Podcasts about Adjunct professor

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

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

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

John talks with Simon Moya-Smith who's an Oglala Lakota and Chicano journalist. He's a contributing writer at NBC News and TheNation.com. He's the author of the forthcoming book, ‘Your Spirit Animal is a Jackass,' and he is an Adjunct Professor of Indigenous Studies at the University of Colorado Denver. John also talks with Julie Francella who's a mental health professional experienced in handling complex trauma with Indigenous youth and families. She's also an enrolled member of the Ojibway of Batchewana First Nation Reserve, and teaches Indigenous Studies at Durham College, focusing on the impacts of colonization on First Nations people. They discuss TIME magazine featuring Jordan Harmon and Mackenzie Roberts, two citizens of the Muscogee (Creek) Nation, on the cover of its issue titled “The People vs. AI,” highlighting a growing grassroots pushback against the unchecked expansion of artificial intelligence infrastructure across the United States. They also talk about the state of New Mexico finally investigating the forced sterilization of native women and in Sant Fe there's a big fight over a monument honoring calvary soldiers which native protesters toppled in 2020. Sant Fe residents are claiming the monument represented generations of genocide against Native Americans.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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

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

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

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

Objections are not the enemy — they're signals. In complex B2B and high-ticket selling, an objection often means the buyer is still engaged, still evaluating, and still leaving the door open. The difference between "this is going nowhere" and "we can win this" is whether you follow a disciplined process instead of reacting emotionally. Below is a practical, repeatable objection-handling framework you can run in real time — in Australia, Japan, the US, Europe, in-person or on Zoom — without sounding scripted. Why are objections actually a good sign in sales conversations? Objections usually mean the buyer is still considering you — they're testing risk, fit, and trust rather than silently rejecting you. In most markets post-pandemic (2020–2025), buyers have tightened procurement, involved more stakeholders, and demanded clearer ROI, which means more questions and more pushback — even when they like you. In Japan, where consensus building and risk avoidance are culturally strong, objections often appear as "we need to think" or "it might be difficult." In the US and Australia, you might hear direct resistance like "too expensive" or "we're happy with our current vendor." In all cases, the presence of friction can be healthier than polite indifference. Do now (answer card): Treat objections as engagement. Your job isn't to "win" — it's to discover what's underneath and solve the real concern What's the biggest mistake salespeople make when they hear an objection? The fastest way to lose a deal is to argue with the buyer — even if you're technically correct. The human brain hears pushback and wants to defend: you jump in, correct them, prove them wrong, and accidentally trigger buyer resistance. You might "win the debate" and still lose the decision. This shows up everywhere: startups pitching to procurement, consultants selling transformation programs, and enterprise SaaS teams facing security and legal. In Australia and the US, that argument can feel like a pressure tactic; in Japan, it can feel like you've disrupted harmony and made it harder for the buyer to save face. Instead of debating the headline ("too expensive"), you need the story behind it (budget cycle, internal politics, competing priorities, risk fears). Do now (answer card): Stop defending. Assume the objection is a headline and your job is to uncover the full article. What is a "cushion" and why does it work for handling objections? A cushion is a neutral circuit-breaker sentence that stops you from reacting and buys you thinking time. It's not agreement and it's not disagreement — it's a calm buffer between what they said and what you say next. Examples in plain English: "I hear you." "That's a fair point." "Thanks for raising that." "I can see why you'd ask that." This works because it lowers emotional temperature, keeps the buyer talking, and prevents the "fight or flight" response that turns into arguing. Whether you're selling to a Japanese conglomerate, a US mid-market firm, or an Australian SME, that pause helps you shift from defence mode into discovery mode. Pro tip: keep the cushion short. The cushion isn't the solution — it's the doorway to the right question. Do now (answer card): Build 3–5 cushion phrases you can say naturally, then use one every single time before you respond. What question should you ask first after any objection? Ask: "May I ask you why you say that?" — because the only useful response to an objection is more information.Objections are like a newspaper headline: short, dramatic, and missing context. "Too expensive" could mean cashflow, competitor pricing, CFO scrutiny, or fear of implementation risk. When you ask "why," you throw the "porcupine" back to the buyer — gently — so they explain the real story. This is effective in high-context cultures like Japan because it invites explanation without confrontation. It also works in direct markets like the US and Australia because it signals professionalism: you're diagnosing, not pushing. Watch-out: don't ask "why" with a sharp tone. Make it soft, curious, and slow. The tone is the difference between coaching and challenging. Do now (answer card): Make "why" your reflex. Cushion → "May I ask why?" → listen longer than feels comfortable. How do you clarify and cross-check to find the real objection? Clarify by restating the concern, then cross-check for hidden issues until they run out of objections. Buyers often lead with a minor issue to end the conversation quickly, especially when they don't want a long discussion. Think iceberg: the visible tip is what they say; the big block below the waterline is what they mean. Use two moves: Clarify: "Thank you. So, as I understand it, your chief concern is ___ — is that right?" Cross-check: "In addition to ___, are there any other concerns on your side?" Repeat the cross-check 3–4 times if needed. Then prioritise: "You've mentioned X, Y, and Z. Which one is the highest priority for you?" This is how enterprise sales teams reduce "surprise" objections late in the cycle, and how consultants avoid being derailed by a small complaint masking a major deal-breaker. Do now (answer card): Clarify the core issue, then ask for additional concerns, then rank them. Don't respond until you know the deal-breaker. How do you reply: deny, agree, reverse — and then trial close? Reply to the true main objection with one of three paths — deny, agree, or reverse — then use a trial commitment to confirm it's resolved. Once you've identified the highest-priority concern, you respond in a way that protects trust. Deny (with proof): If it's incorrect ("I heard you're going bankrupt"), deny calmly and offer evidence (financial stability, customer references, audited statements where appropriate). Agree (own reality): If it's true (quality issues, missed deadlines), acknowledge it. Explain what changed: process fixes, governance, QA, leadership actions. Credibility beats spin. Reverse (reframe): If the concern can become a benefit ("you take longer to deliver"), reframe it as risk reduction and quality control — less rework, fewer outages, smoother adoption. Then trial close: "How does that sound so far?" If more objections appear, run the process again. Do now (answer card): Pick the right response type (deny/agree/reverse), then trial close immediately to confirm the objection is gone. Conclusion: the repeatable objection-handling rhythm Objections don't block deals — unmanaged emotions do. When you treat objections as engagement, cushion your response, ask "why," clarify the real issue, cross-check for hidden concerns, and reply with credibility, you stop wrestling the buyer and start guiding the decision. If there are no questions, no objections, no hesitation, it may mean the buyer has already eliminated you and is just waiting for the meeting to end. Better to find out early — and move on to a real opportunity. Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.  He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). 

Most leaders want "alignment," but what they really need is movement—people actually doing the new thing. Motivating action is devilishly hard because humans cling to habits, defend their comfort, and only rent logic after emotion has already bought the decision.  Below is a practical, talk-design framework you can use in leadership meetings, sales kick-offs, internal change programs, and client presentations—especially when you need people to stop nodding and start acting. Is motivating people to change really that difficult? Yes—because habit beats good intentions, and people protect the status quo like it's their job. Even when everyone agrees "something should change," most of us quietly mean other people should change first. In workshops, a tiny experiment proves it: put your watch on the other wrist or fold your arms the "wrong" way. Your brain throws a mini tantrum. That discomfort is what you're up against in every change initiative—whether you're a sales manager in Japan rolling out a new CRM process, or a team lead in the United States trying to shift meeting culture post-pandemic. In practice, logic explains change, but emotion powers it. People act on feeling, then justify with reasons. Do now: Identify the one habit your audience is clinging to—and name the discomfort your change will create. What's the first step to get others to take action? Start with the end in mind: choose one concrete action that is easy to understand and feels easy to do. If the action sounds complicated, political, or time-consuming, motivation evaporates. Leaders often blow it here by proposing "transformation" instead of a single step: "be more customer-centric," "collaborate better," "innovate faster." That's fog, not action. A better move is something measurable: "book three customer interviews this week," "open every proposal with a problem statement," "run a 15-minute pre-brief before the monthly meeting." This works in startups and multinationals because it reduces cognitive load—the brain loves clarity. Make the action small enough to start, but meaningful enough to matter. Do now: Write the action as a verb + object + deadline (e.g., "Call five dormant clients by Friday"). How do you make the audience actually want to do it? You must attach a strong "what's in it for me" benefit that beats the comfort of doing nothing. People don't resist change—they resist loss: time, status, certainty, competence, control. So the benefit can't be vague ("better culture") or distant ("future growth"). It needs punch: less rework, fewer angry customers, faster deals, fewer escalations, more autonomy, more commission, more trust from senior leadership. This is where comparisons help: what motivates action in Australia may be framed around practicality and time; in Japan it may be framed around risk reduction, quality, and team credibility; in the US it may lean toward speed and individual ownership. Same human wiring—different packaging. Do now: Pick one benefit and make it tangible: "This saves you two hours a week" beats "This improves productivity." Why does "telling people what to do" backfire? Because direct instructions trigger resistance, especially in experienced teams who think, "Don't boss me." If you open with the action, you invite critics to immediately attack it. Executives at firms like Toyota and Rakuten (and frankly, any organisation with smart people) have learned that persuasion is smoother when the audience arrives at the conclusion themselves. That's why context matters: when listeners hear the reality, they often decide the action is sensible before you recommend it. You're not forcing them—you're guiding them. This is especially useful across cultures and hierarchies, where blunt "do this" language can be interpreted as disrespectful or naïve. Do now: Remove your first-slide instruction. Replace it with the situation that makes the change feel inevitable. How do you use storytelling to drive action in a talk? Tell the incident with enough real-world detail that people can see it—and feel it—in their mind's eye. Story is the bridge between logic and emotion. Use people, place, season, and time. Not because it's "cute," but because specificity creates belief. "Last quarter, in our Tokyo client meeting…" lands harder than "sometimes clients…" A story can be your experience, a customer moment, a mistake, a near miss, or a win—anything that explains why you believe the action matters. This is where you build credibility without preaching. Keep it tight, but vivid. The goal isn't theatre; the goal is emotional engagement that makes action feel like relief. Do now: Draft a 60–90 second incident story with (1) who, (2) where, (3) what happened, (4) what it cost. What is the "Magic Formula" for motivating others to action? Plan your talk as action → benefit → incident, but deliver it in reverse: incident → action → benefit. This is the Magic Formula.  Here's why it works: the incident neutralises opposition. Instead of a room full of critics, you create a room full of co-diagnosticians. They hear the context, they connect the dots, and they start forming the same conclusion you already reached. By the time you state the action, they're mentally ahead of you—agreeing. Keep it disciplined: one action only, and one strongest benefit only. Multiple actions split attention; multiple benefits dilute impact. This is as true in B2B sales as it is in leadership change programs. Do now: Build your next talk in three parts: Incident (70%), Action (15%), Benefit (15%). One action. One best benefit. Conclusion: turning agreement into action Motivation isn't magic—it's design. When you make the action clear, the benefit personal, and the story vivid, you stop fighting human nature and start working with it. Whether you're leading change in Japan, selling into global accounts, or trying to shift internal behaviour, the goal is the same: move people from "interesting" to "I'm doing it." Quick next steps for leaders Write your one action in a single sentence. Choose your one strongest benefit (make it measurable). Script your incident story with real detail. Deliver in this order: Incident → Action → Benefit. End with a deadline and an immediate first step. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results.  He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and X, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

Friday’s Supreme Ct Tariff ruling … GUEST Prof Bruce Antkowiak … law professor at St Vincent College. Fear & Anxiety … GUEST Matthew Everhard … pastor of Gospel Fellowship PCA in Valencia, PA and an Adjunct Professor, Reformed Pgh Theological Seminary. In the Wilderness with Jesus: Reflections on Matthew 4 … GUEST Rev Terry Timm … Christ Community Church of the South Hills.See omnystudio.com/listener for privacy information.

