Podcasts about admitting

HR leaders spend all day surrounded by people. So why does it often feel like the loneliest job in the building? In this episode, Tom Emery, former Chief People Officer at a top City of London wealth manager, 20-year corporate HR veteran (ex-HSBC), and founder of HEX Talent & Development, joins Al and Leanne to pull back the curtain on the reality of HR leadership. Tom shares his powerful "Vet Analogy" for HR: just like veterinarians enter the profession out of love for animals only to see them at their illest, weakest, or most aggressive, HR leaders enter the role because they love people, only to be brought in when people are backed into a corner. Together, they dive deep into how HR leaders can step out of the isolated "police officer" role and step into the room as true strategic drivers, how senior leaders can build psychological safety by simply asking for help, and why learning to disagree well is the missing ingredient in high-performing C-suites.

ITU: Ready to break through your biggest business bottleneck? Apply to work with me 1:1 - https://impacttheory.co/SCALESign up for my AI Masterclass: https://tombilyeu.com/ai-masterclass?utm_campaign=TBS-Livestream&utm_source=youtube&utm_medium=socialWelcome to another episode of Impact Theory with Tom Bilyeu! In today's show, Tom dives headfirst into the latest groundbreaking developments shaking up the worlds of AI, geopolitics, and beyond. From OpenAI's latest model hacking its way out of a test environment and the explosive competition between American and Chinese AI models, to major policy moves from Trump—think tariffs on generic drugs and high-stakes strikes on Iran's nuclear facilities—Tom pulls no punches unpacking the biggest stories. Along the way, he tackles pressing questions about the arms race in artificial intelligence, election integrity, and shifting global economic power.Expect candid analysis of how propaganda and incentive systems drive both technology and politics, the philosophical debates raging around AI regulation, and some lively cultural detours—including the future of human longevity and what Christopher Nolan's latest epic says about morality. Loaded with sharp perspective and a commitment to exploring all sides, this episode is your window into the headlines that will shape our future. So buckle up—today's conversations may challenge everything you think you know.Chapters: 00:00 Discussing unbiased news sources07:12 AI moving at machine speed15:41 Self-regulating through personal values20:52 Concerns about AI training data25:47 Deciding between patent or trade secret27:13 Discussing Palantir's AI solutions36:49 Reflecting on initial thoughts on Iran40:54 Trump's strategy with Iran47:30 Admitting uncertainty in discussions51:11 China and the concept of fascism55:59 Discussion on voter fraud concerns01:00:57 Discussing media and integrity standards01:05:07 Senate's role in representation01:13:44 Cultural sensitivity in character adaptation01:18:07 Praising Christopher Nolan's latest film01:21:54 Cell aging and methylation process01:31:19 Speculating on new nation concepts01:36:30 Gambling laws in video gamesSponsors: Quince: Free shipping and 365-day returns at https://quince.com/impactpodWhatnot: Download the Whatnot app today and get free shipping on your first order.Ketone IQ: Visit https://ketone.com/IMPACT for 30% OFF your subscription orderATT Business: Switch to AT&T Business at business.att.comIncogni: Take your personal data back with Incogni! Use code IMPACT at the link below and get 60% off an annual plan: https://incogni.com/impact Pique: 20% off at https://piquelife.com/impactNetsuite: Right now, get our free business guide, Demystifying AI, at https://NetSuite.com/TheorySee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The crew shares another round of entertaining confessions, stories, and laughs.

Send us Fan MailThough Jonah was a rebellious prophet of God, he came to a place where he was honest about what he was doing. He had to because he was putting the lives of others in danger. We need to consider this as well when it comes to our own personal honesty. Whether we realize it or not, our lives do impact others and admitting the truth about ourselves saves us ands them.

