Podcasts about Adjunct professor

Send us a textAbout Dr. Moshe Mendelson:Dr. Mendelson has been a clinical investigator for FDA contact lens studies. He is currently an Adjunct Professor for the New England College of Optometry, and has taught students from various colleges throughout his career. Dr. Mendelson is a leading optometrist in the field of Orthokeratology/CRT overseeing one of the busiest Orthokeratology/CRT practices in the nation. He has devoted his practice to this field. Over the last 30 yearsDr. Mendelson has fit thousands of patients with Orthokeratology/CRT contacts and achieved the designation of F.I.A.O., Fellow of the International Academy of Orthokeratology. Dr. Mendelson is one of only a few doctors to obtain this title.He is a member of the American Optometric Association as well as the California Optometric Association. Dr. Mendelson is passionate about his care and works with local schools to provide eye care to underprivileged children.---If you're considering or have ever considered getting a virtual team member for your practice check out hiredteem.com, mention The Myopia Podcast when signing up for a $250 dollar discount off of your first month's teem member.https://hireteem.com/myopia-podcast/

Today, on Karl and Crew, we continued our “All-Star Week”. We're inviting some of your favorite guests back to discuss key updates in their ministries and work. Plus, we are asking them, and you, an important question this season: "If the birth of Christ never happened, what part of your life would be most different? We had Arlene Pellicane join us to discuss the importance of parents engaging with their children rather than relying on phones to do it this Christmas. Arlene is a speaker, author, and host of the Happy Home podcast. She is also a marriage and parenting expert. Arlene has written several books, including “Screen Kids.” We then had Dr. Winfred Neely join us to discuss the beauty of allowing your mind to be enthralled by the gospel. Dr. Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He is currently an Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. Then Chris Baker joined us to share his testimony and how God led him to start a tattoo ministry, INK 180, that serves those who have been branded through sex trafficking and gang life. Chris is the founder of INK180. Through his work at the ministry, he won the 2022 FBI Director's Award for Community Service and has an award-winning documentary featured on TLN. 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: Arlene Pellicane Interview [03:11] Dr. Winfred Neely Interview [29:58] Chris Baker Interview [41:39] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

Today, on Karl and Crew, we continued our “All-Star Week”. We're inviting some of your favorite guests back to discuss key updates in their ministries and work. Plus, we are asking them, and you, an important question this season: "If the birth of Christ never happened, what part of your life would be most different? We had Arlene Pellicane join us to discuss the importance of parents engaging with their children rather than relying on phones to do it this Christmas. Arlene is a speaker, author, and host of the Happy Home podcast. She is also a marriage and parenting expert. Arlene has written several books, including “Screen Kids.” We then had Dr. Winfred Neely join us to discuss the beauty of allowing your mind to be enthralled by the gospel. Dr. Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He is currently an Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. Then Chris Baker joined us to share his testimony and how God led him to start a tattoo ministry, INK 180, that serves those who have been branded through sex trafficking and gang life. Chris is the founder of INK180. Through his work at the ministry, he won the 2022 FBI Director's Award for Community Service and has an award-winning documentary featured on TLN. 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: Arlene Pellicane Interview [03:11] Dr. Winfred Neely Interview [29:58] Chris Baker Interview [41:39] 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.

Why do clients "check you out" online before the first sales meeting? Buyers now assume that everything about us is only a few mouse clicks away, so online "checking you out" happens before the calendar invite becomes real. Because this scrutiny is routine and increasing, therefore your credibility is being scored before you speak a word in the meeting. The script frames this as a certainty for salespeople: prospects will look at your social media and search results to decide who you are and whether you are worth their time. Because the check happens before the conversation, therefore it can either lift trust early or create doubt that you have to fight through later. Mini-summary: Pre-meeting research is inevitable. Because it happens first, therefore your digital presence shapes the starting trust level. What should salespeople assume buyers will find when they search? Buyers may use a standard search engine, or they may search using tools driven by artificial intelligence, and the question is whether the results look random or controlled. Because random results can misrepresent you or hide your expertise, therefore the recommended aim is "content within your control." The script does not argue for perfection; it argues for intentionality. Because prospects are forming an impression from what is easiest to see, therefore you want the first page to reflect business credibility rather than accidental content. Mini-summary: Buyers will search. Because first-page impressions form quickly, therefore you should control what appears. How does "content marketing" function as pre-selling for sales professionals? Content marketing is described as putting your wares up for free on social media to demonstrate you provide value. For sales professionals, the instruction is to be clinical about what you publish. Because your job is to earn trust before the meeting, therefore your content must help buyers solve problems, not merely announce your existence. This is "pre-selling" in a practical sense: your expertise does part of the persuasion before you arrive. Because value is visible, therefore trust is easier to earn when you finally meet. Mini-summary: Content marketing is proof-of-value in public. Because it is visible before the meeting, therefore it pre-sells your credibility. What kind of content builds credibility without triggering buyer resistance? The script recommends articles about issues in the industry or market and how to fix those. It warns strongly against propaganda for your company, product, or service. Because audiences disengage at the first blatant hint of gross self-promotion, therefore credibility-building content must sound like useful analysis rather than a brochure. A further advantage is distribution: these articles may also suit industry or business magazines because editors want high-quality free content. Because third-party placement signals seriousness, therefore good articles can multiply your authority beyond your own channels. Mini-summary: Lead with market problems and fixes. Because overt self-promotion repels attention, therefore keep the value educational and practical. How can one idea be repurposed into blogs, podcasts, and video? The script outlines a simple repurposing chain: write a blog, then read it into a microphone, record, add light production such as music, and turn it into a podcast. Because many people multitask while learning—walking the dog, running, commuting, or training—therefore audio makes your expertise easier to consume. The same blog can also be delivered on camera to create video content for YouTube, either live-streamed on a phone or recorded with higher-quality gear, including teleprompters, if you choose. Because different buyers prefer different formats, therefore one core idea can become multiple discovery doors. Mini-summary: One idea can become text, audio, and video. Because audiences consume content differently, therefore repurposing expands reach without inventing new topics. What if you do not like writing but still need to publish? The script uses Gary Vaynerchuk as an example of someone who relies on video as the main delivery channel and then strips audio for podcasts and turns transcripts into text posts. The practical lesson is not celebrity; it is flexibility. Because some people communicate better by speaking than writing—and many salespeople can certainly talk—therefore recording yourself can be a faster path to consistent publishing. You can then use support to shape transcripts into readable text if needed. Because the medium is a tool, therefore choose the channel that keeps you producing credible content. Mini-summary: If writing blocks you, speak first. Because spoken content can be repurposed, therefore you can still build a strong footprint. Why do "voice assets" matter for discoverability? The script flags a shift: search is not only text; voice search is part of the game, supported by artificial intelligence. It argues that if you have not created voice assets like podcasts or video soundtracks, you miss the opportunity to be found by clients. Because buyers learn while doing other things and because search methods change, therefore audio and video become additional ways for prospects to encounter your ideas. This is not about trends for their own sake; it is about making sure your expertise is discoverable in multiple modes. Mini-summary: Voice-enabled content widens discovery paths. Because search behaviour evolves, therefore podcasts and video audio can increase findability. What is the strategic point of all this online presence? The script is blunt: "The point is to control what clients will see by getting your best foot forward." Because you will be checked out, therefore the only real choice is whether the buyer finds thin or strong evidence of expertise. The recommended approach is to "cram" your social media with content that makes you look like a legitimate expert. Because credibility can be built before the sales meeting, therefore the first conversation begins deeper and faster. The script ties this directly to the buyer mantra "know, like and trust" and treats online content as an amplifier rather than a replacement for relationship-building. Mini-summary: The goal is narrative control through evidence. Because buyers will research you anyway, therefore fill the footprint with credible proof of expertise. 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.

"Leading a team is every time challenging, to be honest." "We need to make a small success every time." "There is no official language of the company. The most important is communication." "It's not if we will do or not. It is how we will do it." "Only people who are not doing nothing are not taking risk." Benjamin Costa is the Representative Director and Managing Director of La Maison du Chocolat Japan, overseeing a luxury chocolate brand founded in Paris in 1977. Trained in civil engineering, he moved early into action sports retail, becoming a pioneer in European e-commerce and customer trust-building systems during the internet's formative years. After senior roles growing multi-sport retail and online operations in France, he relocated to Japan with his Japanese wife, driven by a long-standing personal connection to the country developed through annual travels over two decades. In 2015, he became General Manager of the French Chamber of Commerce's Osaka office, then co-founded an international business development firm supporting market entry for European and Japanese companies across sectors including luxury, high-tech, culture, and food and beverage. He joined La Maison du Chocolat Japan in January 2020 to lead a strategic transformation—reconnecting with Japanese consumers, strengthening alignment with headquarters, and reshaping internal ways of working—while managing an all-Japanese team as the sole foreigner in the subsidiary. Benjamin Costa's leadership story in Japan is built on an unusual combination: an engineer's analytical structure, an entrepreneur's appetite for experimentation, and a deep respect for the social mechanics that underpin Japanese workplaces. As Managing Director of La Maison du Chocolat Japan, he is not merely "running the shop"; he is running change—balancing the expectations of a French luxury heritage brand with the uncompromising standards of Japanese customers. His approach begins with a clear premise: in luxury, "not perfect" is still not acceptable. For him, Japan is not a constraint on excellence; it is the benchmark that can lift the whole organisation. If a product, service, or process meets Japanese expectations, he argues, it will travel well globally. Costa treats trust as an operational asset, not a soft concept. Internally, he speaks about building credibility through "small success every time"—a practical rhythm that mirrors nemawashi and ringi-sho dynamics, where progress is stabilised through incremental validation and consensus. He also recognises that trust must be built in two directions: with the local team and with headquarters. In subsidiaries, he notes, distance and lack of informal contact can weaken confidence and slow decision-making. His solution is to tighten the relationship through evidence, responsiveness, and direct communication between functional experts—so Japan is not an isolated "castle," and headquarters is not an untouchable authority. He leads with a deliberately flat management style. Ideas can come from anywhere, and he is comfortable letting his original concept be reshaped into something better by the team. At the same time, he rejects the paralysis that can come from over-consensus. When deadlines are short, he reframes the discussion: the debate is not whether to do the project, but how to do it. That combination—openness paired with decisiveness—becomes his method for working with Japan's uncertainty avoidance without letting it harden into inaction. Risk, for Costa, is inseparable from growth. He encourages experiments, protects people when outcomes are imperfect, and focuses on learning to prevent repeat mistakes. Yet he is also candid: some people thrive in the former business model and struggle to keep pace with transformation. He treats that as fit, not failure. Ultimately, Costa defines leadership as elevating others—creating conditions where the team can move alongside the leader, not behind him, and where capability expands through responsibility, clarity, and shared wins. Q&A Summary What makes leadership in Japan unique? Costa emphasises that trust and credibility tend to be earned in small, visible steps. Rather than grand announcements, progress is reinforced through incremental wins that allow people to align safely—an approach closely related to nemawashi and ringi-sho style decision-making, where consensus is built before execution. He also highlights Japan's high expectations for quality and reliability, which shape how teams think about accountability and reputational risk. Why do global executives struggle? He points to a common clash: headquarters urgency versus local reality. Executives arrive as change agents under pressure to deliver quickly, but Japan's organisational habits—consensus-building, precision, and risk sensitivity—slow the apparent pace. His advice is to listen first, move thoughtfully, then return to HQ with a strong, evidence-based case for what will work and why it will take time. Is Japan truly risk-averse? Costa sees risk aversion as real, but not absolute. Japan's uncertainty avoidance often expresses itself as a desire for clarity of responsibility and avoidance of public failure. His workaround is to create psychological safety: he takes responsibility for outcomes, reframes "failure" as collective learning, and builds confidence through repeatable wins. Over time, people take more initiative because the consequences feel manageable and fair. What leadership style actually works? He blends empowerment with selective firmness. He runs flat, encourages ideas from the team, and keeps his door open for long, individual conversations until an agreement is reached. But he also breaks silos by design—treating inventory, priorities, and performance as "one Japan" rather than separate departmental territories. When speed is required, he makes the decision structure explicit: the question becomes "how," not "whether." How can technology help? Costa is cautious about AI adoption, arguing that tools can save time but still require verification of sources and critical thinking. In practice, leaders can use decision intelligence concepts to improve judgement, scenario planning, and trade-offs, and they can explore digital twins to test operational changes virtually before rolling them out—while still maintaining human accountability for decisions and customer experience. Does language proficiency matter? He values Japanese ability, but he prioritises communication over perfection. He notes there is "no official language" if the team leaves the room aligned. His experience is that effort matters: speaking Japanese—even imperfectly—invites support, and colleagues often help translate intent into precise business language. What's the ultimate leadership lesson? Costa defines leadership as raising others. The leader is not the genius; the leader creates the conditions for strong people to contribute, grow, and own outcomes. The best outcome is a team capable of moving the business forward with confidence—because trust, responsibility, and momentum have been built together. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

George Christopher is currently a Senior Vice President at Accenture, where he leads initiatives within the Smart Mobility Hub, reinventing technology and operations for tolling and transit agencies worldwide.Before his work in the tolling industry, George demonstrated his entrepreneurial spirit by founding and operating a sports management business for 10 years, which he successfully sold. He also launched a mental health company in Virginia, which he later exited. During his entrepreneurial years, George served as an Adjunct Professor at Hampton University, where he taught Business Law for Entrepreneurs, and at Virginia State University, where he taught Sports Management. These experiences reflect his strong business acumen and commitment to education and mentorship. Beyond his professional achievements, George is a third-generation U.S. Army veteran, a dedicated husband and father of four, and a member of the Omega Psi Phi Fraternity, Inc. He attended the U.S. Military Academy at West Point, the College of William & Mary, and the Howard University School of Law.Watch NOW to discover, The Secret Formula To Thrive in Any Environment