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

"The trust part is very important." "Change was a dirty word." "Anything controversial was normally me." "Doing the same thing over and over again and expecting a different result is the definition of insanity." Paul Hardisty is a finance-trained executive (CPA) who began his career in Melbourne and became CFO of a group of fashion brands across Australia and New Zealand, including Davenport, with licensing and distribution experience across brands such as Calvin Klein and Carhartt. In 1999, he joined adidas, initially slated for Indonesia just as Jakarta's riots erupted, before ultimately leading adidas Indonesia for five years. He then spent six months in India addressing corruption issues, before moving to South Korea for more than six years, scaling the business significantly. Hardisty's long-held ambition was Japan, and he relocated with his family to lead adidas Japan, where he spent around a decade and helped drive major growth. His career arc reflects repeated adaptation across markets, cultures, and organisational scale, culminating in leading one of adidas's most sophisticated and strategically scrutinised country operations. Paul Hardisty's leadership story is a study in scale, trust, and the mechanics of change inside a complex, matrixed multinational. Having built a finance foundation in Australia and then taken on consecutive country leadership roles across Indonesia and South Korea, he arrived in Japan with a reputation for delivery and a clear-eyed sense that every market has its own "bucket of challenges". Japan's challenge was not drama; it was magnitude. The jump in organisational size, headcount, and global attention required him to rethink how a leader stays close to the business without drowning in it. Hardisty's early focus was listening: diagnosing issues, filling structural gaps, and building a strategy that could plug into global direction without losing local relevance. He frames trust as the non-negotiable foundation — not uniquely Japanese, but especially powerful in Japan when earned through consistency and "walking the talk". This trust, once established, becomes the lubricant for cross-functional cooperation and the antidote to silent compliance. He is candid about engagement measurement and how it can mislead headquarters. Rather than treating scores as a simplistic international comparison, he focused on patterns, feedback, and the real operational drivers behind sentiment — restructures, headcount freezes, and incentives. His most controversial move was transparency: explaining the scoring system, challenging extremely low scorers to reconsider fit, and even enabling anonymous external applications. The point was not punitive; it was cultural clarity — engagement matters, but so does the integrity of the team environment. Hardisty also leaned into pride as a motivational engine. In sport, brand affiliation and national moments (such as major tournaments) can transform "company" into "identity". He institutionalised that energy through internal competitions, event tickets, surprise guests, and subsidised sports clubs, making motivation tangible and social. Where his approach becomes especially instructive is in diversity and global mobility. He resisted the idea that Japan must be led only by Japanese, or that Japanese leaders must stay in Japan. By placing non-Japanese local hires throughout the organisation and building pathways for Japanese talent to take overseas roles (including shorter three-month rotations), he pushed the company beyond passive consensus into practical internationalisation — a form of organisational nemawashi performed through staffing architecture rather than meeting-room persuasion. On innovation, he names the core friction: uncertainty avoidance and the comfort of repeating proven routines. To counter that, he used incentives, anonymity, and then a structural breakthrough — a business development function reporting directly to him, acting as an internal project-management and strategy engine. It reduced "not my job" resistance, spread ownership, and accelerated decision flow in a ringi-sho world where approvals can slow momentum. Ultimately, Hardisty's Japan lesson is not that Japan is "impossible". It is that Japan rewards leaders who operationalise trust, make change safe to attempt, and build systems that carry strategy through the middle layers to the front line. Q&A Summary What makes leadership in Japan unique? Hardisty sees Japan as different in flavour, not in degree. The distinguishing feature is the strength of trust and loyalty once credibility is earned. In a consensus environment shaped by nemawashi and ringi-sho processes, alignment is powerful, but it must be cultivated deliberately and communicated repeatedly at scale. Why do global executives struggle? He argues many leaders struggle because they over-index on stereotypes and get "brainwashed" by received wisdom — what cannot be done, what must be done, and why Japan is supposedly exceptional. That mindset can cause unnecessary caution, poor decisions, and a failure to see the "bucket load of good things" that make Japan workable and rewarding. Is Japan truly risk-averse? He frames the issue less as risk and more as uncertainty avoidance. People protect reputation by staying within proven patterns, which can look like risk aversion. His antidote is to reframe experimentation as responsible learning, supported by incentives, clear ownership, and leadership cover when outcomes are not perfect. What leadership style actually works? His style is direct, transparent, and human. He uses openness to build trust, shares personal context to reduce distance, and creates forums where information flows both ways. He is also willing to be "controversial" when cultural drift undermines performance or engagement. How can technology help? While he does not position Japan as a technology problem, his operating model maps well to decision intelligence: creating a central function that gathers intel, runs meetings, manages projects, and accelerates cross-functional execution. In modern terms, leaders can use analytics, scenario planning, and even digital twins of the business to test change before rollout, reducing perceived uncertainty and speeding consensus without bypassing it. Does language proficiency matter? He acknowledges language as a major early hurdle and treats capability-building as an investment. Translation support, English training, and mixed-nationality teams can slow meetings, but they also expand opportunity and shift mindsets. Language is not only communication; it is a gateway to global mobility and a catalyst for new thinking. What's the ultimate leadership lesson? Hardisty's core lesson is that repeating the same actions while expecting different results is organisational self-deception. In Japan, change requires systems, structure, and trust — and leaders must design the pathways that make change executable from the top to the shop floor. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

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

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

Join us for this next hour of the Sharathon, here at WSFI 88.5 FM and WSFV 88.7 FM Catholic Radio! The Sharathon is a series of live shows, featuring guests from the local community, and is an opportunity for listeners to donate to WSFI Catholic Radio for much-needed infrastructure and technological improvements. Dr. Dan Schneider, PhD, is an Adjunct Professor of Theology at the Franciscan University of Steubenville. He joined us on our Sharathon to discuss his book, Sins of the Father: A Catholic and Biblical Approach to Generational Curses.* WSFI Volunteer Bonnie Quirke joined the conversation and explained the needs of WSFI Catholic Radio. To make a tax-deductible donation to WSFI Catholic Radio, please call us at 224-206-8455, donate safely online at wsficatholicradio.org/support-wsfi/donate/, or mail your offering to: P.O. Box 885 Libertyville, IL 60048 *To purchase Dr. Schneider's book, visit: www.amazon.com/s?k=dr+dan+schneider+books&adgrpid=1344705129338253&hvadid=84044334846311&hvbmt=bb&hvdev=c&hvlocphy=103346&hvnetw=o&hvqmt=b&hvtargid=kwd-84045128064157%3Aloc-190&hydadcr=10022_13485482&mcid=6cf3e472f6e0367ea8b1f88af62bbab5&msclkid=0fc17a4c337a173198ca13d9dbf50286&tag=mh0b-20&ref=pd_sl_5roo2x440f_b *To check out his other books, visit: tanbooks.com/authors/dan-schneider-phd

In this episode of The Doctor Diaries: Amazing Tech StackSeries, hosts Hanya Oversby and Olivia Boddeus sit down with AI futurist, entrepreneur, and legal tech pioneer Nick Abrahams to unpack the real-world impact of artificial intelligence across healthcare and business.Drawing on his experience as co-founder of Lawpath and Adjunct Professor at Bond University, Nick cuts through the hype surrounding AI to explore what's actually working in clinics today. The conversation dives into the rise of AI note-taking, chatbots, and emerging AI agents, while addressing critical topics such as patient experience, compliance, data privacy, and change management.Listeners will gain practical insights into how healthcare teams can adopt AI strategically — improving productivity, lowering service costs, and enhancing patient outcomes — without losing the human connection that underpins quality care. The episode also challenges common fears around job displacement, reframing AI as a tool that augments clinicians rather than replaces them.This is a must-listen for healthcare leaders, practice owners, and clinicians wanting to understand where AI is heading, how to implement it safely, and how to stay competitive in a rapidly evolving digital healthcare landscape.For more information on Nick Abrahams, please visithttps://www.nickabrahams.com/For more information on Olivia Boddeus, please follow this linkhttps://www.oliviaboddeus.com.au/More information about Hanya Oversby can be found onhttps://hanyaoversby.com.au/ #TechStackPodcast #NickAbrahams #ClinicGrowth#AIinMedicine  #medicalworld #doctordiariespodcast #hanyaoversby #podcast #medicalbusiness #doctorsofinstagram#doctor #secretsource #medicalpodcast Doctor Diaries isa podcast series designed for healthcare professionals, featuring in-depthinterviews with experienced clinicians across medical aesthetics, dermatology,surgery, and integrative medicine. Each episode provides insights into clinicalapproaches, practice development, and the realities of patient care in today'sregulatory landscape.This content is intended forqualified healthcare professionals only and may discuss prescription-onlyproducts, regulated procedures, and clinical experiences not suitable forgeneral public promotion. Always refer to relevant professional guidelines andproduct information.

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

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

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

Listening is the most underrated sales skill because it's the one that actually tells you what the buyer is thinking, not what you wish they were thinking.  Most salespeople believe they listen well, but in real conversations—especially under pressure—we drift into habits that feel like listening while we're actually rehearsing our next line. In Japan, in the US, in Europe—whether you're selling to an SME, a startup, or a multinational—buyers can feel when you're not fully present. Are you really listening to the buyer—or just waiting to talk? Most salespeople aren't listening; they're mentally queuing up their next point, and the buyer can hear the delay. This shows up in every market: a SaaS rep in San Francisco, a relationship banker in London, or an account manager in Tokyo can look attentive while their mind is sprinting ahead. The trigger is usually one "important" phrase—budget, competitor, timing—then your attention snaps away from the buyer and into your internal monologue. You're still hearing, but you're not taking in. That gap matters because buyers don't only communicate in words. In executive-level meetings at firms like Toyota or Rakuten, meaning often sits inside tone, pace, hesitations, and what goes unsaid. Post-pandemic, with more hybrid calls on Zoom or Teams, these cues are easier to miss—unless you deliberately train for them. Do now: Treat every buyer conversation like a live intelligence feed: if you're writing your reply in your head, you've stopped listening. What are the five levels of listening in sales? There are five levels—Ignore, Pretend, Selective, Attentive, and Empathetic—and most sales calls hover around levels 2 or 3.  Ignore doesn't mean staring at your phone; it can mean being hijacked by your own thoughts the moment the buyer says something provocative. Pretend looks like nodding, eye contact, "mm-hmm"—but your brain is busy building the pitch. Selective listening is the killer in modern B2B: you filter for "yes/no" buying signals, but you miss the conditions attached to them (timeline, stakeholders, risk concerns). Attentive listening is full-focus: no interruptions, no filtering, paraphrasing to confirm. Empathetic listening goes further—eyes and ears—reading what's behind the words and "meeting the buyer in the conversation going on in their mind." That's as relevant in procurement-heavy Japan as it is in fast-moving US sales teams. Do now: Identify which level you default to under pressure—and train upward, not sideways. What does "ignoring the client" look like if you're still in the room? You can "ignore" a buyer while looking directly at them—by following your own thoughts instead of their words. This is common when the client says something that sparks urgency: "We're also talking to your competitor," "Budget is tight," "We need this by Q2." The moment you latch onto that, the rest of what they say fades into the mist because you're fixated on the counterpoint you must deliver. In enterprise sales, this is where deals quietly die: you respond to the wrong problem, at the wrong depth, to the wrong stakeholder. In Japan, where meaning can be indirect and consensus-based, this is riskier—what's not said can be the real message. In Australia, where communication is often more direct, you can still miss the nuance in tone—especially in remote calls where you're juggling slides, notes, and chat. Do now: When you feel triggered, pause and mentally label it: "That's my ego talking—back to the buyer." Why do salespeople "pretend" to listen—and how can you spot it? Pretend listening happens when your body language says "I'm with you" but your mind is already pitching, defending, or debating.  You nod. You lean in. You look professional. But internally you're preparing the product dump, building the objection-handling case, or rehearsing the "killer story." It's the classic "lights are on, but you're not home" dynamic—common across industries like consulting, insurance, tech, and professional services. The modern version is worse: you're also glancing at CRM notes, Slack messages, or the next meeting timer. Buyers notice because your responses don't quite match what they said. You answer a question they didn't ask, or you jump too early. In negotiation-heavy environments (Japan, Germany, regulated sectors), this reads as disrespect. In faster markets (US startups), it reads as shallow. Do now: After the buyer speaks, summarise in one sentence before you respond with anything else. Is "selective listening" efficient—or does it sabotage sales outcomes? Selective listening is efficient for hearing buying signals, but it often sabotages effectiveness by skipping the context that makes the "yes" or "no" meaningful.  Salespeople are trained to hunt for signals: interest, hesitation, resistance. But if you only listen for yes/no, you miss the conditions attached—like internal politics, compliance concerns, implementation capacity, or fear of change. You also jump the gun: you hear the "no" early and start crafting your rebuttal while the buyer is still explaining why. The Japan example is instructive: because the verb often arrives at the end of the sentence, you're forced to hear the whole thought before reacting. In English, you can start manufacturing your reply mid-sentence, which feels fast but can be sloppy. Across APAC, where indirectness can be a politeness strategy, selective listening becomes a deal-killer because the meaning sits in the qualifiers. Do now: Don't respond to the first "yes/no." Wait for the full sentence—then ask one clarifying question. What's the difference between attentive listening and empathetic listening—and which closes deals? Attentive listening makes you accurate; empathetic listening makes you influential because it reveals what the buyer is really protecting.  Attentive listening is full presence: you don't interrupt, you don't filter, you paraphrase to confirm understanding. This alone differentiates you in any market—Japan, the US, Europe—because most professionals are distracted. Empathetic listening is the next level: you listen with your eyes and ears, tracking tone, body language, and what isn't being said. You sense anxiety behind a budget objection, or politics behind a "we'll think about it." You aim to "meet the buyer in the conversation going on in their mind," which is exactly what executive-level selling requires. In leadership cultures where saving face matters (Japan, parts of Asia), empathy helps you surface concerns safely. In direct cultures (Australia, US), empathy helps you avoid brute-force pitching and instead guide the decision. Do now: Paraphrase the facts, then reflect the feeling: "It sounds like timing isn't the only concern here." Conclusion If you want to sell more, stop trying to be more persuasive and start trying to be more present. The five levels of listening are a diagnostic tool: most salespeople drift between Pretend and Selective because their brain is busy performing. Attentive listening earns trust. Empathetic listening uncovers truth. And the fastest way to improve your buyer conversations is to practise listening where it's hardest—at home, with people who don't have to pay you to stay polite. Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.  He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

