmanship, and emotional value. This ability to recognise deeper patterns helped him move successfully from one sector to another. At Lladró, he discovered that innovation in Japan does not always come from importing foreign ideas. Sometimes it comes from seeing Japanese culture with fresh eyes. By observing Hinamatsuri and Boys' Day figurines as part of the same emotional and decorative category as porcelain, he helped create a new product concept that Japanese department store buyers initially doubted, but consumers embraced. His approach to leadership has consistently centred on the gemba: the real place where customers, staff, and business reality meet. Whether selling porcelain pieces himself in department store exhibitions or visiting Godiva stores with his team, Chouchan demonstrates that leaders must understand the front line directly. This is especially important in Japan, where teams quickly sense whether a leader respects their work or merely issues instructions from above. For foreign executives, the first three months are decisive. Asking questions, visiting customers, learning the business, and showing the ability to make decisions are essential to building trust. At Godiva Japan, Chouchan inherited an established brand that many outsiders thought had limited room for further growth. Instead, he saw untapped potential. His decision to concentrate marketing investment on television for Valentine's Day challenged internal assumptions that premium brands should avoid mass media. The result was immediate growth and increased credibility. His move to sell Godiva premium ice cream through convenience stores provoked similar concerns about brand dilution, but his logic was based on consumer behaviour: if most ice cream in Japan is bought in convenience stores, premium ice cream should be where the consumers are. Perhaps his most famous move was the "stop giving giri choco" Valentine's campaign, which challenged the social obligation of women giving chocolates to male colleagues. The campaign was not anti-gifting; it was pro-authenticity. It reframed gifting as something meaningful rather than automatic. The impact extended far beyond paid media, generating television discussion, social debate, and pride among female employees. Chouchan's leadership philosophy is also shaped by kyudo. In Japanese archery, one does not obsess over the target; one focuses on correct form. For Chouchan, this became a business metaphor. Rather than anxiously chasing numbers every day, leaders should focus on the right products, the right customer insight, the right culture, and the right execution. If the form is correct, the target will be hit. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires close attention to trust, hierarchy, non-verbal signals, and the first impression a leader creates. Jerome Chouchan explains that Japanese teams are highly skilled at sensing whether a leader respects them or looks down on them. This judgement can happen quickly and accurately. For foreign executives, credibility does not come automatically from title or headquarters appointment. It comes from going to the gemba, asking questions, respecting existing knowledge, learning from the team, and showing a willingness to work hard alongside others. Why do global executives struggle? Global executives often struggle because they underestimate the importance of local context, consumer behaviour, and internal consensus. Japan is not a market where a leader can simply impose a global template and expect smooth execution. Concepts such as nemawashi, ringi-sho, consensus, and uncertainty avoidance influence how decisions are understood and accepted. Chouchan's experience shows that leaders must balance respect for process with the courage to decide. If a leader only seeks harmony, the business can become slow. If a leader ignores local reality, trust is lost. Is Japan truly risk-averse? Chouchan's career suggests that Japan is not simply risk-averse; rather, it is highly sensitive to poorly framed risk. Department store buyers initially doubted Lladró's Japanese festival figurines because they questioned why a Spanish brand should reinterpret a Japanese tradition. Godiva Japan staff questioned whether premium ice cream should be sold in convenience stores. These reactions reflected concern over brand positioning and uncertainty, not a rejection of innovation itself. When Chouchan reframed the decision around consumer behaviour, premium pricing, channel logic, and controlled experimentation, the risk became manageable. What leadership style actually works? The leadership style that works is respectful, decisive, optimistic, and deeply engaged with the front line. Chouchan believes leaders must give people hope and show a positive way forward. He does not advocate reckless disruption. Instead, he combines listening with conviction. He asks questions, observes the market, protects his team when pushing back against headquarters, and makes decisions when needed. He also recognises that not everyone can innovate while running the core business. This led him to create a transformation unit separate from the day-to-day machine, giving younger and more entrepreneurial people space to create new products quickly. How can technology help? Although the interview focuses more on leadership and innovation than on technology itself, Chouchan's approach aligns closely with modern decision intelligence. He uses consumer insight, data, scenario thinking, and experimentation to reduce uncertainty. His channel decision for Godiva ice cream was based on understanding where consumers actually buy ice cream. His transformation unit operates with a faster, more iterative model, closer to digital-native thinking than traditional product development. In the future, tools such as digital twins, AI-driven consumer modelling, and advanced demand forecasting could further support this kind of leadership by allowing companies to test assumptions before large-scale execution. Does language proficiency matter? Japanese proficiency helps, but Chouchan does not present fluency as an absolute requirement. His view is that learning even some Japanese opens the mind and brings a leader closer to the country. The attitude matters. A foreign leader who learns words, listens carefully, and shows interest in Japanese culture sends a positive signal. Language is not only a communication tool; it is also a gesture of respect. In Japan, that gesture can strengthen trust and engagement. What's the ultimate leadership lesson? The ultimate lesson is to focus on correct form rather than obsessing over the target. Drawing from kyudo, Chouchan explains that in Japanese archery, the archer does not aim anxiously at the target. Instead, the archer focuses on the correct mental and physical form. In business, this means concentrating on the consumer, the product, the campaign, the culture, and the execution. Numbers matter, but they are outcomes. "Right shooting always results in a hit" becomes a leadership philosophy: do the right things in the right way, and results will follow. 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.

