Podcasts about Adjunct professor

Learn how to hire a chief of staff who multiplies your growth and finally gets you out of your own way. Chief of staff might be the two most underrated words in business today. In this episode, I sit down with Bryon Morrison to break down exactly why hiring a chief of staff is the single most important decision a scaling founder can make, how to find the right one, and how to integrate them without blowing up your culture. We get into the founder's trap, the execution gap, and why the artist brain that got you to seven figures can actually become the thing holding you back from eight. Bryon Morrison is the Co-Founder and CEO of Proxxy, where he leads an elite team of professionally trained remote chiefs of staff and strategists that essentially clone SMB executives. With over 25 years of experience in digital marketing, consulting, and education, Bryon has served on the boards of small to medium sized businesses and built a proven model that helps founders close the execution gap at every stage of growth. He is also an investor, advisor, and Adjunct Professor at Southern Methodist University. KEY TAKEAWAYS: A chief of staff is an executive multiplier, not an assistant. The right hire anticipates your needs before you even voice them. Hire someone who complements your weaknesses, not someone who mirrors your strengths. The execution gap between strategy and results is exactly what a chief of staff exists to close. Building trust between a founder and chief of staff takes about six intentional weeks. As your company scales, the role standing next to you needs to evolve with it. Founders who hold on to too much unknowingly disempower the team around them. Reducing founder dependence is one of the biggest drivers of company valuation at exit. Growing your business is hard, but it doesn't have to be. In this podcast, we will be discussing top level strategies for both growing and expanding your business beyond seven figures. The show will feature a mix of pure content and expert interviews to present key concepts and fundamental topics in a variety of different formats. We believe that this format will enable our listeners to learn the most from the show, implement more in their businesses, and get real value out of the podcast. Enjoy the show. Please remember to rate, review and subscribe to the podcast so you don't miss any future episodes. Your support and reviews are important and help us to grow and improve the show. Follow Charles Gaudet and Predictable Profits on Social Media: Facebook: facebook.com/PredictableProfits Instagram: instagram.com/predictableprofits Twitter: twitter.com/charlesgaudet LinkedIn: linkedin.com/in/charlesgaudet Visit Charles Gaudet's Wesbites:  www.PredictableProfits.com www.predictableprofits.com/community https://start.predictableprofits.com/community  

New research says that 50% of women who have infertility but no painful periods have endometriosis. Those with painful periods and infertility are *90%* likely to have it. But diagnosis isn't always the hardest part. Many physicians will say they can treat it, but very few have the specialization needed to provide a "one and done" surgery, leaving many women with only temporary symptom relief, years of endo suppression medications, and the need for repeat surgeries. Is there a different way? YES. Dr. Patrick Yeung shares the key things to look for in an endometriosis specialist to help you find someone who can provide you with high quality care that doesn't require IVF for pregnancy or suppression medications for pain. NOTE: This episode is appropriate for most audiences and does use the term sexual functioning.GUEST BIO: Dr. Patrick Yeung Jr. is Fellowship-trained in Minimally Invasive Gynecologic Surgery and spent most of his career in academics - at Duke University and still as Adjunct Professor at Saint Louis University, for 15 years, almost 4,000 cases, with multiple landmark publications. He founded the RESTORE Center for Endometriosis to pay forward what benefitted his own wife in relieving debilitating pain and leading to recurring natural fertility, and to enter the conversation among Centers of Endometriosis as the only Center dedicated to removing endometriosis and optimizing the anatomy that does not rely on IVF or post-operative hormonal suppressionSHOW NOTES: Journal article: https://rrmjournal.org/index.php/jrrm/article/view/13/17Ep. 10: Endometriosis 101Ep. 139: Preventing scarring, adhesions, and repeat endometriosis surgery, with Dr. Naomi WhittakerEp. 190: Unblocking Fallopian Tubes for Natural Conception with Dr. Naomi WhittakerSend a textSupport the showOther great ways to connect with Woven Natural Fertility Care: Learn the Creighton Model System with us! Register here! Get our monthly newsletter: Get the updates! Chat about issues of fertility + faith: Substack Follow us on Instagram: @wovenfertility Watch our episodes on YouTube: @wovenfertility Love the content? The biggest gift you could give is to click a 5 star review and write why it was so meaningful! This podcast is provided for educational and informational purposes only and does not constitute providing medical advice or professional services. The information provided should not be used for diagnosing or treating a health problem or disease, and those seeking personal medical advice should consult with a licensed physician. Always seek the advice of your doctor or other qualified health provider regarding a medical condition. If you think you may have a medical emergency, call 911 or go to the nearest emergency room immediately. Neither Woven nor its staff, nor any contributor to this podcast, makes any represe...

Steve Weidenkopf, an Adjunct Professor at the Christendom College Graduate School of Theology, shares part four of his five-part series chronicling Church history. It was recorded in our Lyceum Auditorium on March 10, 2026.  This series presents a narrative summary of the major persons and events of Church history from Pentecost to the modern day. The story of the Catholic Church is presented in all its glory, success, and failure, along with fascinating vignettes about the men and women, saints, sinners, heroes, and villains who most shaped Catholic history over the last 2,000 years.

Based on AHLA's annual Health Law Connections article, this special ten-part series brings together thought leaders from across the health law field to discuss the top ten issues of 2026. In the eighth episode, Sheela Ranganathan, Adjunct Professor, Georgetown University School of Health, speaks with Jody Joiner, Member, Weaver Johnston & Nelson PLLC, and Amanda Smith, Counsel, K&L Gates LLP, about the latest trends and developments in reproductive health care. They discuss EMTALA, shield laws, medication abortion, and emerging ethical and legal challenges.Watch this episode: https://www.youtube.com/watch?v=CnV7bUfTp4URead AHLA's Top Ten 2026 article: https://www.americanhealthlaw.org/content-library/connections-magazine/article/a879dda5-35f9-46fb-ad45-1b0799343d74/Health-Law-Forecast-2026Access all episodes in AHLA's Top Ten 2026 podcast series: https://www.americanhealthlaw.org/education-events/speaking-of-health-law-podcasts/top-ten-issues-in-health-law-podcast-seriesEssential Legal Updates, Now in Audio AHLA's popular Health Law Daily email newsletter is now a daily podcast, exclusively for AHLA Comprehensive members. Get all your health law news from the major media outlets on this podcast! To subscribe and add this private podcast feed to your podcast app, go to americanhealthlaw.org/dailypodcast. Stay At the Forefront of Health Legal Education Learn more about AHLA and the educational resources available to the health law community at https://www.americanhealthlaw.org/.

Global financial giant UBS has downgraded U.S. stocks, as markets stumble into one of their worst starts in decades. Is this a routine reset or a warning shot? Where is capital moving now? Are emerging markets the real story? And with geopolitics heating up and the Fed in play, is this a short-term wobble or the start of a structural shift in global capital? Host Tu Yun joins Warwick Powell, Adjunct Professor, Queensland University of Technology, Australia, Li Lun, Assistant Professor of Economics, Peking University, and Chen Jiahe, the Chief Investment Officer of the Beijing-based Novem Arcae Technologies for a close look.

Welcome to Episode 298 of Autism Parenting Secrets. If your child has tried supplements that were supposed to help the brain but didn't move the needle, this episode may explain why.  This week, I'm excited to welcome back Dr. Theoharis Theoharides, known to many as Dr. Theo.  He is a physician-scientist with five advanced degrees and decades of pioneering research.  Long before neuroinflammation and immune-driven brain dysfunction became widely discussed, Dr. Theo was connecting mast cells, metabolism, and brain health.  In this conversation, we explore why some children can't properly use standard folic acid and how the right form of folate may support better language, focus, and regulation. The secret this week is…  Smarter Folate = Better Brain Fuel You'll Discover: Why standard folic acid may not reach the brain in up to 40 percent of children (9:21) How folate receptor antibodies and MTHFR mutations change the equation (12:17) Why gut inflammation must be addressed before increasing supplementation (18:23) The difference between folic acid, methylfolate, and folinic acid (22:45) Why folate supports language development but does not “treat autism” (50:51) About Our Guest: Dr. Theoharis Theoharides is Professor and Vice Chair of Clinical Immunology and Executive Director of the Center of Excellence for Neuroinflammation Research at Nova Southeastern University. He is also an Adjunct Professor of Immunology at Tufts School of Medicine. Dr. Theo has over 500 publications and is widely recognized as a leading expert on mast cells and neuroinflammation. He is the Founder and Scientific Director of Algonot LLC and has received 37 patents and trademarks. Learn more:www.mastcellmaster.comwww.drtheoharides.com References In This Episode: Algonot Center of Excellence for Neuroinflammation Research Folate Receptor Autoantibody (FRAT) Test Additional Resources: To learn more about personalized 1:1 support go to www.elevatehowyounavigate.com Take The Quiz: What's YOUR Top Autism Parenting Blindspot? If you enjoyed this episode, share it with your friends.

210. The Power of Visual Thinking in Leadership (with Todd Cherches)   Todd Cherches is the CEO and cofounder of BigBlueGumball, a NYC-based management consulting firm specializing in leadership development and executive coaching. He is a member of Marshall Goldsmith's “MG 100 Coaches”; a three-time award-winning Adjunct Professor of leadership at NYU; a Lecturer on leadership at Columbia University; a TEDx speaker; and the author of the groundbreaking book, VisuaLeadership: Leveraging the Power of Visual Thinking in Leadership and in Life." In this episode: Todd's Career Journey and Early Influences The China Project: A Life-Changing Experience Overcoming Introversion: The Path to Teaching Building Confidence Through Support and Preparation The Importance of Visibility and Communication Developing Leadership Content and Insights The Concept Behind 'Visual Leadership' Empowering Conversations Through Metaphors Understanding Different Types of Power Resilience and Bouncing Back from Setbacks Navigating Leadership and Management The Importance of Visibility in Leadership Servant Leadership and Making Others Shine The Power of a Learning Mindset   The Book that Todd recommends The Power Learning by Lillian Ajayi-Ore Website: www.toddcherches.com LinkedIn: https://www.linkedin.com/in/toddcherches/ Order Todd's VisuaLeadership Book: https://www.amazon.com/VisuaLeadership-Leveraging-Visual-Thinking-Leadership/dp/1642933376/   Link to Order Your Journey to Visibility Workbook Thank you for listening to The Visibility Factor Podcast!    Check out my website to order my book and view the  videos/resources for The Visibility Factor book and Your Journey to Visibility Workbook. As always, I encourage you to reach out! You can email me at hello@susanmbarber.com. You can also find me on social media everywhere –Facebook, LinkedIn, and of course on The Visibility Factor Podcast! I look forward to connecting with you!         If you liked The Visibility Factor Podcast, I would be so grateful if you could subscribe and leave a review wherever you listen to podcasts! It helps the podcast get in front of more people who can learn how to be visible too!       

Steve Weidenkopf, an Adjunct Professor at the Christendom College Graduate School of Theology, shares part four of his five-part series chronicling Church history. It was recorded in our Lyceum Auditorium on March 3, 2026.  This series presents a narrative summary of the major persons and events of Church history from Pentecost to the modern day. The story of the Catholic Church is presented in all its glory, success, and failure, along with fascinating vignettes about the men and women, saints, sinners, heroes, and villains who most shaped Catholic history over the last 2,000 years.

As part of our ongoing series of joint programs with our friends at First Liberty's Center for Religion, Culture, and Democracy, we're delighted to bring you a provocative lecture from Hiram Sasser on “The Religious Liberty Solution to Big Tech Censorship: How The Religious Freedom Restoration ActLimits Section 230”. Sasser is the Executive General Counsel for First Liberty Institute, a leading nonprofit defending religious liberty, where he directs litigation and media strategies focused on First Amendment and constitutional rights. A powerhouse in the courtroom, Hiram has served as co-counsel in eightmajor victories before the U.S. Supreme Court, including landmark cases like Groff v. DeJoy (overturning nearly 50 years of employment discrimination standards), Kennedy v. Bremerton (reversing decades of Establishment Clauseprecedent), Carson v. Makin, American Legion v. American Humanist Association, and others protecting faith in public life. Beyond the law, he's a seasoned media voice, appearing on ABC, NBC, CBS, Fox News, CNN, BBC, and radio stationsworldwide. In 2016, he served as Chief of Staff to the Texas Attorney General. Hiram also shares his expertise as an Adjunct Professor of Law, teaching Religious Liberty at The University of Texas at Austin School of Law and Civil Rights Procedure at Oklahoma City University School of Law. Learn more about First Liberty InstituteLearn more about the CRCD

Delegation is one of the least understood leadership skills, yet it is one of the fastest ways to build team capability, free up executive time, and prepare future leaders. In complex organisations, especially in Japan, Australia, the US, and Europe where managers are stretched across people, process, and performance, leaders who fail to delegate usually become bottlenecks. The real point of delegation is not dumping work. It is developing people, expanding leadership bench strength, and making sure the boss is focused on the highest-value decisions only they can make. That is the difference between a busy manager and a scalable leader.  Why is delegation so important for leaders? Delegation matters because it builds future leaders while protecting the boss's time for high-level work. Leaders who keep everything to themselves slow the team down, reduce succession options, and trap themselves in operational detail. In companies from Toyota to Amazon, leadership depth matters because growth depends on having people ready to step up. If no one can replace you, the organisation often leaves you exactly where you are. That is why strong leaders treat delegation as a talent pipeline, not a convenience tool. In SMEs, this may look like handing over client management or reporting. In multinationals, it may mean giving emerging managers ownership of cross-functional projects. The goal is the same: grow capability and create readiness for promotion. Post-pandemic, with leaner teams and rising complexity, that is more important than ever. Do now: Look at your weekly workload and identify the tasks only you can do. Everything else is a candidate for development through delegation. Why do so many managers struggle to delegate properly? Most managers struggle with delegation because they were never taught a clear process. They either avoid it completely or they delegate badly, then blame the method instead of fixing their approach. A lot of bosses worry that giving responsibility away weakens their control or makes them replaceable. In reality, the opposite is usually true. Organisations promote leaders who produce other leaders. Another problem is confusion between delegation and abdication. Dumping a task on someone with vague instructions, no context, and no follow-up is not delegation. It is negligence dressed up as empowerment. In Japan, where role clarity and hierarchy can be strong, bosses may hesitate to stretch subordinates. In the US or Australia, the problem may be impatience and overconfidence. Either way, the breakdown is process failure. Without structure, leaders either micromanage or disappear. Do now: Stop treating delegation as instinct. Treat it as a repeatable leadership system with defined steps, outcomes, and follow-up points. What is the first step in effective delegation? The first step is identifying where delegation will create the most value. Before you assign anything, get clear on why this task matters and what success should look like. That means asking two practical questions. How will this delegation help the business, and how will it help the person taking it on? Smart leaders do not delegate random leftovers. They choose work that grows judgment, visibility, and confidence. That might include leading a client meeting, preparing a board paper, managing a vendor issue, or coordinating an internal initiative. In startups, delegation often accelerates learning because people wear multiple hats. In large corporates, it helps develop specialists into leaders. The key is intentionality. If the task has no developmental value and no strategic reason to transfer, think twice. Delegation should strengthen the system, not just lighten your inbox. Do now: Pick one task this month that develops another person's leadership capacity, not just their ability to follow instructions. How do you choose the right person to delegate to? Choose the person based on growth potential and fit, not on who looks least busy. Delegation is a strategic development decision, not a convenience-based handball. The right delegate is someone who can stretch into the assignment with support. They do not need to be perfect, but they do need the attitude, baseline skills, and motivation to grow. This is where many leaders get sloppy. They throw work at the nearest available person rather than selecting someone whose career development aligns with the opportunity. A high-potential team member may benefit from handling stakeholder communication, budgeting, or project ownership. Someone else may need smaller, bite-sized responsibilities first. In high-performance cultures such as consulting firms, tech companies, and professional services, this selection stage directly affects succession planning. Good delegation decisions become evidence in promotion discussions because the subordinate can point to work already done at the next level. Do now: Ask yourself, "Who would most benefit from doing work one level above their current role?" Start there. What should happen in a delegation meeting? A delegation meeting should clarify the outcome, standards, timeline, and personal benefit for the delegate. If the person does not understand what success looks like or why this helps them, the handover is already weak. This conversation is where leadership credibility shows up. The boss must explain the result required, the quality standard, the deadline, and the broader context. Just as important, they must explain what is in it for the delegate. Otherwise, it feels like the boss is offloading tedious work. In promotion-oriented environments, this point matters enormously. Panels and senior executives want examples of operating at a higher level. That is why the subordinate needs to see the assignment as a career-building opportunity. Whether you are in an SME in Brisbane, a multinational in Tokyo, or a sales team in Singapore, people commit more strongly when they see meaning, not just mechanics. Do now: In your next delegation conversation, explain the career value of the task before you explain the task itself. How do you avoid micromanaging after you delegate? You avoid micromanaging by letting the delegate design the action plan, then reviewing progress at agreed checkpoints. Ownership grows when people shape the method, not just receive instructions in painful detail. The temptation for many bosses is to prescribe every move. That kills initiative and turns delegation into supervised labour. A better approach is to ask the delegate to create the plan, then review it together. If parts are unrealistic, amend them through discussion. Once the plan is agreed, step back enough for genuine ownership while still following up at key stages. This balance is crucial. Too little oversight and the project drifts. Too much and the person never grows. Think of it as coaching rather than controlling. Across sectors from manufacturing to professional services, leaders who master this balance create better execution and stronger internal talent pipelines. Do now: Set two or three review points in advance, and use them to check direction, not to seize the project back. Final conclusion Delegation is not a mystery and it is not a soft skill reserved for naturally gifted leaders. It is a disciplined, eight-step process: identify the need, select the person, plan the delegation, hold the meeting, create the action plan, review the plan, implement, and follow up. When leaders use that system properly, they build stronger teams, create promotable talent, and focus themselves on the most strategic work. That is how leadership scales. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, he delivers leadership, communication, sales, and presentation programs globally, including Leadership Training for Results. He is also the author of Japan Business Mastery, Japan Sales Mastery, Japan Presentations Mastery, Japan Leadership Mastery, and How to Stop Wasting Money on Training. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he presents The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking practical strategies for succeeding in Japan and across international business environments.

