Academic title
POPULARITY
Categories
160 episodes with Adjunct professor
74 episodes with Adjunct professor
34 episodes with Adjunct professor
60 episodes with Adjunct professor
85 episodes with Adjunct professor
41 episodes with Adjunct professor
32 episodes with Adjunct professor
37 episodes with Adjunct professor
35 episodes with Adjunct professor
31 episodes with Adjunct professor
28 episodes with Adjunct professor
37 episodes with Adjunct professor
32 episodes with Adjunct professor
27 episodes with Adjunct professor
10 episodes with Adjunct professor
14 episodes with Adjunct professor
18 episodes with Adjunct professor
13 episodes with Adjunct professor
24 episodes with Adjunct professor
13 episodes with Adjunct professor
24 episodes with Adjunct professor
9 episodes with Adjunct professor
20 episodes with Adjunct professor
6 episodes with Adjunct professor
9 episodes with Adjunct professor
10 episodes with Adjunct professor
20 episodes with Adjunct professor
12 episodes with Adjunct professor
8 episodes with Adjunct professor
6 episodes with Adjunct professor
6 episodes with Adjunct professor
10 episodes with Adjunct professor
9 episodes with Adjunct professor
7 episodes with Adjunct professor
9 episodes with Adjunct professor
8 episodes with Adjunct professor
17 episodes with Adjunct professor
8 episodes with Adjunct professor
17 episodes with Adjunct professor
7 episodes with Adjunct professor
14 episodes with Adjunct professor
7 episodes with Adjunct professor
5 episodes with Adjunct professor
10 episodes with Adjunct professor
7 episodes with Adjunct professor
8 episodes with Adjunct professor
21 episodes with Adjunct professor
5 episodes with Adjunct professor
7 episodes with Adjunct professor
5 episodes with Adjunct professor
6 episodes with Adjunct professor
6 episodes with Adjunct professor
17 episodes with Adjunct professor
7 episodes with Adjunct professor
13 episodes with Adjunct professor
4 episodes with Adjunct professor
5 episodes with Adjunct professor
11 episodes with Adjunct professor
8 episodes with Adjunct professor
5 episodes with Adjunct professor
6 episodes with Adjunct professor
5 episodes with Adjunct professor
6 episodes with Adjunct professor
6 episodes with Adjunct professor
6 episodes with Adjunct professor
5 episodes with Adjunct professor
3 episodes with Adjunct professor
5 episodes with Adjunct professor
10 episodes with Adjunct professor
10 episodes with Adjunct professor
8 episodes with Adjunct professor
4 episodes with Adjunct professor
4 episodes with Adjunct professor
5 episodes with Adjunct professor
24 episodes with Adjunct professor
5 episodes with Adjunct professor
4 episodes with Adjunct professor
6 episodes with Adjunct professor
4 episodes with Adjunct professor
3 episodes with Adjunct professor
4 episodes with Adjunct professor
5 episodes with Adjunct professor
4 episodes with Adjunct professor
4 episodes with Adjunct professor
3 episodes with Adjunct professor
6 episodes with Adjunct professor
10 episodes with Adjunct professor
5 episodes with Adjunct professor
6 episodes with Adjunct professor
7 episodes with Adjunct professor
4 episodes with Adjunct professor
3 episodes with Adjunct professor
4 episodes with Adjunct professor
6 episodes with Adjunct professor
5 episodes with Adjunct professor
4 episodes with Adjunct professor
2 episodes with Adjunct professor
4 episodes with Adjunct professor
5 episodes with Adjunct professor
4 episodes with Adjunct professor
3 episodes with Adjunct professor
5 episodes with Adjunct professor
3 episodes with Adjunct professor
6 episodes with Adjunct professor
4 episodes with Adjunct professor
4 episodes with Adjunct professor
4 episodes with Adjunct professor
4 episodes with Adjunct professor
2 episodes with Adjunct professor
2 episodes with Adjunct professor
4 episodes with Adjunct professor
5 episodes with Adjunct professor
4 episodes with Adjunct professor
6 episodes with Adjunct professor
6 episodes with Adjunct professor
3 episodes with Adjunct professor
4 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
4 episodes with Adjunct professor
3 episodes with Adjunct professor
4 episodes with Adjunct professor
9 episodes with Adjunct professor
4 episodes with Adjunct professor
6 episodes with Adjunct professor
4 episodes with Adjunct professor
3 episodes with Adjunct professor
5 episodes with Adjunct professor
5 episodes with Adjunct professor
5 episodes with Adjunct professor
3 episodes with Adjunct professor
4 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
4 episodes with Adjunct professor
4 episodes with Adjunct professor
4 episodes with Adjunct professor
4 episodes with Adjunct professor
4 episodes with Adjunct professor
4 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
7 episodes with Adjunct professor
3 episodes with Adjunct professor
4 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
4 episodes with Adjunct professor
5 episodes with Adjunct professor
2 episodes with Adjunct professor
3 episodes with Adjunct professor
2 episodes with Adjunct professor
3 episodes with Adjunct professor
2 episodes with Adjunct professor
3 episodes with Adjunct professor
6 episodes with Adjunct professor
4 episodes with Adjunct professor
3 episodes with Adjunct professor
9 episodes with Adjunct professor
3 episodes with Adjunct professor
5 episodes with Adjunct professor
2 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
5 episodes with Adjunct professor
4 episodes with Adjunct professor
4 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
6 episodes with Adjunct professor
3 episodes with Adjunct professor
3 episodes with Adjunct professor
5 episodes with Adjunct professor
2 episodes with Adjunct professor
2 episodes with Adjunct professor
3 episodes with Adjunct professor
5 episodes with Adjunct professor
4 episodes with Adjunct professor
2 episodes with Adjunct professor
3 episodes with Adjunct professor
4 episodes with Adjunct professor
5 episodes with Adjunct professor
4 episodes with Adjunct professor
In this replay episode, I'm thrilled to bring back one of the most impactful conversations I've ever had on the podcast — my interview with Dr. Barry Prizant, world-renowned speech-language pathologist and author of the groundbreaking book Uniquely Human. Our discussion gets to the heart of why the field of autism education is shifting away from compliance-based, behavior-focused models and toward approaches rooted in compassion, emotional regulation, and trusting relationships. Dr. Prizant shares powerful insights about: ✨ understanding autistic behaviors as meaningful human responses ✨ how storytelling has shaped his work and shaped Uniquely Human ✨ why reflective practice is essential in our classrooms ✨ and how listening to autistic voices is helping reshape "what works" in autism education We also dig into topics like echolalia, the SCERTS model, relationship-based intervention, non-speaking communication, and why honoring a child's intuition and individuality is more effective—and more humane—than rigid compliance. This conversation left me feeling inspired, energized, and hopeful about where autism education is heading… and I know it will do the same for you. Bio Barry M. Prizant, PhD, CCC-SLP is recognized as among the world's leading scholars on autism and as an innovator of respectful, person- and family-centered approaches. He is Director of Childhood Communication Services, Adjunct Professor of Communicative Disorders at the University of Rhode Island, and has fifty years of experience as an international consultant and researcher. Barry has published five books, 150 articles/chapters, and is co-author of The SCERTS Model, now being implemented internationally. He was a two-time featured presenter at the UN World Autism Awareness Day, with more than 1000 presentations internationally. Barry's book Uniquely Human: A Different Way of Seeing Autism (2022) is the best-selling book on autism since 2015, published in 26 languages and ranked by Book Authority as #1 of the "100 best books on autism of all time". Barry co-hosts a podcast, Uniquely Human: The Podcast, with his friend, Dave Finch, an autistic audio engineer. Dr. Barry Prizant's Links: Website: https://barryprizant.com/ Uniquely Human Podcast: https://podcasts.apple.com/us/podcast/uniquely-human-the-podcast/id1532460901 Uniquely Human Book: https://amzn.to/4e5VWZN The Scerts Model Books: https://amzn.to/4kFpbF5 DRBI (Developmental Relationship-Based Intervention) Interview: https://podcasts.apple.com/us/podcast/uniquely-human-the-podcast/id1532460901?i=1000711834231 Autistic Self Advocacy Network (ASAN): https://autisticadvocacy.org/ Amy Laurent Ted Talk "Compliance Is Not The Goal": https://www.ted.com/talks/amy_laurent_compliance_is_not_the_goal_letting_go_of_control_and_rethinking_support_for_autistic_individuals?utm_campaign=tedspread&utm_medium=referral&utm_source=tedcomshare Thinking Person's Guide To Autism: https://thinkingautismguide.com/ David Finch Website: https://davidjfinch.com/ Ros Blackburn & Sigourney Weaver Interview: https://uniquelyhuman.com/2021/04/23/logically-illogical-an-interview-with-ros-blackburn-with-special-guest-sigourney-weaver/ Takeaways Dr. Barry Prizant brings decades of expertise in speech-language pathology, psycholinguistics, and autism advocacy — grounded in human connection, not behavior control. Uniquely Human was written to change the narrative around autism by sharing stories that center humanity, not deficits. Autistic behaviors are human responses, not symptoms to extinguish — and understanding the "why" leads to more effective and compassionate support. Emotional regulation and relationships matter more than compliance; kids cooperate when they feel safe, supported, and understood. The shift toward neurodiversity-affirming practice requires reflective practice and humility from professionals — especially when something isn't working. Evidence-based practice is broader than peer-reviewed research. It also includes family insight, lived experience, and data from everyday interactions. Parents' intuition matters, and professionals should never ask families to ignore what feels right for their child. Compliance-focused approaches often overlook emotional development, social connection, and the child's authentic voice. True support begins with trust, co-regulation, and being a calming presence when a child is overwhelmed. Listening to autistic voices is essential for shaping ethical and effective educational practices. Meaningful progress happens through everyday activities, strengths, and interests, not isolated drills. The field is moving toward relationship-based, developmental models (like SCERTS)—and that gives real hope for the future. You may also be interested in these supports Visual Support Starter Set Visual Supports Facebook Group Autism Little Learners on Instagram Autism Little Learners on Facebook
