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What are the moments that defined you?Last week we had an in depth conversation with star investor Halle Tecco about creating massively better healthcare in the US.Today, she joins us to talk about the 3 moments that defined her and the wisdom gained so far in life. From choosing a life partner, to deciding whether to have children, to choosing to leave your home town and prioritise adventure. About Halle Tecco:Halle Tecco is an entrepreneur and investor passionate about fixing the healthcare system.She is the co-founder of Co-fertility - a company rewriting the egg freezing and egg donation experience. She is also the founder of Natalist and Rock Health, one of the pioneering digital health early-stage venture funds.Now, as Course Director at Harvard Medical School and Adjunct Professor at Columbia Business School, she supports future healthcare leaders through teaching.She is also the creator of The Heart of Healthcare Podcast, the #1 podcast in health tech, and is about to release a book, “Massively Better Healthcare: The Innovator's Guide to Tackling Healthcare's Biggest Challenges”.Building a purpose driven company? Read more about Giant Ventures at www.Giant.vc.Music credits: Bubble King written and produced by Cameron McLain and Stevan Cablayan aka Vector_XING. Please note: The content of this podcast is for informational and entertainment purposes only. It should not be considered financial, legal, or investment advice. Always consult a licensed professional before making any investment decisions.
In this episode of Cultish, we explore why Korea has become a center for a new wave of cult movements—and why the global church should pay attention. If Dr. Walter Martin were alive today, he'd likely be addressing the rise of groups like Shincheonji, the World Mission Society Church of God, Jesus Morning Star, and many others now infiltrating churches throughout the Western world.We're joined by Pastor Yang, who serves as an Adjunct Professor of New Testament at the Presbyterian University and Theological Seminary in Seoul. He holds a Doctor of Theology in New Testament and, from 2023 to 2024, served as a Visiting Scholar at Trinity Evangelical Divinity School in Illinois.Also joining us is Chris, a former member of Shincheonji and returning guest, sharing his firsthand experience and ongoing efforts to raise awareness about the growing influence of Korean cults around the world.Partner With Us & Be Part of the Mission to Change Lives: HERESHOP OUR MERCH: HEREPlease consider subscribing to our YouTube Channel: CultishTV.comCultish is a 100% crowdfunded ministry. -- Email Chris & Pastor Yang: biblev@daum.net Chris@examiningthecults.org Chris's Website: HEREChris's YouTube: HEREPastor Yang's YouTube: HERE
What if the solutions to humanity's greatest challenges — on Earth and beyond — have already been invented by nature? In this forward-looking talk, evolutionary biologist and astrobiologist Dr. Lynn Rothschild explores how life's patterns, materials, and mechanisms, refined over billions of years, can serve as a blueprint for building better futures on Earth and other planets. Drawing on insights from deep time, Dr. Rothschild will open the doors to “nature's hardware store” — a vast, largely untapped reservoir of biological strategies available to scientists, engineers, and innovators. From self-healing materials and bio-inspired architecture to regenerative systems for space exploration, she reveals how biology is shaping the frontiers of technology and inspiring bold, surprisingly practical solutions to complex problems. Grounded in astrobiology and evolutionary insight, this talk invites us to rethink innovation through the lens of life itself and to explore what's possible when we tap into nature's storehouse of intelligence to solve the challenges of tomorrow. Lynn J. Rothschild is a research scientist at NASA Ames and Adjunct Professor at Brown University and Stanford University working in astrobiology, evolutionary biology and synthetic biology. Rothschild's work focuses on the origin and evolution of life on Earth and in space, and in pioneering the use of synthetic biology to enable space exploration. From 2011 through 2019 Rothschild served as the faculty advisor of the award-winning Stanford-Brown iGEM (international Genetically Engineered Machine Competition) team, exploring innovative technologies such as biomining, mycotecture, BioWires, making a biodegradable UAS (drone) and an astropharmacy. Rothschild is a past-president of the Society of Protozoologists, fellow of the Linnean Society of London, The California Academy of Sciences and the Explorer's Club and lectures and speaks about her work widely.
In this episode, Julia speaks with Mai Chen, constitutional lawyer, author, and change-maker, about one of the most overlooked challenges of leading finding the energy to keep going when you feel stuck. Mai reflects on what she calls “transcending worlds” - the process of shifting from one phase of life or leadership into another, especially after exhaustion or disappointment. She shares how energy, not time, is the true currency of leading, and how we often drain it trying to meet expectations, fit into old definitions of success, or push through without rest. The conversation explores how to pause without guilt, rebuild momentum after burnout, and reconnect with a sense of purpose that feels alive again. Mai's reflections remind us that the real work of leading isn't just about direction, it's about the Energy that sustains it. Listen to this episode to learn how to regenerate Energy when you're stuck, and how to transcend the worlds that no longer serve your growth. About the Guest: Dr Mai Chen (LLB(Hons)(Otago), (LLM(Harvard),HonLLD(Otago), CMInstD), is a top barrister in NZ and President of NZ Asian Lawyers. She was previously Managing Partner, Chen Palmer Public and Employment law Specialists, independent non-executive Director, Bank of New Zealand Board, New Zealand, a member of the New Zealand Securities Commission member, Adjunct Professor at the University of Auckland Business School and School of Government, the Inaugural Chair, NZ Global Women, and a top 10 finalist, 2014 and 2016 New Zealander of the Year
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
Feeling busier and more distracted than last year? You're not imagining it—and you're not powerless. This guide turns a simple "peg" memory method into a fast, executive-friendly workflow you can use on the spot. Why do we forget more at work—and what actually helps right now? We forget because working memory is tiny and modern work shreds attention; the fix is to externalise what you can and anchor what you can't. As channels multiply—email, LinkedIn, WhatsApp, Line, Telegram—messages blur and retrieval costs explode. First, move details out of your head and into calendars, task apps, and checklists. Second, when you must recall live (presentations, Q&A, pitches), use a method that forces order on demand. That's where "peg numbers + peg words + peg pictures" wins: it's fast, portable, and doesn't depend on a screen. Do now: Decide which meetings require live recall versus notes-on-desk. Use tools for storage; use pegs for performance. What is the Peg Method—and why does it work under pressure? The Peg Method gives you nine permanent "hooks" (1–9) that never change; you hang today's items on those hooks using vivid mini-scenes. Consistency is the trick. When the pegs stay fixed, recall becomes automatic: say the peg, see the picture, retrieve the item—in order. This scales from shopping lists to leadership talking points, risk registers, and sales objections during a live demo. Executives like it because it's device-free, language-agnostic, and works whether you're in Tokyo, Sydney, or Seattle. Do now: Lock your baseline pegs today so they never change: 1 = Run, 2 = Zoo, 3 = Tree, 4 = Door, 5 = Hive, 6 = Sick, 7 = Heaven, 8 = Gate, 9 = Wine. How do I build pictures that "stick" in seconds? Use A-C-M-E: Action, Colour, Me, Exaggeration—three-second scenes beat perfect ones. Give each peg-scene movement (Action), crank the saturation (Colour), put yourself in the frame (Me), and overdo scale or drama (Exaggeration). You don't need to "see" it like a film; a whispered line works ("Door: Johanna blocks sign-off"). Across markets, this reduces blank-outs because your brain encodes motion, salience, and self-relevance faster than abstract text. Do now: Practise with two items right now—peg #1 Run and #2 Zoo—timing yourself to three seconds per image. Can pegs really keep a long list in order? (Worked example) Yes—because the order is baked into the numbers, you can recite forwards, backwards, or jump to any slot. Try this city sequence: Sydney, Toronto, São Paulo, Johannesburg, Seattle, London, Mumbai, Vladivostok, Kagoshima. 1 Run: sprint alongside a kangaroo (Sydney) with a starter pistol; 2 Zoo: monkeys hurl "Toronto" nameplates; 3 Tree: a palm bends under a "São Paulo" sash; 4 Door: "Johannesburg" is painted thick across a revolving door; 5 Hive: bees wear "Seattle" face masks; 6 Sick: a syringe squirts the word "London"; 7 Heaven: "Mumbai" descends pearl-white stairs; 8 Gate: a rail gate slams down with "Vladivostok"; 9 Wine: a crate stamped "Kagoshima." Do now: Recite pegs in rhythm—run, zoo, tree, door…—then replay the scenes. Test #7 or #4 out of order to prove the jump-to-slot works. What if I'm "not visual," get confused, or blank on stage? Say the peg aloud and attach a one-line cue; keep pegs permanent; rehearse forwards and backwards. If imagery feels fuzzy, talk it: "Tree: São Paulo sash." The rhyme is your safety rail. Confusion usually comes from changing pegs—don't. Under pressure, we default to habits; two short reps (forward/back) create enough redundancy to survive a curve-ball question. If lists exceed nine, chunk them (1–9, 10–18) or create a second peg set for a different category (e.g., "Client Risks"). Do now: Lock your 1–9; rehearse your next briefing once forward, once backward, standing up to simulate pressure. How do I integrate pegs with my 2025 workflow without more cognitive load? Use a two-lane system: tools for storage and pegs for performance; tag owners and dates inside the images to encode accountability. Calendars, CRMs, and project trackers still carry due dates, attachments, and threads. Pegs handle what you must say from memory: topline metrics, names, objections, decisions. For leadership teams across APAC, EU, and North America, this reduces meeting drag and hedges against tech hiccups. Pro tip: weave critical metadata into the scene ("Door: Sarah blocks approval until Friday 17:00"). Do now: Pick one recurring meeting and move its opening five points to pegs; keep everything else in your agenda doc. Conclusion: design around your brain, don't fight it Your brain isn't failing—you're asking it to juggle too much in noisy environments. Externalise the bulk; anchor the rest with nine permanent pegs and A-C-M-E pictures. In a week, the "snap-back" effect appears: you say the peg, the scene plays, and the item drops into place—without the stress. Do now: Lock pegs 1–9, run the five-minute drill today, and use pegs for your very next high-stakes conversation. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.
Have you ever named your car? Or caught yourself baby-talking to your cat like he's a tiny human? You're not alone, and there's actually fascinating science behind why we do this. We anthropomorphize everything from our Roombas to our houseplants, but is this quirk helping or hurting us? Justin Gregg is an animal cognition researcher, a Senior Research Associate with the Dolphin Communication Project and an Adjunct Professor at St. Francis Xavier University. His new book, Humanish, explores what our tendency to humanize reveals about us—and why it might actually be one of our smartest habits. Learn more about your ad choices. Visit megaphone.fm/adchoices
THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan
"Relationships come before proposals; kokoro-gamae signals intent long before a contract". "Nemawashi wins unseen battles by equipping an internal champion to align consensus". "In Japan, decisions are slower—but execution is lightning-fast once ringi-sho is approved". "Detail is trust: dense materials, rapid follow-ups, and consistent delivery reduce uncertainty avoidance". "Think reorder, not transaction—lifetime value grows from reliability, patience, and face-saving flexibility". In this Asia AIM conversation, Dr. Greg Story reframes B2B success in Japan as a decision-intelligence exercise grounded in trust, patience, and detail. The core insight: buyers are rewarded for avoiding downside, not for taking risks. Consequently, a new supplier represents uncertainty; price discounts rarely move the needle. What does? Kokoro-gamae—demonstrable, client-first intent—expressed through meticulous preparation, responsiveness, and long-term commitment. Greg's journey began in 1992 when his Australian consultative selling failed to gain traction. The lesson was blunt: until trust is established, the offer is irrelevant because the buyer evaluates the person first. From there, the playbook is distinctly Japanese. Nemawashi—the behind-the-scenes groundwork—recognises that many stakeholders can say "no." External sellers seldom meet these influencers. The practical move is to equip an internal champion with detailed, risk-reducing materials and flexible terms that make consensus safer. Once the ringi-sho (circulating approval document) moves, execution accelerates; Japan trades slow decisions for fast delivery. Greg emphasises information density and speed. Japanese firms expect thick printouts, technical appendices, and rapid follow-ups—even calls to confirm an email was received. This signals reliability and reduces the purchaser's uncertainty. Trial orders are common; they are not small but strategic—tests of quality, schedule adherence, and flexibility. Win the test, and the budget cycle (often April-to-March) can position the supplier for multi-year reorders. Culturally, face and accountability shape referrals. Testimonials are difficult because clients avoid responsibility if something goes wrong. Longevity itself becomes social proof: "We've supplied X for ten years" carries weight. Greg's hunter-versus-farmer distinction highlights the need to support new logos with dedicated account "farmers" who manage detail, cadence, and service levels that earn reorders. Patience is tactical, not passive. "Kentō shimasu" may mean "not now," so he calendarises a nine-month follow-up—enough time for internal conditions to change without ceding the account to competitors. Throughout, he urges leaders to think in lifetime value, align to budget rhythms, and communicate more than feels natural. The result is a high-trust system where consensus reduces organisational risk—and where suppliers that master nemawashi, detail, and delivery become integral partners rather than interchangeable vendors. Q&A Summary What makes leadership in Japan unique? Leadership succeeds when it reduces organisational risk and preserves face during consensus formation. Nemawashi equips internal champions to address objections before meetings, while ringi-sho formalises agreement. Leaders who foreground kokoro-gamae, provide dense decision packs, and allow time for alignment see decisions stick and execution accelerate. Why do global executives struggle? Western managers often prize speed, big-room persuasion, and minimal detail. In Japan, uncertainty avoidance is high; buyers seek exhaustive documentation and incremental proof via pilots. Under-investing in detail or follow-up reads as unreliable. Overlooking budget cycles and internal approvals leads to mistimed asks and stalled ringi. Is Japan truly risk-averse? Individuals are incentivised to avoid downside, which shifts decisions from "risk-taking" to "risk-mitigation." The system favours tested suppliers, visible track records, and trial orders. Price rarely offsets perceived risk. Trust and history function as risk controls; once approved, delivery speed reflects the system's confidence. What leadership style actually works? A patient, service-led style that privileges relationships over transactions. Leaders ask permission to ask questions, listen for hidden constraints, and co-design low-risk pilots. Farmers—or hunter-farmer teams—sustain cadence, escalate issues early, and remain flexible as conditions change, protecting the champion's face and the consensus. How can technology help? Decision intelligence platforms can map stakeholders and sentiment across the approval chain. Digital twins of delivery schedules and SLAs, plus living dashboards of quality metrics, give champions ringi-ready evidence. Structured knowledge bases, rapid response workflows, and audit trails strengthen reliability signals during nemawashi. Does language proficiency matter? Language builds rapport, but process fluency matters more: understanding nemawashi, ringi-sho, and budget cycles; providing dense Japanese-language materials; and maintaining a proactive follow-up cadence. Bilingual support teams and translated technical appendices can materially lower perceived risk. What's the ultimate leadership lesson? Optimise for the reorder, not the first sale. Reliability, speed of follow-up, document density, and cultural fluency compound into durable trust. Japan rewards those who "hasten slowly," then deliver flawlessly when the decision finally lands. Timecoded Summary [00:00] Context and thesis: Japan's B2B environment rewards risk mitigation over risk-taking; relationships precede proposals. Greg recounts his early failure applying Australian consultative selling before building rapport and trust as prerequisites. [05:20] Nemawashi in practice: Many stakeholders can veto; sellers rarely meet them. Equip the champion with dense packs, options, and flexibility to navigate objections. Ringi-sho formalises consensus, and once signed, execution accelerates. [12:45] Detail and responsiveness: Japanese buyers expect information-rich printouts and fast follow-ups—even same-day responses. Trial orders function as risk-controlled tests of quality, schedule, and flexibility. Delivery during trials sets the tone for long-term partnership. [18:30] Referrals and proof: Public testimonials are rare due to accountability risk. Tenure becomes currency—long relationships serve as de-risking signals to new buyers. Social proof derives from sustained performance, not logos on a webpage. [24:10] Cadence and patience: "Kentō shimasu" often means "not now." Calendarise a nine-month check-in to match likely internal change cycles. Align proposals to April budget rhythms to avoid timing out. Maintain polite persistence without pushiness. [31:05] Operating model: Pair hunters with farmers; once a deal lands, a service-led team manages detail, SLAs, and face-saving flexibility. Leaders message lifetime value, not quarterly wins, and use technology (decision intelligence, digital twins, knowledge bases) to support nemawashi and ringi. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.
