Podcasts about Adjunct professor

 In this special live-recorded episode of Tales from the 10th, a panel of legal experts, landowners, and state officials examines the Tenth Circuit's landmark decision in Iron Bar Holdings v. Cape, the case that brought national attention to "corner crossing." While the court held that crossing between federal public lands without touching private property is lawful under specific circumstances, the discussion explores the many practical, legal, and policy questions the decision left unresolved from state trust lands and damaged survey markers to trespass liability and future legislative action. Moderator: Professor Alan Romero, Senior Associate Dean at the University of Wyoming College of Law and Director of the Rural Law Center. Presenters: David Willms, Associate Vice President, Public Lands at the National Wildlife Federation, and Adjunct Professor at the University of WyomingJim Magagna, with the Wyoming Stock Growers Association David Dewald, Deputy Attorney General, Water & Natural Resources Division.

On this special segment of The Full Ratchet, the following Investors are featured: Ben Orthlieb of Blue Moon Seth Levine of Foundry Steve Blank is an Adjunct Professor at Stanford We asked guests to tell the most important lesson they've learned in their career. The host of The Full Ratchet is Nick Moran of New Stack Ventures, a venture capital firm committed to investing in founders outside of the Bay Area. We're proud to partner with Ramp, the modern finance automation platform. Book a demo and get $150—no strings attached.   Want to keep up to date with The Full Ratchet? Follow us on social. You can learn more about New Stack Ventures by visiting our LinkedIn and Twitter.

Welcome to Health-e Law, Sheppard's podcast exploring the fascinating health tech topics and trends of the day. In the second part of this two-part episode, Cora Han, Chief Health Data Officer for University of California Health, joins partner and host Michael Orlando to discuss the current state of AI adoption across healthcare systems, including deployment, governance challenges, regulatory developments and the future of AI-enabled care delivery. What we discuss in this episode: The growing role and current state of AI adoption across healthcare delivery systems Ambient scribes, inbox management, coding assistance and other practical AI use cases Using AI to improve quality reporting and operational efficiency Opportunities for AI to address clinician shortages, burnout and healthcare access issues Expanding access to specialized care through AI-enabled care models The challenges of evaluating and governing a rapidly growing AI vendor ecosystem Adapting governance frameworks to keep pace with AI innovation Federal and state regulatory developments impacting healthcare AI adoption The importance of transparency in AI tools, including model development, performance and use Why implementation and workflow integration remain critical barriers to successful AI adoption Measuring ROI and real-world impact of AI tools in healthcare settings About Cora Han Cora Han is Chief Health Data Officer for University of California Health and Executive Director of the Center for Data-driven Insights and Innovation. She also serves as Co-Chair of the Health System and Provider Advisory Board for the Coalition for Health AI (CHAI).  Drawing on her extensive experience in AI strategy, regulatory advocacy, and data privacy, Cora leads efforts to establish consistent guardrails for the use of health data with AI vendors and third-party collaborators. Her work spans the full spectrum of health data challenges, from de-identification of clinical data to navigating HIPAA compliance and AI vendor relationships, making her a leading voice on responsible AI adoption in academic health systems. Before joining UC Health, Cora spent over ten years at the Federal Trade Commission, most recently as Senior Attorney in the Division of Privacy and Identity Protection, where she focused on data privacy and consumer protection, including a term as Counsel to the Director of the Bureau of Consumer Protection. Prior to her tenure at the FTC, she practiced at a leading international law firm, where she counseled clients on copyright and trademark matters. Cora also served as an Adjunct Professor of Consumer Protection Law at George Mason University School of Law for five years. Cora holds a BA in Government from Harvard University and a JD from the University of Chicago Law School. About Michael Orlando Michael Orlando is a partner in Sheppard's San Diego (Del Mar) office. He is team leader of the firm's Technology Transactions team, a member of the Life Sciences, Healthcare and Artificial Intelligence teams, and co-leader of the firm's Digital Health & Innovation team. Michael has more than 20 years of experience advising health technology companies, insurers, healthcare systems and providers, academic medical centers and research institutions, medical device manufacturers, pharmaceutical and wellness companies on intellectual property and business transactions in key strategic areas, including EHR systems procurement and integration, telehealth, mobile health applications, clinical decision support technologies, artificial intelligence, data use, wearable devices, remote patient monitoring, medical devices and equipment, research and collaborations, patent licenses, software licenses, joint ventures, mergers and acquisitions, revenue cycle management, and other outsourcing transactions.  Michael founded a software-as-a-service company before entering private practice and completed an in-house secondment at a publicly traded biotechnology company, an experience that informs his practical and business-focused approach to client engagements. Thank you for listening! Don't forget to SUBSCRIBE to the show to receive new episodes delivered straight to your podcast player every month. If you enjoyed this episode, please help us get the word out about this podcast. Rate and Review this show on Apple Podcasts, Amazon Music, or Spotify. It helps other listeners find this show. This podcast is for informational and educational purposes only. It is not to be construed as legal advice specific to your circumstances. If you need help with any legal matter, be sure to consult with an attorney regarding your specific needs.

Salespeople in Japan do not fail because the market is difficult, the boss is demanding, the price is too high, or the brochure is weak. Those factors may be real, but they are not the whole story. The bigger issue is whether the salesperson is taking responsibility for improving their own sales ability. Sales is a metrics-based profession. Results show up quickly. If the numbers are poor, excuses will not save the salesperson for long. The better path is simple, but not easy: study the craft, ask better questions, listen properly, match the solution to the buyer's real needs, justify the value, deliver, and follow up. Why do salespeople in Japan make excuses? Salespeople make excuses because blaming external factors is easier than confronting weak sales skills. The market, pricing, exchange rates, industry shifts, sales materials, and management decisions may all matter, but they cannot replace personal responsibility. In Japan's B2B market, salespeople often face long buying cycles, consensus decision-making, conservative procurement processes, and high expectations around trust. In the US or Australia, the sales conversation may move faster. In Europe, compliance and procurement rules may slow things down. Different markets create different challenges, but poor technique travels badly everywhere. If the salesperson cannot ask good questions, listen carefully, diagnose the buyer's need, and explain value clearly, then the excuses start piling up. The problem is rarely one external factor. It is usually a lack of professional sales discipline. Do now: Before blaming the market, identify the one sales skill you personally need to improve this week. Why is sales such a tough profession? Sales is tough because it is a numbers game and poor performance becomes visible quickly. Unlike many roles, sales exposes weak habits through missed targets, low conversion rates, thin pipelines, and lost opportunities. Many people fall into sales by accident. They may begin as technical specialists, customer service staff, entrepreneurs, recruiters, account managers, or young employees assigned to revenue work. Then the metrics arrive: calls, meetings, proposals, close rates, revenue, retention, referrals, and account growth. In Japan, where long-term client relationships matter, weak sales behaviour can damage trust for years. Companies sometimes rely on the "law of the jungle," letting turnover decide who stays instead of investing seriously in training. That is wasteful, but the individual salesperson still has to take charge. Do now: Track your own numbers honestly: prospecting activity, discovery quality, proposal conversion, follow-up speed, and repeat business. What should salespeople study to become true professionals? Salespeople should study questioning, listening, diagnosis, value explanation, objection handling, follow-up, and client relationship building. These are not mysterious talents; they are learnable professional skills. There has never been a better time to self-educate in sales. Books, podcasts, online courses, coaching programmes, CRM data, AI roleplay tools, and sales training organisations such as Dale Carnegie, Sandler, Miller Heiman, Challenger, and SPIN Selling have made high-quality learning widely available. As of 2025, even small business salespeople and entrepreneurs can access material that was once reserved for large multinationals. The issue is not scarcity of information. The issue is motivation. If salespeople do not connect study with results, they stay amateur. Do now: Choose one sales resource, study it daily for 20 minutes, and apply one technique in your next client conversation. What is the simple professional sales process? The professional sales process is simple: ask what the client needs, listen carefully, confirm fit, explain value, deliver the solution, and follow up. The difficulty is not the theory; it is the discipline to do it every time. In Japan, this process is especially important because buyers value trust, preparation, relevance, and sincerity. The salesperson should not rush into a product pitch. First, understand the buyer's current situation, desired outcome, barriers, priorities, timing, budget, and decision process. Then decide honestly whether your solution fits. If it does, explain the trade-off between price and value. If it does not, say so. That honesty protects the relationship and the brand. Professional selling is not pushing. It is matching value to need. Do now: In your next meeting, spend more time asking and listening than explaining your product. What do weak salespeople do instead? Weak salespeople pitch product details before they know whether the buyer actually needs them. They talk first, diagnose later, and then wonder why the client does not buy. This creates the classic square-peg-in-a-round-hole problem. The salesperson has a product or service, so they try to force it into the buyer's situation whether it fits or not. In B2B sales, this damages credibility. In Japan, it can be even more harmful because trust, reputation, and long-term relationships are central to business development. Once a buyer feels burned, they may not complain loudly, but they will disappear quietly. The salesperson then moves on to the next prospect and repeats the same failure. That is not selling. That is professional self-sabotage. Do now: Stop presenting until you can clearly state the buyer's problem, desired outcome, decision criteria, and reason to act now. How can salespeople stop making excuses and improve? Salespeople stop making excuses by studying, applying the knowledge, reviewing the result, and repeating that cycle without pause. Improvement comes from disciplined practice, not from waiting for better market conditions. A salesperson cannot control currency movements, competitor pricing, government policy, procurement rules, or the global economy. They can control preparation, questioning skill, listening quality, follow-up speed, product knowledge, confidence, and personal learning. That shift in focus is liberating. It takes the salesperson out of victim mode and puts them back in charge of their own progress. In Japan, where clients often reward reliability and persistence, professional consistency becomes a competitive advantage. Do now: Build a weekly improvement loop: study one skill, practise it in live calls, review what happened, and adjust. Conclusion There are always external factors in sales. The boss may be difficult, the market may be shifting, the yen may be moving, pricing may be under pressure, and competitors may be aggressive. None of that removes the salesperson's responsibility to become better. The modern salesperson has access to more learning resources than ever before. The real question is whether they will use them. No more excuses. Study the craft, apply the knowledge, keep improving, and become the professional your clients deserve. Meta description: Learn why salespeople in Japan must stop making excuses, study the craft, ask better questions, listen deeply, and sell professionally. Keywords: sales in Japan, no excuses in sales, professional selling, sales training Japan, consultative sales FAQs Why do salespeople blame external factors? Salespeople blame external factors because it protects them from admitting their own skills need work. Market conditions matter, but weak questioning, poor listening, and bad follow-up are within the salesperson's control. What is the most important sales skill to improve first? The most important skill to improve first is questioning. Better questions reveal the buyer's real needs, priorities, barriers, and decision process. Why is product pitching a problem in sales? Product pitching is a problem when it happens before the salesperson understands the buyer's situation. Without diagnosis, the pitch may be irrelevant or feel pushy. How can salespeople improve consistently? Salespeople improve by studying, applying, reviewing, and repeating. Daily learning and deliberate practice turn sales from guesswork into a professional discipline. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

For three years, a counterfeiting bug sat live inside Zcash's shielded pool, and no one noticed. Then Taylor Hornby pointed a custom Claude Opus 4.8 agent at the code, and it surfaced the flaw in Orchard that had gone undetected since 2022. Austin Campbell, Ram Ahluwalia, and Chris Perkins debate what that means for privacy protocols, the rotation away from dead-protocol alts, and why Bitcoin's simplicity may be its strongest security argument yet. The conversation closes on quantum risk and whether the Lindy effect holds up under the new threat environment. Hosts: Austin Campbell, Founder of Zero Knowledge Consulting and Adjunct Professor at NYU Stern - https://x.com/austincampbell Ram Ahluwalia, CEO of Lumida - https://x.com/ramahluwalia Chris Perkins, President of CoinFund - https://x.com/perkinscr97 This clip is from a longer conversation on AI, security, and the Zcash counterfeiting bug. Full episode here: https://www.youtube.com/live/oSUVTmC3wZo?si=zTopwWKi3ETPD5Rz  We go live every Monday at 4:30pm ET - subscribe to catch it live. Sponsors Cape: Your biggest crypto vulnerability isn't your wallet, it's your phone number. Cape is America's privacy-first mobile carrier that rotates your SIM identity daily and blocks SIM swaps before they happen. Get 33% off your first six months at cape.co/unchained (use code: UNCHAINED). Chapters