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

New Year's resolutions are a lovely idea—until life body-checks you in week two. Changing habits takes extra energy: consistency, patience, perseverance, and actual application. The good news? If you're a presenter (or you want to be), you've already got the three levers that move the needle every year: time, talent, and treasure—used wisely, they turn "I should…" into "I did." Why do presenters talk about "time, talent, and treasure" as the big three? Because presentation success is a leverage game: time builds repetition, talent grows through practice, and treasure buys acceleration. In a post-pandemic world of hybrid meetings, global teams, and always-on competition, persuasion is the divider—whether you're pitching internally at Toyota, selling B2B SaaS like Salesforce, or leading change in a mid-sized Australian firm. In Japan, the US, and across Europe, the pattern is consistent: people with clearer messages and stronger delivery get faster alignment. If you can't bring others with you, you end up living inside someone else's agenda. The "time, talent, treasure" model keeps you honest: how much are you practising, what skills are you deliberately developing, and where are you investing to shortcut the learning curve? Do now: Pick one presentation you'll deliver in the next 30 days and allocate time (practice), talent (skill focus), and treasure (tools/coaching) against it—on purpose. How does better use of time make you more persuasive? Time is life, and in presenting, time becomes trust—because repetition turns ideas into instinct. Persuasion isn't magic; it's built from small, consistent reps: clarifying your point, tightening your story, and refining your delivery until it sounds like you, not a script. Compare a startup founder in Silicon Valley to a manager in Tokyo: different cultures, similar pressure. The founder needs speed and punch; the Tokyo manager needs clarity, respect, and structured logic. In both cases, the presenter who rehearses wins—because they can think while speaking, handle questions, and stay calm when the room goes quiet. This is where habit science (think James Clear's "Atomic Habits" approach) helps: schedule short practice sprints, not heroic marathons. Do now: Put 15 minutes on your calendar, three times a week, to rehearse out loud—standing up, with a timer, and one clear "next step" at the end. Is presentation skill natural talent, or can it be learned? Great presenting is learned, not born—confidence is trained, not gifted. Most people aren't "naturals"; they're practised. The fear of embarrassment is real (hello, sweaty palms), but it's also beatable with the right method: structure + repetition + feedback. Look at the ecosystems that consistently produce strong communicators: Toastmasters, TED-style coaching, and frameworks used in leadership training programs like Dale Carnegie. The common denominator is guided practice and measurement—voice pace, eye contact, message structure, audience control. If you're in a multinational, you might get formal training; if you're in an SME, you might rely on YouTube and trial-and-error. Either way, the fastest path is: learn the fundamentals, apply immediately, then refine. Do now: Identify one skill to improve this month (openings, storytelling, slides, Q&A). Record a 2-minute practice video weekly and track one metric (clarity, pace, filler words). How do you build talent without drowning in content overload? Talent grows when you consume less content—but apply more of what matters. Content marketing has made learning ridiculously accessible: YouTube explainers, LinkedIn creators, podcasts on Apple Podcasts and Spotify, courses on Coursera and LinkedIn Learning. That's the upside. The downside? You're drinking from a firehose. The fix is a simple filter: choose one "lane" for 30 days—storytelling, executive presence, sales persuasion, or slide design—and ignore the rest. In the US, people often optimise for charisma; in Japan, audiences often reward clarity, humility, and structure. So your learning plan should match your context and industry (tech, finance, manufacturing, professional services). Quick checklist (use this before you watch anything): Will this help my next presentation in 14 days? Can I practise it within 48 hours? Can I measure improvement (time, audience response, outcomes)? Do now: Commit to one creator/course for 30 days and write one line after each session: "What I will do differently next time." When should you invest money (treasure) in training, coaching, or tools? Spend treasure when it buys speed, feedback, and real-world practice—not just inspiration. Free content is fantastic for discovery, but it rarely gives you personalised correction. Coaching, workshops, and quality programs can compress years of trial-and-error into months—especially when your role requires influence: executives, sales leaders, project managers, and subject-matter experts. Think of it like this: in a startup, treasure might be a pitch coach before a funding round. In a Japanese conglomerate, it might be a structured program to lift manager communication across regions. In Australia, it might be a practical workshop that improves internal briefings and client updates. Tools count too: a decent microphone, a ring light, or a slide template system can make your message land better in remote settings. Do now: Set an annual "persuasion budget" (even a small one). Prioritise: (1) coaching feedback, (2) skills program, (3) delivery tools—then measure ROI by outcomes (wins, approvals, reduced rework). What should leaders and professionals do if their resolutions already derailed? Resetting isn't failure—it's leadership: you regroup, adjust the system, and start again with better context. The people who improve each year aren't perfect; they're consistent about restarting. Presenters especially need this mindset because the stakes keep rising—hybrid audiences, shorter attention spans, and higher expectations for clarity. The practical move is to make "presenting improvement" part of your weekly rhythm, not a motivational burst. Use SMART goals, build tiny habits, and attach practice to something you already do (Monday team meeting, monthly client update, quarterly review). If you're leading others, make it cultural: run short "presentation sprints," rotate who opens meetings, and reward clarity—not just confidence. Do now: Choose one recurring event (weekly meeting or monthly update) and upgrade one element for the next 8 weeks: opening, structure, visuals, or Q&A handling. Conclusion Time, talent, and treasure aren't abstract ideas—they're the knobs you can actually turn. Use time deliberately, nurture talent through applied learning, and invest treasure where it accelerates feedback and skill. And if you've already fallen off the wagon this year? Brilliant. Now you've got data. Reset, refine, and climb the next rung. FAQs How long does it take to become a confident presenter? Most people feel noticeable improvement in 6–8 weeks with consistent practice and feedback. What's the fastest way to sound more persuasive? Tighten your opening: one clear point, one reason it matters, one next step. Do I need expensive training to improve? Not always—start with structured practice, then invest when you need faster progress or personalised correction. What if I'm terrified of public speaking? Start small: 60-second updates, then build duration and complexity while recording and reviewing. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

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

"Everybody having a shared sense of purpose and shared values… is just absolutely imperative." "I trust you, and I start from the perspective of trust." "I would always caution Western leaders… to not just fill up empty space." "Getting buy-in from a Japanese team is really hard. But… once you get buy in… you absolutely over-perform." "Identify who are the biggest obstacles… and move them immediately and publicly." Harry Hill is an American entrepreneur whose career in Japan began by chance and grew into one of the country's most recognised direct marketing success stories. His connection to Japan started in college after discovering Shorinji Kempo, which sparked an interest in Japanese culture and language. After studying Japanese for two years, he moved to Japan and worked as an English teacher, including a posting in Gifu Prefecture. A major turning point came when he worked as an international coordinator for a regional expo, building relationships with businesses across Gifu, Nagoya, and the wider Chubu region. After a short stint in New York as a bond trader, Hill returned to Japan in 1990 and began building businesses by spotting "holes in the market," including work as a sports agent and grassroots exchange initiatives. In Nagoya, he co-founded a relocation and real estate services company for multinationals. His most significant chapter came with Oaklawn Marketing and Shop Japan, where he spent around two decades shaping Japan's TV shopping and direct marketing landscape. Under his leadership, the business grew dramatically—expanding from roughly 15 billion yen to nearly 70 billion yen in annual sales, with around 1,000 employees. In 2009, NTT DoCoMo acquired 51% of the business, placing Hill in the rare position of leading a high-growth company inside a large, formal Japanese corporate structure. Now active in new ventures, Hill remains known for adaptability across industries and for a leadership approach shaped by building culture, empowerment, and sustained performance in Japan. Harry Hill's leadership story in Japan reads like a case study in adaptability—starting with accidental encounters and evolving into deliberate, high-stakes decisions across entrepreneurship, corporate growth, and cultural navigation. His early fascination with Shorinji Kempo led to a deeper interest in Japan's mindset: discipline, hierarchy, and the quiet social architecture that shapes how people organise themselves. That curiosity eventually turned into action—learning Japanese, moving to Japan, teaching English in Gifu, and then shifting into business after exposure to the Chubu region's commercial networks during a major expo. Hill's defining strength is an instinct for recognising market inefficiencies and cultural leverage points. He describes his work in terms of finding "holes in the market" and building solutions that fit the local context without fetishising Japanese exceptionalism. His belief that "people are people" becomes a strategy: focus less on what is uniquely Japanese and more on universal human needs—then customise execution with local sensitivity. This approach carried through to the growth of Shop Japan, where direct marketing and TV shopping became a platform for shaping entirely new product categories, particularly in home fitness. Yet the interview's most valuable leadership content emerges not from growth numbers, but from Hill's hard-won understanding of culture and execution under pressure. He recounts the challenge of building sustainable performance in a call centre environment—an area often defined by churn, stress, and transactional management. When turnover ran as high as 15–20% per month, the business could still be profitable, but it was unstable and costly. Hill's solution was cultural engineering: building shared purpose, professionalism, and empowerment so the work became meaningful, not merely repetitive. That emphasis on meaning also becomes a decision system. Hill talks about integrity as something employees can only judge through transparency and consistent action—particularly in Japan, where leaders are often physically and symbolically removed. He also flips a common managerial assumption: rather than demanding people "earn trust," he starts by giving trust and uses accountability as the mechanism that sustains it. For cross-cultural leadership, Hill offers a practical warning: Western executives often rush to fill silence, mistaking reflection for disengagement. In Japan, silence is frequently where thinking happens—where consensus-building and informal alignment (nemawashi) begin. The result is a leadership style that prioritises listening, synthesis, and decision clarity—then insists on execution. He frames this through his acronym VICES—vision, integrity, competency, efficiency, and sustained success—designed both as a checklist and a caution against ego. Across startups and conglomerates, Hill's core lesson remains consistent: leadership in Japan is less about charisma and more about building a culture that can perform through highs and lows, while removing obstacles before they poison the system. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is shaped by comfort with hierarchy and role clarity, alongside a decision culture that values alignment before action. Japanese teams often expect leaders to manage the social process that precedes execution—consensus, context sharing, and careful calibration of group comfort versus productive discomfort. This dynamic connects closely to nemawashi and the ringi-sho style of organisational agreement, where the "decision" is often the final formal step after substantial informal work has already occurred. Why do global executives struggle? Global executives often struggle because they over-prioritise speed and verbal dominance. Hill cautions against filling silence, which can shut down participation and block honest input. Many leaders focus on getting things done without building the cultural environment that makes execution sustainable. Without that base, teams may comply with processes but withhold emotional commitment—leading to fragile performance and passive resistance. Is Japan truly risk-averse? Hill frames the issue less as risk aversion and more as uncertainty avoidance. Teams may resist actions that feel socially destabilising or poorly aligned, even when the underlying idea is sound. Once buy-in is achieved, however, Japanese teams can "absolutely over-perform," because commitment becomes collective and execution standards rise. The challenge is that alignment requires patience, credibility, and consistency—especially in environments where leaders rotate every three to five years. What leadership style actually works? The most effective style combines listening with decisiveness. Hill prefers to "set the table," step back to let others mediate, then synthesise and decide. This approach respects group process while maintaining leadership authority. It also supports a healthier culture: shared purpose, professionalism, empowerment, and clear standards. He emphasises that leaders must "walk the talk," because consistency is the difference between a winning culture and a chaotic one. How can technology help? Hill points to major media and technology shifts—digital TV, mobile, and smartphones—as forces that reshape business models. In leadership terms, technology can support decision intelligence by improving visibility into performance, customer sentiment, and operational bottlenecks. Tools such as digital twins, predictive analytics, and structured feedback loops can help leaders stress-test decisions before rollout, reducing uncertainty and accelerating alignment without undermining consensus. Does language proficiency matter? Language matters, but Hill's emphasis is more on behaviour than fluency. Leaders must demonstrate engagement beyond the inner circle, show curiosity about everyday work, and build trust through presence. Practical actions—wandering the organisation, listening to frontline voices, and respecting the social dance of decision-making—often matter as much as linguistic sophistication. Cultural literacy is the real multiplier. What's the ultimate leadership lesson? Hill's ultimate lesson is that culture drives sustained performance. Start with trust, listen first, and build shared purpose so employees believe their work matters. Then be unflinching about obstacles: identify cultural "cancers" and remove them quickly and publicly, because the organisation already knows who they are. Finally, celebrate small wins to reduce fear of mistakes and to keep momentum alive—sustained success comes from maintaining morale and standards through both gains and setbacks. 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.