Dr. Dan Schneider is an Adjunct Professor of Theology at Franciscan University of Steubenville and an Associate Staff Member at the St. John Henry Newman Research Centre for Theology at Maryvale Institute in Birmingham, England. A former U.S. Army attack helicopter pilot, Gulf War veteran, and amateur boxer, Schneider has nearly two decades of experience in Catholic evangelization and teaching. As a founding member of Liber Christo, a movement with Fr. Chad Ripperger, he provides resources for priests and laity in the apostolate of deliverance and exorcism. Schneider is the author of The Liber Christo Method: A Field Manual for Spiritual Combat (TAN Books, 2023), offering practical “guerrilla warfare” tactics for spiritual battles, including five key strategies: Renunciation of Evil Influences, Repentance, Examination of Conscience, Learning Power and Authority, and Prayer. A sought-after speaker, he advocates for sacramental living and spiritual discipline to combat diabolical influences, drawing on his military and theological expertise. Shawn Ryan Show Sponsors: Join thousands of parents who trust Fabric to help protect their family—apply today in just minutes at https://meetfabric.com/SHAWN. Go to https://helixsleep.com/srs for 27% Off Sitewide https://USCCA.com/srs https://bubsnaturals.com – USE CODE SHAWN Dr. Dan Schneider Links: The Liber Christo Method - https://tanbooks.com/products/books/the-liber-christo-method-a-field-manual-for-spiritual-combat/?afmc=7e Spiritual Warfare Q & A - https://tanbooks.com/products/books/spiritual-warfare-q-and-a-for-priests-and-laity/?afmc=7e The Sins of the Father - https://tanbooks.com/products/books/sins-of-the-father-a-catholic-and-biblical-approach-to-generational-curses/?afmc=7e Holy League Institute - https://holyleagueinstitute.com General inquires, email and web page - Info@holyleagueinstitute.com Learn more about your ad choices. Visit podcastchoices.com/adchoices
Tyler Whitcomb jumps on the Hoop Heads Podcast to discuss Give with Hoops, a groundbreaking initiative that fuses basketball analytics with modern sponsorship. Built for teams who see data as opportunity from AAU programs and high school programs to college powerhouses.By tying on-court performance directly to community and sponsor engagement, Give With Hoops helps programs raise more while deepening support from those who believe in the game.During his career Tyler has been a professional basketball team owner, athletic director, college coach, and now a KuyperWorks Specialist and Adjunct Professor of Sports Management at Kuyper College. He has also produced best-selling basketball playbooks and videos with Championship ProductionsOn this episode Mike & Tyler discuss Give with Hoops, a revolutionary initiative designed to enhance fundraising for basketball programs by seamlessly integrating on-court performance with community sponsorship. This innovative platform employs advanced analytics to facilitate financial support from local businesses, thereby enabling teams—from youth leagues to collegiate institutions—to raise funds in a manner that is both efficient and engaging. The platform's user-friendly interface, developed by former NASA engineers, allows coaches and players to track statistics and directly link them to sponsorship contributions, thus fostering a deeper connection between teams and their supporters. Throughout our discussion, we explore the multifaceted advantages of this approach, including the potential for ongoing community engagement and the ease with which teams can mobilize resources. We invite listeners to consider the transformative impact of Give with Hoops on their fundraising efforts, emphasizing the accessibility and simplicity that this groundbreaking tool offers to the basketball community.Follow us on Twitter and Instagram @hoopheadspod for the latest updates on episodes, guests, and events from the Hoop Heads Pod.Make sure you're subscribed to the Hoop Heads Pod on Apple Podcasts or wherever you get your podcasts and while you're there please leave us a 5 star rating and review. Your ratings help your friends and coaching colleagues find the show. If you really love what you're hearing recommend the Hoop Heads Pod to someone and get them to join you as a part of Hoop Heads Nation.Learn about an innovative new way to fundraise for your basketball program as you listen to this episode with Tyler Whitcomb from Give With Hoops.Website - https://givewithhoops.com/hoop-heads-podcastEmail - twhitcomb@kuyper.eduTwitter/X - @GiveWithClick
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
When you've got a dozen priorities, meetings, emails, and "urgent" requests hitting you at once, the real problem usually isn't effort—it's focus. This is a simple, fast method to get your thinking organised, coordinate your work, and choose actions that actually improve results: build a focus map, then run each sub-topic through a six-step action template. How do I get focused when I'm overwhelmed with too much work? You get better results by shrinking the chaos into one clear "area of focus," then organising everything else around it. In practice, overwhelm comes from competing directions—sales targets, KPIs, internal politics, client deadlines, hiring, and admin—all demanding attention at the same time. In Japan, this can be amplified by stakeholder-heavy coordination; in the US and Europe, it can be amplified by speed and constant context switching. Either way, your effort becomes scattered and poorly coordinated. The fix is to pause briefly and decide: "What is the one thing (or two things) I need to improve most right now?" That becomes your anchor. Once you can name the focus, the brain stops thrashing and starts sorting. Do now: Write down the one or two words that define your key focus for this week. What is a "focus map" and how do you make one quickly? A focus map is a one-page visual map: one central focus, surrounded by the sub-topics you need to improve. Put a small circle in the middle of the page and write your main focus inside (for example: "Better Time Management"). Then add related words that come to mind as surrounding circles—like planets around the sun—creating sub-categories you can work on. This works because you already have the answers in your head; you just haven't "released" them into a structure. The visual element matters: arranging the circles stimulates thinking differently than typing a list in a notes app. It's fast, low-tech, and effective—especially for leaders toggling between deep work and constant interruption in a post-pandemic, hybrid world. Do now: Draw one central circle and add 6–10 surrounding circles of related sub-topics. What should I put on my focus map (examples leaders actually use)? Use practical "better" themes—time, follow-up, planning, communication—then generate sub-categories that are behaviour-based. Common centre-circle themes include: Better Time Management, Better Follow-up, Better Planning, Better Communicator. Example: if your centre circle is "Better Time Management," your surrounding circles might include: prioritisation, block time, procrastination, Quadrant Two focus (Eisenhower Matrix), to-do list, weekly goals, daily goals. This is where the method beats generic productivity advice. Instead of "be more organised," you can see the real levers: calendar blocking, priority choice, and the habit of starting the day with a ranked list. In an SME, this might be about protecting selling time; in a multinational, it may be about reducing meeting bloat and stakeholder drag. Do now: Choose one sub-category you can improve in 7 days (e.g., prioritisation). What are the six steps to turn a focus map into action? The six steps force clarity: attitude → importance → new behaviour → desired result → vision alignment. After your focus map is complete, pick one sub-category (say, prioritisation) and run it through this template: What has been my attitude in this area? Why is this important to me and my organisation? Specifically, what am I going to do about this differently? What results do I desire? How is this going to impact my Vision? This is essentially strategy on a page. It connects behaviour change to outcomes and makes it harder to stay vague. It also works across cultures: whether you're operating in Japan's consensus environments or in faster-moving US/Europe contexts, you still need a clear "why" and a specific "what next." Do now: Write answers for steps 1–3 today; do steps 4–5 tomorrow. Can you show a completed example (so I can copy the format)? Yes—use the example below as a plug-and-play model for any topic you choose. For "Time Management" with the sub-category "Prioritisation," a completed version looks like this (edited only for formatting): Area of focus: Time Management → Prioritisation Attitude: "I know I should be better organised…but I never get around to taking any action…because I don't choose activities based on priorities." Why important: "If I am better organised I can get more work done…focus on the prioritised areas of highest value…contribute more value to the organisation." What I'll do differently: buy an organiser; use to-do lists + a calendar; block time for highest value items; start each day by nominating tasks, then prioritising and working in that order. Desired result: spend best time on highest value tasks with greatest impact. Impact on vision: efficiency and effectiveness rise dramatically. Do now: Copy this structure and fill it in for your sub-category (block time, procrastination, weekly goals, etc.). How do I use this system every week to get better results (not just once)? Repeat the map-and-template cycle weekly, focusing on one sub-category at a time until the habit "sticks." The magic is consistency: you can repeat the same process for block time, procrastination, Quadrant Two focus, to-do lists, weekly goals, daily goals—each becomes its own mini-improvement project. Think of it like leadership development: you don't "fix productivity" once; you build a personal operating system. Some weeks will be chaotic (product launches, quarterly reporting, client crises), so you pick a small, controllable lever. Other weeks you can go deeper. This method is described as a go-to tool because it's fast, it goes deep, and it produces practical ideas you can apply immediately. Do now: Schedule 15 minutes every Monday to create one focus map and choose one sub-category to improve. Quick checklist (copy/paste) Choose 1 key focus (1–2 words). Build a focus map (6–10 sub-circles). Pick 1 sub-category for this week. Run the six steps and define 1–2 new behaviours. Review weekly; repeat with the next sub-category. Conclusion Better results come from better-directed effort. The focus map gives you clarity fast, and the six steps turn that clarity into behaviour change tied to results and vision. If you try it once, you'll get insight. If you run it weekly, you'll build momentum. FAQs A focus map is basically a mind map for execution. It moves you from "busy" to "clear" in minutes by visualising priorities. Start with one sub-category, not the whole map. Results come from focusing on one lever (like prioritisation or block time) per week. The six steps work because they force specifics. You can't hide behind vague intentions when you must name attitude, actions, results, and vision. 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.