Most leaders think they are good communicators, but that confidence is often built on a dangerous assumption. They believe communication means telling people what they think, what they want, and what should happen next. Real leadership communication is more demanding. It requires self-awareness, context, listening, empathy, emotional control, cultural intelligence, and the ability to create shared understanding. In Japan, Australia, the United States, Europe, and across Asia-Pacific, leaders now operate in workplaces overloaded with messages, meetings, dashboards, chat platforms, and cross-cultural misunderstanding. The leader's communication quality shapes trust, motivation, execution, and culture. What makes leadership communication more than just talking? Leadership communication is not one-way instruction; it is the disciplined creation of shared meaning. Leaders must understand their own assumptions and the listener's viewpoint before expecting action. Many bosses reduce complex ideas into headlines because they are busy. They skip background, context, and the "why," then wonder why people misunderstand or resist. Good communication begins with self-awareness. What assumptions am I making? What does the listener already believe? What vocabulary, cultural expectation, or past experience will shape how they hear me? In bilingual Japan workplaces, the gap can be even wider when English directness meets Japanese indirectness. Do now: Before giving an instruction, ask yourself, "What context does this person need in order to understand the real meaning?" Why should leaders listen before giving advice? Leaders should listen first because advice given too early often solves the wrong problem. The most important information may be hidden in what is not being said. Busy leaders often hear a fragment of an issue and leap into solution mode. That feels efficient, but it can silence the team and waste insight. Real listening means hearing words, tone, hesitation, emotion, and context. It also means resisting the temptation to show off experience or intelligence. Employees are more motivated when they feel the boss has genuinely heard them. In modern organisations, the leader no longer has a monopoly on ideas, expertise, or local knowledge. Do now: Listen for the unsaid message before offering advice. Ask, "What else should I understand before I respond?" How can leaders build an open communication culture? Leaders build an open communication culture by making it safe for many ideas to emerge, not just the boss's preferred opinion. Strong leaders welcome challenge; weak leaders demand agreement. A creative workplace needs more than slogans about innovation. It needs leaders who can throw hierarchy, status, and power out the window when ideas are being discussed. This matters in startups, multinationals, SMEs, professional services firms, and traditional Japanese companies where rank can easily silence junior talent. Open communication allows "a hundred flowers" of ideas to bloom, but it requires confidence from the boss. Leaders who are insecure often close discussion too early. Do now: In your next meeting, speak last on one important topic and invite the quietest person to contribute first. Why is empathetic listening the highest communication skill? Empathetic listening is the highest communication skill because it hears the person behind the words. It uses ears, eyes, and emotional awareness to understand what really matters. Empathetic listening means sensing the "how" of what is being said, not just capturing the literal message. Is the person anxious, hesitant, frustrated, embarrassed, or quietly enthusiastic? Are they withholding something because of hierarchy, face-saving, language limitations, or fear of being judged? This is especially important in Japan, where communication may be indirect and context-heavy. Leaders who listen empathetically can respond to the real issue rather than the surface-level statement. Do now: Watch tone, pace, facial expression, silence, and energy. Then check gently: "Is there something else behind this that we should discuss?" How does trust affect leadership communication? Trust determines whether the team receives the leader's message honestly or suspiciously. Communication is filtered through the leader's consistency, integrity, follow-through, and transparency. A leader cannot suddenly demand trust during a crisis. Trust is built layer by layer, through repeated behaviour. When the boss says one thing and does another, the team learns to discount the message. When the leader explains decisions clearly, follows through on commitments, and communicates bad news honestly, people listen differently. In any organisation, the grapevine becomes powerful when formal communication is weak, slow, or unbelievable. Rumours fill the vacuum leaders leave behind. Do now: Communicate early and consistently. If you do not provide the truth, the grapevine will provide a substitute. Why do leaders need to control emotional communication? Leaders must control anger, rage, disappointment, and irritability because these emotions communicate faster than words. Once released, the damage is difficult to reverse. A boss may believe they are simply "being direct," but the team may experience the moment as intimidation, humiliation, or instability. Emotional sparks are often selfish because they focus on the leader's inner turmoil rather than the listener's needs. In high-pressure environments, leaders need discipline before speaking. The rule is simple but difficult: speak to others as they want to be spoken to. This does not mean avoiding hard conversations. It means choosing clarity over emotional discharge. Do now: When emotionally triggered, pause before speaking. Ask, "Will this help the person understand, or will it simply release my frustration?" How does organisational culture shape communication? Leaders communicate inside the culture they create, and that culture determines how messages are interpreted. A trust-based culture receives communication differently from a fear-based culture. Every message has context. A short instruction from a trusted leader may feel clear and efficient. The same instruction from a volatile or political leader may feel threatening or manipulative. Communication is not just words; it is energy, action, sincerity, and intention. People watch what leaders do every day and compare it with what they say. This is why culture and communication cannot be separated. The leader's behaviour becomes the organisation's communication standard. Do now: Audit the gap between what you say and what your team sees you do. That gap is your real communication problem. Why is "my way or the highway" outdated leadership? The "my way only" leadership style is outdated because modern teams need understanding, inclusion, and shared ownership. The leader still decides, but better decisions come from first understanding the people affected. Command-and-control communication may feel decisive, but it often produces compliance without commitment. Employees today expect to understand the purpose behind decisions. They also bring expertise, customer knowledge, technical detail, and cultural insight the boss may not have. In Japan, where harmony and hierarchy can suppress open disagreement, leaders must work even harder to draw out real views. Seeking to understand subordinates first does not weaken authority. It improves judgement. Do now: Before finalising a decision, ask, "What am I missing from the people closest to the work?" Final summary Good leadership communication is not natural talent or polished talking. It is a set of disciplined habits: self-awareness, listening first, matching the listener's wavelength, creating open culture, listening empathetically, controlling emotion, building trust, communicating continuously, and rejecting "my way only" thinking. The uncomfortable truth is that poor communication usually starts with the leader. If people do not understand the why, context, priority, or expected action, leaders should not simply blame the listener. They should improve the message, the timing, the feedback loop, and their own listening. FAQs Are most leaders as good at communication as they think? No, many leaders overestimate their communication skill because they focus on speaking rather than understanding. Good communication requires the listener to receive, interpret, and act on the message correctly. Why is context important in leadership communication? Context explains the "why" behind the message. Without context, employees may hear the instruction but misunderstand the priority, purpose, or expected result. What is the role of empathy in communication? Empathy helps leaders understand what people feel, fear, avoid, and value. It allows the boss to tune into the human reality behind the work issue. Why is the grapevine so powerful? The grapevine becomes powerful when leaders leave an information vacuum. If formal communication is slow, vague, or untrusted, rumours and speculation take over. How can leaders improve immediately? Leaders can improve immediately by listening longer, speaking with more context, checking understanding, and controlling emotional reactions. These habits build trust faster than polished speeches. Quick actions for leaders Explain the "why," not just the task. Listen before giving advice. Invite ideas from different levels of the organisation. Match vocabulary and communication style to the listener. Watch for what is not being said. Communicate continuously to prevent rumour gaps. Control anger before speaking. Replace "my way" with "help me understand your view first." Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

For three years, a counterfeiting bug sat live inside Zcash's shielded pool, and no one noticed. Then Taylor Hornby pointed a custom Claude Opus 4.8 agent at the code, and it surfaced the flaw in Orchard that had gone undetected since 2022. Austin Campbell, Ram Ahluwalia, and Chris Perkins debate what that means for privacy protocols, the rotation away from dead-protocol alts, and why Bitcoin's simplicity may be its strongest security argument yet. The conversation closes on quantum risk and whether the Lindy effect holds up under the new threat environment. Hosts: Austin Campbell, Founder of Zero Knowledge Consulting and Adjunct Professor at NYU Stern - https://x.com/austincampbell Ram Ahluwalia, CEO of Lumida - https://x.com/ramahluwalia Chris Perkins, President of CoinFund - https://x.com/perkinscr97 This clip is from a longer conversation on AI, security, and the Zcash counterfeiting bug. Full episode here: https://www.youtube.com/live/oSUVTmC3wZo?si=zTopwWKi3ETPD5Rz  We go live every Monday at 4:30pm ET - subscribe to catch it live. Sponsors Cape: Your biggest crypto vulnerability isn't your wallet, it's your phone number. Cape is America's privacy-first mobile carrier that rotates your SIM identity daily and blocks SIM swaps before they happen. Get 33% off your first six months at cape.co/unchained (use code: UNCHAINED). Chapters

In this medical ethics report from the UKMFA podcast, host Ian Humphreys explores the hidden, uncomfortable realities of assisted suicide. As the UK considers reintroducing the Terminally Ill Adults Assisted Dying Bill, the mainstream narrative presents a peaceful, sanitized version of an assisted death. But what is the actual physiological and pharmacological reality of these protocols?Ian is joined by Amanda Hunter, convenor of this series of podcasts, Dr Liz Evans, CEO of the UK Medical Freedom Alliance and special guest Dr Joel Zivot MD/FRCPC, a practicing Academic Physician specializing in Anaesthesiology and Critical Care Medicine. Dr Zivot did his medical training in Canada and the US, with additional qualifications in Bioethics and Law. He currently works in Emory University in Atlanta, Georgia as an Associate and Adjunct Professor in various departments. Drawing from his extensive research into US death row executions and Canada's MAID (Medical Assistance in Dying) system, Dr Zivot reveals the unacknowledged and horrifying physical suffering experienced by the patient in Assisted Suicide and Euthanasia.“Assisted dying is death-loving. It's not life-loving. As a physician, I love life. I'm an advocate for life. I'm not an advocate for death.” — Dr Joel ZivotKey Topics DiscussedImpersonating a Medical Act: Why expanding medical care to include killing is an unprecedented ethical shift that transforms healing drugs into lethal poisons.The Execution Parallel: How the unresearched chemical cocktails used for death row executions mirror the intravenous protocols utilized in Canadian MAID deaths.The Truth About Midazolam & Paralytics: How paralyzing drugs are used in Assisted Suicide protocols to artificially create an outward appearance of peace for witnesses, while potentially masking profound internal distress of the patient as they suffocate to death.Pulmonary Oedema Findings: Dr Zivot's shocking autopsy research revealing that 75% to 80% of executed individuals die from severe pulmonary oedema—meaning they die by oxygen starvation and suffocation.The Legislative Slippery Slope: Why legal safeguards fail and how the introduction of assisted suicide inevitably expands to vulnerable, lonely, or under-resourced populations, while actively eroding the funding and practice of true palliative care.IN SUMMARY: Assisted Suicide deaths are not the glamorous and beautiful “Hollywood” deaths-on-demand, sold by the sponsors of the Assisted Dying Bill and lobby groups such as Dignity in Dying.UKMFA: CALL TO ACTION: Please follow us and subscribe on our YouTube and Rumble channels and please share our content on social media and with friends and family, to help us get the message out and increase our reach.All our podcasts can also be found on the major audio platforms e.g. Apple and Spotify.Our Substack is found here: https://substack.com/@ukmfa1We are grateful for all donations to help us to continue and grow our work; lobbying decision makers; educating and empowering the public; running campaigns and producing our podcasts. You can use this link to donate directly: https://donorbox.org/ukmfa_podcast. Please visit the UK Medical Freedom Alliance at www.ukmedfreedom.org and https://substack.com/@ukmfa1 to access all our material and resources.

Support the Institute today. https://givenow.nova.edu/the-institute-for-neuro-immune-medicine-inim-2025   In today's episode, Haylie Pomroy is joined by Dr. Theoharis Theoharides, one of the world's leading authorities on mast cell biology and neuroimmunology, to reframe multiple chemical sensitivity as a measurable, physiological immune response rooted in mast cell activation. Dr. Theoharides explains how mast cells throughout the body and brain respond to environmental chemicals, stress hormones, fragrances, mold toxins, and other triggers by releasing hundreds of chemical mediators that can affect every organ system simultaneously. He outlines the specific labs and biomarkers worth requesting, why standard diagnostic pathways frequently miss this condition, and what patients can do right now to reduce mast cell reactivity through natural compounds, environmental modifications, and targeted testing. This is a conversation that gives patients the clinical language and tools they need to stop being dismissed and start getting answers. Tune in to Hope and Help For Fatigue and Chronic Illness. Dr. Theoharis Theoharides is a Professor, Vice Chair of Clinical Immunology, and Director at the Institute for Neuro-Immune Medicine-Clearwater, an Adjunct Professor of Immunology at Tufts School of Medicine, where he was a Professor of Pharmacology and Internal Medicine, and also the  Director of Molecular Immunopharmacology & Drug Discovery, and Clinical Pharmacologist at the Massachusetts Drug Formulary Commission (1983-2022). He received his BA, MS, MPhil, PhD, and MD degrees and the Winternitz Price in Pathology from Yale University and received a Certificate in Global Leadership from Tufts Fletcher School of Law and Diplomacy and a Fellowship at Harvard Kennedy  School of Government. He trained in internal medicine at New England Medical Center, which awarded him the Oliver Smith Award, "recognizing excellence, compassion, and service." Dr. Theoharides has 485 publications (46,491 citations; h-index 106), placing him in the world's top 2% of most cited authors, and he was rated the worldwide expert on mast cells by Expertscape. He was inducted into the Alpha Omega Alpha National Medical Honor Society, the Rare Diseases Hall of Fame, and the World Academy of Sciences.   Website: https://www.drtheoharides.com LinkedIn: linkedin.com/in/theoharis-theoharides-ms-phd-md-faaaai-67123735 Instagram: https://www.instagram.com/dr.theoharides/   Haylie Pomroy, Founder and CEO of The Haylie Pomroy Group, is a leading health strategist specializing in metabolism, weight loss, and integrative wellness. With over 25 years of experience, she has worked with top medical institutions and high-profile clients, developing targeted programs and supplements rooted in the "Food is Medicine" philosophy. Inspired by her own autoimmune journey, she combines expertise in nutrition, biochemistry, and patient advocacy to help others reclaim their health. She is a New York Times bestselling author of The Fast Metabolism Diet.   Learn more about Haylie Pomroy's approach to wellness through her website: https://hayliepomroy.com   Instagram: https://www.instagram.com/hayliepomroy  Facebook: https://www.facebook.com/hayliepomroy  YouTube: https://www.youtube.com/@hayliepomroy/videos  LinkedIn: https://www.linkedin.com/in/hayliepomroy/  X: https://x.com/hayliepomroy    Thank you for tuning in to the Hope and Help For Fatigue and Chronic Illness Podcast. Sign up today for our newsletter.