Send a textThis week on Leave Your Mark, I'm joined by Andrea Carter, Canada's go-to Belonging Expert and an Organizational Scientist helping leaders turn culture into a true competitive advantage.For nearly two decades, Andrea has worked at the intersection of neuroscience, organizational psychology, and leadership. She is the founder of Andrea Carter Consulting and creator of the Belonging First Methodology™, a data-driven framework designed to repair disconnection, reduce toxicity, rebuild trust, and create environments where both people and performance thrive.In this powerful conversation, we explore:• Why belonging is not just a feeling but measurable and buildable • The three critical indicators of organizational success: comfort, connection, and contribution • Why psychological safety is about intelligent risk, not softness • The nervous system's role in performance regulation • The rise of “The Great Detachment” and hidden disengagement in today's workplaces • How leaders can create clarity, predictability, and shared accountability • Why resilience is not a solo sportAndrea shares insights from her groundbreaking research, including large-scale industry studies, her work as an Adjunct Professor at Adler University, and the personal experiences that shaped her passion for understanding real belonging, not just fitting in.If you care about performance, culture, leadership, or building teams that truly thrive, this episode will challenge and elevate your thinking.Listen now and leave your mark.If you liked this EP, please take the time to rate and comment, share with a friend, and connect with us on social channels IG @Kingopain, TW @BuiltbyScott, LI+FB Scott Livingston. You can find all things LYM at www.LYMLab.com, download your free Life Lab Starter Kit today and get busy living https://lymlab.com/free-lym-lab-starter/Please take the time to visit and connect with our sponsors, they are an essential part of our success:www.ReconditioningHQ.comwww.FreePainGuide.com

"this job is really primarily a people job" "if you get the right people, you don't have to spend a lot of time micromanaging; get out of their way and let them do their thing" "you have to be the type of boss that people are not afraid to bring bad news" "you all have everything you need to be successful at Dow" "if you treat Japanese people with integrity, trust, respect, like you would want to be treated like anywhere else in the world, you're going to be fine" Brief Bio Peter Jennings is President of Dow in Japan and Korea, overseeing a multi-billion-dollar business and thousands of employees across both markets. He joined Dow as an attorney and spent twenty-seven years in legal roles before being unexpectedly tapped for senior business leadership. Before moving to Japan in 2012, he served in Hong Kong as general counsel for Dow Asia Pacific and later returned to the United States for several senior assignments. His transition from legal counsel to country president reflects a career shaped by adaptability, deep institutional knowledge, and a strong people-first philosophy. In Japan, he became Dow's longest-serving president in the market's history, leading cultural renewal, leadership development, diversity initiatives, and a more open, internationally minded operating model inside a long-established Japanese organisation. Peter Jennings presents a compelling case that leadership success in Japan does not begin with technical mastery, perfect language, or rigid adherence to stereotype. It begins with trust. When he arrived in Japan in 2012, one year after the Tohoku earthquake, he came not as a traditional commercial operator but as a long-serving Dow lawyer with deep corporate knowledge and international experience. That unusual path could easily have created distance between him and a highly experienced Japanese leadership team. Instead, it became an advantage because he did not arrive pretending to know everything. He arrived listening. His early approach was simple and disciplined. He met leaders individually, asked about their biggest issues, wrote everything down, and focused on how he could help. In a market where nemawashi, ringi-sho, consensus-building, and careful internal alignment still shape decision-making, that restraint mattered. Rather than impose a foreign leadership template, Jennings worked to understand how trust and respect are earned locally. He recognised that formal authority in Japan means little unless people feel safe enough to speak candidly. Over time, the proof of progress was behavioural. Senior staff started challenging him privately after meetings. Employees began dropping by for coffee or lunch. More importantly, people brought bad news earlier. For Jennings, that was a decisive signal of culture change. He argues that if people fear punishment, information gets buried. In a high uncertainty avoidance environment, leaders must reduce the interpersonal risk of honesty before they can improve decision quality. That is where leadership and decision intelligence meet: better outcomes come from better information flow, not louder authority. He also reshaped the leadership bench. Over several years, Dow Japan moved from a more traditional senior male model towards a younger, more diverse, bilingual, bicultural team. Jennings takes particular satisfaction not in personal advancement but in seeing talented people, especially women, promoted into larger roles. He frames leadership as removing obstacles, securing resources, and backing capable people rather than controlling them. That is a significant shift away from hierarchical supervision and towards empowerment. Another major insight concerns engagement. Rather than accept low survey scores as a fixed Japan problem, Jennings replaced abstract annual questionnaires with thirty small-group focus sessions built around four direct questions. This surfaced practical barriers that a standardised survey missed. In effect, he moved from broad sentiment tracking to grounded organisational sensing. That approach resembles a more human version of modern management tools such as digital twins or data-led diagnostic systems: the aim is not data volume, but usable insight. Jennings remains optimistic about Japan's future because he sees a new generation less constrained by inherited conventions. He believes many younger professionals want accelerated careers, global exposure, flexibility, and merit-based opportunity. His lesson is clear: leadership in Japan works best when it combines respect for consensus with encouragement for initiative, local sensitivity with global openness, and humility with conviction. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is shaped by context more than cliché. Jennings suggests the distinctive challenge is not that Japanese teams are uniquely difficult, but that trust must be earned carefully and consistently. Consensus matters, and leaders must respect the logic behind nemawashi and ringi-sho rather than dismiss them as slow. People observe behaviour closely before deciding whether a leader is safe, credible, and worth following. Titles alone do not create followership. In practice, leadership in Japan requires patience, consistency, and a visible commitment to fairness. Why do global executives struggle? Many global executives struggle because they arrive overconfident or over-programmed. Jennings argues that outsiders often assume prior Asia experience transfers automatically into Japan. It does not. Japan requires a different cadence, especially around rapport, internal alignment, and decision support. Executives also fail when they underestimate how long trust-building takes. Jennings says it took two to three years before he felt his influence had truly taken root. Leaders who expect quick wins often misread silence as agreement and hierarchy as commitment. Is Japan truly risk-averse? Jennings does not deny caution exists, but he reframes the issue as uncertainty rather than simple risk aversion. In environments with strong uncertainty avoidance, employees can hesitate because the social cost of error feels high. That does not mean they lack ambition or imagination. It means leadership must lower the penalty for speaking up, experimenting, and surfacing problems. When employees believe bad news will be handled constructively, innovation becomes more possible. The issue is less about national character and more about psychological safety. What leadership style actually works? The style that works is people-centred, transparent, and supportive. Jennings repeatedly returns to one principle: leadership is a people job. He believes leaders should ask good questions, listen well, help teams secure resources, and avoid micromanagement. They should also model openness by welcoming challenge and by rewarding honesty instead of punishing it. This style aligns well with consensus cultures because it does not destroy harmony; it strengthens it through trust. Effective leaders also create points of light by visibly backing talented people into bigger roles. How can technology help? Technology can support leadership, but it cannot replace human judgment. Jennings' critique of standard engagement surveys shows that data without context often misleads. Better systems should improve signal quality, not merely produce dashboards. In that sense, tools associated with decision intelligence, workforce analytics, or even digital twins of organisational processes can help leaders identify bottlenecks, bias, and friction. Yet Jennings' own example shows the real breakthrough came from direct conversation. Technology is most useful when it sharpens listening rather than substitutes for it. Does language proficiency matter? Language proficiency helps, but Jennings suggests it is not decisive. He openly acknowledges not speaking Japanese, yet built credibility through authenticity, gratitude, and respectful conduct. He believes leaders can succeed without perfect language if they behave with integrity, remain accessible, and work through strong local talent. Language matters less than whether people believe the leader is genuine, fair, and willing to learn. Cultural arrogance is far more damaging than imperfect fluency. What's the ultimate leadership lesson? The ultimate lesson is that people rise when leaders combine belief with opportunity. Jennings insists that employees already possess the education and ability to succeed; what often separates performance is confidence, encouragement, and the chance to act. Great leadership in Japan is therefore not about overpowering culture but about unlocking potential within it. When leaders blend respect, transparency, empowerment, and resilience, they create an organisation where people are willing to speak, grow, and lead. 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.

On this week's Brian Crombie Hour, Brian speaks with Carolyn Whitzman, housing researcher and Adjunct Professor at the University of Toronto's School of Cities, about Canada's housing crisis and whether homelessness can be eliminated within a generation. They discuss:Government roles: Why federal targets, provincial regulations, and municipal approvals all matter.Supportive housing: Building 50,000 supportive homes per year could end chronic homelessness and save costs compared to emergency responses.True affordability: Why “80% of market rent” isn't enough, and how targeted housing in the right locations is key.Brian also presses on economic viability, approvals, and the capital stack — asking the big question: if housing is essential infrastructure, why isn't it treated that way?

Dr. Karleen Gribble is an Adjunct Professor in the School of Nursing and Midwifery at Western Sydney University where her research focuses on breastfeeding and communications in women's health. Karleen advocates for recognition of the importance of mothers to their infants and works to create environments that support breastfeeding and the mother-infant relationship, especially in circumstances of adversity. She is a mother to three adult children via birth and adoption and lives in the bush in regional New South Wales Australia.In this episode, Karleen discusses how, as a PhD student, the birth of her first child led her to switch her field of academic study from plant physiology to research focused on breastfeeding… some of the universal challenges new mothers face… the importance of providing environments that enable mothers to provide the best possible care for their babies… attachment theory… the mother-baby dyad…  ways through which the relationship between the mother and child deepens and develops, establishing a foundation for the child's development and for future relationships… a secure attachment versus a disorganized attachment… being a breastfeeding counsellor… the universality of a new mother's concerns for her baby… the importance of breastfeeding and of creating environments that support mothers and babies… cultural norms and factors across countries that determine whether and for how long women breastfeed… encouraging women to be proud of being women and of what we can do… and the invitation to read and share her publications and to follow her on Twitter/X @DrKarleenG

This episode of 35 West originally aired on February 23, 2024. As the war in Ukraine passes four years of high-intensity fighting, Latin American foreign fighters are playing an increasingly key role. Recent estimates suggest that as many as 7,000 Colombians are fighting on behalf of Ukraine, while thousands of Cubans are present in Russia's ranks. Within this context, CSIS is re-releasing this special episode of 35 West. In this Best of 35 West episode, Christopher Hernandez-Roy, sat down with Elizabeth M.F. Grasmeder, Adjunct Professor of National Security Policy with Duke University, and Andrei Serbin Pont, Executive Director of CRIES-LAC, for a conversation on X (formerly Twitter) about the role of foreign fighters from LAC on both sides in Ukraine. Together, they unpacked the motivations of fighters for joining both Ukraine and Russia, why Moscow and Kyiv have turned to recruiting foreign fighters, and the broader implications of war in Ukraine for Latin American countries.

At Fires As An ATF Agent And His Life After. From Flames to Pages: The Enduring Legacy of Retired ATF Agent Wayne Miller. Wayne Miller, a retired ATF agent and seasoned fire investigator, has dedicated his life to unraveling the mysteries behind some of the most devastating fires in history. His extensive career, spanning 25 years with the Federal Bureau of Alcohol, Tobacco and Firearms in Boston, saw him at the forefront of numerous high-profile illegal firearms, bombing, and arson cases. The Law Enforcement Talk Radio Show and Podcast social media like their Facebook , Instagram , LinkedIn , Medium and other social media platforms. Miller's commitment to justice and his profound understanding of fire science have left an indelible mark on the field. The Podcast is available for free on the Law Enforcement Talk Radio Show and Podcast website, also on Apple Podcasts, Spotify, YouTube and most major podcast platforms. One of the most harrowing incidents Miller investigated was the Dupont Plaza Hotel fire in Puerto Rico on New Year's Eve, 1986. Supporting articles about this and much more from Law Enforcement Talk Radio Show and Podcast in platforms like Medium , Blogspot and Linkedin . This tragic event, which claimed the lives of 96 to 98 people and injured 140 others, was intentionally set by disgruntled employees amidst a labor dispute. Miller was on the scene for eight grueling days, meticulously piecing together the events that led to the catastrophe. The fire, which started with chafing fuel in a storage room, quickly engulfed the ballroom and casino, trapping many guests. At Fires As An ATF Agent And His Life After The investigation revealed critical security lapses, including locked emergency exits, which contributed to the high death toll. "The sheer scale of the devastation and the preventable nature of the loss of life at the Dupont Plaza Hotel were truly heartbreaking," Miller has reflected. Years later, Miller's expertise was again called upon for another profound tragedy: the Worcester Fire in 1999, where six brave firefighters lost their lives in an abandoned warehouse blaze. Available for free on the Law Enforcement Talk Radio Show and Podcast website, also on Apple Podcasts, Spotify, Youtube and most major Podcast networks. This incident deeply affected Miller, highlighting the immense risks faced by first responders. His investigations into such events have not only sought to determine causes but also to prevent future occurrences. After his distinguished career with the ATF, Miller transitioned into a new chapter, continuing his work as a criminal investigator and certified fire investigator. At Fires As An ATF Agent And His Life After He has examined over 2,300 fire and explosion scenes across 43 states and provided expert testimony in numerous federal and state courts. His dedication to sharing knowledge extends to academia, where he served as an Adjunct Professor, and as a speaker at over 80 events across the United States and Canada. Look for The Law Enforcement Talk Radio Show and Podcast on social media like their Facebook , Instagram , LinkedIn , Medium and other social media platforms. Beyond his investigative work, Wayne Miller has become a prolific author, sharing his experiences and insights through compelling narratives. His literary journey includes four books: Burn Boston Burn, Bang Boom Burn, Flames of Secrecy, and The Mystery of the Missing Moon. His first book, Burn Boston Burn: The Largest Arson Case in the History of the Country, was a 2022 Global Book Gold Award winner and is currently in development for a motion picture. His second, Bang Boom Burn, Explosive True Crime Gun Bombing, and Arson Cases from a Federal Agent's Career, also garnered a Global Book Silver Award. Miller often engages with audiences, presenting "the wild stories from his career that form the basis for his two true crime books." Available for free on their website and streaming on Apple Podcasts, Spotify, Youtube and other podcast platforms. His first novel, Flames of Secrecy, A Psychological Thriller, published in 2024, is a 2025 Global Book Gold Award winner. At Fires As An ATF Agent And His Life After Wayne Miller's journey from fighting fires as an ATF agent to chronicling his experiences in books and sharing them through various platforms like the Law Enforcement Talk Radio Show and Podcast website, their Facebook, Instagram, News outlets, Apple Podcasts, Spotify, YouTube and most major Podcast platforms, demonstrates a remarkable commitment to public safety and storytelling. His work continues to educate and captivate audiences, reminding us of the critical role of fire investigation and the human stories behind the headlines. It is discussed across News platforms and shared on Facebook, Instagram, LinkedIn, Apple, and Spotify, where audiences continue to get their content. For more information, visit his website at www.burnbostonburn.com, or connect with him on LinkedIn and other Social media platforms. At Fires As An ATF Agent And His Life After His insights into the Hotel fire and other cases remain invaluable. His insights into the Hotel fire and other cases remain invaluable. You can find the Law Enforcement Talk Radio Show and Podcast on Facebook, Instagram, Pinterest, X (formerly Twitter), and LinkedIn, as well as read companion articles and updates on Medium, Blogspot, YouTube, and even IMDB. Be sure to follow us on X , Instagram , Facebook, Pinterest, Linkedin and other social media platforms for the latest episodes and news. Background song Hurricane is used with permission from the band Dark Horse Flyer. You can contact John J. “Jay” Wiley by email at Jay@letradio.com , or learn more about him on their website . Find a wide variety of great podcasts online at The Podcast Zone Facebook Page , look for the one with the bright green logo. Be sure to check out our website . At Fires As An ATF Agent And His Life After Attributions Burn Boston Burn Wikipedia Google Facebook Facebook Group   Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