"Listen more than you talk." "Try to be as inclusive as possible." "Transparency at all times, especially in bad times." "The founder is the mood maker." "Leadership is all about providing clarity, providing direction, but also letting the individual get to that endpoint themselves."   Sean Travers is the Founder and Representative Director of MESHD, a Tokyo-based executive search firm specialising in deep technology. The company works extensively with Japanese corporations operating in robotics, industrial automation, mobility, artificial intelligence, machine learning and other advanced engineering fields. Born in the United Kingdom and raised in Perth, Western Australia, Travers began his career selling large-scale capital equipment to the mining and resources sector. The work involved multimillion-dollar transactions, extensive travel to remote mining sites and direct negotiations with tough, highly practical decision-makers. This environment shaped his early commercial instincts, resilience and results-oriented leadership style. After marrying his Japanese wife and starting a family, Travers moved to Tokyo more than 20 years ago. With limited Japanese-language ability and few obvious career options for a foreign professional at the time, he entered recruitment. He subsequently built a career in specialist executive search, including establishing the Japan operation of a global energy recruitment company. The 2015 oil and gas downturn became a defining moment. Despite the Japan business performing well, Travers was instructed by overseas headquarters to decide within 24 hours which employees should be terminated. The experience convinced him that even a successful local leader remained vulnerable to decisions made by distant executives. He eventually launched his own company with several long-standing colleagues. Over the following decade, Travers expanded beyond conventional executive search. His businesses have helped establish and incubate specialist recruitment ventures, including firms focused on software, chemicals and hospitality. His leadership journey in Japan has required him to move from a highly directive, perfectionist management style towards a more inclusive approach built on listening, transparency, autonomy, trust and cultural adaptability.   Sean Travers' leadership journey in Japan began far from Tokyo's corporate offices. Raised in Western Australia, he learned to sell multimillion-dollar capital equipment in the mining and resources industry. Success depended on abandoning formal appearances, visiting remote worksites and earning credibility with blunt, experienced equipment operators. It was a demanding commercial education that rewarded toughness, directness and persistence. Those qualities later helped Travers succeed in executive recruitment, but they also created leadership challenges. After moving to Japan more than 20 years ago, he entered the recruitment industry and eventually took responsibility for teams and entire business operations. His initial approach was highly prescriptive. As a perfectionist, he expected employees to follow the methods that had worked for him. Team members with similar personalities often performed well, but many others struggled. Feedback from his manager and trusted friends forced Travers to reconsider his assumptions. Leadership could not be based on expecting everyone to respond to the same instructions, pressure or communication style. He gradually became more attentive to individual differences, emotional reactions and the need to adapt his expectations. This remained compatible with accountability, but it required him to separate high performance standards from unnecessarily militant behaviour. Leading Japanese employees created another layer of complexity. In meetings, employees might nod, indicate understanding and appear to agree, only for Travers to discover later that they did not understand, support or trust the direction. He learned that setting a clear objective was not enough. Leaders must ask questions that confirm understanding, create alternative channels for feedback and consult trusted internal colleagues who can explain how a message was actually received. This awareness also influenced the way he recruited people into his own company. Joining a new boutique recruitment firm involves considerable perceived risk, especially in Japan, where candidates may consult family members and carefully assess a company's stability. Travers found that trust could not be created through a single persuasive interview. Some candidates required regular discussions over 18 to 24 months before they were ready to join. Rather than continually selling the opportunity, he shared honest updates about clients, target industries, business progress and organisational challenges. His commitment to the team was tested during COVID-19. When revenues fell, Travers and his leadership group chose salary deferments rather than headcount reductions. Travers personally went without a salary for approximately two and a half years. The decision reflected both loyalty and commercial logic. Experienced recruiters require considerable time and investment before becoming productive, and rebuilding the team after the recovery would have been expensive and disruptive. Transparency became central to maintaining engagement. However, Travers does not interpret transparency as disclosing every concern to every employee. Leaders must judge which information should be shared across the organisation and which should remain within the leadership team. The purpose is to provide enough truth for employees to understand decisions without creating unnecessary fear or instability. As the company grew, Travers also had to create opportunities for quieter employees to contribute. Weekly all-hands meetings were useful, but the same confident people tended to speak. He therefore began arranging individual lunches and conversations with team members who were less likely to contribute publicly. Anonymous surveys and live digital voting also provided safer channels for candid feedback. The company's culture evolved with its needs. Its early atmosphere was highly sales-driven and dominated by aggressive dealmaking. Travers recognised that a business composed only of competitive "hunters" would struggle to attract the broader mix of people needed for sustainable growth. Team lunches, off-sites, greater financial visibility and discussions about employees' backgrounds and ambitions helped create a more balanced environment. Travers believes the founder's behaviour has a disproportionate impact in a smaller company. The founder becomes the organisation's "mood maker". A leader who arrives visibly discouraged or negative can lower the energy of the entire workplace. Leadership therefore includes the discipline to demonstrate constructive energy even during difficult periods. His advice to new foreign leaders in Japan is grounded in this experience: listen more than they talk, include people without placing them under uncomfortable pressure and remain transparent, particularly when circumstances deteriorate. Japanese-language ability helps, but it does not guarantee success. Character, attitude, discipline and the willingness to understand people matter more. Ultimately, Travers defines leadership as establishing the destination and providing the emotional support, clarity and guardrails that allow others to reach it. Leaders should give employees autonomy, trust them to perform and provide direct feedback when they deviate. The leader sets the endpoint, but the individual must have room to determine the route. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires close attention to what is not stated directly. Travers discovered that apparent agreement in a meeting may not represent genuine understanding, commitment or trust. Japanese employees may nod, acknowledge an instruction and avoid openly challenging a senior leader, while privately remaining uncertain or unconvinced. This makes confirmation essential. A leader cannot simply deliver a clear message and assume it has landed. Questions must be used to test understanding without creating embarrassment. Trusted internal supporters can also provide valuable insight into how particular employees interpreted the discussion. Indirect feedback is especially important. Travers has used respected colleagues to speak privately with employees and uncover concerns that might never be raised in a formal meeting. This resembles a practical form of nemawashi: gathering reactions, identifying resistance and building alignment through quieter conversations before expecting visible consensus. Trust also takes time. Employees and candidates may evaluate not only the leader but also the organisation's long-term stability. Consistent behaviour, repeated contact, honest business updates and a willingness to acknowledge mistakes are more persuasive than a polished recruitment pitch or inspirational speech. Why do global executives struggle? Global executives often struggle because they transfer a leadership formula that succeeded elsewhere without adapting it to the people or context in Japan. Travers initially relied on the direct, forceful style he had developed in Western Australia. He assumed that employees would succeed by following the same methods that had produced his own results. This approach worked with a minority of employees who shared his temperament, but it was ineffective for many others. The experience demonstrated that leadership success is not automatically transferable. The leader must adjust communication, coaching and expectations according to the individual. Foreign executives may also misinterpret politeness as commitment. A meeting can appear successful because no one objects, yet employees may leave without believing in the decision. Executives who dominate discussions, speak too quickly or fail to invite quieter voices may unknowingly suppress the information they need. Another common mistake is treating Japanese-language proficiency as the primary solution. Language is useful, but a fluent executive who lacks humility, emotional intelligence or cultural awareness can still fail. Attitude and behaviour determine whether language becomes a bridge or merely another tool for issuing instructions. Is Japan truly risk-averse? Travers' experience suggests that caution in Japan is often rational rather than inherently risk-averse. A candidate considering a boutique recruitment company must evaluate whether the organisation will survive the next economic downturn. Recruitment is cyclical and frequently acts as a canary in the coal mine: hiring freezes arrive early when an industry begins to weaken. Employees may also seek advice from parents, grandparents, former colleagues or trusted senpai before changing jobs. From a Western perspective, this can look excessively conservative. From the candidate's perspective, however, employment decisions affect family stability, professional reputation and long-term security. Travers responded by extending the courtship process. Some potential hires remained in conversation with the company for 18 to 24 months. During that period, he did not merely sell the role. He provided evidence about the company's clients, industries, performance, challenges and direction. The COVID-19 response also demonstrated how leadership can reduce uncertainty. Rather than cutting employees immediately, the company introduced salary deferments and preserved the team. This decision created risk for the founder, who received no salary for approximately two and a half years, but it provided greater security for employees and positioned the organisation to recover without rebuilding its workforce. What leadership style actually works? Travers advocates an adaptive style that combines direction, accountability, empathy and autonomy. His early top-down approach was too rigid. Over time, he learned that empathy does not require abandoning standards and accountability does not require brutality. The leader must first clarify the endpoint. Employees need to understand where the organisation is today, where it intends to be in the future and which outcomes define success. The leader then provides guardrails and emotional support while allowing individuals to determine how they will reach the destination. Inclusion is also essential. Leaders should actively invite participation from people who do not naturally dominate meetings. Travers uses individual lunches, direct questions, anonymous surveys and live voting to gather ideas from a wider cross-section of the company. He also believes that leaders should explain the reasoning behind decisions, especially when acknowledging mistakes. Employees may disagree with the conclusion, but understanding the decision-making process increases respect and trust. Admitting an error does not necessarily diminish authority. When combined with ownership and a credible explanation, it can strengthen leadership credibility. How can technology help? Technology can create safer and more democratic channels for employee input. In traditional meetings, seniority, confidence and communication style can determine whose ideas are heard. The same employees may repeatedly raise their hands, while quieter people remain invisible. MESHD has used anonymous post-event surveys and real-time digital voting to overcome this limitation. Employees can express support or opposition without being identified publicly. This allows the organisation to measure sentiment more accurately and reduces the pressure to follow the most senior or outspoken person. Technology does not replace personal leadership. Travers still values one-to-one lunches, informal conversations and feedback gathered through trusted colleagues. Digital tools are most effective when they complement human relationships and provide additional routes for honest communication. The broader lesson is that decision intelligence improves when leaders diversify their information sources. Formal meetings, private conversations, anonymous data and operational results each reveal different aspects of organisational reality. Leaders who rely on only one channel risk making decisions from incomplete information. Does language proficiency matter? Japanese-language ability helps foreign leaders communicate, form relationships and understand more of what is happening around them. Travers speaks Japanese and considers it an advantage. However, he does not believe that language proficiency guarantees leadership success. Character, attitude and discipline matter more. Employees observe how a leader responds under pressure, whether commitments are honoured, whether mistakes are acknowledged and whether the leader listens sincerely. These behaviours build or destroy trust regardless of vocabulary level. A leader who speaks imperfect Japanese but demonstrates respect, curiosity and consistency may be more effective than a fluent speaker who assumes language ability provides complete cultural understanding. Fluency can help a leader access information, but it cannot substitute for humility or good judgement. Foreign executives should therefore study Japanese while also developing deeper listening skills. They need to notice hesitation, indirect disagreement and the absence of expected follow-through. Communication success should be measured by shared understanding and action, not by the leader's ability to complete a conversation in Japanese. What's the ultimate leadership lesson? Travers' central leadership lesson is that the leader provides clarity and direction without controlling every step. The organisation may be at point A today and aiming for point Z in two years. The leader must define Z, explain why it matters and create the conditions in which employees can move towards it. Those conditions include emotional support, trust, autonomy and honest feedback. Employees should know the guardrails and performance measures, but they should also have room to use their judgement. When they make mistakes, the leader must respond directly and constructively rather than taking back all control. Leadership also requires personal accountability. Travers learned to admit when decisions had produced negative consequences and to explain the reasoning that led to them. Employees generally responded with greater understanding than he expected. Finally, leadership is visible. In a smaller organisation, the founder's energy affects everyone. The leader becomes the mood maker, particularly during uncertainty. Listening, inclusion, transparency and constructive energy are therefore not occasional techniques. They are daily responsibilities that shape whether people trust the direction and choose to follow. 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.