Missiles in the Strait of Hormuz. Brent jumps 5%. Bitcoin breaks through $80. The Bits + Bips crew reads the geopolitical tape — and explains why crypto is shrugging it off. --- Thank you to our sponsor! Coinbase One — coinbase.com/unchained Heads up! If you haven't yet, be sure to subscribe to Bits + Bips, since the show will migrate there in a few weeks. Follow us on ⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠, ⁠⁠⁠⁠YouTube⁠⁠⁠⁠, ⁠⁠⁠⁠Spotify⁠⁠⁠⁠, ⁠⁠⁠⁠X⁠⁠⁠⁠, ⁠⁠⁠⁠Unchained⁠⁠⁠⁠ and wherever you get your podcasts. ---- Iranian cruise missiles struck commercial vessels in the Strait of Hormuz, Brent jumped 5%, and Bitcoin broke through $80 — all in the same day. The Bits + Bips crew unpacks what the escalation means for crypto and macro positioning, why Ram stays bullish, and whether Paul Tudor Jones is right that Bitcoin is now the best inflation hedge. They also break down the Clarity Act's yield compromise — with Circle up 16% — and why Austin argues banks may have handed asset managers a structural win. Finally, a U.S. court filing targeting Arbitrum's frozen North Korean funds raises a bigger question: can you serve legal papers on code, and what does that mean for DAO governance? Austin Campbell, Ram Ahluwalia, and Chris Perkins break it all down. Hosts: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Austin Campbell (@austincampbell) — Founder, Zero Knowledge Consulting; Adjunct Professor, NYU Stern ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ram Ahluwalia⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Co-Host, CEO of Lumida ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Chris Perkins⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Co-Host, CEO of 250 Digital Asset Management Learn more about your ad choices. Visit megaphone.fm/adchoices

Leadership is not just confidence, charisma, capability or ambition. People may initially follow a leader because they look powerful, sound impressive or have the right credentials, but long-term followship comes from trust, character and values. In post-pandemic workplaces, especially in Japan, the United States and across Asia-Pacific, employees are watching leaders more closely than ever. They want to know: who are you when the title, office, awards and "power wall" are stripped away? Why do people really follow leaders? People follow leaders because they trust their values, not simply because they admire their confidence, position or achievements. Confidence, drive and competence matter, but they are entry tickets rather than the full leadership contract. In Japan, Australia, the United States and Europe, professionals have become more alert to gaps between what executives say and what they actually do. A CEO may speak fluently about purpose, psychological safety, diversity or employee engagement, but the team checks the daily evidence. Do they protect people when pressure rises? Do they take accountability? Do they use employees as stepping stones for their own glorious career? Do now: Leaders should audit whether their daily behaviour proves their stated values. Trust is built in small, repeated moments. Are confidence and ambition enough for leadership? No, confidence and ambition may get someone into a leadership role, but they do not guarantee followship. They can even become dangerous when they are disconnected from humility, service and ethical decision-making. Many ambitious managers in multinationals, SMEs and startups are excellent at climbing the greasy pole. They know how to impress senior executives, speak the acronyms, tell the stories and project authority. Yet followers quickly detect whether the leader is building the organisation or merely building their own résumé. In industries from finance and consulting to technology, manufacturing and professional services, capability without character produces compliance, not commitment. Do now: Executives should ask: "Would my team follow me if I had no title?" The answer reveals the real strength of their leadership. Why do impressive credentials fail to create lasting trust? Credentials, awards, degrees and powerful networks can create credibility, but they cannot replace values. A wall of certificates or photos with famous people may impress at first, but it does not answer the deeper question: can I trust you? In corporate life, the "power wall" still exists in many forms: LinkedIn titles, elite university degrees, luxury watches, high-status offices and carefully curated executive branding. These signals may matter in conservative markets such as Japan, where hierarchy and status have cultural weight. But followers eventually look past the packaging. They judge whether the leader is fair, consistent, courageous and honest when the pressure is on. Do now: Use credentials to establish competence, not superiority. Let values, not status symbols, carry your leadership authority. Does physical presence make someone a better leader? Physical presence may influence first impressions, but it does not make someone a better leader. Height, appearance, voice and style can command attention, but they cannot compensate for weak judgement or self-centred values. Research and everyday business experience both suggest that tall, polished, articulate leaders often enjoy an early advantage. They look the part. They sound the part. They may even get promoted because they fit an executive image. Yet the daily grind exposes the truth. A leader who talks well but serves only themselves soon loses moral authority. The team sees the gap between altitude and aptitude. Do now: Leaders should develop presence, but never mistake presence for substance. Real authority comes from consistency, competence and trust. How do followers detect a leader's real values? Followers detect values by watching behaviour, especially under stress, conflict and pressure. They are not listening only to speeches; they are scanning for contradictions between words and actions. Employees are ninja-level boss watchers. They notice tone, mood, fairness, favouritism, silence and sudden changes in priorities. In Japan's relationship-driven business culture, people may not openly challenge a leader, but they still observe everything. In Western markets, employees may be more direct, but the judgement process is similar. If leaders proclaim teamwork but reward political games, or speak about integrity while sacrificing people for personal advancement, trust collapses quickly. Do now: Treat every meeting, decision and crisis as a values test. Your team is always collecting evidence. What values create real followship? Real followship grows when leaders show integrity, fairness, courage, service and accountability over time. People want to know that the leader's values are not decorative slogans but operational principles. Leadership values must survive pressure. It is easy to sound noble at town halls, off-sites and strategy sessions. It is harder to defend people, admit mistakes, share credit, make ethical calls and resist the temptation to use others as pawns. Leaders at firms like Toyota, Rakuten, Microsoft and Salesforce are often judged not only by commercial outcomes but also by how they build culture, trust and long-term capability. Do now: Define your non-negotiable values, communicate them clearly and defend them when doing so costs you something. Final summary People may admire leaders for what they have, what they know or what they have achieved. They may be impressed by the big title, the expensive watch, the elite degree, the height, the storytelling or the confident executive presence. But sustainable leadership does not rest on image. Followers eventually ask one central question: "Can I really trust you?" If the answer is yes, they will follow through uncertainty, pressure and change. If the answer is no, the cars, credentials, power walls and polished speeches all collapse. The practical leadership challenge is simple but uncomfortable: strip away the title and ask what remains. If what remains is character, service and values, people will follow. FAQs Why do employees lose trust in leaders? Employees lose trust when a leader's words and actions do not match. If leaders talk about values but act selfishly, politically or unfairly, followers quickly withdraw commitment. Is competence enough to be a strong leader? Competence is essential, but it is not enough. Teams respect skill, experience and intelligence, but they follow leaders they believe are trustworthy and values-driven. What is the difference between authority and followship? Authority comes from position; followship comes from trust. A title may force compliance, but values, consistency and character create voluntary commitment. How can leaders prove their values? Leaders prove values through repeated behaviour under pressure. Fair decisions, accountability, humility and courage matter more than speeches or slogans. Quick actions for leaders Audit the gap between your stated values and daily behaviour. Ask trusted colleagues where your leadership credibility is strongest and weakest. Stop relying on title, credentials or image to carry authority. Make one difficult decision this month that visibly protects your values. Watch how your team responds when pressure rises; that is where trust is tested. 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" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō, Purezen no Tatsujin, Torēningu de Okane o Muda ni Suru no wa Yamemashō and Gendaiban "Hito o Ugokasu" Rīdā. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