Being ghosted in sales feels modern, but the problem is ancient. You meet someone at a networking event, have a positive conversation, follow up politely and then hear nothing but crickets. The danger is not only losing the opportunity. The greater risk is either giving up too early or following up so badly that you create brand damage. Professional salespeople need a follow-up rhythm that is persistent, respectful and defensible.  Why do buyers ghost salespeople after a good conversation? Buyers often ghost salespeople because they are overwhelmed, distracted or drowning in messages, not necessarily because they lied about being interested. The professional response is to assume the buyer is busy before assuming bad intent. Executives, managers and business owners receive a tsunami of emails, LinkedIn messages, calendar alerts, Teams notifications, Slack pings and social media updates every day. In Japan, the United States, Europe and across Asia-Pacific, post-pandemic hybrid work has increased digital noise and lowered tolerance for poor follow-up. Younger professionals are also often more text-based because written messages reduce confrontation and create an easy escape route: no reply. The problem is that no sales come from silence. Do now: Treat ghosting as a signal to follow up better, not as permission to disappear. Should salespeople keep following up after no response? Salespeople should keep following up if they genuinely believe they can help the buyer, but the tone must be respectful and benefit-led. Persistence is professional only when it serves the buyer. A second follow-up should acknowledge the buyer's busy schedule and apologise for adding to their inbox. Then it should restate the business benefit clearly. This protects the salesperson from sounding like a pest because the reason for the contact is not desperation, commission or pressure. The reason is value. For B2B sales teams, SMEs and multinational account managers, the question is simple: can this solution help the client improve revenue, productivity, leadership, customer retention or competitive performance? If yes, follow-up is part of service. Do now: In the second email, write briefly, apologise for the inbox intrusion and restate the buyer-centred benefit. How many follow-up emails are reasonable before moving on? Four thoughtful follow-ups are reasonable before concluding that silence probably means no. After that, the salesperson should move on and invest energy in a better buyer. The first message follows the original conversation. The second message politely restates the value. The third can use a slightly different version of the same buyer-focused message. The fourth should be short, unobtrusive and easy to answer. Dean Jackson's famous nine-word email formula is useful here: "Are you still interested in doing something with…?" The blank can reference the solution, business issue or opportunity discussed. This works because it is brief, non-threatening and forces a simple decision. Do now: Build a four-touch follow-up sequence before the meeting, not while emotionally reacting to silence. What should salespeople write in a follow-up email? Salespeople should write follow-up emails that are short, personal and anchored in the buyer's benefit. The goal is not to shame the buyer into replying, but to make responding easy. Forwarding the previous email can be useful, but it can also feel like a subtle accusation: "I wrote to you, and you ignored me." A stronger message starts with humanity. One useful habit is to begin with "Thanks…" because it reminds the salesperson to acknowledge the person before the business point. Another practical technique is to use the buyer's personal name as the subject line. "Tanaka san" or "Taro san" feels more human and lighter than a heavy corporate subject such as "Dale Carnegie Training Tokyo Proposal Follow-Up." Do now: Use the buyer's name, open with thanks and make the message easy to read in under 30 seconds. How can salespeople avoid damaging the brand with follow-up? Salespeople avoid brand damage by making every follow-up defensible, polite and connected to helping the buyer succeed. The buyer should feel pursued professionally, not pestered selfishly. People dislike spam because it is irrelevant, impersonal and endless. Sales follow-up becomes dangerous when it feels the same. The salesperson's defence is a clear service mindset: "My commitment is to help your business succeed, and I wanted to make sure you had the option to consider whether this makes sense." That framing works across Japanese business culture, Western B2B sales and relationship-based markets because it respects choice while demonstrating responsibility. The buyer can still say no, but the seller has not abandoned them prematurely. Do now: Prepare your explanation for follow-up before anyone challenges you on it. What should salespeople say when criticised for too much follow-up? Salespeople should calmly explain that consistent follow-up is part of serving customers properly. The answer must be prepared in advance because improvising under criticism often sounds defensive. A strong response might be: "I am sure you teach your own sales team the importance of serving customers, and that means doing the follow-up consistently and properly. That is why you are hearing from me. We are here to help your business beat your rivals and do better." This is a powerful reframe. Many executives privately wish their own salespeople were more persistent, organised and dedicated. The key is confidence without arrogance. The seller is not apologising for professionalism; they are explaining it. Do now: Write and rehearse your follow-up pushback response so it sounds natural, calm and buyer-centred. Conclusion: When does ghosting mean no? Ghosting does not automatically mean no after the first unanswered email. It may mean the buyer is busy, distracted, overwhelmed or buried under digital noise. The professional salesperson keeps going with tact, humility and a clear business reason. After four follow-ups, however, silence is probably the answer. At that point, move on and find a new buyer. The rule is simple: always allow the buyer to say "no" for themselves. Do not second-guess them by failing to follow up. Equally, do not damage your brand by chasing forever. FAQs Is being ghosted in sales always a rejection? No, being ghosted often means the buyer is overloaded, distracted or has lost track of the message. Salespeople should assume busyness first and rejection later. What is the best subject line for a follow-up email? A personal name is often the strongest subject line because it feels human and easy to open. For Japanese buyers, using polite forms such as "Tanaka san" can be appropriate depending on the relationship. How many times should I follow up with a buyer? Four respectful follow-ups are a practical limit before treating silence as a no. After that, the salesperson should move on to better-qualified opportunities. What should I say if a buyer complains about my follow-up? Explain that your follow-up is based on helping their business and giving them the option to decide. Keep the tone calm, respectful and focused on value. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are followed by executives seeking success strategies in Japan.

Autonomous vehicles may be the closest real-world example of AI operating in life-and-death situations at scale. Justin Norden believes healthcare has a lot to learn from how that industry approached safety, testing, adoption, and trust. This week, Michael and Halle sit down with the founder and CEO of Qualified Health, fresh off the company's $125 million Series B, to discuss why healthcare organizations need to think differently about deploying AI. Justin shares how his experience at Stanford, Apple, Waymo, and in healthcare investing shaped his view that health systems need AI infrastructure, governance, and workforce buy-in, not just another point solution.We cover:What healthcare can learn from Waymo's approach to safe AI deploymentWhat founders need to understand about building around EpicWhy health systems need to treat AI as a CEO-level priority, not an innovation projectHow Qualified Health is helping systems deploy, monitor, and measure AI workflowsWhy governance, safety, and ROI matter as much as model performanceWhy clinicians are right to be skeptical about AI liabilityAbout our guest:Justin Norden, MD is Co-Founder and CEO of Qualified Health building the trusted platform for health system AI. Additionally, he has been an Adjunct Professor at Stanford Medicine in the Department of Biomedical Informatics Research where his research and teaching focused on AI in medicine and digital health where he founded and still teaches courses on digital health and generative AI in medicine. Previously, Dr. Norden was Co-Founder and CEO of Trustworthy AI, a company focused on algorithm safety and trust, which was acquired by Waymo (Google Self-Driving). He was a Partner at GSR Ventures leading investments in healthcare and AI, worked on the healthcare team at Apple, and helped start the Stanford Center for Digital Health. Dr. Justin Norden received an MD and MBA from Stanford University, an MPhil in Computational Biology from the University of Cambridge, and a BA in Computer Science from Carleton College.—