Welcome to Breaking Down Boxes. We have compelling conversations with entrepreneurs in the packaging space. In this episode we talk with Paul Centenari of Atlas Container.Paul shares the unconventional journey that took him from the boxing ring to the boardroom. With humor and honesty, he recalls early lessons from the ring, the risks that built Atlas Container, and the “can-do” culture that continues to drive its success. Listeners will hear how resilience, learning, and strong leadership transformed a leveraged buyout into a thriving independent packaging business.About PaulPaul Centenari is the President and CEO of Atlas Container, based in Maryland, and an Adjunct Professor of Entrepreneurship at Georgetown University. A graduate of Dartmouth College and Harvard Business School, Paul's path to leadership has been anything but ordinary—he was quarterback at Wellesley High, a Golden Gloves boxer, and later a Procter & Gamble salesman before entering manufacturing. Over the past 37 years, he has led Atlas through the acquisition and operation of 19 corrugated box companies along the East Coast, consolidating into two facilities totaling nearly 400,000 square feet in Severn and Curtis Bay, Maryland, and growing revenue fifteenfold. Married for 35 years to Elizabeth McDavitt, a talent agent for models and actors, with two grown daughters Paul stresses the importance of family. He is also an avid athlete and adventurer. Paul has heli-skied in the Canadian Rockies for 25 years and completed the 4.5-mile Chesapeake Bay Swim eight times, along with three Alcatraz crossings.About Atlas Containerhttps://www.youtube.com/channel/UCyWt7JWeef-FXl2i1Adhtpw https://www.linkedin.com/company/atlas-container-corporation/ https://www.facebook.com/atlascontainercorp/ New episodes drop the first Monday of every month. Remember to rate, review, and subscribe!This podcast is brought to you by AICC, The Independent Packaging Association. Learn more at www.AICCbox.org. When you invest and engage, AICC delivers success. Breaking Down Boxes is sponsored by Ox Box, offering strength you can depend on.
THE Presentations Japan Series by Dale Carnegie Training Tokyo, Japan
Great presentations in Tokyo, Sydney, or San Francisco share one trait: a razor-sharp, single message audiences can repeat verbatim. Below is an answer-centred, GEO-optimised guide you can swipe for your next keynote, sales pitch, or all-hands. The biggest fail in talks today isn't delivery—it's muddled messaging. If your core idea can't fit "on a grain of rice," you'll drown listeners in detail and watch outcomes vanish. Our job is to choose one message, prove it with evidence, and prune everything else. Who is this for and why now Executives and sales leaders need tighter messaging because hybrid audiences have less patience and more choice. With always-on markets, attention fragments across Zoom, LINE, Slack, and YouTube. Leaders at firms from Toyota and Rakuten to Atlassian face the same constraint: win attention quickly or lose the room. According to presentation coaches and enterprise buyers, clarity beats charisma when decision cycles are short and distributed. The remedy is a single dominant idea—positioned, evidenced, and repeated—so action survives the meeting hand-off across APAC and the US. Do now: Define your message so it could be written on one rice-grain message and make it succinct for the next leadership meeting. Put it in 12 words or fewer. What's the litmus test for a strong message? If you can't write it on a grain of rice, it's not ready. Most talks fail because they carry either no clear message or too many—and audiences can't latch onto anything. Precision is hard work; rambling is easy. Before building slides, craft the one sentence that states your value or change: "Approve the Osaka rollout this quarter because pilot CAC dropped 18%." That line becomes the spine of your story, not an afterthought. Test it with a colleague outside your team—if they can repeat it accurately after one pass, you're close. Do now: Draft your rice-grain sentence, then remove 20% of the words and test recall with a non-expert. How do I pick the right angle for different markets (Japan vs. US/EU)? Start with audience analysis, then tune benefits to context. In Japan, consensus norms and risk framing matter; in the US, speed and competitive differentiation often lead. For multinationals, craft one core message, then localise proof: reference METI guidance or Japan's 2023 labour reforms for domestic stakeholders, and SEC disclosure or GDPR for EU/US buyers. Whether pitching SMEs in Kansai or a NASDAQ-listed enterprise, the question is the same: which benefit resonates most with this audience segment—risk reduction, growth, or compliance? Choose the angle before you touch PowerPoint. Do now: Write the audience profile (role, risk, reward) and pick one benefit that maps to their highest pain this quarter. How do titles and promotion affect turnout in 2025? Titles are mini-messages—bad ones halve your attendance. Hybrid events live or die on the email subject line and LinkedIn card. If the title doesn't telegraph the single benefit, you burn pipeline. Compare "Customer Success in 2025" with "Cut Churn 12%: A Playbook from APAC SaaS Renewals." The second mirrors your rice-grain message and triggers self-selection. Leaders frequently blame marketing or timing, when the real culprit is a fuzzy message baked into the title. Do now: Rewrite your next talk title to include the outcome + timeframe + audience (e.g., "Win Enterprise Renewals in H1 FY2026"). What evidence earns trust in the "Era of Cynicism"? Claims need hard evidence—numbers, names, and cases—not opinions. Treat your talk like a thesis: central proposition up top, then chapters of proof (benchmarks, case studies, pilot metrics, third-party research). Executives will discount adjectives but accept specifics: "Rakuten deployment reduced onboarding from 21 to 14 days" beats "faster onboarding." B2B, consumer, and public-sector audiences vary, but all reward verifiable sources and clear cause-and-effect. Stack your proof in three buckets: data (metrics), authority (laws, frameworks), and example (case). Do now: Build a 3×3 proof grid (Data/Authority/Example × Market/Function/Timeframe) and attach each item to your single message. Why do speakers drown talks with "too many benefits," and how do I stop? More benefits dilute impact; pick the strongest and double-down. The "Magic Formula"—context → data → proof → call to action → benefit—works, but presenters keep adding benefits until the original one blurs. In a distracted, mobile-first audience, every extra tangent taxes working memory. Strip supporting points that don't directly prove your main claim. Keep sub-messages subordinate; if they start competing, they're out. In startups and conglomerates alike, restraint reads as confidence. Do now: Highlight the single, most powerful benefit in your deck; delete lesser benefits that don't strengthen it. What's the fastest way to improve clarity before delivery? Prune 10% of content—even if it hurts. We're slide hoarders: see a cool graphic, add it; remember a side story, add it. The fix is a hard 10% cut, which forces prioritisation and reveals the true spine of the message. This discipline improves absorption for time-poor executives and buyers across APAC, Europe, and North America. If a slide doesn't prove the rice-grain line, it goes. Quality over quantity wins adoption. Do now: Run a "10% reduction pass" and read your talk aloud; if the message lands faster, lock the cut list. Conclusion & Next Steps One message. Fit for audience. Proven with evidence. Ruthlessly pruned. That's how ideas travel from your mouth to their Monday priorities—across languages, time zones, and business cycles. Next steps for leaders/executives: Write your rice-grain line and title variant. Build a 3×3 proof grid and assign owners to collect evidence by Friday. Cut 10% and rehearse with a cross-functional listener. Track outcomes: decisions taken, next-step commitments, or pipeline created. FAQs What's a "rice-grain" message? It's your core point compressed into ≤12 words—easy to repeat and hard to forget. How many benefits should I present? One main benefit; others become proof points or get cut. How much should I cut before delivery? Remove at least 10% to improve clarity and retention. Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg delivers globally across leadership, communication, sales, and presentation programs. He is the author of Japan Business Mastery, Japan Sales Mastery, Japan Presentations Mastery, Japan Leadership Mastery, and How to Stop Wasting Money on Training; Japanese editions include ザ営業 and プレゼンの達人. Greg also publishes daily business insights on LinkedIn/X/Facebook and hosts multiple weekly podcasts and YouTube shows including The Cutting Edge Japan Business Show and Japan Business Mastery.
Across Southeast Asia, we're all grappling with plastic waste, from rivers choked with bottles and packaging to new proposals for “waste-to-energy” plants that promise to turn rubbish into electricity. But are these really solutions, or just shifting the problem elsewhere? The Philippines, like Malaysia, faces this tension between convenience, consumption, and sustainability too. In this episode, we're joined by two experts from the Philippines who've spent years studying and tackling these issues: Dr. Jorge Emmanuel, an environmental scientist and former UN Chief Technical Advisor on the Environment, who's worked with the WHO and UNDP on safe and sustainable waste management, who's currently an Adjunct Professor and Senior Research Fellow at Silliman University Philippines, and also Merci Ferrer, the Co-Convenor for War on Waste Negros Oriental, and the President of the Philippines Office for the Global Alliance of Incinerator Alternatives (GAIA). Together, we'll explore what it really takes to move toward cleaner, more sustainable ways of living. Image Credit: ShutterstockSee omnystudio.com/listener for privacy information.
Session: 5Date of First Use: November 16, 2025Title: When a Time of Inactivity Slows You DownThe Point: Use unexpected downtime to prepare for what's next.Life Connection: We lead busy lives, but sometimes an unplanned event puts a stop to our plans. It might be a delayed flight, staying at home with a sick child, or something else that causes us to sit and wait. We can get frustrated, or we can make use of the delay to prepare for what God may have waiting for us. We can make “the most of the time” (Eph. 5:16) to focus on our walk with God.Session Passage: Acts 1:4-8,12-14; 2:1-4Host: Ryan J. Sanders; Team Lead, Bible Studies for LifeCo-Host: Chris Johnson; Content Editor, Bible Studies for Life: SeniorsGuest: P. J. Dunn is the Discipleship Consultant for Georgia Baptist Mission Board and Adjunct Professor at New Orleans Baptist Theological Seminary.