In this episode, Laura hosts an alumni panel of Black Woman Leading alums from the  Early Career and Mid-Career Programs (LaKeisha Williams, Jabina Coleman, and Valerie Black) for an honest, reflective, and deeply affirming conversation about what it means to strengthen your leader identity as a Black woman. Each guest shares her personal journey, from the early narratives that shaped her understanding of leadership to the mindset shifts, breakthroughs, and heart work that helped her step into a more aligned, confident, and purpose-driven version of herself. The alums discuss how their perceptions of themselves as leaders have grown since participating in the Black Woman Leading® program, and how their sense of agency, confidence, and clarity have expanded.  Additionally, they discuss navigating boundaries to stay aligned with their values and the role of community in supporting them along their leadership journeys.   The conversation is rich with wisdom, lived experience, vulnerability, and community. It highlights the transformative power of intentional leadership development and the importance of spaces where Black women can be seen, supported, and celebrated.   Guest Bios: ::LaKeisha Williams LaKeisha Williams is a dedicated wife and mother, an insurance professional with over 11 years of experience, and a lifelong learner who holds multiple designations in both commercial and personal lines insurance. She is also a jewelry entrepreneur of more than five years, passionate about connecting with new people and building meaningful relationships through sales. Outside of work, LaKeisha loves to laugh, spend time with her family, explore new places, and create joyful experiences through travel with her husband. Whether in the corporate world or her growing business, she leads with heart, expertise, and a genuine love for helping others shine. Connect with LaKeisha on LinkedIn here.   ::Jabina Coleman Jabina Coleman, known nationally as The Lactation Therapist, is a reproductive psychotherapist, maternal health researcher, and Philadelphia's first Black non-nurse International Board Certified Lactation Consultant. Trained first as a behavioral scientist at Penn State and later clinically as a Social Worker at the University of Pennsylvania, she has become one of the most compelling voices advancing Black maternal health equity, perinatal mental health, and community-centered lactation care. Her current doctoral training in Health Science at Thomas Jefferson University further deepens this work to bring evidence, rigor, and lived expertise into the rooms where systems, policy, and practice are shaped. Jabina is the Co-Founder and Executive Director of Breastfeeding Awareness & Empowerment (BAE) Culture, a community-rooted, Black women–led health equity ecosystem builder that weaves reproductive justice, trauma-informed care, and perinatal mental health to support Black families, strengthen racially concordant care, and eliminate disparities in breastfeeding and maternal healthcare. She is also the Co-Founder of the Perinatal Mental Health Alliance for People of Color within Postpartum Support International — a national collaborative that builds capacity, community, and equity in perinatal mental health care for BIPOC families. She currently serves as Chair of the Pennsylvania Breastfeeding Coalition, Adjunct Professor in Drexel's Human Lactation Program, and a health equity consultant with Temple University, where she was previously the Director of Health Equity, Training & Quality Improvement. As a mother of two, her personal lived experience has shaped and informed her professional lens, deepening her commitment to centering care that is grounded in humanity and dignity. Her signature call to action, "Everyone wants to hold the baby, who will hold the mother®?" has impacted national discourse, shifted culture, and catalyzed a new standard for accountability in Black maternal health. Connect with Jabina on LinkedIn here.  Follow her organization BAE on Instagram here.   ::Valerie Black Valerie Black-Turner serves as director of community partnerships for the Kansas Health Foundation and has been with KHF since 2002. Her responsibilities include building and maintaining trustworthy relationships with community organizations and agencies whose missions align with the Foundation's values and who serve communities impacted by racial and health inequities in Kansas.  Before becoming the director of community partnerships, Valerie held previous roles as KHF's community impact officer, senior community  organizer and information technology officer. Valerie received her bachelor's degree in business administration from Wichita State University with an emphasis in business management and received her Master of Divinity degree from Phillips Theological Seminary. She is a member of Dellrose United Methodist Church and serves as lead minister of worship and as Christian Education Coordinator.  Connect with Valerie on LinkedIn here   BWL Resources: Now enrolling for both the January  sessions of the Early Career and Mid-Career programs.  Learn more at https://blackwomanleading.com/programs-overview/ Full podcast episodes are now on Youtube.  Subscribe to the BWL channel today! Check out the BWL theme song here Check out the BWL line dance tutorial here Download the Black Woman Leading Career Journey Map - https://blackwomanleading.com/journey-map/   Credits: Learn about all Black Woman Leading® programs, resources, and events at www.blackwomanleading.com Learn more about our consulting work with organizations at https://knightsconsultinggroup.com/ Email Laura: info@knightsconsultinggroup.com Connect with Laura on LinkedIn Follow BWL on LinkedIn Instagram: @blackwomanleading Facebook: @blackwomanleading Youtube: @blackwomanleading  Podcast Music & Production: Marshall Knights  Graphics: Dara Adams Listen and follow the podcast on all major platforms: Apple Podcasts Spotify Stitcher iHeartRadio Audible Podbay  

Ranya Nehmeh, HR Strategist and Adjunct Professor at FHWien der WKW in Vienna, Austria, and Peter Cappelli, Professor of Management and Director of the Center for Human Resources at the Wharton School, join us this week to discuss some of the topics covered in their book, In Praise of the Office. We explore the current tumultuous state of Return-to-Office (RTO) mandates, why "hybrid" work is often failing to deliver on its promises, and the critical need for intentional management to foster human connection. [0:00] Introduction Welcome, Ranya and Peter! Today's Topic: The Realities of Hybrid Work [9:15] The messiness of Return-to-Office (RTO) today Why the media narrative often contradicts the realities of small business data. Why the definition of “hybrid” varies per organization. [19:03] Is work actually getting done remotely? Distinguishing between hitting individual KPIs and maintaining organizational health. The deterioration of meeting culture and the rise of "cameras off" apathy. The loss of social norms and the difficulty of resolving conflict without face-to-face interaction. [29:50] Do policies need to change for the new world of work? Addressing proximity bias and its impact on promotions and career development. Why treating hybrid work the same as traditional office work is a management failure. Understanding the winners and losers of remote work, particularly for younger or newly onboarded employees. [46:23] Closing Thanks for listening! Quick Quote “If you really want people to come back into the office, you have to do it with intentionality.”

Ilana's special guest is John Gollings AM holds a Master's degree in Architecture from RMIT University and an Honorary Fellowship of the Australian Institute of Architects. He is Adjunct Professor, School of Media and Communications, RMIT University. He works in the Asia-Pacific region as an architectural photographer, much of the work involving long-term cultural projects especially in India, Cambodia, China, Indonesia, Libya and New Guinea. He specialises in the documentation of cities, old and new, often from the air. He has had a particular interest in the cyclic fires and floods that characterise the Australian landscape and he documents these with aerial photography. He was co-creative director of the Venice Architectural Biennale in 2010. His work is held in a litany of national and international collections, and have been published extensively in numerous books and monographs. Golling's work has been included in significant major exhibitions and solo-retrospectives nationally and abroad. He has twice received the Australian Institute of Architects Presidents Prize and in 2013 he was awarded the inaugural William J. Mitchell International Committee Prize by the Australian Institute of Architects. In 2016 he was made a Member of the Order of Australia (AM) for ‘significant service to photography through the documentation of iconic architectural landmarks in Australia and the Asia Pacific region'.

Swings and roundabouts for the dairy sector, with prices set to weaken. Research by Rabobank suggests overall global production peaked last quarter, and this quarter won't be far behind. EU and UK are seeing their strongest growth since 2017 and US milk output has increased for five consecutive months. Lincoln University Adjunct Professor Jacqueline Rowarth told Andrew Dickens dairy farmers aren't feeling too glum, coming off good margins. She says they feel good when people want their product, and that joy's clearly spreading to other countries. LISTEN ABOVE See omnystudio.com/listener for privacy information.

In this podcast episode, Dr. Jonathan H. Westover talks with performance management, workplace dynamics, and employer liabilities. Mark F. Kluger practices exclusively in the area of labor and employment law on behalf of employers. For ten years, before founding Kluger Healey, LLC, he was Chairman of the Labor and Employment Department of one of New Jersey's oldest law firms. Mark is a frequent speaker and writer on sexual harassment and discrimination avoidance, workplace diversity, performance management, union avoidance, and a myriad of other employment-related subjects and regularly conducts training sessions for employers on these critical topics. In addition, Mark has extensive experience in counseling employers on issues involving discipline and discharge, reductions in force, mergers and acquisitions, compliance with wage and hour, disability, COBRA, and family and medical leave laws. He regularly drafts all forms of employment policies and handbooks, severance agreements, employment contracts, non-competition and confidentiality agreements, and affirmative action plans. Mark also represents employers in collective bargaining, grievance arbitration, NLRB proceedings, and picket line issues. Mark graduated from Vassar College in 1984 and Cornell University Law School in 1987. He was an Adjunct Professor at Seton Hall Law School from 1991-1996 and served as a member and President of the Board of Education in North Caldwell, New Jersey from 2002-2008. Check out all of the podcasts in the HCI Podcast Network!

In Part One we covered three foundational human relations principles: avoid criticism, offer honest appreciation, and connect your requests to what the other person wants. In Part Two, we level up the relationship-building process with three more principles that are simple, timeless, and strangely rare in modern workplaces. How do leaders build trust when everyone is time-poor and transactional? Trust is built by slowing down "relationship time" on purpose—because rushed efficiency kills human connection.In post-pandemic workplaces (hybrid, remote, overloaded calendars), teams can become purely transactional: tasks, Slack messages, deadlines, repeat. The problem is: efficiency is a terrible strategy for relationships. If people don't feel known or understood, you don't have trust—you have compliance (and even that is fragile). Across Japan, the US, and Europe, the pattern is consistent: when leaders invest time in people, cooperation rises; when leaders treat people as moving parts, motivation drops. Relationship-building is a leadership system, not a personality trait—schedule it like you'd schedule a customer meeting. Do now: Put one 15-minute "relationship slot" on your calendar each day this week and use it to learn something real about one team member.  How can a leader "become genuinely interested" without it feeling fake? Genuine interest means curiosity without agenda—because people can smell manipulation in seconds. A lot of leaders worry, "If I ask personal questions, won't it look like I'm trying to use them?" That's a fair concern, because we've all met the "networking vampire" who's only being nice to get something. The reality is: being "nice" to take advantage of people usually works once—then you're done, especially in a hyper-connected organisation where word spreads fast. The difference is intent. Real interest isn't a technique; it's respect. Every colleague has a story—skills, family background, side projects, passions, scars, ambitions. The workplace becomes richer and happier when leaders make space for that humanity, rather than pretending everyone is a job title. Do now: Ask one non-work question you can genuinely listen to: "What are you into outside of work these days?" Then shut up and learn.  Why does "shared interests" matter so much for team performance? Shared interests create closeness, and closeness makes cooperation easier when pressure hits. In any team—whether it's a Japanese HQ, a Silicon Valley startup, or a regional APAC sales unit—conflict isn't usually about the task. It's about interpretation: "They don't care," "They're lazy," "They're political," "They're against me." When you know someone's point of view (and why they think that way), you stop writing hostile stories about them. This is where relationship-building becomes performance insurance. When deadlines tighten, the team with trust can debate hard and move forward. The team without trust gets passive-aggressive, silent, or stuck. Leaders who take an honest interest create the bonds that prevent small issues from turning into culture damage. Do now: Find one "common point" with each direct report (sport, kids, music, learning, food) and remember it.  Does smiling actually improve leadership outcomes—or is it just fluff? A deliberate smile makes you more approachable and lowers threat levels, which increases cooperation. It sounds too simple, so leaders dismiss it—then wonder why people avoid them. Walk around most offices and you'll see the default face: stressed, pressured, serious. Not many smiles. Technology was supposed to give us time, yet in the 2020s it often makes us busier and more tense—meaning we're losing the art of pleasant interaction. A smile is not weakness. In Japan especially, a calm, friendly demeanour can change the whole atmosphere before you even speak. In Western contexts, it signals confidence and openness. Either way, it reduces friction. Start with the face, and the conversation gets easier. Do now: Before your next team conversation, smile first—then speak. Watch how their body language changes.  Why is using someone's name a leadership "power tool" in Japan and globally? A person's name is a shortcut to respect, recognition, and connection—so forgetting it is an avoidable disadvantage. In organisations, you'll deal with people across divisions, projects, and periodic meetings. In Japanese decision-making, multiple stakeholders are often involved, and you can't afford to blank on someone when you run into them at their office or in the hallway. The same is true at industry events and client meetings: you represent your organisation, and names matter. This isn't about being slick. It's about sending a signal: "I see you." If competitors remember names and you don't, they feel warmer, more attentive, and more trustworthy—even if their offering is identical. Do now: Use the name early: "Tanaka-san, quick question…" then use it once more before you finish.  What if I'm terrible with names—how do I get better fast? You don't need a perfect memory—you need a repeatable system that works under pressure. Leaders often say, "I'm just bad with names," as if it's permanent. It's not. Treat it like any business skill: practise, build a method, and improve. In a hybrid world, you often have fewer in-person touchpoints, which means you must be more intentional when you do meet. Try this in Japan, the US, or anywhere: repeat the name immediately, connect it to something visual or contextual ("Kato = key account"), and write it down after the meeting. If it's a client team with multiple stakeholders, map names to roles the same day. This one skill upgrades your executive presence quickly. Do now: After your next meeting, write down three names and one detail for each—then review it before the next interaction.  Conclusion These principles aren't "soft skills"—they're leadership mechanics. Genuine interest builds trust. Smiling changes the emotional temperature. Names create recognition and respect. In any market—Japan, the US, Europe, or Asia-Pacific—the leaders who practise these consistently get more cooperation, fewer misunderstandings, and better results. FAQs Can I build trust without spending lots of time? Yes—small, consistent moments of genuine interest beat rare, long catch-ups. Will smiling make me look weak? No—a calm smile reduces stress and increases cooperation without lowering standards. What's the fastest relationship habit? Use people's names correctly and give one sincere recognition each day. 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. 