The Presenter's Dilemma The presenter's dilemma is simple: should we build the talk around slides, or build the slides around the message? Too many business presentations begin with recycled decks, clever visuals, and a desperate slide shuffle. The better path starts with one clear message, a specific audience, and stories that make the idea memorable. Should presenters start by building slides? No, presenters should not start by building slides; they should start by deciding what they want the audience to know, believe, and remember. A collage of slides is not a message. The warm embrace of an existing deck is tempting. We plunder old PowerPoint files, pull in favourite charts, add new content, and then wonder why the presentation feels like a beast with too many limbs. In Japan, Australia, the US, Europe, and Asia-Pacific corporate settings, executives often equate slides with preparation. That is the trap. Slides are support tools, not the thinking itself. Before any visual appears, the speaker must boil the subject down to one pungent, crystal-clear message. Do now: Write the central message in one sentence before opening PowerPoint, Keynote, Google Slides, or Canva. How do you choose the right message for a presentation? Choose the right message by understanding who will be in the audience and what will hit the bullseye for them.The best message is not always the speaker's favourite message. The topic gives a clue, but the audience decides the angle. Ask the organiser who usually attends, which companies are registered, what roles are represented, and what outcomes they expect. A talk for CFOs at Toyota, Rakuten, Salesforce, or a Japanese SME should not sound identical to a talk for HR leaders, sales managers, investors, or startup founders. In B2B presentations, audience intelligence changes everything: examples, story selection, data points, objections, and the final call to action. Do now: Get audience intelligence early. Then choose the message most likely to matter to those specific listeners. Why are stories more powerful than raw data in presentations? Stories are more powerful than raw data because they give information context, colour, and human meaning. Data informs, but stories make people care. Numbers can be inert. A spreadsheet, table, or statistic may be accurate and still leave the audience cold. When data is wrapped inside a story, people can visualise the point. That is why presenters translate measurements into familiar comparisons, such as football fields, daily costs, customer time saved, or missed revenue per month. In sales presentations, investor pitches, leadership briefings, and training sessions, the story turns abstract information into something the audience can feel and remember. Do now: For every major data point, ask: "What story, person, image, or comparison will make this real?" How many slides should a business presentation use? A business presentation should use only the slides that strengthen the message; sometimes that means very few slides or even none. The goal is impact, not slide volume. Video meetings make this especially important. In Zoom, Microsoft Teams, Google Meet, and Webex presentations, screen sharing often shrinks the speaker into a tiny box while the slides dominate the screen. If the speaker's personal brand, leadership presence, or executive credibility matters, that can be a poor trade. A senior leader presenting to top management may create more impact by using fewer visuals and speaking directly into the camera. This keeps attention on the human being, not the slide machinery. Do now: Cut every slide that competes with your presence rather than amplifying your point. How can speakers tell stories without relying on visuals? Speakers can tell stories without visuals by painting a scene with time, place, people, and sensory detail. A well-told story creates its own screen inside the audience's mind. Instead of showing a snowy New York image, say it was three years ago, heavy snow was falling, and the streets around Rockefeller Center were white. Add a recognisable person, such as Warren Buffett leaving the building in a thick coat and long scarf, and the audience starts building the scene themselves. This works in Japan, Australia, the US, Europe, and Asia-Pacific because humans are wired for narrative. The speaker becomes the focus, not the slide deck. Do now: Build stories with four anchors: when it happened, where it happened, who was there, and what changed. When should presenters use slides? Presenters should use slides when the visual can be processed quickly and supports the story rather than replacing it. A good slide earns its place in about one second. Photographs with no words can work beautifully because they trigger curiosity and allow the speaker to explain the symbolism. Dense text, detailed spreadsheets, complex graphs, and tables of numbers often do the opposite. They drag attention away from the presenter and force the audience to read instead of listen. In executive communication, keynote speaking, sales enablement, and leadership presentations, slides should be visual allies. They should never become the main act while the speaker becomes the narrator of a document. Do now: Prefer simple visuals, strong photographs, and story-led explanations over text-heavy slide dumps. Conclusion: How should presenters solve the presenter's dilemma? The presenter's dilemma is solved by changing the order of preparation. First, know the audience. Second, define the one message. Third, choose stories and examples. Fourth, decide whether slides are needed at all. Finally, build only the visuals that help the audience understand and remember. When your personal and professional brand is on display, these choices matter. A recycled slide deck may feel efficient, but it can bury the message. A story-led presentation keeps the spotlight where it belongs: on the speaker, the audience, and the idea that needs to land. Meta description: Learn how to solve the presenter's dilemma by choosing message-first storytelling over slide-heavy business presentations. Keywords: presentation slides, business presentations, storytelling, executive communication, presentation structure FAQs Should I reuse old slides for a new presentation? You can reuse old slides only after you have defined the new audience, message, and story. Starting with old slides often creates a patchwork presentation. What is the biggest mistake presenters make with slides? The biggest mistake is treating slides as the presentation instead of support for the message. The speaker, not the deck, should carry the impact. Are stories better than data in presentations? Stories and data work best together, but stories give data context and meaning. Raw numbers often need a human example or familiar comparison to become memorable. Should I use slides in a video presentation? Use fewer slides in video presentations when your presence and eye contact matter. Screen sharing can reduce the speaker to a small box and weaken impact. What kind of slides work best? Simple visual slides, especially strong photographs with little or no text, often work best. They are easy to process and leave room for the speaker's story. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Sales conversations need structure, not spaghetti. In Japan especially, the best salespeople do not simply pitch, push and hope. They build bridges between each phase of the buyer conversation: rapport, permission to ask questions, solution presentation, objection handling and the final close. These bridges make the sales call feel natural, respectful and useful for the client. For executives, sales leaders and B2B professionals, the real lesson is simple: a sales process is not just a checklist. It is a conversation road map. When each transition is handled smoothly, the buyer feels understood rather than sold to. Why do sales conversations need bridges? Sales conversations need bridges because buyers rarely move smoothly from greeting to decision without guidance. A bridge is the short phrase, question or transition that helps the buyer follow the logic of the meeting. In Japan, where trust, politeness and context matter deeply in business, these bridges are even more important. A salesperson who jumps too quickly into the pitch can feel abrupt, especially compared with the slower relationship-building style common in Japanese B2B sales. In the US, a direct "Let's get down to business" approach may be accepted. In Japan, the same move can miss the social rhythm that helps buyers relax and open up. Do now: Map your sales call into phases and write one clear bridge sentence between each phase. How should salespeople start a meeting in Japan? Salespeople in Japan should start by using small talk, meishi and respectful observation to build trust before discussing business. The beginning of the meeting is not wasted time; it is the first sales bridge. Business cards remain a gold mine in Japan. The buyer's meishi can reveal their title, division, company structure, location, seniority and sometimes even regional clues in their name. A skilled salesperson uses these details naturally. For example, commenting politely on a rare kanji reading or asking about the buyer's role can start a human conversation. This is different from many Western business settings, where business cards have become less central and meetings often begin more transactionally. Do now: Treat the first three minutes as a trust-building phase, not an awkward warm-up. Why should salespeople ask permission before asking questions? Salespeople should ask permission because questioning the buyer can feel intrusive unless the purpose is clearly explained. In Japan, this bridge is vital because direct questioning may be seen as rude if handled poorly. Many Japanese salespeople avoid asking diagnostic questions and instead launch straight into the pitch. That creates a problem: without questions, the salesperson cannot know which solution matters. If a company has 155 training modules, products or services, presenting everything overwhelms the buyer. A better bridge is: "We may be able to help, but I am not sure yet. Would you mind if I asked a few questions so I can understand your situation?" This makes the questioning feel respectful and useful. Do now: Never interrogate. Ask permission, explain the benefit, then diagnose. How do you move from questions to the solution? The best bridge from questions to solution is a short confirmation that shows the buyer you listened. Before presenting, summarise the need and explain that you have narrowed the options. This is where many salespeople lose control of the conversation. They ask good questions, then dump too much information on the buyer. In B2B sales, especially with executives, SMEs and large Japanese firms, clarity beats quantity. A strong bridge sounds like: "Thank you, I now understand what you are looking for. Based on your priorities, I believe this solution fits best." This tells the buyer the pitch is not generic. It is selected for them. Do now: Present only the solution that matches the buyer's stated need. Leave the rest out. What is the best way to check buyer interest during the sales presentation? A trial close is the bridge that checks whether the buyer is following, interested and comfortable. The simple question "How does that sound so far?" can reveal confusion, hesitation or hidden objections. This is not a hard close. It is a conversational checkpoint. After explaining the feature, benefit, application and evidence, the salesperson pauses and lets the buyer react. In Japan, where buyers may avoid direct confrontation, these gentle checks are especially useful. They give the buyer permission to raise concerns without losing face. Compared with more aggressive American closing styles, this approach is low-pressure but still commercially effective. Do now: After each major solution point, ask a soft trial close before moving forward. How should salespeople handle price objections? Salespeople should bridge into objections by thanking the buyer and asking why they feel that way. The best response to "Your price is too high" is not a defence; it is curiosity. A calm answer might be: "Thank you. May I ask why you say that?" Then stop talking. Silence is powerful. The buyer may reveal they are comparing against a cheaper competitor, working with a fixed budget, unsure of value, or testing whether a discount is available. Each answer requires a different response. If the salesperson guesses, they may answer the wrong objection. In Japanese sales, where open disagreement can be subtle, this bridge helps uncover the real issue. Do now: Do not fight objections. Clarify them first, then answer the real concern. Conclusion: What should sales leaders do now? Sales leaders should train their teams to build bridges, not just deliver pitches. A strong sales call has a clear flow: rapport, permission, diagnosis, tailored solution, trial close, objection handling and final decision. Each phase needs a transition that feels natural to the buyer. For Japan-focused sales teams, this is especially important. Respectful pacing, small talk, meishi awareness, permission-based questioning and low-pressure closing all help buyers feel safe enough to engage. The goal is not to manipulate the conversation. The goal is to make it easier for the buyer to understand, trust and decide. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō, Purezen no Tatsujin, Torēningu de Okane o Muda ni Suru no wa Yamemashō and Gendaiban "Hito o Ugokasu" Rīdā. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

Send us Fan MailCan consumers really trust hospice quality ratings?In Part Two of this powerful TCNtalks / Anatomy of Leadership conversation, Chris Comeaux and Cordt Kassner continue their discussion with nationally recognized hospice researcher and policy expert Dr. Joan Teno.Building on Part One, Dr. Teno explores how patients and families can make better-informed hospice decisions, why current quality reporting systems often fall short, and how artificial intelligence could transform the future of hospice quality measurement. She also addresses one of the most pressing challenges facing the industry today: preserving public trust while combating fraud, profiteering, and unethical practices.Drawing from decades of research and policy leadership, Dr. Teno offers a thoughtful perspective on the future of hospice care, the importance of transparency, and the critical role healthcare leaders must play in protecting the integrity of the hospice mission.Whether you're a hospice professional, healthcare executive, policymaker, clinician, or family caregiver, this episode offers valuable insights into the future of end-of-life care.Key Takeaways:✔ Why consumers need better tools to evaluate hospice quality✔ How AI could improve hospice transparency and decision-making✔ The risks of oversupply, profiteering, and declining public trust✔ Why quality data should empower both providers and families✔ The extraordinary impact hospice clinicians continue to make every day✔ The future of hospice care, accountability, and patient choiceChapters:0:00    Welcome And Part Two Setup0:21    A Better Way To Find Hospice3:06    Weighting Scores Without Punishing Small Programs6:01    The Denominator Problem Behind Star Ratings10:58  Rural Hospice Reality And The Willie Sutton Rule12:08  AI Can Hallucinate Hospice Quality16:47  Public Trust And A Saturated Hospice Market23:36  Ghost Hospices And Which Data To Trust26:04  Do CAHPS Questions Still Fit Hospice Today27:44  Concurrent Care And Why Hospice Stays A Hard Choice33:40  Giving Back Through Mentoring And Substack35:57  Subscribe And The Brain BookmarkGuest: Dr. Joan TenoMD, MS; Adjunct Professor of Health Services, Policy, and Practice (Brown School of Public Health); Adjunct Staff, RAND CorporationCo-Host: Cordt Kassner, PhD, Publisher of Hospice & Palliative Care Today & CEO and Founder of Hospice AnalyticsHost: Chris Comeaux, President / CEO of TELEIOS, author of The Anatomy of LeadershipThe Anatomy of Leadership podcast explores the art and science of leadership through candid, insightful conversations with thought leaders, innovators, and change-makers from a variety of industries. Hosted by Chris Comeaux, each episode dives into the mindsets, habits, and strategies that empower leaders to thrive in complex, fast-changing environments. With topics ranging from organizational culture and emotional intelligence to navigating disruption and inspiring teams, the show blends real-world stories with practical takeaways. The goal is simple yet ambitious: to equip leaders at every level with the tools, perspectives, and inspiration they need to lead with vision, empathy, and impact.https://www.teleioscn.org/anatomy-of-leadership

Can consumers really trust hospice quality ratings?In Part Two of this powerful TCNtalks / Anatomy of Leadership conversation, Chris Comeaux and Cordt Kassner continue their discussion with nationally recognized hospice researcher and policy expert Dr. Joan Teno.Building on Part One, Dr. Teno explores how patients and families can make better-informed hospice decisions, why current quality reporting systems often fall short, and how artificial intelligence could transform the future of hospice quality measurement. She also addresses one of the most pressing challenges facing the industry today: preserving public trust while combating fraud, profiteering, and unethical practices.Drawing from decades of research and policy leadership, Dr. Teno offers a thoughtful perspective on the future of hospice care, the importance of transparency, and the critical role healthcare leaders must play in protecting the integrity of the hospice mission.Whether you're a hospice professional, healthcare executive, policymaker, clinician, or family caregiver, this episode offers valuable insights into the future of end-of-life care.Key Takeaways:✔ Why consumers need better tools to evaluate hospice quality✔ How AI could improve hospice transparency and decision-making✔ The risks of oversupply, profiteering, and declining public trust✔ Why quality data should empower both providers and families✔ The extraordinary impact hospice clinicians continue to make every day✔ The future of hospice care, accountability, and patient choiceChapters:0:00    Welcome And Part Two Setup0:21    A Better Way To Find Hospice3:06    Weighting Scores Without Punishing Small Programs6:01    The Denominator Problem Behind Star Ratings10:58  Rural Hospice Reality And The Willie Sutton Rule12:08  AI Can Hallucinate Hospice Quality16:47  Public Trust And A Saturated Hospice Market23:36  Ghost Hospices And Which Data To Trust26:04  Do CAHPS Questions Still Fit Hospice Today27:44  Concurrent Care And Why Hospice Stays A Hard Choice33:40  Giving Back Through Mentoring And Substack35:57  Subscribe And The Brain BookmarkGuest: Dr. Joan TenoMD, MS; Adjunct Professor of Health Services, Policy, and Practice (Brown School of Public Health); Adjunct Staff, RAND CorporationCo-Host: Cordt Kassner, PhD, Publisher of Hospice & Palliative Care Today & CEO and Founder of Hospice AnalyticsHost: Chris Comeaux, President / CEO of TELEIOS, author of The Anatomy of LeadershipTeleios Collaborative Network   /   https://www.teleioscn.org/tcntalkspodcast