Support the Institute today: https://givenow.nova.edu/the-institute-for-neuro-immune-medicine-inim-2025 In this episode, Haylie Pomroy speaks with Dr. Theoharis Theoharides about the scientific foundations of brain fog. Together, they clarify its definition, physiological mechanisms, and how it presents across various illnesses and cognitive disorders. Dr. Theoharides further examines the relationship between brain fog and inflammation, explains how viral infections can contribute to the development of chronic illness, and discusses the role of microglia in neuroinflammation. He also reviews supplements that may help inhibit microglial activation, explains alpha-gal syndrome, and outlines relevant laboratory testing that can assist individuals experiencing brain fog in gaining clearer insight into their current health status. Dr. Theoharis Theoharides is a Professor, Vice Chair of Clinical Immunology, and Director at the Institute for Neuro-Immune Medicine-Clearwater, an Adjunct Professor of Immunology at Tufts School of Medicine, where he was a Professor of Pharmacology and Internal Medicine, and also the Director of Molecular Immunopharmacology & Drug Discovery, and Clinical Pharmacologist at the Massachusetts Drug Formulary Commission (1983-2022). He received his BA, MS, MPhil, PhD, and MD degrees and the Winternitz Price in Pathology from Yale University and received a Certificate in Global Leadership from Tufts Fletcher School of Law and Diplomacy and a Fellowship at Harvard Kennedy School of Government. He trained in internal medicine at New England Medical Center, which awarded him the Oliver Smith Award, "recognizing excellence, compassion, and service." Dr. Theoharides has 485 publications (46,491 citations; h-index 106), placing him in the world's top 2% of most cited authors, and he was rated the worldwide expert on mast cells by Expertscape. He was inducted into the Alpha Omega Alpha National Medical Honor Society, the Rare Diseases Hall of Fame, and the World Academy of Sciences. Website: https://www.drtheoharides.com LinkedIn: linkedin.com/in/theoharis-theoharides-ms-phd-md-faaaai-67123735 Instagram: https://www.instagram.com/dr.theoharides/ Haylie Pomroy, Founder and CEO of The Haylie Pomroy Group, is a leading health strategist specializing in metabolism, weight loss, and integrative wellness. With over 25 years of experience, she has worked with top medical institutions and high-profile clients, developing targeted programs and supplements rooted in the "Food is Medicine" philosophy. Inspired by her own autoimmune journey, she combines expertise in nutrition, biochemistry, and patient advocacy to help others reclaim their health. She is a New York Times bestselling author of The Fast Metabolism Diet. Learn more about Haylie Pomroy's approach to wellness through her website: https://hayliepomroy.com Instagram: https://www.instagram.com/hayliepomroy Facebook: https://www.facebook.com/hayliepomroy YouTube: https://www.youtube.com/@hayliepomroy/videos LinkedIn: https://www.linkedin.com/in/hayliepomroy/ X: https://x.com/hayliepomroy Enjoy our show? Please leave us a 5-star review on the following platforms so we can bring hope and help to others. Apple Podcasts: https://podcasts.apple.com/us/podcast/hope-and-help-for-fatigue-chronic-illness/id1724900423 Spotify: https://open.spotify.com/show/154isuc02GnkPEPlWfdXMT Sign up today for our newsletter. https://nova.us4.list-manage.com/subscribe?u=419072c88a85f355f15ab1257&id=5e03a4de7d Enjoy our show? Please leave us a 5-star review on the following platforms so we can bring hope and help to others. Apple Podcasts: https://podcasts.apple.com/us/podcast/hope-and-help-for-fatigue-chronic-illness/id1724900423 Spotify: https://open.spotify.com/show/154isuc02GnkPEPlWfdXMT Sign up today for our newsletter. https://nova.us4.list-manage.com/subscribe?u=419072c88a85f355f15ab1257&id=5e03a4de7d This podcast is brought to you by the Institute for Neuro-Immune Medicine. Learn more about us here. Website: https://www.nova.edu/nim/ Facebook: https://www.facebook.com/InstituteForNeuroImmuneMedicine Instagram: https://www.instagram.com/NSU_INIM/ Twitter: https://www.twitter.com/NSU_INIM
THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan
Most sales meetings go sideways for one simple reason: salespeople try to invent great questions in real time. You'll always do better with a flexible structure you can adapt, rather than relying on brilliance "on the fly," especially online where attention is fragile. Why should you design qualifying questions before meeting the client? Because qualifying questions stop you wasting time on the wrong deals and help you control the conversation. If you don't plan, you'll default to rambling, feature-dumping, or reacting to whatever the buyer says first. A light structure keeps you adaptable without sounding scripted: you set the parameters, then fill in the details as the conversation unfolds. Answer card / Do now: Build a reusable "question bank" and adjust it per client instead of improvising everything live. What is the "permission question" and why does it matter? The permission question earns consent to ask sensitive questions from someone who doesn't trust you yet. You're effectively asking a stranger to reveal weaknesses in their business—something people naturally resist—so you must frame it as: you've helped similar organisations, you may be able to help here too, but you need to ask a few questions to find out. This is especially important in relationship-driven markets like Japan, and still crucial in Australia and the US where buyers are wary of pushy sellers. Permission lowers defensiveness and increases honesty. Answer card / Do now: Memorise one permission line you can say naturally on Zoom, phone, and in-person. What "need questions" actually uncover the real problem? Start broad, then narrow—because the first issue they mention is often not the biggest one. A clean opener is: "What are some key issues for your business at the moment?" If they struggle to answer, prompt with a realistic scenario from similar clients (for example, sales performance in a virtual environment) and ask whether that's true for them or if they're satisfied. Then ask what other issues are priorities, so you don't anchor on the first answer and miss the real driver. Answer card / Do now: Prepare 3 "prompt examples" (common issues) to help buyers respond when your question is too broad. Which qualifying questions reveal the scale (quantity) and constraints (budget)? Use quantity questions to size the problem, and budget questions to test seriousness without triggering defensiveness. A quantity question gives you the scale, like: "How many salespeople do you have who could benefit…?" That helps you calibrate your recommendation. Budget can be asked directly ("How much have you allocated?"), but many buyers won't share it—especially early—so you can work indirectly from team size and solution scope to estimate what's realistic. Answer card / Do now: Write one direct budget question and one indirect "scope-based" alternative you can use when they clam up. How do you ask the authority question without making it awkward? Ask who else has the strongest input, framed as necessary to help them properly. Buying decisions usually involve multiple stakeholders now, so you need to identify who matters early. Use wording like: "In order for me to help you, may I ask, apart from you, who would have the most interest and input into the buying decision?" It's respectful, it doesn't challenge their status, and it surfaces the buying committee. Answer card / Do now: Add the authority question to every first meeting agenda—no exceptions. What is an agenda statement, and how does it help control the meeting? An agenda statement is a simple way to guide the meeting flow while still staying flexible. You remind them why the meeting matters, outline what you'd like to cover, and then ask if they want to add anything—so the agenda becomes shared, not imposed. A practical sequence is: check their familiarity with your company (to correct misconceptions), learn what they're doing now and what systems they use, clarify future goals, uncover challenges blocking those goals, and—if there's a match—discuss how you could work together. Then invite their additions. The conversation won't go in perfect order, and that's fine—your job is to ensure the key questions get answered while you still have the chance. Answer card / Do now: Use a 6-point agenda statement, get agreement, then work through your question bank calmly—even if the order changes. Simple meeting structure you can copy Permission question (earn consent) Need questions (broad → narrow) Quantity (size the issue) Budget (direct or indirect) Authority (map stakeholders) Agenda statement (control flow + invite additions) Conclusion: what salespeople should do now Qualifying isn't "being clever"—it's being prepared. Build a structure, customise it to the client, and then stay adaptable in the moment. The sellers who win in 2025 are the ones who can guide the conversation without sounding scripted, earn permission before probing, and leave meetings with real decision clarity instead of vague friendliness. FAQs What's the biggest mistake in sales discovery? Improvising questions under pressure instead of using a simple structure you can adapt. Why add an agenda statement at the start? It sets shared expectations and reduces random detours, while still allowing flexibility. What if the buyer won't discuss budget? Use indirect sizing questions (headcount, scope, rollout timing) to estimate what's realistic. 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. 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).
Today's guest is David L. Phillips, Adjunct Professor at Georgetown University's School of Foreign Service, and previously Director of the Program on Peace-building and Rights at Columbia University's Institute for the Study of Human Rights. In this episode, Alon and David have an in-depth discussion on Syria, including Trump's removal of sanctions on the country, issues of governance in Syria, especially considering the country's numerous ethnic and religious minorities, and what can be expected of Ahmed al-Sharaa as an interim leader of Syria. Full bio David L. Phillips is an Adjunct Professor at Georgetown University's School of Foreign Service. He was previously Director of the Program on Peace-building and Rights at Columbia University's Institute for the Study of Human Rights. Phillips has served as Foreign Affairs Expert and as Senior Adviser to the U.S. Department of State and as Senior Adviser to the United Nations Office for the Coordination of Humanitarian Affairs. Phillips has worked at academic institutions as Executive Director of Columbia University's International Conflict Resolution Program, Director of American University's Program on Conflict Prevention and Peace-building, Fellow at Harvard University's Future of Diplomacy Project Fellow, Visiting Scholar at Harvard University's Center for Middle East Studies, and Professor of Preventive Diplomacy at the Diplomatic Academy of Vienna. He was Deputy Director of the Center for Preventive Action at the Council on Foreign Relations, Senior Fellow at the Preventive Diplomacy Program of the Center for Strategic and International Studies, Senior Fellow at the Atlantic Council, and Project Director at the International Peace Research Institute of Oslo. Phillips has also been a foundation executive, serving as President of the Congressional Human Rights Foundation and Executive Director of the Elie Wiesel Foundation for Humanity. Phillips has been an analyst and commentator for NBC News. He has written 10 books on public affairs and hundreds of articles in leading publications such as the New York Times, Wall Street Journal, Financial Times, International Herald Tribune, and Foreign Affairs.
THE Presentations Japan Series by Dale Carnegie Training Tokyo, Japan
In the last episodes we looked at how to open the presentation. Now it's time for the part that does the heavy lifting: the main body. Most people design talks the wrong way around. This process is counterintuitive but far more effective: start with the close, then build the main body, and only then design the opening. The close defines the key message, the opening breaks through the competition for attention, and the body provides the proof. What's the best way to design the main body of a presentation? Build the main body as chapters that prove your key message, using only your strongest supporting arguments. In a 30–40 minute talk, you can usually land three to five key points that support your main contention—so the body needs to be planned like a case, not a stream of thoughts. This is why the design order matters: the close defines what you're trying to prove, and the body becomes the structured evidence trail that makes the close feel inevitable. Do now: Write your close in one sentence, then choose 3–5 chapter headings that directly support it. Why should you start with the ending before building the body? Because the close defines the key message you want to impart—and the body exists to earn that close. If you don't lock the ending first, your "evidence" becomes random material you like rather than proof that persuades. Once the close is fixed, you can design the body as a sequence of chapters that make your conclusion feel logical, not forced. Do now: Finalise the last 20 seconds first. Then your body becomes selection and sequencing—not guesswork. How much evidence should the main body include? A lot—but only the strongest evidence. You'll always have many possible supporting points, but time is limited, so choose the best content and give it "pride of place" so the listener gets it immediately. A useful warning from the field: when advising teams preparing business plans (like JMEC teams), you often see "diamonds" in the body that get trampled into the mud because the structure hides them. Your job is to surface the gems early, so the audience doesn't have to work hard to understand you—especially now, with decreasing concentration levels. Do now: Rank your evidence. Put the best "gem" first in each chapter, not last. How do you make chapters flow so the audience can follow your reasoning? Make chapters logically connect and use clear navigation—like a good novel. Your audience must be able to follow your line of reasoning without strain, and that means the transitions between chapters matter. The navigation is the invisible structure the audience feels: "we're here, next we go there, and here's why." Without it, even good content feels messy. Do now: Write one transition sentence between every chapter that explains why the next point follows. Why are stories essential in the main body (not just statistics)? Because people won't remember dry statistics—but they will remember a gripping story. Facts and numbers alone won't stick. Stories create mental pictures and emotional hooks that make your evidence memorable. To make stories work, include concrete scene elements: people, places, seasons—ideally familiar to the audience—so they can "see" it in their minds. Do now: Convert one data point into a short story with a person, a place, and a consequence. How do you keep the main body from dragging (and stop people reaching for their phones)? Use variation in pace plus "hooks" inside each chapter to keep curiosity alive. You can't run at the same tempo the whole time—raise energy, lower tension, change rhythm—but keep movement. Then add hooks that make people want the next sentence. A power hook example from the script: "Losing ten million dollars was the best education I ever received in business." Everyone immediately wants to know what happened, why, and what changed. That's the point: hooks don't happen by chance—you design them. Do now: Plant 3–5 hooks across the body (one every few minutes). If you remove the hooks, you'll feel where attention dies. What's the biggest main-body mistake professionals still make? They dump information instead of engineering engagement. Even official speeches can be a warning sign: the script recalls reading an Australian Ambassador's speech in Japanese that was packed with trade statistics and no stories—engaging content was sitting there, but couldn't be reshaped because it had to be delivered word-perfect. The lesson: don't waste good material by presenting it in a dead format. Do now: If your chapter is "all facts," force yourself to add one story that makes the facts matter. Conclusion The main body occupies most of your talk and does the heavy lifting to make your case—so craft it as chapters plus evidence, delivered through stories, with pace changes and hooks scattered throughout. You already earned attention with the opening—don't blow it. Keep the hooks coming, keep the logic flowing, and carry the audience all the way to the close. 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) and Purezen no Tatsujin (プレゼンの達人). 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.