Visible proof of progress often shows up long before someone is ready to fully accept it.   Clothes get looser, numbers improve, and results become obvious, yet old habits and old self talk stick around anyway.   Admitting a change is real and permanent can feel riskier than staying in familiar, outdated patterns.   The gap between outside evidence and inside acceptance quietly delays the benefit of any real progress.   Closing that gap starts with one small, deliberate update instead of waiting for more proof to arrive. BOOK A CALL WITH PERRY: http://talktoperry.com TEXT ME: (208) 400-5095 JOIN MY FREE COMMUNITY: http://upsidedownfit.com The Legacy Continues with Syona: https://sharesyona.co/?url=perrytinsley RESOURCES Best Probiotic for Gut Health: https://bit.ly/probyo Best Focus & Memory Product: https://bit.ly/dryvefocus Daily Success Habits (Free Download): morningsuccesshabits.com WOW! You made it all the way down here. I'm seriously impressed! Most people stop scrolling way earlier. You officially rock, my friend.

Tony talks about Ro Khanna admitting he never coordinated with the Israeli government on his trip to the West Bank. See omnystudio.com/listener for privacy information.

"...Admitting uncertainties or limitations, for example, saying, 'We can't help everyone, but here's how we are trying,' can actually boost credibility..." I am reading from Neurogiving. The Science of Donor Decision-Making by Cherian Koshy, published in 2025.Reflection question:As you're preparing your case for support or talking with donors, consider where can you be more honest about limitations instead of glossing over them or exaggerating the impact your campaign will have.Reflection on quote:Last week, we discussed how leading a capital campaign is like standing at the base of a mountain where the trail is obscured from view by the undergrowth of the forest and one key principles is to be curious when facing scrutiny. This week, we will be looking how honesty fits into leading with integrity when sharing the impact the capital campaign will have on the community. When we're leading a capital campaign in a small town, we know our neighbors and we want to appear competent and confident to them. There's a temptation, when we're asking for significant donations for something as big as a capital campaign, to want to present a version of our organization that looks like it has everything figured out. As if, we're solving the whole mountainside of problems. But that's not the story that builds trust. Think about the difference between a leader who says "This project will absolutely solve every challenge our mission, our community faces" and one who says "This project won't solve everything, but it's a meaningful step, and here's exactly how we expect it will help." The second leader is building trust and leading with integrity.  The second leader is marking the actual trail that leads up the mountainside. When we lead with honesty — including honesty about our limitations — we're not weakening our case with donors. We're strengthening it.Here's how to purchase Neurogiving from Wiley or Amazon.Quote used by permission.What do you think? Send me a text. To explore small town capital campaign coaching deeper and to schedule an free explore coaching call, visit ServingNonprofits.com.Music credit: Woeisuhmebop