The US President Donald Trump has launched what he's calling ‘Project Freedom', promising to rescue commercial ships stranded in the Strait of Hormuz.Already Iran has resumed firing on the UAE and the US says it's destroyed Iranian military boats in the Strait.Today, Jennifer Parker, a former Royal Australian Navy warfare officer, on the new phase of the Iran war. Featured: Jennifer Parker, Adjunct Professor at the Defence and Security Institute at The University of Western Australia 

In today's episode, Haylie Pomroy sits down with Dr. Theoharis Theoharides, one of the world's foremost experts on mast cell activation syndrome and neuroinflammation, to break down what brain fog actually is, what is driving it at the cellular level, and what can be done about it. Dr. Theoharides explains how the brain's own immune cells, known as microglia, can become destructive when triggered by viral particles, spike protein, mold, or other inflammatory agents. He details how COVID spike protein can enter the brain through the blood-brain barrier and the olfactory nerve, persist for up to two years, and activate a cascade of neuroinflammation that disrupts memory, cognition, and mood. He also shares the latest developments in diagnostic tools, including SPECT imaging and an emerging biosignature panel designed to finally give patients measurable, objective evidence of what is happening in their brains. He walks through the most evidence-backed interventions his team is using to protect and restore brain cell function, including folinic acid, luteolin-based flavonoids, and hydroxytyrosol from olive leaves, and why supplement quality matters more than most people realize. If you have been told your brain fog is all in your head, this episode is for you. Tune in to Fast Metabolism Matters. If your body feels like it's running on empty, overburdened, or just not responding the way it used to, Haylie's latest book, Toxic Overload, tells you exactly what to do. Download your free digital copy today and start understanding what your body is trying to tell you.   Free Download: Get Your Copy of Toxic Overload