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

Coaching is the real work of leadership once you start managing other people. In modern workplaces—especially post-pandemic and in hybrid teams—your job isn't just delivering results; it's building capability so results keep happening even when you're not in the room. This guide breaks down a Seven Step Coaching Process leaders can use to develop team members through everyday, on-the-job coaching, not just HR training programs. It's designed for busy managers in SMEs, multinationals, and fast-moving teams where skills, tools, and customer expectations change constantly. How do leaders identify coaching opportunities in day-to-day work? Coaching opportunities show up through observation, self-awareness, external feedback, changing business needs, and sudden situations. Leaders who wait for formal training cycles miss the daily moments where performance can lift quickly with small, targeted coaching. In practice, there are five classic triggers. First, you notice a gap—someone lacks a skill, hasn't been trained, or is moved into a new task with no reps. Second, the staff member flags it themselves, either because they're stuck or ambitious and want growth. Third, customers, vendors, or outsiders complain or comment, which is often the clearest real-world signal that training hasn't landed. Fourth, the business changes—new technology replaces old ways (think "Telex to email" as the metaphor), so yesterday's competencies become irrelevant. Fifth, situations force change, like promotions, role shifts, or remote work onboarding. Do now: Create a weekly "coaching log" with 5 headings (Boss, Self, Customer, Change, Situation) and write one example under each. What's a real example of a "customer complaint" coaching trigger? Customer feedback often reveals tiny skill gaps that quietly damage trust—especially in service culture. Leaders should treat complaints as coaching gold, not just quality problems. A simple example is telephone etiquette in corporate settings. In Japan, one common frustration is when staff answer the phone by stating only the company name, without their own name—creating awkwardness for the caller if they ask for someone and discover the person answering is that individual. The fix is not expensive training or a big workshop; it's a repeatable micro-skill: answer with "Company name + your name." This is the essence of practical coaching—catch a pattern, define the desired behaviour, practise it, and reinforce it until it becomes normal. This same principle applies across markets. In the US or Australia, the equivalent might be email tone, response time, or how staff handle returns. In B2B environments, it might be meeting preparation or follow-up discipline. Do now: Pick one customer friction point from the last 30 days and turn it into a 2-minute coaching drill. What should the "desired outcome" of coaching look like? Coaching only works when both people can clearly picture success and agree it matters. If the outcome is fuzzy—or owned only by the boss—it becomes compliance, not growth. A strong coaching outcome is behavioural and observable: "They can do X task independently, to Y standard, in Z timeframe." That clarity matters even more in remote or hybrid work, where leaders can't rely on informal monitoring. The outcome should also be jointly owned: the team member needs to want it, not just tolerate it. That means the leader's role is to define what good looks like, show why it matters (customer impact, team efficiency, career growth), and confirm the person buys in. In startups, outcomes often focus on speed and adaptability. In large organisations, they may be tied to compliance, brand, or consistency. Either way, "success" must be visible, measurable, and shared. Do now: Ask: "What would 'great' look like here in two weeks?" Write the answer as one sentence you both agree on. How do you establish the right attitudes for effective coaching? Coaching accelerates when the leader understands the person's motivations and role fit. Without that, even good advice lands badly—or gets ignored. Attitude isn't about pep talks; it's about context. How well you know your team determines how quickly you can judge whether you have the right people in the right roles—"the right bus and the right seats." Some people are motivated by mastery, others by recognition, autonomy, stability, or future promotion. A leader who understands this can tailor coaching so it feels supportive rather than corrective. This is especially important across cultures. In Japan, people may avoid direct self-promotion, so ambition can be hidden. In Australia or the US, staff may be more comfortable stating career goals openly. In both cases, leaders need genuine curiosity: "What do you want to get better at, and why?" Do now: In your next 1:1, ask one question: "What part of your job gives you energy, and what drains it?" Use the answer to guide coaching. What resources do managers need to provide for coaching to work? The scarcest and most valuable resource in coaching is the leader's time. If you demand performance but deny support, you're setting people up to fail. Resources can include money, equipment, training materials, access to internal experts, or backing from senior management—but the key constraint is often attention. Coaching isn't a side hobby; it's core leadership work. Many managers confuse "time efficiency" with effectiveness, rushing tasks while leaving capability undeveloped. The result is predictable: repeated mistakes, avoidable escalations, and a team that can't operate independently. In a post-pandemic world, time investment is even more critical for onboarding. New hires who joined after early 2020 often missed informal learning because there was nobody physically nearby to ask. Do now: Block 30 minutes per week for coaching, not status updates. Treat it like a leadership KPI, not optional admin. Why is coaching "job number one" for the boss? When leaders get coaching wrong, performance problems multiply—and the team becomes dependent, fragile, and reactive. When leaders coach well, talent compounds and the organisation scales. Coaching sits upstream of almost everything that matters: customer satisfaction, productivity, retention, and succession. HR can organise training, but only the direct manager can reinforce it in daily work—correcting small behaviours before they become big issues, and building confidence through repetition. The best leaders don't just solve problems; they develop problem-solvers. This is true whether you're leading a sales team, operations team, or a professional services unit. In high-change environments—new tech, new processes, new market expectations—coaching is how teams keep up without burning out. It's also how you build a leadership bench instead of becoming the bottleneck. Do now: Identify one person you're currently "rescuing" too often. Coach them on the skill that removes the dependency. Conclusion: The Coaching Process as a leadership operating system The Seven Step Coaching Process is a practical way to lead: spot opportunities, define success, align attitudes, and provide resources—starting with your time. The goal isn't to create perfect employees; it's to build capability so people can perform confidently as work evolves. If you treat coaching as a daily discipline, you'll scale your team's competence, reduce recurring issues, and strengthen results across customers, culture, and performance. 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. Greg has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including ザ営業 (Za Eigyō), プレゼンの達人 (Purezen no Tatsujin), トレーニングでお金を無駄にするのはやめましょう, and 現代版「人を動かす」リーダー. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives pursuing success strategies in Japan.

The Five-Phase Sales Solution Cadence: Facts, Benefits, Applications, Evidence, Trial Close When you've done proper discovery—asked loads of questions about where the buyer is now and where they want to be—you earn the right to propose a solution. But here's the kicker: sometimes the right move is to walk away. If you force a partial or wrong-fit solution, you might "grab the dough" short-term, but you'll torch trust and reputation—the two assets that don't come back easily.  Below is a search-friendly, buyer-proof cadence you can run in any market—**Japan vs **United States, SME vs enterprise, B2B services vs SaaS—especially post-pandemic when procurement teams want clarity, proof, and outcomes, not fluffy feature parades. How do you know if your solution genuinely fits the buyer (and when should you walk away)? You know it fits when you can map your solution to their stated outcomes—and prove it—without twisting the facts. If the buyer needs an outcome you can't deliver, the ethical (and commercially smart) play is: "We can't help you with that." In 2024–2026, buyers are savvier and more risk-aware. They'll check reviews, ask peers, and sanity-test claims through AI search tools and internal stakeholder scrutiny. In high-trust cultures (including Japan) and high-compliance industries (finance, health, critical infrastructure), a wrong-fit sale becomes a reputational boomerang. The deal closes once; the story travels forever. Do now: Write a one-page "fit test": buyer outcomes → your capability → evidence. If any outcome can't be supported, qualify out fast.  What does "facts" mean in a modern B2B sales conversation? Facts are the provable mechanics—features, specs, process steps, constraints—and the proof that they work. Facts aren't the goal; they're the credibility scaffolding. Salespeople often drown here: endless micro-detail, endless Q&A, endless spreadsheets. Yes, analytical buyers (engineering-led firms, CFO-led committees) will pull you into the weeds—but remember: they aren't buying the process. They're buying the outcome from the process. Bring facts that de-risk the decision: implementation timelines, security posture (SOC 2/ISO), uptime/SLA history, integration limits, and measurable performance benchmarks. Then move on before you get stuck. Do now: Prepare a "facts pack" with 5–7 proof points (not 57 features). Use it to earn trust, then pivot to outcomes.  How do you turn features into benefits buyers will actually pay for? Benefits are the "so what"—the measurable results the buyer gets because the feature exists. If you can't link a feature to an outcome, it's just trivia. A weight, colour, dimension, workflow, dashboard, or AI model is not valuable by itself. It becomes valuable when it improves a KPI: reduced cycle time, fewer defects, higher conversion, lower churn, faster onboarding, better safety, tighter compliance. This is where classic sales thinking still holds up—think **SPIN Selling and the buyer's implied needs: pain, impact, and value. In a tight 2025 budget environment, "nice-to-have" benefits die quickly; "must-have" outcomes survive. Do now: For every top feature, write one sentence: "This enables ___, which improves ___ by ___ within ___ days." If you can't fill the blanks, drop the feature from your pitch.  What is the "application of benefits" and how do you make it real inside their business? Application is where benefits turn into daily operational reality—what changes in workflow, decisions, and results.This is the "rubber meets the road" layer. Don't just say "we improve productivity." Show where it lands: which meetings get shorter, which approvals disappear, which roles stop firefighting, which customers get served faster, which errors are prevented, and what leaders see weekly on dashboards. Compare contexts: a startup may care about speed and cash runway; a multinational may care about governance, change management, and multi-region rollouts. A consumer business might chase conversion and NPS; a B2B industrial firm might chase downtime reduction and safety incidents. Do now: Build a simple "Before → After" map for their week: processes eliminated, expanded, improved—and who owns each change.  What counts as credible evidence (and what "proof" actually convinces buyers)? Credible evidence is specific, comparable, and close to the buyer's reality—same industry, similar scale, similar constraints. "Trust me" is not evidence. Bring proof that survives scrutiny: reference customers, quantified case studies, independent reviews, pilot results, and implementation artefacts (plans, timelines, adoption metrics). The closer the comparison company is to the buyer, the more persuasive it becomes. This is also where storytelling matters: not hype—narrative. Who was involved? What went wrong? What changed? What were the numbers before and after? Analysts like **Gartner or **Forrester can help with category credibility, but a near-peer success story usually seals confidence. Do now: Collect 3 "mirror case studies" (similar buyer profiles) and write them as short stories: problem → actions → results → lessons.  How do you do a trial close without sounding pushy or sleazy? A trial close is a simple comprehension-and-comfort check that invites objections early—before you ask for the order. Done right, it's calm, not clingy. After you've walked through facts → benefits → application → evidence, ask: "How does that sound so far?" Then shut up. Silence is a tool. If they raise objections, good—interest is alive, and you can add pinpoint proof. If they say nothing (or go vague), start worrying: they may have already mentally deleted you as an option. This is the moment to clarify, re-anchor to outcomes, and confirm next steps in the sales cycle. Do now: Use one trial close per phase. Treat objections as data, not drama, and log them into your CRM as themes to address.  Conclusion: the cadence that keeps you credible and gets you paid This five-phase cadence works because it respects how adults buy: they need proof, relevance, and a clear path from "today" to "better." Keep the sequence tight—facts, then benefits, then application, then evidence, then a trial close—and you'll avoid the two killers of modern selling: feature-dumps and wishful thinking.  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.  He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

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

Recorded live from the Actsplore This Building Influence workshop in Kuala Lumpur, we sat down with Prof Dr Ong Kian Ming and Zalina Jamaluddin to unpack how we can lead with impact -  through intention, curiosity, and the courage to act before you feel “ready.”Together, we explored:What influence really means and why it mattersHow to lead and create impact before you have the titleBuilding trust with sceptical stakeholders and competing interestsThe role of networks and social capital in amplifying influenceProf Dr Ong Kian Ming is the Executive Director of RGE and an Adjunct Professor at Taylor's University. Prior to this, he served as Malaysia's Deputy Minister of International Trade and Industry (2018–2020) and was a two-term Member of Parliament. Today, he continues to advise businesses, industry bodies, and think tanks alongside his academic and executive roles.Zalina Jamaluddin is the Head of Decarbonisation at Hibiscus Petroleum Berhad. With over 20 years of experience across the private and public sectors, she has held senior roles at ExxonMobil and Talisman Energy, was a founding member and Vice President of the Malaysia Petroleum Resources Corporation (MPRC), and currently serves as Vice Chairman of the Society of Petroleum Engineers (SPE).To everyone who joined us live at the Building Influence workshop  - thank you for showing up with such openness, curiosity, and energy. We're truly grateful you chose to kick-start 2026 with us. And to those tuning in now, we hope this conversation sparks a reminder that influence doesn't begin with a title; it begins with how you choose to show up, right where you are.