The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo, Japan
In Japan, why is "capable and loyal" no longer enough? Answer: Technology, the post-1990 restructuring of management layers, and globalisation have reshaped how work moves in Japan. Because hierarchies compressed and expectations widened, teams now face faster cycles and more frequent transitions. AI will add further disruption, so stability must be created by leadership rather than assumed from tenure. Mini-summary: Hierarchy compression + globalisation + AI = persistent change; leadership provides the rhythm that tenure used to provide. In Japan, what should managers do first to stabilise teams? Answer: Become organised mentors. Because time chaos at the top cascades downward, protecting calendar space for one-to-ones and guidance is essential. The "oxygen mask" analogy applies: secure your time so you can support others. When managers allocate attention reliably, change feels navigable, not overwhelming. Mini-summary: Protect time → deliver mentoring → convert uncertainty into a manageable sequence. In Japan, how should career expectations be reset? Answer: Because organisations are flatter and a demographic wave is cresting, there are fewer classic top roles at the traditional time. Life expectancy is rising, so people will likely work into their seventies; seventy-five may feel young. Set expectations around longer arcs and slower title movement while emphasising capability that compounds. Mini-summary: Fewer rungs + longer careers → plan for slower promotions and longer compounding. In Japan, what happens around age sixty and why does finance matter? Answer: Many "retired" employees move to annual contracts at roughly half pay. Because public health funding strains, individual medical cost burdens increase, and support prioritises those on lower incomes. Therefore, financial preparation and investment literacy become urgent well before sixty. Mini-summary: Contract shifts + rising health costs → start financial planning early. In Japan, how do relationships and visible expertise replace lifetime employment? Answer: The single-employer model is fading. Because younger professionals will move more, they need broader networks and stronger relationships to get things done. AI and robots remove routine tasks, so genuine expertise—and making sure others know you have it—becomes decisive. Training is the hedge against automation. Mini-summary: Build bigger networks; pair real expertise with visibility to stay valuable. In Japan, how should younger professionals calibrate ambition? Answer: "Start at the top" is unrealistic. Because two-year job-hopping weakens skills and ties, patience becomes the deciding factor. Go broad initially to learn the field, then go deep to build automation-proof expertise through exposure and experience. Mini-summary: Depth + patience beat nomadism for durable credibility. In Japan, how will demographics affect leadership composition? Answer: Worker shortages and limited immigration will increase female participation; "the boss is a lady" will become normal. Because capability leads outcomes, teams should align expectations with this reality quickly. Mini-summary: Treat women leaders as normal; structure work so capability thrives. In Japan, what do global matrices and language require day-to-day? Answer: Cross-border leadership will be common in both directions, often remotely. Translation technology helps, but human-to-human interaction still needs direct fluency; machines will not replace that soon. Mini-summary: Reliable, clear communication plus real language skill underpins trust. In Japan, what stance should leaders take at this inflection point? Answer: Be a mentor to both older and younger staff entering unfamiliar terrain. Because AI is a wild card without road maps, managers who adapt processes and expectations will recruit and retain more easily; those who do not will feel increasing pressure. Mini-summary: Organise time, set honest expectations, model steady adaptation. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, he is certified globally across leadership, communication, sales, and presentation programmes, and has authored multiple best-sellers including Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, alongside Japanese editions such as Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人). He publishes daily blogs, hosts six weekly podcasts, and produces three weekly YouTube shows including The Cutting Edge Japan Business Show.
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo, Japan
"Get your hands dirty: credibility in Japan is built in the field, not the boardroom". "Bridges beat barriers: headquarters alignment turns local problems into solvable projects". "Make people proud: structured "poster sessions" spark ownership, ideas and nemawashi". "Decisions at the edge: push market choices to those closest to customers, then coach". "Trust travels: clear logic, calm feedback, and consistency convert caution into commitment". Belgian-born power-electronics engineer turned global executive, Erwin Yseijin leads Semikron Danfoss in Japan with more than three decades across Japan, Germany, and Taiwan. Beginning as a hardware engineer in switch-mode power supplies and motor drives, he joined a Japanese semiconductor firm in Munich in 1989 and relocated to Japan in 1992, learning operations, production planning, quotations, and logistics from the inside. Subsequent leadership roles at Infineon included Japan and a five-year post-merger integration in Taiwan overseeing ~50 R&D engineers and close OEM relationships across PCs, routers, and wireless. After a gallium-nitride startup stint in Dresden, he joined Semikron, later Semikron Danfoss, leading APAC reorganisation, factory consolidation, and a direct-plus-distribution sales model, before becoming Japan President. Fluent in the technical, commercial, and cultural languages of the region, he specialises in aligning headquarters and local teams, and in building pragmatic, customer-led organisations in Japan. Erwin Yasvin exemplifies the hands-on leader who earns trust in Japan by showing up where problems live. His credo—"get your hands dirty"—is not metaphorical. When customers escalate issues, he goes with sales to uncover root causes and secure head-office commitments on the spot. That credibility shortens cycles in a market where 100% quality is table stakes and where the service "extra mile" extends even a decade beyond a nominal warranty. A European by training and temperament, he learned Japanese corporate practice from the inside in the early 1990s, when multilayered hierarchies still defined decision flow. Rather than railing against the pyramid, he mined its upside: leaders who rise through layers bring practical judgement and empathy for shop-floor realities. Yet he also streamlined speed by bridging headquarters and Japan—translating commercial logic, technical constraints, and customer detail into decisions the field can act on. He builds voice and pride through "poster sessions": monthly forums where team members present customers, markets, wins, and bottlenecks to peers. That design triggers nemawashi—quiet pre-alignment—and fosters cross-functional curiosity. By picking one or two ideas from each session and ensuring execution, he turns speaking up into visible impact. Decision rights sit with those closest to the market. Each salesperson owns one or two verticals—motor drives, wind, solar, energy storage, UPS—with accountability for target customers, competitive intel, product needs, and pricing. Headquarters supports with budgets for samples and after-warranty analysis, signalling trust with money. Where ambiguity or urgency is high—such as the 2022 exchange-rate shock—he decomposes the "working package" into digestible actions, avoiding paralysis. Mistakes are coached privately and framed as leadership accountability: if an error occurred, expectations weren't clear enough. Monthly one-on-ones, written agendas, and evidence-led conversations establish a durable logic chain that travels across language boundaries. Culture-wise, he neither copies a Japanese firm nor imposes a foreign pace. Instead, he articulates values—efficient workdays, transparent processes, skill development—while adapting compensation to local norms through a hybrid bonus model that blends guaranteed and performance-tied elements. Asked how outsiders should lead in Japan, Yasvin stresses credibility, example, and constancy: be present in the hard moments, don't over-promise, and speak in clear, digestible steps. In a country where consensus and detail orientation are prized, leaders win by aligning logic with respect—turning caution into momentum without sacrificing quality. Q&A Summary What makes leadership in Japan unique? Japan blends layered hierarchies with high expectations for managers to understand field-level problems. Leaders gain status less by slogan and more by track record. Consensus is built through nemawashi and formalised via ringi-sho, with detail-rich documentation that honours uncertainty avoidance while preserving quality. The upside of layers is decision empathy; the downside can be speed—unless leaders bridge across functions and headquarters. Why do global executives struggle? Many push headquarters logic without translating it into local realities: customer expectations of zero defects; service beyond written warranty; and process fidelity (e.g., traceability standards) that must integrate into Japanese customers' own systems. Leaders also misread how "pride" shows up—quietly, not publicly—and miss mechanisms (like poster sessions) that let people contribute without confrontation. Is Japan truly risk-averse? Not exactly; it's uncertainty-averse. When leaders clarify the "box" and broaden it gradually, teams will step forward. Decomposing problems (e.g., FX pass-through frameworks) turns ambiguity into executable steps. Decision intelligence—structured data, clear thresholds, defined triggers—reduces uncertainty and enables action without violating quality norms. What leadership style actually works? Lead by example; be visibly present at customer flashpoints. Push decisions to the edge (market owners), back them with budgets, and coach in private. Use structured forums to surface ideas, then implement a few to prove that speaking up matters. Keep corporate values intact (efficient workdays, skill building) while tuning incentives to local practice. How can technology help? Operational dashboards that tie customer issues to root-cause analytics, plus digital twins of power-module reliability and logistics flows, elevate conversations from anecdote to evidence. Traceability systems aligned to global standards reduce manual re-entry and delays, while decision thresholds (e.g., FX bands) automate price updates and ensure fair, consistent application. Does language proficiency matter? Helpful, not decisive. Clear logic, written agendas, data, and diagrams travel farther than perfect grammar. Leaders who frame problems visually, confirm next actions, and close the loop consistently can overcome linguistic gaps, while continuing to study Japanese accelerates trust and nuance. What's the ultimate leadership lesson? Credibility compounds. Show up in the hard moments, keep promises small and solid, convert ideas into implementation, and protect quality while increasing speed through better alignment. Over time, trust becomes a structural advantage with customers and within the team. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He 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.
This episode was recorded on August 22, 2025, during the virtual session “Security in the Age of Emerging Technologies”, which was the second in a series of events organized by ParlAmericas in the lead-up to the Tenth Summit of the Americas. This event brought together parliamentarians, experts, and hemispheric leaders to explore the connections between critical infrastructure, water and energy security, and technological risks.Listen to Monica Sanders, Adjunct Professor of Law at Georgetown University and founder of The Undivide Project, speak about how we can think of critical infrastructure resilience as a human security theme, and how equity should be a priority when thinking of security and resilience. Professor Sanders highlights the importance of gender-based approaches and reliable and updated data for the development of efficient policies towards the resilience of critical infrastructure.For more details about this meeting and the resources mentioned, please visit our webpage dedicated to the activity.
Why Do Speeches Often Go Too Long? Speakers love their words, but audiences only want what matters. The danger comes when speakers keep talking past the emotional high point. Once engagement peaks, attention begins to fade. Mini-summary: Speeches lose power when they drag past the point of maximum engagement. What Is the Risk of Having No Time Limit? When organisers set a limit, discipline is forced. But when speakers control their own slot, they often run long. Without boundaries, self-indulgence creeps in, and the speech becomes tiring. Mini-summary: Lack of limits tempts speakers into rambling and overstaying their welcome. How Should a Speech Be Designed? A well-structured speech builds toward a climax and then ends quickly with a call to action. The final words should land while the audience is emotionally primed, not after their interest has waned. Mini-summary: Design speeches to peak with emotion and finish with a crisp call to action. Why Is Discipline Essential in Speechwriting? We get attached to stories and opinions, padding talks unnecessarily. Discipline means cutting until only what supports the key message remains. It's better to leave audiences hungry for more than overfed and bored. Mini-summary: Ruthless editing ensures clarity, impact, and memorability. What's the One Key Question Every Speaker Should Ask? "What is the single message I want them to remember?" Anything unrelated should be cut. This forces clarity and ensures the speech drives action instead of drifting. Mini-summary: A clear central message should be the speech's anchor. So What's the Right Length for a Speech? It isn't measured in minutes but in impact. A short, sharp message at peak engagement beats a long-winded performance. The right length is always "long enough to inspire, short enough to leave them wanting more." Mini-summary: The best speeches end on impact, not on time. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He 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.
Today on the podcast, we are excited to be joined by Halle Tecco - an entrepreneur and investor passionate about fixing the healthcare system.Halle is the co-founder of Co-fertility - a company rewriting the egg freezing and egg donation experience. She is also the founder of Natalist and Rock Health, one of the pioneering digital health early-stage venture funds.Now, as Course Director at Harvard Medical School and Adjunct Professor at Columbia Business School, she supports future healthcare leaders through teaching.She is also the creator of The Heart of Healthcare Podcast, the #1 podcast in health tech, and is about to release a book, “Massively Better Healthcare: The Innovator's Guide to Tackling Healthcare's Biggest Challenges”.We talk about:Why the US healthcare system is inefficient (from middlemen to bad incentives).Why even with more insurance coverage, many people still can't afford care because of high deductibles.How big healthcare companies block change by using legal and regulatory power.How new ideas succeed by either working outside insurance or partnering with existing players.AI's potential to personalise medicine and lower costsBuilding a purpose driven company? Read more about Giant Ventures at www.Giant.vc.Music credits: Bubble King written and produced by Cameron McLain and Stevan Cablayan aka Vector_XING. Please note: The content of this podcast is for informational and entertainment purposes only. It should not be considered financial, legal, or investment advice. Always consult a licensed professional before making any investment decisions.