Selling in Japan is not about pushing personal gain in a loud, Western-style way. It is about uncovering what success means to the buyer, then linking your solution to that motivation with care, timing, and respect. That distinction matters because Japanese buyers often express self-interest differently from buyers in the US, Australia, or parts of Europe. In Western firms, an executive may openly say a successful project means promotion, bonus upside, or career protection. In Japan, especially in larger firms, the answer is more likely to centre on the team, the division, or the company as a whole. That does not mean personal motivation is absent. It means it is expressed through a different cultural lens. Smart salespeople do not force a Western script. They adapt the language, keep the trust intact, and connect their solution to whatever the buyer says matters most. Why is trust such a critical first step in Japanese sales? Trust matters first because buyers in Japan will not easily reveal problems, failure points, or internal barriers to someone they do not trust. Before you can diagnose need, you must earn the right to ask. That is especially important because the sales process can feel intrusive. A salesperson may barely know the buyer, yet quickly start asking about corporate struggles, stalled progress, or underperformance. In any market that can feel bold, but in Japan it can feel particularly confronting if the permission stage is skipped. That is why experienced sellers explain who they are, what they do, where they have helped similar firms, and then ask for permission to go deeper. A simple phrase like asking whether they may pose a few questions can lower resistance and increase cooperation. In consultative selling, permission is not a formality. It is a gateway to useful information. Do now: Slow down the first meeting and earn the right to ask before diving into business pain. Mini-summary: In Japan, trust and permission are not optional extras; they are the foundation of discovery. Why is asking about personal motivation so sensitive in Japan? It is sensitive because direct talk about personal reward can feel awkward, unfamiliar, or culturally out of place in many Japanese business settings. The buyer may not be used to linking project success to openly stated self-interest. That is one of the biggest differences between Japan and more individualistic corporate cultures. In many Western companies, a buyer may readily say that success means a bonus, a promotion, or protection from criticism. In Japan, especially in traditional or larger organisations, promotion often has a weaker direct connection to individual project performance. Bonus structures may also be perceived less as performance windfalls and more as expected compensation patterns. So when a seller asks, "What would success mean for you personally?", the buyer may hesitate or seem confused. The issue is not that the question is wrong. The issue is that the language must be handled with far greater subtlety. Do now: Ask about what success would mean, but be ready for group-oriented answers rather than individual ambition. Mini-summary: Japanese buyers may express motivation collectively, even when personal stakes are quietly present. What kind of answers do Japanese buyers usually give? Japanese buyers often answer in terms of team benefit, company satisfaction, or group harmony rather than individual reward. That response is culturally consistent and still highly useful for the salesperson. A buyer may say the team will be pleased, the department will benefit, or everyone will feel satisfied if the project succeeds. From a Western viewpoint, that may sound indirect or vague. From a Japanese business perspective, it can be entirely natural. The salesperson's job is not to judge the answer. The job is to capture it and use it later. Whether the motivation is framed as personal advancement, group success, or organisational harmony, it still provides a key emotional link for the presentation phase. The real commercial insight is that motivation does not need to be selfish to be powerful. It only needs to be real enough that the buyer recognises it as meaningful. Do now: Listen for how the buyer defines success, not how you expected them to define it. Mini-summary: Group-framed motivation is still motivation, and it can be just as persuasive in the sale. Why is silence so important after asking a difficult sales question? Silence matters because tension often produces the answer you need, while premature talking lets the buyer escape.After a sensitive question, the salesperson must resist the urge to rescue the moment. This is a discipline many sellers struggle with. When the room goes quiet, especially after a question about personal stakes or organisational problems, the instinct is to fill the gap. That is usually a mistake. In Japan, where pauses and careful responses are more common, silence can be especially productive if handled confidently. The buyer is thinking. They are deciding how to respond. If a salesperson or colleague jumps in too early, the tension evaporates and the buyer may retreat into safe, non-committal language. That can cost valuable insight and weaken the deal. Silence is not dead air. It is working time for the buyer's brain. Do now: After asking a hard question, count silently before saying anything else. Mini-summary: Controlled silence creates space for honest answers and stronger discovery. How should you use buyer motivation in the proposal meeting? You should use it early in the presentation to show that your solution serves both the company's needs and the buyer's own definition of success. That creates a stronger emotional and commercial case. In Japan, the formal proposal often comes in a second meeting. This is where many salespeople jump straight into features, process, and technical detail. Those things matter, but the stronger move is to begin with a summary statement that connects the proposed solution to the buyer's previously stated motivation. If the buyer said success would help the team, then say the solution will help deliver that team outcome. If they hinted at smoother internal performance or stronger departmental results, bring that back explicitly. This shows that you listened, remembered, and shaped the proposal accordingly. It also tells the buyer that your solution is not generic. It is aligned with what they told you matters. Do now: Open your proposal by linking the solution to both the business problem and the buyer's stated success criteria. Mini-summary: Motivation recalled at the right moment makes the proposal feel relevant, personal, and credible. Is it really about greed in Japan, or something else? Not really. In Japan, it is usually less about greed and more about alignment with what the buyer cares about most.The goal is not to provoke selfishness. The goal is to connect your solution to meaningful motivation. That is why the phrase "greed gland" is more provocative than literal. The best salespeople are not trying to manipulate buyers into chasing rewards. They are trying to understand what the buyer wants to see happen and then demonstrate how their solution supports that outcome. Sometimes that outcome is individual. Often in Japan it is collective. Either way, the mechanism is the same: listen carefully, accept the answer at face value, and tie the bow between the earlier conversation and the current proposal. That shows attentiveness, empathy, and commercial intelligence. Buyers want to feel heard, respected, and supported in succeeding on their own terms. Do now: Focus less on extracting personal ambition and more on aligning your proposal with the buyer's real success story. Mini-summary: In Japan, effective selling is not about greed. It is about respectful alignment with stated motivation. Conclusion Stimulating buyer motivation in Japan requires finesse, not force. The most effective salespeople earn trust, ask permission, surface what success means to the buyer, and then reconnect their solution to that answer when presenting the proposal. Whether the buyer frames success as personal, team-based, or organisational, the principle stays the same: people move forward more confidently when they can see that your solution supports what matters to them. In Japan, that connection must be made with subtlety, patience, and respect. Done well, it becomes one of the strongest parts of the sales process. 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 in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including the 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, Purezen no Tatsujin, Torēningu de Okane o Muda ni Suru no wa Yamemashō, and Gendaiban "Hito o Ugokasu" Rīdā. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, hosts six weekly podcasts, and produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews on YouTube. His content is widely followed by executives seeking practical strategies for succeeding in Japan.

This and all episodes at: https://aiandyou.net/ . What is AI doing and going to do to job opportunities? What does it mean to have enough, and who has too little, and what's fair? One answer to that is to look at inequality; how different are the financial circumstances of one set of people compared to another? Here to help us understand that is Jeremy Ney, Adjunct Professor at Columbia Business School and author of an upcoming book about opportunity and inequality in America. He writes the American Inequality newsletter and was previously a macroeconomic policymaker at the Federal Reserve. His work on regional divides and economic mobility has appeared in TIME Magazine, Business Insider, BBC, NPR, PBS, and on the TED stage. We talk about how AI affects inequality in job availability, particularly recent college grads, and Jeremy has crunched a lot of current data about that. Is the answer to become a plumber or electrician? Where is the wealth dividend from automation going? We talk about the difference between low-wage and low-skill work, the Gini Coefficient, socioeconomic mobility, the cost of higher education vs the college wage premium and how schools and AI might democratize that dilemma. All this plus our usual look at today's AI headlines! Transcript and URLs referenced at HumanCusp Blog.        