The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo, Japan
Why is "recruit and retain" becoming the central talent strategy in Japan? Japan faces a demographic crunch: too few young people can meet employer demand, and this shortage has persisted for years. Since 2015, the shrinking youth population has pushed competition for early-career talent higher. With a smaller talent pool, every hiring decision carries more risk, and every resignation hits harder. Turnover among new recruits has started climbing again. A few years ago, more than 40% of new recruits left after training; the figure now sits around 34%, and it may rise further. Companies spend heavily to train early-career hires, so losing them soon after onboarding forces employers to pay twice: once to train and again to replace. Mini-summary: Japan's talent pool keeps tightening, and early departures turn training spend into replacement cost. How does the traditional April intake model still shape recruiting in Japan? Major firms still run large-scale April intakes at the start of the financial year, with uniformed new recruits seated in rows. That model remains visible and important, but it no longer tells the whole story. As demand for young workers intensifies, companies can't rely only on a predictable, annual graduate cycle. Mid-career hiring of younger workers is moving into the spotlight. In practical terms, HR teams shift from one big annual intake to continuous recruiting throughout the year. As the labour market grows more fluid, firms compete for talent in real time—not just once a year. Mini-summary: The April intake remains, but year-round mid-career hiring becomes strategically central. Why will mid-career poaching intensify, and what does that change for employers? Younger employees increasingly know their market value, and recruiters actively scout them. As a result, more young workers will likely move jobs more frequently. Recruiters lean into poaching because high volume can make the model profitable even when individual fees stay modest. Expect a "free-agent" rhythm where people recycle through roles every two to three years. That churn reinforces itself: recruiters place the same cohort repeatedly, younger workers normalize frequent moves, and employers feel instability as a default condition. If you want stability, you must treat retention as a core strategy—not an afterthought. Mini-summary: Poaching becomes systematic because volume pays, and frequent moves become a market norm. When should retention start, and who should it target? Retention starts earlier than many leaders assume—right when a candidate says "yes." Accepting an offer triggers second thoughts for some people, especially when competing messages, family opinions, or pressure from a current employer shows up. So retention doesn't only apply to current employees. It also applies to new hires who haven't started yet. Stay in contact, reinforce the decision, and remove the space where doubt grows. Mini-summary: Retention begins at "yes," not on day one, because buyer's remorse can derail hires before they start. How should employers respond to counteroffers and the rising cost of replacement? Incumbent employers will counteroffer more aggressively because replacing people costs more than paying to keep them. Don't wait for a resignation to act. Increase pay and improve conditions before people decide to leave, rather than matching numbers after they quit. Replacement costs stack fast: lost time, reduced productivity, internal friction, recruiting effort, and onboarding load. If you wait until resignation to respond, you often choose the most expensive option overall. Mini-summary: Proactive pay and retention reduce costly churn; reactive counteroffers arrive too late and drain productivity. What is different about onboarding mid-career hires in Japan, especially in large firms? Mid-career hires arrive one at a time, not in large cohorts. In big firms, HR teams typically manage onboarding, paperwork, and training, but routine can hide weak execution. When teams run a process on autopilot for years, quality slips without anyone noticing. Treat onboarding like something you continuously inspect. Review how you bring people in, and ask recent hires what worked and what didn't. In a retention fight, onboarding becomes a front-line capability—not a box to tick. Mini-summary: Large firms need to audit onboarding quality, because autopilot processes can quietly undermine retention. What do smaller firms need to change to retain mid-career hires? Smaller firms often provide only the basics: payroll setup, insurance, a desk, and a phone. That approach doesn't protect retention. Busy leaders sometimes avoid investing time in a new hire, but that "time-saving" move often backfires. Under-support raises the risk of early departure—right when the hire matters most. Owners and senior leaders need to show up more than they used to. Treat talent like gold because the market won't supply easy replacements. Mini-summary: Small firms must increase leader involvement, because minimal onboarding drives expensive churn. What does a "well organised and welcoming" onboarding programme look like? Build a full daily programme in advance: briefings, self-study, mentoring, and training. New hires watch for signals of professionalism, and a clear plan sends a powerful one. That first impression shapes whether they see the company as a stable, well-run home. Design onboarding templates and reuse them. A template lowers friction, reduces randomness, and makes each new hire's experience more consistent over time. Do the design work upfront and you'll improve execution—and retention—later. Mini-summary: Planned daily onboarding and reusable templates strengthen first impressions and improve retention by making quality visible. About the Author Dr. Greg Story (Ph.D. in Japanese Decision-Making) serves as President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He has won the Dale Carnegie "One Carnegie Award" twice (2018, 2021) and received the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, he delivers global programs across leadership, communication, sales, and presentation skills, including Leadership Training for Results. He has authored several books, including three best-sellers—Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery—along with Japan Leadership Mastery and How to Stop Wasting Money on Training. Japanese translations include 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 publishes daily blogs on LinkedIn, Facebook, and Twitter on leadership, communication, and Japanese business culture. He also hosts 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—that executives use as ongoing resources for succeeding in Japan.
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.
Our first speaker will be a very dear friend of mine, Rory MacFarquhar, who previously was a member of Obama's National Security Council. Our second speaker will be Emma Ashford who is a Senior Fellow at the Stimson Center, an Adjunct Professor at Georgetown and the author of a new book entitled First Among Equals: US Foreign Policy in a Multipolar World. I want to learn from Emma about Trump's realist approach to foreign policy and what that will mean in its application. Get full access to What Happens Next in 6 Minutes with Larry Bernstein at www.whathappensnextin6minutes.com/subscribe
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/
Please join us at patreon.com/tortoiseshack Dr Niall Conroy is Adjunct Professor of Public Health in UCC, but you'll remember him as the fella who handled the COVID 19 pandemic public health response in Queensland, Australia. He returns to the shack to talk about the worst flu outbreak in years and what we should do to protect ourselves and others. He also talks about the inequalities baked into the health system. The Leilani Farha Podcast is here:https://www.patreon.com/posts/patron-exclusive-144371201 The Sanctuary Runners Donation:https://eventmaster.ie/fundraising/campaign/step-up-for-solidarity-the-12ks-of-christmas Support Dignity for Palestine here:https://www.patreon.com/posts/call-to-stand-143037542
Don talks with Adjunct Professor at Columbia Business School specializing in Restaurants and Food Businesses, Stephen Zagor, about tipping and the culture of tipping in restaurants.
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo, Japan
"I think curiosity is very important. When you're curious about something, you listen." "You have to be at the forefront, not the back. You can't, hide behind and say, 'hey, you know, guys solve it', right?" "When they trust you, beautiful things happen." "Ideas are welcome. You know, ideas are free. But it's got be data driven." Tomo Kamiya is President Japan at PTC, a company known for parametric design and CAD-driven simulation that helps engineers model, test, and refine complex products digitally before manufacturing. He began his career in sales at Bosch, covering Kanagawa and Yamanashi with a highly autonomous, remote-work style that was ahead of its time, learning early that trust and relationship continuity—not brand alone—move outcomes in Japan. He later joined Dell during its disruptive growth era, moving from enterprise sales into marketing and broader regional responsibility, including supporting Korea marketing and later leading the server business, where his team hit number one market share in Japan. After a short consulting stint connected to Japan Telecom, he joined AMD to grow the business in Japan, then relocated to Singapore to run a broader South Asia remit and strategic customers. He subsequently led a wide Asia Pacific portfolio at D&M Holdings across multiple markets, navigating shifting consumer behaviour as subscription and streaming changed the fundamentals of product value. That experience led naturally into Adobe during its historic shift from perpetual software to subscription, where he led the Digital Media business in Japan (including Photoshop, Illustrator, and Acrobat) for almost a decade. Across this cross-industry arc, he has repeatedly adapted to business model change, regional cultural differences, and the practical realities of leading people in Japan—especially the need to listen deeply, build trust patiently, and step forward decisively when problems hit. Tomo Kamiya's leadership story is, at its core, a story about compressing complexity—first in products, then in organisations. At PTC, he sits at the intersection of engineering reality and digital abstraction: the ability to take something massive—a ship, an engine, an entire manufacturing system—and "frame" it into a screen so it can be simulated, stress-tested, and improved before any physical cost is incurred. That same instinct shows up in the way he talks about people and performance. In his earliest Bosch years, he learned that Japan's reliability culture does not eliminate the need for continuous trust-building; even a global brand can stall if the relationship energy disappears. His answer was to create value where the buyer's uncertainty lives—showing up, demonstrating, educating, and, as he put it, "sell myself," because credibility travels faster than product brochures. That bias for action stayed with him through Dell's high-velocity era, where "latest and the greatest" rewarded leaders who could anticipate market timing and organise teams around speed without losing discipline. Later, running regional remits outside Japan, he saw the contrast between Japan's "no defect" mindset and emerging markets that prioritised pace. Rather than treat one as right and the other as wrong, he learned to search for the productive middle ground: the discipline that prevents future failure, paired with the pragmatism that prevents paralysis. It is a useful lens for Japan, where uncertainty avoidance and consensus expectations can slow decisions unless the leader builds momentum through listening and clear intent. In his most practical leadership shift, an executive coach forced a hard look at his calendar: too much time on objectives, not enough time on people. The result was a deliberate reallocation toward one-on-ones, deeper listening, and clearer delegation—creating what amounts to a management operating system that improves decision speed because the leader knows what is really happening. He sees ideas as abundant but insists that investment requires decision intelligence: data points, ROI thinking, and a shared logic that gives teams confidence to commit. In Japan's consensus environment—where nemawashi and ringi-sho-style alignment often determine whether execution truly happens—his approach is to build trust through presence, make it safe for the "silent minority" to contribute, and then move decisively when critical moments arrive. Technology, including AI as a "co-pilot," can help leaders think through scenarios and prepare responses, but he remains clear that empathy and execution in the worst moments cannot be outsourced. The leadership standard, as he defines it, is simple and demanding: when things go south, step to the front. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is shaped by trust-building, restraint, and the practical demands of consensus. Even when products are high quality and risk reduction is strong, outcomes often hinge on relationships and continuity. Japan's consensus culture—often expressed through nemawashi and ringi-sho-style alignment—means leaders must invest time in listening, building internal confidence, and demonstrating respect for the context that teams and customers protect. Why do global executives struggle? Global executives often arrive with a headquarters lens and try to "fix" what looks inefficient before understanding why it exists. When they change processes or people without learning the customer rationale, they trigger resistance and lose credibility. The gap is not intelligence; it is context. Japan requires deliberate time in the market and inside the organisation to decode what is really being optimised—often customer trust, stability, and long-term reliability. Is Japan truly risk-averse? Japan can appear risk-averse, but much of the behaviour is better described as uncertainty avoidance. The goal is to reduce surprises and protect relationships, not to avoid progress. Kamiya's early sales experience shows that buyers will pay for reliability when the cost of failure is high. The leadership challenge is to move forward while lowering uncertainty—through data, clear rationale, and predictable communication—rather than forcing speed without alignment. What leadership style actually works? The style that works is visible, empathetic, and action-oriented. Trust grows when leaders walk the floor, create everyday touchpoints, and listen in detail—especially because many Japanese employees will not speak up easily. At the same time, Kamiya argues that in critical moments—big decisions, business model shifts, major complaints—the leader must be "at the forefront," not hiding behind delegation. Delegation matters, but stepping forward in the hardest moments is what earns trust. How can technology help? Technology helps leaders compress complexity and make better decisions. In product terms, simulation and digital-twin style approaches reduce risk by testing before manufacturing. In leadership terms, data-driven thinking improves idea selection, investment confidence, and ROI clarity. AI can function as a co-pilot for scenario planning—offering options and framing responses—but it does not replace human judgement, empathy, or the social work of building consensus. Does language proficiency matter? Language matters because it shrinks distance. Full fluency may take years, but even small efforts signal respect and closeness, making it easier to build rapport and trust. Language is not just vocabulary; it is an everyday bridge that reduces friction with teams and increases the leader's ability to read nuance—critical in a culture where people may be reserved. What's the ultimate leadership lesson? The ultimate lesson is that trust is built through time, listening, and decisive presence. Leadership is revealed when trouble hits: the leader who listens, takes action, and stands in front earns durable commitment. Once trust is established, the organisation can move faster—because consensus forms more naturally, delegation improves, and decisions carry less uncertainty. 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.