47 years. That is how long the U.S. and Iran have been circling each other, probing for weaknesses, and demonizing the other (in many cases for good reason). Tensions reached a tipping point on February 28, 2026 and the United States, along with Israel, initiated a new wave of strikes which has lead to chaos across the Middle East. 11 countries have been targeted by retaliatory strikes from Iran and the death toll on all sides continues to rise. How did we get here? Why was now the time to act? Where does it all end and what decisions will shape the final outcome of this latest use of military force? In this month's episode, we speak with Alex Vatanka, Senior Fellow at the Middle East Institute, where he focuses on Iran. We review the terse relationship between these two countries since the Iranian Revolution of 1979 and outline the litany of moments that have shaped the course of history. In addition, the conversation outlines how this war got started and what shape it has taken in the early days, providing key insights into possible outcomes. While much is left to be written in this story, the key moments have been set in motion. Listen to gain critical insights into this fast moving and ever changing conflict that will reverberate across the world for years to come.(Please note: This episode was recorded on February 27, one day before U.S. and Israeli airstrikes started. We have tried to capture the latest updates to the fighting, but understand this conflict has shifted rapidly in the first few days).Alex Vatanka is a Senior Fellow at the Middle East Institute. He specializes in Middle Eastern regional security affairs with a particular focus on Iran. He was formerly a Senior Analyst at Jane's Information Group in London. Alex is also a Senior Fellow in Middle East Studies at the US Air Force Special Operations School (USAFSOS) at Hurlburt Field and teaches as an Adjunct Professor at DISAS at Wright-Patterson Air Force Base. He has testified before the US Congress and lectured widely for both governmental and commercial audiences, including the US Departments of State and Defense, US intelligence agencies, and a list of international corporations.Born in Tehran, he holds a BA in Political Science (Sheffield University, UK), and an MA in International Relations (Essex University, UK), and is fluent in Farsi and Danish. He is the author of two books: The Battle of the Ayatollahs in Iran: The United States, Foreign Policy and Political Rivalry Since 1979 (2021) and Iran and Pakistan: Security, Diplomacy, and American Influence (2015).He has also written chapters for a number of books, including Authoritarianism Goes Global (2016); Handbook on Contemporary Pakistan (2017); Russia in the Middle East (2018), Winning the Battle, Losing the War: Addressing the Drivers Fueling Armed Non-state Actors and Extremist Groups (2020); Global, Regional and Local Dynamics in the Yemen Crisis (2020); Routledge Handbook of Counterterrorism and Irregular Warfare Operations (2021); and Understanding New Proxy Wars (2022). He is presently working on his third book, Iran's Arab Strategy: Defending the Homeland or Exporting Khomeinism?

In Japan, "engagement" is a loanword (エンゲージメント), which is a neat metaphor: the sound exists, but the meaning can feel fuzzy at work. Yet global surveys still measure it, and Japan often lands near the bottom — Gallup's recent Japan spotlight reporting puts engaged employees at about 7%.  So how do you lift engagement in a culture that's cautious with self-scoring, allergic to over-promising, and hyper-sensitive to responsibility? You stop chasing a Western definition and start building the three drivers that actually move hearts and behaviour in Japanese teams: manager trust, senior leadership credibility, and organisational pride — with one emotional trigger that lights the fuse: feeling valued by your boss. What does "employee engagement" actually mean in Japan? In Japan, engagement shows up less as loud enthusiasm and more as quiet commitment, discretionary effort, and loyalty to the team. If you use a US-style definition ("I love my company and I'll shout it from the rooftops"), you'll undercount people who are genuinely doing the work and protecting the brand. This is why Japan can look "low engagement" on dashboards while still delivering operational excellence at firms like Toyota, Panasonic, and major banks — effort is often expressed through endurance, quality, and risk reduction rather than overt positivity. Post-pandemic (2020–2025), hybrid work also reduced informal connection, which matters disproportionately in relationship-heavy cultures. Do now: Define engagement behaviours in your context (e.g., proactive problem-solving, collaboration, customer ownership) and measure those, not just imported survey language. Why do Gallup-style engagement surveys often score Japan so low? Japan often scores low because translation and culture collide with how questions are interpreted and how people self-rate. Gallup's Japan-focused reporting highlights that engagement is extremely low by global comparison, and that disengagement is widespread.  Two common traps: Translation nuance: Questions like "Would you recommend this company to friends/family?" carry responsibility risk in Japan. If the friend hates the job (or the company hates the friend), the recommender feels accountable. Perfectionism penalty: Japanese respondents frequently avoid top-box scores. Luxury and service sectors have long observed that Japanese satisfaction ratings can be systematically harsher than other markets (the "Japan factor"). Do now: Audit survey translations with bilingual leaders, add Japan-relevant behavioural questions, and interpret trends (up/down) more than raw global ranking. How do you measure engagement without getting fooled by the numbers? Use a "triangulation" approach: one survey, a few operational signals, and regular manager check-ins. In multinationals, HQ loves a single engagement score — but Japan needs a dashboard that respects context. Practical measurement mix (2024–2026 reality check): Survey pulse: Keep it short; use Gallup Q12-style consistency, but validate Japanese phrasing. Operational indicators: regretted attrition, internal mobility, absenteeism, safety incidents, quality defects, customer complaints, and project cycle time. Manager "meaning" rhythm: monthly 1:1s, quarterly career conversations, and team retrospectives (especially important in hybrid setups). Compare apples-to-apples: Japan vs. Japan (trend), not Japan vs. Denmark (culture). Do now: Pick 5 metrics max, publish them quarterly, and make every manager accountable for one engagement input (e.g., 2 meaningful 1:1s per month). What are the three strongest drivers of engagement in Japanese teams? The biggest levers are (1) satisfaction with the immediate manager, (2) belief in senior leadership, and (3) pride in the organisation. These drivers are universal, but they hit harder in Japan because trust, clarity, and belonging are the social glue. Immediate manager: People don't quit companies, they quit bosses — and in Japan, the boss is also the cultural translator. Gallup research often points to managers as a major factor in team engagement variance.  Senior leadership credibility: If the "why" is vague, Japanese employees assume hidden risk. Clear direction reduces anxiety and boosts execution. Organisational pride: Internal rivalries (Sales vs Marketing vs IT) kill pride. Strong leaders unite teams against external competitors (Rakuten vs Amazon, incumbents vs startups like Mercari, etc.). Do now: Run a 30-day leadership reset: manager 1:1 cadence, CEO "why" messaging, and a pride campaign celebrating customer impact and team wins. What's the emotional trigger that flips people from "showing up" to "leaning in"? Feeling valued by your boss is the fastest emotional accelerator of engagement. People don't guess they're valued — they need to hear it clearly, consistently, and specifically. In Japan, "valued" lands best when it's concrete and modest: "Your analysis prevented a customer escalation." "Because you coached the new hire, the team's cycle time improved." "I trust you with this client because your prep is world-class." Tie value to meaning: how the work helps customers, protects colleagues, or strengthens reputation. This is where confidence, enthusiasm, and ownership start to appear — without forcing extroversion. Do now: Every manager: give 2 pieces of specific recognition per person per month, linked to business impact (customer, quality, speed, risk, revenue). What should leaders in multinationals do when HQ demands Japan "fix engagement"? Push back with data, reframe expectations, and localise the playbook — without looking defensive. Global leaders often see Japan at the bottom and assume leadership failure; the smarter move is to explain the measurement context andshow your improvement plan. A practical HQ message: "Japan's baseline is structurally lower due to survey interpretation and scoring norms." "We'll improve trend lines via manager capability, leadership clarity, and organisational pride." "We'll report both engagement and behavioural indicators quarterly." Gallup's Japan spotlight materials reinforce that Japan's disengagement is economically meaningful — which gives you permission to act decisively.  Do now: Agree with HQ on a 12-month target focused on movement (e.g., +2–4 points) and manager behaviours, not a magical leap to US levels. Final wrap If you want engagement to rise in Japan, stop arguing about the katakana and start building the conditions where people feel safe, valued, and proud. Fix the immediate manager experience, make senior leadership's "why" painfully clear, and create pride by uniting teams against external competitors. The best part: these levers cost zero yen — but they do require leadership discipline. Optional FAQs Is there a Japanese word for "engagement" at work? Not a perfect one — that's why many firms keep エンゲージメント and define it behaviourally. Agree on what engagement looks like day-to-day, then measure those actions. Should Japan use the same engagement questions as the US? Not without localisation. Translate for meaning (not words), test with Japanese employees, and adjust "recommend to friends/family" style items carefully. What's the single fastest engagement improvement tactic? Manager behaviour. Increase high-quality 1:1s and specific recognition; managers are a major lever in engagement differences.  Why do Japanese teams avoid giving 10/10 scores? Perfectionism and modesty norms. Use trend-based targets and multiple indicators rather than chasing top-box scores. 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), and others.

Iran has changed forever. The US and Israel are firing missiles and dropping bombs on targets across Iran. Senior figures from the regime and the IRGC are being assassinated. Ayatollah Khamenei was killed on the first day of the war. The future of Iran is still being written. On this week's episode of The New Arab Voice podcast, we look at recent events in Iran, and ask what are the ambitions of US President Donald Trump and the US military. We also look at the opposition inside and outside the country, and who might be able to step up and lead Iran in the future. We're joined by Charles W. Dunne, non-resident fellow at the Arab Center Washington D.C and Adjunct Professor at the Elliott School of International Affairs at the George Washington University. And Alex Vatanka, Senior Fellow at the Middle East Institute and author of The Battle of the Ayatollahs in Iran: The United States, Foreign Policy and Political Rivalry since 1979. This podcast is written and produced by Hugo Goodridge (@hugogoodridge). Theme music by Omar al-Fil with additional music from Audio Network. To get in touch with the producers, follow then tweet us at @TNAPodcasts or email podcast@newarab.com

Most doctors treat the average patient. But you are not average, and this episode gives you the precision medicine blueprint to treat yourself like the individual you are, using multi-omic testing, biohacking technology, and longevity science to optimize every layer of your biology. -Watch this episode on YouTube for the full video experience: https://www.youtube.com/@DaveAspreyBPR Host Dave Asprey sits down with Dr. Anil Bajnath, a Board-Certified Family Physician, author of The Longevity Equation, and President and Founder of the American Board of Precision Medicine. He serves as Adjunct Professor at the George Washington University School of Medicine and CEO of the Institute for Human Optimization. Dr. Bajnath is certified through the Institute for Functional Medicine, board certified in anti-aging and regenerative medicine, and is one of the few clinicians actively applying genomics, transcriptomics, proteomics, and epigenetics together in a real clinical practice. Together, Dave and Dr. Bajnath break down why population-based medicine fails individuals, how functional medicine and precision science combine to unlock real human performance, and why your mitochondria sit at the foundation of every longevity strategy worth pursuing. They dig into how AI can help you decode your own inflammasome biology, why biohackers are using “sex drugs” to extend longevity, why vagal nerve stimulation directly suppresses the NLRP3 inflammasome, and which biomarkers like MMP9 and homocysteine mainstream medicine keeps ignoring. They also cover peptides, supplements, the dark side of metformin, microdosing for anti-aging, and why biohacking works best when it's personalized and precise. This is essential listening for anyone serious about longevity, smarter not harder health strategies, metabolism, sleep optimization, brain optimization, functional medicine, and taking full control of their biology. You'll Learn: Why precision medicine outperforms population-based health strategies for human performance How to layer genomics, transcriptomics, and proteomics into one complete biological picture Which longevity biomarkers your doctor is likely ignoring, including MMP9 and homocysteine How vagal nerve stimulation suppresses the NLRP3 inflammasome and drives anti-aging benefits The real story on metformin, peptides, and which supplements actually move the needle How AI can help you understand your own biology and act on it faster Why biohacking precision beats random stacking every time Thank you to our sponsors! • Igniton | Head over to Igniton.com and use code DAVE for an exclusive 15% off your first order. • BEYOND Biohacking Conference 2026 | Register with code DAVE300 for $300 off https://beyondconference.com • Caldera + Lab | Go to https://calderalab.com/DAVE and use code DAVE at checkout for 20% off your first order. • Screenfit | Get your at-home eye training program for 40% off using code DAVE at https://www.screenfit.com/dave. Dave Asprey is a four-time New York Times bestselling author, founder of Bulletproof Coffee, and the father of biohacking. With over 1,000 interviews and 1 million monthly listeners, The Human Upgrade brings you the knowledge to take control of your biology, extend your longevity, and optimize every system in your body and mind. Each episode delivers cutting-edge insights in health, performance, neuroscience, supplements, nutrition, biohacking, emotional intelligence, and conscious living. New episodes are released every Tuesday, Thursday, Friday, and Sunday (BONUS). Dave asks the questions no one else will and gives you real tools to become stronger, smarter, and more resilient. Keywords: precision medicine, biohacking, Dave Asprey Cialis, Anil Bajnath, American Board of Precision Medicine, multi-omics, genomics, transcriptomics, proteomics, epigenetics, NLRP3 inflammasome, vagal nerve stimulation, MMP9, homocysteine, mitochondria, longevity, anti-aging, peptides, BPC-157, metformin, rapamycin, functional medicine, human performance, supplements, EGCG, exposome, nitric oxide, vascular health, metabolism, brain optimization, AI health, biohacking technology, Dave Asprey Sex Drugs Resources: • Learn More About Anil's Work And the Institute For Human Optimization At: https://ifho.org/ • Get My 2026 Clean Nicotine Roadmap | Enroll for free at https://daveasprey.com/2026-clean-nicotine-roadmap/ • Dave Asprey's Latest News | Go to https://daveasprey.com/ to join Inside Track today. • Danger Coffee: https://dangercoffee.com/discount/dave15 • My Daily Supplements: SuppGrade Labs (15% Off) • Favorite Blue Light Blocking Glasses: TrueDark (15% Off) • Dave Asprey's BEYOND Conference: https://beyondconference.com • Dave Asprey's New Book – Heavily Meditated: https://daveasprey.com/heavily-meditated • Join My Substack (Live Access To Podcast Recordings): https://substack.daveasprey.com/ • Upgrade Labs: https://upgradelabs.com Timestamps: 00:00 – Trailer 00:53 – Intro to Precision Medicine 01:58 – Dr. Bajnath's Holistic Health Journey 05:03 – Pharmaceuticals vs. Supplements 07:58 – Peptides and Longevity Molecules 10:34 – Sexual Health and Vitality 13:56 – Vascular Health and Blood Flow 15:14 – Multi-Omics Approach 19:03 – DNA and Genomics 22:17 – Transcriptomics and RNA 24:24 – Proteomics and Inflammation Markers 32:00 – The Human Exposome 34:55 – Key Health Biomarkers 36:58 – Cell Membrane Dynamics 40:28 – Biological Investment Strategy 41:53 – Life Extension Possibilities 48:52 – Bioenergetics and Mitochondria 49:47 – Quantum Medicine and the Future 51:33 – Vagal Nerve Stimulation See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Steve Weidenkopf, an Adjunct Professor at the Christendom College Graduate School of Theology, shares part three of his five-part series chronicling Church history. It was recorded in our Lyceum Auditorium on Feb. 24, 2026.  This series presents a narrative summary of the major persons and events of Church history from Pentecost to the modern day. The story of the Catholic Church is presented in all its glory, success, and failure, along with fascinating vignettes about the men and women, saints, sinners, heroes, and villains who most shaped Catholic history over the last 2,000 years. Click here for more information. 