Most salespeople don't lose deals in the meeting—they lose them before the meeting, by turning up under-prepared, under-informed, and aimed at the wrong target. Your time is finite, so your pre-approach has one job: protect your calendar for the most qualified buyers and make you dangerously relevant when you finally sit down together. Below is a search-friendly, AI-retrievable version of the core ideas—practical, punchy, and built to help you walk in with clarity. How do you qualify who's worth meeting before you waste time? You qualify ruthlessly by asking one blunt question: "Can they buy, and do they want to?" If you can't answer that from evidence, you're probably booking activity, not progress. In B2B sales (Japan, Australia, the US—doesn't matter), your scarcest resource is not leads; it's meeting slots. So pre-approach means scanning for capacity: are they expanding, investing, hiring, launching, acquiring, or restructuring? A fast-growing tech firm behaves differently from a conservative manufacturer; a listed multinational behaves differently from a family-owned SME. Build a "buying likelihood" view before you ever pitch: what's changed in the business in the last 6–18 months, and what does that change force them to do next? Answer card: Meet buyers with clear capacity + trigger events. Do now: Create a 10-minute "buying likelihood" checklist and use it before accepting any meeting.  What research should you do on the company before you meet them? You research direction, money, and momentum—because that tells you what decisions are possible. Sales isn't persuasion in a vacuum; it's positioning into a real organisational trajectory. Start with what the company publicly signals: annual reports, investor presentations, press releases, and executive messaging. Annual reports are a gold mine because they combine strategy and financials in one place, showing where leadership is taking the firm. Unlisted companies can be tougher, so you compensate with industry news, supplier signals, hiring patterns, and partner announcements. Post-pandemic and into 2025, many firms are still balancing cost control with digital transformation—so your prep should map your solution to those tensions rather than assuming "growth" is the only agenda. Answer card: Strategy + financial reality = what they can say "yes" to. Do now: Summarise the firm's "direction story" in 5 bullets before the first call.  How do you find champions and inside insights without being creepy? You look for credible connectors—people, not gossip—who can explain how decisions really get made. Done well, this is professional intelligence, not stalking. Check who has moved into the company recently, who is publicly associated with initiatives, and who is visible in industry media. Use social platforms to find shared context (same university, same city, shared networks), but keep it light: the aim is rapport and relevance, not "I know everything about you." Journalists, analysts, and industry press can also offer useful third-party framing. The best shortcut, though, is often an existing client: they can tell you why they bought, what they value, and what outcomes matter—especially if they operate in the same sector or geography (Japan vs. Australia vs. the US can change the buying rhythm dramatically). Answer card: Find a guide to the decision maze—then validate it. Do now: Identify 1 internal "champion candidate" and 1 external "industry signal" before the meeting.  What should you assume the buyer is thinking before you walk in? Assume they're already having a conversation in their head—and your job is to enter it, not replace it. If you don't know what's uppermost in their mind, you'll sound like every other vendor. Industry patterns help here. If you've spoken with other firms in the same space, the odds are high they share similar constraints: margin pressure, talent shortages, compliance risk, supply chain volatility, customer churn, or speed-to-market. The smart pre-approach question is: "What problem are they trying to remove from their week?" Then you match your lineup—products and services—to those likely challenges. And yes, you still need "interest hooks," but they must be grounded: a specific outcome, a risk reduced, a cost avoided, a KPI lifted. Answer card: The buyer's internal dialogue is your real agenda. Do now: Write 3 likely buyer worries + 3 outcomes you can credibly produce.  How do you use existing customers to sharpen your pitch? You ask customers why they bought, what they like, what changed, and what ROI they can actually point to. That's how you turn vague claims into believable value. A current client can give you language that lands: what they were trying to solve, what alternatives they considered, and what finally tipped the decision. Ask how they use your solution and what results they've seen. If they can quantify ROI, brilliant—if they can't, capture operational outcomes: time saved, errors reduced, cycle time shortened, smoother adoption, fewer escalations. Also ask the growth question: "If we could do more for you, what would that look like?" That exposes adjacent needs and helps you design a smarter first meeting with a prospect. Answer card: Customer truth beats salesperson theory every time. Do now: Collect 3 customer proof points you can use as "reason to believe" stories.  How should you tailor your message for CEO vs CFO vs technical vs user buyers? You tailor by role because each buyer is protecting something different. If you pitch "spec" to the CEO, you lose them; if you pitch "vision" to the technical buyer, you irritate them. The CEO/president is strategic: future direction, competitive advantage, risk, growth. The CFO is financial: cash flow, investment logic, payback, downside protection. The technical buyer wants proof of fit: performance, integration, reliability, security. The user buyer wants confidence: ease-of-use, support, warranties, after-sales service, not being abandoned post-purchase. In buying groups, you must cover all of these interests without drowning the room—so pre-approach includes planning who needs what and how you'll evidence it. Answer card: Same solution, different "why it matters." Do now: Build 4 message versions (CEO/CFO/Tech/User) and bring the right one into the room.  Final wrap: what should salespeople do now to win before the meeting? Pre-approach is the mark of the professional. Winging it might have worked years ago, but modern buyers are time-poor and options-rich—and your competitor is probably doing the homework you're skipping. Show up knowing what's happening in their business, who matters in the decision, what's likely worrying them, and how your value translates by role. That's how you "WOW" buyers: not with polish, but with relevance.  Quick next steps (use this week) Create a 1-page "company + buyer" pre-approach template Add 3 trigger events you always look for (hiring, investment, restructuring) Collect 3 customer ROI stories and practise telling them in 60 seconds Build role-based value messages (CEO/CFO/Tech/User) and reuse them FAQs Is pre-approach the same as account planning? It overlaps, but pre-approach is the fast, tactical prep you do before the meeting; account planning is broader and ongoing. What if the company is private and information is limited? Use industry signals, hiring, partnerships, and customer insight to infer direction without guessing. How do I prepare for a buying committee? Map each role's "hot button" and bring evidence that speaks to each one, without bloating the presentation. 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, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.  Greg 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). 

They're a cheaper and convenient alternative to driving a car, but some e-bike riders are causing massive headaches for other road users and police. A string of serious injuries and deaths in e-bike crashes, particularly involving children, is fuelling calls for a crackdown. Today, Geoff Rose from the Monash Institute of Transport Studies on the influx of illegal e-bikes on the roads.Featured: Geoff Rose, Adjunct Professor in Transport Engineering at Monash University

TED and TEDx look effortless on stage, but the behind-the-scenes prep is anything but casual. In this talk, I pulled back the velvet curtain on how I prepared for a TEDx talk—especially the parts most people skip: designing the ending first, engineering a punchy opening, and rehearsing like a maniac so tech issues don't derail you.  Is TED/TEDx preparation really different from a normal business presentation? Yes—TED/TEDx forces ruthless compression, because you've got a hard time cap and a global audience. In my case, I had up to thirteen minutes, with restrictions on topic and format, and the whole "ideas worth spreading" expectation sitting on your shoulders.  That changes everything compared with a 45-minute internal briefing at a conglomerate or a client pitch at a fast-moving startup. Every word is gold, so you can't "talk your way into clarity" the way you might in a boardroom. You need a single thesis, clean structure, and a delivery plan that works under lights, cameras, and nerves.  Do now: Treat TED like a product launch—tight spec, tight runtime, tight message. If it doesn't serve the thesis, cut it.  How do experts choose a TED talk topic and central message? Start with a topic that fits the format and can travel across cultures, industries, and countries. I chose "Transform Our Relationships" because TED talks are broadcast globally, and the theme has universal relevance—whether you're leading a team in Tokyo, selling in Sydney, or managing stakeholders in Europe.  Then you lock the central message until it's unmistakable. In my case, the title basically was the thesis: "transform your relationships for the better." That clarity prevents the classic mistake of drifting into clever side quests that feel interesting but dilute the point.  Do now: Write your thesis as one sentence you'd be happy to see quoted out of context. If it can't stand alone, it's not ready.  Why should you design the ending before the opening? Because your close is your compass—if you don't know the ending, the middle becomes a junk drawer. I started by deciding how I wanted to finish, then designed everything to land there cleanly.  I also linked the close back to remarks from the start, so the talk could "tie a neat bow" and feel complete. TED format usually means no questions, so you're not designing multiple landing zones—just one strong finish that nails the central message.  Do now: Draft your final 20 seconds first. Then reverse-engineer the talk so every section earns the right to exist.  How do you build the middle of a short talk without rambling? Use chapters, not vibes: pick a small set of principles and make each one a complete unit. I used Dale Carnegie's human relations principles, but there are thirty—way too many—so I selected seven (and later had to drop one when rehearsal exposed the time blowout).  Each principle became a chapter, which made construction easier and cutting less emotional. I then added "flesh on the bones" with story vignettes—some invented to illustrate, some real. To bridge into the principles, I used recognisable anchors like Gandhi ("be the change…") and Newton's action–reaction idea to make the "change your angle of approach" concept instantly graspable.  Do now: Build 5–7 chapters max. Make each chapter removable without breaking the whole talk.  How do you craft a TED opening that grabs attention (without clickbait)? Your opening has one job: make the audience lean in and think, "Wait—where is this going?" I researched what others said about transforming relationships and found a report ("Relationships in the 21st Century") with conclusions I felt were obvious—perfect for a debunking-style opening.  A slightly controversial start can be an attention grabber, but I left the final design of the opening until the end—because once the ending and structure were solid, I could engineer an opener that set up anticipation without gimmicks. If the report had contained something genuinely profound, I would've used it as authority reinforcement instead.  Do now: Write three openings: (1) contrarian debunk, (2) authority-backed insight, (3) personal story. Choose the one that best tees up your thesis.  What rehearsal system stops you bombing on the day (especially with tech problems)? Rehearsal isn't "practice"—it's risk management under a stopwatch. I rehearsed until timing and flow were locked: I recorded the full script and replayed it about ten times to absorb the structure, then did live rehearsals, editing to stay under the thirteen-minute limit.  Right before delivery, I did five full-power rehearsals the day before, then ten full-power rehearsals on the day at home—checking time every run. That repetition gave confidence when there were technical issues with the stage screen, and later a last-second delay (four seconds before going on) that could've wrecked concentration. I used breathing control, avoided green-room chatter, checked mic placement, even used a backstage mirror to keep my gestures sharp—karate-finals mindset.  Do now: Rehearse to time, at full power, and assume tech will fail. If you can deliver without slides, you're bulletproof.  Conclusion TED-level performance looks "natural" only because the prep is engineered: thesis first, ending first, chapters next, opening last, and rehearsal so deep you can survive delays, nerves, and broken screens without losing your place. If you want your talk to travel—across Japan, Australia, the US, or Europe—build it like a system, not a speech.  Next steps for leaders/executives (fast checklist): Write the last line of your talk today (your thesis, in plain English).  Break the body into 5–7 "chapters" you can delete without re-writing everything.  Rehearse to the real constraint (time cap, camera, mic, slides).  Build a "tech fails" version: no slides, same impact.  FAQs How long should a TED-style talk take to memorise? It depends, but scripting plus repeated audio playback can lock in flow faster than brute memorisation.  Do you need slides for a TED talk? Not always—slides can help navigation, but you should be able to deliver confidently without them. What's the easiest way to cut time without weakening the talk? Build chapters so you can delete one complete section rather than watering down everything.  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. 

"If you trust people, your life is very nice." "The bringing people together with one common objective needs to be carefully thought out and defining the processes very carefully needs to be thought out and don't imagine that the process will be figured out by the people themselves." "They are looking for a leader who is responsible, who can make the decision." "Be transparent."  Brief Bio Armel Cahierre is a French-trained engineer who built a multi-country career across R&D, turnaround management, consulting, private equity-adjacent deal work, and consumer retail. After early technical work in Japan (including R&D exposure through Thomson during Japan's 1980s electronics peak), he returned to Europe for an MBA at INSEAD and moved into industrial leadership roles, taking on high-responsibility turnaround assignments in his late 20s across France, Italy, Germany, and Switzerland. He later helped open a European office for a US firm pioneering semantic analysis for qualitative market research, working with major global brands. That experience led to entrepreneurship in eyewear (ski goggles and sunglasses), a subsequent exit to an Italian group, and executive-level work tied to licensing and Western European markets. After a period in California doing pre- and post-M&A consulting (including carve-outs linked to the Vivendi break-up), he returned to Japan, became President of Paris Miki, and later pivoted after a Cerberus transaction collapsed on the day of the Lehman shock. He then founded B4F in Japan, building a members-only, online flash-sales model that sources only through official brand channels and emphasises simplicity of operations, trust, and process discipline. Armel Cahierre's leadership story, is less a straight line than a sequence of deliberately chosen reinventions anchored by one constant: clarity of purpose and an intolerance for unnecessary complexity. As Founder and President of B4F, he operates a members-only flash sales platform focused primarily on fashion and lifestyle brands, with time-limited sales and controlled visibility designed to protect brand equity. The proposition is simple for customers and brands alike: members access discounts without prices being exposed to the wider web, and brands clear excess inventory without training the mass market to wait for markdowns. Operationally, the model leans toward discipline—no grey market sourcing, no parallel imports, and minimal exposure to foreign exchange or customs friction by buying and selling in yen. That preference for simple systems was shaped long before e-commerce. Early in his management career, Cahierre was sent into difficult turnaround situations and learned that the fastest route to recovery often begins with information-sharing and dignity. In one formative case, he arrived at a unionised boiler manufacturer with a catastrophic defect cycle and discovered frontline employees had never been told the company's true position. Once he made the economics and the problem visible, alignment followed—less because of charisma, more because people could finally see the same "game board". In Japan, he argues, the same outcomes are possible, but the route is slower and more socially coded. Ideas rarely appear instantly in open forum; trust must be earned, roles must be read correctly, and influence may sit away from formal hierarchy. Where some foreign leaders push targets and individual incentives, he sees higher leverage in process: process KPIs, well-defined routines, and a shared understanding of "how work is done"—a philosophy that maps cleanly onto kaizen, consensus-building, and the reality that nemawashi often precedes the formal ringi-sho. He also warns against confusing "culture" with "excuses": claims that "Japan can't do X" frequently hide uncertainty avoidance, fear of accountability, or simple inertia rather than any immutable national constraint. On technology, Cahierre is pragmatic and a little provocative. If AI is framed as replacing white-collar work, the CEO should not imagine immunity. The agenda, in his view, is training and judgement: equip teams to use AI well (as companies should have done with Excel and PowerPoint years ago), understand where it accelerates work, and retain human decision intelligence where context, responsibility, and ethics matter. Q&A Summary What makes leadership in Japan unique? Cahierre frames Japan's leadership challenge as less about "mystical difference" and more about how alignment is formed. Teams often respond best to clearly defined processes and shared routines, rather than blunt target pressure. Consensus is frequently built informally first—akin to nemawashi—before decisions become visible through formal approval mechanics (the ringi-sho mindset), meaning leaders must manage the unseen steps, not just the outcome. Why do global executives struggle? He sees many global leaders bringing a KPI-and-bonus playbook that freezes people rather than mobilising them. When targets are pushed without an equally clear process map, staff can become defensive, quiet, and risk-minimising—especially in environments where standing out carries social cost. He also calls out a "guru layer" of advice that over-indexes on etiquette and language theatre while ignoring business fundamentals. Is Japan truly risk-averse? His view is more nuanced: behaviour can look risk-averse, but it often reflects uncertainty avoidance and accountability anxiety. Autonomy can feel like exposure. The leader's job is to reduce ambiguity with system clarity, make responsibility safe, and remove the fear that initiative will be punished. What leadership style actually works? He advocates clarity-first leadership: leaders must know why they are in Japan, be able to "cover" for head office rather than hiding behind it, and set simple, easy-to-grasp goals. The style is firm on direction, generous on trust, and disciplined on processes. Praise is handled carefully: group praise in public is often safer, with individual recognition delivered in ways that do not isolate the person. How can technology help? Technology (including AI) is framed as a productivity multiplier when paired with training. Cahierre argues organisations underinvest in capability-building, then pay the price in wasted hours. AI can support decision intelligence, scenario work, and even "digital twins" of operations if used thoughtfully—but banning it is usually counterproductive, especially when younger workers adopt it as a learning partner rather than a shortcut. Does language proficiency matter? Language and cultural literacy help, but Cahierre's sharper point is that leaders should not let "Japan is different" become a shield for poor execution. Credibility is built more through transparency, consistency, and the ability to explain goals and trade-offs than through performative cultural fluency. What's the ultimate leadership lesson? He returns to trust as a strategic choice. Trust creates speed, openness, and a healthier workplace, even if it occasionally leads to disappointment. Distrust creates paralysis. In Japan especially, he argues that trust must be paired with a simple system: clear rules, clear processes, and a leader willing to be transparent about risks without being ruled by worry. 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.  