Episode Topic: The Color of North Taking us beyond the confines of our own experiences, in their book, The Color of North, Shahir Rizk Ph.D., and Maggie Fink '24 Ph.D., traverse the kingdom of life to uncover the myriad ways that proteins shape us and all organisms on the planet. Inside every cell, a tight-knit community of millions of proteins skillfully contorts into unique shapes to give fireflies their ghostly glow, to enable the octopus to see predators with its skin, and to make humans fall in love. Collectively, proteins orchestrate the intricate relationships within ecosystems and forge the trajectory of life. And yet, nature has exploited just a fraction of their immense potentialFeatured Speakers:Shahir Rizk Ph.D., Associate Professor of Chemistry and Biochemistry, Indiana University South BendMaggie Fink '24 Ph.D., Adjunct Professor, Indiana University South BendRead this episode's recap over on the University of Notre Dame's open online learning community platform, ThinkND: https://go.nd.edu/e6af14.This podcast is a part of the ThinkND Series titled Our Universe Revealed.Thanks for listening! The ThinkND Podcast is brought to you by ThinkND, the University of Notre Dame's online learning community. We connect you with videos, podcasts, articles, courses, and other resources to inspire minds and spark conversations on topics that matter to you — everything from faith and politics, to science, technology, and your career. Learn more about ThinkND and register for upcoming live events at think.nd.edu. Join our LinkedIn community for updates, episode clips, and more.
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.
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.
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.
Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society. In this episode, Justin interviews Joseph A. Milan, Ph.D., about the core philosophy or mindset for risk managers, the definition of acceptable risk, and how acceptable risk changes, depending on the organization's culture, strategy, or industry. Joseph shares his view on common mistakes and how biases can lead to gut decisions that are the least effective solutions. Justin and Joseph discuss Joseph's upcoming two-day virtual seminar, "Facilitating Risk-Based Decision Making", on March 4th and 5th, and how participants should prepare for it. Finally, Joseph shares closing thoughts for those in one-person risk departments. Listen for thoughts on how to keep the gut reaction out of decision-making. Key Takeaways: [:01] About RIMS and RIMScast. [:17] About this episode of RIMScast. Our guest is Joseph Milan, Ph.D. You know him from the RIMS CRMP Insights Series. [:40] As one of our virtual instructors, he's here to discuss his own risk philosophies ahead of the RIMS Virtual Workshop on March 4th and 5th. He'll be leading "Facilitating Risk-Based Decision Making". But first… [:54] RIMS-CRMP and Some Exam Prep Courses. The next virtual prep course will be held on January 14th and 15th, 2026. These are virtual courses. Links to these courses can be found through the Certification page of RIMS.org and through this episode's show notes. [1:12] RIMS Virtual Workshops are coming up. On January 21st and 22nd, Chris Hansen returns to deliver the course, "Managing Worker Compensation, Employer's Liability and Employment Practices in the US". [1:26] The full schedule of virtual workshops can be found on the RIMS.org/education and RIMS.org/education/online-learning pages. A link is also in this episode's notes. [1:38] RIMS members always enjoy deep discounts on the virtual workshops. [1:48] The RIMS-CRO Certificate Program in Advanced Enterprise Risk Management is hosted by the famous James Lam. This is a live virtual program that helps elevate your expertise and career in ERM. [2:00] You can enroll now for the next cohort, which will be held over 12 weeks from January to March of 2026. Registration closes on January 5th. Or Spring ahead and register for the cohort that will be held from April to June, 2026. Registration closes on April 6th. [2:20] Links to registration and enrollment are in this episode's show notes. [2:25] On with the show! Today, we will discuss facilitating risk-based decision-making with our friend Joseph Milan, Ph.D. He is the Principal at J.A. Milan & Associates and is also an Adjunct Professor at the University of Colorado. [2:43] He is a RIMS CRMP Commissioner. You get a lot of his insights from the RIMS CRMP Insights Series. A link is in this episode's show notes. In this dialog, we will get a preview of his upcoming workshop, "Facilitating Risk-Based Decision Making", on March 4th and 5th. [3:02] But we're really going to get into Joe's risk philosophies, which are the sorts of things the RIMScast audience can use as they develop their careers and as they move into higher positions, ascend the corporate ladder, or become a department of one. [3:20] Interview! I've known him for years, and I'm so glad to finally be saying… [3:22] Joseph Milan, welcome to RIMScast! [3:41] Justin notes that he and Joseph have recorded so many things through the years, but not RIMScast. Joseph says it's great to be back with Justin, and on this medium, and he looks forward to sharing more information with Justin and all the RIMS members. [4:21] Joseph shares his RIMS history. It started in the olden times of 2005 when he got involved in a committee Carol Fox set up, called at the time the ERM Development Committee, now known as the RIMS Strategic and Enterprise Risk Management Council. [4:46] Then Joseph started helping with curriculum development and in-person professional development, before COVID. [4:58] After COVID, Joseph has been involved not only in delivering seminars but, as a commission member for the RIMS-CRMP, helped develop that curriculum and governance structure. Joseph has been involved with RIMS in different ways over the years. [5:12] There's a good chance that someone listening to this podcast will think, Hey, I know that guy! I recognize that voice! [5:26] Joseph is an Adjunct Professor at the University of Colorado, Denver. He's been active in the Risk Consulting Space since 2008, doing projects that range from simple commercial insurance placements to complex ERM implementations. He brings a unique perspective. [6:02] Joseph teaches at the University of Colorado Business School. He helped develop a course on Enterprise Risk Management. ERM is truly becoming a mature discipline. Joseph thinks RIMS is establishing a global presence for ERM. Justin credits Joseph, in part, for that. [7:05] When Justin saw that Joseph was going to host a two-day workshop, March 5th and 6th, "Facilitating Risk-Based Decision Making", he said, Let's get Joe on the show and end 2025 with a great interview with him. [7:38] Joseph says the course is, in many ways, the pinnacle of risk management as a discipline. If we think about the domains and components of the RIMS-CRMP, the fifth domain within the CRMP is about supporting risk-based decision-making. [8:06] This is a two-day seminar that takes a deep dive into that space. Joseph says it's the most fun, advanced, and interactive. It's the task that requires the best blend between the technical and the so-called soft skills. It's really exciting. Joseph is looking forward to it. [8:28] Joseph hopes a lot of the audience listening to this podcast will take enough of an interest to spend the 14 or 15 hours — it seems like a lot, but it goes fast! There are breaks. [8:52] When Joseph leads a course, he takes questions live. His approach is dynamic and flexible in terms of making sure that people get what they expect from the seminar. [9:05] Joseph says crunching numbers is super important. The assumption for this seminar is that these are advanced practitioners who can do number crunching or hire somebody to do it. The number crunching is important because it sets the foundation for control limits. [9:23] Number crunching sets the foundation for being able to answer questions about risk philosophy. [9:34] Core philosophy is risk philosophy. Risk philosophy comes from definitions of risk appetite and risk tolerance, and being able to operationalize those definitions in simple statements, in plain language, tied to the control limits that come from the number crunching. [10:00] With a good amount of work, within any organization, a risk professional and a team of people dedicated to risk and ERM should be able to put those definitions into action. [10:31] In the context of an advanced risk management or ERM seminar, when we talk about risk, it's always also about opportunity. [10:46] The simplest definition of acceptable risk is that which fits within the risk philosophy of the organization, within risk appetite and risk tolerance, and supports the organization in terms of its pursuit of objectives. [11:04] It's almost always about higher profitability, more money in for-profit companies. Non-profit companies describe it differently. Maybe it's focusing on providing more service, which is a proxy for getting more money. [11:19] It's about remaining a going concern and achieving goals. That's the simple definition: fitting within risk appetite and risk tolerance. [11:52] Joseph says it's constantly about finding balance. It's not just about the most influential senior leader, the risk leader, or the ERM leader. [12:05] It's also about the risk owners within the organization and how they fit into the strategic direction of the organization: growth vs. stability. Maybe it's an organization in distress and is focusing on retrenchment and building up a balance sheet to be able to redirect itself. [12:27] It's in that space that a lot of times, there is an unintentional lack of organizational risk competency. That can contribute to not just conflict, but also misunderstandings about what's acceptable, in terms of taking on risk in pursuit of objectives. [12:49] Communication is something we focus on in the seminar "Facilitating Risk-Based Decision Making" quite a bit. [12:58] It is in the soft space of actively listening and identifying triggers in terms of perception of risk that have a huge impact on the decisions that an organization takes in risk and opportunity. It is challenging and time-consuming, but done correctly, it's super worthwhile! [13:27] Quick Break! RISKWORLD 2026 will be held from May 3rd through the 6th in Philadelphia, Pennsylvania. RISKWORLD attracts more than 10,000 risk professionals from across the globe. It's time to Connect, Cultivate, and Collaborate with them. Booth sales are open now! [13:49] General registration and speaker registration are also open right now! Marketplace and Hospitality badges will be available starting on March 3rd. Links are in this episode's show notes. [14:04] Let's Return to Our Interview with Joseph Milan! [14:14] Joseph Milan will be hosting a workshop, "Facilitating Risk-Based Decision Making", on March 4th and 5th. Registration closes March 3rd. Justin says there is nobody better than Joseph to host this RIMS workshop. Joseph has a wide range of experience. [15:14] A risk practitioner may focus more on the traditional space, insurance. Joseph says ERM will not supersede traditional risk management. [16:06] A common mistake is that risk practitioners tend to get distracted by what they think are big numbers, but which pale in comparison to the big picture on the balance sheet. [16:36] A good solution to that mistake is to find influential people in the organization who are plugged into financial planning, analysis, and budgeting, with a long connection to the organization, to help put things in perspective and answer questions about acceptable risk. [17:09] Does it fit within the organization's risk appetite and tolerance? Answering those questions quantitatively can be fairly easy in terms of doing analysis and providing conclusions about expected total losses, frequency, and severity. [17:33] The more important question is, is that acceptable, and does it fit within what executive leadership expects in terms of the stability of the financial performance of the company? [17:44] The mistake is in overemphasizing or overestimating the importance of certain quantitative components of a risk program that oftentimes might not be that important. Conversely, there might be something much less visible that needs more attention. [18:12] You have to know your audience, and you need to know what their emotions are, what motivates them, and what might trigger them. It's a bad idea to follow your