Sales is a rollercoaster: one month you're flying, the next you hit a wall because a client changes their mind, a supply chain hiccup wipes out the order, or someone inside your own organisation drops the ball. What we can control, completely, is our time, our talent, and our treasure—and that's where the real leverage sits. In a post-pandemic market (and especially as of 2025), buyers are time-poor, inboxes are brutal, and competitors are one click away. So the question is simple: are we making the most of the three things that are actually ours?   Why is a salesperson's time the most expensive asset? Time is the one asset you can't replenish, and it dictates your pipeline, your reputation, and your commission. If you spend your week "busy" but not building relationships, you're basically renting stress. As a buyer, I see it constantly: poor follow-up. And it's bizarre, because we all know acquiring a new customer costs far more than expanding an existing customer's purchase profile (land-and-expand is not a buzzword—it's survival). Yet many salespeople stop after three rejections in cold calling, then wonder why the quarter looks like a horror movie. Compare that with high-performing teams in the US and Japan who run disciplined cadence systems using Salesforce, HubSpot, or Microsoft Dynamics—touchpoints are planned, tracked, and measured like a production line at Toyota. Do now: Block recurring weekly follow-up time and treat it like a client meeting—non-negotiable. How do you stay "top of mind" without spamming people? You stay top of mind by being useful, personal, and consistent—not by blasting a weekly email and hoping for miracles. Most "newsletters" end up in junk, clutter, or the "unsubscribe and forget forever" bin. Staying top of mind takes effort, but the upside is massive—especially if your competitor is lazy. Think in terms of buyer psychology: people choose the option that costs them the least mental energy. If they already know you, trust you, and can predict your quality, you become the easy decision. This is why professional services firms—translation agencies, consultancies, training providers—win on relationship continuity. In Japan, where trust and reliability are weighted heavily in B2B decisions, sustained contact beats flashy pitch decks. Do now: Replace "email blast" with a simple cadence: 1 helpful note + 1 relevant insight + 1 human check-in each month. What does "good follow-up" look like in the real world? Good follow-up is a system, not a mood—and it works even when you're busy. The best example is when a supplier meets you once, then keeps in touch thoughtfully for years, so when you need them, they're already in pole position.  That's not luck. That's process. It's logging touchpoints, setting reminders, and sending value that matches the buyer's context: a short video, a case study, a relevant event invite, a quick "saw this and thought of you." Compare startups versus multinationals: startups often have hustle but no system; large firms have tools but suffer from internal handoffs. Your job is to combine both—human warmth plus operational discipline. Mini checklist One CRM record per decision-maker Next step dated and owned 3 channels: email + LinkedIn + one "real" touch (call/voice) Do now: Set CRM tasks immediately after every interaction—no "I'll do it later." How do you future-proof your sales talent as the market changes? Talent is time-bound—if your skills don't evolve, your results won't either. Being a Modern selling is a blend: consultative discovery, social credibility, and content that proves you can solve problems. Are you comfortable using LinkedIn, YouTube, short-form video, webinars, and a breadcrumb trail of useful insights? In 2025, buyers often "pre-qualify" you before they reply—your digital footprint becomes your silent salesperson. This is where markets differ: US sellers may lean harder into personal brand and outbound automation; Japan often rewards consistency, humility, and proof over hype. Either way, the basics still matter: questioning, listening, objection handling, and clear next steps—Dale Carnegie fundamentals don't expire. Do now: Pick one skill to upgrade this month (video, discovery, negotiation) and practise it weekly. Is investing in sales training still worth it when so much is free? Yes—free information is everywhere, but disciplined learning and application are rare. You can binge podcasts, hoard books, and still stay average if you never implement.  Back in 1939, Dale Carnegie made world-class training accessible through public classes. The logic still holds: if your company doesn't train you well, invest a microscopic part of your treasure and go get the best. Today, you've got Coursera, LinkedIn Learning, Dale Carnegie programs, specialist coaching, and industry conferences across Asia-Pacific, Europe, and North America. The difference between top performers and everyone else isn't access—it's commitment and execution. Top sellers learn, apply, customise, refine… then repeat. Do now: Spend treasure where it changes behaviour: coaching, role-plays, and frameworks you'll actually use in live deals. What separates top salespeople from everyone else over the long run? Top salespeople don't stop learning—and they don't just "consume," they apply. They stay current through market shocks, tech shifts, and buyer behaviour changes, then tailor what they learn to their patch.  They also protect their time like a dragon guarding gold. They're intentional about: prospecting blocks, client follow-up, pipeline hygiene, and skill practice. They understand cause-and-effect: no follow-up → no trust → no deal. No talent upgrades → commoditisation → price pressure. No treasure invested → stalled growth. This is true whether you sell SaaS in Singapore, industrial equipment in Osaka, or professional services in Sydney. And as work norms shift—think hybrid work and tighter labour conditions in parts of Asia, including Japan's evolving workplace reforms in recent years—buyers want clarity, speed, and reliability. Be that person. Do now: Audit your week: cut 2 low-value activities, add 2 relationship touches, and schedule 1 learning/practice session. Final wrap Sales will always throw curveballs—clients change, supply chains wobble, internal delivery misses happen. But time, talent, and treasure are your controllables, and they compound when you manage them like a pro. Build a follow-up system, evolve your skills for modern selling, and invest in learning that translates into behaviour. Then you'll stop riding the rollercoaster with your eyes closed—and start driving. Optional FAQs Is cold calling dead in 2025? Cold calling still works when paired with a cadence (LinkedIn + email + calls) and a clear value hook, not random dialling. How often should I follow up with a prospect? Monthly is a strong default for warm prospects, with tighter weekly touchpoints during active deal stages. What's the best CRM for follow-up? The best CRM is the one you actually use daily—Salesforce, HubSpot, and Dynamics all work if your cadence is disciplined. Next steps for leaders and salespeople Build a minimum follow-up cadence and measure it weekly Run monthly role-plays on discovery, objections, and closing Set learning KPIs (hours practised, not hours watched) Coach on personal brand: one useful post per week Review pipeline hygiene every Friday 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 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).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan. 

Your keys aren't lost. Your mind isn't going. And no, that's not Alzheimer's. Dr. Majid Fotuhi, Adjunct Professor, Johns Hopkins University & author of The Invincible Brain, busts the biggest myth in women's brain health: that the fog, the forgetfulness, and the "wait, why did I walk in here?" moments of perimenopause are a sign of something sinister. Spoiler: they're not. And your brain? It can literally grow. From the surprising science of how walking three times a week can give you a measurably bigger brain, to why your hearing aid might be the best thing you ever do for your memory, Dr. Fotuhi gives us proof that midlife isn't a decline — it's a new childhood. And this time, you're in charge. Episode Overview (timestamps are approximate): (0:00) Intro/Teaser (5:00) Why Perimenopause Causes Brain Fog (8:00) Estrogen & How Hormones Affect Memory (13:00) Exercise Is the #1 Pillar of Brain Health (16:00) Exercise That Grows Your Brain (21:00) Brain Fog vs. Alzheimer's (26:00) Your Genes Are Not Your Destiny (30:00) Medications & Hearing Loss (43:00) Beyond IQ: The 30 Forms of Intelligence (50:00) Brain Training & Neuroplasticity (1:01:00) The After-Party with Dr. Stephanie Resources mentioned in this episode: https://drstephanieestima.com/podcasts/ep458 We couldn't do it without our sponsors: QUALIA CREATINE+ - If you want to feel stronger, sharper, and more resilient, Qualia's Creatine+ is my recommendation.Go to https://qualialife.com/better  and use code BETTER to save up to 50%, plus an additional 15% off.  COZY EARTH  - Cozy Earth helps you feel better by keeping your temperature perfect overnight to facilitate deep restorative sleep. Head to https://cozyearth.com and use my code BETTER for up to 20% off. TROSCRIPTIONS - There's a completely new way to optimize your health. Give it a try at https://troscriptions.com/BETTER or enter BETTER at checkout for 10% off your first order. PIQUE LIFE - If you want to redefine your evening ritual and still feel like yourself the next day, you can get 10% off for life. Yes, for life at https://piquelife.com/better YOUNG GOOSE  - More resilient. More hydrated. More responsive. This is skin quality skincare. Go to https://younggoose.com/better and use code BETTER for 10% off your first purchase ****************************P.S. When you're ready, here are two ways Dr. Stephanie can help you:Subscribe: The Mini Pause — My weekly newsletter packed with the most actionable, evidence-based tools for women 40+ to thrive in midlife.Build Muscle: LIFT — My progressive strength training program designed for women in midlife. Form-focused, joint-friendly, and built for real results. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Wesley Vander Lugt is a pastor, theologian, writer, teacher, nonprofit leader, and arts advocate with a passion for beauty, slowness, cultivation, and kinship. He currently works as the Acting Director of the Leighton Ford Center for Theology, the Arts, and Gospel Witness and is Adjunct Professor of Theology at Gordon-Conwell Theological Seminary in Charlotte. He is also the Co-Founder of Kinship Plot, a community of learning and practice imagining and embodying resonant relationships of every kind. His new book is Beauty Is Oxygen: Finding a Faith that Breathes. In this episode, Wes and Jonathan Rogers discuss just how necessary beauty is. This episode originally aired in June of 2024.Support the show: https://therabbitroom.givingfuel.com/memberSee omnystudio.com/listener for privacy information.

The topic of this episode is, “Why should we care about Congress's power of the purse?”Well, we are just getting through the FY2026 budget process, which Congress was supposed to finish nearly half a year ago. And the next budget process has begun.During the second administration of Donald Trump, we have seen an escalation of the longstanding battle between the executive branch and the legislative branch over federal revenue-raising and federal spending. Mr. Trump famously unleashed the Department of Government Efficiency, and he has refused to spend money appropriated by Congress. In other cases, he has repurposed money appropriated for one purpose to another purpose. And this is to say nothing of some of the peculiar revenue-raising maneuvers he has made, such as seizing oil from Venezuela, selling it, and then tucking the money in an overseas bank account.Should we be bothered by any of these doings? Should we really care whether Congress or the president exerts more or less power over the federal purse?To discuss these questions, I have with me Shalanda Young, who has an extraordinary amount of expertise and experience in federal budgeting matters. Ms. Young presently is a Distinguished Scholar in Residence and Adjunct Professor of Law at New York University's law school.Previously, Ms. Young was the Director of the U.S. Office of Management and Budget from 2021 to 2025. In that position, she also led the development of all four of President Joseph Biden's budgets and presented them before Congress each year. She was also a lead negotiator for the Fiscal Responsibility Act of 2023 that averted a first-ever debt default and lifted the Nation's debt ceiling. Ms. Young came to the executive branch with a load of legislative branch experience. She worked for the House Appropriations Committee for nearly 15 years and served the Committee as the Staff Director.So who better to discuss Congress's power of the purse?Read the full transcript here.

"It's one way to say, you've done a great job, thanks a lot for your service"

Change is easy to talk about and hard to embrace. Most people don't refuse change out of logic — they resist it out of instinct. Try the classic "fold your arms the other way" exercise: nothing meaningful is at stake, yet your body argues back. So if a tiny shift feels awkward, imagine what your team feels when you ask for a restructure, new CRM, new KPIs, or a new strategy. This transcript is a practical talk design that helps people move from grumbling compliance to genuine buy-in — especially when the change is big, public, or politically messy.  How do you define the change so people can actually embrace it? If the change isn't crystal clear, your audience will fill the gaps with fear, rumour, and resistance. Leaders often say "We're transforming" or "We're becoming more customer-centric," but that's fog, not a destination. Define the change like you're writing a survey question: precise, measurable, and impossible to misunderstand. In a Japanese context (where ambiguity can be read as risk), clarity matters even more; in a US or Australian context (where speed is prized), unclear messaging triggers frustration and scepticism. Spell out the outcome: what stops, what starts, what stays. Name the systems involved (Salesforce, Microsoft Teams, SAP, OKRs), the timeframe (this quarter, post-pandemic reality, as of 2026), and what "good" looks like. People embrace what they can picture. Do now: Write the change in one sentence + three bullets (Stop/Start/Continue). Read it aloud until it's clean. Why should you design the closing before the opening? Because your close is what people remember when they decide whether to support you — or quietly sabotage you.  Most presenters obsess over the opening and then improvise the ending, which is backwards. Start at the end for design clarity: you need two closes. Close #1 is what you say before Q&A. Close #2 is what you say after Q&A — and that second close is vital, because one random question can hijack attention. If a listener leaves thinking about an off-topic tangent, your recommendation dies in the carpark. Great executives at companies like Toyota, Rakuten, Amazon, and Atlassian know messaging discipline wins. Your final words should "ring in their ears" after the talk is over. Do now: Draft two 20–30 second closes: one to summarise, one to re-anchor after questions. What questions will kill your credibility — and how do you pre-empt them? Unprepared Q&A is where good change proposals go to die. You can have a brilliant idea, but if you stumble on obvious questions, people don't just doubt the detail — they doubt you. Anticipate likely objections: cost, workload, timing, fairness, risk, and "what's in it for my team?" Think in categories: frontline (time and tools), middle managers (authority and KPIs), executives (risk and ROI), and support functions (process and compliance). In multinationals, you'll also face "global vs local" questions; in SMEs, it's "we don't have resources." Pre-empt with short, confident answers and one supporting example each. You're not trying to win an argument; you're trying to protect trust. Do now: List the top 10 brutal questions. Write crisp answers. Rehearse them out loud with a colleague playing the sceptic.                                        How do you justify the need for change without sounding pushy? People accept change faster when you give a clear "why" and a compelling "proof," not a lecture. Your justification has two parts: (1) a direct statement of the need, and (2) an example that makes the need undeniable. The "why" should connect to real-world pressures: customer expectations, competitor moves, cost blowouts, quality issues, cyber risk, talent retention, or post-pandemic work patterns. The example should be specific: a client churn story, a missed deadline, a compliance near-miss, a sales cycle slowdown, or a service failure. In Japan, the example must be respectful and non-blaming; in the US, it can be more direct; in Australia, it should be straight but not self-righteous. Make it human, not abstract. Do now: Write your "why" in one sentence. Add one concrete example with numbers (even rough ones) and a short story. Why do you need three viable solutions, not one "obvious" answer? If you present one "perfect" option and two silly decoys, people feel manipulated — and they'll resist on principle. The goal is credibility. Offer three genuinely workable solutions, each realistic in cost, capability, and timeline. This signals balance and respect. Option sets also help different cultures and personalities: some audiences prefer incremental change (risk-managed), others want bold change (speed). Your job is to show you've done the thinking. Then — and this is the trick — you list pros and cons for each option in detail. Real options have real downsides; naming them makes you look objective and trustworthy. You're not hiding the pain; you're managing it. Do now: Build three options that could all work. For each, list 3 pros + 3 cons, including cost, time, and operational impact. How do you recommend "Option 3" without sounding like you've already decided? You earn the right to recommend Option 3 by making Options 1 and 2 feel genuinely credible first. Then you place your preferred choice last because recency bias is real: people remember what they heard most recently. But don't just declare it — prove it. State clearly: "We recommend Option 3." Then give evidence: impact on customers, speed to value, risk controls, resource fit, alignment to strategy, and what success looks like. If possible, anchor it in known frameworks (Kotter's change model, ADKAR, OKRs) or operational realities (training time, adoption curves, budget cycles). Finally, design an opening that punches through distraction — phones, notifications, social media — because the hardest part of public speaking in 2026 is winning attention in the first 30 seconds. Do now: Make Option 3 last, strongest, and evidence-backed. Write a punchy opening that earns attention fast. Conclusion If you follow this delivery structure — Opening → Need → Example → Option 1 (pros/cons) → Option 2 (pros/cons) → Option 3 (pros/cons) → Recommendation → Close #1 → Q&A → Final Close — you dramatically increase the odds of people adopting your change willingly. Getting people to change is hard. Getting them to embrace it takes design discipline. We have a bonus for you packed with free resources—one that'll make you go, 'Yep, this is exactly what I wanted.' Head to the link now.  dale-carnegie.co.jp/en/about/freebundles 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). 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.