"My career, I like to say, is about saving the world one word at a time." "I love team building. I love creating something from nothing or growing it further." "Creating connection and engagement with people" is one of the hardest parts of leading remotely. "You need to show the vision, where you're going, and why that matters." "Leadership is really about unlocking the potential and power of those who report to you." Meghan Barstow is President of Edelman Japan, bringing a career defined by language, communications, adaptability and cross-cultural leadership. Her Japan story began thirty years earlier when she studied Japanese at Kansai Gaidai in Osaka after intensive language training in the United States. With an academic background in English literature and Japanese, she describes herself as "a woman who loves words," a phrase that neatly captures her professional journey. After university, Barstow returned to Japan through the JET Program, spending three years in rural Kagoshima as an ALT and CIR. That immersive experience deepened both her Japanese language capability and her understanding of regional Japan. She later worked for Hyogo Prefecture's business and cultural centre in Seattle, taught Japanese at a public high school, and returned to Tokyo to create business English textbooks before entering PR and communications through Adcom Group's Tri Media. Her career with Edelman began in Japan on the healthcare team when the office was still relatively small. She later moved to the United States, took time to hike the Pacific Crest Trail from Mexico to Canada, and rejoined Edelman in Washington, D.C., where she developed her leadership capabilities across client leadership, sector leadership and employee experience. Her long-held ambition was to return to Japan and lead an office. She eventually came back as President of Edelman Japan, taking on the challenge of leading more than seventy people during the COVID era, much of it remotely. Barstow's leadership context is shaped by global communications, Japanese cultural fluency, remote transformation, employee engagement, trust-building and organisational change. Her adaptability in Japan comes not from a single posting, but from repeated immersion, reinvention and a deep belief that words, trust and human connection sit at the centre of effective leadership. Meghan Barstow's leadership story is a study in language, mobility, resilience and change. As President of Edelman Japan, she leads an organisation at the intersection of communications, marketing, trust, earned attention and cultural transformation. Her path to Japan did not begin with the usual clichés of pop culture or food. Instead, it began with a love of travel, a willingness to take on difficult languages and a desire to build a career through communication. Her first deep experience of Japan came as a student at Kansai Gaidai in Osaka. Later, through the JET Program, she spent three years in rural Kagoshima, an experience that gave her more than language ability. It gave her the kind of cultural immersion that helps a foreign leader understand Japan beyond Tokyo boardrooms. She went on to work in cultural exchange, education, publishing and eventually PR, where she discovered that communications felt like her "calling." Barstow's return to Japan as Edelman's country leader came after significant leadership experience in the United States, particularly in Washington, D.C. Yet the move back was not simply a geographic transfer. She returned to a Japan office undergoing transformation, in an industry where the boundaries between PR, marketing, advertising, digital and corporate communications had become increasingly blurred. Edelman's value proposition, as she explains it, lies in being independent, family-owned, grounded in earned attention and differentiated by decades of research into trust through the Edelman Trust Barometer. Her biggest challenge was not only strategy. It was connection. She took on the role during COVID and had not met most of her employees face to face. Leading a team of more than seventy people remotely required deliberate communication, listening and repetition. She used all-staff business updates, weekly written roundups, one-on-one meetings, roundtables, strategy workshops and "strategy spotlight" sessions to make the direction tangible. In Japan, where uncertainty avoidance, consensus and nemawashi matter, remote transformation made alignment even harder. Barstow's approach to change management is grounded in clarity, role modelling and personal experience. She believes leaders must show the vision, explain why it matters, gain manager buy-in and give employees direct experiences of the new strategy. This is especially important in Japan, where change can feel risky because it moves people from competence into uncertainty. The challenge is not simply to announce direction, but to help people understand it emotionally and practically. Her leadership style is also shaped by trust. She recognises that trust in Japan is hard-won, takes time and becomes even more difficult in a remote environment. She sees consistency, integrity, care and communication as central to building it. Employee engagement surveys, business performance metrics and informal feedback help her understand whether the organisation is moving, but she also recognises that Japanese survey responses can be culturally restrained. For her, improvement over time matters more than absolute scores. Her view of leadership is ultimately humble and enabling. She sees the leader's role not as personal heroics, but as unlocking the potential of others. Sometimes the leader stands in front, showing the way. Sometimes beside people, supporting them step by step. Sometimes behind them, cheering them forward. For foreign executives in Japan, her lesson is clear: the fundamentals of leadership may be universal, but the path to alignment, buy-in and trust requires patience, listening, nemawashi and respect for how decisions are actually made. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires a careful balance between hierarchy and bottom-up consensus. Meghan Barstow observes that people may defer to the leader and expect direction, while also expecting decisions to emerge through wider involvement and alignment. This creates a leadership paradox for foreign executives. They must provide vision and direction without bypassing the consensus-building process that helps people feel ownership. Japan's business culture places high value on listening, patience, nemawashi and relationship-based trust. Leaders need to spend more time preparing the ground before pushing major initiatives forward. This is not simply politeness. It is a practical requirement for gaining commitment and avoiding resistance. In Barstow's experience, one-on-one listening, roundtables and repeated communication are essential to helping people understand both the logic and emotional meaning of change. Why do global executives struggle? Global executives often struggle in Japan because they underestimate how much time alignment takes. In faster-moving Western environments, a leader may announce a strategy and expect the organisation to move. In Japan, the message may need to be repeated, discussed, localised and validated through multiple channels before people fully commit. Barstow's own challenge was intensified by remote work. She was leading more than seventy people, yet had not met most of them face to face. That made trust-building, employee engagement and emotional connection much harder. Global executives may also misread employee engagement data, because Japanese respondents often score more conservatively than employees in other markets. Barstow therefore focuses less on comparing Japan with global averages and more on whether the organisation is improving over time. Is Japan truly risk-averse? Japan is often described as risk-averse, but Barstow's experience suggests the issue is more nuanced. The deeper challenge is uncertainty avoidance. People may hesitate when change pushes them out of a known area of competence into a new environment where they may make mistakes or lose face. This is particularly important in Japan's quality-conscious, defect-sensitive culture. For leaders, the answer is not to criticise caution. It is to reduce uncertainty through explanation, involvement, repetition and evidence of progress. Barstow emphasises the importance of showing the vision, explaining why it matters and giving people personal experiences of the change. When employees see that a new way of working succeeds with clients or improves outcomes, the change becomes real rather than abstract. What leadership style actually works? Barstow's leadership style combines strategic clarity, listening, humility and persistence. She began her tenure by preserving existing communication rhythms, then spent her first months listening through one-on-ones and roundtables. After understanding what employees wanted and needed, she built a communication and engagement plan around strategy, business updates and practical learning. She also recognises the importance of the "frozen middle" — the layer of managers who can either accelerate or block transformation. In Japan, leaders need managers to champion the change, role model new behaviours and translate strategy into daily practice. A leadership style that works is therefore not only top-down. It is distributed, repeated and reinforced through many small touchpoints. How can technology help? Technology can support leadership, but it cannot replace human trust. Barstow used remote platforms, written updates, engagement dashboards, survey tools and virtual roundtables to maintain communication during COVID. These tools created visibility when informal office interactions disappeared. Written communication also helped employees absorb messages at their own pace, especially in a multilingual environment. Technology can also improve decision intelligence by giving leaders more data about employee engagement, business performance and organisational change. In the future, tools such as digital twins of organisational workflows could help leaders model bottlenecks, workload pressures or collaboration patterns. However, Barstow's experience shows that technology only helps when paired with listening, empathy and human interpretation. Does language proficiency matter? Language proficiency matters, but cultural fluency matters even more. Barstow's Japanese study, rural JET Program experience and repeated periods living and working in Japan gave her a deeper foundation than a short-term expatriate assignment would have provided. Her language background helped her connect with Japan, but her leadership effectiveness also comes from understanding context, patience and communication style. She also recognises that English can be challenging in remote settings, even for capable bilingual professionals. Written updates, clear repetition and structured communication help ensure people can process complex information. For foreign leaders, language ability is valuable, but the bigger issue is whether employees feel understood, respected and included. What's the ultimate leadership lesson? The ultimate leadership lesson from Barstow's experience is that leadership is about unlocking the potential and power of others. She does not see leadership as being centred on the leader's ego. Rather, it is about helping people grow, strengthening organisational capability and creating conditions where others can succeed. Her definition of leadership is flexible. Sometimes leaders must lead from the front, showing the way. Sometimes they stand side by side, supporting people closely. Sometimes they lead from behind, encouraging and cheering others forward. In Japan, the most effective leaders combine vision with patience, courage with humility and strategy with the deep human work of trust-building. 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.

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

You may think of allergies as causing sniffly noses and congestion in the spring or fall. But allergies can go far beyond that. As Dr. Kari Nadeau points out in this episode, allergies can affect us from head to toe, including eyes, nose, throat, lungs, sinuses, skin and gut. In the most dangerous instances, the whole body is threatened with an anaphylactic reaction. That's a medical emergency! One in three Americans will develop allergies at some point in our lives, so it's important to know what works to control them. At The People's Pharmacy, we strive to bring you up to date, rigorously researched insights and conversations about health, medicine, wellness and health policies and health systems. While these conversations intend to offer insight and perspective, the content is provided solely for informational and educational purposes. Please consult your healthcare provider before making any changes to your medical care or treatment. How You Can Listen You could listen through your local public radio station or get the live stream at 7 am EST on Saturday, June 6, 2026, through your computer or smart phone (wunc.org).  Here is a link so you can find which stations carry our broadcast. (Welcome, Huntsville, Alabama!) If you can't listen to the broadcast, you may wish to hear the podcast later. You can subscribe through your favorite podcast provider, download the mp3 using the link at the bottom of the page, or listen to the stream on this post starting on June 8, 2026. What Are Allergies? We begin our discussion of your allergy survival guide with an explanation of what is happening during an allergic reaction. The immune system perceives some foreign compound, usually a protein, as dangerous even though normally it would not be. So it reacts by trying to flush the invader out by producing extra mucus. The turbinate sinuses can make one to two gallons of mucus a day, and naturally, it has to go somewhere. That's why you might be congested. Having all that mucus in the sinuses can also encourage bacterial growth, so if the allergic reaction persists, some people have to deal with sinus infections. Emergency Treatment In determining what works, you need to know the nature of the reaction. If you have two or more organs involved, if you are having trouble breathing or if you feel dizzy, you may be in the midst of an anaphylactic reaction. What works for that is an epinephrine injection and immediate medical attention. This is potentially life-threatening, so you will want to figure out what triggered the reaction so you can avoid it in the future. Once someone has suffered one anaphylactic reaction, they should keep epinephrine with them at all times in case of another episode. Epinephrine comes as a self-injector pen or a nasal spray (neffy). Can You Spot Drug Allergies? In the warnings that are rattled off as part of a TV ad for a pricey new drug, we often hear viewers cautioned not to take the medicine if they are allergic to it. That sounds like simple common sense, but it also has a Catch 22 quality. How do you know you are allergic to a medication unless you take it–and experience an allergic reaction for which you might need treatment. Most of these presumably are immune system-mediated reactions, in which the body produces IgE. That is how allergies to penicillin or sulfa drugs work. Some drugs cause a different type of reaction, not IgE-mediated but dangerous nonetheless. Lisinopril is the most commonly prescribed blood pressure medicine in this country. Like other ACE (ACE is short for angiotensin-converting enzyme) inhibitor medications, lisinopril can trigger angioedema. This swelling can affect the face, lips, tongue and throat, where it can compromise breathing. The most insidious aspect of this reaction is that it can occur after the person has been taking the drug without problems for weeks, months or even years. “Red man syndrome” or infusion reactions in people taking vancomycin can likewise occur without warning. The last type of drug reaction is not actually an allergy at all, although people occasionally use that terminology. It is better described as sensitivity. For example, a stomachache is a common reaction to the antibiotic erythromycin. Some people are disabled by this abdominal pain and try to limit their exposure to erythromycin thereafter. What Works and What Doesn't? Since the immune system is acting inappropriately to cause allergic reactions, treatment should involve immunotherapy. Eye drops can help eyes feel less itchy and irritated. Likewise, OTC nose drops or nasal sprays can often help the nose. The corticosteroid Flonase (fluticasone) and the antihistamine Astepro (azelastine) are good examples. During allergy season, some people find that a daily nasal wash (with a neti pot or NeilMed device) can help reduce the mucus and remove the allergens such as pollen causing the reaction. There are also oral antihistamines and inhalers for asthma. For decades now, allergists have offered their patients shots to help desensitize them to the allergen causing their trouble. Joe had these as a child and teenager and has been largely free of allergies since. Not everyone gets such lasting relief. Complications from Current Therapies Medications have side effects, and that is true of allergy medicines as with other drugs. Antihistamines, especially the older ones like Benadryl (diphenhydramine), are notorious for causing drowsiness. That's one reason it is often included in nighttime pain relievers as the “PM” in drugs like Advil PM. We worry about regular use of such antihistamines because it has been linked to a greater risk for dementia. A second-generation antihistamine such as Allegra (fexofenadine) is much less likely to make someone feel sleepy. However, Dr. Nadeau has seen patients on antihistamines suffer worse allergies if they stop suddenly. The People's Pharmacy has received hundreds of reports from people who experienced unbearable itching upon discontinuing Zyrtec (cetirizine) or Xyzal (levocetirizine). This can last for weeks. Doctors don't usually worry much about steroid nasal sprays like Flonase because they are topical. Presumably, nasal tissues pick up most of the dose. Just the same, using such a nose spray day after day for a long time could result in systemic steroid exposure that is not trivial. Stronger Medicine Dr. Nadeau is enthusiastic about the benefits of two potent prescription medicines. One is Xolair (omalizumab). It was originally developed to prevent asthma, but is now approved for chronic sinusitis, food allergies and chronic hives. Paradoxically, Xolair is one of those medicines that could cause a severe allergic reaction even on the first dose, so the FDA warns that the initial injection should be given in a healthcare setting prepared to treat anaphylaxis. This is uncommon, though, occurring in 0.1 to 0.2% of patients. The other medication Dr. Nadeau is prescribing for allergy patients who don't respond well to other treatments is Dupixent (dupilumab). The FDA has approved this medicine to treat a wide range of conditions, including eczema, asthma, chronic sinusitis, allergic reactions affecting the esophagus and chronic hives, among other things. Most insurance companies will not cover this pricey injection unless the patient has failed all other therapies. Fighting Air Pollution: What Works Air pollution makes allergy symptoms worse, so using an effective air filter inside the home is a good step. A HEPA (high-efficiency particulate-arresting) filter is ideal, especially as part of the air-handling system. If that's not possible, utilizing a MERV 13 in the part of the home where you spend the most time is a good second choice. Sonu One new option for treating allergies is acoustic resonance therapy with the SoundHealth Sonu headband. It uses vibration from sound to loosen mucus from the sinuses so that they can clear. The FDA has approved its use for children as well as adults. New research was just published demonstrating its helpfulness in treating children with nasal congestion (Oto-Open, April-June 2026). SoundHealth has underwritten The People's Pharmacy podcast. Dr. Nadeau has also been compensated for her role in conducting studies of this device (International Forum of Allergy & Rhinology, Dec. 2025). Since it does not employ medications, there are no drug side effects. This Week’s Guest Kari C. Nadeau, M.D., Ph.D., is Dean of the UCLA Fielding School of Public Health ( starting July 1 2026). Until then, she holds many other positions. At Harvard T. H. Chan School of Public Health she is: John Rock Professor of Climate and Population Studies; Chair of the Department of Environmental Health; and Director of the Allergy, Extreme Weather, and Exposomics Lab. Dr. Nadeau is Professor of Medicine at Harvard Medical School and serves in the Division of Allergy and Inflammation at Beth Israel Deaconess Medical Center. She is an Adjunct Professor at Stanford Medical School. Dr. Nadeau is also the co-author of The End of Food Allergy, which provides strategies for treating and preventing food allergies in children. Here is a link to the research underway in her Harvard laboratory. PHOTO CREDIT: STACY GEIKENTaken in April 2017 at Kari Nadeau’s professorship dinner The End of Food Allergy: The Science-Based Plan That Turns Food into Medicine The People's Pharmacy is reader supported. When you buy through links in this post, we may earn a small affiliate commission (at no cost to you). Listen to the Podcast The podcast of this program will be available Monday, June 8, 2026, after broadcast on June 6. You can stream the show from this site and download the podcast for free. This episode has additional information about Nasalcrom (cromolyn sodium nasal spray) and its effect on mast cells; alpha gal allergy to red meat; and the latest thinking on preventing peanut allergy among young children. Download the mp3