The shape and shaping of the Psalter continues to be one of the more fascinating areas of biblical research. In his recent monograph on Psalm 1-3, Eric McDonnell argues that Psalms 1 and 2 constitute a two-part preface, added to an earlier collection beginning with Psalm 3. Tune in as we speak with Eric McDonnell about his new book, The Formation of Psalms 1-3 and the Arrangement of the Hebrew Psalter (Mohr Siebeck, 2026). Dr. Eric McDonnell is Adjunct Professor at Emory University, Technical Editor for TC: A Journal of Biblical Textual Criticism, Technical Editor also for Bible Odyssey, and Digital Initiatives Manager for Society of Biblical Literature/ SBL Press. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

The shape and shaping of the Psalter continues to be one of the more fascinating areas of biblical research. In his recent monograph on Psalm 1-3, Eric McDonnell argues that Psalms 1 and 2 constitute a two-part preface, added to an earlier collection beginning with Psalm 3. Tune in as we speak with Eric McDonnell about his new book, The Formation of Psalms 1-3 and the Arrangement of the Hebrew Psalter (Mohr Siebeck, 2026). Dr. Eric McDonnell is Adjunct Professor at Emory University, Technical Editor for TC: A Journal of Biblical Textual Criticism, Technical Editor also for Bible Odyssey, and Digital Initiatives Manager for Society of Biblical Literature/ SBL Press. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/biblical-studies

Mitchell Littman, Founding Partner of Littman Krooks and head of the firm's Corporate and Securities practice. A seasoned transactional lawyer, Mitchell specializes in the hospitality industry, advising on mergers and acquisitions, financing, licensing, and management deals. He regularly represents celebrity chefs, restaurants, and hotels in complex corporate transactions.Mitchell is also an Adjunct Professor of Law at Brooklyn Law School, where he teaches Transactional Skills for Start-Ups as well as seminars on corporate and transactional matters. He is a frequent speaker and panelist at investment banking and securities law conferences and is frequently quoted in news media and trade publications.For more information on our guest:linkedin.com | Caryn Antoniniwww.cultivatedbycaryn.com@carynantonini@cultivatedbycarynshow###Get great recipes from Caryn at https://carynantonini.com/recipes/

In this episode, I sit down with Dr. David Guralnick, Founder & Chair of the Learning Ideas Conference, to explore what's really happening at the intersection of AI, creativity, and learning. Building on key themes from the Learning Ideas Conference, both the February event and the upcoming June conference focused on AI. We move beyond the hype to explore how AI is actually being used in learning and workplace contexts. This is a reflective and honest conversation about the opportunities AI creates, but also the tensions it introduces. From hesitation among technical professionals, to the evolving role of creativity, to the question of whether faster always means better, we unpack what it means to integrate AI thoughtfully into our work and learning processes. Dr. David Guralnick is President and CEO of Kaleidoscope Learning, a consultant specialized in the use of technology to improve job performance, and the author of How Organizations Can Make the Most of Online Learning. He is also the current president of the International E-Learning Association, founder and chair of The Learning Ideas Conference and an Adjunct Professor at Columbia University. David has created the first e-learning-specific authoring tool, and the award-winning Watch, Rate, and Compare e-learning approach. David has won over 200 awards in the e-learning industry, and his unique approach to his consulting and project work have saved over $2 billion, due to improved employee performance, for Fortune 500 and multinational clients such as Target, IBM, GE, Time Warner, and many others. David focuses his deep knowledge of the industry to reimagine learning in higher education and the workplace. Learning Ideas Conference: https://www.learningideasconf.org Online-Only Days: May 28th - 29th, 2026 New York & Online: June 10th - 12th, 2026 Dr. David Guralnick: https://www.davidguralnick.com