gut, but it happens all the time. One of the main reasons it happens is because of emotion. [18:44] If you see weird, irrational things happening, often, it ties back to a personal experience that the President, CEO, or CFO had many years ago. You might have an operator who went through Hurricane Katrina and is super sensitive to that type of hazard risk. [19:11] Justin shares the impact Hurricane Sandy had on his home and on his parents' home, which was destroyed. The flooding gutted the area. Looking back, Justin will always have NatCat insurance. Justin is still traumatized by it. [19:53] Joseph emphasizes communication and knowing your audience. An organization may want to do ERM or take its insurance program to the next level. Some spaces trigger reactions and emotions. [20:31] It takes time to figure out an unwritten organizational culture. [21:18] Strategy impacts the perception of risk, what's acceptable in terms of risk, and what the upper and lower control limits are. Where does strategy come from? Joseph says strategy comes from vision, mission, and execution. [21:42] Strategy comes from various places. It could be external market forces. It could be the result of a merger or an acquisition, or a series of mergers and acquisitions. The executive leadership team may have to look around and ask themselves, Who are we? What are we doing? [22:08] The first company that hired Justin, in 20 years, has been acquired twice, and people who had been lifers are being shown the door. [22:46] Joseph says, In M&A, there is a huge impact on morale. Without a clear communication plan, backed up by action, things can get inefficient and expensive very quickly. [23:17] A Final Break! The Spencer Educational Foundation's goal to help build a talent pipeline of risk management and insurance professionals is achieved, in part, by its collaboration with risk management and insurance educators across the U.S. and Canada. [23:36] Spencer awards undergraduate, graduate, Ph.D., and Pre-Instructor of Practice Scholarships to students enrolled at an accredited college or university in the U.S. and Canada, and physically studying in either location. No remote coursework eligibility from other locations. [23:53] Including part-time, graduate scholarships to risk management and insurance professionals continuing their education. [23:58] Since 1980, Spencer has invested more than $11.1 million in the scholarship program with awards to over 1,700 students. More than 85% of Spencer's scholarship recipients remain in the industry to this day. [24:15] They've got undergraduate scholarships, full-time Master's scholarships, part-time Master's scholarships, pre-dissertation Ph.D. candidates, doctoral candidates, and pre-instructor of practice scholarships all open now. The application deadline is January 31st, 2026. [24:36] Visit SpencerEd.org/scholarships. You'll find the different application buttons. See the link in this episode's show notes for more information, giving you some extra homework to do over the holiday break, if you are taking a holiday break!. [24:53] Let's Return to the Conclusion of My Interview with Joseph Milan! [25:01] Justin had Jim Swanke as a guest on International Podcast Day, from the University of Wisconsin, Madison's Wisconsin School of Business. He mentioned he has a real passion for being an educator for risk management students. [25:25] Jim Swanke encourages students to lean into technology and AI as a proofreader and a time-saving tool, to help go through contracts, claims, and things like that. That was on the captive insurance side. [25:50] Justin asks Joseph for his take on AI. Joseph encourages students to go all in on it. It's the future. It is not going away. [26:04] Joseph's clients are asking him about AI because they're looking for opportunities to increase efficiency. Is there a way we can reduce the time it takes to do "fill in the blank"? [26:17] When you look at the top risk management information systems, the first and second place, Origami and Riskonnect, are spending a lot of time and money looking for any opportunity to leverage AI to make the broader risk management process more efficient. [26:42] Joseph gives the example of analytics. It takes a couple of seconds to do a multiple linear regression analysis. The hard part is collecting the data to support the analysis. If you can leverage AI to collect, clean, and organize data, that is something you should do, with caution. [27:09] We know that large language models tend to occasionally hallucinate. To have a non-sentient black box to have a hallucination as it's cleaning your data for analysis is a little bit of a scary thing. Fortunately, we humans are still around to check these machines. [27:33] Joseph says the shortest answer is that AI is not going away. It needs to be embraced carefully. The process fundamentals that we have been thinking about, doing, and teaching about for years are the same. They will not change. [28:03] Joseph will be leading the "Facilitating Risk-Based Decision Making" virtual workshop for RIMS on March 4th and 5th. It's a two-day course with six or more hours each day. [28:32] Joseph says it's a seminar that focuses on the advanced implementation of risk solutions. We will not be doing calculations, analytics, or analysis. [28:50] We're assuming that everyone is showing up with a deep and broad understanding of not only definitions of potential risk and opportunity, but also a solid foundation in the analytical space. [29:02] This is more about thinking about how bias influences individual, group, and social perceptions and recommendations, in terms of risk. [29:17] Participants should bring an open mind and an understanding of the importance of soft skills in the space of supporting risk-based decisions. [29:31] Some of the listeners may already have read this book, but Joseph recommends it again, Thinking, Fast and Slow, by Daniel Kahneman. It is the foundation for the seminar. [29:43] Joseph says, the book takes a deep dive into the "caveman" forces that influence intuitive, gut-reaction decisions, and how gut reactions can be a very unhelpful approach for the systematic, slower decisions that need to be made regarding complex risk. [30:09] Joseph recommends reading the book. He says it will provide you with a much better foundation for the seminar, and it's a book you will keep going back to throughout your career. [30:23] Justin says, It's been such a pleasure to see you again. I've got links to the RIMS-CRMP Insights Series that you did for us. There is plenty of Joseph Milan content here on RIMS.org. [30:50] Joseph's last words for listeners: The first message is to be committed to the hard work that goes into cleaning, organizing, and setting the stage. It's part of being a good risk manager. [31:52] Beyond that, a lot of what we talk about in the ERM space has to do with leveraging existing resources and breaking down silos. Find influential, knowledgeable people in your organization who can help with different cultural components and a lot of the tactical things. [32:14] They might be able to help you find shortcuts as you take on different implementations and initiatives within the risk space within your company. [32:30] Justin says, I look forward to seeing you again, in 2026, virtually, and/or in person. Thank you so much for all your time and for being so generous with your knowledge. [32:46] Special thanks again to Joseph Milan for joining us here on RIMScast. His virtual workshop is "Facilitating Risk-Based Decision Making". Enrollment closes on March 3rd for the two-day course, which will be held on March 4th and 5th. A link is in this episode's show notes. [33:07] Joseph will also lead the Pre-RISKWORLD two-day workshop, "Captives as an Alternate Risk Financing Technique," on-site in Philadelphia on May 2nd and 3rd, 2026. We will provide a registration link when it's available. Mark your calendar and learn from one of the best! [33:28] Plug Time! You can sponsor a RIMScast episode for this, our weekly show, or a dedicated episode. Links to sponsored episodes are in the show notes. [33:56] RIMScast has a global audience of risk and insurance professionals, legal professionals, students, business leaders, C-Suite executives, and more. Let's collaborate and help you reach them! Contact pd@rims.org for more information. [34:13] Become a RIMS member and get access to the tools, thought leadership, and network you need to succeed. Visit RIMS.org/membership or email membershipdept@RIMS.org for more information. [34:30] Risk Knowledge is the RIMS searchable content library that provides relevant information for today's risk professionals. Materials include RIMS executive reports, survey findings, contributed articles, industry research, benchmarking data, and more. [34:46] For the best reporting on the profession of risk management, read Risk Management Magazine at RMMagazine.com. It is written and published by the best minds in risk management. [35:00] Justin Smulison is the Business Content Manager at RIMS. Please remember to subscribe to RIMScast on your favorite podcasting app. You can email us at Content@RIMS.org. [35:11] Practice good risk management, stay safe, and thank you again for your continuous support! Links: "Facilitating Risk-Based Decision Making" | Virtual Workshop | March 4‒5, 2026 RIMS-CRO Certificate Program in Advanced Enterprise Risk Management | Jan‒March 2026 Cohort | Led by James Lam RIMS-Certified Risk Management Professional (RIMS-CRMP) | Insights Series Featuring Joe Milan! RISKWORLD 2026 Registration — Open for exhibitors, members, and non-members! Reserve your booth at RISKWORLD 2026! The Strategic and Enterprise Risk Center RIMS Diversity Equity Inclusion Council RIMS Risk Management magazine | Contribute RIMS Now Spencer Educational Foundation Scholarships | Submission Deadline Jan. 31, 2026 RISK PAC | RIMS Advocacy | RIMS Legislative Summit SAVE THE DATE — March 18‒19, 2026 Upcoming RIMS-CRMP Prep Virtual Workshops: RIMS-CRMP Exam PrepJanuary 14‒15, 2026, 9:00 am‒4:00 pm EST, Virtual Full RIMS-CRMP Prep Course Schedule See the full calendar of RIMS Virtual Workshops "Managing Worker Compensation, Employer's Liability and Employment Practices in the US" | Jan. 21‒22, 2026 Upcoming RIMS Webinars: RIMS.org/Webinars Related RIMScast Episodes: "James Lam on ERM, Strategy, and the Modern CRO" "The Evolving Role of the Risk Analyst" "Presilience and Cognitive Biases with Dr. Gav Schneider and Shreen Williams" "Risk Rotation with Lori Flaherty and Bill Coller of Paychex" "Risk Quantification Through Value-Based Frameworks" Sponsored RIMScast Episodes: "Secondary Perils, Major Risks: The New Face of Weather-Related Challenges" | Sponsored by AXA XL (New!) "The ART of Risk: Rethinking Risk Through Insight, Design, and Innovation" | Sponsored by Alliant "Mastering ERM: Leveraging Internal and External Risk Factors" | Sponsored by Diligent "Cyberrisk: Preparing Beyond 2025" | Sponsored by Alliant "The New Reality of Risk Engineering: From Code Compliance to Resilience" | Sponsored by AXA XL "Change Management: AI's Role in Loss Control and Property Insurance" | Sponsored by Global Risk Consultants, a TÜV SÜD Company "Demystifying Multinational Fronting Insurance Programs" | Sponsored by Zurich "Understanding Third-Party Litigation Funding" | Sponsored by Zurich "What Risk Managers Can Learn From School Shootings" | Sponsored by Merrill Herzog "Simplifying the Challenges of OSHA Recordkeeping" | Sponsored by Medcor "How Insurance Builds Resilience Against An Active Assailant Attack" | Sponsored by Merrill Herzog "Third-Party and Cyber Risk Management Tips" | Sponsored by Alliant RIMS Publications, Content, and Links: RIMS Membership — Whether you are a new member or need to transition, be a part of the global risk management community! RIMS Virtual Workshops On-Demand Webinars RIMS-Certified Risk Management Professional (RIMS-CRMP) RISK PAC | RIMS Advocacy RIMS Strategic & Enterprise Risk Center RIMS-CRMP Stories — Featuring RIMS President Kristen Peed! RIMS Events, Education, and Services: RIMS Risk Maturity Model® RIMS Risk Maturity Model® Sponsor RIMScast: Contact sales@rims.org or pd@rims.org for more information. Want to Learn More? Keep up with the podcast on RIMS.org, and listen on Spotify and Apple Podcasts. Have a question or suggestion? Email: Content@rims.org. Join the Conversation! Follow @RIMSorg on Facebook, Twitter, and LinkedIn. About our guest: Joseph A. Milan, Ph.D. Production and engineering provided by Podfly.
THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan
Buyers are worried about two things: buying what they don't need and paying too much for what they do buy. Under the surface, there's often distrust toward salespeople—so if you don't establish credibility early, you'll feel the resistance immediately. A strong Credibility Statement solves this. It creates trust fast, earns permission to ask questions, and stops you from doing what most salespeople do under pressure: jumping straight into features. This is sometimes called an Elevator Pitch, because it must be concise, clear, and attractive—worth continuing the conversation. What is a Credibility Statement (and when do you use it)? A Credibility Statement is what you use at first contact—in person, email, phone, or Zoom—to establish who you are, what you do, and why it's worth talking with you. It's not a pitch of features. It's a trust-builder that sets up the next stage: questioning. Why credibility must come before questions Even if you love your solution and know your company is excellent, the buyer doesn't know that. They may be sceptical, cautious, and worried about getting "conned." So you have to put that anxiety to rest early—before you start probing into their problems. The simple Credibility Statement formula (use this every time) Here's a practical structure you can reuse so you're not winging it on every call: 1) Identity + Company + one-line "what we do" Example: "Hi, my name is ____. I'm ____. We help ____." 2) A hook that hits a real, current problem Use something buyers immediately recognise and haven't fully solved on their own. 3) Relevant proof (preferably numbers) Reference a similar client and an outcome. If you quote numbers, they must be real and provable—because if you're challenged and it doesn't hold up, trust collapses. 4) The permission bridge "Maybe we can help. I'm not sure yet—but if you'll allow me to ask a few questions, I'll know whether we can help or not." This earns consent before you dig into their situation. 5) If they don't have time: ask for the appointment (with alternatives) Offer a simple choice structure (this week or next week → day options → time). Credibility Statement example you can model "Hi my name is Greg Story. I am the President of Dale Carnegie Training Tokyo. We are global soft skills training experts and masters of delivery and sustainment. Do you have a moment to talk?" Then the hook (problem): "We have heard from our clients that salespeople are really struggling with virtual selling and getting through to their buyers. Have you found the same thing?" Then proof (numbers + similar client): "Recently, we worked with a large service provider like yourself… They reported that their appointment rate went up by 25% after the training and their closing rate tripled." Then permission bridge: "Maybe, we can do the same for you. I am not sure, but if you will allow me to ask a few questions, I will know if we are in a position to help you or not?" How to ask for the meeting (without sounding pushy) If they're busy, transition cleanly into scheduling using the "alternative of choice" approach: "Shall we get together? Is this week fine or how about next week? … Wednesday or Friday? … 10.00am?" This keeps it easy, natural, and structured—without pressure. Common mistake: skipping credibility and diving into features When salespeople miss this step, they make life harder than it needs to be. If you aren't asking questions and you're jumping into features, you're fighting distrust with information—and that rarely works. Build trust first, then earn the right to diagnose. Quick next steps (use today) Write your one-sentence "what we do" statement (a buyer should understand it instantly). Create 3 hook lines tied to common buyer problems (by industry/role). Prepare 2–3 proof stories with real metrics (and make sure you can back them up). Memorise your permission bridge (so questioning feels natural, not intrusive). Practise the "this week or next week" appointment close. FAQs Is a Credibility Statement the same as an elevator pitch? Often yes—the point is to be concise, clear, and compelling at first contact. Do I need numbers in my proof? Numbers are powerful, but only if they're real and provable. If you get caught using shaky data, trust dies. Why ask permission before questions? Because buyers don't normally share problems with strangers. Permission creates safety and cooperation. 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).
Have you ever felt overwhelmed by stress and wondered how some people find the courage to grow stronger under pressure, while others burn out? In a world obsessed with comfort, ease and avoiding discomfort, today's guest offers a powerful reframe: stress isn't the enemy - how we respond to it is. In this episode of It's a Mindset, I'm joined by Dr Paul Taylor, a Psychophysiologist, former Royal Navy Officer, and one of the world's leading experts in hardiness - the science of turning stress into growth, strength and resilience. Paul brings a rare depth of insight, combining neuroscience, psychology, nutrition, exercise science, military leadership and real-world performance. He's the author of the bestselling, award-winning Death By Comfort and his newly released book The Hardiness Effect, and host of the Hardiness Podcast, ranked in the top 0.5% of podcasts globally. Together, we explore why modern life is quietly eroding our resilience, how over-comfort is making us more fragile, and why learning to lean into challenge - rather than avoid it - is essential for wellbeing, leadership and long-term fulfilment. I genuinely don't think I've ever written so many key takeaways from a single episode. Paul is incredibly inspiring - calm, practical and deeply human in the way he explains stress, courage and growth. This conversation challenged my thinking and reinforced something I see every day in my coaching work: mindset alone isn't enough. True resilience lives in the body, the nervous system and our willingness to meet discomfort with intention. If stress has been feeling heavy, relentless or overwhelming - this episode will give you an entirely new lens. Key Episode Takeaways: Hardiness isn't about avoiding stress - it's the courage to grow because of it Why comfort is quietly undermining our resilience and wellbeing How Stoicism is about feeling emotion without being controlled by it You always have a choice in how you respond - even under pressure Why the fight response (not just flight or freeze) plays a vital role in healthy stress management About the Guest: Dr. Paul Taylor is a Psychophysiologist, with a PhD in Psychology, separate master's degrees in Exercise Science and Nutrition and a postgraduate qualification in Neuroscience. A former Royal Navy Officer and Adjunct Professor at University of San Francisco, Paul is a leading expert in hardiness - the cutting-edge science that transforms stress into competitive advantage. As Director of Paul Taylor Consulting, he delivers keynote talks and hardiness training, leadership and performance workshops to companies such as Oracle, SAP, PWC, NAB, CBA, BUPA & the Australian Military. He has conducted published research that shows that his programs have proven benefits for increasing hardiness, cognitive function and employee wellbeing, whilst reducing burnout across multiple industries. Paul is the author of the best-selling, multiple award-winning book "Death By Comfort" and has just released his second book, "The Hardiness Effect". Paul also hosts the Hardiness Podcast, which is in the top 0.5% of all podcasts globally, and has developed a hardiness app to help people develop this crucial life skill. His media experience includes co-hosting the TV series "Body and Brain Overhaul," appearing on "The Biggest Loser" as a subject matter expert and being voted Australian Fitness Industry presenter of the year twice. Paul's high-pressure leadership experience includes roles as Airborne Anti-submarine Warfare Officer and Helicopter Search-And-Rescue Crew Member with the Royal Navy Fleet Air Arm. He's undergone rigorous Military Combat Survival training, became a professional boxer in 2012, and in 2021, both Paul and his son Oscar became Australian Karate Champions. Show Resources: Follow Paul on Instagram - HERE Check out Paul's Website - HERE Learn More About Paul's new book, The Hardiness Effect - HERE Follow Emma, the Podcast Host on Instagram - HERE Learn More About 1:1 Coaching with Emma - HERE Book a FREE 30-Minute Discovery Call with Emma - HERE If you loved the episode, please share it on your Instagram stories and tag us: @emmalagerlow and @paultaylor.biz If you're ready to rethink stress, reclaim your inner strength, and build resilience that lasts — this episode is essential listening. Yours in courage and growth, Emma x
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.
We're joined by Dr. Eileen Reuter, an Adjunct Professor and Research Fellow for the Nesti Center for Faith and Culture at the University of St. Thomas, talks about the upcoming Winter Symposium on women's role in the Church and in society. Alan Migliorato, author of the book The Manly Art of Raising a Daughter, joins us. Florencia Moynihan, author of the book, Made Good: Overcoming the Lies that Keep Women at War with Their Bodies.