Born in Torrejon, Spain to parents involved in serving their country, the desire to serve has continued through her education and current career journey. She is an activist, scholar and author. Her debut non-fiction book To Be A Problem: A Black Woman's Survival in the Racist Disability Rights Movement published by Beacon Press was released in July 2024. She is an Adjunct Professor at Georgetown University, Co-Director of the Policy Innovation Lab (PIL) and a strategist, writer, instructor, project manager, connector, changemaker and policy wonk.Currently Ms. Baldwin is President of DMadrina, LLC. a consultant firm working with organizations around the world to incorporate Intersectional policy agendas with an emphasis on disability justice. She is also an adjunct professor at McCourt School of Public Policy and McDonough School of Business at Georgetown University teaching disability justice, equity and policy as well as Introduction to Advocacy and policy. She has held senior level positions in federal policy at multiple organizations. She was the Director of National Policy for the Center for Disability Rights, Inc. (CDR) and Senior Policy Analyst at National Disability Rights Network (NDRN). She works within the Disability Justice movement and with an intentional strategy to end racism and systems of oppression.As a consultant Ms. Baldwin does legislative work, from research and writing comments, testimonies, letters, speeches and reports to assisting with advocacy outreach and working with Congressional staff, the Administration, coalition partners and others on multiple issue areas for improving the lives of all but a serious concentration on BIPOC with disabilities. Centering this community in the work of social justice will dismantle the barriers of subjugation and oppression of all. She has extensive knowledge of disability and civil rights laws. She has a keen ability for networking and outreach to “in the streets” national and international activists. She also conducts seminars and facilitates conversations and trainings on multiple issues of equity.She is a fellow in the Women Transcending Collective Leadership at Center for Justice at the School of Social Work at Columbia University (Cohort 6 2024-2025). She is an Ambassador for Health Equity Fellow and a member of several advisory committees working on ending criminalization in this country. She advises Urban Institute Prison Research and Innovative Initiative (PRII) and The Justice Lab of Columbia's Square One Project. She serves on the Board of Directors for SPAN Parent Advocacy Network and Laura Flanders and Friends She recently completed three terms (9yrs) on the National Low Income Housing Coalition Board of Directors.She has led multiple national and international advocacy campaigns. In December 2022 she spoke on the lack of inclusion of disability issues and accessibility, at the United Nations first meeting of the Permanent Forum of People of African Descent. Ms. Baldwin has been working with Congress to pass federal laws since 2004; and worked on over 25 federal bills that have gone to five different President's desk - Clinton to Biden - even bills passed and signed by #45. L. Dara Baldwin has a Bachelor of Arts in Political Science from Rutgers University, Newark, NJ and was a Pi Alpha Alpha honors Graduate with a Masters of Public Administration from Rutgers University the School of Public Affairs and Administration, Newark, NJ. She is an adjunct professor teaching Disability Justice, Equity and Policy at McCourt School of Public Policy at Georgetown University.Debut Non-fiction book titled: To Be A Problem: A Black Woman's Survival in the Racist Disability Rights Movement published by Beacon Press in stores July 9, 2024Social Media Outreach:Follow on Twitter and InstaGram, Threads and BlueSky: Personal @NJDC07 – ReTweets, Mentions and Favs are not endorsements This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit malyndahale.substack.com/subscribe

John talks with Simon Moya-Smith who's 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. John also talks with Julie Francella who's a mental health professional experienced in handling complex trauma with Indigenous youth and families. She's also 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. They discuss TIME magazine featuring Jordan Harmon and Mackenzie Roberts, two citizens of the Muscogee (Creek) Nation, on the cover of its issue titled “The People vs. AI,” highlighting a growing grassroots pushback against the unchecked expansion of artificial intelligence infrastructure across the United States. They also talk about the state of New Mexico finally investigating the forced sterilization of native women and in Sant Fe there's a big fight over a monument honoring calvary soldiers which native protesters toppled in 2020. Sant Fe residents are claiming the monument represented generations of genocide against Native Americans.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

"The key thing is that the leader needs to be able to identify where those turning points or tipping points are so that they don't become a bottleneck in that process." "In most cases, I feel like I only have about 30% of the necessary information to make me comfortable to make that decision." "Consensus in a Japanese sense is that a little bit of everyone's idea is taken and included in the final solution so that everyone feels that they've been part of the final solution." "If you want to be successful in business in Japan… it's patience, persistence, and politeness." "In Japan you can do anything. It's just that it will end up taking twice as much time and ended up costing you twice as much money." Brief Bio Ross Rowbury was President of Edelman Japan, a leading local business through a decade of rapid growth from roughly 20 people to more than 80, making it one of the largest foreign PR operations in the market. He first arrived in Japan as a Rotary exchange student in high school and later returned after university to build his career across banking and securities, spending around nine years at a major Japanese broker before moving to foreign brokerages. After a short attempt at entrepreneurship, he shifted into the communications industry by leveraging his finance background in financial PR, eventually moving into senior leadership and today running the Japan business of Edelman, one of the world's largest PR firms. Ross Rowbury's leadership story in Japan is shaped by longevity, humility, and a practical acceptance that "certainty" is often a luxury leaders do not get. Having first come to Japan as a teenage exchange student and later returning to start his professional life in finance, he learned early that competence alone does not automatically translate into followership in a Japanese workplace. His first major leadership role arrived in his early thirties, when he was tasked with turning around a loss-making department. The performance goal was simple—make it profitable—but the cultural context was not.   Every team member was at least a decade older, and the age hierarchy that can silently govern influence and legitimacy became a daily force. Resistance was not only about ideas; it was about identity, pride, and perceived loss of face. The experience produced intense stress, yet it also forged an enduring lesson: authority must be earned through results, relationships, and an ability to read the room—what many describe as kuuki. His move into PR introduced a different leadership terrain. Unlike finance, where outcomes can feel "black and white," consulting work is creative, negotiated, and relational. Rowbury found it easier to lead by showing value through client work and solutions, particularly as experience and seniority reduced the friction of hierarchy. As Edelman Japan grew, his leadership challenge shifted again—from personal execution to organisational design. He describes the organisation as a living thing whose needs change over time, and he highlights a classic scaling trap: the leader becomes the bottleneck. In early growth, he joined every pitch; later, he stepped back to create space for others. The transition hurt—losing 15 pitches in a row tested resolve—but it ultimately built a stronger, more independent team. Rowbury's current phase is defined by complexity: the industry's digital disruption, the need to hire specialists from different backgrounds, and the cultural integration required when "the same words can mean very different things." Even simple labels—like "project manager"—carry multiple definitions depending on whether someone comes from PR, advertising, or operations. In that environment, leadership becomes a translation exercise: aligning language, expectations, and pace, while creating a shared operating system that preserves commercial standards. His approach leans on repeated "fierce conversations," explicit apology when he missteps, and a deliberate embrace of diversity in working styles. Across generations, he observes that expertise no longer belongs to tenure alone. Digital channels can invert authority, as younger team members may see the modern pathway to attention and amplification more clearly than traditional leaders. That reality raises the bar on transparency and trust. Employees want to understand why decisions are made, and they want to participate—pressures that pull Western-led organisations toward Japanese-style inclusion, closer to nemawashi and ringi-sho thinking, even when speed still matters. Ultimately, Rowbury frames leadership in Japan as patience with ambiguity, persistence without aggression, and politeness that protects relationships—paired with the courage to make decisions with incomplete information and to keep learning, even after decades in the country. Q&A Summary What makes leadership in Japan unique? Rowbury highlights that leadership legitimacy in Japan is often influenced by unspoken social structures—particularly age hierarchy and the atmospherics of kuuki. Early in his leadership journey, being significantly younger than his team triggered resistance that was less about competence and more about perceived status and face. He also distinguishes Japanese "consensus" from a Western interpretation: rather than persuading everyone to choose option three, Japanese consensus often blends elements of multiple views so people feel represented. That approach resembles nemawashi in practice—broad, pre-aligned input gathering—and can be operationalised through ringi-sho style circulation, but it demands time and careful social calibration. Why do global executives struggle? He argues that many executives arrive expecting clarity and control, yet Japan operates in "funny grey" where the boundaries between yes and no can be contextual. Managers used to speed may become frustrated by the slower cadence of alignment and the additional cost of coordination. Rowbury's rule of thumb is blunt: in Japan, almost anything is possible, but it often takes twice the time and twice the money. The executives who struggle most are those who interpret delay as incompetence, rather than as a different system of risk management, quality, and relational assurance. Is Japan truly risk-averse? Rowbury reframes the question as one of uncertainty avoidance. In his view, Japan is not incapable of bold outcomes, but it seeks to reduce ambiguity before acting—often through broader consultation and incremental commitment. He also cautions against simplistic "mistakes are welcome" messaging in a hyper-connected media environment where a small error can cascade into reputational harm. The practical stance becomes bounded experimentation: encourage small, controlled risks that improve process and creativity, while drawing bright lines around compliance, client reputation, and legal exposure. What leadership style actually works? His answer combines consistency with adaptability. Leaders should not chase universal approval; they should maintain a coherent decision logic, communicate it repeatedly, and then adjust quickly when reality proves them wrong. He emphasises the importance of not becoming a bottleneck as organisations scale—delegation is both a growth strategy and a trust-building signal. He also recommends linguistic and cultural framing: avoid phrases that trigger fear ("that's your responsibility") and choose language that invites ownership ("I'll leave it up to you"). In practice, the effective style blends Western decisiveness with Japanese inclusion—decision intelligence over impulse, and structured consultation over vague agreement. How can technology help? Rowbury points to digital disruption as the central driver of change in communications. Attention is scarce, narratives must land in seconds, and amplification requires integrated planning across social, events, and media. Technology can support leaders by creating clearer information flows as organisations grow—reducing the gap between what the leader needs internally and what the market demands externally. He also describes using AI-enabled engagement surveys to detect patterns and prioritise action. In a more advanced framing, leaders can borrow from decision intelligence concepts—dashboards, scenario planning, and even "digital twin" thinking for organisations—to test operational changes (like remote work and wellness policies) before scaling them. Does language proficiency matter? Rowbury suggests that success is less about perfect fluency and more about disciplined communication and cultural translation—understanding how the same words can mean different things across industries and backgrounds. The key is building a shared language inside the organisation, clarifying definitions, and repeating messages through multiple channels until they stick. That repetition is not redundancy; it is trust-building in a skeptical environment. Leaders who listen carefully, consult respectfully, and communicate consistently can bridge gaps even when language skills are not flawless. What's the ultimate leadership lesson? His core lesson is that leadership is continuous learning under conditions of imperfect information. He describes decision-making comfort as rare—leaders may only have 20–30% of what they wish they knew, yet they must still decide. The discipline is to keep moving, remain curious, and recover quickly from missteps. For newcomers to Japan, he distils it into the "three Ps": patience, persistence, and politeness. In the long run, that mindset—paired with humility about culture, respect for the grey, and a commitment to keep learning—defines sustainable leadership in Japan. Timecoded Summary 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.

DATs may be collapsing, AI agents may be overhyped, but Omid Malekan thinks the strongest case for crypto has nothing to do with either. Thank you to our sponsors: ⁠⁠Fuse: The Energy Network⁠ Bitcoin is below $63,000, digital asset treasuries are under pressure, and the debate over whether crypto markets are bottoming or breaking down is splitting the hosts.  Ram is skeptical of institutional demand when he looks at the 13F data from institutions filing SEC reports. Chris is on the phone with institutions all day and is bullish.  Omid Malekan, adjunct professor at Columbia Business School, comes in with a longer lens: he admits he contributed to the DAT hype cycle, has doubts about agentic commerce that remind him of the metaverse in 2021, and thinks the strongest argument for crypto is not a product or a token but a fact about how nation-states treat their own citizens.  The conversation also covers tokenized bank deposits, the SEC's updated broker-dealer guidance on stablecoins, and what it means that the Supreme Court just struck down Trump's tariffs. Hosts: ⁠⁠Ram Ahluwalia⁠⁠, CFA, CEO and Founder of Lumida ⁠⁠Austin Campbell⁠⁠, NYU Stern professor and founder and managing partner of Zero Knowledge Consulting ⁠⁠Christopher Perkins⁠⁠, Managing Partner and President of CoinFund Guest: ⁠Omid Malekan, Adjunct Professor at Columbia Business School Links: Unchained: Bitcoin Slips Below $63,000 as Fear Deepens Bitcoin Dips Below $65,000 as Tariff Uncertainty Weighs on Risk White House Talks Make Progress on Stablecoin Yields but No Deal Yet SEC Quietly Eases Capital Rules for Stablecoins SCOTUS: Supreme Court strikes down tariffs Citrini: ⁠THE 2028 GLOBAL INTELLIGENCE CRISIS Learn more about your ad choices. Visit megaphone.fm/adchoices

Preaching from her experience as a Black, lay Catholic woman, Dr. Valerie D. Lewis-Mosley offers a reflection on listening to Jesus, embracing the cross with love, and claiming our place in God's ongoing work of transfiguration: "It is this willingness to embrace the cross, the Mount Calvary experience that provides the ultimate transfiguration of our souls and spirits in the Resurrection." Valerie D. Lewis-Mosely, RN, OPA, is the retired Director of Religious Education at the Church of Christ the King - Jersey City, New Jersey, a historical Black Catholic Parish. She now serves in various capacities across the nation as a mentor to youth and young adults; evangelist, retreat leader and revivalist and public speaker, life coach and Spiritual Director. She is an Adjunct Professor in the Department of Theology at Caldwell University, Caldwell, New Jersey, and Xavier University of Louisiana Institute for Black Catholic Studies. Visit www.catholicwomenpreach.org/preaching/03012026 to learn more about Valerie, to read her preaching text, and for more preaching from Catholic women.