Most talks are totally forgettable because they never land emotionally and logically. If you want real impact — the kind that people remember, repeat, and act on — you need to stop "delivering content" and start designing attention through voice, pacing, phrasing, and purposeful movement.  Why are most presentations forgettable, even when the content is "good"? Because information doesn't stick — impact does. Most presentations are heavy on data and light on connection, so audiences can't remember the speaker, the topic, or both, even a day later. In a post-pandemic, mobile-first attention economy (think 2020s Zoom fatigue plus constant notifications), your audience can disappear in seconds — two or three taps and they're in "distraction heaven". The irony is that many speakers feel impressive at the front of the room, but the audience experiences monotone delivery as a kind of "presenter white noise". Compare it to business: a strategy deck in a shared drive is rarely "scintillating", but a skilled leader can bring the same content alive through delivery. In Japan, Australia, the US, or Europe, the mechanism is the same: if the audience isn't touched (emotion + logic), the message doesn't travel. Do now (answer card): Impact = emotional + logical resonance. Design for attention, not just accuracy. How do you use word emphasis to make your message land? Emphasising key words changes meaning and makes ideas memorable. When every word is delivered with the same weight, your message flattens out — and audiences tune out. The fix is simple: stress the words that carry the intention. Take the phrase "This makes a tremendous difference." Hit different words and you get different implications: THIS(contrast), MAKES (causation), TREMENDOUS (scale), DIFFERENCE (outcome).  This works across contexts: whether you're a SaaS founder pitching in Singapore, a multinational leader briefing in Tokyo, or a sales director presenting to a procurement team in the US, emphasis helps listeners hear the headline inside the sentence. It's also an executive credibility tool: it signals certainty and prioritisation, not verbal mush. Do now (answer card): Pick 3–5 "load-bearing" words per section and punch them. Make your audience hear your priorities. Why do pauses increase attention (and stop people scrolling)? Pauses are a pattern interrupt that drags attention back to you. When you stop speaking, the contrast is so sharp that people who were mentally wandering snap back. That's why a well-timed pause creates anticipation — it makes the next sentence feel important. In live rooms it works because silence is social pressure; on video calls it works because silence is unusual and therefore noticeable. Most presenters under-use pauses because they fear awkwardness. But doubling the length of your current pauses — even in just two moments — increases impact because it forces processing time. It also reduces "verbal clutter" and improves perceived authority, especially for leaders and subject-matter experts who want to sound decisive rather than frantic. Do now (answer card): Add two deliberate pauses: one before your key point, one after it. Let the room absorb the idea.   How do pacing and modulation stop you sounding monotone? Variety in speed and strength keeps listeners engaged from start to finish. Pacing is your emphasis dial: slow down to spotlight meaning, speed up briefly for contrast, then return to normal. The goal isn't "fast talking" — it's controlled variation. A steady pace with no contrast becomes hypnotic in the wrong way. Modulation matters even more if your default delivery is flat. The article notes that Japanese is often described as a monotone language, which means speakers may need to inject extra variety through speed and strength to create highs and lows.   Think of a classical orchestra: if it only played crescendos or only soft lulls, it would be unbearable. Your voice needs both. Do now (answer card): Mark your script: SLOW (key line), FAST (brief energy burst), LOW (serious), HIGH (optimistic). Build contrast on purpose.   What makes phrasing memorable — and how do you create "sticky" lines? Memorable phrasing uses patterns the brain likes: alliteration, rhyme, and contrast. Great presenters don't just explain; they package. A simple shift like "hero to zero" sticks because it's rhythmic, punchy, and easy to repeat — which is the whole point.   When people repeat your phrase, your message travels without you. This is useful across roles: salespeople need repeatable value statements, executives need quotable strategy, and team leaders need language that anchors culture. In Japan vs. the US, the style may change (more subtle in Japan, more direct in the US), but the mechanics are universal: make it short, make it patterned, make it tied to an outcome. Do now (answer card): Create 2 "sticky lines" for your talk: a contrast pair (X to Y) and a rhythmic three-part phrase. How should you use movement and gestures without distracting people? Movement should have a purpose — otherwise it steals attention from your message. Gestures are powerful when they match what you're saying, because they add strength and clarity. But there's a rule: hold a gesture for a maximum of about 15 seconds; after that, its power drops and it becomes visual noise.  The bigger danger is pacing up and down like a caged tiger — it distracts audiences and looks like nervous energy, not leadership. In boardrooms, conference stages, and hybrid setups, the principle is the same: move to signal something (transition, emphasis, audience inclusion), then stop. Stillness can be as impactful as motion when it's intentional. Do now (answer card): Plan your movement: "I step forward for the key point, I step sideways for contrast, I stop for the close." No random wandering. Conclusion Communicating with greater impact isn't about being louder or more dramatic — it's about being more deliberate. When you combine word emphasis, pauses, pacing, modulation, memorable phrasing, and purposeful movement, you stop sounding like everyone else. And that's the real advantage: most speakers stay stuck in the same groove, losing their audience. You become the person who holds attention, lands the message, and strengthens your professional brand.  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results.  He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan. 

Sleek, flush, futuristic--hidden door handles once symbolized the EV era. Now, they're being flagged as safety risks. China is set to ban them, becoming the first country in the world to do so. What triggered the move? How will it affect automakers? Will the impact stop at car design, or ripple into global standards? Host Tu Yun is joined by Professor Yan Liang, Professor of Economics, Willamette University, the United States, Professor Andy Mok of Beijing Foreign Studies University, who's also a Senior Research Fellow at the Center for China and Globalization, and Professor Warwick Powell, Adjunct Professor, Queensland University of Technology, Australia for a chat.

"First thing I'd say is do it… just throw yourself into it."  "Spend the first ninety days getting to know the people… listening… before acting."  "Communication here is more high context… there's a lot of reading between the lines."  "Trust is doing what you say you would do."  "A leader is someone who takes a strategy and a vision breaks that down into habits… and empowers people to execute."  Grant Torrens is an Australian recruitment leader and long-tenured Hays executive who became Managing Director of Hays Japan after a two-decade, multi-country journey with the firm. He joined Hays in London in 2006 through its graduate program—initially as a jobseeker who "fell into recruitment" like many in the industry—working a demanding hedge-fund desk in the City. After navigating the Global Financial Crisis, he took a career break to travel across Southeast Asia, where a short visit to colleagues in Singapore turned into a relocation, leveraging Hays' global internal mobility and his transferable financial-services recruitment expertise. ] Years later, he was offered the Japan role—but COVID-era border restrictions meant he effectively "ran Japan from Singapore" for about 15 months, relying heavily on his Japan leadership team and building data-driven management systems to lead remotely. When he finally relocated to Tokyo, he focused on deep listening, high-clarity communication, and change management—while guiding Hays Japan through a strategic shift toward stronger service for Nikkei clients and hiring more Japanese nationals, including team members who don't work in English.  Grant Torrens' leadership story is built on three threads: global mobility, remote-first problem solving under pressure, and culture-building at the intersection of Hays' global norms and Japan's high-context communication. He joined Hays "by accident" in London—starting in financial services at a moment when the City rewarded performance and speed, then learning to survive and adapt through the post-2008 shock. The early lesson that carries forward is pragmatic: when conditions change, your approach must pivot too. That mindset shows up repeatedly in his later Japan leadership—especially when COVID delayed his physical move and forced him to lead Japan from outside the country. During that "remote with a capital R" period, Torrens deliberately upgraded the mechanics of decision-making: he turned raw sales and activity data into usable management information, taught himself Excel at a much higher level, and used those insights to create sharper, more useful conversations over video calls. It's a very modern leadership move, but grounded in a classic idea: if you can't rely on presence, you rely on clarity—data clarity, expectation clarity, and communication clarity.  Once on the ground in Japan, his operating principle remained "listen first." He emphasizes that many leaders arrive, see processes that look "wrong," and try to replace them with headquarters logic—only to discover later those practices existed to serve customers and local realities. His antidote is explicit: spend the first ~90 days learning, not executing change. In Japan specifically, he adds two important nuances: (1) communication tends to be high-context—direct bluntness that feels "normal" in Australia/UK can land badly in Japan, and (2) trust is tightly linked to process—nemawashi and broad involvement matter, even if it slows decisions compared to London-style speed. On culture, Torrens frames "Grant culture" as mostly aligned with Hays culture after 20 years inside the firm—but he still sees leadership latitude inside the umbrellas of global standards and Japanese expectations. His chosen lever is change: he wants a culture where change is less feared and more celebrated. That includes giving people "permission" to try, treating mistakes as learning data (especially early), avoiding public blame, and celebrating wins so innovation feels worth the effort. He also highlights the practical friction of language and meaning: even company values can translate oddly, so global messaging must be adapted carefully to remain faithful—especially as Hays Japan expands its Nikkei-facing business and hires more Japanese-only speakers.  Q&A Summary Why did you choose recruitment—and how did Japan happen? Recruitment wasn't the plan; it was an opportunity in London when he was unemployed and out of options. Japan was always in the background (he studied Japanese), but Singapore became the stepping stone because it was an easy transition into Asia—English-speaking, same company, and the financial services sector was transferable.  How did you lead Japan while stuck in Singapore during COVID? Two pillars: a supportive Asia boss and a strong Japan management team. Personally, he built better reporting/insight systems—turning "raw data" into actionable information—so he could manage outcomes without relying on physical visibility.  How do you build trust in Japan? He treats trust as universal but harder-won in Japan if you ignore high-context communication and consensus processes. Practically: reciprocate trust, be fair, do what you say you'll do, and follow verbal messages with written confirmation to reduce misunderstanding—especially across language boundaries.  How do you get bottom-up ideas in a high-context culture? He uses second-level (and broader) conversations—while explicitly asking permission and explaining intent so it doesn't feel like bypassing managers. The goal is pattern recognition: common themes that reveal what the organization should improve, not "who said what about whom."  What advice would you give a leader moving to Japan? Do it (don't overthink yourself into regret). Then: listen before acting (including to customers), communicate with extra clarity (avoid slang/idioms), and intentionally build a culture where change is normal and safe—because the organization will look different in 3–10 years no matter what.  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, and hosts multiple weekly podcasts and YouTube shows, including Japan's Top Business Interviews.

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

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

Send us a textHow deep into AI do clinicians really need to go? In this clip from our episode "Making Healthcare Massively Better", CareTalk host John Driscoll speaks with Halle Tecco about why becoming AI-literate is the only way to build real guardrails as patients use tools like ChatGPT at scale.Listen to the full episode here

Performance appraisals are one of the hardest jobs in leadership because they affect promotions, bonuses, bigger responsibilities — and sometimes who gets shown the door. That's why both sides of the table get tense: employees feel judged, and bosses often feel like they're being asked to play "merchant of doom" inside a system they may not even agree with.  Why do performance appraisals feel so stressful for both bosses and employees? Performance appraisals feel stressful because the stakes are real and the conversation is deeply personal. When someone's pay, promotion prospects, or continued employment is on the line, even good performers can get nervous — and many managers get uncomfortable delivering blunt feedback. This stress spikes in different ways across contexts. In Japan and other high-harmony cultures, managers may avoid direct critique and staff may read between the lines, which can leave the "real message" unspoken. In the US and parts of Europe, the feedback can be more direct, but the legal and HR risk can make leaders cautious and scripted. In multinationals, calibration meetings (HR, department heads, regional heads) add pressure; in SMEs, it's often the owner-manager doing it without any training. Do now: Treat the appraisal as a leadership skill — prepare like you would for a major client pitch.  Is forced ranking and "bottom 10%" performance appraisal still a problem? Forced ranking creates fear and politics because someone must lose by design, even if the team is solid. Leaders hate those meetings where everyone is plotted on a bell curve and the "bottom group" becomes a target — not always because they're hopeless, but because the organisation needs a number to cut.  Historically, forced ranking got popular in big corporate systems (the GE/Jack Welch era still gets cited), but it can backfire in modern work where collaboration is the productivity engine. In a startup, a forced curve can be absurd because every role is critical and teams are tiny. In a Japanese corporate setting, it can feel especially brutal because loyalty is valued, and the manager becomes the "executioner" of a process they may see as flawed. Do now: If your organisation calibrates on a curve, focus your energy on clear standards and documented evidence — not defending by emotion.  What is the RAVE framework for doing performance appraisals properly? RAVE is a simple formula that makes appraisals clearer, fairer, and more future-focused: Review, Analyse, Vision, Encourage.  "Review" anchors the discussion in the role's results description and the "should be" standard, instead of vibes. "Analyse" looks at the "as is" reality using the person's monthly project list and key business elements — where they're strong, where they're short, and why. "Vision" shifts the conversation forward: what does future success look like, what gaps must close, and what support is needed? "Encourage" prevents the classic failure mode where the meeting demotivates the person; the leader's communication style decides whether the employee leaves engaged or defeated. Do now: Write R-A-V-E at the top of your prep notes and build the meeting around those four moves.  How do you "Review" performance results without drowning in subjective judgement? You review performance by starting with the "should be" standard and tying feedback to observable results. When roles are numbers-heavy (sales targets, margin, project delivery dates, customer retention), the "ideal outcomes" are usually obvious. The danger zone is qualitative work — leadership, teamwork, judgment, communication — where managers slip into the fog of opinion. That's where you need standards: specific behaviours, clear expectations, and real examples. In a multinational, this might mean competency frameworks and leadership models; in an SME, it can be a simple scorecard with defined behaviours. In Japan, be careful of over-relying on "effort" or "attitude" as a proxy for results; in the US, be careful of over-relying on numbers without context (territory, market conditions, team dependencies). Do now: Bring three examples: one win, one gap, one pattern — all tied to the role standard.  How do you "Analyse" monthly projects and decide if it's a performance issue or a role-fit issue? You analyse performance by comparing the person's "as is" output to the "should be" goals and asking whether the job matches their capacity.  This is the tough leadership fork in the road: is the person in the right role, and can they realistically meet the level the organisation needs? If they're falling short, the next decision is not moral — it's practical. Sometimes you can redesign the job, move them into a better fit, or coach the missing capability. Other times, the gap is too large and the organisation will replace them with someone more capable. That doesn't make them "bad"; it means the requirements outgrew them. Do now: Identify the root cause: skill gap, will gap, role mismatch, resource constraints, or unclear standards — then choose the right fix.  How do you create "Vision" and "Encourage" so the appraisal motivates rather than crushes them? You motivate by being frank about gaps while painting a believable path forward — and then encouraging effort toward that future.  "Vision" answers: what does success look like next year, what growth is required, and what time/energy/resources must be committed? It also tackles an awkward truth: some bosses fear developing staff because they worry their subordinate will replace them. The smarter view is succession builds your reputation — organisations promote leaders who produce leaders.  "Encourage" is where many managers fail. They do the backward-looking critique, but they don't set up the future in a way that energises the employee. Because appraisals happen only a few times a year, skill doesn't build naturally — preparation must compensate. Do now: End the meeting with a clear 90-day plan: one improvement focus, one support action from you, one measurable outcome.  Conclusion Performance appraisals don't have to feel like judgement day. When you anchor the review in clear standards, analyse real work, set a forward vision, and encourage the person properly, the meeting becomes a leadership tool — not a trauma event. RAVE is a simple, repeatable structure that helps you avoid subjectivity, reduce fear, and lift performance with clarity and humanity.  Quick next steps for leaders Prepare with RAVE: Review → Analyse → Vision → Encourage.  Bring evidence: standards, examples, patterns, and project outcomes.  Decide the real issue: capability, role fit, resources, or clarity.  Finish with a 90-day forward plan and weekly check-ins.  FAQs Should managers do appraisals more than once a year? Yes — frequent check-ins reduce surprise and make the annual review smoother. What's the biggest mistake in appraisal meetings? Talking only about the past and failing to create a motivating future plan.  How do you reduce subjectivity? Use clear standards plus specific examples linked to the role's "should be."  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