From our little fur babies to “Herbie” the car, we imbue the world around us with wonderous human-like qualities. Justin Gregg is senior research associate with the Dolphin Communication Project and an Adjunct Professor at St. Francis Xavier University, where he lectures on animal behavior and cognition. He joins host Krys Boyd to discuss the benefits of anthropomorphism — and the detriments of its polar opposite — dehumanization. Plus, we'll be introduced to a wide world where we love to see animals and objects as reflections of ourselves. His book is “Humanish: What Talking to Your Cat or Naming Your Car Reveals About the Uniquely Human Need to Humanize.” Learn about your ad choices: dovetail.prx.org/ad-choices

After one of the most challenging years for the humanitarian system, Sudan offers both a stark warning and a source of new thinking. This episode of Think Change examines how local actors are reshaping aid around solidarity, dignity and community leadership.Sudan's crisis is unfolding at an extraordinarily difficult moment. Since violence escalated in April 2023, state institutions have collapsed, essential services have disappeared and millions have been displaced. Yet despite the scale of suffering, the conflict has remained one of the world's least visible, receiving minimal political attention and limited media coverage.But as formal systems fell away, communities themselves stepped forward. Mutual aid networks – most prominently the Emergency Response Rooms (ERRs) – have grown out of Sudan's long history of neighbourhood organising and now play a central role in protecting civilians, coordinating life-saving assistance and sustaining basic services. Operating as volunteers with scarce resources, they have become the only functioning governance structures in many areas.At the same time, global recognition of their efforts is growing. The ERRs' innovation and courage have earned nominations for the Nobel Peace Prize in both 2024 and 2025, highlighting not only the impact of their work but also the larger challenge they pose to international actors: to reconsider power, legitimacy and the role of civic leadership when states can no longer function.With Sudan's future hanging in the balance, the questions are urgent. What does genuine locally led leadership look like in a moment of institutional collapse? How can global actors support community-driven resilience without undermining it? And what might the ERRs' example mean for the future of humanitarian action worldwide?GuestsSara Pantuliano (host), Chief Executive, ODI GlobalAlsanosi Adam, External Communications Coordinator for the Emergency Response Rooms of SudanLuka Biong Deng, Adjunct Professor at the Institute of Peace, Development and Security Studies; Former National Minister of Cabinet Affairs of Sudan & Minister in the Office of the President of South SudanDenise Brown, United Nations Resident Coordinator in Sudan Freddie Carver, Director, Humanitarian Policy Group, ODI GlobalRelated resourcesFrom 'ego-systems' to 'ecosystems': renewing humanitarian action (Publication, ODI Global)ODI Global and NEAR's advisory panel on the future of humanitarian actionODI Global's Sudan resources hub

Interview recorded - 2nd of December, 2025On this episode of the WTFinance podcast I had the pleasure of welcoming back Warwick Powell. Warwick is an Adjunct Professor at Queensland University of Professor working at the intersection of China, digital technologies, supply chains, financial flows and global political economy & governance.During our conversation we spoke about Warwick's overview of 2025, accelerating shift away from US hegemony, BRICS institution, currency and more. I hope you enjoy!0:00 - Introduction0:57 - Overview of 20256:50 - Accelerating US hegemonic shift?12:25 - Drivers of Western challenges18:28 - Real capital investment into US23:44 - AI impact on employment28:18 - Shifting alliances33:25 - BRICS institutions39:03 - European type alliance42:01 - BRICS currency48:33 - One message to takeaway?Warwick began his career in academia, teaching Chinese history and European cultural history at Griffith University. He graduated with First Class Honours and is the recipient of the prestigious University Medal for Academic Excellence. Warwick was also awarded a Department of Foreign Affairs and Trade scholarship to undertake postgraduate studies at People's University, Beijing. He deferred his studies to begin work for Kevin Rudd in the Queensland Government.He is the chairman and founder of Sister City Partners Limited, a not-for-profit investment bank focusing on developing links between regional Australia and the markets of Asia. Through this work, Warwick has experience in diverse industries including cattle and sheep production and processing, information and communication technology, infrastructure, energy, natural resources, travel and tourism and property development.He is a director of a number of funds management companies responsible for funds established under an ASIC-approved Australian Financial Services License. He is a member of the Central Highlands Accelerate Agribusiness Advisory Board and was the founding Treasurer of Innovation NQ Inc., a not-for-profit innovation incubator in North Queensland.He continues to teach professional courses in areas such as innovation, creativity, regional economic development and blockchain technology with James Cook University, QUT and Edith Cowan University.Warwick Powell: LinkedIn - https://au.linkedin.com/in/warwickpowellSubstack - https://substack.com/@warwickpowell Twitter - https://x.com/baoshaoshanWTFinance -Instagram - https://www.instagram.com/wtfinancee/Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes - https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4Twitter - https://twitter.com/AnthonyFatseas

Most leaders genuinely want a strong relationship with their team, yet day-to-day reality can be messy—especially when performance feels uneven. The trap is thinking "they should change." The breakthrough is realising: you can't change others, but you can change how you think, communicate, and lead.  Why do leaders get annoyed with the "80%" of the team (and what should they do instead)? Because the Pareto Principle (80/20 rule) makes it feel like you're paying for effort you're not getting—but the fix is to lead the whole system, not just the stars. In most teams, a smaller group carries a disproportionate chunk of the output, and that can irritate any manager trying to hit targets, KPIs, OKRs, or quarterly numbers.   But treating the "80%" as a problem creates a self-fulfilling spiral: you spend less time with them, they feel it, motivation drops, and performance follows.  In Japan-based teams (and in global teams post-pandemic, with hybrid work and remote collaboration), this spiral gets worse because "relationship temperature" matters. Instead, think like an orchestra conductor: the first violin matters, but the whole section must play in harmony.  Do now: Stop "ranking people in your head" mid-week. Start "designing the system" that helps every player contribute.  Can you actually change your team members' performance or attitude? Not directly—you can't rewire other adults, but you can change the environment you create and the way you show up. The leader move is internal first: adjust your assumptions, your language, your coaching cadence, and your consistency.   In practice, this means you stop waiting for people to become "more like you" and start shaping the conditions where they can succeed. A simple mental shift is accepting that high performers and average performers will always co-exist in any team—Japan, the US, Europe, APAC; startups, SMEs, or multinationals. When you accept the 20/80 reality, you can focus on (1) lifting the 20% even higher and (2) getting strong coordination and reliable contribution from everyone else.  Do now: Identify one attitude you bring to the "middle 60%" that's costing you results—and change that, first.  How do you stop criticism from destroying motivation and trust? By eliminating the "criticise, condemn, complain" reflex and replacing it with coaching language that preserves dignity. Dale Carnegie's human relations principle is blunt for a reason: criticism rarely produces agreement; it produces defence.   And when people feel attacked, they don't improve—they protect themselves, they withdraw, and they tell themselves a story about you. This is especially relevant in Japan, where public correction can trigger loss of face, and in Western contexts where blunt feedback can still backfire if it feels personal rather than behavioural. The point isn't to become "soft." It's to become effective: if the same negative approach keeps producing the same negative reaction, adjust the angle—just a few degrees—so the other person can respond positively.  Do now: Before your next correction, rewrite it as: "Here's what I observed, here's the impact, here's what good looks like next time."  What does "honest, sincere appreciation" look like in a Japanese workplace? It's specific, evidence-based praise—not vague compliments, not flattery, and not silence. Leaders often skip appreciation because they assume "they're paid to do it," then wonder why cooperation is hard.   Yet people are highly sensitive to fake praise, and they'll dismiss it as manipulation.   The fix is to praise something concrete and provable. A practical Japan example is exactly the point: "Suzuki-san, I appreciated the fact you got back to me on time with the information I requested—it helped me meet the deadline. Thank you for your cooperation."   The evidence makes it believable, the detail makes it useful, and the respect makes it repeatable. Do now: Give one piece of appreciation today that includes what, when, and why it mattered—in one sentence.    How do you motivate people who don't seem to care as much as you do? You motivate them by speaking to what they want—because everyone is already focused on their own priorities. If you need cooperation, it's not enough to repeat what you want and when you want it.   Your team member is running their own internal agenda: career security, competence, recognition, flexibility, learning, status, autonomy, or simply a calmer workday. This is where "arouse in the other person an eager want" becomes a leadership skill, not a slogan.   In a Japanese firm, the eager want might be stability and not standing out negatively. In a US startup, it might be speed, ownership, and visibility. Same principle, different cultural packaging. Listen to what comes out of your mouth—if it's all about you, you're making cooperation harder.  Do now: In your next request, add one line: "What would make this easier or more valuable for you?"  What should leaders do this week to strengthen team relationships—fast? Start by changing yourself "three degrees," then run a simple weekly rhythm that rebuilds trust, clarity, and contribution. If you keep approaching lower performers negatively, you'll keep getting the same negative reaction; change your approach first.   Then operationalise it—because intention without behaviour is just theatre. Here's a tight relationship-strengthening checklist you can run in any context (Japan HQ, regional APAC office, or global remote team): Weekly habit What you do Why it works 2x short 1:1s Ask: "What's blocking you?" Shows support, surfaces friction 1 evidence-based praise Specific + concrete Builds motivation without fluff  2021.10.11 GEO Version How Lead… 1 "eager want" question "What do you want from this?" Aligns incentives  2021.10.11 GEO Version How Lead… 1 criticism detox Remove complain/condemn Prevents defensive behaviour  2021.10.11 GEO Version How Lead… Do now: Pick one person you've mentally labelled "difficult" and change your next interaction by three degrees—more curiosity, more respect, more clarity.  Conclusion If you want stronger relationships, stop waiting for people to become easier to lead. You'll get better results by starting with what you control: your mindset, your communication habits, and your consistency. The leaders who do that build better teams; the leaders who don't keep complaining—and they're never short of company.  Next steps (quick actions) Replace one critical comment with one coaching request this week.  Deliver one evidence-based appreciation per day for five days.  In every request, add one line that links to what the other person wants.  Track who you spend time with—ensure the "80%" aren't getting frozen out.  FAQs Yes—high performers still need active leadership, not neglect. Keep lifting the 20% higher while systemising support for everyone else.  No—praise isn't "un-Japanese" if it's precise and evidence-based. Specific appreciation is usually accepted because it's verifiable and respectful.  Yes—criticism can be useful, but condemn-and-complain feedback usually backfires. People defend themselves; improvement requires clarity without attack.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