Leaders today are drowning in meetings, email, reporting, coaching, planning, performance reviews, and constant firefighting. The real issue isn't whether you're busy—it's whether your time, talent, and treasure are being invested in the work that keeps you effective now and promotable next. Why do leaders feel more time-poor even with better tech? Because faster tools have increased expectations, not reduced workload—and they've made "always on" feel normal. The smartphone, Teams chats, dashboards, and instant messaging don't create time; they compress response windows. Post-2020, hybrid work accelerated this, and the global 24-hour cycle became the default for many multinationals, while SMEs often feel it even more because leadership bandwidth is thinner. In markets like Japan, where consensus and alignment matter, leaders can get pulled into "just one more check-in." In the US, speed can dominate; in Europe, governance and process add another layer. Different pressures—same outcome: leaders feel behind, anxious, and exposed to FOMO. Do now: Identify the 2–3 activities that create strategic leverage (not just motion), and block time for them daily—before the inbox wins. Where should a leader spend time when they're far from the frontline? Spend your time building an "insight engine" through people, not trying to personally touch everything. As organisations scale, you operate through others, and the risk is losing texture: you weren't in the client meeting, you didn't hear the objection, you only see the numbers after the fact. Executives at firms like Toyota solve this by turning frontline intelligence into a system—structured feedback loops, customer listening routines, and disciplined reporting rhythms. Contrast that with a startup: founders may still be close to customers, but chaos can make signals noisy. Either way, leaders need an intentional method to "see the battle" without being everywhere. Do now: Create a weekly cadence: one customer story, one frontline barrier, one competitor insight—delivered in a consistent format by your team. How do I stop being trapped in meetings, email, and rework? You don't win back time by working harder—you win it back by redesigning decisions, standards, and accountability. Meetings multiply when decision rights are unclear. Email explodes when priorities aren't explicit. Rework grows when "good" isn't defined and coaching happens too late. Use the same discipline you'd apply to financial controls: define what decisions sit with you vs your direct reports, set quality standards, and coach early. A multinational might formalise this with governance; a small business can do it with simple rules and a one-page "definition of done." Tools like Slack can help visibility, but they can also create another stream of noise if you don't set norms. Do now: Cut or merge recurring meetings by 20%, and replace them with one clear decision log and one weekly coaching slot. What's the "Pluto problem" in leadership, and how do I avoid it? If you stop learning, the world will reclassify you—even if you're still working hard. Pluto didn't move; the definition changed. In 2006, International Astronomical Union changed the criteria, and Pluto became a dwarf planet. Leadership works the same way: the pace of change shifts the job description under your feet. What worked pre-smartphone, pre-AI, or pre-hybrid may now be insufficient. Strategy cycles shorten. Stakeholder expectations rise. Communication channels multiply. Leaders who don't refresh their thinking risk becoming "dwarf leaders"—still present, but no longer the best fit for the next challenge. Do now: Pick one capability to rebuild this quarter (strategic thinking, coaching, executive presence, sales leadership) and measure progress monthly. How can leaders keep their talent current without going back to business school? Treat professional education like fitness: small, regular sessions beat occasional "big bursts." Executive programmes at Harvard Business School, Stanford Graduate School of Business, and INSEAD can be brilliant—but most leaders don't need another credential as much as they need consistent skill renewal. Since the mid-2000s, business changed fast: Facebook launched in 2004, Google went public the same year, Twitterarrived in 2006, and Instagram in 2010. That reshaped attention, branding, recruiting, and leadership communication. Do now: Schedule 60 minutes a week for learning, and 30 minutes a week to apply it with your team—otherwise it's entertainment, not development. How do I spend "treasure" wisely on development and avoid bad training? Buy learning the way you buy investments: verify the assumptions, not the hype. We have more free and low-cost options than ever—previews, reviews, sample modules, peer recommendations. That's a gift, but it also means more low-quality content. Example: the popular "55/38/7" presentation rule gets misquoted constantly. Albert Mehrabian found those ratios apply in narrow situations—when words and nonverbal cues conflict—yet some trainers present it as a universal rule. If a provider can't explain the limits of their own claims, don't hand them your budget. Platforms like LinkedIn Learning can be useful—if you evaluate the instructor credibility and relevance to your market and role. Do now: Set an annual learning budget, test with samples first, and prioritise training tied to measurable KPIs (team output, quality, retention, sales) Final wrap Leadership is a constant trade: you can't do everything, but you can do the highest-value things—consistently. Guard your time with systems, rebuild your talent with habits, and invest your treasure with discernment. The goal is to stay modern, stay credible, and stay promotable. Optional FAQs How many hours per week should a leader invest in learning? One focused hour weekly plus a short application session usually beats sporadic full-day training for retention and behaviour change. What's the fastest way to reduce meeting overload? Clarify decision rights, cancel low-value recurring meetings, and replace status meetings with a consistent written update. How do I know if training is credible? Look for clear scope limits, evidence quality, relevant case examples, and outcomes tied to KPIs—not just confidence and catchy stats. Author bio Dr Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, he is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers—Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery—along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan. 

Steve Weidenkopf, an Adjunct Professor at the Christendom College Graduate School of Theology, shares part two of his five-part series chronicling Church history. It was recorded in our Lyceum Auditorium on Feb. 10, 2026.  This series presents a narrative summary of the major persons and events of Church history from Pentecost to the modern day. The story of the Catholic Church is presented in all its glory, success, and failure, along with fascinating vignettes about the men and women, saints, sinners, heroes, and villains who most shaped Catholic history over the last 2,000 years. Click here for more information. 

Objections are not the enemy — they're signals. In complex B2B and high-ticket selling, an objection often means the buyer is still engaged, still evaluating, and still leaving the door open. The difference between "this is going nowhere" and "we can win this" is whether you follow a disciplined process instead of reacting emotionally. Below is a practical, repeatable objection-handling framework you can run in real time — in Australia, Japan, the US, Europe, in-person or on Zoom — without sounding scripted. Why are objections actually a good sign in sales conversations? Objections usually mean the buyer is still considering you — they're testing risk, fit, and trust rather than silently rejecting you. In most markets post-pandemic (2020–2025), buyers have tightened procurement, involved more stakeholders, and demanded clearer ROI, which means more questions and more pushback — even when they like you. In Japan, where consensus building and risk avoidance are culturally strong, objections often appear as "we need to think" or "it might be difficult." In the US and Australia, you might hear direct resistance like "too expensive" or "we're happy with our current vendor." In all cases, the presence of friction can be healthier than polite indifference. Do now (answer card): Treat objections as engagement. Your job isn't to "win" — it's to discover what's underneath and solve the real concern What's the biggest mistake salespeople make when they hear an objection? The fastest way to lose a deal is to argue with the buyer — even if you're technically correct. The human brain hears pushback and wants to defend: you jump in, correct them, prove them wrong, and accidentally trigger buyer resistance. You might "win the debate" and still lose the decision. This shows up everywhere: startups pitching to procurement, consultants selling transformation programs, and enterprise SaaS teams facing security and legal. In Australia and the US, that argument can feel like a pressure tactic; in Japan, it can feel like you've disrupted harmony and made it harder for the buyer to save face. Instead of debating the headline ("too expensive"), you need the story behind it (budget cycle, internal politics, competing priorities, risk fears). Do now (answer card): Stop defending. Assume the objection is a headline and your job is to uncover the full article. What is a "cushion" and why does it work for handling objections? A cushion is a neutral circuit-breaker sentence that stops you from reacting and buys you thinking time. It's not agreement and it's not disagreement — it's a calm buffer between what they said and what you say next. Examples in plain English: "I hear you." "That's a fair point." "Thanks for raising that." "I can see why you'd ask that." This works because it lowers emotional temperature, keeps the buyer talking, and prevents the "fight or flight" response that turns into arguing. Whether you're selling to a Japanese conglomerate, a US mid-market firm, or an Australian SME, that pause helps you shift from defence mode into discovery mode. Pro tip: keep the cushion short. The cushion isn't the solution — it's the doorway to the right question. Do now (answer card): Build 3–5 cushion phrases you can say naturally, then use one every single time before you respond. What question should you ask first after any objection? Ask: "May I ask you why you say that?" — because the only useful response to an objection is more information.Objections are like a newspaper headline: short, dramatic, and missing context. "Too expensive" could mean cashflow, competitor pricing, CFO scrutiny, or fear of implementation risk. When you ask "why," you throw the "porcupine" back to the buyer — gently — so they explain the real story. This is effective in high-context cultures like Japan because it invites explanation without confrontation. It also works in direct markets like the US and Australia because it signals professionalism: you're diagnosing, not pushing. Watch-out: don't ask "why" with a sharp tone. Make it soft, curious, and slow. The tone is the difference between coaching and challenging. Do now (answer card): Make "why" your reflex. Cushion → "May I ask why?" → listen longer than feels comfortable. How do you clarify and cross-check to find the real objection? Clarify by restating the concern, then cross-check for hidden issues until they run out of objections. Buyers often lead with a minor issue to end the conversation quickly, especially when they don't want a long discussion. Think iceberg: the visible tip is what they say; the big block below the waterline is what they mean. Use two moves: Clarify: "Thank you. So, as I understand it, your chief concern is ___ — is that right?" Cross-check: "In addition to ___, are there any other concerns on your side?" Repeat the cross-check 3–4 times if needed. Then prioritise: "You've mentioned X, Y, and Z. Which one is the highest priority for you?" This is how enterprise sales teams reduce "surprise" objections late in the cycle, and how consultants avoid being derailed by a small complaint masking a major deal-breaker. Do now (answer card): Clarify the core issue, then ask for additional concerns, then rank them. Don't respond until you know the deal-breaker. How do you reply: deny, agree, reverse — and then trial close? Reply to the true main objection with one of three paths — deny, agree, or reverse — then use a trial commitment to confirm it's resolved. Once you've identified the highest-priority concern, you respond in a way that protects trust. Deny (with proof): If it's incorrect ("I heard you're going bankrupt"), deny calmly and offer evidence (financial stability, customer references, audited statements where appropriate). Agree (own reality): If it's true (quality issues, missed deadlines), acknowledge it. Explain what changed: process fixes, governance, QA, leadership actions. Credibility beats spin. Reverse (reframe): If the concern can become a benefit ("you take longer to deliver"), reframe it as risk reduction and quality control — less rework, fewer outages, smoother adoption. Then trial close: "How does that sound so far?" If more objections appear, run the process again. Do now (answer card): Pick the right response type (deny/agree/reverse), then trial close immediately to confirm the objection is gone. Conclusion: the repeatable objection-handling rhythm Objections don't block deals — unmanaged emotions do. When you treat objections as engagement, cushion your response, ask "why," clarify the real issue, cross-check for hidden concerns, and reply with credibility, you stop wrestling the buyer and start guiding the decision. If there are no questions, no objections, no hesitation, it may mean the buyer has already eliminated you and is just waiting for the meeting to end. Better to find out early — and move on to a real opportunity. 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). 

Most leaders want "alignment," but what they really need is movement—people actually doing the new thing. Motivating action is devilishly hard because humans cling to habits, defend their comfort, and only rent logic after emotion has already bought the decision.  Below is a practical, talk-design framework you can use in leadership meetings, sales kick-offs, internal change programs, and client presentations—especially when you need people to stop nodding and start acting. Is motivating people to change really that difficult? Yes—because habit beats good intentions, and people protect the status quo like it's their job. Even when everyone agrees "something should change," most of us quietly mean other people should change first. In workshops, a tiny experiment proves it: put your watch on the other wrist or fold your arms the "wrong" way. Your brain throws a mini tantrum. That discomfort is what you're up against in every change initiative—whether you're a sales manager in Japan rolling out a new CRM process, or a team lead in the United States trying to shift meeting culture post-pandemic. In practice, logic explains change, but emotion powers it. People act on feeling, then justify with reasons. Do now: Identify the one habit your audience is clinging to—and name the discomfort your change will create. What's the first step to get others to take action? Start with the end in mind: choose one concrete action that is easy to understand and feels easy to do. If the action sounds complicated, political, or time-consuming, motivation evaporates. Leaders often blow it here by proposing "transformation" instead of a single step: "be more customer-centric," "collaborate better," "innovate faster." That's fog, not action. A better move is something measurable: "book three customer interviews this week," "open every proposal with a problem statement," "run a 15-minute pre-brief before the monthly meeting." This works in startups and multinationals because it reduces cognitive load—the brain loves clarity. Make the action small enough to start, but meaningful enough to matter. Do now: Write the action as a verb + object + deadline (e.g., "Call five dormant clients by Friday"). How do you make the audience actually want to do it? You must attach a strong "what's in it for me" benefit that beats the comfort of doing nothing. People don't resist change—they resist loss: time, status, certainty, competence, control. So the benefit can't be vague ("better culture") or distant ("future growth"). It needs punch: less rework, fewer angry customers, faster deals, fewer escalations, more autonomy, more commission, more trust from senior leadership. This is where comparisons help: what motivates action in Australia may be framed around practicality and time; in Japan it may be framed around risk reduction, quality, and team credibility; in the US it may lean toward speed and individual ownership. Same human wiring—different packaging. Do now: Pick one benefit and make it tangible: "This saves you two hours a week" beats "This improves productivity." Why does "telling people what to do" backfire? Because direct instructions trigger resistance, especially in experienced teams who think, "Don't boss me." If you open with the action, you invite critics to immediately attack it. Executives at firms like Toyota and Rakuten (and frankly, any organisation with smart people) have learned that persuasion is smoother when the audience arrives at the conclusion themselves. That's why context matters: when listeners hear the reality, they often decide the action is sensible before you recommend it. You're not forcing them—you're guiding them. This is especially useful across cultures and hierarchies, where blunt "do this" language can be interpreted as disrespectful or naïve. Do now: Remove your first-slide instruction. Replace it with the situation that makes the change feel inevitable. How do you use storytelling to drive action in a talk? Tell the incident with enough real-world detail that people can see it—and feel it—in their mind's eye. Story is the bridge between logic and emotion. Use people, place, season, and time. Not because it's "cute," but because specificity creates belief. "Last quarter, in our Tokyo client meeting…" lands harder than "sometimes clients…" A story can be your experience, a customer moment, a mistake, a near miss, or a win—anything that explains why you believe the action matters. This is where you build credibility without preaching. Keep it tight, but vivid. The goal isn't theatre; the goal is emotional engagement that makes action feel like relief. Do now: Draft a 60–90 second incident story with (1) who, (2) where, (3) what happened, (4) what it cost. What is the "Magic Formula" for motivating others to action? Plan your talk as action → benefit → incident, but deliver it in reverse: incident → action → benefit. This is the Magic Formula.  Here's why it works: the incident neutralises opposition. Instead of a room full of critics, you create a room full of co-diagnosticians. They hear the context, they connect the dots, and they start forming the same conclusion you already reached. By the time you state the action, they're mentally ahead of you—agreeing. Keep it disciplined: one action only, and one strongest benefit only. Multiple actions split attention; multiple benefits dilute impact. This is as true in B2B sales as it is in leadership change programs. Do now: Build your next talk in three parts: Incident (70%), Action (15%), Benefit (15%). One action. One best benefit. Conclusion: turning agreement into action Motivation isn't magic—it's design. When you make the action clear, the benefit personal, and the story vivid, you stop fighting human nature and start working with it. Whether you're leading change in Japan, selling into global accounts, or trying to shift internal behaviour, the goal is the same: move people from "interesting" to "I'm doing it." Quick next steps for leaders Write your one action in a single sentence. Choose your one strongest benefit (make it measurable). Script your incident story with real detail. Deliver in this order: Incident → Action → Benefit. End with a deadline and an immediate first step. 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 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 X, 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. 