In this episode of the Gritty Nurse podcast with Amie Archibald-Varley, Dr. Katie Boston-Leary shares her journey from an accidental entry into nursing to becoming the Senior VP of Equity and Engagement at the American Nurses Association. She discusses the importance of equity in nursing, overcoming imposter syndrome, and the systemic barriers that exist within the profession. Dr. Boston-Leary also addresses the current crises in healthcare, the significance of the racial reckoning statement, and the upcoming Opportunity and Impact in Nursing Summit from Feb 12-Feb 14 in Washignton, DC. She offers valuable advice for every nurse on thriving in their careers while balancing personal and professional responsibilities. This is an episode you dont want to miss! Keywords nursing, equity, leadership, healthcare, systemic change, imposter syndrome, racial reckoning, nursing summit, workforce diversity, social change, oppourtunity and impact summit 2026, american nurses association, Dr. Katie Boston-Leary, Senior VP of Equity and Engagement Chapters 00:00 Introduction to Dr. Katie Boston-Leary 02:46 Journey into Nursing and Leadership 05:42 Overcoming Imposter Syndrome 08:31 The Role of Equity in Nursing 11:17 Addressing Systemic Barriers in Nursing 14:22 Navigating Current Challenges in Nursing 16:58 The Racial Reckoning Statement 19:41 The Upcoming Summit for Change 21:56 Advice for New Nurses 27:44 Final Thoughts and Reflections Takeaways Everything happens for a reason. Equity in nursing is about leveling the field for everyone. Imposter syndrome is common, even among leaders. Nursing is a profession that requires diverse voices. Systemic barriers in nursing need to be addressed. Current crises in healthcare are multifaceted. The racial reckoning statement is a critical step for ANA. The upcoming summit will focus on solutions and impact. New nurses should aim to thrive, not just survive. Self-care is essential for nurses to be effective.  About The Oppourunity and Impact Summit Join us at the 2026 Opportunity & Impact in Nursing Summit, hosted by the American Nurses Enterprise, where nurse leaders, innovators, and industry partners come together to expand opportunity, advance pathways, and drive real action across the nursing profession. This Summit is where purpose meets progress; where we unite to remove barriers, amplify key voices, and advance fairness and representation through strategies that strengthen the nursing workforce. Together, we will accelerate action and deepen the cross-sector collaboration needed to create lasting impact. Secure your seat now.  https://www.nursingworld.org/practice-policy/workforce/nurse-equity-summit/ More About Dr. Boston Leary Dr. Katie Boston-Leary is the Senior Vice President of Equity and Engagement at the American Nurses Association addressing DEIAB and workforce challenges within the profession. Katie is an Adjunct Professor at the University of Maryland School of Nursing and the School of Nursing at Case Western Reserve University. She sits on numerous boards and national committees in nursing and healthcare and is an editorial advisory board member with Nursing Management, Nursing 2025, OADN and ACHE. Katie leads the National Commission to Address Racism in Nursing Forum an organized ANA's inaugural Equity Summit in Washington, DC. Katie is a 2024 ICN Global Nurse Leaders Institute Scholar and was previously identified in by Health Leaders Media as "One of Five Chief Nursing Officers Changing Healthcare". She also won the ICABA TD Bank 2023 Woman of Impact award, the 2024 Spectrum Circle Award for Innovation in Health and won the 2025 National Black Nurses Association (NBNA) President's Trailblazer Award. She was inducted as a Distinguished Fellow at the Academy of Diversity Leaders in Nursing with the NBNA, is a Fellow with American Organization of Nursing Leadership (AONL), the American Academy of Nursing (AAN) the Faculty of Nursing and Midwifery with the Royal College of Surgeons in Ireland. She was recently named as an honored listee on Marquis' Who's Who in America. Katie authored two chapters in The Sage Encyclopedia of Multicultural Counseling, Social Justice, and Advocacy, the first encyclopedia focused on racism and Diversity, Equity, Inclusion and Belonging. Katie was also featured in the award-winning documentary film, Everybody's Work funded by the Robert Wood Johnson Foundation. She recently co-authored a Sigma published book titled Harmony by Design, Navigating Work and Life in Healthcare.She has conducted research on care delivery models, time allocation, nurses' well-being, racism and civilized oppression in nursing with Quint Studer, Joslin Insight and McKinsey. She is a well-known speaker internationally with many publications, podcasts and national outlets namely CNBC, NY Times, Cheddar TV, Axios, Beckers, Forbes, Bloomberg News and on NBC's Today Show. She completed her PhD at Walden University in Health Services, obtained a dual degree MBA and MHA from the University of Maryland Global Campus and her bachelor's degree in nursing from Bowie State University in Maryland. She is a board-certified Nurse Executive and obtained a nurse executive leadership certificate from Wharton School of Business at the University of Pennsylvania. * Listen on Apple Podcasts – : The Gritty Nurse Podcast on Apple Apple Podcasts  https://podcasts.apple.com/ca/podcast/the-gritty-nurse/id1493290782 * Watch on YouTube –  https://www.youtube.com/@thegrittynursepodcast Stay Connected: Website: grittynurse.com Instagram: @grittynursepod TikTok: @thegrittynursepodcast Facebook: https://www.facebook.com/profile.php?id=100064212216482 X (Twitter): @GrittyNurse Collaborations & Inquiries: For sponsorship opportunities or to book Amie for speaking engagements, visit: grittynurse.com/contact Thank you to Hospital News for being a collaborative partner with the Gritty Nurse! www.hospitalnews.com 

Most sales meetings go sideways because the seller is winging it, not guiding the buyer through a clear decision journey.  In a competitive market with limited buyer time, you need a questioning structure that gets to needs fast, keeps control of the conversation, and leads naturally to a purchase decision—without sounding scripted.  Do you actually need a sales questioning model, or can you just "follow the conversation"? You need a questioning model because buyers will pull the conversation in random directions and you still need to reach a purchase outcome. A lot of salespeople have little structure because they're untrained, they're used to winging it, or they hate being "shackled" by a system and want to be a free bird in the meeting. The problem is: you don't have unlimited time, and competitors are offering similar solutions, so you must get to a clear understanding of needs quickly and match a solution precisely. A model gives you a logical cadence and a "track of your choosing" so you can steer back to what matters when the conversation wanders. Do now: Go into your next meeting with a written question flow, not just a list of topics.  What are "As-Is" questions and why do they matter in discovery? As-Is questions establish the buyer's baseline—what they're doing now and how well it's working. You're mapping the current reality: what has the client been doing so far, what's working, what isn't working well enough, and what the situation inside the organisation looks like today. Sometimes buyers jump straight to where they want to be; that's fine, but you still need the "before" picture to measure the gap between current and desired states. Without the baseline, you can't diagnose properly, you can't quantify distance, and you're guessing at priorities. Do now: Ask three baseline questions before you pitch anything: current process, current result, current constraint.  What are "Should Be" questions and how do you uncover real goals? Should Be questions reveal what outcomes the buyer is aiming for—strategic, financial, or operational. Clients have goals whether they publish them or keep them private, and you need to know them to judge whether you can help. These goals might be in an annual report, an internal plan, or just in the head of the decision-maker. Your job is to get them into the open so you can measure fit and value. This is also where you start building a clear "destination" so the buyer can see the difference between today and the target state. Do now: Ask: "What does success look like this quarter?" then "What metrics prove it?"  What are implication questions, and why should you always include time? Implication questions create urgency by showing the downside of staying as-is—especially the cost of taking too long. The point is to plant doubt: can they hit the goal by themselves, fast enough, and cost-effectively enough? Time is the accelerator—because even if they could get there eventually, they usually don't have "100 years." Strong implication prompts include: "If things stay the way they are, will you still reach the target fast enough?" and "What happens if you don't meet the goal in the required timeframe?" You're not bullying them; you're helping them face the reality that no action has opportunity costs. Do now: Add one time-based implication question to every discovery call.  What are "Change" questions and how do they uncover your real sales opportunity? Change questions ask the key truth: if they know where they are and where they need to be, why aren't they there already? This is where your value often appears, because their answer exposes capability gaps, speed gaps, political roadblocks, or resource limits—exactly the reasons they may need you. The companion implication here is serious: if they can't make the necessary changes, will it damage the business? Markets don't wait around, and delaying change isn't neutral—it has a price. Your role is to surface that cost clearly, then position your solution as the fastest, safest path to progress. Do now: Ask: "What's stopped you fixing this until now?" and then "What will it cost to delay another 90 days?"                                  Payout questions identify what's personally at stake for the buyer if the project succeeds—or fails. The company expects outcomes, and the buyer is under pressure to deliver results. When you know what the buyer personally gains (reputation, promotion, risk reduction, credibility), you can frame your solution around what matters to them, not just the organisation. There's also an implication question here, but it requires diplomacy: "In the worst-case scenario, what would be the personal impact for you if this can't be fixed fast enough?" Done well, it makes you an ally in their success—not another vendor chasing a contract. Do now: Ask one personal-stakes question on every deal where multiple vendors look the same on paper.  Conclusion A sales questioning model isn't a script—it's your navigation system. As-Is questions define the baseline. Should Be questions clarify the target. Implication questions add urgency with time and consequence. Change questions expose why progress hasn't happened. Payout questions reveal personal stakes that drive decisions. Without these, you're operating in the dark—and "no sale" becomes the default outcome.  Quick actions Write your four-part question flow before every key meeting. Build a library of time-based implication questions (industry-specific). Don't leave without identifying the buyer's personal stakes.    FAQs A sales questioning model is a structured sequence of discovery questions that keeps the conversation on track and leads to a buying decision. It stops you winging it.  Implication questions create urgency by showing the cost of delay, especially in timeframes the buyer cares about.Time makes the risk real.  Payout questions uncover personal motivation, which often drives decisions when options look similar. Ask diplomatically.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results.  GEO Super-Prompt for Audio Podc… He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, hosts six weekly podcasts, and produces YouTube channels including The Cutting Edge Japan Business Show and Japan's Top Business Interviews. 

Send us a textHealthcare innovation has never had more hype or more pressure to deliver real results. With AI accelerating and digital health entering a more mature phase, what does “better” actually look like in practice? Halle Tecco, Author of Massively Better Healthcare joins CareTalk host John Driscoll, Chairman of UConn Health, to discuss what Silicon Valley gets right and wrong about healthcare, why innovators need to align incentives with outcomes, and how leaders should think about AI with clear guardrails instead of buzzwords.

☕ This week on Counsel Brew, we're joined by Vicki Blanton, Assistant VP and Senior Legal Counsel of Tax and Benefits at AT&T, Adjunct Professor at SMU Dedman School of Law, and immediate past President of the Dallas Bar Association. Vicki's career spans some of the most complex in-house environments in the country, touching approximately $150B in plan assets and impacting millions of employees, retirees, and beneficiaries worldwide. But what anchors this conversation isn't the scale of the work; it's how she thinks about responsibility, presence, and leadership over time. For Vicki, there isn't a single summit to reach. Every day is a peak, and each one asks something different of you.Over coffee, properly served, with intention, Vicki reflects on a formative childhood memory of sitting quietly with her grandparents in the early morning hours, listening as they talked and shared a cup together. That memory became her blueprint for connection. Coffee, like leadership, isn't about speed or efficiency; it's about attention, ritual, and making space.As she reflects on her time leading the Dallas Bar, Vicki talks about stewardship rather than accomplishment: guiding a large and diverse legal community through reemergence, honoring tradition while allowing it to evolve. Her approach—old school in a new way—shaped programming that emphasized connection and belonging, including reimagining a long-standing gathering into a more conversational, welcoming space. Our conversation feels fitting for the close of a chapter. And, of course, don't miss out on hearing about Vicki's longtime love of parades and her firsthand experience as a balloon handler in the Macy's Thanksgiving Day Parade. And yes—she's a fellow Mustang! 