A TikTok about being “the jealous friend” sent us down a very personal rabbit hole. This episode gets messy, honest, and a little uncomfortable as we unpack friendship jealousy, falling out with people you love, and what happens when someone else is living the life you thought would be yours. Content warning: This episode includes conversations about mental health and self-harm. Please take care of yourself while listening. So… are you the jealous friend? Be honest. Send us your questions and stories to be featured on da pod https://www.brokegirltherapy.com/contact-page Stefanie Maegan https://www.instagram.com/brokegirltherapy/ https://www.instagram.com/stefaniemaegan/ https://www.brokegirltherapy.com/ Rose McAleese https://www.instagram.com/rose_ettastone/ https://thenewblogontheblock.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

St John Ambulance has confirmed it is experiencing delays getting patients into hospital care, because of increased winter demand at ED's. Meanwhile Health New Zealand has confirmed Waikato Hospital ED was more than 20% short on staff the night a man died while waiting to be seen by a specialist. Sarah Dalton from the Association of Salaried Medical Specialists spoke to Lisa Owen.

The crew shares another round of confessions and unexpected stories.

This week on So Brook Hills, Matt and Daniel are joined by Ashley Chesnut to talk about the BH Women's summer study and the sermon Seeing Clearly, Almost from Mark 8:22-33.

Professor William Taubman, guest author, reveals that by 1966, McNamara was a secret opponent of the war, admitting to aides that he desperately wanted to bring the troops home, yet he remained the public face of the conflict out of loyalty to the presidency. He faced intense student protests at Harvard and was profoundly shaken by a Quaker's self-immolation outside his window, leading to a period of intense internal conflict. Despite his public defense of the Pentagon, he later claimed that if he had led the anti-war demonstrations, he would have successfully shut the building down. McNamara at War: A New History (7)

The crew shares another round of confessions and unexpected stories.

July 6, 2026 Daily Devotional: “Rest for the Weary Soul”Jeremiah 31:25 ​"For I will satisfy the weary soul, and every languishing soul I will replenish." ​ ​I know you would agree with me, when I say we are living in a world that praises constant movement, high productivity, and endless hustle. Because of this, itis incredibly easy to find ourselves running on empty. Weariness isn't just physical tiredness that a good night's sleep can fix; it's a deep, emotional, and spiritual exhaustion. It's the feeling of having nothing left to give, yet knowing tomorrow will demand just as much. ​When God spoke these words through the prophet Jeremiah, the people of Israel were in exile. They were heartbroken, physically displaced, and spiritually worndown. They had lost their homes, their temple, and their rhythm of life. They were a "languishing" people—fading, weak, and filled with grief. ​It is precisely into that heavy, hopeless space that God makes a profound promise. Notice that God doesn't say, "Get it together and I will reward you." He doesn't give them a checklist to complete to earn their strength back.Instead, He steps in as the ultimate provider. God takes the initiative. He looks at your specific weariness—whether it's from caregiving, a difficult job, chronic anxiety, or just the weight of daily life—and promises two things: ​satisfaction and replenishment; He will fill the empty spaces with exactly what you need. He will restock your joy, your patience, and your peace. The ultimate meaning of Jeremiah 31:25 is that true spiritual and emotional recovery is a gift from God, not something we can manufacture ourselves. ​Notice the grammar of the verse: God says, "I will." He does not give the Israelites a step-by-step self-help guide to fix their exhaustion. He doesn't tell them to work harder or "pull themselves up by their bootstraps." Instead, God acknowledges that they are entirely empty,and He steps in to do for them what they cannot do for themselves. ​You don't have to pretend to be strong when you come to God. In fact, your emptiness is the very prerequisite for His filling. ​Jeremiah 31:25 is a divine guarantee for anyone who has reached the absolute end of their own strength. It means that emptiness is not a permanent state, failure is not the final word, and when we are completely drained by life's demands and seasons of survival, God's nature is to step in, take the burden, and fully restore us from the inside out. ​Take a moment to sit quietly and identify where you feel the most drained today. Is it your mind? Your emotions? Your physical body? Instead of trying to force yourself to be strong, hand that specific emptiness over to God in prayer. Admitting your weakness isn't a failure; it is an invitation for His grace to do what you cannot do for yourself. Today, give yourself permission to rest in His promise, trusting that He is already at work replenishing your soul.