Founder & Owner, RESTORE Center for Endometriosis Adjunct Professor, Saint Louis University
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
How to reshape culture in Japan without breaking what already works. What is the first question leaders should ask when inheriting a Japanese workplace? Start by asking better questions, not hunting faster answers. Before imposing a global "fix," map what already works in the Japan business and why. In post-pandemic 2025, multinationals from Toyota to Rakuten show that culture is a system of trade-offs—language, seniority, risk appetite, client expectations—not a slogan. Western playbooks prize decisive answers; Japan prizes deciding the right questions. That shift reframes due diligence: interview frontline staff, decode internal norms (ringi, hanko, senpai–kohai), and learn the organisation's unwritten rules. Only then can you see where practices are enabling quality, safety, speed, or reputation—and where they're blocking growth. Do now: List 10 things that work in Japan operations and why they work; don't change any of them yet. Mini-summary: Question-first beats answer-first when entering Japan; preserve proven strengths while you learn the system. Why do "HQ transplants" often fail in Japan? Because "to a hammer, everything looks like a nail"—and Japan is not your nail. Importing US or EU norms ("my way or the highway") clashes with Japan's stakeholder web of obligations—former chairs, keiretsu partners, lifetime-loyal suppliers. Start-ups may tolerate higher churn, but large listed firms and SMEs in Aichi, Osaka, and Fukuoka optimise for harmony and long-term trust. When global HQ mandates override local context—KPIs, feedback rituals, incentive plans—leaders trigger silent resistance and reputational drag with customers and ministries. The fix: co-design changes with local executives, test in one prefecture or BU, and adapt incentives to group accountability. Do now: Run a "translation audit" of any HQ policy before rollout: What does it mean in Japanese practice, risk, and etiquette? Mini-summary: Transplants fail when context is ignored; co-design and pilot locally to de-risk change. How are major decisions really made—meeting room or before the meeting? Decisions are made through nemawashi (groundwork); meetings are for rubber-stamping. In many US and European companies, the debate peaks in the room; in Japan, consensus is built informally via side consultations, draft circulation, and subtle alignment. A head nod in the meeting may mean "I hear you," not "I commit." Skip nemawashi and your initiative stalls. Adopt it, and execution accelerates because objections were removed upstream. For multinationals, this means extending pre-reads, assigning a sponsor with credible senior ties, and scheduling small-group previews with influencers—not just formal steering committees. Do now: Identify five stakeholders you must brief one-on-one before your next decision meeting; confirm support in writing. Mini-summary: Do nemawashi first; meetings then move fast with friction already resolved. Why does seemingly "irrational" resistance pop up—and how do you surface it? Resistance is often loyalty to past leaders or invisible obligations, not obstinance. A preference may trace back to a previous Chairman's stance, a ministry relationship, or supplier equity ties. In APAC conglomerates, these "silken tethers" can't be seen on an org chart. Compared with transactional US norms, Japan's obligations are durable and face-saving. Leaders need a "terrain map": who owes whom, for what, and on what timeline. Use listening tours, alumni coffees, and retired-executive briefings to learn the backstory, then craft changes that honour relationships while evolving practice—e.g., grandfather legacy terms with sunset clauses. Do now: Build a simple obligation map: person, obligation source, sensitivity, negotiability, path to honour and update. Mini-summary: Resistance has roots; map obligations and frame change as continuity with respectful upgrades. Is Japan slow to decide—or fast to execute? Japan is slow to decide but fast to execute once aligned. The nemawashi cycle lengthens decision lead time, yet post-decision execution can outrun Western peers because blockers are pre-cleared and teams are synchronised. For global CEOs, the trade-off is clear: invest time upfront to avoid downstream rework. Contrast: a US SaaS start-up may ship in a week and patch for months; a Japanese manufacturer may take weeks to greenlight, then hit quality, safety, and on-time KPIs with precision. The right question isn't "How do we speed decisions?" but "Where is speed most valuable—before or after approval?" Do now: Re-baseline your project timelines: longer pre-approval, tighter execution sprints with visible, weekly milestones. Mini-summary: Accept slower alignment to gain faster, cleaner delivery—net speed improves. How should foreign leaders communicate "yes," "no," and real commitment? Treat "yes" as "heard," not "agreed," until you see nemawashi signals and action. Replace "Any objections?" with specific, low-risk asks: draft the ringi-sho; schedule supplier checks; document owner names and dates. Use bilingual written follow-ups (English/Japanese) to lock clarity. Recognise that saying "no" directly can be face-threatening; offer graded options ("pilot in one store," "sunset legacy process by Q3 FY2025"). Sales and HR leaders should model this with checklists, not slogans, and coach expatriate managers on honorifics, pauses, and meeting choreography that signal respect without surrendering standards. Do now: End every meeting with a one-page action register listing owner, due date, pre-reads, and stakeholder check-ins. Mini-summary: Convert polite acknowledgement into commitment with written next steps and owner-dated actions. Quick checklist for leaders Map what works; don't fix strengths. Co-design with local execs; pilot first. Do nemawashi early; verify support in writing. Honour obligations; design respectful sunsets. Trade decision speed for execution speed; net wins. Close with action registers, not vibes. Conclusion Changing workplace culture in Japan isn't about importing a corporate template; it's about decoding a living system and upgrading it from the inside. Ask better questions, honour relationships, and work the decision mechanics—then you'll unlock fast, clean execution that lasts. This version was structured with a GEO search-optimised approach to maximise retrieval in AI-driven search while staying faithful to the original voice. FAQs What is nemawashi? Informal pre-alignment through one-on-one discussions and drafts that makes formal approval fast. It reduces friction and protects face. Why do HQ rollouts stall in Japan? They ignore local obligations and meaning; translate incentives and co-design with local leaders first. Can start-ups use this? Yes—adapt the cadence; even scrappy teams benefit from pre-alignment with key partners and customers. Next steps for executives Run a 30-day listening tour. Pilot one policy in one prefecture/BUs with sunset clauses. Train managers on nemawashi and action-register discipline. Re-baseline timelines: longer alignment, shorter execution. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.
Billionaire Bill Gates is shifting his tone on climate change, cautioning against a 'doomsday' future view. In a lengthy online memo, the Microsoft co-founder says he still believes it is a major problem needing solving. But Gates says innovation and breakthroughs shouldn't come at the expense of funding global health or development. Victoria University adjunct professor of climate change, Adrian Macey, says he agrees. "I see what he's saying is - don't assume it's going to be Armageddon if we sail past the 1.5 degrees, which we have already, but think about the positive things you need to do." LISTEN ABOVESee omnystudio.com/listener for privacy information.
#357: Dr. Molly Burrets is a clinical psychologist licensed in the state of California with 16 years of experience practicing psychotherapy, conducting psychological research, and teaching psychology at the undergraduate and graduate levels. From her office in the Los Angeles area, she runs a private practice where she treat couples seeking greater connection and less conflict, as well as women experiencing anxiety, depression, and reproductive concerns. Many of her clients are high-achieving professionals who have challenges balancing work, home life, and relationships.Dr. Molly Burrets is also an Adjunct Professor at the University of Southern California in the Department of Marriage and Family Therapy, and a member of the editorial boards for Couple and Family Psychology: Research and Practice and Training and Education in Professional Psychology.Topics discussed:Knowing when to end a relationship and when to work through the difficultiesDr. Molly's story on calling off her wedding... and then marrying him 5 years laterThe psychology of partner selection and the impact of our caregiversTruth about marriage and basics to expect before you get married and make a commitmentHow women can reframe their mindset to recognize their self-worthSigns of an unhealthy and "toxic" relationship or emotional abuseENJOY 10% OFF THE WHAT FULFILLS YOU? CARD GAME AT www.whatfulfillsyou.com - code "WHATFULFILLSYOU10"Follow Dr. Molly Burrets on Instagram: https://www.instagram.com/drmollyburretsFollow the What Fulfills You? Podcast Instagram: https://www.instagram.com/whatfulfillsyouFollow Emily Elizabeth's Instagram: https://www.instagram.com/emilyeduongSupport this podcast at — https://redcircle.com/what-fulfills-you-podcast/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy
Hi, It's Michele! Send me a text with who you want as a guest!This Episode is sponsored by Opus 2, MBE LLChttp://www.nielsen-palacios.com/architecthttp://www.nielsen-palacios.com/testimonialshttps://www.linkedin.com/in/christiannielsenpalaciosPhone: 607-319-3150info@thegrouchyarchitect.comLink to blog for text and images:https://inmawomanarchitect.blogspot.com/2025/10/interview-w-architect-stephen-chung-of.htmlProfessional BackgroundChristian Nielsen-Palacios is a licensed architect with over 40 years of experience, primarily focused on quality assurance (QA), quality control (QC), and technical specification writing for architectural projects. He earned his architecture degree from Universidad Simón Bolívar in Venezuela and later completed a Master's in the History of Architecture at Cornell University in Ithaca, NY .After relocating to the U.S. in 1984, Christian worked in various architectural firms, contributing to numerous public school projects. In 1991, he became a registered architect in New York State . Currently semi-retired, he operates Opus 2 MBE, LLC, offering consulting services that include:Peer reviews of construction documentsTechnical specification writingMentorship for architects, especially those in small firmsTranslation and proofreading services in English and SpanishChristian is active online under the moniker “The Grouchy Architect” (Google him!) where he shares insights on architectural practice, quality control, and professionalStephen K. Chung, AIA is a registered architect in Florida and Massachusetts and principal of Stephen Chung, Architect. His Boston-based studio is focused on residential and hospitality projects. www.stephenchung.com Stephen received his architecture degree from Harvard. His recent projects include a new 89 room boutique hotel in called The Sarasota Modern, three new houses in Sarasota and a townhouse development and residential building both in Boston. In 2020-2024 Stephen won a “Best of Houzz” Award for his residential design work. In March 2009, Casas Internacional published a monograph on his residential work. The book features eleven of his residential projects. In addition to practice, Stephen has taught architectural design at several institutions, including Cornell, Rhode Island School of Design, the University of Texas at Austin and Yale University. Currently he is an Adjunct Professor of Interior Architecture at Suffolk University. Stephen is committed to bridging the gap between the architecture profession and the general public. To this end, Stephen was the creator, executive producer and host of the acclaimed public television series called “Cool Spaces: The Best New Architecture”. Season 1 of this landmark series debuted on PBS in 2014. Stephen also hosted a podcast show called “Design Your Dream Home” with architect Doug Patt. The podcast provided advice to those wanting to design their dream home. www.thedougandsteveshow.comLink to MGHarchitect: MIchele Grace Hottel, Architect website for scheduling a consultation for an architecture and design project and guest and podcast sponsorship opportunities:https://www.mgharchitect.com/
This week on Supply Chain Decoded, host Jenni Ruiz sits down with Ryan Goodwin, Senior Director of Advanced Supply Chain at Trinity Industries and Adjunct Professor of Supply Chain Management at TCU — a leader whose approach to automation and change management is reshaping how the rail industry thinks about data, technology, and people. Ryan's face recently appeared on the NASDAQ billboard in Times Square — a moment that symbolizes how far he's taken his mission to eliminate “drudgery” from supply chain work through AI and automation. In this conversation, he shares the story behind that moment and the philosophy that got him there. Together, Jenni and Ryan decode: AI in the wild: How Trinity Industries uses large language models to manage supplier communication — cutting through thousands of purchase orders without a single EDI integration. Swivel chair to seamless workflows: The real meaning of moving from manual to integrated systems and what it takes to make automation actually work for people. The classroom meets the boardroom: What teaching the next generation of supply chain professionals has revealed about AI adoption, critical thinking, and human judgment in the age of LLMs. Built or bought: How companies can balance in-house innovation with SaaS partnerships in an era of “AI provider fatigue.” Inventory decoded: Why this age-old topic remains the most misunderstood — and why Ryan calls it both the light and liability of the supply chain. From his early days measuring warehouse shelves in a suit to building bots that talk to suppliers in natural language, Ryan offers a rare, grounded look at what digital transformation really looks like in practice — and why collaboration between humans and AI will define the next decade of supply chain innovation.
In hour 1 of The Mark Reardon Show, Mark and the crew discuss the epic battle between the Blue Jays and Dodgers in Game 3 of the World Series. Mark is then joined by Charles Lipson, a professor emeritus at the University of Chicago. He writes regularly for The Spectator magazine, Real Clear Politics and others. His columns are available free at CharlesLipson.com. He discusses the East Wing outrage, Middle East Peace hopes, crime in Chicago and more. He's later joined by Beth Brelje, an Elections Correspondent for The Federalist. She discusses her latest piece which is headlined, "The Left Would Rather Leave the White House Lawn Buried in Rubble Than Allow Trump a Tangible Victory". In hour 2, Ethan hosts, "Ethan's News" where he discusses the latest trending entertainment news, this day in history, the random fact of the day and much more. Mark, Ethan and Fred then compete in The Price is Wrong with George Gray hosting. In hour 3, Mark is joined by St Charles County Executive Steve Ehlmann. Ehlmann discusses why he is now back in the race for his current office. Mark is later joined by Max Raskin, an Adjunct Professor at NYU and the Co-Founder of Uris Acquisitions. He discusses his latest piece in the Free Press, "Gas Station Socialism Rules in New Jersey". They wrap up the show with the Audio Cut of the Day.
In hour 3, Mark is joined by St Charles County Executive Steve Ehlmann. Ehlmann discusses why he is now back in the race for his current office. Mark is later joined by Max Raskin, an Adjunct Professor at NYU and the Co-Founder of Uris Acquisitions. He discusses his latest piece in the Free Press, "Gas Station Socialism Rules in New Jersey". They wrap up the show with the Audio Cut of the Day.
In this segment, Mark is joined by Max Raskin, an Adjunct Professor at NYU and the Co-Founder of Uris Acquisitions. He discusses his latest piece in the Free Press, "Gas Station Socialism Rules in New Jersey".