When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, "not invented here," and personal competition can quietly shred performance, while external shocks—regulatory changes, competitor M&A, natural disasters, and market movements—keep landing on your desk. The leader's job is to create solid alignment between what the company needs and what individuals actually do every day.  What is performance alignment and why does it matter in 2025-era organisations? Performance alignment is the tight fit between company direction and individual behaviour so the business operates like one smooth machine. Without alignment, internal friction beats you before the market does—teams compete instead of coordinate, priorities conflict, and effort gets wasted on "busy work" that looks active but doesn't move results. In post-pandemic business (2020–2025), this got harder: hybrid work increased miscommunication, supply chains became less predictable, and regulation shifts plus competitor consolidation raised complexity. In Japan, alignment can be strong once decisions land, but slower if consensus and cross-division coordination drags. In the US, execution can be fast, but priorities can splinter if each function runs its own agenda. In multinationals, the "moving parts" problem is amplified; in SMEs, a single misalignment can derail the whole plan. Do now: Write the one-line "main game" for this quarter and check every team goal against it.  How do vision and mission create alignment across divisions and teams? Vision and mission align performance by clarifying where you're going and what you will (and won't) do to get there. Vision is the window to a brighter future and the goals for where you want to be—and there's usually a macro company vision plus a unit-level vision that translates strategy into local execution. When teams can "juxtapose" their contribution to the enterprise vision, motivation rises because people can see how their work matters. Mission then adds operational clarity by defining purpose and boundaries, preventing scattergun activity. This is where big organisations often win: leaders at firms like Toyota or Unilever typically cascade strategy into unit-level execution targets; startups do it faster, but sometimes leave it implicit, which can cause drift as the company scales. Do now: Rewrite your unit vision in one sentence that shows exactly how it supports the enterprise vision.  How do shared values drive engagement and commitment (especially across cultures)? Shared values align performance because they act as the cultural glue that keeps behaviour consistent under pressure. Values aren't posters—they're the rules of the road for how decisions get made, how conflict gets handled, and what "good" looks like when nobody is watching. The hard truth is the personal value spectrum is extremely varied, so alignment doesn't happen by accident. Leaders have to make values explicit, visible, and reinforced through recognition and consequences. In Japan, values often support harmony and consistency, but can also discourage constructive challenge if not balanced. In the US, values may champion individual initiative, but can turn into silos if each team's "value" becomes their private religion. In both contexts, values determine whether people truly commit or just comply. Do now: Pick 3 values and define the observable behaviours that prove each one in meetings, customer work, and decision-making.  What is a position goal and how does it motivate teams to perform? A position goal aligns performance by giving teams a clear competitive target: where do we want to rank? That could mean market share dominance, profitability leadership, or rapid growth—inside your industry, sector, or even within your own global organisation. This is powerful because many teams feel isolated and assume their work doesn't make much difference. A visible ranking goal (top ten by revenue, number one in customer retention, highest NPS in the region) turns effort into identity and recognition. In large enterprises, position goals can be highly motivating because teams can see how they compare globally. In SMEs, position goals should be chosen carefully—too grand and they feel fake; too small and they don't inspire. Consumer sectors may chase share; B2B may prioritise margin and renewal stability. Do now: Choose one position goal for 2026 and define the single metric that proves it.  How do KRAs, standards, and activities translate strategy into daily execution? KRAs, standards, and activities align performance by turning "strategy" into measurable work that gets done consistently. Key Result Areas (KRAs) identify where results must be achieved and what matters most; constant measurement and broadcasting keeps focus. Performance standards then create objectivity—use frameworks like SMART (Specific, Measurable, Attainable, Relevant, Time-specific) so everyone knows what "good" looks like. Finally, required activities must directly produce the desired outcomes; otherwise, you collect "barnacles" of superfluous tasks that slow the ship. In Japan, standards can be strong and consistent, but activity lists can grow bloated if nobody challenges legacy tasks. In the US, activity can be energetic, but standards can vary if not enforced. Do now: List your top 3 KRAs, define one standard for each, and delete one "busy work" activity that doesn't support them.  How do skills audits and results reviews keep alignment strong over time? Skills and results close the alignment loop by ensuring the team can perform—and learning whether the system worked. A skills audit tells you if the team has the capacity to achieve the goals, what training/coaching is required, and whether you need new talent. The article notes that changing personnel can be difficult and expensive in Japan, which makes skill-building and coaching even more critical. Results then answer the leadership questions: did we achieve what we set out to do, what was the quality, and what did we learn? Even failure can be a learning experience that makes the next cycle stronger. Startups can iterate faster with shorter review loops; multinationals may need quarterly or annual alignment reviews, but should still build in regular check-ins. Do now: Run a quarterly skills audit + results review: capability gaps, coaching plan, and 3 lessons to apply next quarter.  Conclusion Performance alignment is not "soft culture work"—it's a hard business system that prevents friction, wasted effort, and internal competition from destroying results. The eight elements—vision/mission, values, position goal, KRAs, standards, activities, skills, and results—work like a checklist leaders can use to keep the main game in sight, even when emergencies and meltdowns try to hijack attention.  Next steps for leaders and executives Re-state the unit vision and mission in execution language.  Choose one position goal and one proving metric.  Set KRAs + standards, then strip out "barnacle" activities.  Audit skills and lock in coaching or hiring actions.  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動okasu" 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, which are widely followed by executives seeking success strategies in Japan. 

When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, "not invented here," and personal competition can quietly shred performance, while external shocks—regulatory changes, competitor M&A, natural disasters, and market movements—keep landing on your desk. The leader's job is to create solid alignment between what the company needs and what individuals actually do every day.  What is performance alignment and why does it matter in 2025-era organisations? Performance alignment is the tight fit between company direction and individual behaviour so the business operates like one smooth machine. Without alignment, internal friction beats you before the market does—teams compete instead of coordinate, priorities conflict, and effort gets wasted on "busy work" that looks active but doesn't move results. In post-pandemic business (2020–2025), this got harder: hybrid work increased miscommunication, supply chains became less predictable, and regulation shifts plus competitor consolidation raised complexity. In Japan, alignment can be strong once decisions land, but slower if consensus and cross-division coordination drags. In the US, execution can be fast, but priorities can splinter if each function runs its own agenda. In multinationals, the "moving parts" problem is amplified; in SMEs, a single misalignment can derail the whole plan. Do now: Write the one-line "main game" for this quarter and check every team goal against it.  How do vision and mission create alignment across divisions and teams? Vision and mission align performance by clarifying where you're going and what you will (and won't) do to get there. Vision is the window to a brighter future and the goals for where you want to be—and there's usually a macro company vision plus a unit-level vision that translates strategy into local execution. When teams can "juxtapose" their contribution to the enterprise vision, motivation rises because people can see how their work matters. Mission then adds operational clarity by defining purpose and boundaries, preventing scattergun activity. This is where big organisations often win: leaders at firms like Toyota or Unilever typically cascade strategy into unit-level execution targets; startups do it faster, but sometimes leave it implicit, which can cause drift as the company scales. Do now: Rewrite your unit vision in one sentence that shows exactly how it supports the enterprise vision.  How do shared values drive engagement and commitment (especially across cultures)? Shared values align performance because they act as the cultural glue that keeps behaviour consistent under pressure. Values aren't posters—they're the rules of the road for how decisions get made, how conflict gets handled, and what "good" looks like when nobody is watching. The hard truth is the personal value spectrum is extremely varied, so alignment doesn't happen by accident. Leaders have to make values explicit, visible, and reinforced through recognition and consequences. In Japan, values often support harmony and consistency, but can also discourage constructive challenge if not balanced. In the US, values may champion individual initiative, but can turn into silos if each team's "value" becomes their private religion. In both contexts, values determine whether people truly commit or just comply. Do now: Pick 3 values and define the observable behaviours that prove each one in meetings, customer work, and decision-making.  What is a position goal and how does it motivate teams to perform? A position goal aligns performance by giving teams a clear competitive target: where do we want to rank? That could mean market share dominance, profitability leadership, or rapid growth—inside your industry, sector, or even within your own global organisation. This is powerful because many teams feel isolated and assume their work doesn't make much difference. A visible ranking goal (top ten by revenue, number one in customer retention, highest NPS in the region) turns effort into identity and recognition. In large enterprises, position goals can be highly motivating because teams can see how they compare globally. In SMEs, position goals should be chosen carefully—too grand and they feel fake; too small and they don't inspire. Consumer sectors may chase share; B2B may prioritise margin and renewal stability. Do now: Choose one position goal for 2026 and define the single metric that proves it.  How do KRAs, standards, and activities translate strategy into daily execution? KRAs, standards, and activities align performance by turning "strategy" into measurable work that gets done consistently. Key Result Areas (KRAs) identify where results must be achieved and what matters most; constant measurement and broadcasting keeps focus. Performance standards then create objectivity—use frameworks like SMART (Specific, Measurable, Attainable, Relevant, Time-specific) so everyone knows what "good" looks like. Finally, required activities must directly produce the desired outcomes; otherwise, you collect "barnacles" of superfluous tasks that slow the ship. In Japan, standards can be strong and consistent, but activity lists can grow bloated if nobody challenges legacy tasks. In the US, activity can be energetic, but standards can vary if not enforced. Do now: List your top 3 KRAs, define one standard for each, and delete one "busy work" activity that doesn't support them.  How do skills audits and results reviews keep alignment strong over time? Skills and results close the alignment loop by ensuring the team can perform—and learning whether the system worked. A skills audit tells you if the team has the capacity to achieve the goals, what training/coaching is required, and whether you need new talent. The article notes that changing personnel can be difficult and expensive in Japan, which makes skill-building and coaching even more critical. Results then answer the leadership questions: did we achieve what we set out to do, what was the quality, and what did we learn? Even failure can be a learning experience that makes the next cycle stronger. Startups can iterate faster with shorter review loops; multinationals may need quarterly or annual alignment reviews, but should still build in regular check-ins. Do now: Run a quarterly skills audit + results review: capability gaps, coaching plan, and 3 lessons to apply next quarter.  Conclusion Performance alignment is not "soft culture work"—it's a hard business system that prevents friction, wasted effort, and internal competition from destroying results. The eight elements—vision/mission, values, position goal, KRAs, standards, activities, skills, and results—work like a checklist leaders can use to keep the main game in sight, even when emergencies and meltdowns try to hijack attention.  Next steps for leaders and executives Re-state the unit vision and mission in execution language.  Choose one position goal and one proving metric.  Set KRAs + standards, then strip out "barnacle" activities.  Audit skills and lock in coaching or hiring actions.  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動okasu" 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, which are widely followed by executives seeking success strategies in Japan. 