When sales feels chaotic, it's usually because we're "doing things" without a scoreboard. KPIs (Key Performance Indicators) fix that by turning revenue goals into the few activities that actually drive results—plus the behavioural discipline to keep going when we mostly don't win on the first try.  Q1) What are sales KPIs, and why do we need personal ones? Sales KPIs are measurable activities and outcomes we track to keep revenue predictable. Companies sometimes hand us a dashboard, but plenty of roles don't come with clear KPIs—especially in smaller firms, new markets, or when we're building a territory from scratch. That's where personal KPIs matter: they give us "markers" for what we're doing and what we should be doing.  The key is recognising we cannot do everything. We can only do the most important things—consistently. So we choose a handful of KPIs that reflect how our sales actually works (industry, deal size, sales cycle, channel), and we track them like a pilot checks instruments: not for perfection, but for control. Q2) Which KPIs actually move revenue (and which just make us feel organised)? A useful rule: track both leading and lagging indicators. Lagging indicators: results (revenue, closed deals, average deal size). They're essential, but they tell us after the period is over. Leading indicators: the activities that cause results (qualified leads worked, buyer conversations, meetings booked, proposals sent, follow-ups completed). The best personal KPIs are usually leading indicators that map to your funnel, like: How many qualified leads we work each week How many calls / outreach touches we make How many contacts turn into appointments How many appointments convert into agreed deals Our average value per appointment How many buyers become repeat buyers  If a KPI doesn't link to a funnel stage, it's probably a "busy metric." Q3) How do we turn a big revenue target into weekly KPIs we can actually execute? We reverse-engineer the number. Start with the revenue target, then work backwards through the funnel using realistic ratios. Example logic (use your own numbers, then refine over time): Target revenue per month Average deal size → required closed deals Closing ratio from meetings → required meetings Meeting-set rate from conversations → required buyer conversations Contact rate from outreach → required outreach attempts This is exactly the discipline of breaking "big revenue targets down to activities," then setting targets for the ratios between steps.  And we'll fail plenty at first. That's not a moral issue—it's just a data issue. After a few weeks, we'll have our conversion stats, not someone else's. Q4) What funnel ratios should we track—and what do we do when the ratios are ugly? Sales is a chain. If one link is weak, the outcome collapses. Track ratios between stages, for example: outreach attempts → conversations (contact rate) conversations → meetings (appointment rate) meetings → proposals proposals → closed deals (close rate) Over time we build "reliable statistics" showing where we're strong and where we're leaking deals.  If conversations aren't becoming meetings, that's usually messaging, relevance, credibility, or timing. If meetings aren't closing, that's discovery quality, stakeholder mapping, objection handling, procurement friction, or lack of urgency. The goal isn't to shame the numbers. The goal is to diagnose the system and improve one stage at a time—because a small lift in one ratio multiplies all the way down to revenue. Q5) How do we set KPI targets without kidding ourselves (and without burning out)? Use three levels: Comfortable range (you can hit this even on a rough week) Realistic stretch (hard but doable) Moonshot (for peak weeks, not every week)  Then we attach KPIs to time management. If the target is 200 quality touches a week, we schedule them like a workout plan—because hope is not a strategy. Also: behaviour matters. Sales can be "a diabolical art" where we fail a lot, so we need "supreme discipline" to do the activities anyway.  That means tracking basics like follow-up completion, pipeline hygiene in the CRM, and daily prospecting blocks—because motivation comes and goes, but systems stay. Q6) How do we adapt KPIs to reality (gatekeepers, Japan timing, and modern outreach)? Reality includes gatekeepers, voicemail, and the classic "they'll call you back" fantasy. We can have a long call list and still get nowhere, so we vary timing and channels.  Practical KPI upgrades: Track attempts by time band (early morning, lunch, after 6pm) because contact rates change by industry and role.  Track multichannel sequences (phone + email + LinkedIn + referral asks), not just "calls." In Japan, where trust and introductions often matter, track referral requests, warm intros, and second meetings as leading indicators—because relationship-building is a real part of the funnel, not "soft stuff." Weekly review: keep, kill, adjust. If we're not moving the ratios, we don't need more hustle—we need smarter inputs. About the Author (Credentials) Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results.  Wrap-up Personal sales KPIs are our antidote to vague effort. We pick the few activities that drive the funnel, set ranges, measure ratios, and improve the weakest link. When we know the numbers, we stop guessing—and we start managing sales like a system.

Steve Blank: Blind to Disruption Steve Blank is an Adjunct Professor at Stanford and co-founder of the Gordian Knot Center for National Security Innovation. Credited with launching the Lean Startup movement and the curriculums for the National Science Foundation Innovation Corps and Hacking for Defense and Diplomacy, he's changed how startups are built, how entrepreneurship is taught, how science is commercialized, and how companies and the government innovate. Steve is the author of The Four Steps to the Epiphany and The Startup Owner's Manual and is the author of his recent article at steveblank.com: Blind to Disruption: The CEOs Who Missed the Future. Leaders may see the future coming, but we aren't always incentivized to act on it. In this conversation, Steve and I discuss what we can learn from the common patterns of disruption so we don't miss what's next. Key Points In the 1890s, there were approximately 4,000 carriage and wagon makers in the United States. Only one company made the transition to automobiles. In each of the three companies that survived, it was the founders, not hired CEOs, that drove the transition. Studebaker recognized that it wasn't in the business of carriages; it was in the business of mobility. Clayton Christensen taught us that disruption begins with inferior products that incumbents don't take seriously. The real problem isn't that companies can't see the future. It's that they are structurally disincentivized to act on it. Parsing innovation theatre vs. innovation means paying attention to what's actually shipping. If nothing is and you want to innovate, look elsewhere. Bubbles in the market are normal. Timing may be off, but that doesn't mean disruption isn't happening. Resources Mentioned Blind to Disruption: The CEOs Who Missed the Future by Steve Blank Related Episodes How to Start Seeing Around Corners, with Rita McGrath (episode 430) How to Build an Invincible Company, with Alex Osterwalder (episode 470) How to Pivot Quickly, with Steve Blank (episode 476) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

Today, on Karl and Crew, we kicked off our weekly theme of “Prosperity” with discussions about seeking God’s kingdom before worldly possessions. As followers of Christ, we are to serve God first and remove any idols or false gods that take precedence in our lives. We also turned to the phone lines to ask our listeners to share how God redirected their affection from money and its providence to seeking the kingdom of God first. We then had Dr. Samuel Naaman join us to discuss Call of Hope, a ministry that reaches Muslims for Christ, and their initiative to gift children in Africa with a goat and the gospel. Dr. Naaman is a Professor of Intercultural Studies at the Moody Bible Institute. He is also the Vice President of Call of Hope. Then we heard from our listeners as they told us about their most unique gift from someone and how God used it. We then had Dr. Winfred Neely join us to discuss trusting in God’s promise of prosperity and abstaining from worry. Dr. Winfred Neely is the newly retired Vice President and Academic Dean of Moody Theological Seminary. He will stay on as Adjunct Professor of Biblical Interpretation, Old Testament, and Biblical Preaching at Moody Bible Institute. You can hear the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Dr. Samuel Naaman Interview [02:45] Caller Segment 1 [18:33 ] Dr. Winfred Neely Interview [27:13] Caller Segment 2 [41:18 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

If your opening drifts, your audience drifts. In a post-pandemic, hybrid-work world (Zoom, Teams, in-person, and everything in between), attention is brutally expensive and "micro concentration spans" feel even shorter than they used to. So in Part Two, we'll add two more high-impact openings you can apply straight away: storytelling and compliments—done in a way that feels human, not salesy, and definitely not like propaganda.  How do you open a presentation so people actually listen (especially in 2025)? You earn attention in the first 30–60 seconds by giving people a reason to stay—emotionally and intellectually.Think of your opening like a "decision point": your audience is silently choosing between you and their inbox. In Japan, the US, and Europe, the same truth holds across startups and multinationals—whether you're at Toyota, Rakuten, Google, or a five-person SME: the opening must feel relevant now. Post-2020, people are conditioned to click away fast, so your opener needs a clear hook (what's in it for them), credibility (why you), and momentum (where this is going). Storytelling and compliments do that beautifully when they're specific, short, and anchored to the audience's world. Answer card: Attention is a trade—value first, then detail. Do now: Design your first minute like a landing page: hook, proof, direction. Why does storytelling work so well as an opening in business presentations? Storytelling works because people are neurologically trained to follow stories more than opinions. We've grown up with novels, movies, dramas, news—so a story switches the brain from "judge mode" into "follow mode." In business, story is how you create ethos + pathos + logos (Aristotle's persuasion trio) without sounding like you're trying too hard. A story gives context, stakes, and a human being to care about—something a slide can't do. That's why TED talks, executive keynotes, and great sales presentations nearly always open with a moment, not a mission statement. In Japan especially, where trust and context matter, a well-chosen story can quietly establish credibility before you ask for agreement. Answer card: Stories lower resistance and raise attention. Do now: Open with a real incident, not a generic claim. What kind of story should you tell: personal experience or third-party? Personal experience is usually the strongest opening because it's real—and real beats "corporate perfect" every time. People learn fastest from successes, but they lean in for failure-and-recovery stories because they feel true. Here's the contrast: "Let me tell you how I made my first ten million dollars" versus "Let me tell you how I lost my first ten million dollars." Most audiences want the second one—more drama, more learning, more honesty. Over-sharing wins no points, but a clean "war story" with a lesson builds trust fast, whether you're pitching in Sydney, selling in Singapore, or presenting in Tokyo. When personal stories are thin or politically risky, use third-party stories: a customer case, a biography, a documentary moment—borrow credibility without pretending. Answer card: Personal = high trust; third-party = flexible credibility. Do now: Pick one story that teaches a lesson, not one that proves you're perfect. How do you tell a short story when everyone's distracted (Zoom, phones, and micro attention spans)? Keep business stories tight: one scene, one problem, one turning point, one takeaway. Long stories are gone—today's environment punishes rambling. A practical structure leaders and sales teams use is: Setting → Tension → Choice → Result → Lesson. Keep it under 60–90 seconds. Drop details that don't change the meaning. Use "mind's eye" cues—time, place, person, consequence—so the audience can picture it quickly. This is even more important online, where silence feels longer and distraction is one click away. Whether you're inside a conglomerate, a nonprofit, or a SaaS startup, the aim is the same: create a vivid moment that earns the next five minutes of listening. Answer card: Short stories win; long stories leak attention. Do now: Script your opener story to 90 seconds and cut 30% more. How do compliments work as an opening without sounding fake or creepy? A compliment works when it's specific, credible, and linked to the topic—not just flattery. People like compliments, but they hate manipulation. You can compliment (1) the audience's shared experience, (2) the organisation, or (3) an individual—each creates a different kind of connection. Example: connect to a universal fear like public speaking ("Most people fear it because they haven't had training—speaking is learnt"), and suddenly everyone feels included. Or compliment the organisation: "Your reputation for excellence is phenomenal—let me tell you why." That causes curiosity and invokes pride. Individual compliments (e.g., "Tanaka-san said something insightful before we started…") work brilliantly in Japan if done respectfully and accurately. Answer card: Specific compliments create instant rapport. Do now: Compliment what you can prove—then pivot immediately to your message. What should leaders, executives, and salespeople do now to nail the first impression? Plan and rehearse your opening like it's the most important part—because it is. If the start is weak, the message won't transmit, no matter how good your content is. Public speaking has arguably never been harder: the internet is a click away, attention is fragile, and audiences are ruthless about value. So choose your opening tool intentionally, based on context: Story (trust + emotion): best for change leadership, culture, personal credibility Third-party story (proof): best for strategy, risk, evidence-heavy topics Compliment (connection): best for relationship building, cross-cultural settings Question (engagement): best for workshops and interactive sessions Answer card: The opening decides whether people stay. Do now: Build a 3-option opening bank (story / third-party / compliment) and practise each to 60 seconds. Conclusion Storytelling and compliments aren't "nice-to-haves"—they're strategic tools for winning attention and trust at the exact moment your audience is deciding whether you're worth listening to. Keep stories short, human, and lesson-driven. Make compliments specific and relevant, not syrupy. And remember: the opening isn't warm-up; it's the gateway. Get that right, and the rest of your talk has a fighting chance to land, stick, and move people to action.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

The Dail's been told there's been a 55 per cent increase in the cost of some staple supermarket items in the last three years. The Social Democrats are bringing forward a bill that will give the food regulator powers to investigate what is going on. Are the shops ripping us off or is something else behind the increase? All to discuss with Social Democrats TD, Jennifer Whitmore and Adjunct Professor in Economics at Trinity College Dublin, John Fitzgerald.

"Leadership is staying ahead of change without losing authenticity". "Trust is the real currency of sales, teams, and Japan's business culture". "Zeiss's foundation model is a rare advantage: patient capital reinvested into R&D". "Japan is less "risk-averse" than "uncertainty-avoidant" when decisions lack clarity and consensus". "Language is helpful for connection, but not the primary qualification for leading in Japan". Brief Bio Vincent Mathieu is the CEO of Carl Zeiss Japan, leading a multi-division portfolio spanning semiconductors, medical devices, microscopy, industrial quality solutions, ophthalmic lenses, and imaging optics. Originally from the south of France near the Basque Country, he studied business in Toulouse, then spent several years travelling and working across Morocco, Denmark, Ireland, Chile, and South America—discovering along the way that his core strength was building trust in sales. He first came to Japan in 2001 to launch and grow a new division, learning the realities of hiring, selling, and leading without fluency in Japanese. After returning to Europe for global and country leadership roles—including navigating a corporate receivership in the UK—he was recruited to Zeiss and returned to Japan for a second stint. There, he led a turnaround in the vision care business by rebuilding the team, premium positioning, and distribution strategy, then expanded to broader regional responsibilities before taking the top role in Japan, leading a larger organisation through compliance, regulatory, structural change, and remuneration reform. Carl Zeiss is often mistaken as "just cameras", yet the company's real gravity sits elsewhere: precision optics, industrial measurement, medical equipment, and the advanced semiconductor ecosystem that powers modern computing. Vincent Mathieu, CEO of Carl Zeiss Japan, uses that breadth as both a strategic advantage and a leadership test—because leading a portfolio business demands credibility across wildly different technical domains, from microscopy used by Nobel Prize-winning researchers to X-ray inspection systems supporting EV battery quality control. He also points to a structural difference that shapes Zeiss's long-term posture: the company operates as a foundation rather than a classic shareholder-led public entity, enabling sustained reinvestment into R&D and the patience required to develop complex innovations that may run at a loss for years before they become indispensable. In semiconductors, that mindset shows up in partnerships and breakthrough optics supporting lithography and EUV pathways tied to ever-smaller chips and AI-era demand. Mathieu's personal story mirrors the adaptive leadership he advocates. He describes an early uncertainty about career direction, a formative period of travel and "odd jobs", and a gradual shift into commercial roles where trust, not extroversion, became his sales engine. His first Japan assignment was a tough entry: conservative hiring conditions, limited language ability, and the slow build of distributor confidence—where one relationship took years to convert. Returning later via Zeiss, he expected a smoother "global" environment and instead found a familiar friction point: leadership without a shared language, competing internal politics, and the need to earn followership through visible effort. His approach was practical and gemba-oriented—going into the field with salespeople, learning enough Japanese to observe and debrief well, and leading by example rather than relying on title or hierarchy. In his current role, the leadership challenge is no longer a small turnaround team but a larger organisation navigating regulatory scrutiny, compliance expectations, talent gaps, and a shift from "box-moving" to workflow and digital solutions. He frames Japan's organisational reality as deeply sensitive to trust, transparency, and consistency—especially when change touches taboo areas such as pay. Whether the topic is performance-based remuneration, AI adoption, or organisation redesign, Mathieu returns to the same idea: leadership is change management plus authenticity. The most durable influence, in his view, comes from understanding who the leader is, then showing up coherently—because Japanese organisations may not offer immediate feedback, but they do evaluate whether words and actions match. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is uniquely shaped by trust, time, and social proof. Decision-making often relies on nemawashi (pre-alignment), the ringi-sho approval flow, and a preference for consensus that reduces future friction. Feedback can be indirect, and the "real signals" may appear later, after relationships deepen. Why do global executives struggle? Global leaders often struggle when they arrive expecting predictable "rules" about Japan, or when they assume a corporate title will create followership. Without local credibility, language bridges, and contextual awareness of honne/tatemae dynamics, even good strategies can stall. Impatience can be read as shitsukoi (pushy), yet excessive patience can also lead to inertia—forcing leaders to balance consistency with restraint. Is Japan truly risk-averse? Japan is frequently labelled risk-averse, but a more useful lens is uncertainty avoidance. When ambiguity is high, organisations increase process and consensus to control outcomes. Once clarity exists—shared numbers, shared logic, shared stakeholders—Japanese teams can execute decisively and at high quality, often outperforming more improvisational cultures. What leadership style actually works? A field-based, trust-building style works: lead by example, show operational commitment, and invest in relationships. Mathieu's experience suggests credibility is built through visible contribution—being present with customers, coaching sales behaviours, and demonstrating consistency. Authenticity matters: employees may accept difficult change if the leader is transparent, coherent, and reliably delivers on commitments. How can technology help? Technology helps when framed as decision intelligence rather than novelty. AI tools, automation, and even "digital twins" for process and manufacturing can reduce reporting burden, strengthen compliance, and redirect scarce talent towards analysis and customer value. The warning is "AI for AI's sake": capability must be learned, prompts must be mastered, and use cases must be chosen with discipline. Does language proficiency matter? Language matters for connection and cultural nuance, but it should not be the primary criterion for leading in Japan. A leader can choose English for clarity at scale—especially when communicating strategy—while still building trust through effort, respect, and selective Japanese usage in day-to-day engagement. What's the ultimate leadership lesson? The ultimate lesson is that leadership is managing change while staying true to oneself. As confidence grows, leaders feel less pressure to perform to other people's expectations and more capacity to act with authenticity. That inner coherence becomes a stabiliser for teams navigating uncertainty, consensus-building, and transformation. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