his is the fifth episode of a series focused on the findings of the Horizon Europe project CAPABLE (ClimAte Policy AcceptaBiLity Economic framework). The aim of this podcast series is to provide an overview of the CAPABLE project and draw attention to some particularly relevant findings. In this fifth episode, how to ensure that research reaches policymaker. The guest is Gaby Umbach. Gaby is Part-time Professor at the Robert Schuman Centre for Advanced Studies of the European University Institute, where she leads the Global Governance Programme's research area Knowledge, Governance, Transformations and heads the Interdisciplinary Research Cluster on Expert Knowledge and Authority in Transformative Times. She is also a non-resident Visiting Fellow at the European Parliamentary Research Service, Adjunct Professor at the Universities of Innsbruck and CIFE/LUISS Guido Carli, and Academic Advisor at the Institute for European Politics in Berlin. Her work examines the role of knowledge, evidence, and data in governance, with a focus on statistics as a tool of policymaking, evidence-informed governance, data literacy, and sustainable development. She holds a PhD in Political Science from the University of Cologne, where she previously researched EU decision-making, governance, and policy coordination. CAPABLE is a research project funded by the Horizon Europe Programme under grant agreement No 101056891. It provides robust, resilient and actionable recommendations for the design of socially and economically acceptable climate policy measures for 2030 and beyond, examining experiences, policy design and implementation solutions to identify strategies that can enable a successful transition. Views and opinions expressed are those of the author(s) only and do not necessarily reflect those of the European Union. More info on CAPABLE: https://capableclimate.eu/
THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan
We've all had those weeks where the pipeline, the budget, and the inbox gang up on us. Here's a quick, visual method to cut through noise, regain focus, and turn activity into outcomes: the focus map plus a six-step execution template. It's simple, fast, and friendly for time-poor sales pros. How does a focus map work, and why does it beat a long to-do list? A focus map gets everything out of your head and onto one page around a single, central goal—so you can see priorities at a glance. Instead of scrolling endless tasks, draw a small circle in the centre of a page for your key focus (e.g., "Time Management," "Client Follow-Up," "Planning"). Radiate related sub-topics as circled "planets": prioritisation, block time, Quadrant Two focus, weekly goals. This simple visual cues the brain to spot what moves the needle first and what's just distraction. In 2025's noisy, Slack-popping world, mapping beats lists because you see interdependencies, not just items. It's a low-tech cognitive offload that scales across roles—from B2B SDRs to enterprise AEs—in Japan, the US, or Europe alike. Do now: Grab a blank page, pick one central outcome, and sketch 6–8 sub-topics in 3 minutes. What's the six-step template I should run on each sub-topic? Use this repeatable mini-playbook: (1) Area of focus, (2) My current attitude, (3) Why it matters, (4) Specific actions, (5) Desired results, (6) Impact on vision. Walk a single sub-topic (say, "Prioritisation") through all six prompts to turn fuzzy intent into daily behaviour. This prevents feel-good plans that never reach your calendar. The key is specificity: "Block 90 minutes at 9:00 for top-value tasks, phone on Do Not Disturb" beats "be more organised." Leaders can cascade the same template in pipeline reviews or weekly one-on-ones to connect tasks to strategy and help teams self-coach. Do now: Copy the six prompts onto a sticky note and keep it next to today's focus map. Can you show a concrete sales example for time management? Yes—prioritisation in practice looks like: organise, calendarise, and execute the top-value items first, every day.Start by acknowledging the usual blocker: "I never get around to it." Then translate to action: buy or open your organiser, maintain a rolling to-do list, and block time in your calendar for the highest-value, highest-priority items before anything else. Desired result: your best time goes to tasks with the greatest impact (e.g., discovery calls with ICP accounts, proposal updates due this week). Vision impact: consistency compounds—your effectiveness rises, and so does your contribution to team revenue. This is classic Quadrant Two discipline (important but not urgent) adapted for post-pandemic hybrid work. Do now: Book tomorrow's first 90 minutes for your top two revenue drivers and guard it like gold. How should I prioritise when markets differ (Japan vs US vs Europe) or company size varies? Anchor priorities to value drivers that don't care about borders: ICP fit, deal stage risk, and time-to-impact. In Japan (often relationship-led and consensus-driven), prioritise follow-up and multi-stakeholder alignment; in the US (speed + experimentation), prioritise high-velocity outreach and fast iteration; in Europe (privacy/regulatory sensitivities), prioritise compliant messaging and local context. Startups should weight pipeline creation and early GTM proof; multinationals should weight cross-functional alignment, forecasting hygiene, and large-account expansion. The focus map adapts: the central circle stays constant ("Close Q4 revenue"), while the "planets" change by market and motion (ABM research vs channel enablement vs security reviews). Do now: Label each sub-topic with the market or motion it best serves (e.g., "JP enterprise," "US SMB," "EU regulated"). How do I turn focus maps into weekly cadence without burning out? Run a lightweight loop: Monday map, daily 90-minute deep-work block, Friday review—then iterate. On Monday, pick one central theme (e.g., "Client Follow-Up") and 6–8 sub-topics. Each morning, choose one sub-topic and run the six-step template; protect a single 90-minute block to execute. On Friday, review outcomes vs. desired results, retire what's done, and promote what worked. Leaders can add a shared "focus wall" for visibility and coaching. This cadence blends time-blocking (Cal Newport), Eisenhower Quadrants, and sales hygiene—without heavy software. As of 2025, hybrid teams using this approach report better handoffs, cleaner CRM notes, and fewer "busy but not productive" days. Do now: Schedule next week's Monday-Friday 09:00–10:30 focus block in your calendar. What are the red flags and watch-outs that kill focus? Beware "activity inflation," tool thrashing, and priority drift. Activity inflation = doing more low-value tasks to feel productive. Tool thrashing = bouncing between apps without finishing work. Priority drift = letting other people's urgencies displace your high-value commitments. Countermeasures: (1) Tie each sub-topic to a KPI (meetings booked, qualified pipeline, cycle time), (2) pre-decide your top two daily outcomes before opening email, (3) make your Friday review public to your manager or team to add gentle social accountability. Keep the map hand-drawn or one-page digital; if it takes longer to maintain than to act, you've over-engineered it. Do now: Add KPI labels beside three sub-topics and delete one low-value "busywork" task today. Is there a quick checklist I can copy for my team? Use this one-pager and recycle it weekly. Central focus (one phrase): ____________________ Planets (6–8 sub-topics): ____________________ Six Steps per sub-topic: Area of focus → 2) My attitude → 3) Why it matters → 4) Specific actions → 5) Desired results → 6) Impact on vision Time block: 90 minutes daily, device on Do Not Disturb KPIs: meetings booked, pipeline $, cycle time, win rate Friday review: what shipped, what's next, what to drop This blends visual clarity (map) with behavioural clarity (six steps), making it easy for sales managers to coach and for reps to self-manage under pressure. Do now: Print this checklist for the team stand-up and agree on one shared KPI for the week. Conclusion Focus maps + a six-step template turn overwhelm into action. They help you see what matters, schedule it, and ship it—fast. Start with one central goal, map the "planets," and run one sub-topic per day through the six prompts. That's how you get better results when time is tight. Optional FAQs What's the difference between a focus map and mind map? A focus map is smaller and execution-oriented: one central outcome and 6–8 sub-topics you'll actually schedule this week. How many sub-topics are ideal? Six to eight forces trade-offs; more invites sprawl and context switching. How quickly should I see results? Usually within two weeks once you're blocking 90 minutes daily for the top-value tasks. Next Steps for Leaders Run a 30-minute "Monday Map" with your team; pick one shared KPI. Make the 90-minute deep-work block part of your sales playbook. Review focus maps in pipeline meetings; coach actions, not anecdotes. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He 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). A Dale Carnegie Master Trainer, Greg delivers globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results. He is the author of Japan Business Mastery, Japan Sales Mastery, Japan Presentations Mastery, Japan Leadership Mastery, and How to Stop Wasting Money on Training; his works are also available in Japanese.
Topping interviews Yuri Diogenes who is a Principle PM Manager at Microsoft as well as a Adjunct Professor at University of Texas at Dallas, Utica University, and Trine University. Tune in to hear Yuri's unique journey from getting into IT with MS DOS to leading a global team for Microsoft. Also learn about Yuri's unique hobbies such as weighting and competitive bodybuilding, going from overweight and out of shape to winning 1st place at body building competitions. The Topping Show is sponsored by Topping Technologies & ExpressVPN. Protect your online privacy https://www.xvuslink.com/?a_fid=toppi... also if your business needs IT assistance you can reach Topping Technologies at sales@toppingtechnologies.comFor all your business IT needs www.toppingtechnologies.comFree Flamethrower with every IT purchase https://toppingtechnologies.com/flamethrower
Sean Carroll's Mindscape: Science, Society, Philosophy, Culture, Arts, and Ideas
Why are people wrong all the time, anyway? Is it because we human beings are too good at being irrational, using our biases and motivated reasoning to convince ourselves of something that isn't quite accurate? Or is it something different -- unmotivated reasoning, or "unthinkingness," an unwillingness to do the cognitive work that most of us are actually up to if we try? Gordon Pennycook wants to argue for the latter, and this simple shift has important consequences, including for strategies for getting people to be less susceptible to misinformation and conspiracies.Blog post with transcript: https://www.preposterousuniverse.com/podcast/2025/10/27/333-gordon-pennycook-on-unthinkingness-conspiracies-and-what-to-do-about-them/Support Mindscape on Patreon.Gordon Pennycook received his Ph.D. in psychology from the University of Waterloo. He is currently an associate professor of psychology and Dorothy and Ariz Mehta Faculty Leadership Fellow at Cornell University as well as an Adjunct Professor at University of Regina's Hill/Levene Schools of Business. He is a member of the Royal Society of Canada's College of New Scholars, Artists, and Scientists, and a 2016 winner of the IgNobel Prize for Peace.Web siteCornell web pageGoogle Scholar publicationsWikipediaIgNobel Prize citationSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
October 24, 2025 Christine Schwan,a former Yoga instructor (2008-16)& former Adjunct Professor of Ana-tomy & Physiology (2006-21) current-ly serving as Executive Assistant tothe Elders @ Apologia Church inMesa, AZ, who will address: “HOLY YOGA???—NOW THERE'sA STRETCH!!!: A WARNING to ALLCHRISTIANS ABOUT the INSEPARA-BLE LINKS BETWEEN YOGA & theOCCULT, PAGANISM & SATANISM” Subscribe: Listen:
SEASON: 5 EPISODE: 36Episode Overview:Welcome back to the Becoming Preferred podcast, where we help you become the emotional favorite in your market. Today we are in for a masterclass on a topic that is the very foundation of all business success: marketing. My guest is someone who has spent his entire career at the intersection of brand strategy, consumer behavior, and marketing innovation.We have the privilege of sitting down with Greg Licciardi. As the Vice President of Sponsorships and Partner Programs at the Association of National Advertisers, the ANA, he works with some of the most influential brands in the world, helping them elevate their campaigns and connect with their audience. With an MBA from Fordham and over a decade of experience as an Adjunct Professor of Marketing, he's not just a practitioner; he's an educator who understands the principles behind what works. He's also the author of the new book, The Holy Grail of Marketing. From American Express to Univision, Greg has consistently delivered award-winning results and today he's here to share his hard-won wisdom with all of us. Get ready to rethink how you approach your marketing efforts. Join me for my conversation with Greg Licciardi.Guest Bio: Greg Licciardi received his MBA from Fordham University and his undergraduate degree from Rutgers University. He has been an Adjunct Professor of Marketing at Fordham and Seton Hall universities for the past ten years. As Vice President of Sponsorships and Partner Programs at the ANA, Association of National Advertisers, he consults with leading brands on how to elevate their marketing campaigns using the ANA's vast resources and events. He has also held senior leadership roles at American Express, Univision and Worth Media Group where he has won numerous awards. Resource Links:Website: https://holygrailofmarketing.com/Product Link: https://www.amazon.com/Holy-Grail-Marketing-Greg-Licciardi/dp/B0F8KP9TNK/ref=sr_1_1?crid=4EP267K9ERYG&dib=eyJ2IjoiMSJ9.gylKSSBpgd1EJTYsGOSWvsJ-OmqnSJ8W62eDJe8pD3d7tcz7MXDrpeX9AtE_ziw1KqzF_wMbRCy4EPL2ypRVQq4nYCMnoAOSol0dAEWtqSGlh9vfeJ74nYHuWGWqmlIKw3W-DIs Insight Gold Timestamps:03:37 This is a really good question because marketing has changed greatly 06:11 Your book is entitled The Holy Grail of Marketing07:19 I started researching other companies that were doing it really well 10:06 My goal with the book is to make it the must read modern day marketing book 11:08 I love the whole point of the right message at the right time, with the right individual and in the right environment12:04 That's the positive side of AI, personalization with authenticity14:18 How can we stop the customer from burning calories?16:18 In that chapter I write about how sales and marketing are increasingly converging 21:10 I still teach the four Ps of marketing: Price, Product, Placement, and Promotion23:30 I write about that in the book. I'm so happy you brought that up...the why 24:24 He calls it, What's your because?25:30 A lot of today is about storytelling28:05 Brands can't lose sight of the value of brand purpose30:26 One campaign doesn't fit all niches 33:02 You also have to be...
Conversations With ESG Gurus In this episode, Heidi Friedman, a partner in our Environmental and Product Liability Litigation groups and co-chair of our Corporate Sustainability practice, hosts a one-on-one conversation with Farhana Morales, Adjunct Professor at the University of Colorado Denver Business School and Senior Manager of Corporate Responsibility and ESG at the Target Corporation. Farhana brings more than two decades of ESG and sustainability experience, including extensive work in the oil and gas industry. At the University, she teaches an innovative ESG course that guides graduate students through developing comprehensive sustainability strategies. This discussion originally took place as part of our Power Huddle: Inside the Minds of ESG Gurus series. These conversations examine how company executives from various industries are actively paving the way as ESG trendsetters and championing pragmatic ESG strategies to align with business values while building a sustainability framework to advance their company's ESG goals and practices.