Kokorogamae is one of those Japanese ideas that sounds ancient, but lands right in the middle of modern business. It means clarifying your true intention before you act. In leadership, sales, supplier relationships, and corporate culture, that intention leaks out in everything we do. People notice. Clients notice. Staff notice. And in the age of LinkedIn, Google reviews, Glassdoor, and instant reputation damage, the market notices very quickly. What does kokorogamae mean in Japanese business? Kokorogamae means your inner stance, your true intention, and the attitude sitting behind your actions. It combines kokoro, often translated as heart, spirit, or mind, with kamae, the stance taken in martial arts before action begins. In traditional Japanese disciplines such as shodo calligraphy, ikebana flower arrangement, tea ceremony, and martial arts like kendo or aikido, the master prepares the mind before moving the hand. The ink is ground carefully. The flower stems are stripped with attention. The body settles before training begins. Business should be no different. Before leaders, salespeople, executives, and entrepreneurs act, they need to ask: what is my real intention here? Do now: Before your next major decision, ask: "Is my kokorogamae self-serving, client-serving, team-serving, or enterprise-serving?" Why does true intention matter in leadership? Leadership trust begins before the leader speaks, because people read intention faster than they read strategy documents. A boss may talk about coaching, empowerment, and people development, but the team quickly senses whether the real goal is their growth or the boss's promotion. In Japan, where long-term relationships, hierarchy, reputation, and group harmony still influence business behaviour, kokorogamae matters deeply. The same is true in the US, Europe, and Australia, but the cultural signals differ. A multinational may call it leadership authenticity. A startup may call it founder values. An SME may simply call it "doing the right thing". Whatever the label, employees know when leaders are using them as stepping stones rather than investing in their capability. Do now: Leaders should ask their team, directly or anonymously: "What do you believe my true intention is when I manage you?" How does kokorogamae affect company culture? A company's culture is the accumulated evidence of its real intentions, not the slogans written on the wall. Values like integrity, teamwork, ESG, compliance, and inclusion mean little if daily behaviour says, "We win by squeezing whoever has less power." This becomes obvious in supplier relationships. Some global corporations talk loudly about ethics and governance while imposing 60-day, 90-day, or even 120-day payment terms on small suppliers. For a large company, that may be cash-flow management. For a small business, cash is oxygen. SMEs often pay each other on 30-day terms because they understand survival pressure. That is kokorogamae in action: partnership versus domination. Do now: Review your payment terms, procurement rules, and supplier conversations. They reveal your company's real ethical stance. What is the right kokorogamae in sales? The right kokorogamae in sales is not to get the sale; it is to earn the reorder. A single transaction is easy to chase, but lifetime buyer value is built through trust, suitability, and long-term partnership. Salespeople under pressure can drift into bad intention. A low base salary, high commission structure, or aggressive manager can push them to recommend whatever has the best margin rather than what best serves the client. That may work once. It rarely works twice. In B2B sales, especially in relationship-driven markets like Japan, the reorder, referral, and reputation are far more valuable than the quick win. The buyer remembers whether you solved their problem or just solved your quota problem. Do now: Sales leaders should measure repeat business, referrals, retention, and customer trust, not just monthly revenue. What happens when a business has bad kokorogamae? Bad kokorogamae eventually becomes visible, and today it becomes visible at internet speed. In the past, a poor operator could move from client to client, town to town, or deal to deal, leaving unhappy buyers behind. That game is much harder now. LinkedIn posts, online reviews, business forums, search engines, and AI-driven summaries can surface reputational patterns very quickly. A person who fails to pay suppliers, mistreats partners, or sells poor-quality products may think each incident is isolated. It is not. Digital reputation compounds. One public complaint can trigger others, and suddenly the market sees the pattern. In 2025 and beyond, your kokorogamae is no longer private. It becomes searchable. Do now: Audit what clients, suppliers, staff, and partners would say about your intention when you are not in the room. How can executives build better kokorogamae? Executives build better kokorogamae by aligning intention, action, incentives, and accountability. It is not enough to privately believe you are ethical; your systems must reward ethical behaviour. Start with leadership questions. Are managers promoted for developing people or merely hitting numbers? Are salespeople rewarded for client success or only revenue? Are suppliers treated as partners or pressured because they lack bargaining power? Are internal teams encouraged to beat competitors or fight each other for political advantage? Toyota-style continuous improvement, Dale Carnegie-style human relations, and modern leadership development all point to the same lesson: intention becomes behaviour when it is reinforced every day. Do now: Align KPIs with the behaviour you claim to value: trust, repeat business, talent growth, collaboration, and client outcomes. Final summary Kokorogamae is the quiet force behind business success. It is your real intention before the meeting, before the sale, before the negotiation, before the leadership decision. When it is right, people feel it. When it is wrong, people expose it. In modern business, especially in reputation-sensitive markets like Japan, trust is not a branding exercise. It is the outward proof of your inner stance. The secret ingredient is not mysterious. Clarify your true intention, align it with ethical action, and build relationships that can survive scrutiny. Quick actions for leaders and salespeople Ask what your team, clients, and suppliers believe your real intention is. Reward repeat business, referrals, and long-term trust. Stop using power imbalances as a business model. Treat suppliers as partners, not pressure points. Make your kokorogamae visible through consistent behaviour. FAQs What is kokorogamae? Kokorogamae is a Japanese concept meaning your true intention or inner stance before action. In business, it describes the attitude behind leadership, sales, negotiation, and trust. Why is kokorogamae important in sales? Kokorogamae matters in sales because buyers sense whether you want to help them or merely close them. The best sales intention is to earn the reorder, not just win the first transaction. How does kokorogamae relate to leadership? Leadership kokorogamae is the real intention behind how a leader treats their team. Staff quickly know whether the boss wants to develop them or use them. Can bad kokorogamae damage reputation? Yes, bad kokorogamae can damage reputation quickly because poor behaviour is now searchable and shareable.LinkedIn, reviews, forums, and AI search make business behaviour more visible than ever. 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" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. 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 discussion presented multiple perspectives on one of the most pressing questions in Middle Eastern politics today: What comes next for #iran ? Our distinguished experts: Prof. Gregory Aftandilian – Nonresident Fellow at the Arab Center Washington DC and Senior Professorial Lecturer at American University, where he teaches courses on U.S. foreign policy. He is also an adjunct faculty member at Boston University and George Mason University, teaching courses on Middle East politics. Previously, he served the U.S. government for over 20 years, including as a Professional Staff Member of the U.S. Senate Foreign Relations Committee and as a #middleeast analyst at the U.S. Department of State. He holds degrees from Dartmouth College, the University of Chicago, and the London School of Economics. Dr. Abdalmajid Katranji – Political analyst and expert on the Middle East, Islam, and Muslim American politics. He serves on the board of Emgage Action and the national board of the Syrian American Council, and has spoken at the United Nations, the United States Institute of Peace, the European Council, and the White House. Dr. Naim Joseph Salem – Holds a Ph.D. in International Studies from the University of South Carolina. He recently retired as Professor of International Affairs and Diplomacy at Notre Dame University–Louaize and currently serves as Adjunct Professor of Political Science at the Lebanese Army Military Academy. The episode was broadcast on April 24, 2026 US Arab Radio can be heard on wnzk 690 AM, WDMV 700 AM, and WPAT 930 AM. Please visit: www.facebook.com/USArabRadio/ Web site : arabradio.us/ Online Radio: www.radio.net/s/usarabradio Twitter : twitter.com/USArabRadio Instagram : www.instagram.com/usarabradio/ Youtube : US Arab Radio

Today we hear from a professor of sociology who wants to make more money. Nothing wrong with that! Let's see if we can help. Side Hustle School features a new episode EVERY DAY, featuring detailed case studies of people who earn extra money without quitting their job. This year, the show includes free guided lessons and listener Q&A several days each week.Show notes: SideHustleSchool.comEmail: team@sidehustleschool.comBe on the show: SideHustleSchool.com/questionsConnect on Instagram: @193countriesVisit Chris's main site: ChrisGuillebeau.comRead A Year of Mental Health: yearofmentalhealth.comIf you're enjoying the show, please pass it along! It's free and has been published every single day since January 1, 2017. We're also very grateful for your five-star ratings—it shows that people are listening and looking forward to new episodes.