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On daytime MTV, Bon Jovi was becoming the biggest pop-rock act on the planet. Poison was setting the blueprint for everything pop culture now calls hair metal. At the same time, Metallica, Slayer, and Megadeth: were building massive and devoted audiences. These two worlds shared MTV, shared tour bills, and shared fans who were being asked to pick a side. That tension is what makes 1986 unlike any other year in metal history.The Glam Explosion That Broke Daytime MTVHere's what happened between 1984 and 1986: metal expanded beyond just being scary.After Quiet Riot became the first hard rock band to score a number-one album in 1984, the genre broke into mainstream consciousness. Then the PMRC Senate hearings of 1985 gave the music a problem: it needed to stop being threatening. By 1986, the solution was in the videos. Make them colorful. Make them fun. Start somewhere relatable: a bedroom, a garage, a studio. Then escalate into an idealized fantasy of concert performance. Replace leather and skulls with neon and teased hair. What had been relegated to late-night Headbangers Ball slots now fit the 3 PM MTV daypart. The music and the medium found each other.Bon Jovi's Slippery When Wet is the commercial monument to that shift. Released August 18, 1986, it rolled out singles for nearly a full year after release: “You Give Love a Bad Name” in July, “Livin' on a Prayer” in October, “Wanted Dead or Alive” the following March, “Never Say Goodbye” in June of 1987. Each one was bigger than the last. The year before, Bon Jovi had been opening for Billy Squier. The key differentiator from their earlier work: the arrival of Desmond Child as co-writer on the two biggest singles, bringing professional hit-making infrastructure to what was already a committed band.Poison's Look What the Cat Dragged In was doing the same thing with less money. Their starting address was Enigma Records, home to They Might Be Giants, The Cramps, Dead Milkmen, and Devo. An underground punk label, not a hair metal machine. Capitol entered the picture later, which explains why “Cry Tough” barely moved and “Talk Dirty to Me” became an MTV staple. Poison didn't just succeed with this blueprint; they franchised it.Van Halen's 5150 added keyboards and landed the best Sammy Hagar-era album in the process. David Lee Roth's Eat ‘Em and Smile amplified the campy fun of his Van Halen years into a career highlight. Cinderella's Night Songs made the sharpest glam debut of the year: darker and more concise than anything they'd produce later, before the bluesy detours took over. Jon Bon Jovi helped them record it. That's how fast the food chain was moving in 1986.The Thrash Revolution Running in ParallelHere's the thing about thrash in 1986: it wasn't hidden. Headbangers Ball existed. The magazines covered it. Metallica opened for Ozzy on the Ultimate Sin arena tour. But in the daytime MTV ecosystem, thrash was not the default. If you wanted it, you had to find itMaster of Puppets is eight songs long, 54 minutes, and sounded like nothing on daytime MTV or rock radio. It is heavy and precise and expansive in equal measure: a record where the title track alone runs over eight minutes and earns every second. It was Metallica's third album, the last one with Cliff Burton, and it was recorded without a single thought given to MTV rotation or radio airplay. No videos. No singles. Just the record, and the word that spread through tape trading, zines, college radio metal shows, and the underground networks that thrash metal relied on before the internet existed.What makes 1986 extraordinary is that Metallica wasn't alone. Slayer's Reign in Blood came out the same year: 29 minutes of something faster and more extreme than Master of Puppets, an album that even people who don't follow Slayer know by reputation. Megadeth's Peace Sells... But Who's Buying? completed what might be the single most concentrated year of output from the Big Four of thrash metal: three of the four bands releasing arguably their best records in a twelve-month span. Anthrax didn't have an album in 1986. If they had, it would have been a clean sweep.From the German side of the Atlantic, Kreator's Pleasure to Kill was happening simultaneously: the Teutonic thrash scene developing its own parallel lineage that would eventually be recognized as a pioneer of death and black metal. These weren't crossover acts. They weren't on MTV. But they were building the foundation that would outlast nearly everything in the charts.The thrash revolution of 1986 wasn't a secret, but it was a deliberate choice. Headbangers Ball ran late. Daytime belonged to Poison and Bon Jovi. You could be into both, but at school you were expected to pick a jersey. Admitting you preferred Master of Puppets over Slippery When Wet was a statement, and not everyone in 1986 was ready to make it out loud.Legacy Bands: Update or Resist?Every established metal act in 1986 faced the same question: how much do you change?Judas Priest's Turbo is the case study in what too much looks like. Their tenth album added synthesizer guitars and chased the MTV aesthetic in ways that have remained controversial ever since. Some decent songs are buried in there, but Turbo is the canonical example of a decade-spanning band trying on a new identity because the culture demanded it, and not quite threading the needle.Ozzy Osbourne's The Ultimate Sin represents a different calculation. The image got teased and colorful. The videos fit the 3 PM slot. But the album had Jake E. Lee playing with a flashy intensity that gave it a musical spine the presentation didn't undercut. Ozzy reportedly hated it. Others call it his best solo record: a bridge between his 1970s legacy and the glam-era present that actually holds together. When Metallica opened for Ozzy on the Ultimate Sin arena tour, the lineup said everything about where the genre stood. The scariest band in the underground, opening for a legacy act who'd made himself MTV-friendly. The irony runs deep.Black Sabbath's Seventh Star was never supposed to be a Black Sabbath album. Tony Iommi assembled it as a solo project with Glenn Hughes on vocals, Eric Singer on drums, and Dave Spitz on bass. The label insisted the Sabbath name go on it. The video for “No Stranger to Love” is keyboard-driven and barely resembles Sabbath because, structurally, it isn't. What it is, divorced from its title and backstory, is a genuinely interesting record with a remarkable cast. It has been submitted to multiple DMO polls. It has not yet won. It keeps getting submitted.Iron Maiden's Somewhere in Time added keyboards lightly and reads today as the last album before the tinkering accelerated. Europe's The Final Countdown produced one of the most inescapable songs of the decade and an album none of us heard past the singles. The legacy-band class of 1986 is full of acts choosing between integrity and relevance. The ones who chose wrong are instructive.The Deep Cuts That Shaped Everything (and Nobody Witnessed)Here's the version of 1986 that doesn't show up on year-end lists.In June of that year, a Swedish doom metal band called Candlemass released their debut album, Epicus Doomicus Metallicus, on a label called Black Dragon Records. It did not sell. It did not chart. It was not played on the radio or shown on MTV. It was, by most measurable standards, invisible. What it was doing, quietly and without witnesses, was inventing doom metal as a genre. Every band that has worked in that sonic territory for the past forty years carries a Candlemass debt, whether they know it or not.Guns N' Roses' Live ?!@ Like a Suicide is a different kind of deep cut: a 1986 self-released EP on GN'R's own Uzi Suicide label, predating Appetite for Destruction by a full year. Some people had it. They read about the band in Hit Parader and Circus, bought the cassette, and wrote the band's name on their textbook covers. Then they came home from college and the cassette was gone, lost in a couch cushion somewhere, probably worth a lot of money now. That cassette is a small but perfect metaphor for 1986: the thing you knew about first, the object you can no longer find.The Transformers: The Movie soundtrack connects 1986 to something else entirely: the year metal started showing up in animated children's films, delivered by Stan Bush, Lion, and members of Kick Axe performing as Spectre General. For kids who saw the movie it was a first exposure to the genre. Our Picks, Three Different ArgumentsEvery roundtable eventually comes down to someone having to choose.Poison's Look What the Cat Dragged In. The blueprint for hair metal as a cultural phenomenon. The DIY machine that started on a punk indie label and franchised itself across the next four years. It is not the deepest record of 1986. But it is the one that most completely captures what the year felt like at 3 PM on a Tuesday when MTV was on. That counts for something.Metallica's Master of Puppets is the credibility anchor. The last Cliff Burton record. The document of everything Metallica was before the first video and the commercial pivot. Every move they have made since gets measured against this one, and most of them come up short. The underground case, closed.Ozzy Osbourne's The Ultimate Sin is the legacy act threading the needle correctly, or at least fascinatingly. Jake E. Lee at full power. Ozzy navigating from his 1970s origin into 1986 accessibility in a way that doesn't fully betray either. An album Ozzy reportedly hated. A pick none of us saw coming.That's 1986.Episode Highlights* 0:00: Intro. Why we went back to 1986: the year we were all buying cassettes and picking sides.* 1:52: The Transformers: The Movie soundtrack as a metal gateway. Stan Bush, Lion, and a very upsetting death for 11-year-olds.* 4:07: Cassette-buying memories. Where we each were, financially and musically, in 1986.* 8:08: The PMRC timeline and how hair metal broke onto daytime MTV in 1986, colorful videos replacing darker imagery.* 11:36: Judas Priest's Turbo as the prime example of a legacy band adding keyboards and chasing the MTV moment.* 14:08: 1986 as the greatest single year in thrash metal history. Master of Puppets, Reign in Blood, and Peace Sells all released within months of each other.* 15:02: Walking into Richfield Coliseum for the last 30 seconds of Metallica opening for Ozzy, and genuinely not caring at the time.* 16:04: Listening to Master of Puppets in secret on the school bus while claiming to listen to Bon Jovi or Night Ranger.* 17:28: Why Cinderella's Night Songs holds up: darker and tighter than later work, no big ballad epics, Jon Bon Jovi's behind-the-scenes role.* 20:03: Bon Jovi's rocket-ship year. The full single timeline from You Give Love a Bad Name through Never Say Goodbye, and Desmond Child's co-writing role.* 22:49: Seeing Poison open for Quiet Riot at the Cleveland Agora reopening. Studying the Look What the Cat Dragged In album cover beforehand. Expecting at least one woman in the band.* 25:22: Poison's DIY punk ethic and their unlikely starting home on Enigma Records alongside They Might Be Giants and The Minutemen.* 27:56: Candlemass's Epicus Doomicus Metallicus: doom metal's invisible ground zero, released June 1986, heard by almost nobody.* 30:07: The Guns N' Roses Live ?!*@ Like a Suicide EP story. Buying it before anyone knew who they were, writing GN'R on textbooks, and losing the cassette after college.* 32:11: Queensryche's Rage for Order as a musicians' landmark, more influential among players than general audiences.* 34:43: Black Sabbath's Seventh Star. The Tony Iommi solo album the label forced into being a Sabbath record, and the DMO poll it keeps losing.* 37:44: Vinnie Vincent Invasion: Poison taken to its extreme. Pink guitars, pop DNA at maximum volume, and a singer switcheroo from Robert Fleischman to Mark Slaughter.* 45:08: Buying King Diamond's Fatal Portrait out of sheer fear, based only on a magazine photo with no MTV and no internet.* 52:30: AC/DC's Who Made Who: three new songs, six repackaged tracks, Maximum Overdrive tie-in, and the question of whether it needed to be a full album.* 56:13: The connections bands bucket. Hurricane, London, M.A.R.S., White Tiger, Rough Cutt, Black ‘N Blue: albums bought for who was in them, not what was on them.* 1:03:36: Rough Cutt's “Take a Chance” as an all-time genre standout hiding inside a mediocre album.* 1:07:29: We each name the one album that defines 1986. Three picks, no overlap.* 1:21:07: Chip's poll plug for CJSS's Praise the Loud. Cincinnati power metal. David T. Chastain. Still waiting for its DMO moment.* 1:24:07: Outro. Have a lost or forgotten album that deserves the spotlight? Suggest it here. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.digmeoutpodcast.com/subscribe