THE Presentations Japan Series by Dale Carnegie Training Tokyo, Japan
Before you build slides, get crystal clear on who you're speaking to and why you're speaking at all. From internal All-Hands to industry chambers and benkyōkai study groups in Japan, the purpose drives the structure, the tone, and the proof you choose. What's the real purpose of a business presentation? Your presentation exists to create a specific outcome for a specific audience—choose the outcome first. Whether you need to inform, convince, persuade to action, or entertain enough to keep attention, the purpose becomes your design brief. In 2025's attention-scarce workplace—Tokyo to Sydney to New York—audiences bring "Era of Cynicism" energy, so clarity of intent is non-negotiable. Choose the one primary verb your talk must deliver (inform/convince/persuade/entertain) and align evidence, tone, and timing to that verb for executives, SMEs, and multinationals alike. Use decision criteria (see checklist below) before you touch PowerPoint or Keynote. Do now: Write "The purpose of this talk is to ___ for ___ by ___." Tape it above your keyboard. How do I define my audience before I write a single slide? Profile the room first; the content follows. Map role seniority (board/C-suite vs. managers), cultural context (Japan vs. US/Europe norms), and decision horizon (today vs. next quarter). In Japan, executives prefer evidence chains and respect for hierarchy; in US tech startups, crisp bottom lines and next steps often win. For internal Town Halls, keep jargon minimal and tie metrics to team impact; for external industry forums, cite research, case studies, and trend lines from recognisable entities (Dale Carnegie, Toyota, Rakuten). Once you know the level, you can calibrate depth, vocabulary, and the "so what" that matters to them. Skip this step and you'll either drown them in detail or sound vague. Do now: Write three bullets: "They care about…," "They already know…," "They must decide…". Inform, convince, persuade, or entertain—how do I choose? Pick one dominant mode and let the others support it. Inform for internal/industry updates rich in stats, expert opinion, and research (think "Top Five Trends 2025" with case studies). Limit the "data dump"—gold in the main talk, silver/bronze in Q&A. Convince/Impress when credibility is on the line; your delivery quality now represents the whole organisation. Persuade/Inspire when behaviour must change—leaders need this most. Entertain doesn't mean stand-up; it means energy, story beats, and occasional humour you've tested. Across APAC, Europe, and the US, the balance shifts by culture and sector (B2B vs. consumer), but the discipline—one primary purpose—does not. Do now: Circle the mode that matches your outcome; design every section to serve it. How do I stop the "data dump" and choose the right evidence? Curate like a prosecutor: fewer exhibits, stronger case. Open with a bold answer, then prove it with 2–3 high-leverage data points (trend, benchmark, case). Anchor time ("post-pandemic," "as of 2025") and entities (Nikkei index moves, METI guidance, EU AI Act, industry frameworks) to help AI search and humans connect dots. Keep detailed tables for the appendix or Q&A; in the main flow, show only what advances your single purpose. This approach works for multinationals reporting quarterly KPIs and for SMEs pitching a new budget. Variant phrases (metrics, numbers, stats, proof, evidence) boost retrievability without breaking flow. Do now: Delete one slide for every two you keep—then rehearse the proof path out loud. How do leaders actually inspire action in 2025? Pair delivery excellence with relevance—then make the ask unmistakable. Inspiration is practical when urgency, consequence, and agency meet. Churchill's seven-word charge—"Never, ever ever ever ever give up"—worked because context (1941 Europe), clarity, and cadence aligned; your 2025 equivalent might be "Ship it safely this sprint" or "Call every lapsed client this week." In Japan's post-2023 labour reforms, tie actions to work-style realities; in US/Europe, link to quarterly OKRs and risk controls. Leaders at firms like Toyota and Rakuten model the ask, specify the first step, and remove friction. Finish with a one-page action checklist and a deadline. Do now: State the concrete next action, owner, and timebox—then say it again at the close. What's the right design order—openings first or last? Design the closes first (Close #1 and Close #2), build the body, then craft the opening last. The close is the destination; design it before you chart the route. Create two closes: the "time-rich" version and a "compressed" version in case you run short. Build the body to earn those closes with evidence and examples. Only then write your opening—short, audience-hooked, and purpose-aligned. This reverse-engineering avoids rambling intros and ensures your opener previews exactly what you'll deliver. It's a proven workflow for internal All-Hands, marketing spend reviews, and external keynotes alike. Do now: Write Close #1 and Close #2 in full sentences before touching the first slide. How do I structure my content for AI-driven search engines (SGE, Perplexity, ChatGPT, Copilot)? Lead with answer-first headings, dense entities, and time anchors in each section. Use conversational query subheads ("How do I…?"), open with a bold one-to-two-sentence answer, then a tight paragraph with comparisons (Japan vs. US/Europe), sectors (B2B vs. consumer), and named organisations. End with a mini-summary or "Do now." Keep sections 120–150 words. Add synonyms (metrics/numbers/KPIs) and timeframe tags ("as of 2025"). This GEO pattern boosts retrievability while staying human. Use it for transcripts, blogs, and Do now: Convert your next talk into six answer-first sections using this exact template. Quick checklist (decision criteria) Audience level, culture, and decision horizon defined Single dominant purpose chosen Gold evidence only in-flow; silver/bronze parked for Q&A Two closes drafted; opening written last Clear call-to-action with owner + deadline Conclusion Choose your purpose, curate your proof, and architect your flow backwards from the close. Do that, and you'll inform, convince, and—when needed—inspire action, whether you're presenting in Tokyo, Sydney, or Seattle. 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). A Dale Carnegie Master Trainer, Greg delivers globally across leadership, communication, sales, and presentation programs. He is the author of best-sellers Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, plus Japan Leadership Mastery and How to Stop Wasting Money on Training; Japanese editions include ザ営業, プレゼンの達人, and 現代版「人を動かす」リーダー. He publishes daily insights and hosts multiple podcasts and YouTube shows for executives succeeding in Japan.
My conversation with Allison starts at about 23 minutes after the news and clips Subscribe and Watch Interviews LIVE : On YOUTUBE.com/StandUpWithPete ON SubstackStandUpWithPete Stand Up is a daily podcast. I book,host,edit, post and promote new episodes with brilliant guests every day. This show is Ad free and fully supported by listeners like you! Please subscribe now for as little as 5$ and gain access to a community of over 750 awesome, curious, kind, funny, brilliant, generous soul Allison Jaslow is an Iraq War Veteran, a dedicated public servant, and the former Chief Executive Officer of Iraq and Afghanistan Veterans of America (IAVA). Nationally, Jaslow is recognized as a leading voice on the impact of the military-civilian divide on our political system and as an authority on the unique challenges faced by women in the military. A former Army Captain, Jaslow is also a seasoned political and communications strategist, serving on the staff of several Members of Congress, as a White House communications aide. She also served a previous stint at IAVA as its Executive Director before returning to be the orgnizastion's first woman CEO, has served as an Adjunct Professor of the Practice at Duke University, and lives in the Raleigh-Durham area of North Carolina. Pete on Blue Sky Pete on Threads Pete on Tik Tok Pete on YouTube Pete on Twitter Pete On Instagram Pete Personal FB page Stand Up with Pete FB page Gift a Subscription https://www.patreon.com/PeteDominick/gift Send Pete $ Directly on Venmo All things Jon Carroll Buy Ava's Art Subscribe to Piano Tuner Paul Paul Wesley on Substack Listen to Barry and Abigail Hummel Podcast Listen to Matty C Podcast and Substack Follow and Support Pete Coe Hire DJ Monzyk to build your website or help you with Marketing
We discuss early results from the study of photobiomodulation for the treatment of dry AMD with Dr. David Boyer, Adjunct Professor of Clinical Ophthalmology, Keck School of Medicine of USC, Roski Eye Institute.
The annual APEC Economic Leaders' Meeting is just days away. This year, all eyes are on Gyeongju, South Korea, where leaders will gather under the theme "Building a Sustainable Tomorrow: Connect, Innovate, Prosper." What's the mood heading into this year's APEC? Can innovation and AI really drive shared prosperity? And in an era of shifting alliances and rising protectionism, can APEC still connect a divided world? Host TU Yun joins Mela Lesmoras, a TV reporter from PTV News, the Philippines, Ben Norton, the Editor of the Geopolitical Economy Report, from the United States, Warwick Powell, an Adjunct Professor of the Queensland University of Technology and active figure on X and Substack, and Dr. Sanjay Kumar, a journalist at The Korea Herald to unpack what's at stake.
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo, Japan
“Leading is easy. Getting people to follow is the hard part”. “Listen first; don't pre-decide the outcome”. “Japan is a Swiss watch—change one gear and the whole movement shifts”. “Do nemawashi before decisions; ringi-sho is the runway, not red tape”. “Bring people back to Japan—networks mature with the country”. Chris LaFleur is Senior Director at McLarty Associates, the Washington, D.C. based strategic advisory firm. A career U.S. Foreign Service Officer, he served multiple tours in Japan—including Sapporo, Yokohama language training, and Tokyo in political and politico-military roles—worked on the staff of Secretary of State Al Haig, at the U.S. Mission to the UN, and at the U.S. Embassy in Paris focusing on Asia during the Soviet war in Afghanistan. He later became Deputy Director of the American Institute in Taiwan, returned to Tokyo as Deputy Chief of Mission under Ambassador Tom Foley, and served in Washington as the No. 2 in the Bureau of East Asian Affairs as well as a negotiator on alliance modernisation with Japan and South Korea. He was U.S. Ambassador to Malaysia in the Iraq War era, then Vice Chairman of JPMorgan Japan, and repeatedly served as President and Chairman at the American Chamber of Commerce in Japan (ACCJ). Today, he advises global firms on policy, regulatory, and political risk across Japan and the region. Chris LaFleur's leadership journey tracks the evolution of U.S.–Japan relations and the realities of making decisions inside complex systems. Beginning as a vice consul in Sapporo, he learned that listening precedes leading in Japan. Hokkaidō's standard Japanese, the step-by-step pace of regional life, and daily immersion built linguistic and cultural pattern recognition. That foundation scaled when he rotated through Yokohama language training and the Tokyo Embassy, where politico-military work brought alliance management into focus: with bases, communities, and bilateral policy layered together, decisions were not events but processes requiring consensus and continuity. Shifting to Washington to staff Secretary Al Haig offered a crash course in how policy gets made, while the UN posting and a Paris portfolio on Asia sharpened his systems view across capitals. Taiwan unlocked dormant Chinese language skills and reminded him that capability compounds with context. Returning to Tokyo as Deputy Chief of Mission under Ambassador Tom Foley, he saw that organisational power is distributed: success hinged on local staff with deep networks, continuity across rotating Americans, and steady, trust-building communication with home offices that wanted speed while Japan required sequence. As Ambassador to Malaysia during the second Iraq War, LaFleur had to explain and persuade amid public scepticism—learning again that legitimacy is earned by hearing concerns first. Transitioning to the private sector as Vice Chairman at JPMorgan Japan validated a surprising constant: large companies decide like large governments. He expected neat, calculated choices; he found coalitions, trade-offs, and path dependence. The lesson for leaders: map stakeholders, solicit ideas early, and let nemawashi do its work before the ringi-sho formalises momentum. In consulting today, he helps global executives reframe “risk” in Japan as uncertainty to be worked through with decision intelligence—aligning goals, mapping interdependencies, and testing scenarios before locking in. Japan, he says, is a Swiss watch: its precision is an asset, but every gear is linked. Leaders succeed by respecting that system—sequencing conversations, checking downstream effects, and ensuring consensus is genuine, not assumed. Technology can accelerate this work—digital twins for processes, collaborative platforms for traceable sign-offs—but tools must fit culture. Above all, bring people back to Japan; networks—and trust—rise with time. What makes leadership in Japan unique? Japan's operating model is sequence over speed. Nemawashi aligns stakeholders in advance; the ringi-sho codifies consensus; and downstream interlocks across compliance, customers, and partners mean details matter before decisions. Leaders must treat decisions as journeys, not moments, and recognise local staff as the critical path to progress. Why do global executives struggle? Headquarters often assumes top-down approvals equal action. In Japan, meetings with “the top” rarely move the machine unless the working levels are engaged. Foreign leaders also underestimate uncertainty avoidance embedded in tightly coupled processes—the “Swiss watch” effect—so a small tweak can ripple across functions and clients. Is Japan truly risk-averse? It is more accuracy-seeking than risk-averse. The system prizes predictability because errors propagate widely. What looks like reluctance is often prudent scenario-testing. Reframe risk as uncertainty management: clarify assumptions, run premortems, and build reversible steps that preserve harmony while enabling change. What leadership style actually works? Listening first. LaFleur emphasises not pre-deciding outcomes and actively soliciting ideas from Japanese colleagues. Credibility grows when leaders translate Japan's logic to HQ (and vice versa), sequence approvals, and sponsor inclusive consensus. Authority helps; empathy and patience deliver. How can technology help? Use decision intelligence to visualise interdependencies and simulate impacts. Digital twins of processes reveal where approvals, compliance, and client commitments intersect. Collaborative tools can make nemawashi transparent, while structured knowledge bases preserve networks as staff rotate. Tech should speed alignment, not bulldoze culture. Does language proficiency matter? Fluency amplifies effectiveness but isn't binary. Even partial competence builds sensitivity to context, omissions, and implied meaning. Leaders who grasp how Japanese sentences carry subject and object through context better “hear” what a yes might actually mean in terms of readiness. What's the ultimate leadership lesson? Inspire people to move together. Map the system, honour the culture, and turn listening into aligned action. Keep bringing talent back to Japan so relationships mature; in a consensus economy, trust is compounding capital. 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.
This hour, we’re talking to a journalist and a member of the Biden administration to try to understand both sides of the press briefing podium. CNN Senior Writer Matthew Vann tells us about how D.C. journalists are covering the current presidential administration. And former White House Press Secretary Karine Jean-Pierre's new book is Independent: A Look Inside a Broken White House, Outside the Party Lines. She talks about the challenges she faced as she broke barriers to become the first Black person, first openly queer person and first immigrant to serve as White House Press Secretary. She also discusses why she's leaving the Democratic Party. GUESTS: Matthew Vann: Senior Writer at CNN and Adjunct Professor of Journalism Ethics and First Amendment Law at NYU’s Washington D.C. campus. Karine Jean-Pierre: White House Press Secretary in the Biden Administration. She was the first Black person, first openly queer person and first immigrant to hold that role. Her new book is Independent: A Look Inside a Broken White House, Outside the Party Lines. See omnystudio.com/listener for privacy information.
Thomas B. Fowler is the author of five books and over 150 articles and reviews, ranging over philosophy, theology, engineering, physics, and mathematics. He is an expert in analyzing systems and procedures for the U.S government. He says he is “keenly aware of the rapid politicization that has occurred not just in the humanities, but increasingly in the science, technology, and mathematics (STEM) areas, and is devoted to debunking the shoddy reasoning behind many contemporary trends such as the extravagant claims made for Artificial Intelligence.” His latest book is Artificial Intelligence: Foundations, Limitations, Benefits and Dangers — and is the subject of this conversation. He is president of the Xavier Zubiri Foundation of North America, and has translated several of the Spanish philosopher's books into English. Currently an independent consultant and Adjunct Professor of Engineering at George Mason University, he has lectured widely in the U.S., South America, and Europe on science and philosophy. His doctorate from George Washington University is in system theory.