Leadership communication is not just about giving instructions, sending emails, or making polished speeches. The real test is whether the message is received, understood, accepted, and acted upon correctly by the team. Many leaders assume that because they have said something, communication has happened. That is a dangerous assumption. In busy workplaces across Japan, Australia, the United States, Europe, and Asia-Pacific, employees are drowning in emails, Slack messages, Teams notifications, social media updates, policies, procedures, and constant information overload. When language differences are involved, especially English and Japanese, the risks multiply. Leaders must move from one-way broadcasting to interactive communication built on questioning, listening, and checking for understanding. Why does leadership communication often fail? Leadership communication fails when leaders confuse sending a message with creating shared understanding. A memo, email, meeting instruction, or executive monologue is only useful if the team actually receives, interprets, and applies it correctly. Many leaders fire content at their teams like a high-pressure hose, then move on to the next meeting. Later, they discover the task was not done, was done incorrectly, or veered off in a direction they never imagined. This is not always laziness or resistance. Often it is a communication failure. In Japanese workplaces, written English may be easier to process than rapid-fire spoken English, but written instructions can still be missed, skimmed, misunderstood, or buried under workload. Do now: After important communication, do not ask, "Did I send it?" Ask, "What did they understand, and what will they do next?" Why is one-way communication risky for leaders? One-way communication is risky because it gives the leader no reliable evidence that the message has landed.Broadcast communication may be efficient, but it is not always effective. Rules, regulations, standard operating procedures, policy memos, emails, chat posts, and presentation decks all have a place. They create records and help people review details later. However, they do not prove comprehension. The leader may believe the message is obvious because they wrote it clearly and sent it to everyone. The team may be distracted, overloaded, unsure, or reluctant to ask questions. In multinational Japan offices, this gap widens when instructions move between English and Japanese communication styles. Do now: Treat written communication as the start of the process, not the end. Build in questions, confirmation, and follow-up. How can leaders check whether people really understand? Leaders check understanding by asking clarifying questions and having team members explain the message back in their own words. A polite nod is not proof of comprehension. This is especially important in Japan, where people may avoid admitting confusion to protect face, preserve harmony, or avoid slowing down the meeting. Foreign executives working in English may also smile and nod through Japanese explanations they only partly understand. The solution is not to embarrass people with interrogation. It is to normalise clarification. Ask, "How do you interpret the priority?" "What is the first action?" or "Can we confirm the deadline and expected output?" These questions reduce expensive rework. Do now: Use feedback loops. Ask people to restate the decision, deadline, owner, and next step before everyone leaves the meeting. What are the five levels of listening in leadership? The five levels of listening are ignoring, pretending, selective listening, attentive listening, and empathetic listening.Leaders need to know which level they are really operating at, not which level they imagine they are using. At the lowest level, the leader ignores the speaker because their own thoughts take over. At the second level, they pretend to listen while preparing their clever response. At the third level, they listen selectively for agreement, resistance, or the answer they want. At the fourth level, they listen attentively, give full focus, and paraphrase what they heard. At the highest level, they listen empathetically, reading tone, emotion, hesitation, and what remains unsaid. Do now: In your next one-on-one, notice whether you are listening to understand or listening to reply. Why do leaders pretend to listen? Leaders pretend to listen when they look attentive but are mentally preparing their response, defence, story, or counterargument. The body may be in the conversation, but the mind has already left. This happens easily to busy managers and senior executives. A team member starts speaking, and one phrase triggers the leader's own experience, advice, warning, or disagreement. Suddenly the leader is no longer listening. They are preparing to lecture, correct, debate, or impress. In high-pressure workplaces, this habit is common because leaders feel responsible for having the answer. The problem is that employees notice when the boss is not truly present, and they often stop sharing useful information. Do now: Delay your response. Listen until the person finishes, pause, then paraphrase before giving your view. Why is selective listening dangerous for managers? Selective listening is dangerous because leaders hear only what confirms their opinion and miss critical information attached to the message. The team may be giving a warning, but the boss only hears agreement or resistance. Managers often listen for "yes," "no," "done," or "not done." They may miss nuance, risk, uncertainty, capacity issues, client concerns, or cultural hesitation. This is particularly risky in Japan, where indirect communication may carry important meaning between the lines. A team member may say, "That may be difficult," and the foreign leader may hear mild inconvenience rather than serious impossibility. Selective listening creates false confidence and poor decisions. Do now: Listen for context, constraints, and risk signals, not just agreement with your preferred plan. What does attentive listening look like in leadership? Attentive listening means giving the speaker full focus without interrupting, filtering, finishing their sentences, or redirecting the conversation too early. It is disciplined, patient, and practical. Attentive leaders listen to the entire point before responding. They paraphrase what they heard and check whether they understood correctly. They do not mentally draft their next speech while the employee is still talking. This improves execution because misunderstanding is caught early. It also builds trust because the team member feels respected. In performance reviews, project updates, client debriefs, and cross-cultural meetings, attentive listening can prevent avoidable confusion and rework. Do now: Use the phrase, "Let me check I understood you correctly," then summarise the person's point in plain language. Why is empathetic listening essential in Japan? Empathetic listening is essential in Japan because meaning is often carried through tone, hesitation, context, silence, and what is not directly said. Leaders must listen with their eyes as well as their ears. English can be direct and confronting, while Japanese communication is often more indirect, contextual, and circuitous. This does not make one style better than the other; it means leaders need cultural range. Empathetic listening means trying to enter "the conversation going on in the other person's mind." Is the person worried, unconvinced, embarrassed, overloaded, or quietly disagreeing? Are they saying yes to preserve harmony while thinking no privately? These signals matter. Do now: Watch facial expression, pace, silence, and tone. Then gently check what the person really means before assuming agreement. Final summary Leadership communication is not a monologue. It is not a memo, a speech, or a rapid-fire burst of executive brilliance. Communication only works when the message is understood and acted upon correctly. Leaders must move beyond one-way broadcasting and build habits of clarification, paraphrasing, attentive listening, empathetic listening, and feedback loops. This is especially important in bilingual or cross-cultural workplaces where English and Japanese communication styles can easily collide. The goal is simple: fewer misunderstandings, stronger trust, better execution, and a team that feels heard. FAQs Why do leaders think they are communicating when they are not? Leaders often mistake message delivery for understanding. Sending an email or giving instructions does not prove that people understood the meaning, priority, deadline, or expected action. What is the best way to check understanding? The best way is to ask people to explain the decision, deadline, owner, and next step in their own words. This should feel like a normal communication habit, not a test. Why is listening difficult for busy leaders? Listening is difficult because leaders are often already preparing their response while the other person is speaking.This creates the appearance of attention without real understanding. What is empathetic listening? Empathetic listening means listening for emotion, context, tone, hesitation, and what is not being said. It helps leaders understand the person behind the words. Why is communication harder between English and Japanese speakers? English is often direct, while Japanese can be more indirect and context-driven. This creates more room for misunderstanding, especially when people nod politely despite partial comprehension. Quick actions for leaders Replace one-way communication with feedback loops. Ask clarifying questions after important instructions. Have team members restate decisions and deadlines. Stop preparing your reply while others are speaking. Listen for tone, hesitation, silence, and hidden concerns. Use written follow-up for complex or bilingual instructions. Make checking understanding a normal team habit. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Women Veterans ROCK On The Hill - The Podcast! (Encore!) We are an Award-Winning Podcast for Today's Women On The Move!Today's special guest is Dr. Gybrilla Ballard-Blakes. She is the Author of the book "Give Your Parents A Standing Ovation - For Caregiver of Elderly Parents" - and - she is the Writer and Producer of the Stage Production of the same name, which is based on her book.  For More Info: Visit www.GYPASO.orgDr. Ballard-Blakes is a Speaker for Alzheimer Awareness Rallies Forums; a Member of AARP's Brain Health Speakers Bureau; Alzheimer's Association National Capital Chapter Committee Member and Dementia Friendly America as well. She teaches as an Adjunct Professor at Webster University where they proudly serve Military Students.In this episode of Women Veterans ROCK! On The Hill - you will discover resources, tools and tips for those caring for aging loved ones.  Learn the 10 Warning Signs of Memory Loss Disorders.Subscribe To Our Podcast Today!  You will join other Members of The Women Veterans ROCK Podcast Posse and get our early alerts to meet today's amazing Women Leaders.ABOUT THE HOSTDeborah Harmon-Pugh is a recognized authority on Women's Leadership in America. She has dedicated the past two decades to assisting women advance into positions of influence by leveraging their expertise and leadership strengths. She is the creator of proven and powerful leadership development programs that guide women to becoming leaders in Civic Leadership, Business Leadership, and Nonprofit Leadership. Professor Deborah Harmon-Pugh is the National Campaign Chair of Women Veterans ROCK; The Women Veterans Civic Leadership Institute; and The Women Veterans Public Policy Delegation To Capitol Hill. She teaches in the Graduate School of Studies at Chestnut Hill College. Professor Deborah Harmon-Pugh is a retired Military Spouse of 27 years.ABOUT OUR SPONSOR - (Rebroadcast)Comcast NBCUniversal - We thank Comcast NBCUniversal for their support of Women Veterans, Military Families, and America's entire Military Community. For more information on how Comcast NBCUniversal is supporting the military community, visit the link below. ⁠www.corporate.comcast.com/values/military⁠VISIT US & SUBSCRIBE TODAYOur Website Is: ⁠WomenVetsRock.org ⁠FOLLOW US ON SOCIAL MEDIA⁠Facebook: @WomenVeteransRock⁠⁠Twitter: @WomenVetsRock⁠⁠LinkedIn: @WomenVeteransRock⁠⁠Instagram: @WomenVetsRock⁠⁠YouTube: @WomenVetsRock