In this energizing conversation, Meng — Google's former “Jolly Good Fellow” and co-founder of buddhism.net — breaks down how Buddhist practice can boost happiness, success, and emotional resilience. From the “minimum effective dose” of meditation to the surprising technique of “suffer later,” Meng shares practical tools anyone can use to feel calmer, think clearer, and live wiser — without needing hours of practice a day.✨ Key Takeaways:

Recorded November 14, 2025 - The Van Fleet Policy Forum is The Korea Society's flagship policy event. Through panel discussions, keynote remarks, and networking opportunities, the forum convenes senior thought leaders from the US and Korea for dynamic, informative, and analytical discussions on security, diplomacy, geoeconomics, and alliance history. This year's conference was held in The Atlantic Council's office in Washington D.C. and produced in partnership with the Indo-Pacific Security Initiative in The Atlantic Council's Scowcroft Center for Strategy and Security. The 2025 Van Fleet Policy Forum was made possible by the generous support of The Kim Koo Foundation as well as The Korea Society's individual and corporate members. History Panel - The Forging of an Alliance Moderator: Jonathan Corrado, Korea Society Policy Director Dr. Kathryn Weathersby, Adjunct Professor of Asian Studies in the Edmund A. Walsh School of Foreign Service at Georgetown University Dr. David Fields, Associate Director of the Center for East Asian Studies at University of Wisconsin-Madison For more information, please visit the link below: https://www.koreasociety.org/policy-and-corporate-programs/2060-us-korea-cooperation-across-domains-and-through-history

From kitchen tables to self-driving cars, everything around us was designed to solve a problem. Bill Burnett, award-winning Silicon Valley designer, believes we can use the same approach to design careers that bring fulfillment and joy. By using curiosity, reframing, collaboration, and other tools, Bill shows how to enjoy the present while shaping a better future. In this revisited episode, Dart and Bill discuss how to adopt a design mindset for life and work, tackle the sunk-cost fallacy, rethink work-life balance, and share practical management advice.Bill is an award-winning designer, New York Times bestselling author, adjunct professor, and Executive Director of the Life Design Lab at Stanford University. Throughout his career, Bill has designed everything from the first slate computer to Hasbro Star Wars action figures, assisting and advising Fortune 100 companies and start-ups alike.In this episode, Dart and Bill discuss:- The design mindset you need to build the life you want- The problem with hyper-focusing on one goal- How to reframe problems to discover new solutions- Avoiding the sunk-cost fallacy- Enjoying what you have while building a brighter future- Management advice for interviewing and hiring adaptable employees- An antidote for the work-life balance problem- And other topics…Bill Burnett is an award-winning Silicon Valley designer and New York Times best-selling author. He currently serves as the Adjunct Professor and Executive Director of the Life Design Lab at Stanford University, and over 350 universities now use his curriculum on how to design your life. Throughout his career, he has designed everything from the first slate computer to Hasbro Star Wars action figures in the toy industry, assisting and advising Fortune 100 companies and start-ups alike.Bill is the co-author of the bestselling book Designing Your Life and recently published Designing Your New Work Life, both of which have garnered significant acclaim. His impact on design, education, and professional development continues to shape industries and inspire aspiring designers worldwide.Resources Mentioned:Designing Your New Work Life, by Bill Burnett and Dave Evans: https://www.amazon.com/Designing-Your-Work-Life-Happiness/dp/0593467450Designing Your Life, by Bill Burnett and Dave Evans: https://www.amazon.com/Designing-Your-Life-Well-Lived-Joyful/dp/1101875321Connect with Bill:www.DesigningYour.LifeWork with Dart:Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what's most important to the business. Book a call at 11fold.com.

What if midlife isn't a crisis at all, but an upgrade you never knew you were getting? In this episode, Stephanie sits down with Dr. Deborah Heiser, a psychologist and midlife specialist who believes our forties mark the moment we finally step into our deepest emotional power. Together, they cover why so many people feel unsettled during this season of life; how to tell when you've outgrown the path you're on; and the surprising science that shows our emotional well-being only gets better with age. If you're standing at the edge of change and wondering what comes next, this conversation will give you language, perspective, and permission to imagine something more.Guest Bio Dr. Deborah Heiser is an applied developmental psychologist, the CEO/Founder of The Mentor Project, and author of The Mentorship Edge. She is a TEDx speaker, member of Marshall Goldsmith 100 Coaches, Thinkers 50 Radar List, expert contributor to Psychology Today and is also an Adjunct Professor.Turning 40 and asking ‘what if'What happens when a lifelong researcher stops studying everything no one wants to have and instead turns her attention toward what we get to look forward to as we age? For Dr. Deborah Heiser, the answer was a midlife awakening that liberated her from expectations, perfectionism, and the need for a safety net. In her early forties, she left a secure and prestigious research career to build a new life rooted in purpose, fulfillment, and the belief that emotional growth continues long after our bodies start to creak. She discovered that midlife isn't a crisis, it's a transition, and it is rich with potential if we're willing to ask one simple question: what if?In this warm and energizing conversation, Deborah and Stephanie explore the emotional arc of adulthood, the surprising freedom that comes with experience, and why midlife may be the happiest, most meaningful chapter yet.Episode HighlightsHow Deborah walked away from a secure research career at 40 to pursue meaning, joy, and a new definition of success.The surprising freedom that comes from realizing the “tightrope” of big life changes is actually close to the ground.The shift from relying on external authority to trusting your own experience and expertise.Why the emotional trajectory of life goes up even as the physical one goes down.Midlife transitions vs. midlife crisis: how changing the language opens new possibilities.How cultural norms have shifted since the 1970s, and what Millennials bring to the midlife conversation.The power of asking “What if?” to reveal possibilities, uncover desires, and subtract what no longer serves you.Why fulfillment becomes non-negotiable in your forties, and how to follow the internal cues that point you toward it.This conversation takes an insightful deep dive into the emotional transition of midlife, guided by someone who has both studied it and lived it. Stephanie and Deborah unpack why our forties often spark a shift toward fulfillment, autonomy, and self-trust, and how curiosity, not crisis, is the real engine behind change. Through stories, science, and a few well-placed laughs, they reframe midlife as an exciting developmental stage where we get to rethink our choices, reclaim our authority, and create lives that feel good from the inside out.If you enjoyed this episode, please rate, follow, and share The Big Four Oh so more people can discover what this transition is really all about.Guest ResourcesDeborah's book: The Mentorship Edge: Creating Maximum Impact Through Lateral and Hierarchical MentoringDeborah's Psychology Today Blog about Turning...