Many companies complain that their salespeople cannot sell, but the real problem is often poor sales management, weak onboarding, unrealistic targets, and almost no proper coaching. In Japan, where hiring English-speaking, globally minded salespeople has become harder, wasting sales talent is not just inefficient. It is expensive, avoidable, and strategically dangerous. Salespeople do not magically become productive. They need realistic targets, consistent sales training, active coaching, and managers who know how to build capability rather than just demand numbers. Why do companies waste salespeople? Companies waste salespeople when they hire them, pressure them, under-train them, and then blame them when they fail. The salesperson may look useless, but the system around them may be the real culprit. In industries such as recruitment, real estate, insurance, technology, and professional services, the "up or out" mentality is common. Throw enough people into the machine, set high targets, and keep the few who survive. That approach may have worked when there were plenty of candidates available, but Japan's labour market is tighter, younger talent is scarcer, and bilingual salespeople are harder to find. As of the post-pandemic period, companies cannot afford to treat salespeople like disposable parts. They need a development model, not a meat grinder. Do now: Audit your sales exits. Before calling people failures, check whether onboarding, coaching, target-setting, and manager support failed first. Why is hiring salespeople in Japan becoming harder? Hiring salespeople in Japan is harder because the supply of internationally exposed, English-speaking young talent has shrunk and domestic Japanese firms now compete for the same people. Multinationals no longer have the bilingual talent field to themselves. Japanese students studying overseas, especially in the United States, declined significantly from earlier peaks, and COVID-19 disrupted international mobility even further. The pattern also changed: fewer students completed long, four-year immersion experiences, while more chose shorter overseas programmes. That matters because multinational firms in Japan often seek candidates who can speak English, understand Western business culture, and operate confidently across borders. Meanwhile, Japanese domestic companies have become more attractive and more aggressive in hiring these same people. So, if you want a bilingual salesperson in Tokyo, Osaka, Nagoya, or Fukuoka, brace for impact. Do now: Stop assuming talent is plentiful. Build a sales development engine that turns promising people into productive producers. What is broken about sales training in Japanese companies? Sales training in many Japanese companies is broken because On-the-Job Training exists in name, but not in real coaching practice. The company may believe development is happening, while the salesperson receives little meaningful guidance. The old OJT model relied on bosses having time to observe, coach, correct, and demonstrate. Today, many sales managers are drowning in email, meetings, CRM updates, forecasting, internal reporting, and their own player-manager targets. Coaching gets squeezed out. Nobody wants to admit that reality, so the organisation maintains a tatemae — the polite surface story — that young salespeople are being trained. Meanwhile, the honne — the actual truth — is that they are often left to struggle alone. In sales, that gap becomes missed revenue, low morale, and higher turnover. Do now: Measure actual coaching hours, not training slogans. If managers are not coaching weekly, the OJT system is probably fiction. How should sales targets be set fairly? Sales targets should be set using evidence, tenure, sales cycle length, market conditions, and comparable performance data — not numbers pulled out of the ether. Unrealistic targets crush confidence and accelerate resignations. A first-year salesperson, a veteran account manager, and a newly hired bilingual sales rep cannot be judged by the same blunt target logic. Leaders need a "Day One" view: when did the person start, what pipeline stage are they at, what territory did they inherit, and how are they performing compared with colleagues at the same stage? This approach is far more scientific than the wet-finger-in-the-air method. In Japan, where trust-building and decision cycles can be slower, target-setting must reflect reality. Pressure matters, but fantasy numbers create despair, not performance. Do now: Build a Ground Zero-style performance tracker. Compare people by stage, role, market, and ramp-up time before setting targets. Why does regular sales training improve revenue quickly? Regular sales training improves revenue quickly because sales is one of the few training areas where better behaviour can directly affect pipeline, conversion, deal size, and repeat business. When salespeople ask better questions, handle objections better, and follow a better process, results can move fast. Even experienced salespeople collect bad habits like barnacles on an oil tanker. They cut corners, talk too much, skip discovery, rush proposals, forget follow-up discipline, or assume they know what the customer wants. New salespeople need core skills; veterans need recalibration. In Japan, where buyers value trust, detail, patience, and relationship continuity, weak sales habits are especially costly. Training should not be a one-off event. It should be repeated, observed, coached, and reinforced in the field. Do now: Train regularly, then coach application. Knowledge in a classroom is not enough; changed behaviour in front of clients is the point. Why don't more companies train their salespeople properly? Many companies avoid proper sales training because sales managers fear exposure, Learning and Development teams protect their turf, and leaders underestimate the cost of mediocre training. The result is false economy. Sales managers may resist external training because they are supposed to be developing their people already. Admitting the need for help can feel like admitting failure. Some Learning and Development teams prefer to run training internally to justify their role or save budget. The problem is that bad training, generic training, or mediocre training is expensive because it fails to change behaviour. The bigger cost sits elsewhere: lost deals, wasted salaries, low productivity, recruitment fees, management time, and damaged morale. Training looks expensive only when leaders ignore the cost of not training. Do now: Calculate the real cost of sales turnover and underperformance. Then compare that number with the cost of serious training. Conclusion: how do leaders stop wasting salespeople? The answer is not rocket science: train them. Japan's shrinking bilingual talent pool, tougher hiring market, and weakening OJT habits mean companies cannot afford to burn through salespeople and pretend the problem is individual weakness. Some people may not be suited to sales, certainly. But many so-called "rejects" have simply been failed by poor systems, absent coaching, and fantasy targets. Leaders who rescue these salespeople, give them proper tools, set realistic expectations, and coach them consistently can build a serious competitive advantage. While rivals keep firing, replacing, and complaining, disciplined companies can train, retain, and win. FAQs Are bad salespeople always the real problem? No, poor sales performance often reflects weak management, poor onboarding, unrealistic targets, or lack of training. Leaders should examine the system before blaming the individual salesperson. Why is recruiting bilingual salespeople in Japan difficult? Recruiting bilingual salespeople in Japan is difficult because internationally exposed talent is scarcer and domestic firms now compete strongly for those candidates. Multinationals need to invest more seriously in development and retention. Does OJT still work for sales training? OJT only works when managers actually coach, observe, correct, and reinforce skills. If managers are too busy to coach, OJT becomes a slogan rather than a development method. How often should salespeople receive training? Salespeople should receive regular training and ongoing coaching, not a one-off workshop. New salespeople need fundamentals, while veterans need refreshers to remove bad habits. What is the fastest way to stop wasting sales talent? The fastest way is to combine realistic targets, structured training, weekly coaching, and better manager accountability. This gives salespeople a fair chance to become productive. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