In a sales call, the person who controls the agenda usually controls the outcome. Buyers are busy, cautious and often defensive because they worry about wasted time, poor fit, cash flow pressure and being sold something they do not need. Professional salespeople do not bully the buyer, but they also do not drift along sweetly while the buyer runs the meeting. They build trust early, set a clear structure, ask intelligent questions and guide the conversation toward whether real value can be created. Why should salespeople control the sales meeting agenda? Salespeople should control the sales meeting agenda because buyers need structure, confidence and relevance before they will trust the conversation. Without a clear agenda, the meeting can wander into price, product features or objections before the salesperson understands the buyer's real business situation. In Japan, the United States, Europe and across Asia-Pacific, executives are under pressure to protect time, cash flow and decision quality. A buyer may be thinking, "Don't waste my time," "Don't erode my budget," or "Don't sell me something irrelevant." That is why the salesperson must professionally map the meeting from the start. This is not about domination. It is about leadership, clarity and respect. Do now: Open the meeting by explaining the value of the conversation, then propose a simple agenda before asking permission to proceed. How do salespeople build trust at the start of a sales call? Salespeople build trust by looking professional, sounding confident and explaining quickly who they are, what they do and who they have helped. Trust forms before the buyer has seen the proposal, the pricing or the solution. The stereotype of the salesperson is still damaging: pushy, smooth-talking, self-interested and focused on closing. Professionals must separate themselves from that image immediately. Appearance matters because buyers initially judge what they can see. Voice matters because hesitation, mumbling and unclear language signal uncertainty. A strong opening covers four points: who you are, what your company does, who else you have created success for and why the same may be possible for this buyer. Do now: Prepare a concise credibility opening that can be delivered clearly in under one minute. What should a salesperson say before asking discovery questions? Before asking discovery questions, the salesperson should explain the meeting flow and gain the buyer's agreement to that structure. This creates permission, reduces resistance and stops the buyer from hijacking the conversation. A useful sales call agenda starts with the benefit of the meeting for the buyer. Then the salesperson checks how familiar the buyer is with the company and asks about existing perceptions. After that, the conversation can move into the buyer's current situation, future goals, obstacles and the implications of not solving those challenges quickly enough. Only then should the salesperson ask detailed questions. Do now: Use a simple transition: "How does that agenda sound, and are there any items you would like to add?" Why should salespeople ask about buyer perceptions early? Salespeople should ask about buyer perceptions early because hidden resistance blocks trust and later slows or kills the sale. If a buyer has a negative view of the company, the salesperson needs to know before presenting solutions. Competitors may have spread rumours. A previous salesperson may have disappointed the client. The buyer may have experienced poor service, weak follow-up or unreliable communication. In Japanese B2B sales, where reputation, consistency and long-term trust carry heavy weight, unresolved perceptions can become silent deal-breakers. Asking early feels risky, but it is professional. If the issue is severe, it would block the sale anyway. Better to surface it, address it and show accountability. Do now: Ask calmly, "What perceptions do you currently have of our company?" Then listen without becoming defensive. How can salespeople respond to past negative experiences? Salespeople should respond to past negative experiences by acknowledging the issue, showing accountability and demonstrating that the company has changed. Defensive excuses weaken credibility; professional ownership strengthens it. If a buyer says a previous representative was unreliable, the salesperson can ask, "If a member of your sales team created complaints from customers, what would you do?" Most executives would say they would remove, retrain or replace that person. The salesperson can then say, "That is exactly what we did, and I am here now to make sure we provide real value." This approach reframes the issue from denial to responsibility. Do now: Prepare a calm, respectful response for common legacy objections before the meeting begins. Why should salespeople discuss speed to business goals? Salespeople should discuss speed because buyers may be able to reach their goals eventually, but the seller's value often lies in helping them get there faster. Time-to-result is a powerful business lever. A company may want higher revenue, stronger leadership, better sales performance or improved client retention over the next three to five years. Given unlimited time, many organisations could improve on their own. The sales opportunity appears when the salesperson explores what is slowing progress now: weak skills, unclear processes, poor execution, limited resources or market pressure. This is especially relevant for SMEs, multinationals and B2B firms competing in post-pandemic markets where speed, productivity and cash efficiency matter. Do now: Ask, "What is slowing your progress toward those goals, and what would faster achievement mean for the business?" Conclusion: Who should really run the sales call? The professional salesperson should guide the sales call, but the buyer's priorities must shape the conversation. That is the balance. The seller controls the structure; the buyer provides the truth. When salespeople open with credibility, map the agenda, surface perceptions, explore current and future states, identify obstacles and connect value to speed, they stop being pushed around and start acting like trusted advisers. The best salespeople are not aggressive closers. They are disciplined meeting leaders who create clarity for busy buyers and value for their own company. FAQs Should the salesperson or buyer set the sales agenda? The salesperson should propose the agenda, while giving the buyer room to add or adjust items. This keeps the meeting professional while respecting the buyer's priorities. Is asking about negative perceptions risky? Yes, but avoiding the question is riskier. Hidden objections often become silent deal-breakers, so strong salespeople surface them early. When should salespeople present their solution? Salespeople should present only after understanding the buyer's situation, goals, challenges and urgency.Presenting too early usually sounds generic and self-serving. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are followed by executives seeking success strategies in Japan.

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

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

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

Imposter syndrome does not disappear just because someone becomes a business owner, Ph.D., author, trainer, executive, or recognised expert. The voice in the head still asks, "Who do you think you are?" The answer is not perfection. The answer is humility, preparation, integrity, and the courage to share what we do know. Why do presenters feel imposter syndrome? Presenters feel imposter syndrome because public speaking exposes them to judgement, comparison, and the fear of being found short. The more visible the platform, the louder the inner critic can become. Some people grow up with confidence-building advantages: elite schools, international travel, family connections, debate practice, and early exposure to public speaking. Good for them. For many others in Japan, Australia, the US, Europe, and Asia-Pacific, the path is more ordinary or rocky. They build careers through effort, discipline, and persistence. Then one day the company asks them to present to the team, speak at an industry event, join a webinar, or represent the firm publicly. Suddenly the mind asks, "Am I really qualified?" Do now: Recognise imposter syndrome as a normal reaction to visibility, not proof that you should stay silent. Can successful leaders still suffer from imposter syndrome? Yes, successful leaders can suffer from imposter syndrome even after gaining degrees, titles, ownership, awards, and expertise. Achievement does not automatically erase old self-doubt. A person can own a company, hold a doctorate, publish books, lead teams, and speak frequently, yet still feel like the kid from the old neighbourhood. Identity has long roots. In executive communication, leadership training, sales presentations, and keynote speaking, external credentials help, but internal confidence may lag behind. This is especially common when leaders move across cultures, industries, or languages. A foreign executive in Japan, a founder pitching investors, or a manager addressing a multinational team may all wonder whether they truly belong at the front of the room. Do now: Stop assuming confidence comes automatically with credentials. Build it through repeated, honest practice. How does perfectionism make presenting harder? Perfectionism makes presenting harder because it convinces speakers they need complete knowledge before they have the right to speak. That standard is impossible and paralysing. No presenter has absolute knowledge. Not the CEO, not the professor, not the consultant, not the trainer, not the bestselling author. The healthier mindset is relativity: you may know more than many people in the room about a particular topic, while still being a student of the craft. That is enough. In business presentations, the goal is not to claim omniscience. The goal is to offer useful experience, examples, frameworks, and judgement. The old line about the one-eyed person being king in the kingdom of the blind captures the point, even if it stings a little. Do now: Replace "I must know everything" with "I can share what I know while continuing to learn." What should presenters do when an expert is in the audience? Presenters should welcome experts in the audience and invite their contribution where appropriate. Their presence does not diminish the speaker; it can enrich the session. When a bona fide expert appears in the room, the imposter voice may panic. Don't. Acknowledge their expertise, ask for their view on a specific point, and let the audience benefit. This is not surrender. It is confidence. Audiences in boardrooms, conferences, universities, and professional associations appreciate a speaker who can create dialogue rather than pretend to dominate every subject. The expert is unlikely to leap up and denounce you as a fraud. More often, they add colour, nuance, or a useful example. Do now: Treat expertise in the room as an asset. Share the stage intellectually without giving away your authority. How should speakers handle criticism or hostile questions? Speakers should never argue with the audience; they should acknowledge different views, stay calm, and let the wider audience judge. Fighting from the stage usually weakens the speaker. In karate, taisabaki means moving to the side so the attacker strikes empty air. Presenters can use the same idea. Do not stand rigidly in front of criticism, trying to prove perfect knowledge. Move aside by saying, "That is a useful perspective," or "There are different views on this." If someone cherry-picks your words, removes context, or misrepresents your point, stay composed. Public opposition can create mental fog, especially in live forums e, webinars, panels, or Q&A sessions. The perfect answer may arrive an hour too late. That is still learning. Do now: Prepare calm response phrases before the event. Do not let one hostile question drag you into a public wrestling match. How can presenters build trust despite self-doubt? Presenters build trust by admitting limits, showing integrity, and offering genuine value without pretending to be perfect. Humility makes the speaker harder to attack. When speakers openly accept that they are still learning, there is no hard target. The audience already knows nobody has perfect knowledge. What they want is sincerity, preparation, and something useful. This matters in Japan's consensus-driven business culture, in US-style debate environments, and in European or Asia-Pacific professional settings. The speaker who allows diverse views, avoids defensiveness, and keeps the brand intact looks more trustworthy, not less. Nervous? Keep it to yourself. Most audiences want the presenter to succeed and will not notice the nerves nearly as much as the speaker imagines. Do now: Be honest about limitations, generous with other viewpoints, and disciplined about not broadcasting your nerves. Conclusion: How can leaders overcome imposter syndrome when presenting? Imposter syndrome loses power when we stop pretending we need to be flawless. The real standard is not perfection. The real standard is integrity. Do we know something useful? Have we prepared? Can we help the audience think, act, or improve? Can we stay humble when challenged? If the answer is yes, then we have the right to speak. We can stand up, share what we know, invite other views, and keep learning. The doubts may still mutter in the background, but they do not get to run the meeting, the presentation, the webinar, or the keynote. FAQs Is imposter syndrome common in public speaking? Yes, imposter syndrome is common because presenting makes people visible and open to judgement. Even experienced leaders can feel exposed when they speak publicly. Do I need to be a complete expert before presenting? No, you do not need perfect knowledge before presenting. You need useful experience, preparation, integrity, and the humility to keep learning. What should I do if an audience member knows more than me? Acknowledge their expertise and invite their input where useful. This shows confidence and gives the audience more value. How should I respond to hostile questions? Stay calm, avoid arguing, and acknowledge that different views may exist. Let the audience judge the exchange rather than turning it into a fight. Should I tell the audience I am nervous? Usually, no. Keep your nerves to yourself because most audiences want you to succeed and may not notice. Focus on helping them rather than announcing your anxiety. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