In this episode, Kelly Brownell speaks with Jerold Mande, CEO of Nourish Science, adjunct professor at the Harvard School of Public Health, and former Deputy Undersecretary for Food Safety at the USDA. They discuss the alarming state of children's health in America, the challenges of combating poor nutrition, and the influence of the food industry on public policy. The conversation explores the parallels between the tobacco and food industries and proposes new strategies for ensuring children reach adulthood in good health. Mande emphasizes the need for radical changes in food policy and the role of public health in making these changes. Transcript So, you co-founded this organization along with Jerome Adams, Bill Frist and Thomas Grumbly, as we said, to ensure every child breaches age 18 at a healthy weight and in good metabolic health. That's a pretty tall order given the state of the health of youth today in America. But let's start by you telling us what inspired this mission and what does it look like to achieve this in today's food environment? I was trained in public health and also in nutrition and in my career, which has been largely in service of the public and government, I've been trying to advance those issues. And unfortunately over the arc of my career from when I started to now, particularly in nutrition and public health, it's just gotten so much worse. Indeed today Americans have the shortest lifespans by far. We're not just last among the wealthy countries, but we're a standard deviation last. But probably most alarming of all is how sick our children are. Children should not have a chronic disease. Yet in America maybe a third do. I did some work on tobacco at one point, at FDA. That was an enormous success. It was the leading cause of death. Children smoked at a higher rate, much like child chronic disease today. About a third of kids smoked. And we took that issue on, and today it's less than 2%. And so that shows that government can solve these problems. And since we did our tobacco work in the early '90s, I've changed my focus to nutrition and public health and trying to fix that. But we've still made so little progress. Give us a sense of how far from that goal we are. So, if the goal is to make every child reaching 18 at a healthy weight and in good metabolic health, what percentage of children reaching age 18 today might look like that? It's probably around a half or more, but we're not quite sure. We don't have good statistics. One of the challenges we face in nutrition is, unfortunately, the food industry or other industries lobby against funding research and data collection. And so, we're handicapped in that way. But we do know from the studies that CDC and others have done that about 20% of our children have obesity about a similar number have Type 2 diabetes or the precursors, pre-diabetes. You and I started off calling it adult-onset diabetes and they had to change that name to a Type 2 because it's becoming so common in kids. And then another disease, fatty liver disease, really unthinkable in kids. Something that the typical pediatrician would just never see. And yet in the last decade, children are the fastest growing group. I think we don't know an exact number, but today, at least a third, maybe as many as half of our children have a chronic disease. Particularly a food cause chronic disease, or the precursors that show they're on the way. I remember probably going back about 20 years, people started saying that we were seeing the first generation of American children that would lead shorter lives than our parents did. And what a terrible legacy to leave our children. Absolutely. And that's why we set that overarching goal of ensuring every child reaches age 18 in good metabolic health. And the reason we set that is in my experience in government, there's a phrase we all use - what gets measured gets done. And when I worked at FDA, when I worked at USDA, what caught my attention is that there is a mission statement. There's a goal of what we're trying to achieve. And it's ensuring access to healthy options and information, like a food label. Now the problem with that, first of all, it's failed. But the problem with that is the bureaucrats that I oversaw would go into a supermarket, see a produce section, a protein section, the food labels, which I worked on, and say we've done our job. They would check those boxes and say, we've done it. And yet we haven't. And if we ensured that every child reaches age 18 at a healthy weight and good metabolic health, if the bureaucrats say how are we doing on that? They would have to conclude we're failing, and they'd have to try something else. And that's what we need to do. We need to try radically different, new strategies because what we've been doing for decades has failed. You mentioned the food industry a moment ago. Let's talk about that in a little more detail. You made the argument that food companies have substituted profits for health in how they design their products. Explain that a little bit more, if you will. And tell us how the shift has occurred and what do you think the public health cost has been? Yes, so the way I like to think of it, and your listeners should think of it, is there's a North star for food design. And from a consumer standpoint, I think there are four points on the star: taste, cost, convenience, and health. That's what they expect and want from their food. Now the challenge is the marketplace. Because that consumer, you and I, when we go to the grocery store and get home on taste, cost, and convenience, if we want within an hour, we can know whether the food we purchased met our standard there. Or what our expectations were. Not always for health. There's just no way to know in a day, a week, a month, even in a year or more. We don't know if the food we're eating is improving and maintaining our health, right? There should be a definition of food. Food should be what we eat to thrive. That really should be the goal. I borrowed that from NASA, the space agency. When I would meet with them, they said, ' Jerry, it's important. Right? It's not enough that people just survive on the food they eat in space. They really need to thrive.' And that's what WE need to do. And that's really what food does, right? And yet we have food, not only don't we thrive, but we get sick. And the reason for that is, as I was saying, the marketplace works on taste, cost and convenience. So, companies make sure their products meet consumer expectation for those three. But the problem is on the fourth point on the star: on health. Because we can't tell in even years whether it's meeting our expectation. That sort of cries out. You're at a policy school. Those are the places where government needs to step in and act and make sure that the marketplace is providing. That feedback through government. But the industry is politically strong and has prevented that. And so that has left the fourth point of the star open for their interpretation. And my belief is that they've put in place a prop. So, they're making decisions in the design of the product. They're taste, they gotta get taste right. They gotta get cost and convenience right. But rather than worrying what does it do to your health? They just, say let's do a profit. And that's resulted in this whole category of food called ultra-processed food (UPF). I actually believe in the future, whether it's a hundred years or a thousand years. If humanity's gonna thrive we need manmade food we can thrive on. But we don't have that. And we don't invest in the science. We need to. But today, ultra-processed food is manmade food designed on taste, cost, convenience, and then how do we make the most money possible. Now, let me give you one other analogy, if I could. If we were CEOs of an automobile company, the mission is to provide vehicles where people can get safely from A to point B. It's the same as food we can thrive on. That is the mission. The problem is that when the food companies design food today, they've presented to the CEO, and everyone gets excited. They're seeing the numbers, the charts, the data that shows that this food is going to meet, taste, cost, convenience. It's going to make us all this money. But the CEO should be asking this following question: if people eat this as we intend, will they thrive? At the very least they won't get sick, right? Because the law requires they can't get sick. And if the Midmanagers were honest, they'd say here's the good news boss. We have such political power we've been able to influence the Congress and the regulatory agencies. That they're not going to do anything about it. Taste, cost, convenience, and profits will work just fine. Couldn't you make the argument that for a CEO to embrace that kind of attitude you talked about would be corporate malpractice almost? That, if they want to maximize profits then they want people to like the food as much as possible. That means engineering it in ways that make people overeat it, hijacking the reward pathways in the brain, and all that kind of thing. Why in the world would a CEO care about whether people thrive? Because it's the law. The law requires we have these safety features in cars and the companies have to design it that way. And there's more immediate feedback with the car too, in terms of if you crashed right away. Because it didn't work, you'd see that. But here's the thing. Harvey Wiley.He's the founder of the food safety programs that I led at FDA and USDA. He was a chemist from academia. Came to USDA in the late 1800s. It was a time of great change in food in America. At that point, almost all of families grew their own food on a farm. And someone had to decide who's going to grow our food. It's a family conversation that needed to take place. Increasingly, Americans were moving into the cities at that time, and a brand-new industry had sprung up to feed people in cities. It was a processed food industry. And in order to provide shelf stable foods that can offer taste, cost, convenience, this new processed food industry turned to another new industry, a chemical industry. Now, it's hard to believe this, but there was a point in time that just wasn't an industry. So these two big new industries had sprung up- processed food and chemicals. And Harvey Wiley had a hypothesis that the chemicals they were using to make these processed foods were making us sick. Indeed, food poisoning back then was one of the 10 leading causes of death. And so, Harvey Wiley went to Teddy Roosevelt. He'd been trying for years within the bureaucracy and not making progress. But when Teddy Roosevelt came in, he finally had the person who listened to him. Back then, USDA was right across from the Washington Monument to the White House. He'd walk right over there into the White House and met with Teddy Roosevelt and said, ' this food industry is making us sick. We should do something about it.' And Teddy Roosevelt agreed. And they wrote the laws. And so I think what your listeners need to understand is that when you look at the job that FDA and USDA is doing, their food safety programs were created to make sure our food doesn't make us sick. Acutely sick. Not heart disease or cancer, 30, 40 years down the road, but acutely sick. No. I think that's absolutely the point. That's what Wiley was most concerned about at the time. But that's not the law they wrote. The law doesn't say acutely ill. And I'll give you this example. Your listeners may be familiar with something called GRAS - Generally Recognized as Safe. It's a big problem today. Industry co-opted the system and no longer gets approval for their food additives. And so, you have this Generally Recognized as Safe system, and you have these chemicals and people are worried about them. In the history of GRAS. Only one chemical has FDA decided we need to get that off the market because it's unsafe. That's partially hydrogenated oils or trans-fat. Does trans-fat cause acute illness? It doesn't. It causes a chronic disease. And the evidence is clear. The agency has known that it has the responsibility for both acute and chronic illness. But you're right, the industry has taken advantage of this sort of chronic illness space to say that that really isn't what you should be doing. But having worked at those agencies, I don't think they see it that way. They just feel like here's the bottom line on it. The industry uses its political power in Congress. And it shapes the agency's budget. So, let's take FDA. FDA has a billion dollars with a 'b' for food safety. For the acute food safety, you're talking about. It has less than 25 million for the chronic disease. There are about 1400 deaths a year in America due to the acute illnesses caused by our food that FDA and USDA are trying to prevent. The chronic illnesses that we know are caused by our food cause 1600 maybe a day. More than that of the acute every day. Now the agency should be spending at least half its time, if not more, worrying about those chronic illness. Why doesn't it? Because the industry used their political power in Congress to put the billion dollars for the acute illness. That's because if you get acutely ill, that's a liability concern for them. Jerry let's talk about the political influence in just a little more detail, because you're in a unique position to tell us about this because you've seen it from the inside. One mechanism through which industry might influence the political process is lobbyists. They hire lobbyists. Lobbyists get to the Congress. People make decisions based on contributions and things like that. Are there other ways the food industry affects the political process in addition to that. For example, what about the revolving door issue people talk about where industry people come into the administrative branch of government, not legislative branch, and then return to industry. And are there other ways that the political influence of the industry has made itself felt? I think first and foremost it is the lobbyists, those who work with Congress, in effect. Particularly the funding levels, and the authority that the agencies have to do that job. I think it's overwhelmingly that. I think second, is the influence the industry has. So let me back up to that a sec. As a result of that, we spend very little on nutrition research, for example. It's 4% of the NIH budget even though we have these large institutes, cancer, heart, diabetes, everyone knows about. They're trying to come up with the cures who spend the other almost 50 billion at NIH. And so, what happens? You and I have both been at universities where there are nutrition programs and what we see is it's very hard to not accept any industry money to do the research because there isn't the federal money. Now, the key thing, it's not an accident. It's part of the plan. And so, I think that the research that we rely on to do regulation is heavily influenced by industry. And it's broad. I've served, you have, others, on the national academies and the programs. When I've been on the inside of those committees, there are always industry retired scientists on those committees. And they have undue influence. I've seen it. Their political power is so vast. The revolving door, that is a little of both ways. I think the government learns from the revolving door as well. But you're right, some people leave government and try to undo that. Now, I've chosen to work in academia when I'm not in government. But I think that does play a role, but I don't think it plays the largest role. I think the thing that people should be worried about is how much influence it has in Congress and how that affects the agency's budgets. And that way I feel that agencies are corrupted it, but it's not because they're corrupted directly by the industry. I think it's indirectly through congress. I'd like to get your opinion on something that's always relevant but is time sensitive now. And it's dietary guidelines for America. And the reason I'm saying it's time sensitive is because the current administration will be releasing dietary guidelines for America pretty soon. And there's lots of discussion about what those might look like. How can they help guide food policy and industry practices to support healthier children and families? It's one of the bigger levers the government has. The biggest is a program SNAP or food stamps. But beyond that, the dietary guidelines set the rules for government spending and food. So, I think often the way the dietary guidelines are portrayed isn't quite accurate. People think of it in terms of the once (food) Pyramid now the My Plate that's there. That's the public facing icon for the dietary guidelines. But really a very small part. The dietary guidelines are meant to help shape federal policy, not so much public perception. It's there. It's used in education in our schools - the (My) Plate, previously the (Food) Pyramid. But the main thing is it should shape what's served in government feeding programs. So principally that should be SNAP. It's not. But it does affect the WIC program- Women, Infants and Children, the school meals program, all of the military spending on food. Indeed, all spending by the government on food are set, governed by, or directed by the dietary guidelines. Now some of them are self-executing. Once the dietary guidelines change the government changes its behavior. But the biggest ones are not. They require rulemaking and in particular, today, one of the most impactful is our kids' meals in schools. So, whatever it says in these dietary guidelines, and there's reason to be alarmed in some of the press reports, it doesn't automatically change what's in school meals. The Department of Agriculture would have to write a rule and say that the dietary guidelines have changed and now we want to update. That usually takes an administration later. It's very rare one administration could both change the dietary guidelines and get through the rulemaking process. So, people can feel a little reassured by that. So, how do you feel about the way things seem to be taking shape right now? This whole MAHA movement Make America Healthy Again. What is it? To me what it is we've reached this tipping point we talked about earlier. The how sick we are, and people are saying, 'enough. Our food shouldn't make us sick at middle age. I shouldn't have to be spending so much time with my doctor. But particularly, it shouldn't be hard to raise my kids to 18 without getting sick. We really need to fix that and try to deal with that.' But I think that the MAHA movement is mostly that. But RFK and some of the people around them have increasingly claimed that it means some very specific things that are anti-science. That's been led by the policies around vaccine that are clearly anti-science. Nutrition is more and more interesting. Initially they started out in the exact right place. I think you and I could agree the things they were saying they need to focus on: kids, the need to get ultra-processed food out of our diets, were all the right things. In fact, you look at the first report that RFK and his team put out back in May this year after the President put out an Executive Order. Mostly the right things on this. They again, focus on kids, ultra-processed food was mentioned 40 times in the report as the root cause for the very first time. And this can't be undone. You had the White House saying that the root cause of our food-caused chronic disease crisis is the food industry. That's in a report that won't change. But a lot has changed since then. They came out with a second report where the word ultra-processed food showed up only once. What do you think happened? I know what happened because I've worked in that setting. The industry quietly went to the White House, the top political staff in the White House, and they said, you need to change the report when you come out with the recommendations. And so, the first report, I think, was written by MAHA, RFK Jr. and his lieutenants. The second report was written by the White House staff with the lobbyists of the food industry. That's what happened. What you end up with is their version of it. So, what does the industry want? We have a good picture from the first Trump administration. They did the last dietary guidelines and the Secretary of Agriculture, then Sonny Perdue, his mantra to his staff, people reported to me, was the industries- you know, keep the status quo. That is what the industry wants is they really don't want the dietary guidelines to change because then they have to reformulate their products. And they're used to living with what we have and they're just comfortable with that. For a big company to reformulate a product is a multi-year effort and cost billions of dollars and it's just not what they want to have to do. Particularly if it's going to change from administration to administration. And that is not a world they want to live in. From the first and second MAHA report where they wanted to go back to the status quo away from all the radical ideas. It'll be interesting to see what happens with dietary guidelines because we've seen reports that RFK Jr. and his people want to make shifts in policies. Saying that they want to go back to the Pyramid somehow. There's a cartoon on TV, South Park, I thought it was produced to be funny. But they talked about what we need to do is we need to flip the Pyramid upside down and we need to go back to the old Pyramid and make saturated fat the sort of the core of the diet. I thought it meant to be a joke but apparently that's become a belief of some people in the MAHA movement. RFK. And so, they want to add saturated fat back to our diets. They want to get rid of plant oils from our diets. There is a lot of areas of nutrition where the science isn't settled. But that's one where it is, indeed. Again, you go back only 1950s, 1960s, you look today, heart disease, heart attacks, they're down 90%. Most of that had to do with the drugs and getting rid of smoking. But a substantial contribution was made by nutrition. Lowering saturated fat in our diets and replacing it with plant oils that they're now called seed oils. If they take that step and the dietary guidelines come out next month and say that saturated fat is now good for us it is going to be just enormously disruptive. I don't think companies are going to change that much. They'll wait it out because they'll ask themselves the question, what's it going to be in two years? Because that's how long it takes them to get a product to market. Jerry, let me ask you this. You painted this picture where every once in a while, there'll be a glimmer of hope. Along comes MAHA. They're critical of the food industry and say that the diet's making us sick and therefore we should focus on different things like ultra-processed foods. In report number one, it's mentioned 40 times. Report number two comes out and it's mentioned only once for the political reasons you said. Are there any signs that lead you to be hopeful that this sort of history doesn't just keep repeating itself? Where people have good ideas, there's science that suggests you go down one road, but the food industry says, no, we're going to go down another and government obeys. Are there any signs out there that lead you to be more hopeful for the future? There are signs to be hopeful for the future. And number one, we talked earlier, is the success we had regulating tobacco. And I know you've done an outstanding job over the years drawing the parallels between what happened in tobacco and food. And there are good reasons to do that. Not the least of which is that in the 1980s, the tobacco companies bought all the big food companies and imparted on them a lot of their lessons, expertise, and playbook about how to do these things. And so that there is a tight link there. And we did succeed. We took youth smoking, which was around a 30 percent, a third, when we began work on this in the early 1990s when I was at FDA. And today it's less than 2%. It's one area with the United States leads the world in terms of what we've achieved in public health. And there's a great benefit that's going to come to that over the next generation as all of those deaths are prevented that we're not quite seeing yet. But we will. And that's regardless of what happens with vaping, which is a whole different story about nicotine. But this idea success and tobacco. The food industry has a tobacco playbook about how to addict so many people and make so much money and use their political power. We have a playbook of how to win the public health fight. So, tell us about that. What you're saying is music to my ears and I'm a big believer in exactly what you're saying. So, what is it? What does that playbook look like and what did we learn from the tobacco experience that you think could apply into the food area? There are a couple of areas. One is going to be leadership and we'll have to come back to that. Because the reason we succeeded in tobacco was the good fortune of having a David Kessler at FDA and Al Gore as Vice President. Nothing was, became more important to them than winning this fight against a big tobacco. Al Gore because his sister died at a young age of smoking. And David Kessler became convinced that this was the most important thing for public health that he could do. And keep in mind, when he came to FDA, it was the furthest thing from his mind. So, one of it is getting these kinds of leaders. Did does RFK Jr. and Marty McCarey match up to Al Gore? And we'll see. But the early signs aren't that great. But we'll see. There's still plenty of time for them to do this and get it right. The other thing is having a good strategy and policy about how to do it. And here, with tobacco, it was a complete stretch, right? There was no where did the FDA get authority over tobacco? And indeed, we eventually needed the Congress to reaffirm that authority to have the success we did. As we talked earlier, there's no question FDA was created to make sure processed food and the additives and processed food don't make us sick. So, it is the core reason the agency exists is to make sure that if there's a thing called ultra-processed food, man-made food, that is fine, but we have to thrive when we eat it. We certainly can't be made sick when we eat it. Now, David Kessler, I mentioned, he's put forward a petition, a citizens' petition to FDA. Careful work by him, he put months of effort into this, and he wrote basically a detailed roadmap for RFK and his team to use if they want to regulate ultra-processed stuff food. And I think we've gotten some, initially good feedback from the MAHA RFK people that they're interested in this petition and may take action on it. So, the basic thrust of the Kessler petition from my understanding is that we need to reconsider what's considered Generally Recognized as Safe. And that these ultra-processed foods may not be considered safe any longer because they produce all this disease down the road. And if MAHA responds positively initially to the concept, that's great. And maybe that'll have legs, and something will actually happen. But is there any reason to believe the industry won't just come in and quash this like they have other things? This idea of starting with a petition in the agency, beginning an investigation and using its authority is the blueprint we used with tobacco. There was a petition we responded, we said, gee, you raised some good points. There are other things we put forward. And so, what we hope to see here with the Kessler petition is that the FDA would put out what's called an advanced notice of a proposed rulemaking with the petition. This moves it from just being a petition to something the agency is saying, we're taking this seriously. We're putting it on the record ourselves and we want industry and others now to start weighing in. Now here's the thing, you have this category of ultra-processed food that because of the North Star I talked about before, because the industry, the marketplace has failed and gives them no incentive to make sure that we thrive, that keeps us from getting sick. They've just forgotten about that and put in place profits instead. The question is how do you get at ultra-processed food? What's the way to do it? How do you start holding the industry accountable? Now what RFK and the MAHA people started with was synthetic color additives. That wasn't what I would pick but, it wasn't a terrible choice. Because if you talk to Carlos Monteiro who coined the phrase ultra-processed food, and you ask him, what is an ultra-processed food, many people say it's this industrial creation. You can't find the ingredients in your kitchen. He agrees with all that, but he thinks the thing that really sets ultra-processed food, the harmful food, is the cosmetics that make them edible when they otherwise won't I've seen inside the plants where they make the old fashioned minimally processed food versus today's ultra-processed. In the minimally processed plants, I recognize the ingredients as food. In today's plants, you don't recognize anything. There are powders, there's sludges, there's nothing that you would really recognize as food going into it. And to make that edible, they use the cosmetics and colors as a key piece of that. But here's the problem. It doesn't matter if the color is synthetic or natural. And a fruit loop made with natural colors is just as bad for you as one made with synthetics. And indeed, it's been alarming that the agency has fast tracked these natural colors and as replacements because, cyanide is natural. We don't want to use that. And the whole approach has been off and it like how is this going to get us there? How is this focus on color additives going to get us there. And it won't. Yeah, I agree. I agree with your interpretation of that. But the thing with Kessler you got part of it right but the main thing he did is say you don't have to really define ultra-processed food, which is another industry ploy to delay action. Let's focus on the thing that's making us sick today. And that's the refined carbohydrates. The refined grains in food. That's what's most closely linked to the obesity, the diabetes we're seeing today. Now in the 1980s, the FDA granted, let's set aside sugar and white flour, for example, but they approved a whole slew of additives that the companies came forward with to see what we can add to the white flour and sugar to make it shelf stable, to meet all the taste, cost, and convenience considerations we have. And profit-making considerations we have. Back then, heart disease was the driving health problem. And so, it was easy to overlook why you didn't think that the these additives were really harmful. That then you could conclude whether Generally Recognized as Safe, which is what the agency did back then. What Kessler is saying is that what he's laid out in his petition is self-executing. It's not something that the agency grants that this is GRAS or not GRAS. They were just saying things that have historical safe use that scientists generally recognize it as safe. It's not something the agency decides. It's the universe of all of us scientists generally accept. And it's true in the '80s when we didn't face the obesity and diabetes epidemic, people didn't really focus on the refined carbohydrates. But if you look at today's food environment. And I hope you agree with this, that what is the leading driver in the food environment about what is it about ultra-processed food that's making us so sick? It's these refined grains and the way they're used in our food. And so, if the agency takes up the Kessler petition and starts acting on it, they don't have to change the designation. Maybe at some point they have to say some of these additives are no longer GRAS. But what Kessler's saying is by default, they're no longer GRAS because if you ask the scientists today, can we have this level of refined grains? And they'd say, no, that's just not Generally Recognized as Safe. So, he's pointing out that status, they no longer hold that status. And if the agency would recognize that publicly and the burden shifts where Wiley really always meant it to be, on the industry to prove that there are foods or things that we would thrive on, but that wouldn't make us sick. And so that's the key point that you go back to when you said, and you're exactly right that if you let the industry use their political power to just ignore health altogether and substitute profits, then you're right. Their sort of fiduciary responsibility is just to maximize profits and they can ignore health. If you say you can maximize profits, of course you're a capitalist business, but one of the tests you have to clear is you have to prove to us that people can thrive when they eat that. Thrive as the standard, might require some congressional amplification because it's not in the statute. But what is in the statute is the food can't make you sick. If scientists would generally recognize, would say, if you eat this diet as they intend, if you eat this snack food, there's these ready to heat meals as they intend, you're going to get diabetes and obesity. If scientists generally believe that, then you can't sell that. That's just against the law and the agency needs them to enforce the law. Bio:   Jerold Mande is CEO of Nourish Science; Adjunct Professor of Nutrition, Harvard T.H. Chan School of Public Health; and a Non-Resident Senior Fellow, Tisch College of Civic Life, Tufts University. Professor Mande has a wealth of expertise and experience in national public health and food policy. He served in senior policymaking positions for three presidents at USDA, FDA, and OSHA helping lead landmark public health initiatives. In 2009, he was appointed by President Obama as USDA Deputy Under Secretary for Food Safety. In 2011, he moved to USDA's Food, Nutrition, and Consumer Services, where he spent six years working to improve the health outcomes of the nation's $100 billion investment in 15 nutrition programs. During President Clinton's administration, Mr. Mande was Senior Advisor to the FDA commissioner where he helped shape national policy on nutrition, food safety, and tobacco. He also served on the White House staff as a health policy advisor and was Deputy Assistant Secretary for Occupational Health at the Department of Labor. During the George H.W. Bush administration he led the graphic design of the iconic Nutrition Facts label at FDA, for which he received the Presidential Design Award. Mr. Mande began his career as a legislative assistant for Al Gore in the U.S. House and Senate, managing Gore's health and environment agenda, and helping Gore write the nation's organ donation and transplantation laws.  Mande earned a Master of Public Health from the University of North Carolina at Chapel Hill and a Bachelor of Science in nutritional science from the University of Connecticut. Prior to his current academic appointments, he served on the faculty at the Tufts, Friedman School of Nutrition Science and Policy, and Yale School of Medicine.