This sermon explores Jesus' radical act of washing the disciples' feet in the Upper Room as a demonstration of true greatness and the path to a flourishing life. Challenging cultural assumptions that equate upward mobility with success and fulfillment, the message reveals that Jesus modeled downward mobility—moving from the highest position of divine authority to the lowest position of servant. The sermon emphasizes that genuine blessing and deep soul-level joy come not from climbing over others to reach the top, but from humbling ourselves to serve others, even those who betray us. This posture of servanthood is presented as the uniform of every Jesus follower and the key to experiencing the abundant, flourishing life Christ promises.Read John 13:6-9; 2 Corinthians 12:7-10Peter's resistance to having his feet washed reveals a profound truth: sometimes it's harder to receive than to give. American culture celebrates self-sufficiency, but the Kingdom operates differently. Admitting we need help, allowing others to serve us, and being vulnerable about our weaknesses requires tremendous courage. Yet Jesus says if we won't let Him wash us, we have no part with Him. Salvation itself is an act of receiving what we cannot earn. Today, consider where pride might be blocking your blessing. Are you resisting community because you don't want to appear weak? Are you refusing help because you want to maintain control? True strength is found in vulnerability. Let someone wash your feet today—metaphorically or literally—by admitting you need prayer, help, or support.Discussion Questions:-How does Jesus' movement from highest authority to lowest position challenge our culture's definition of success and upward mobility?-Why is it sometimes harder to be served than to serve, and what does our resistance to receiving help reveal about our hearts?-How can we distinguish between serving others out of genuine humility versus serving to be recognized as the greatest servant?-What would it look like for you to put on the uniform of a servant this week in your workplace, school, family, or neighborhood?