On this episode of Fox Across America, guest host Paul Mauro gives his analysis on what the Department of Justice revealed in its indictment against the Southern Poverty Law Center. Former Acting ICE Director Jonathan Fahey explains why he's very skeptical about the legality of Virginia's recently passed redistricting measure. Attorney and Adjunct Professor at Fordham Law School Eric Seidel weighs in on how the SPLC allegedly drummed up racial hoaxes by funding them. Nassau County Executive Bruce Blakeman tells Paul how New York Governor Kathy Hochul has been wasting taxpayer dollars on programs that do not improve people's lives. Former GOP National Spokesperson Elizabeth Pipko sheds light on how the Democrats have opened up pandora's box with their redistricting win in Virginia, as states like Florida could soon follow suit and give Republicans more House seats. PLUS, New York Post financial correspondent Lydia Moynihan checks in to preview what we can expect from President Trump's long-awaited return to the White House Correspondents' Dinner. [00:00:00] Paul Mauro's mono on the SPLC indictment [00:19:55] Jonathan Fahey [00:38:35] Eric Seidel [00:57:10] Bruce Blakeman [01:15:40] Elizabeth Pipko [01:34:05] Lydia Moynihan Learn more about your ad choices. Visit podcastchoices.com/adchoices

Halle Tecco is an investor, entrepreneur, and author of the new book Massively Better Healthcare. In this live conversation, she offers advice for aspiring health tech founders, reflects on why “hustle culture” needs to be kept in check, and makes the case that founders should become anthropologists of the problems they want to solve. Most importantly, she argues that today's founders need to be “bilingual” — fluent in both healthcare and technology.Halle and Claudia cover:The early days of Rock Health in a walkup office in SF's ChinatownHow she learned to be a founder without the grindWhy AI is growing faster in healthcare than in any other industryHalle says there is lots of opportunity to build businesses in the healthcare industry, but you need to pick something you are passionate about:“It is extremely hard to be a founder. It is 10 times harder to be a founder in healthcare… you're working on what I think are the most important problems that we will be able to solve, but it's also really challenging. [Make] sure you're picking a problem that you're genuinely very passionate about solving. That will help drive you and be your North Star when things get inevitably very, very hard. “Relevant LinksBuy Halle's book Massively Better HealthcareListen to Halle Tecco's Podcast “The Heart of Healthcare”Learn more about Rock HealthMenlo Ventures report on the state of AI in healthcareAbout Our GuestHalle Tecco is an entrepreneur, angel investor, and podcast host passionate about fixing our healthcare system. She is the founder of Natalist, which was acquired by Everly Health in October 2021. Previously, Halle founded and ran Rock Health, and was also an Adjunct Professor at Columbia Business School, teaching the first MBA-level course on digital health investing.A proud first-generation college graduate, Halle earned an M.P.H. from Johns Hopkins University, an M.B.A. from Harvard Business School, and a B.S. from Case Western Reserve University. She has served as a Board Member to the International African American Museum since 2018, and as an Advisor to the Harvard Medical School Department of Biomedical Informatics since 2014. Halle has appeared in The New York Times, The Wall Street Journal, and CNBC. She was named as one of Goldman Sach's Most Intriguing Entrepreneurs and listed on the Forbes 30 under 30. She has spoken at the Aspen Ideas Festival, CES, TechCrunch Disrupt, and was a SXSW Keynote speaker.SourceConnect With UsFor more information on The Other 80 please visit our website - www.theother80.com. To connect with our team, please email claudia@theother80.com and follow us on twitter @claudiawilliams and LinkedInSubscribe to The Other 80 on YouTube so you never miss our video extras or special video episodes!

It's YOUR time to #EdUp with the Brooklyn Law School Team - Colette Rodgers, Vice President of Operations & Administration, Stephanie Galo, IT Project Manager, & Paul Jang, Director of Enterprise Infrastructure & Technology Partnerships, & Adjunct Professor of Law,In this episode, recorded LIVE from the Ellucian Live 2026 conference in Denver, Colorado,YOUR cohost is Carrie Rachal, Senior Principal Strategic Specialist, EllucianYOUR host is Dr. Jodi BlincoListen in to #EdUpThank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp!Connect with YOUR EdUp Team - ⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Dr. Joe Sallustio⁠⁠⁠⁠⁠● Join YOUR EdUp community at ⁠The EdUp Experience⁠We make education YOUR business!P.S. Want access to the only intelligence platform built exclusively from presidential conversations in higher education? Join EdUp Leadership!

What does a Christian and academic gathering space do to benefit students at state universities? The Rev. Dr. Trevor Sutton (Senior Pastor, St. Luke in Lansing, MI; Adjunct Professor of Theology at Concordia University, Irvine) joins Andy and Sarah to talk about what a Christian Study Center is, how this space intersecting Christianity and academia benefits students, what makes a Christian Study Center different from other Christian spaces around a college campus, how the idea started for a Christian Study Center at Michigan State University, why this concept is uniquely important to Pastor Sutton, and what the future holds for the Christian Study Center at Michigan State. Learn more about Christian Study Centers at cscmovement.org. For more information on the Christian Study Center at MSU, reach out to Pastor Sutton through St. Luke's website, knowingjesus.org/about-us. As you grab your morning coffee (and pastry, let's be honest), join hosts Andy Bates and Sarah Gulseth as they bring you stories of the intersection of Lutheran life and a secular world. Catch real-life stories of mercy work of the LCMS and partners, updates from missionaries across the ocean, and practical talk about how to live boldly Lutheran. Have a topic you'd like to hear about on The Coffee Hour? Contact us at: listener@kfuo.org.