THE Presentations Japan Series by Dale Carnegie Training Tokyo, Japan
Some speakers have "it". Even from the back of the room you can sense their inner energy, confidence, and certainty — that compelling attractiveness we call charisma. This isn't about being an extrovert or a show pony. It's about building presence and appeal in ways that work in boardrooms, conferences, online presentations (Zoom/Teams), and hybrid rooms where attention is fragile and cynicism is high. What is "presenter charisma" in practical terms? Presenter charisma is the audience feeling your energy, certainty, and credibility — fast. You can be sitting "down the back" and still sense the speaker's confidence and surety, because their delivery is controlled, purposeful, and consistent. In business—whether you're speaking to a Japanese audience in Tokyo, a sales kickoff in Singapore, or a leadership offsite in Australia—charisma shows up as: decisiveness in your opening, calm control of the room, and a message that feels structured rather than improvised. The point is not to act bigger. The point is to remove uncertainty so the audience can relax and follow you. Do now: Charisma is engineered. Decide what you want the audience to feel in the first 10 seconds — and design for that. Why do charismatic presenters never "rehearse on the audience"? Charismatic presenters don't practice live on people — they rehearse until the talk is already proven. Too many speakers deliver the talk once and call it preparation, but that's just using the audience as your rehearsal space. Professionals do the opposite: they rehearse "many, many times" to lock in timing, high points, cadence, humour, and the small details that make a talk succeed. They also seek useful feedback: not "what do you think?", but "what was good?" and "how could I make it better?". Then they use audio/video review to improve, even using a hotel window as a mirror while travelling. This is how "effortless" happens: it's not talent, it's refinement. Do now: Record one rehearsal and review it like a coach. Fix one thing per run — pacing, pauses, gestures, clarity. What do charismatic presenters do differently at the venue? They arrive early and eliminate uncertainty before it can infect their confidence. The speaker is already there about an hour ahead, getting a sense of the room and checking how they look from the "cheap seats" — not just from the front row. They ensure the slide deck is loaded and working, they know the slide advancer, and they've sorted microphone sound levels — without the amateur routine of bashing the mic and asking "can you hear me down the back". They also manage the environment: lights stay up (so the audience can stay engaged), and the MC reads their introduction exactly as crafted to project credibility. Do now: Do a "cockpit check" 60 minutes early—room, tech, lights, intro, sightlines. Confidence comes from control. How do charismatic presenters build connection before they start speaking? They work the room first, so the audience feels like allies, not strangers. They stand near the door as people arrive, introduce themselves, and ask what attracted them to the topic. Then they listen with total focus—no interrupting, no finishing sentences, no "clever comments"—and they remember names and key details. This matters even more in relationship-driven cultures like Japan, and in senior-room settings where rank and scepticism can create invisible barriers. By the time the speaker steps on stage, they've already demolished that barrier and banked goodwill across the room. It also gives you a powerful tool: you can reference audience members naturally later and make the session feel shared, not performed. Do now: Meet five people at the door. Learn two names you can reference in the opening. What do charismatic presenters do in the first two seconds on stage? They start immediately — because the first two seconds decide the first impression. When the MC calls them up, they don't waste time switching computers, loading files, or fiddling with logistics — that was handled in advance by support. They know we live in the "Age of Distraction" and the "Era of Cynicism," so they protect that tiny two-second window and make the opening a real grabber that cuts through competition for mind space. One simple method is referencing people they spoke with earlier ("Mary made a good point…"), which instantly signals: we're one unit today. That move collapses distance between stage and seats and makes attention easier to earn. Do now: Script your first two sentences so you can deliver them cold — no admin, no warm-up, no drift. How do charismatic presenters keep attention — and control the final impression? They project energy with structure, then they take back the close after Q&A. In delivery they project their ki(energy) to the back of the room, while keeping the content clear, concise, well-structured, and supported by Zen-like slides. The key message is crystal clear, evidence feels unassailable, and eye contact is disciplined: about six seconds per person, creating the feeling you're speaking directly to them. What they say and how they say it stays congruent. Then they manage Q&A like a second presentation: they set the time, paraphrase questions for the full room, don't dodge hard questions, and if they don't know they say so and commit to following up. Finally, they seize back the initiative with a second close so the last thing the audience hears is the key message — not a random off-topic question. Do now: Plan two closes (pre-Q&A and post-Q&A). Never surrender your final impression. Conclusion Charisma isn't luck. It's what happens when you stop rehearsing on your audience, arrive early to remove uncertainty, work the room to build goodwill, protect the first two seconds, deliver with high energy and clarity, and then control the final impression with a deliberate second close. Next steps for leaders/executives: Rehearse until timing, cadence, and high points are locked (video + audio review). Arrive 60 minutes early and run a full room/tech/intro check. Work the room at the door and learn names before you speak. Script the first two sentences and design a second close after Q&A. 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) and Purezen no Tatsujin (プレゼンの達人). 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.
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo, Japan
"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.”
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!
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
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.
THE Sales Japan Series by Dale Carnegie Training Tokyo, 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
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo, 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
Interview recorded - 2nd of December, 2025On this episode of the WTFinance podcast I had the pleasure of welcoming back Warwick Powell. Warwick is an Adjunct Professor at Queensland University of Professor working at the intersection of China, digital technologies, supply chains, financial flows and global political economy & governance.During our conversation we spoke about Warwick's overview of 2025, accelerating shift away from US hegemony, BRICS institution, currency and more. I hope you enjoy!0:00 - Introduction0:57 - Overview of 20256:50 - Accelerating US hegemonic shift?12:25 - Drivers of Western challenges18:28 - Real capital investment into US23:44 - AI impact on employment28:18 - Shifting alliances33:25 - BRICS institutions39:03 - European type alliance42:01 - BRICS currency48:33 - One message to takeaway?Warwick began his career in academia, teaching Chinese history and European cultural history at Griffith University. He graduated with First Class Honours and is the recipient of the prestigious University Medal for Academic Excellence. Warwick was also awarded a Department of Foreign Affairs and Trade scholarship to undertake postgraduate studies at People's University, Beijing. He deferred his studies to begin work for Kevin Rudd in the Queensland Government.He is the chairman and founder of Sister City Partners Limited, a not-for-profit investment bank focusing on developing links between regional Australia and the markets of Asia. Through this work, Warwick has experience in diverse industries including cattle and sheep production and processing, information and communication technology, infrastructure, energy, natural resources, travel and tourism and property development.He is a director of a number of funds management companies responsible for funds established under an ASIC-approved Australian Financial Services License. He is a member of the Central Highlands Accelerate Agribusiness Advisory Board and was the founding Treasurer of Innovation NQ Inc., a not-for-profit innovation incubator in North Queensland.He continues to teach professional courses in areas such as innovation, creativity, regional economic development and blockchain technology with James Cook University, QUT and Edith Cowan University.Warwick Powell: LinkedIn - https://au.linkedin.com/in/warwickpowellSubstack - https://substack.com/@warwickpowell Twitter - https://x.com/baoshaoshanWTFinance -Instagram - https://www.instagram.com/wtfinancee/Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes - https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4Twitter - https://twitter.com/AnthonyFatseas
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
Most leaders genuinely want a strong relationship with their team, yet day-to-day reality can be messy—especially when performance feels uneven. The trap is thinking "they should change." The breakthrough is realising: you can't change others, but you can change how you think, communicate, and lead. Why do leaders get annoyed with the "80%" of the team (and what should they do instead)? Because the Pareto Principle (80/20 rule) makes it feel like you're paying for effort you're not getting—but the fix is to lead the whole system, not just the stars. In most teams, a smaller group carries a disproportionate chunk of the output, and that can irritate any manager trying to hit targets, KPIs, OKRs, or quarterly numbers. But treating the "80%" as a problem creates a self-fulfilling spiral: you spend less time with them, they feel it, motivation drops, and performance follows. In Japan-based teams (and in global teams post-pandemic, with hybrid work and remote collaboration), this spiral gets worse because "relationship temperature" matters. Instead, think like an orchestra conductor: the first violin matters, but the whole section must play in harmony. Do now: Stop "ranking people in your head" mid-week. Start "designing the system" that helps every player contribute. Can you actually change your team members' performance or attitude? Not directly—you can't rewire other adults, but you can change the environment you create and the way you show up. The leader move is internal first: adjust your assumptions, your language, your coaching cadence, and your consistency. In practice, this means you stop waiting for people to become "more like you" and start shaping the conditions where they can succeed. A simple mental shift is accepting that high performers and average performers will always co-exist in any team—Japan, the US, Europe, APAC; startups, SMEs, or multinationals. When you accept the 20/80 reality, you can focus on (1) lifting the 20% even higher and (2) getting strong coordination and reliable contribution from everyone else. Do now: Identify one attitude you bring to the "middle 60%" that's costing you results—and change that, first. How do you stop criticism from destroying motivation and trust? By eliminating the "criticise, condemn, complain" reflex and replacing it with coaching language that preserves dignity. Dale Carnegie's human relations principle is blunt for a reason: criticism rarely produces agreement; it produces defence. And when people feel attacked, they don't improve—they protect themselves, they withdraw, and they tell themselves a story about you. This is especially relevant in Japan, where public correction can trigger loss of face, and in Western contexts where blunt feedback can still backfire if it feels personal rather than behavioural. The point isn't to become "soft." It's to become effective: if the same negative approach keeps producing the same negative reaction, adjust the angle—just a few degrees—so the other person can respond positively. Do now: Before your next correction, rewrite it as: "Here's what I observed, here's the impact, here's what good looks like next time." What does "honest, sincere appreciation" look like in a Japanese workplace? It's specific, evidence-based praise—not vague compliments, not flattery, and not silence. Leaders often skip appreciation because they assume "they're paid to do it," then wonder why cooperation is hard. Yet people are highly sensitive to fake praise, and they'll dismiss it as manipulation. The fix is to praise something concrete and provable. A practical Japan example is exactly the point: "Suzuki-san, I appreciated the fact you got back to me on time with the information I requested—it helped me meet the deadline. Thank you for your cooperation." The evidence makes it believable, the detail makes it useful, and the respect makes it repeatable. Do now: Give one piece of appreciation today that includes what, when, and why it mattered—in one sentence. How do you motivate people who don't seem to care as much as you do? You motivate them by speaking to what they want—because everyone is already focused on their own priorities. If you need cooperation, it's not enough to repeat what you want and when you want it. Your team member is running their own internal agenda: career security, competence, recognition, flexibility, learning, status, autonomy, or simply a calmer workday. This is where "arouse in the other person an eager want" becomes a leadership skill, not a slogan. In a Japanese firm, the eager want might be stability and not standing out negatively. In a US startup, it might be speed, ownership, and visibility. Same principle, different cultural packaging. Listen to what comes out of your mouth—if it's all about you, you're making cooperation harder. Do now: In your next request, add one line: "What would make this easier or more valuable for you?" What should leaders do this week to strengthen team relationships—fast? Start by changing yourself "three degrees," then run a simple weekly rhythm that rebuilds trust, clarity, and contribution. If you keep approaching lower performers negatively, you'll keep getting the same negative reaction; change your approach first. Then operationalise it—because intention without behaviour is just theatre. Here's a tight relationship-strengthening checklist you can run in any context (Japan HQ, regional APAC office, or global remote team): Weekly habit What you do Why it works 2x short 1:1s Ask: "What's blocking you?" Shows support, surfaces friction 1 evidence-based praise Specific + concrete Builds motivation without fluff 2021.10.11 GEO Version How Lead… 1 "eager want" question "What do you want from this?" Aligns incentives 2021.10.11 GEO Version How Lead… 1 criticism detox Remove complain/condemn Prevents defensive behaviour 2021.10.11 GEO Version How Lead… Do now: Pick one person you've mentally labelled "difficult" and change your next interaction by three degrees—more curiosity, more respect, more clarity. Conclusion If you want stronger relationships, stop waiting for people to become easier to lead. You'll get better results by starting with what you control: your mindset, your communication habits, and your consistency. The leaders who do that build better teams; the leaders who don't keep complaining—and they're never short of company. Next steps (quick actions) Replace one critical comment with one coaching request this week. Deliver one evidence-based appreciation per day for five days. In every request, add one line that links to what the other person wants. Track who you spend time with—ensure the "80%" aren't getting frozen out. FAQs Yes—high performers still need active leadership, not neglect. Keep lifting the 20% higher while systemising support for everyone else. No—praise isn't "un-Japanese" if it's precise and evidence-based. Specific appreciation is usually accepted because it's verifiable and respectful. Yes—criticism can be useful, but condemn-and-complain feedback usually backfires. People defend themselves; improvement requires clarity without attack. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.
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.
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 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
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.
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.
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
© 2020-2025 Ivy Podcast Discovery LLC