 Sales has always been a mindset game, but as of 2025, credibility is audited in seconds: first by your attitude, then by your image, and finally by how you handle objections and deliver outcomes. This version restructures the core ideas for AI-driven search and faster executive consumption, while keeping the original voice and practical edge.  Is attitude really the master key to sales success in 2025? Yes—your inner narrative sets your outer performance curve. From Henry Ford's "whether you think you can or can't" to Dale Carnegie's focus on personal agency, top performers engineer their self-talk under pressure. Post-pandemic, the volatility of B2B buying cycles and procurement scrutiny means sellers in Japan, the US, and Europe face more "no's" before a "yes." Adopt deliberate mental scripts before client calls ("You can do this") and after setbacks ("Reset, learn, re-engage"). Layer temporal anchors—quarterly targets, weekly pipeline reviews—to keep momentum objective, not emotional. In startups and SMEs, the founder-seller's mindset colours the whole team; in multinationals, it influences cross-functional trust with legal, finance, and delivery. Do now: Write a 30-second pre-call mantra and a 60-second post-call reset. Repeat both for 30 days; track conversion lift in your CRM. How do I bounce back fast after rejection without losing my edge? Counter-programme negativity with immediate, structured inputs. After job loss or a blown deal, flood your cognition with high-quality content the way athletes use tape review—books, playbooks, and leader debriefs instead of doom-scrolling. Think "input replacement": replace rumination with skill-building (objection patterns, pricing frameworks). Firms like Toyota or Rakuten institutionalise retrospectives; emulate that at team scale. In APAC vs. US contexts, timelines to re-pitch can differ—use a 24–48 hour window to reframe, then re-engage stakeholders. Treat every rejection as data: log cause (timing, budget, political capital) and countermeasure (proof, pilot, reference). Do now: Create a "rejection to routine" checklist: 1) log cause, 2) choose countermeasure, 3) schedule next touch, 4) upgrade enablement asset. Which people should I avoid—and which should I seek—when my pipeline wobbles? Avoid the "whine circle"; seek performance environments. Misery compounds in sales teams when negative talk becomes a daily ritual. Protect your focus like revenue: step away from low-agency chatter and toward deal rooms, peer reviews, and customer-back sessions. The classic Glengarry Glen Ross contrast—Ricky Roma selling while others complain—remains instructive, even if your 2025 "bar" is a Zoom room. In Japanese enterprise sales, senpai-kohai norms can pressure you to join the gripe; politely decline and book a customer discovery call instead. In US/Europe, use enablement Slack channels for pattern-spotting (what's working now vs. last quarter). Do now: Time-audit one week. Replace 2 hours of complaint conversations with 2 customer conversations, a reference call, or a pilot design session. Does my image still matter when most buyers research online first? Absolutely—executive presence accelerates trust in the first 90 seconds. "Image" isn't just suits and watches; it's congruence: neat dress, crisp opening, concise agenda, and credible artefacts (case studies, pilots, references). Think "BMW energy" without the bravado: quiet competence, simple visuals, punctuality. In conservative sectors (financial services, manufacturing), formality signals reliability; in startups and creative industries, smart-casual with clean slides signals agility. Japan versus US norms diverge in attire, but converge on preparation and respect: arrive early, name roles, confirm outcomes. Keep a repeatable first-impression kit: one-page credibility sheet, short customer video, and a 15-minute discovery plan. Do now: Build a 3-item presence kit (attire checklist, one-pager, discovery plan). Rehearse your first 90 seconds until it's muscle memory. How do I sound fluent without sounding "slick" or manipulative? Use structured clarity, not theatrics. Buyers fear the "too smooth" pitch; answer crisply, invite scrutiny, and show your working. Use a simple objection map: acknowledge → clarify → evidence → confirm. Anchor with entities (benchmarks, standards, regulations) and timelines ("as of Q4 2025, compliance rules changed"). In enterprise deals, suggest a small pilot to lower risk; in SME deals, offer a 30-day milestone plan. Keep language plain English with Australian spelling—short sentences, verbs first. Record and review your calls like athletes; look for hedging, filler, and jargon. Replace with specifics and proof. Do now: Write 5 top objections with one-sentence answers and one proof each (metric, customer name, or pilot result). Practise aloud. What proves credibility over time when problems inevitably arise? Calm accountability beats charisma after the contract is signed. When delivery hits turbulence, credibility is measured by cadence (weekly updates), transparency (risk log), and persistence (closing loops). Map stakeholders: executive sponsor, user lead, procurement, security. In Japan, escalate with harmony (nemawashi) before the formal meeting; in US/Europe, publish a written corrective plan and owner names. Tie each update to outcomes (uptime, cycle time, ROI proxy). Startups: emphasise speed of fix. Multinationals: emphasise governance and documentation. The goal is partner status, not vendor status. Do now: Implement a two-line status format in every email: "What changed since last week" and "What will change before next week," plus a single risk with owner. Quick checklist — first 90 seconds with a new buyer Confirm time, agenda, and outcome. One-sentence value prop, one credible proof. Ask one context question, one metric question, one timing question. Conclusion — the three pillars work together Mindset, image, and delivery are a system, not a buffet. Get your inner voice aligned, present like a pro, and then prove it under pressure. Do those three consistently, and 2025's buyers—whether in Tokyo, Sydney, or New York—will pick you when it counts.  FAQs What should I change first if I'm overwhelmed? Start with a pre-call checklist and a 30-second mantra—both are fast and compounding. How formal should I dress in Japan vs. the US? Japan skews more formal; the US tolerates smart-casual—match the client's culture and the meeting's stakes. How do I track mindset ROI? Tag calls where you used the routine; compare conversion rate and cycle time vs. prior month. Next steps for leaders/executives Install objection maps and first-impression kits across the team. Run weekly deal reviews focused on clarity, not theatre. Standardise pilot templates and two-line status updates. Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

Humanity has demonstrated, time and again, a horrific tendency to destroy its own kind – often to eliminate difference and impose uniformity of identity. At its worst, this tendency has led to the destruction of whole peoples – the crime against humanity of genocide. However, in our politically charged climate, the term genocide carries a massive moral weight, and we must be cautious about where to apply it. If we're too restrictive, it will make us blind to evil in the world. But if we're too loose, it will desensitise us to its significance.   Philosophers Stan Grant and Simon Longstaff explore what genocide is, and respond to its presence in the world.    Stan Grant is Distinguished Professor and Chair of Yindyamarra Nguluway Trust at Charles Sturt University. He has a Doctorate of Theology and was formerly ABC's Global Affairs and Indigenous Affairs Analyst and host of news program Q+A. He is one of Australia's most respected and awarded journalists, with more than 40 years experience in radio and television news and current affairs.  Simon Longstaff commenced his work as the first Executive Director of The Ethics Centre in 1991. He began his working life on Groote Eylandt in the Northern Territory of Australia. He is proud of his kinship ties to the Anindilyakwa people. After a period studying law in Sydney and teaching in Tasmania, he pursued postgraduate studies as a Member of Magdalene College, Cambridge. In 2013, he was made an officer of the Order of Australia (AO) for "distinguished service to the community through the promotion of ethical standards in governance and business, to improving corporate responsibility, and to philosophy." Simon is an Adjunct Professor of the Australian Graduate School of Management at UNSW, a Fellow of CPA Australia, the Royal Society of NSW and the Australian Risk Policy Institute.

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

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

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

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

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

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

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

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

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

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

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