This is AI x Multilateralism, a playlist of conversations at the UN Library & Archives Geneva where we're joined by experts who help us unpack the many ideas and issues at the nexus of AI and international cooperation.   For this conversation we're joined by Emily Tucker, Executive Director at the Center on Privacy & Technology and Adjunct Professor of Law, at Georgetown Law. There are many calls today to enact redlines for AI, but what about redlines for data? In this episode, we explore Emily's work and research on what's called datafication. She shares what this means, the impact of datafication on political participation and the public interest, and the implications for our collective capacity to create the futures we want as communities and societies. She also reflects on three priorities for data redlines, and what multilateral fora should be asking when it comes to how data is collected and used in today's world.   Resources: Learn about the Center on Privacy & Technology at Georgetown Law Read Emily's article "To Have Democracy, We Must Contest Data" on TechPolicy.Press Consult Emily's recommendation: "Datafication", by Ulises A Mejias and Nick Couldry (open access article, UN Library & Archives Geneva) Explore the work of The Distributed AI Research Institute, Emily's recommended open access resource. Production:    Guest: Emily Tucker Host, production and editing: Natalie Alexander Julien  Podcast Music credits: Music from #Uppbeat (free for Creators!): https://uppbeat.io/t/img/sequence License code: QZDC3ZLHIU6QJTSO #AI #ArtificialIntelligence #Data #DataRedlines #Datafication

Episode Summary: Homelessness is often viewed only through the lens of what we see on the surface—tents on sidewalks, individuals holding signs, or people who seem lost in the crowd. Yet behind every face is a story marked by trauma, loss, survival, and a longing for dignity. Today we are pulling back the curtain to look deeper into the emotional, psychological, and spiritual factors that contribute to homelessness, and more importantly, the pathways that lead toward healing, restoration, and lasting hope. Our guest, Baron King, serves on the front lines, offering trauma-informed care, emotional support, and compassionate advocacy to individuals fighting their way out of crisis. You’ll hear what truly makes a difference, how healing begins, and how we can each play a role in restoring hope to those who feel forgotten. Whether you’ve experienced instability yourself or want to better understand how to support those who do, this conversation will open your heart and strengthen your faith in the God who sees, knows, and redeems every story. Quotables from the episode: Too often, homelessness is reduced to statistics, stereotypes, or oversimplified assumptions about personal choices. But for many individuals, homelessness is the culmination of unhealed trauma, mental health challenges, broken systems, and overwhelming life circumstances. Yet, every face is a story, sometimes marked by trauma, loss, survival, even a longing for dignity. To every complex problem, there's a simple answer and it's always wrong. It's rare that somebody presents themselves to our agency and the only reason that they are unsheltered or homeless is because of lack of housing. Perhaps they have physical or psychological disabilities or challenges. Perhaps they're a caregiver of somebody that's dependent and they lack some of these social safety nets that other people have and they don't have. So, it's usually very multifactorial. But I would propose that if any of us were unsheltered for 6, 8, 12 months, that we would be demonstrating signs and symptoms of depression, anxiety, and despondency. What I've realized is they can't sleep at night, and they come into our facility because they won't get assaulted and they can get sleep. I think one of the things that people really struggle with, and I think that most people probably wouldn't realize this, is a loss of identity. You know, dignity is the first thing people lose when they become homeless. No one, no one chooses to be unsheltered. No one chooses to be homeless. Scripture References: Isaiah 58:10 “If you spend yourselves on behalf of the hungry and satisfy the needs of the oppressed, then your light will rise in the darkness, and your night will become like the noonday.” Proverbs 19:17 “Whoever is kind to the poor lends to the Lord, and he will reward them for what they have done.” Recommended Resources: Sacred Scars: Resting in God’s Promise That Your Past Is Not Wasted by Dr. Michelle Bengtson The Hem of His Garment: Reaching Out To God When Pain Overwhelms by Dr. Michelle Bengtson Today is Going to be a Good Day: 90 Promises from God to Start Your Day Off Right by Dr. Michelle Bengtson Breaking Anxiety’s Grip: How to Reclaim the Peace God Promises by Dr. Michelle Bengtson Breaking Anxiety’s Grip Free Study Guide Free PDF Resource: How to Fight Fearful/Anxious Thoughts and Win Hope Prevails: Insights from a Doctor’s Personal Journey Through Depression by Dr. Michelle Bengtson Hope Prevails Bible Study by Dr. Michelle Bengtson Free Webinar: Help for When You’re Feeling Blue Social Media Links for Host and Guest: Connect with Baron King: Website CHATT Foundation / Facebook / Instagram / Podcast Connect with Dr. Bengtson: Order Book Sacred Scars / Order Book The Hem of His Garment / Order Book Today is Going to be a Good Day / Order Book Breaking Anxiety’s Grip / Order Book Hope Prevails / Website / Blog / Facebook / Twitter (@DrMBengtson) / LinkedIn / Instagram / Pinterest / YouTube / Podcast on Apple Guest: Baron S King, LPC, NCC, is the current President and Chief Executive Officer of The CHATT Foundation, formerly the Chattanooga Community Kitchen, a non-profit corporation serving the homeless community in the greater Chattanooga region. Prior to that Mr. King served as the CEO of Liberty Ministries, Inc., a large non-profit serving men and women inside state and county prisons of Pennsylvania and those upon release in residential transition programs. Prior to that, Mr. King served as the Director of Health and Counseling services, Clinical Director, and Adjunct Professor of Psychology at Cairn University in southeastern PA. Mr. King holds a BS degree in Theology, a MS in Clinical Psychology, and has an extensive background in Organizational Leadership and Development. Mr. King is passionate about providing services and support to underserved people groups and providing pathways to self-sustainability. Hosted By: Dr. Michelle Bengtson Audio Technical Support: Ashton Bengtson Discover more Christian podcasts at lifeaudio.com and inquire about advertising opportunities at lifeaudio.com/contact-us.