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

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

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

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

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

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

"You have to make the effort to talk to the people who are decisive" "You shouldn't be the ambassador or the mail boy" "Communication is very important" "People are not stupid. They really see immediately if people do not walk the talk" "Be respectful and don't say no too fast"   Klaus Meder is Previous President of Bosch in Japan, leading a business that has evolved from a network of joint ventures, license relationships and specialised manufacturing operations into a major Bosch Group presence of about seven thousand associates. His Japan career began in the late 1990s, when he worked for roughly five years in a Bosch-Zexel joint venture in Tomioka, Gunma Prefecture, where he led a largely Japanese team in airbag electronic control systems while bridging technology, culture, language and headquarters relationships. He returned to Japan in mid-2017, bringing decades of Bosch experience, deep product expertise and a practical understanding of how German and Japanese business cultures can work together. His leadership story is shaped by adaptability: learning when hierarchy matters, when direct communication is needed, when respect must come first, and how a global company can build engagement, trust and innovation in Japan. Klaus Meder's reflections on leadership in Japan are valuable because they avoid both romanticism and stereotype. He first came to Japan in the late 1990s to work in a joint venture between Bosch and Zexel Corporation in Tomioka, Gunma Prefecture. The organisation was small, local, highly Japanese and deeply hierarchical. The seating order itself reflected the organisation chart, with senior managers placed according to rank and younger engineers progressively further away. For a young German vice president working through a translator, the first leadership challenge was not simply language. It was credibility. Meder earned that credibility through technical expertise, connections to headquarters and a willingness to communicate with the people who actually held authority, even when communication was difficult. He is clear that a common mistake for foreign executives is to speak only with the younger employees who have stronger English. That may feel efficient, but it bypasses the hierarchy and weakens trust. His advice is to respect the decision structure and make the effort to speak with decisive people. This is where Japan-specific concepts such as nemawashi, ringi-sho, consensus and uchi-soto become practical leadership realities rather than cultural vocabulary. A leader must understand where influence sits, how decisions are prepared and why inclusion matters before a formal decision appears. Meder also challenges simplistic views of Japan as indirect or passive. His early experience included a very direct Japanese president who shouted at people, and Japanese colleagues who told him plainly that he was too young. The lesson is that intercultural training is useful, but reality is more complex than the stereotype. Japan combines respect, formality, hierarchy and strong customer orientation with moments of surprising directness. When he returned to Japan in 2017, Bosch Japan had grown dramatically. The leadership challenge had shifted from surviving in a traditional joint venture to building one Bosch spirit across legacy companies, product relationships and long-standing industrial ties. Engagement, in his view, is not captured perfectly by global survey scores. A question such as whether an associate would recommend the company to a relative carries different weight in Japan because personal responsibility, employer responsibility and uncertainty avoidance are culturally stronger. For Meder, engagement is built through communication and practical proof. During the coronavirus crisis, Bosch Japan held weekly crisis meetings, shared outcomes and used his personal blog, translated into Japanese, to explain global and local decisions. The company also ran a vaccination programme for thousands of associates and family members. Trust was not just discussed; it was operationalised. That same trust appears in working-time recording, where associates record their own hours honestly even though overtime pay is affected. His leadership definition is anchored in approachability, conviction, walk the talk behaviour and judgement. Leaders must know when to let teams run and when to make clear decisions. In Japan, they must be respectful, slow to reject ideas, serious about language and body language, and willing to encourage people to move faster in their careers. For Meder, leadership in Japan is not about forcing a Western model onto a Japanese organisation. It is about combining respect with clarity, trust with accountability, and global ambition with cultural intelligence. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is unique because formal structure, informal influence and respect all operate at the same time. Klaus Meder describes an earlier workplace where the seating order mirrored the organisation chart and where communication moved through clear hierarchical channels. A foreign leader who ignores that structure can easily damage trust. Effective leadership therefore requires understanding nemawashi, consensus-building, ringi-sho style preparation and the boundary between uchi and soto. Japan is not simply hierarchical for the sake of hierarchy; it is a system in which responsibility, respect and decision ownership must be carefully managed. Why do global executives struggle? Global executives often struggle because they mistake English fluency for authority. Meder warns against speaking only to younger engineers or managers who communicate easily in English while bypassing senior decision-makers. That may accelerate conversation in the short term, but it weakens alignment. Executives also struggle when they rely too heavily on stereotypes. Meder was told that Japanese leaders were indirect and quiet, yet his first Japanese president was extremely direct. The real skill is to observe, adapt and communicate with the people who matter, not with the people who are merely easiest to reach. Is Japan truly risk-averse? Meder's comments suggest that Japan is not simply risk-averse; it is responsibility-conscious. Engagement survey questions reveal this difference. When Japanese associates are asked whether they would recommend the company to a relative or friend, they may hesitate not because they are disengaged, but because they feel personally responsible for both the person and the employer. This is closer to uncertainty avoidance than lack of commitment. Leaders need decision intelligence: the ability to interpret survey data, promotion reluctance and customer requests through cultural context rather than through a single global benchmark. What leadership style actually works? The style that works is respectful, approachable and clear. Meder emphasises communication, trust and walk the talk behaviour. People quickly notice when leaders say one thing and do another. In stable periods, leaders can let the team operate independently. In crises, people want leaders to bring them together and make clear decisions. This flexible style matters in Japan because excessive command can suppress initiative, while excessive delegation can create uncertainty. The leader's task is to know when to let loose and when to lead. How can technology help? Technology helps when it creates participation, visibility and learning. Bosch uses continuous improvement, hackathons, internal start-up platforms and online training to draw ideas from associates and make them visible to management. In an advanced manufacturing environment, the same principle extends to decision intelligence, digital twins and data-informed process improvement: technology should not replace trust, but it can make problems, options and learning cycles clearer. For engagement, the platform itself can be as valuable as the eventual winning idea because associates see that their ideas are heard. Does language proficiency matter? Yes, language proficiency matters, but effort matters even before mastery. Meder says Japanese is difficult, yet even a few words can be appreciated because the effort signals respect. He also stresses the importance of gestures and body language. In Japanese grammar, the decisive word can come at the end, and sometimes it is not spoken at all. Leaders therefore need to read tone, silence and non-verbal cues. Language is not only vocabulary; it is a way of understanding respect, hesitation, agreement and disagreement. What's the ultimate leadership lesson? The ultimate lesson is to combine respect with movement. Meder advises foreign leaders to be respectful and not say no too quickly, especially to customers or associates. At the same time, he believes Japanese careers often progress too slowly. He encourages associates to think in three-to-five-year career steps rather than staying in the same role for ten or fifteen years. Leadership in Japan therefore means honouring the culture while helping people grow beyond the limits the culture can sometimes impose. 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.

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

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

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

Welcome to Health-e Law, Sheppard's podcast exploring the fascinating health tech topics and trends of the day. In part one of this two-part episode, Cora Han, Chief Health Data Officer for University of California Health, joins partner and host Michael Orlando to discuss the adoption of Artificial Intelligence in healthcare, including the management of data privacy, vendor relationships and AI governance. What we discuss in this episode: De-identification of protected health information in practice The HIPAA standards for de-identification and when to apply them The unique challenges unstructured clinical notes present for re-identification risk A layered approach to de-identification, including automated tools and human review Third-party certification of de-identification processes Key contract provisions for protecting PHI when working with AI vendors Hidden data training clauses in vendor agreements The evolving AI vendor marketplace and contract strategy UC Health's federated governance model for AI and data governance Shadow AI use and the importance of safe experimentation The importance of legal and compliance teams engaging early in the AI adoption process About Cora Han Cora Han is Chief Health Data Officer for University of California Health and Executive Director of the Center for Data-driven Insights and Innovation. She also serves as Co-Chair of the Health System and Provider Advisory Board for the Coalition for Health AI (CHAI).  Drawing on her extensive experience in AI strategy, regulatory advocacy, and data privacy, Cora leads efforts to establish consistent guardrails for the use of health data with AI vendors and third-party collaborators. Her work spans the full spectrum of health data challenges, from de-identification of clinical data to navigating HIPAA compliance and AI vendor relationships, making her a leading voice on responsible AI adoption in academic health systems. Before joining UC Health, Cora spent over ten years at the Federal Trade Commission, most recently as Senior Attorney in the Division of Privacy and Identity Protection, where she focused on data privacy and consumer protection, including a term as Counsel to the Director of the Bureau of Consumer Protection. Prior to her tenure at the FTC, she practiced at a leading international law firm, where she counseled clients on copyright and trademark matters. Cora also served as an Adjunct Professor of Consumer Protection Law at George Mason University School of Law for five years. Cora holds a BA in Government from Harvard University and a JD from the University of Chicago Law School. About Michael Orlando Michael Orlando is a partner in Sheppard's San Diego (Del Mar) office. He is team leader of the firm's Technology Transactions team, a member of the Life Sciences, Healthcare and Artificial Intelligence teams, and co-leader of the firm's Digital Health & Innovation team. Michael has more than 20 years of experience advising health technology companies, insurers, healthcare systems and providers, academic medical centers and research institutions, medical device manufacturers, pharmaceutical and wellness companies on intellectual property and business transactions in key strategic areas, including EHR systems procurement and integration, telehealth, mobile health applications, clinical decision support technologies, artificial intelligence, data use, wearable devices, remote patient monitoring, medical devices and equipment, research and collaborations, patent licenses, software licenses, joint ventures, mergers and acquisitions, revenue cycle management, and other outsourcing transactions.  Michael founded a software-as-a-service company before entering private practice and completed an in-house secondment at a publicly traded biotechnology company, an experience that informs his practical and business-focused approach to client engagements.   Thank you for listening! Don't forget to SUBSCRIBE to the show to receive new episodes delivered straight to your podcast player every month. If you enjoyed this episode, please help us get the word out about this podcast. Rate and Review this show on Apple Podcasts, Amazon Music, or Spotify. It helps other listeners find this show. This podcast is for informational and educational purposes only. It is not to be construed as legal advice specific to your circumstances. If you need help with any legal matter, be sure to consult with an attorney regarding your specific needs.

Business owners often hear the advice, "Work on your business, not in your business." The same principle applies to sales. If the founder, president, or owner remains the main rainmaker, the company may generate revenue today but struggle to scale, transfer value, or survive without them tomorrow. Sales can be addictive. Winning deals, building relationships, and landing major clients all create a powerful dopamine hit. The problem is that when the owner keeps doing the selling, the business stays dependent on one person rather than becoming a scalable sales organisation. Why should business owners work on sales, not in sales? Business owners should work on sales, not just in sales, because scale comes from building a repeatable system rather than personally closing every deal. Founder-led selling may produce revenue, but it can also trap the company at its current size. In SMEs, professional services firms, training companies, consultancies, agencies, and B2B businesses, owners often love the client-facing work. They enjoy the relationships, the negotiations, and the thrill of the win. Yet growth requires hiring, training, coaching, and developing more salespeople. This is true in Japan, the US, Europe, and Asia-Pacific. If the owner is always out selling, they cannot properly build the sales engine behind them. Do now: Audit how much revenue depends directly on the owner. If the answer is "most of it," the business has a scale problem. Why is founder-led selling hard to give up? Founder-led selling is hard to give up because it feeds ego, identity, habit, and cash flow. Owners often believe they are the best person to win the deal, protect the client, and keep revenue moving. This creates a chicken-and-egg problem. The company needs deals to fund growth, but it also needs the owner to step back so the sales team can grow. Many small businesses bootstrap expansion, so stopping the owner's selling suddenly can damage cash flow. The smart move is not to go from star salesperson to zero overnight. Like a successful athlete becoming a coach, the owner must gradually shift from being in the limelight to developing others. Do now: Start reducing personal selling gradually, not dramatically. Replace founder activity with team capability. How does owner-dependent revenue reduce business value? Owner-dependent revenue reduces business value because buyers worry the sales will disappear when the owner leaves. If the founder is the key rainmaker, the business is less transferable and less attractive to a potential acquirer. When owners eventually sell, buyers examine whether revenue is institutional or personal. If the owner owns the client relationships, the purchaser may lower the valuation, demand an earn-out, or require the founder to stay for several years. For many entrepreneurs, that is a painful surprise. After years of being the boss, working for a new owner can feel impossible. A company that runs without the founder is an asset. A company that relies on the founder is closer to a job with overheads. Do now: Build client relationships with the company, not only with the founder. Why should owners hand clients to salespeople? Owners should hand clients to salespeople because delegation turns personal revenue into organisational revenue.It may feel uncomfortable, but it is necessary if the business is to grow beyond the founder. This handoff can be emotionally difficult. The owner may think, "These are my clients." The clients may also enjoy direct access to the boss, because it makes them feel important. There is another sticking point: once salespeople manage accounts, commissions become a visible cost. But this thinking is small beer compared with the bigger commercial goal. A scalable business needs trained people who can win, retain, and expand client relationships without the owner controlling every conversation. Do now: Create a staged client transition plan. Introduce the salesperson while the owner is still present, then gradually step back. What should owners do instead of personally selling all day? Owners should use their time to coach, mentor, inspect, and improve the sales team's performance. The owner's highest-value role is multiplying the effectiveness of others. Consider the leverage. One owner working 12 hours a day can achieve a lot. But ten salespeople working eight hours each create 80 hours of selling capacity every day. The real question is how the owner should use their 12 hours to make those 80 hours more productive. That means improving prospecting quality, reviewing pipelines, coaching sales conversations, strengthening proposal discipline, and making sure the sales manager is actually managing. Compensation alone is not enough motivation. Habits, accountability, and coaching drive performance. Do now: Shift from "How many deals did I close?" to "How much better did I make the team today?" Why does the sales manager still need supervision? The sales manager still needs supervision because management quality directly affects sales output. Owners should not assume that appointing a sales manager automatically solves the growth problem. Many owners believe they can keep selling because the sales manager is taking care of the team. That assumption is risky. Sales managers can also fall into weak habits: insufficient coaching, poor pipeline inspection, vague accountability, and too little field observation. Everyone may enjoy it when the owner stays busy selling, because it means less scrutiny. But the business becomes stronger when the owner understands what the sales team and sales manager are doing every day. The results may be insightful, or even scary. Do now: Review the sales manager's coaching rhythm, pipeline discipline, and accountability standards every week. Final summary Working on your sales means building a sales organisation that can function without the founder being the main revenue engine. That requires a deliberate shift from personal selling to leadership, coaching, delegation, and system design. For business owners, entrepreneurs, sales leaders, and SME founders, the lesson is clear: founder-led sales may feel productive, but team-led sales creates leverage. If you want the company to scale, survive succession, or become saleable one day, you must gradually step out of the starring role and build a sales machine that works without you. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

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

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

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

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

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

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

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

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

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

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

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

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

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