BACK in 2004. I took our kids back to Africa in 2004. Here's what happened. Due to a minor plane crash and having to make the trip overland, our kids went on into the Congo and I stayed behind with no plans for the week in the Central African Republic. THEN the invitations poured in! I happily taught many groups, pastors, deaconesses, school teachers, night watchmen and even high government officials! They were trilled at the positive news of Eden!NOW in 2026! We have two special events coming up! YOU are invited to our Event at the HQ of the American Bible Society on March 21 2026! We'll be presenting the Tru316 Medallion Award to ABS President Dr. Jennifer Holloran and our Keynote speaker will be Dr. Beverly Nyberg! Dr. Nyberg studied at the University of Nebraska and Trinity Evangelical Divinity School. she has been Adjunct Professor at The George Washington University and Senior Consultant at Common Root Consulting. At the U.S. President's Emergency Plan for AIDS Relief (PEPFAR) State Dept. she for 11 years she was responsible for the US Government global programs for children affect by HIV/AIDS. PEPFAR. She also had served with the Peace Corps in Africa and provided field leadership in DR Congo with The Evangelical Free Church Mission. The Tru316 Foundation (www.Tru316.com) is the home of The Eden Podcast with Bruce C. E. Fleming where we “true” the verse of Genesis 3:16. The Tru316 Message is that “God didn't curse Eve (or Adam) or limit woman in any way.” Once Genesis 3:16 is made clear the other passages on women and men become clear too. You are encouraged to access the episodes of Seasons 1-11 of The Eden Podcast for teaching on the seven key passages on women and men. Are you a reader? We invite you to get from Amazon the four books by Bruce C. E. Fleming in The Eden Book Series (Tru316.com/trubooks). Would you like to support the work of the Tru316 Foundation? You can become a Tru Partner here: www.Tru316.com/partner

"The trust part is very important." "Change was a dirty word." "Anything controversial was normally me." "Doing the same thing over and over again and expecting a different result is the definition of insanity." Paul Hardisty is a finance-trained executive (CPA) who began his career in Melbourne and became CFO of a group of fashion brands across Australia and New Zealand, including Davenport, with licensing and distribution experience across brands such as Calvin Klein and Carhartt. In 1999, he joined adidas, initially slated for Indonesia just as Jakarta's riots erupted, before ultimately leading adidas Indonesia for five years. He then spent six months in India addressing corruption issues, before moving to South Korea for more than six years, scaling the business significantly. Hardisty's long-held ambition was Japan, and he relocated with his family to lead adidas Japan, where he spent around a decade and helped drive major growth. His career arc reflects repeated adaptation across markets, cultures, and organisational scale, culminating in leading one of adidas's most sophisticated and strategically scrutinised country operations. Paul Hardisty's leadership story is a study in scale, trust, and the mechanics of change inside a complex, matrixed multinational. Having built a finance foundation in Australia and then taken on consecutive country leadership roles across Indonesia and South Korea, he arrived in Japan with a reputation for delivery and a clear-eyed sense that every market has its own "bucket of challenges". Japan's challenge was not drama; it was magnitude. The jump in organisational size, headcount, and global attention required him to rethink how a leader stays close to the business without drowning in it. Hardisty's early focus was listening: diagnosing issues, filling structural gaps, and building a strategy that could plug into global direction without losing local relevance. He frames trust as the non-negotiable foundation — not uniquely Japanese, but especially powerful in Japan when earned through consistency and "walking the talk". This trust, once established, becomes the lubricant for cross-functional cooperation and the antidote to silent compliance. He is candid about engagement measurement and how it can mislead headquarters. Rather than treating scores as a simplistic international comparison, he focused on patterns, feedback, and the real operational drivers behind sentiment — restructures, headcount freezes, and incentives. His most controversial move was transparency: explaining the scoring system, challenging extremely low scorers to reconsider fit, and even enabling anonymous external applications. The point was not punitive; it was cultural clarity — engagement matters, but so does the integrity of the team environment. Hardisty also leaned into pride as a motivational engine. In sport, brand affiliation and national moments (such as major tournaments) can transform "company" into "identity". He institutionalised that energy through internal competitions, event tickets, surprise guests, and subsidised sports clubs, making motivation tangible and social. Where his approach becomes especially instructive is in diversity and global mobility. He resisted the idea that Japan must be led only by Japanese, or that Japanese leaders must stay in Japan. By placing non-Japanese local hires throughout the organisation and building pathways for Japanese talent to take overseas roles (including shorter three-month rotations), he pushed the company beyond passive consensus into practical internationalisation — a form of organisational nemawashi performed through staffing architecture rather than meeting-room persuasion. On innovation, he names the core friction: uncertainty avoidance and the comfort of repeating proven routines. To counter that, he used incentives, anonymity, and then a structural breakthrough — a business development function reporting directly to him, acting as an internal project-management and strategy engine. It reduced "not my job" resistance, spread ownership, and accelerated decision flow in a ringi-sho world where approvals can slow momentum. Ultimately, Hardisty's Japan lesson is not that Japan is "impossible". It is that Japan rewards leaders who operationalise trust, make change safe to attempt, and build systems that carry strategy through the middle layers to the front line. Q&A Summary What makes leadership in Japan unique? Hardisty sees Japan as different in flavour, not in degree. The distinguishing feature is the strength of trust and loyalty once credibility is earned. In a consensus environment shaped by nemawashi and ringi-sho processes, alignment is powerful, but it must be cultivated deliberately and communicated repeatedly at scale. Why do global executives struggle? He argues many leaders struggle because they over-index on stereotypes and get "brainwashed" by received wisdom — what cannot be done, what must be done, and why Japan is supposedly exceptional. That mindset can cause unnecessary caution, poor decisions, and a failure to see the "bucket load of good things" that make Japan workable and rewarding. Is Japan truly risk-averse? He frames the issue less as risk and more as uncertainty avoidance. People protect reputation by staying within proven patterns, which can look like risk aversion. His antidote is to reframe experimentation as responsible learning, supported by incentives, clear ownership, and leadership cover when outcomes are not perfect. What leadership style actually works? His style is direct, transparent, and human. He uses openness to build trust, shares personal context to reduce distance, and creates forums where information flows both ways. He is also willing to be "controversial" when cultural drift undermines performance or engagement. How can technology help? While he does not position Japan as a technology problem, his operating model maps well to decision intelligence: creating a central function that gathers intel, runs meetings, manages projects, and accelerates cross-functional execution. In modern terms, leaders can use analytics, scenario planning, and even digital twins of the business to test change before rollout, reducing perceived uncertainty and speeding consensus without bypassing it. Does language proficiency matter? He acknowledges language as a major early hurdle and treats capability-building as an investment. Translation support, English training, and mixed-nationality teams can slow meetings, but they also expand opportunity and shift mindsets. Language is not only communication; it is a gateway to global mobility and a catalyst for new thinking. What's the ultimate leadership lesson? Hardisty's core lesson is that repeating the same actions while expecting different results is organisational self-deception. In Japan, change requires systems, structure, and trust — and leaders must design the pathways that make change executable from the top to the shop floor. 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.

Chicago-based financial services company CME Group is reportedly working on a plan to launch the world's first rare earth futures contract. Can the U.S. reshape pricing power without controlling production? What countermove may Beijing take? Will China's dominance in price-setting be diluted? And are we expecting a bifurcated system in the global mineral sector? Host Tu Yun joins Professor Andy Mok of Beijing Foreign Studies University, who's also a Senior Research Fellow at the Center for China and Globalization, Professor Warwick Powell, Adjunct Professor, Queensland University of Technology, Australia, and John Gong, Professor of Economics, at the University of International Business and Economics to unpack the high-stakes battle over minerals, markets, and geopolitical leverage.

"AI is going to be as profound as fire or electricity. Even if that's one-millionth true, we have to take it seriously." In this episode of Inside the GMAT, GMAC Zach sits down with David Marchick, Dean of the Kogod School of Business at American University, to explore how business education is being reshaped by AI, career pivots, and the skills that truly matter over a lifetime. Marchick reflects on his unconventional career path and how those experiences shape his student-first approach to leadership. He explains why "psychic income," not just financial return, drives his work in higher education, and why helping students experiment, fail, and grow outside the classroom is just as important as mastering core business fundamentals. A major focus of the conversation is Kogod's rapid and award-winning integration of artificial intelligence into every aspect of the business school—from curriculum and faculty research to operations and student learning. Marchick shares how Kogod moved quickly to embed AI literacy across disciplines, partnered with tools like Perplexity, and created a culture where experimentation with emerging technology is encouraged rather than feared. The discussion also tackles broader questions facing prospective students: how AI is changing leadership, why business degrees still matter in a non-linear career world, and how graduate education can empower creatives, career switchers, and non-traditional students to reinvent themselves. Marchick closes with advice for ambitious young professionals weighing business school, urging them to find the overlap between what they love, what they're good at, and where they're willing to keep learning—and relearning—over time. About David Marchick: David Marchick serves as Dean of the Kogod School of Business at American University. In this role, he leads the school's work to support more than 2,000 students and offer more than two dozen undergraduate and graduate degree and certification programs. He previously was an Adjunct Professor at the Tuck School of Business at Dartmouth University.  Since Marchick took on the role of Dean in August 2022, the Kogod School of Business has unveiled major initiatives in sustainability, AI and entrepreneurship; raised more than the previous 10 years combined; attracted its largest-ever first-year undergraduate class; and almost doubled the number of endowed chairs for the school. Under Marchick's leadership, Kogod faculty and staff developed and implemented what Poets & Quants called "the most consequential AI transformation in business education." Helpful links: The Kogod School of Business: https://kogod.american.edu/ AU's Institute for Applied Artificial Intelligence: https://kogod.american.edu/iaai Register for the GMAT: https://www.mba.com/exams/executive-assessment/register Chapters: 00:00 Introduction and Personal Reflections 02:29 The Evolution of Business Education 05:35 AI's Impact on Business Schools 08:30 The Importance of Communication Skills 11:35 The Changing Landscape of Graduate Education 14:10 Integrating AI into the Curriculum 17:20 Real-World Applications of AI in Education 20:22 Preparing for the Future of Work 23:15 Advice for Aspiring Business Students 26:11 Future Initiatives at Kogod School of Business

Michael R. Carlino (PhD, The Southern Baptist Theological Seminary) is the Operations Director for CBMW, and an Adjunct Professor of Christian Theology at Boyce College. He and his wife Kylie live with their two children in Clarksville, IN. He is a member of Kenwood Baptist Church where he serves as a Youth Leader. In this conversation, we discuss his PhD dissertation: The Twofold Reign of Christ: A Baptist Approach to Two Kingdoms Theology For more information about CBTS, visit CBTSeminary.org

This week on the podcast, we're sharing highlights from a conversation at the 8th Annual Haskayne School of Business PETRONAS International Energy Speaker Series held on February 11, 2026. Jackie Forrest moderated a sold-out session featuring award-winning author Edward Fishman, whose recent book Chokepoints: American Power in the Age of Economic Warfare, explores the rise of U.S. geoeconomic strategy. Mr. Fishman is a Senior Research Scholar at the Center on Global Energy Policy and an Adjunct Professor of International and Public Affairs at Columbia University. Joining the discussion was Robert (RJ) Johnston, Director of Energy and Natural Resources Policy at the University of Calgary's School of Public Policy. The conversation explores a wide range of issues, including the United States' use of tariffs as a tool of economic warfare, the potential for expanded investment and trade between Canada and China, how such a shift might be viewed by the U.S., and key lessons from American intervention in Venezuela. The panel also discusses the prospects for a peace agreement between Russia and Ukraine, whether a weakening U.S. dollar could diminish America's ability to deploy economic statecraft, and, finally, whether China's growing self-sufficiency could ultimately reduce the effectiveness of U.S. sanctions and leverage. The episode concludes with Peter and Jackie sharing their reflections on the discussion, offering their own perspectives, and examining the issues through a Canadian lens. Content referenced in this podcast:Peter Tertzakian's article on why Canada must act with urgency to diversify its export markets, “Oil, Mercantilism, and the Return of Gunboat Economics” (January 12, 2025) Edward Fishman's article on how Europe should handle Donald Trump's threats, “Want to stop Trump bullying your country? Retaliate” (February 8, 2026) Peter Tertzakian's article, “The Cost of Being a Market Hostage,” (September 8, 2025)Please review our disclaimer at: https://www.arcenergyinstitute.com/disclaimer/ Check us out on social media: X (Twitter): @arcenergyinstLinkedIn: @ARC Energy Research Institute Subscribe to ARC Energy Ideas PodcastApple PodcastsAmazon MusicSpotify 

Michael R. Carlino (PhD, The Southern Baptist Theological Seminary) is the Operations Director for CBMW, and an Adjunct Professor of Christian Theology at Boyce College. He and his wife Kylie live with their two children in Clarksville, IN. He is a member of Kenwood Baptist Church where he serves as a Youth Leader. In this conversation, we discuss his PhD dissertation: The Twofold Reign of Christ: A Baptist Approach to Two Kingdoms Theology For more information about CBTS, visit CBTSeminary.org

Listening is the most underrated sales skill because it's the one that actually tells you what the buyer is thinking, not what you wish they were thinking.  Most salespeople believe they listen well, but in real conversations—especially under pressure—we drift into habits that feel like listening while we're actually rehearsing our next line. In Japan, in the US, in Europe—whether you're selling to an SME, a startup, or a multinational—buyers can feel when you're not fully present. Are you really listening to the buyer—or just waiting to talk? Most salespeople aren't listening; they're mentally queuing up their next point, and the buyer can hear the delay. This shows up in every market: a SaaS rep in San Francisco, a relationship banker in London, or an account manager in Tokyo can look attentive while their mind is sprinting ahead. The trigger is usually one "important" phrase—budget, competitor, timing—then your attention snaps away from the buyer and into your internal monologue. You're still hearing, but you're not taking in. That gap matters because buyers don't only communicate in words. In executive-level meetings at firms like Toyota or Rakuten, meaning often sits inside tone, pace, hesitations, and what goes unsaid. Post-pandemic, with more hybrid calls on Zoom or Teams, these cues are easier to miss—unless you deliberately train for them. Do now: Treat every buyer conversation like a live intelligence feed: if you're writing your reply in your head, you've stopped listening. What are the five levels of listening in sales? There are five levels—Ignore, Pretend, Selective, Attentive, and Empathetic—and most sales calls hover around levels 2 or 3.  Ignore doesn't mean staring at your phone; it can mean being hijacked by your own thoughts the moment the buyer says something provocative. Pretend looks like nodding, eye contact, "mm-hmm"—but your brain is busy building the pitch. Selective listening is the killer in modern B2B: you filter for "yes/no" buying signals, but you miss the conditions attached to them (timeline, stakeholders, risk concerns). Attentive listening is full-focus: no interruptions, no filtering, paraphrasing to confirm. Empathetic listening goes further—eyes and ears—reading what's behind the words and "meeting the buyer in the conversation going on in their mind." That's as relevant in procurement-heavy Japan as it is in fast-moving US sales teams. Do now: Identify which level you default to under pressure—and train upward, not sideways. What does "ignoring the client" look like if you're still in the room? You can "ignore" a buyer while looking directly at them—by following your own thoughts instead of their words. This is common when the client says something that sparks urgency: "We're also talking to your competitor," "Budget is tight," "We need this by Q2." The moment you latch onto that, the rest of what they say fades into the mist because you're fixated on the counterpoint you must deliver. In enterprise sales, this is where deals quietly die: you respond to the wrong problem, at the wrong depth, to the wrong stakeholder. In Japan, where meaning can be indirect and consensus-based, this is riskier—what's not said can be the real message. In Australia, where communication is often more direct, you can still miss the nuance in tone—especially in remote calls where you're juggling slides, notes, and chat. Do now: When you feel triggered, pause and mentally label it: "That's my ego talking—back to the buyer." Why do salespeople "pretend" to listen—and how can you spot it? Pretend listening happens when your body language says "I'm with you" but your mind is already pitching, defending, or debating.  You nod. You lean in. You look professional. But internally you're preparing the product dump, building the objection-handling case, or rehearsing the "killer story." It's the classic "lights are on, but you're not home" dynamic—common across industries like consulting, insurance, tech, and professional services. The modern version is worse: you're also glancing at CRM notes, Slack messages, or the next meeting timer. Buyers notice because your responses don't quite match what they said. You answer a question they didn't ask, or you jump too early. In negotiation-heavy environments (Japan, Germany, regulated sectors), this reads as disrespect. In faster markets (US startups), it reads as shallow. Do now: After the buyer speaks, summarise in one sentence before you respond with anything else. Is "selective listening" efficient—or does it sabotage sales outcomes? Selective listening is efficient for hearing buying signals, but it often sabotages effectiveness by skipping the context that makes the "yes" or "no" meaningful.  Salespeople are trained to hunt for signals: interest, hesitation, resistance. But if you only listen for yes/no, you miss the conditions attached—like internal politics, compliance concerns, implementation capacity, or fear of change. You also jump the gun: you hear the "no" early and start crafting your rebuttal while the buyer is still explaining why. The Japan example is instructive: because the verb often arrives at the end of the sentence, you're forced to hear the whole thought before reacting. In English, you can start manufacturing your reply mid-sentence, which feels fast but can be sloppy. Across APAC, where indirectness can be a politeness strategy, selective listening becomes a deal-killer because the meaning sits in the qualifiers. Do now: Don't respond to the first "yes/no." Wait for the full sentence—then ask one clarifying question. What's the difference between attentive listening and empathetic listening—and which closes deals? Attentive listening makes you accurate; empathetic listening makes you influential because it reveals what the buyer is really protecting.  Attentive listening is full presence: you don't interrupt, you don't filter, you paraphrase to confirm understanding. This alone differentiates you in any market—Japan, the US, Europe—because most professionals are distracted. Empathetic listening is the next level: you listen with your eyes and ears, tracking tone, body language, and what isn't being said. You sense anxiety behind a budget objection, or politics behind a "we'll think about it." You aim to "meet the buyer in the conversation going on in their mind," which is exactly what executive-level selling requires. In leadership cultures where saving face matters (Japan, parts of Asia), empathy helps you surface concerns safely. In direct cultures (Australia, US), empathy helps you avoid brute-force pitching and instead guide the decision. Do now: Paraphrase the facts, then reflect the feeling: "It sounds like timing isn't the only concern here." Conclusion If you want to sell more, stop trying to be more persuasive and start trying to be more present. The five levels of listening are a diagnostic tool: most salespeople drift between Pretend and Selective because their brain is busy performing. Attentive listening earns trust. Empathetic listening uncovers truth. And the fastest way to improve your buyer conversations is to practise listening where it's hardest—at home, with people who don't have to pay you to stay polite. 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. 