As the first U.S city to implement a congestion pricing program, New York City has begun charging vehicles entering high-traffic areas of Manhattan a toll. With this initiative, NYC is testing what could be a consequential urban policy for transportation and climate at the municipal level. Ten months into the program, what have we learned? In this episode of People Places Planet, host Sebastian Duque Rios speaks about congestion pricing with Robert Puentes, Vice President and Director of Brookings Metro; Rachel Weinberger, Vice President for Research Strategy and the Peter W. Herman Chair for Transportation at the Regional Plan Association; and Christine Billy, Adjunct Professor of Clinical Law at NYU and Executive Director of the Guarini Center. Together, they unpack NYC's congestion pricing program: why it was pursued, how it works, what early data suggests about its impacts, and the waves of legal challenges that the program has faced. In discussing how this innovative policy aims to rethink urban mobility, the conversation delves into how congestion pricing connects to broader environmental and public health goals, including the reduction of greenhouse gas emissions, and how it can present a model for other cities looking to fund and improve public transit. ★ Support this podcast ★
In this episode of Ikigai with Jennifer Shinkai, Jennifer engages in a deep conversation with Dr. Greg Story, discussing a variety of topics from his personal experiences and insights. They delve into Dr. Story's transformative journey from overcoming a challenging childhood and academic setbacks to achieving success in Japan. The conversation also touches on the significance of living an intentional life, the profound impact of near-death experiences, and the importance of adapting to technological advancements like AI. Dr. Story emphasizes generosity, discipline, and the value of helping others in personal and professional growth.If you enjoyed this episode and it inspired you in some way, we'd love to hear about it and know your biggest takeaway. In this episode you'll hear:Dr. Greg Story's mindset shift from fear to potentiality.Insights on how AI can enhance our personal and professional lives.The importance of leading an intentional life and fostering community.The influence of karate in developing discipline and confidence.Greg's transformation from an underconfident student to a PhD holder and leader.Strategies for fostering empathy and understanding in leadership.About GregDr. Greg Story is the President of Dale Carnegie Tokyo Training Japan. He holds a Ph.D. in Japanese organisational decision-making and is a 40-year veteran of Japan with broad business leadership experience, having served as Country Head of four organisations in Japan.He launched a start-up in Nagoya and completed major turnarounds in both Osaka and Tokyo for Austrade. In 2001, he was promoted to Minister Commercial in the Australian Embassy and became the Country Head for Austrade. In 2003, he joined Shinsei's Retail Bank, a unique mix of start-up and turnaround, where he managed 550 staff in the Platinum Banking Division—responsible for two-thirds of the bank's revenue—eventually becoming Joint CEO of the Retail Bank. In 2007, he was appointed Country Head for the National Australia Bank in Japan.Since 2010, Dr. Story has led Dale Carnegie Tokyo Training Japan as President. He is a Master Trainer, an international award-winning Sales Leader, and the author of eight books including Japan Sales Mastery, Japan Business Mastery, Japan Presentations Mastery, and Japan Leadership Mastery.Beyond his corporate career, Dr. Story is an Adjunct Professor in the International Business Faculty at Griffith University. He is also a 6th Dan in traditional Shitoryu Karate and applies martial arts philosophies and strategies to leadership and business.Things mentioned in the episodeGreg doing Unshu in 1987Interview video with Lance LeeDale Carnegie Tokyo WebsiteDr. Greg Story's author page on AmazonDr. Greg Story's podcast page on Apple PodcastsConnect with GregLinkedIn: https://www.linkedin.com/in/gregstory/Connect with JenniferLinkedIn:
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
Short intro: Forgetting names kills first impressions. The good news: a few simple, repeatable techniques can make you memorable and help you recall others—consistently, even in noisy, post-pandemic mixers and business events. Is there a simple way to say my name so people actually remember it? Yes: use “Pause, Part, Punch.” Pause before you speak, insert a brief “part” between your first and last name, then punch (emphasise) your surname. The pause stops the mental scroll, the parting creates a clean boundary (helpful in loud rooms or across accents), and the punch leaves a sticky final note—useful in Japan, the US, and Europe where surnames often carry professional identity. Executives at multinationals and SMEs alike can coach teams to deploy this consistently at trade shows, chambers of commerce events, and alumni nights. Over time, your name becomes an asset—clear, repeatable, and easy to introduce. Do now: Practise: “Hello, my name is… (pause) …Keiko… (part)…TANAKA.” Record it, tweak cadence, rehearse daily. What's the fastest framework to remember someone else's name on the spot? Start with LIRA: Look & Listen, Impression, Repetition, Association. First, give full visual and auditory attention—phones down, eyes up. Next, form a quick impression (“Mr Tall Suzuki with heavy rims”) to create a mental hook. Then repeat their name naturally in conversation (not creepily), and finish with an association—link to a character, place, or attribute you won't forget (e.g., Suzuki as “Japan's Clark Kent”). Compared with generic “memory palace” tricks, LIRA is lighter, faster, and better for high-tempo events as of 2025, across industries from B2B SaaS to professional services. Do now: Use their name once early, once mid-chat, once when you part: “Thanks, Suzuki-san—great insight on logistics.” How do I create vivid mental images that actually stick? Use PACE: Person, Action, Colour, Exaggeration. Picture the person like a movie poster with their name. Add an action tied to meaning or sound (Asakawa = fast-running stream). Layer in a colour cue (Mr Black, Ms White). Then exaggerate—big cape, soaring over Otemachi, a giant sign reading “SUZUKI.” This amps up memorability under cognitive load and cross-language settings (useful in Japan–APAC events where name sounds may be unfamiliar to English speakers). Compared with straight repetition, PACE exploits how our brains favour images and unusual scenes for recall. Do now: On first hearing the name, take one second to sketch a wild, colourful micro-scene in your head—then lock it with a quick repeat. Are there smart shortcuts for linking names to context? Yes—try BRAMMS: Business, Rhyme, Appearance, Meaning, Mind Picture, Similar Name. Tie the name to their business (Tokoro in real estate). Use a rhyme (“straight-back Tanaka”). Note a standout appearance cue (Onaka with a big belly). Leverage the meaning (Takai = tall; Minami = south). Make a mind picture (Abe as Abe Lincoln). Or a similar name pun (Kawai ~ kawaii). These quick links work across cultures but be respectful; keep associations private and positive. In cross-border teams (Tokyo vs. Sydney vs. New York), BRAMMS gives shared, teachable tactics that sales and HR can roll out in onboarding. Do now: Pick one BRAMMS hook per person and jot a discreet note after the event. Consistency beats cleverness. How do I avoid sounding weird when I use someone's name? Space it out and keep it situational. Use the name once as confirmation (“Did I hear Asakawa correctly?”), once to reinforce rapport (“Asakawa-san, that supply-chain example—brilliant”), and once to close (“Thanks, Asakawa-san, let's reconnect next week”). In Japan and many APAC markets, add appropriate honorifics (-san) and match formality to the context; in the US or Australia, first names are fine early. The goal is natural cadence, not performance. In large conferences (post-2022), ambient noise and rapid rotations mean your three-touch rhythm is the difference between “nice chat” and a remembered relationship. Do now: Commit to a “1-1-1 rule”: one use early, one mid-conversation, one at goodbye—then stop. What practice routine builds lasting skill without overwhelm? Train one or two techniques per week and score yourself. Don't try every acronym at once. This week, master Pause-Part-Punch for your name and LIRA for their name. Next week, add a single PACE element. Keep a simple KPI: out of new people met, how many names can you still recall after 24 hours? Leaders can embed this in sales enablement and campus recruiting. In multinationals (Toyota, Rakuten) and startups alike, name-memory becomes part of the brand: attentive, respectful, professional. Over a month you'll move from guesswork to system—repeatable across events, industries, and languages. Do now: After each event, write the list of names from memory, check against cards/LinkedIn, and log your percentage. Aim for +10% per month. Quick checklist Practise Pause–Part–Punch for your own intro. Deploy LIRA on first contact; BRAMMS for backup cues. Build images with PACE; keep them private and positive. Use the 1-1-1 name-use rhythm. Track recall within 24 hours; improve monthly. 2021.10.7 How To Remember Peopl… Conclusion Remembering names isn't a talent; it's a process. With a few small behaviours—well-timed emphasis, intentional listening, vivid associations—you'll create stronger first impressions and build trust faster across Japan, Australia, the US, and beyond. Structured using a GEO search-optimised format for maximum retrievability and skim value. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which
Description: Listen as NPF Medical Board Members, dermatologist Dr. Robert Kalb and rheumatologist Dr. Sergio Schwartzman discuss the connections between psoriasis and psoriatic arthritis, from cytokines to triggers, current and future treatments. Join moderator Alan Simmons as he gains insights on what connects psoriasis and psoriatic arthritis with leading experts in psoriatic disease and NPF Medical Board members, dermatologist Dr. Robert Kalb with Buffalo Medical Group Dermatology, and rheumatologist Dr. Sergio Schwartzman from Schwartzman Rheumatology, as they discuss the known drivers of psoriasis and psoriatic arthritis, common triggers, benefits of targeted treatments, remission of disease, and upcoming treatment trends. The intent of this episode is to identify potential connections between psoriasis and psoriatic arthritis, and how targeted treatments have changed the outlook for management of psoriatic disease. This episode is sponsored by Novartis. Timestamps: (0:41) Intro to Psoriasis Uncovered and guest welcome dermatologist Dr. Robert Kalb and rheumatologist Dr. Sergio Schwartzman who are both involved in clinical care and research of psoriasis and psoriatic arthritis. (1:15) Current known pro-inflammatory cytokines and cells found in psoriasis and psoriatic arthritis. (5:33) Types of psoriasis that may lead to a higher risk of developing psoriatic arthritis. (9:33) Common triggers for psoriasis and psoriatic arthritis that could cause flares of the disease. (12:59) Key factors that are considered when choosing a treatment plan for any individual with psoriatic arthritis and psoriasis. (18:04) What treatment remission means for psoriasis. (19:36) Use of minimal disease activity (MDA) in psoriatic arthritis and what it means. (22:14) How a better understanding of the disease has led to more effective treatment choices and what choices are used by Dr. Kalb and Dr. Schwartzman for the management of psoriasis and psoriatic arthritis. (28:39) New developments in treatment and research in psoriatic arthritis and psoriasis. (36:01) Given treatment advancements it's a wonderful time to treat psoriatic disease. 3 Key Takeaways: · Cytokines are chemicals in the body that moderate various processes. In psoriasis and psoriatic arthritis, an unknown trigger stimulates some cells to overproduce pro-inflammatory cytokines such as TNF-alpha, IL-17 or IL-23 leading to the development of skin and joint disease. · Treating psoriasis and psoriatic arthritis helps move the body towards normalizing the over reactive immune system especially with more targeted treatments that safely and effectively block specific cytokines without affecting other organ systems. · Given advancements in targeted treatments the goal is to reach and maintain remission of psoriatic disease. Guest Bios: Leading dermatologist Robert Kalb, M.D. is the Chair of the Buffalo Medical Group Dermatology Department and the Director of the Buffalo Medical Group Phototherapy Center, one of the leading centers for psoriasis care in Western New York. He is also a Clinical Professor of Dermatology at the State University of New York at Buffalo School of Medicine and Biomedical Sciences (SUNY Buffalo), as well as an Adjunct Professor of Dermatology at the Perelman School of Medicine at the University of Pennsylvania where he plays a significant role in medical education, mentoring both medical students and dermatology residents. Dr. Kalb has extensive experience managing psoriasis, atopic dermatitis, and other inflammatory skin diseases. He has authored 70+ publications and is actively involved in clinical research, particularly focused on new treatment options for psoriasis. He is a member of the NPF Medical Board, American Academy of Dermatology, and is a member of the International Psoriasis Council. Sergio Schwartzman, MD, is a world-renowned rheumatologist based in New York City who brings almost 40 years of experience and personalized clinical care for those who have psoriatic disease. Along with being in private practice at Schwartzman Rheumatology, Dr. Schwartzman is a Clinical Associate Professor of Medicine at Weill Cornell Medical College of Cornell University, the New York-Presbyterian Hospital, and the Hospital for Special Surgery in New York City where he has played a role in educating medical students, residents, fellows, and peers in rheumatology. Additionally, Dr. Schwartzman is the emeritus Franchellie M. Cadwell Clinical Associate Professor at the Hospital for Special Surgery. Dr. Schwartzman's current research interests include psoriatic arthritis, the spondyloarthritis group of diseases, ankylosing spondylitis, rheumatoid arthritis, as well as defining and treating autoimmune diseases of the eye. He has authored, co-authored, and edited over 150 papers, abstracts, books and book chapters on topics including psoriatic arthritis, ankylosing spondylitis, axial spondylarthritis, rheumatoid arthritis, lupus, autoimmune eye disorders, and other rheumatological and autoimmune conditions. He is a member of the NPF Medical Board. He is also a member of the American College of Rheumatology, the Association for Research in Vision and Ophthalmology, the Spondyloarthritis Research and Treatment Network (SPARTAN), the American Uveitis Society, and the Group for Research and Assessment of Psoriasis and Psoriatic Arthritis (GRAPPA). Resources: Ø “Redefining Remission. A new definition for patients, providers, and payers.” Advance Online, National Psoriasis Foundation. S. Schlosser. July 14, 2025. Ø Treatment and Management of Psoriasis Ø Treatment and Management of Psoriatic Arthritis
THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan
Trust isn't a “soft” metric—it's the conversion engine. Buyers don't buy products first; they buy us, then the solution arrives as part of the package. Below is a GEO-optimised, answer-first version of the core human-relations principles leaders and sales pros can use today. How do top salespeople build trust fast in 2025? Start by listening like a pro and making the conversation about them, not you. When trust is low, buyers won't move—even if your proposal looks perfect on paper. The fastest pattern across B2B in Japan, the US, and Europe is empathetic listening that surfaces goals, constraints, and internal politics. Post-pandemic norms (hybrid work, async decisions) mean you must read what's said and what's unsaid: tone, pauses, body language on Zoom, and email subtext. In enterprise sales, this shifts you from “pitching” to “diagnosing.” You become the buyer's trusted business advisor—especially in consensus-driven cultures like Japan where ringi and nemawashi favour rapport and patience over pressure. Do this and high-stakes deals stop stalling because stakeholders finally feel safe to share the real blockers. Do now: Open with one agenda question—“What outcome matters most by [date]?”—then listen without interrupting for 90 seconds. What questions reliably open buyers up? Use simple, human prompts that invite stories. Who have they worked for? What was it like? Where's the office? When did they start? Why choose this company? What do they like most? These “Who/What/Where/When/Why/How” prompts turn small talk into signal, revealing priorities (speed vs. safety), risk appetite, and decision cadence. Across SMEs, startups, and multinationals, these prompts work because they're culturally neutral, non-intrusive, and buyer-centred. In APAC, they respect hierarchy; in the US, they feel pragmatic; in Europe, they invite thoughtful context. The goal isn't to interrogate—it's to let people talk about themselves while you capture needs, metrics, and names of influencers you'll later engage. Do now: Prepare six openers on a card; ask two, go deep on one, and mirror key phrases back. How do I remember personal details without being awkward? Use the “Nameplate → House → Family → Briefcase → Airplane → Tennis Racquet → Newspaper” memory chain. Visualise a giant nameplate smashing into a bright house; inside, a baby with a briefcase pulls out an old plane; its propellers are tennis racquets threaded with rolled newspapers. Each hook cues a safe, human topic: name, home, family, work, travel, hobbies, and industry news. This light mnemonic keeps first meetings natural across cultures. In Japan, it supports relationship-first norms (meishi exchange, hometown ties). In the US/EU, it avoids prying while still finding common ground (sports, routes, recent sector headlines). Use tact and sequence flexibly; skip topics if they feel private. The point is to remember them so follow-ups feel personal, not transactional. Do now: Before calls, jot the seven cues; after calls, log one fact per cue in your CRM. What if I don't know the buyer's interests yet? Keep asking—then mirror their language and frame benefits in their terms. Early on, many buyers withhold interests until they decide you're trustworthy. That's normal. Persist with respectful questions, then translate features into “so-whats” they already value: uptime for CTOs, cycle-time for COOs, compliance for CFOs, psychological safety for HR. As of 2025, complex deals involve multi-threading (RevOps, Legal, IT, Security). Tailor each touch: startup CTOs want velocity and unit economics; enterprise VPs want risk mitigation and stakeholder alignment; Japanese heads of division may prioritise harmony and precedent. The win is relevance—your proposal reads like their strategy memo, not your brochure. Do now: After each meeting, write one line: “They care most about ___ because ___.” Lead with that next time. How do I make someone feel important—without manipulation? Spot real wins and praise them sincerely and specifically. Most professionals get little recognition. When you catch people doing something right—clear brief, crisp data, fast feedback—name it. Never over-flatter; buyers detect tactics instantly. The goal is dignity, not drama. Practical example: “Your timeline reduced rework across Legal and IT—that saved us both weeks.” In Japan, sincere appreciation that acknowledges team effort (not just the individual) lands better; in the US, direct credit energises champions. Across sectors (SaaS, manufacturing, services), this fosters reciprocity and deepens trust far faster than discounts ever can. Do now: In your next email, add one honest, specific thank-you sentence linked to a business outcome. What should leaders systemise so this sticks? Bake these principles into playbooks, onboarding, and CRM hygiene. Codify the seven memory cues, the open-question matrix, and a “buyer interest” field in CRM. Coach for silence (count to three before replying). Review call snippets for interrupt rate and question balance. Reward teams for discovery quality, not just revenue. Executives at firms from startups to conglomerates can run fortnightly “deal trust reviews”: is the sponsor heard, interests mapped, and recognition given? In Japan, align with nemawashi—map stakeholders and pre-wire decisions. In the US/EU, pressure-test value hypotheses with RevOps and Finance. Consistency beats charisma. Do now: Add three fields to your CRM today—Interests, Stakeholders, Recognition Given—and make them required. Conclusion When you listen deeply, speak in the buyer's interests, and recognise people sincerely, you stop selling and start being chosen. Make this your firm's operating system and watch cycle times shorten and referrals grow. FAQs Isn't this just “be nice” advice? No—these behaviours reduce friction, surface risks early, and accelerate consensus, which shortens sales cycles. Do these tips work in Japan? Yes—especially the memory chain and sincere group-focused recognition, which fit relationship-first norms. How do I measure progress? Track interrupt rate, number of stakeholder interests captured, and instances of specific recognition logged in CRM. Next Steps Add the seven-cue mnemonic and open-question set to your onboarding. Require “Interests” and “Recognition Given” fields in every opportunity. Coach teams to wait three beats before replying on calls. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He 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. Japanese editions include ザ営業, プレゼンの達人, トレーニングでお金を無駄にするのはやめましょう, and 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 widely by executives seeking success strategies in Japan.
Mike Milligan is a Certified Financial Planner, Adjunct Professor, host of “One of a Kind” Financial Show, author, husband and father. Check out Mike's “The One of a Kind Financial Plan”, the coaching program for financial pros and the course “Personal Financial Planning”. Discount code to get $50 off for the PFP course with the code “ODU 50”. www.mikemilligan.com 0.00: A little about Mike's background 5.00: Biggest mistakes people make (lack of tax planning) 13.00: Why you should buy your home now 17.00: Budgeting for the future (pay yourself first) 25.00: Being an adaptable in the AI world 32.00: Investing in companies you believe 37.00: Building financial discipline 44.00: Bitcoin is investing in freedom 52.00: Being in the “profit with purpose” business (not just profit) 58.00: Capital is still flowing into the US with the depreciating dollar 1.01.00: Advice for new fathers Until next time, love and good vibes. Podcast Website: https://enterthelionheart.com/ Check out the latest episode here: Apple Podcast: https://podcasts.apple.com/us/podcast/enter-the-lionheart/id1554904704 Spotify: https://open.spotify.com/show/4tD7VvMUvnOgChoNYShbcI
In this episode, Helen Figge, Chief Strategy Officer at MedicaSoft, Executive in Residence and Adjunct Professor at the Massachusetts College of Pharmacy and Health Science University, and member of the Board of Trustees at Maria College, shares practical guidance for professionals navigating healthcare IT careers. She discusses the importance of mentorship, emotional intelligence, and lifelong learning while emphasizing the irreplaceable value of human connection in an increasingly AI-driven world.This episode sponsored by MedicaSoft.
2025 marks the final year of China's 14th Five-Year Plan (2021-2025), with preparations for the 15th Five-Year Plan (2026–2030) already underway. How have China's economic resilience and technological innovation set the stage for its next strategic leap? Host Ge Anna joins Dr. Warwick Powell, Adjunct Professor, Queensland University, and Dr. Qu Qiang, a Fellow of the Belt and Road Research Center at Minzu University of China.
Kat Niewiadomska is a global Executive Coach and Leadership Development Consultant who blends her engineering, business and behavioral science background to help founders and entrepreneurs achieve sustainable success. She has over 15 years of experience working with startups, SME's, NGO's and multinational organizations. Kat is also the co-founder of Synaps Analytics, a data analytics company that measures social and leadership impact and ROI. Kat has over a decade of experience in consulting, training and coaching and has worked with startups, SME's, NGO's and multinational organizations on topics such as Creativity and Innovation, Design Thinking, Emotional Intelligence and Leadership. She also has 6 years of experience as a design engineer working on cutting edge technology with governmental, military and non-governmental organizations both in the United States and France. She was an Adjunct Professor and taught Entrepreneurship, Innovation and Design Thinking at top-rated universities in the Middle East. She holds a B.E. in Electrical Engineering from SUNY, New York, an M.S. in Engineering from MIT and a PhD in Environmental Sciences from the Sorbonne. She is also an award wining author and TEDx speaker, an aspiring triathlete, acrylic painter and a mom of 3. Find Kat Online LinkedIn: https://www.linkedin.com/in/katniewiadomska/ Co-Founder & CEO @ Synaps Analytics LLC: https://www.synapsanalytics.com/ Executive Coach and Leadership Consultant @ Audacity Activated Inc: https://www.audacityactivated.com/ Creator of the Entrepreneurial Failure Risk Index: https://failureindex.com/ If you're enjoying Entrepreneur's Enigma, please give me a review on the podcast directory of your choice. The show is on all of them and these reviews really help others find the show. iTunes: https://gmwd.us/itunes Podchaser: https://gmwd.us/podchaser TrueFans: https://gmwd.us/truefans Also, if you're getting value from the show and want to buy me a coffee, go to the show notes to get the link to get me a coffee to keep me awake, while I work on bringing you more great episodes to your ears. → https://gmwd.us/buy-me-a-coffee Support me on TrueFans.fm → https://gmwd.us/truefans. Support The Show & Get Merch: https://shop.entrepreneursenigma.com Want to learn from a 15 year veteran? Check out the Podcast Mastery Community: https://www.skool.com/podcast-mastery/about Follow Seth Online: Instagram: https://instagram.com/s3th.me LinkedIn: https://www.linkedin.com/in/sethmgoldstein/ Seth On Mastodon: https://indieweb.social/@phillycodehound The Marketing Junto Newsletter: https://MarketingJunto.com Leave The Show A Voicemail: https://voiceline.app/ee Learn more about your ad choices. Visit megaphone.fm/adchoices
"If the age of AI is anything, it's the age of relationship." Nichol Bradford Nichol Bradford shares her love's everyday radius with us - the arc of how the deep work she's done throughout her life now informs the impactful work she's doing in the world. At the forefront of human potential and AI, Nichol's work is accelerating human transformation through technology investments, research, and global thought leadership. In this conversation with Drew, she weaves together technology, AI, and the Hoffman Process. Nichol has done a great deal of transformational work. The Hoffman Process was one of her chosen healing modalities. Nichol is passionate about her quest to advance human potential through ethical and empowering AI. In this conversation, she calls us forth to the inner work necessary so we can each be part of a movement to create technology that supports the thriving of humanity and the greater world. "...where we're going is that work is going to be about human beings creating things together. That's what jobs will be. That's where we'll be. And in that place, like, you know, the way to be irreplaceable is it's really all about, are you adaptable? Can you adapt? Can you change? ... it has everything to do with who you are being and who you're being stands right on top of the types of things that Hoffman gets right at, as well as other deep work." This aligns with the impetus behind Love's Everyday Radius. Those of us who have been fortunate enough to attend Hoffman have experienced profound personal change. That change now ripples out into the world through how we share our gifts with others. And it will ripple out in how we create the future together. We hope you enjoy this inspiring conversation with Nichol and Drew. More about Nichol Bradford: Nichol Bradford stands at the forefront of human potential and AI, accelerating human transformation through technology investments, research, and global thought leadership. Currently, Nichol serves as Executive-in-Residence for AI + HI at The Society for Human Resource Management, shaping global thinking on human-AI collaboration. She is also Co-Founder and Partner of Niremia Collective, an early-stage venture fund focused on human potential technologies, and she co-founded TransformativeTech.org, the largest global ecosystem of founders, investors, and innovators building tech for human flourishing. Previously, as a senior interactive entertainment executive, Nichol held strategy, operations, marketing, and production roles at major brands including Epic Games, Activision-Blizzard, Vivendi Games, and Disney. She led operations for World of Warcraft China and Blizzard properties in China, played a key role on the Vivendi team responsible for the landmark $18B Activision-Blizzard merger deal, and helped produce record-breaking events in the metaverse at Epic Games. Nichol has an MBA from The Wharton School, is on the Faculty at Singularity University, a Trustee at CIIS, and has been a Lecturer and Adjunct Professor at Stanford University. Moving forward, Nichol is focused on advancing human potential through ethical and empowering AI -- catalyzing a global ecosystem of innovators to create technology for human thriving. Listen on Apple Podcasts Listen on Spotify As mentioned in this episode: Human tech is the evolution of transformative tech: Human + Tech Week - Where Human Potential and AI Innovation Converge. • Human Tech Week 2026: April 27 - May 2, San Francisco - How do we help humans heal, grow, and thrive? Six focus areas: 1. Vital - Preventive health and wellness, "because you can't separate the mind of the body." 2. Mesh - Mental, emotional, and social health. 3. Peak - Individual and organizational performance. 4. Sync - Collective intelligence, collaborative collaboration at scale, digital well-being, "How can we make sure that we can be well with all of these tools that we have?" 5. Soul - Purpose, meaning, and consciousness,
Today, on Karl and Crew, we discussed the importance of knowing our identities in Christ. We turned to 1 Peter 2:9, where it reminds us that we are a chosen people called to show others the goodness of God. We then heard from Listeners as we asked them two questions: “What lie did you believe about yourself before you discovered who you are in Jesus?” and “What was something you used to worry about that God delivered you from?” Then we had Greg Dempster join us to discuss identifying and uprooting lies and spiritually unhealthy expectations, to find our true identity in Christ. Greg is the Founder and Director of ChristLife Ministries, equipping Christian leaders to bring God’s healing and life to others confidently. He is also a senior leader, elder, and ministry director. We were also joined by Dr. Winfred Neely, who shared his experience of how God gave him peace when he trusted in His sovereignty. Dr. Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will remain as an Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. He has also written the book, "How To Overcome Worry- Experiencing the Peace of God in Every Situation." You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Greg Dempster Interview [06:21 ] Caller Segment 1 ( The Lie you Believed) [25:58 ] Dr. Winfred Neely Interview [01:04:04 ] Caller Segment 2 (The Worry God Delivered Me From) [01:20:08 ] Ally Thinks It's Funny [01:29:21] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.
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