Could medications originally designed for diabetes actually help treat addiction, eating disorders, and the biology of cravings?In this part 2 of 2-part episode of Succeed In Medicine Podcast, Dr. Bradley Block sits down with Dr. Sean Wharton, to dig deeper into the science, myths, and emerging uses of GLP-1 agonists. Dr. Wharton explains that these medications don't simply reduce appetite, they calm what he calls “food noise,” the constant mental pull toward eating that many people with obesity experience. This neurological effect has opened the door to exciting possibilities: early research suggests GLP-1 drugs may also reduce cravings for alcohol and other addictive behaviors.  Dr. Wharton also clarifies the confusing world of brand names. Ozempic and Wegovy are both semaglutide; Mounjaro and Zepbound are tirzepatide. The differences are largely about FDA indications and insurance coverage, not completely different medications.The episode tackles common fears patients and clinicians hear every day. Do these medications cause eating disorders? No, in fact, they may help treat them. Are the side effects dangerous? Usually not, and most are manageable with proper dosing. Is “Ozempic face” real? It's simply normal fat loss, not a drug-specific problem. Most importantly, Dr. Wharton reinforces a compassionate, evidence-based message: obesity is a chronic, biological disease, and GLP-1 medications are tools to treat it, just like medications for blood pressure or diabetes.Three Actionable TakeawaysGLP-1 Medications Affect the Brain as Much as the Stomach: These drugs reduce “food noise” and cravings, helping patients regain control over eating behaviors. Their impact is neurological, not simply about willpower or restriction.Side Effects Are Real—but Usually Manageable: Nausea, constipation, and GI symptoms are the most common issues, especially early on. Starting low and increasing doses slowly makes treatment far more tolerable.Treatment Decisions Should Be Individualized:  Not every patient must stay on these medications forever. Conversations about duration, goals, and expectations should be collaborative and tailored to each person.About the Show:Succeed In Medicine covers patient interactions, burnout, career growth, personal finance, and more. If you're tired of dull medical lectures, tune in for real-world lessons we should have learned in med school!About the Guest:Dr. Sean Wharton holds doctorates in Pharmacy and Medicine from the University of Toronto. He is the Director of the Wharton Medical Clinic, a community-based weight management and diabetes clinic, and serves as Assistant Professor at the University of Toronto and Adjunct Professor at McMaster and York Universities.Dr. Wharton is the lead author of the 2020 Canadian Obesity Guidelines, recognized worldwide, and has published extensively in major medical journals including the New England Journal of Medicine. He is a passionate advocate for health equity and improving the way obesity is understood and treated in healthcare.LinkedIn: linkedin.com/in/drseanwhartonWebsite: whartonmedicalclinic.comAbout the Host:Dr. Bradley Block – Dr. Bradley Block is a board-certified otolaryngologist at ENT and Allergy Associates in Garden City, NY. He specializes in adult and pediatric ENT, with interests in sinusitis and obstructive sleep apnea. Dr. Block also hosts Succeed In Medicine podcast, focusing on personal and professional development for physiciansWant to be a guest?Email Brad at brad@physiciansguidetodoctoring.com  or visit www.physiciansguidetodoctoring.com to learn more!Socials:@physiciansguidetodoctoring on Facebook@physicianguidetodoctoring on YouTube@physiciansguide on Instagram and Twitter  This medical podcast is your physician mentor to fill the gaps in your medical education. We cover physician soft skills, charting, interpersonal skills, doctor finance, doctor mental health, medical decisions, physician parenting, physician executive skills, navigating your doctor career, and medical professional development. This is critical CME for physicians, but without the credits (yet). A proud founding member of the Doctor Podcast Network!Visit www.physiciansguidetodoctoring.com to connect, dive deeper, and keep the conversation going. Let's grow! Disclaimer:This podcast is for informational purposes only and is not a substitute for professional medical, financial, or legal advice. Always consult a qualified professional for personalized guidance. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode, Dominic Bowen and Brian Fonseca discuss the capture of Nicolás Maduro and why this dramatic moment does not automatically mark the start of a democratic transition in Venezuela. Find out more about who truly holds power inside the country today, from the military leadership and intelligence services to competing political factions within the regime.The conversation also addresses the risks of fragmentation and civil conflict, the role of illicit economies in sustaining governance, and the future of criminal networks operating across Venezuela. Finally, they explore the international implications of Maduro's capture, including the precedent it sets for international law, great-power competition, and the shifting global order.Dr. Brian Fonseca is a leading expert in national security, foreign policy, and cybersecurity. He serves as Director of the Jack D. Gordon Institute for Public Policy and Adjunct Professor at Florida International University, where he also leads Cybersecurity@FIU. A Cybersecurity and International Security Fellow at New America, he regularly comments in national and international media and is an on-air political analyst for WSVN–Fox News. Dr. Fonseca has testified before the U.S. Congress and is the author or editor of several books on security and geopolitics in the Americas. He previously served in the U.S. Marine Corps and in senior research roles at U.S. Southern Command.The International Risk Podcast brings you conversations with global experts, frontline practitioners, and senior decision-makers who are shaping how we understand and respond to international risk. From geopolitical volatility and organised crime, to cybersecurity threats and hybrid warfare, each episode explores the forces transforming our world and what smart leaders must do to navigate them. Whether you're a board member, policymaker, or risk professional, The International Risk Podcast delivers actionable insights, sharp analysis, and real-world stories that matter.The International Risk Podcast is sponsored by Conducttr, a realistic crisis exercise platform. Visit Conducttr to learn more.Dominic Bowen is the host of The International Risk Podcast and Europe's leading expert on international risk and crisis management. As Head of Strategic Advisory and Partner at one of Europe's leading risk management consulting firms, Dominic advises CEOs, boards, and senior executives across the continent on how to prepare for uncertainty and act with intent. He has spent decades working in war zones, advising multinational companies, and supporting Europe's business leaders. Trusted for his clarity, calmness under pressure, and ability to turn volatility into competitive advantage, Dominic equips today's leaders with the insight and confidence to navigate disruption and deliver sustained strategic advantage.The International Risk Podcast – Reducing risk by increasing knowledge. Follow us on LinkedIn and Subscribe for all our updates!Tell us what you liked!Tell us what you liked!

Maria Morera Johnson interviews Meigs Turgeon, Special Assistant to the President at Holy Cross Family Ministries, about the important priest and brothers of the Congregation of Holy Cross. Meigs Turgeon, Special Assistant to the President, Fr. Fred Jenga, C.S.C., at Holy Cross Family Ministries. Meigs joined HCFM from Austin, Texas where he most recently served as Assistant Director of the Holy Cross Institute at St. Edward's University and Adjunct Professor of Christian Theology. He graduated with a Master of Divinity from Duke University; is an expert in Holy Cross Charism and Spirituality, a prolific writer and speaker on different faith-based topics.   Link in Show: Holy Cross Family Ministries

In this episode of Longevity by Design, host Dr. Gil Blander sits down with Dr. Ronjon Nag, Adjunct Professor in Genetics at Stanford School of Medicine and President of the R42 Group, for a wide-ranging conversation on how artificial intelligence is reshaping health, medicine, and longevity science.Ronjon makes the case for systems thinking as a necessary framework for understanding aging, arguing that health emerges from complex interactions rather than isolated interventions. He explains how objective data—ranging from blood biomarkers to wearable-derived signals—can be integrated to guide better decisions, cut through conflicting health advice, and personalize interventions. The discussion also explores how AI is becoming a foundational tool, increasingly as ubiquitous as spreadsheets, enabling researchers, clinicians, and individuals to organize, connect, and interpret fragmented health data.The conversation then turns to AI's expanding role in drug discovery, personalized health insights, and ambitious efforts such as vaccines targeting aging biology. Along the way, Ronjon examines both the promise and the limitations of these approaches, emphasizing why interdisciplinary, data-driven methods—and clear thinking about causation, risk, and uncertainty—are essential for extending healthspan and improving long-term outcomes.Guest-at-a-Glance

Support the Institute today. https://givenow.nova.edu/the-institute-for-neuro-immune-medicine-inim-2025   In this episode, Haylie Pomroy speaks with Dr. Theoharis Theoharides about multiple chemical sensitivity (MCS). He explains the immunological responses occurring within the body, the symptoms and daily experiences reported by patients, and the connection between MCS and mast cell activation. Dr. Theoharides also offers expert guidance on managing MCS, explains the diagnostic codes associated with mast cell activation, and emphasizes why blocking mast cells is critical to the healing process. He further discusses how stress can trigger mast cell reactivation, the role of vitamin D3, and why measuring chemical exposures and mycotoxins does not always indicate the absence of ongoing immune reactivation.   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    Sign up today for our newsletter. https://nova.us4.list-manage.com/subscribe?u=419072c88a85f355f15ab1257&id=5e03a4de7d    This podcast is brought to you by the Institute for Neuro-Immune Medicine. Learn more about us here.   Website: https://www.nova.edu/nim/ Facebook: https://www.facebook.com/InstituteForNeuroImmuneMedicine Instagram: https://www.instagram.com/NSU_INIM/ Twitter: https://www.twitter.com/NSU_INIM

Are GLP-1 medications truly revolutionizing medicine—or are we just seeing the latest healthcare hype cycle?In this part 1 of 2- part episode of Succeed In Medicine Podcast, Dr. Bradley Block sits down with Dr. Sean Wharton, to explore the real story behind GLP-1 agonists, how they were discovered, how they work, and why they suddenly became cultural blockbusters. Dr. Wharton explains that while the public sees these drugs as new, clinicians in diabetes care have been using them for over a decade. Originally developed to treat type 2 diabetes, GLP-1 medications revealed an unexpected benefit: meaningful weight loss. What began as a “sleeper drug” for glucose control became a global phenomenon once their impact on appetite and cravings was understood.A major theme of the discussion is the concept of “food noise”—the relentless mental pull toward food that many patients experience. Dr. Wharton describes how this biological drive makes long-term weight loss extraordinarily difficult and why willpower alone is rarely enough. GLP-1 medications work by quieting this food noise, helping patients regain control over their eating behaviors.The conversation also tackles tough questions clinicians and patients ask every day:Why do people need to stay on these medications long-term? Why do patients with diabetes lose less weight than those without? Is obesity truly a disease, and how should doctors talk about it? Are the benefits due to the drug itself or simply the weight loss? Dr. Wharton breaks down the biology of GLP-1 hormones, their role in insulin regulation and appetite control, and why these drugs have been such rare “unicorns” in medicine, highly effective with relatively few side effects.This episode sets the stage for Part 2, where they will dive deeper into myths, side effects, and practical prescribing guidance.Three Actionable TakeawaysObesity Is a Biological Disease, Not a Willpower Problem: Food noise and cravings are driven by hormones and brain chemistry. GLP-1 medications treat these biological mechanisms, not a character flaw.Long-Term Treatment Is Often Necessary: Just like medications for blood pressure or cholesterol, GLP-1 drugs address a chronic condition. Stopping treatment usually means the underlying biology—and weight—returns.Language Matters in Patient Care: Clinicians should approach weight with empathy and humility. Inviting patients into a respectful conversation about options is far more effective than blaming or shaming.About the Show:Succeed In Medicine covers patient interactions, burnout, career growth, personal finance, and more. If you're tired of dull medical lectures, tune in for real-world lessons we should have learned in med school!About the Guest:Dr. Sean Wharton holds doctorates in Pharmacy and Medicine from the University of Toronto. He is the Director of the Wharton Medical Clinic, a community-based weight management and diabetes clinic, and serves as Assistant Professor at the University of Toronto and Adjunct Professor at McMaster and York Universities.Dr. Wharton is the lead author of the 2020 Canadian Obesity Guidelines, recognized worldwide, and has published extensively in major medical journals including the New England Journal of Medicine. He is a passionate advocate for health equity and improving the way obesity is understood and treated in healthcare.LinkedIn: linkedin.com/in/drseanwhartonWebsite: whartonmedicalclinic.comAbout the Host:Dr. Bradley Block – Dr. Bradley Block is a board-certified otolaryngologist at ENT and Allergy Associates in Garden City, NY. He specializes in adult and pediatric ENT, with interests in sinusitis and obstructive sleep apnea. Dr. Block also hosts Succeed In Medicine podcast, focusing on personal and professional development for physiciansWant to be a guest?Email Brad at brad@physiciansguidetodoctoring.com  or visit www.physiciansguidetodoctoring.com to learn more!Socials:@physiciansguidetodoctoring on Facebook@physicianguidetodoctoring on YouTube@physiciansguide on Instagram and Twitter  This medical podcast is your physician mentor to fill the gaps in your medical education. We cover physician soft skills, charting, interpersonal skills, doctor finance, doctor mental health, medical decisions, physician parenting, physician executive skills, navigating your doctor career, and medical professional development. This is critical CME for physicians, but without the credits (yet). A proud founding member of the Doctor Podcast Network!Visit www.physiciansguidetodoctoring.com to connect, dive deeper, and keep the conversation going. Let's grow! Disclaimer:This podcast is for informational purposes only and is not a substitute for professional medical, financial, or legal advice. Always consult a qualified professional for personalized guidance. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Dr. Dan Schneider is an Adjunct Professor of Theology at Franciscan University of Steubenville and an Associate Staff Member at the St. John Henry Newman Research Centre for Theology at Maryvale Institute in Birmingham, England. A former U.S. Army attack helicopter pilot, Gulf War veteran, and amateur boxer, Schneider has nearly two decades of experience in Catholic evangelization and teaching. As a founding member of Liber Christo, a movement with Fr. Chad Ripperger, he provides resources for priests and laity in the apostolate of deliverance and exorcism. Schneider is the author of The Liber Christo Method: A Field Manual for Spiritual Combat (TAN Books, 2023), offering practical “guerrilla warfare” tactics for spiritual battles, including five key strategies: Renunciation of Evil Influences, Repentance, Examination of Conscience, Learning Power and Authority, and Prayer. A sought-after speaker, he advocates for sacramental living and spiritual discipline to combat diabolical influences, drawing on his military and theological expertise. Shawn Ryan Show Sponsors: Join thousands of parents who trust Fabric to help protect their family—apply today in just minutes at https://meetfabric.com/SHAWN. Go to https://helixsleep.com/srs for 27% Off Sitewide https://USCCA.com/srs https://bubsnaturals.com – USE CODE SHAWN Dr. Dan Schneider Links: The Liber Christo Method - https://tanbooks.com/products/books/the-liber-christo-method-a-field-manual-for-spiritual-combat/?afmc=7e Spiritual Warfare Q & A - https://tanbooks.com/products/books/spiritual-warfare-q-and-a-for-priests-and-laity/?afmc=7e The Sins of the Father - https://tanbooks.com/products/books/sins-of-the-father-a-catholic-and-biblical-approach-to-generational-curses/?afmc=7e Holy League Institute - https://holyleagueinstitute.com General inquires, email and web page - Info@holyleagueinstitute.com Learn more about your ad choices. Visit podcastchoices.com/adchoices