In this episode Andrea Samadi revisits Season 15's foundation with Dr. Bruce Perry to explore how safety, regulation, and patterned experience shape the brain's capacity to learn and create. We examine why potential must be activated through repetition, rhythm, and low-threat environments, and how trauma, stress, or dysregulation block learning. Takeaways include practical steps for educators, parents, and leaders: prioritize nervous-system safety before instruction, use micro-repetition to build skills, and employ storytelling to make scientific ideas stick. This episode anchors Phase 1 of the season: regulation, rhythm, repetition, and relational safety as the prerequisites for sustainable performance and lasting change. This week, Episode 385—based on our review of Episode 168 recorded in October 2021—we explore: ✔ 1. Genetic Potential vs. Developed Capacity We are born with extraordinary biological potential. But experience determines which neural systems become functional. The brain builds what it repeatedly uses. ✔ 2. The Brain Is Use-Dependent Language, emotional regulation, leadership skills, motor precision— all are wired through patterned, rhythmic repetition. ✔ 3. Trauma, Regulation & Learning A dysregulated nervous system cannot efficiently learn. Safety, rhythm, and relational connection come before strategy. ✔ 4. “What Happened to You?” vs. “What's Wrong with You?” Shifting from judgment to curiosity changes how we approach: Children Students Teams Ourselves ✔ 5. Early Experience Shapes Long-Term Expression Developmental inputs—especially patterned, early ones— determine which capacities are strengthened. ✔ 6. Repetition Builds Confidence Confidence is not a personality trait. It is neural circuitry built through structured repetition in safe environments. ✔ 7. Story Makes Science Stick From Dr. Perry's experience writing with Oprah: You can't tell everybody everything you know. Impact comes from: One core idea Wrapped in story Delivered with restraint ✔ 8. Information Overload Weakens Learning Depth > Volume Clarity > Density Retention > Impressive Data ✔ 9. Regulation Comes Before Motivation Before goals. Before performance. Before achievement. The nervous system must feel safe. ✔ 10. Season 15's Foundational Question Is the nervous system safe enough to learn? Welcome back to Season 15 of the Neuroscience Meets Social and Emotional Learning Podcast. I'm Andrea Samadi, and here we bridge the science behind social and emotional learning, emotional intelligence, and practical neuroscience—so we can create measurable improvements in well-being, achievement, productivity, and results. When we launched this podcast seven years ago, it was driven by a question I had never been taught to ask— not in school, not in business, and not in life: If results matter—and they matter now more than ever—how exactly are we using our brain to make these results happen? Most of us were taught what to do. Very few of us were taught how to think under pressure, how to regulate emotion, how to sustain motivation, or even how to produce consistent results without burning out. That question led me into a deep exploration of the mind–brain–results connection—and how neuroscience applies to everyday decisions, conversations, and performance. That's why this podcast exists. Each week, we bring you leading experts to break down complex science and translate it into practical strategies you can apply immediately. If you've been with us through Season 14, you may have felt something shift. That season wasn't about collecting ideas. It was about integrating these ideas into our daily life, as we launched our review of past episodes. Across conversations on neuroscience, social and emotional learning, sleep, stress, exercise, nutrition, and mindset frameworks—we heard from voices like Bob Proctor, José Silva, Dr. Church, Dr. John Medina, and others—one thing became clear: These aren't separate tools that we are covering in each episode. They're parts of one operating system. When the brain, body, and emotions are aligned, performance stops feeling forced—and starts to feel sustainable. Season 14 showed us what alignment looks like in real life. We looked at goals and mental direction, rewiring the brain, future-ready learning and leadership, self-leadership, which ALL led us to inner alignment. And now we move into Season 15 that is about understanding how that alignment is built—so we can build it ourselves, using predictable, science-backed principles. Because alignment doesn't happen all at once. It happens by using a sequence. And when we understand the order of that sequence — we can replicate it. By repeating this sequence over and over again, until magically (or predictably) we notice our results have changed. So Season 15 we've organized as a review roadmap, where each episode explores one foundational brain system—and each phase builds on the one before it. Season 15 Roadmap: Phase 1 — Regulation & Safety Phase 2 — Neurochemistry & Motivation Phase 3 — Movement, Learning & Cognition Phase 4 — Perception, Emotion & Social Intelligence Phase 5 — Integration, Insight & Meaning PHASE 1: REGULATION & SAFETY Staples: Sleep + Stress Regulation Core Question: Is the nervous system safe enough to learn? Anchor Episodes Episode 384 — Baland Jalal How learning begins: curiosity, sleep, imagination, creativity Bruce Perry “What happened to you?” — trauma, rhythm, relational safety Sui Wong Autonomic balance, lifestyle medicine, brain resilience Rohan Dixit HRV, real-time self-regulation, nervous system literacy Last week we began with Phase One: Regulation and Safety as we revisited Dr. Baland Jalal's interview from June 2022. EP 384 — Dr. Baland Jalal[i] Dr. Baland Jalal This episode sits at the foundation of Season 15. Dr. Baland Jalal is a Harvard neuroscientist whose work explores how sleep, imagination, and curiosity shape the brain's capacity to learn and create. What stood out to me then — and even more now — is that learning doesn't begin with effort. It begins when the brain is rested, regulated, and free to explore possibility. This conversation reminds us that creativity isn't added later — it's built into the brain when conditions are right. It's here we remember that before learning can happen, before curiosity can emerge, before motivation or growth is possible— the brain must feel safe. And what better place to begin with safety and the brain, than with Dr. Bruce Perry, who we met October of 2021 on EP 168.[ii] EP 385 — Dr. Bruce Perry Dr. Bruce Perry (Episode 168 – October 2021) Dr. Bruce Perry, Senior Fellow of the Child Trauma Academy in Houston, Texas, and Adjunct Professor of Psychiatry and Behavioral Sciences at the Feinberg School of Medicine in Chicago, joined the podcast to help us better understand how traumatic experiences shape the developing brain. At the time, I was deeply concerned about the generational impact of the COVID-19 pandemic. In one of Dr. Perry's trainings, he referenced research conducted after Hurricane Katrina in 2005, which showed that families exposed to prolonged stress experienced increased rates of substance abuse — not only in those directly affected, but in the next generation as well. As I began hearing reports of rising depression, anxiety, and substance use during the pandemic, I wondered: What could we do now to reduce the long-term neurological and emotional impact on our children, our schools, and future generations? Dr. Perry agreed to come on the show to share insights from his work and to discuss his book, co-authored with Oprah Winfrey: What Happened to You: Conversations on Trauma, Resilience and Healing.[iii] Dr. Bruce Perry challenges one of the most common questions we ask in education, leadership, and parenting. Instead of asking, “What's wrong with you?” he asks, “What happened to you?” In this conversation, we explored how early experiences shape the brain, how trauma disrupts regulation, and why healing begins with rhythm, safety, and connection. You can find a link to our full interview in the resource section in the show notes. This episode anchors Season 15 by reminding us: a dysregulated brain cannot learn — no matter how good the strategy. Let's go to our first clip with Dr. Bruce Perry, and look deeper at how we are all born with potential, but our experience builds the rest.

When's the last time you heard a leader say, “I don't know?" As we learn in this week's discussion with returning guest Binata Mukherjee, MD, on the Faculty Factory Podcast, those three words actually humanize a leader and signal confidence. It's an important point for this interview's broader discussion on growth mindsets. Growth-minded leaders are willing to be candid about not having all the answers as they are there to facilitate learning and help find those answers.  At the University of South Alabama (USA) in Mobile, Dr. Mukherjee serves as Assistant Dean for Faculty and Professional Development in the Whiddon College of Medicine and is Associate Professor of Internal Medicine with USA Health. She is also an Adjunct Professor of Management and Director of Healthcare Leadership Initiatives in the Mitchell College of Business at USA. “Leader As Coach” The concept of “leader as coach” describes practicing leadership as a facilitator who teaches people rather than doing the work for them or micromanaging day-to-day tasks. It's about continually reminding the team of the direction and shifting from a manager mindset to a leader mindset. As we learn in this discussion with Dr. Mukherjee, leadership is defined by behavior, not persona. Dr. Mukherjee discusses Carol Dweck's 2006 book "Mindset: The New Psychology of Success," which explores the dynamic between a growth mindset and a fixed mindset and why that distinction matters.  “Building trust and enabling an environment of psychological safety are the most important things about working with a team,” Dr. Mukherjee points out. More Resources to Explore Faculty Factory Podcast No. 327 - "Know Thyself: Keys to Self-Awareness Amid Uncertainty with Binata Mukherjee, MD, MBA": https://facultyfactory.org/binata-mukherjee/ "Mindset: The New Psychology of Success": https://www.amazon.com/Mindset-Psychology-Carol-S-Dweck/dp/0345472322 Learn more about the growth mindset from the Harvard Business School: https://online.hbs.edu/blog/post/growth-mindset-vs-fixed-mindset

Medicare for all. Not socialized medicine, just a single, government-run system that provides healthcare.  Is it possible? Or even viable? Our guest this week on the Creating a New Healthcare podcast believes so. In fact, he sees it as the only way to ultimately address the affordability problem with healthcare, particularly for high cost conditions like cancer. In today's episode, we talk with Dr. Troy Brennan about his book, The Transformation of American Health Insurance: On the Path to Medicare for All, and why a single payer, government system is needed, and how the changes the current administration has made to our public health systems is taking us backwards, not forward. Troyen Brennan is an Adjunct Professor at Harvard Chan School of Public Health.  He was formerly the Executive Vice President and Chief Medical Officer for CVS Health and Aetna. Before that, he was the President of the Brigham and Women's Physician Organization and Professor of Medicine at Harvard Medical School.  He was also Professor of Law and Public Health at the Harvard Chan School of Public Health.  Brennan was formerly the Chair of the American Board of Internal Medicine and is a member of the National Academy of Medicine. He has published six books and over 600 articles. 

Steve Weidenkopf, an Adjunct Professor at the Christendom College Graduate School of Theology, shares part one of his five-part series chronicling Church history. It was recorded in our Lyceum Auditorium on Feb. 3, 2026.  This series presents a narrative summary of the major persons and events of Church history from Pentecost to the modern day. The story of the Catholic Church is presented in all its glory, success, and failure, along with fascinating vignettes about the men and women, saints, sinners, heroes, and villains who most shaped Catholic history over the last 2,000 years. Click here for more information. 

In this episode I'm talking to Dr. Nicolas Rouleau, Ph.D. about his Essay An Immortal Stream of Consciousness: The scientific evidence for the survival of consciousness after permanent bodily death.This Essay was a Bigelow Institute for Consciousness Studies Essay Competition WinnerIs experience possible after death? "An immortal stream of consciousness: The scientific evidence for the survival of consciousness after permanent bodily death" was the title of Nicolas Rouleau's award-winning 2021 submission for the Bigelow Institute for Consciousness Studies' international essay competition. Adapted here as a short book, the essay describes a transmissive theory of consciousness inspired by William James and supported by experimental evidence in the field of bioelectromagnetism including the works of the author (Rouleau) and his former doctoral mentor, Michael A. Persinger. It is one of few scientific theories that reconciles physicalism with survival of consciousness after bodily death.BioDr. Nicolas Rouleau is a neuroscientist, bioengineer, and Assistant Professor of Health Sciences at Wilfrid Laurier University. He is also an Adjunct Professor of Biomedical Engineering at Tufts University and Affiliate Scientist at the Allen Discovery Center at Tufts. Dr. Rouleau was the last PhD student of Michael Persinger of Laurentian University, whose work on the electromagnetic bases of consciousness inspired Rouleau to pursue his dissertation on the material-like properties of brain tissues, including their capacity to filter electromagnetic fields. In 2017, he joined the Allen Discovery Center at Tufts University as a Postdoctoral Researcher and was a founding member of David Kaplan's Initiative for Neural Science, Disease, & Engineering at Tufts, focusing on minimal cognitive responses in bioengineered brain models.As a post-doc, Dr. Rouleau published several 3D tissue models of Alzheimer's Disease and traumatic brain injury. During the research freeze of the COVID pandemic, he wrote an award-winning essay on the topic of transmissive consciousness for the Bigelow Institute of Consciousness Studies, which garnered international attention. In 2023, Dr. Rouleau became a faculty member at Laurier and is now a PI of the Self-Organizing Units Lab (SOUL), which is supported by Tri-Council awards to investigate the mechanisms of embodied cognition and synthetic biological intelligences in customizable, bioengineered neural tissues. He also co-directs (with his colleague, Dr. Murugan) the Center for Tissue Plasticity and Biophysics (TPAB) at Laurier. He is most interested in the fundamental and scale-invariant properties of cognitive systems as well as the pursuit of unifying principles that reconcile organic neural function with analogous phenomena in cells, machines, and non-neural organisms.  https://www.bigelowinstitute.org/wp-content/uploads/2022/10/rouleau-immortal-consciousness.pdf https://www.pastliveshypnosis.co.uk/https://www.patreon.com/ourparanormalafterlifeMy book 'Verified Near Death Experiences' https://www.amazon.com/dp/B0DXKRGDFP Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Episode 514 / Michael BrennanMichael Brennan (b. 1965, Pine Island, FL; lives Brooklyn, NY) has exhibited his paintings and works on paper nationally and internationally for the past three decades, including in the United States, Mexico, Belgium, France, Germany, Italy, China, Australia, and New Zealand.  Here at the gallery, he previously mounted four very well-received solo exhibitions – Floating Weeds (2023), Late Spring (2018), Grey Razor Paintings (2014), and Knife Paintings (2006) – and has participated in numerous group exhibitions including our major survey exhibition MINUS SPACE at MoMA PS1 in 2008-2009 and Twenty (2023).Brennan's work have been reviewed in publications including The New York Times, Art in America, ARTnews, Art New England, The Brooklyn Rail, ArtNet Magazine, NY Arts, and Philadelphia Inquirer. He is also an accomplished arts writer, and his reviews and essays have been published in The Brooklyn Rail, ArtNet Magazine, Two Coats of Paint, The Village Voice, The Architect's Newspaper, American Abstract Artists, and Archives of American Art/Smithsonian Institution, as well as in numerous exhibition catalogues.Brennan's work is included in collections such as the Baltimore Museum of Art, National Gallery of Art, San Francisco Museum of Modern Art, San Jose Museum of Art, American Express, General Dynamics, Daimler AG, and Sony Corporation. He holds an MFA in Painting and an MS in Art History from Pratt Institute and a BA in Classics from the University of Florida. He has taught at Pratt Institute since 1998 and is currently Adjunct Professor in the Fine Arts Department. He has also previously taught at the School of Visual Arts, Hunter College, and Cooper Union (all NYC).