Jarom Woodbury is a professional MMA fighter turned physical therapist, regional director at OSR Physical Therapy, and a father of three. In this episode he breaks down how he built a "Warrior Code," a set of seven family values lived out through weekly meetings, daily habits, and hard conversations.Will and Jarom unpack the Point Story Lesson behind real values. The point: a value is not a word on a wall, it is what you do daily. The story: Jarom's pro fight where he got caught in a chokehold, heard his "inner coward" tell him to tap out, and chose to fight back instead. The lesson: the only true failure is quitting, and every leader, parent, or business owner can build a system that turns belief into action.They cover the inverted U principle and managing arousal under pressure, why accountability means clarity not just pressure, how to run a weekly values meeting with kids or a team, and why admitting imperfection builds more trust than pretending to have none.Key Takeaways:Values are actions, not words. A value only counts if it shows up in daily habits. The Woodbury Warrior Code. Jarom's family lives by seven values: Integrity, Honesty, Honor, Compassion, Courage, Loyalty, and Respect.Repetition makes values stick. Jarom calls it paramount. You can't set a value once and expect people to internalize it. The inverted U principle. Performance rises with arousal up to a point, then declines. Too relaxed and you underperform, too keyed up and you make costly mistakes. Accountability means clarity, not just pressure. It's not only checking someone's numbers. It's making sure expectations are clear, realistic, and understood, then helping people hit them.The inner coward. Mid-fight, choked from behind, Jarom heard a voice telling him to tap out and that no one would blame him. He calls that voice the inner coward, the part of all of us that wants the easy way out.The only true failure is quitting. Quitting is the only outcome that closes the door for good.Lead by example or it doesn't count. Waking up early, doing the hard thing, showing up consistently is the real teaching.Admitting imperfection builds trust. What matters is owning it, apologizing, and showing them how to ask for forgiveness.Gratitude rewires your mindset. A short nightly gratitude journal, just two to five minutes, helps program the subconscious toward noticing and seeking more success.Send us Fan MailVirtual Rockstars specialize in helping support or replace all non-clinical roles.Learn how a Virtual Rockstar can help scale your physical therapy practice.Subscribe here to our completely free Stress-Free PT Newsletter for your weekly dose of joy. 

Popok reports on how the Trump DOJ and Todd Blanche blew it by filing a "notice of filing" that the Virginia Fed Judge did not ask for in her Jan 6 "Weaponization Fund" case, that as the effect of ADMITTING the fraud on the court in a case pending in Miami Federal Court! Subscribe: https://www.youtube.com/@LegalAFMTN?sub_confirmation=1 Become a member of Legal AF YouTube community: https://www.youtube.com/channel/UCJgZJZZbnLFPr5GJdCuIwpA/join Become a member of the Legal AF Substack: https://michaelpopok.substack.com/20off Follow Legal AF on Bluesky: https://bsky.app/profile/legalafmtn.bsky.social Follow Michael Popok on Bluesky: https://bsky.app/profile/mspopok.bsky.social Subscribe to the Legal AF podcast feed here: https://podcasts.apple.com/us/podcast/legal-af-by-meidastouch/id1580828595 Subscribe to the Intersection with Michael Popok podcast feed here: https://podcasts.apple.com/us/podcast/the-intersection-with-michael-popok/id1818863274 Subscribe to Unprecedented with Michael Popok and Dina Doll podcast feed here: https://podcasts.apple.com/us/podcast/unprecedented-by-legal-af/id1867023089 Subscribe to Court of History with Sidney Blumenthal and Sean Wilentz podcast feed here: https://podcasts.apple.com/us/podcast/the-court-of-history/id1867022920 Learn more about your ad choices. Visit megaphone.fm/adchoices

Let's talk about Trump admitting surrender to Iran....

Let's talk about US intel admitting Trump made Iran stronger.…

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Admitting you were wrong is never easy, so if you are questioning your faith you're doing something great. Created by Trevor Poelman Support Belief It Or Not Created by Trevor Poelman Produced and Edited by Jamie Carlisle Produced by Michael Mongiardi Art by Joel Jackson Music by Devon Hyland Special Thanks to The Sonar Network Visit https://www.beliefitornot.com/ Email enquiries to Trevor.Poelman@BeliefItOrNot.com Follow Belief It Or Not: Facebook: https://www.facebook.com/beliefitornot Instagram: https://www.instagram.com/beliefitornotpodcast/ BlueSky: https://bsky.app/profile/beliefitornot.bsky.social TikTok: www.tiktok.com/@beliefitornot Patreon: https://www.patreon.com/beliefitornot Brought to you By: The Sonar Network https://thesonarnetwork.com/

Here's a cleaned-up version that keeps your voice while tightening the flow: On a shorthanded midweek show, we welcomed back Steve, who never hesitates to step up when the team needs him. We appreciate his honesty, candor, and willingness to donate his time to the cause as we recover out loud and carry the message to those still suffering. With just a couple of months to go before reaching the two-year mark, we celebrated that milestone with Steve and our audience. There's something special about watching people you care about finally "get it." Tried and tested, giving away what was so freely given to us remains one of the best ways to stay sober. As Men's Health Month continues, awareness around men's mental health is growing, largely because the stigma around saying, "I'm not okay," is beginning to fade. Admitting that you're struggling isn't weakness—it takes strength—and that message is becoming more accepted, especially within the world of addiction recovery. Chat GPT had nothing to do with this show summary.

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Humility and mental health are more connected than you might think. And if you add self-compassion to the humility-ego mix, then you have a recipe that can support mood, offer stress relief, and give your mind and body a break from constantly trying to defend yourself. We'll dig into all this with the "Check Yourself" step of the humility framework, unpacking ego threat, defensive thinking patterns, and the very human stress response that kicks in when we feel criticized, wrong, or uncertain. Spoiler: the ego is not the villain here. It's more like an overzealous bodyguard, and humility is how you can teach it to stand down. This is Episode 3 of Joy Lab's Element of Humility series, following Dr. Daryl Van Tongeren's framework: know yourself, check yourself, and go beyond yourself.   About: The Joy Lab Podcast is an Ambie-nominated podcast that blends science and soul to help you cope better with stress, anxiety, and depression. It's hosted by integrative psychiatrist Dr. Henry Emmons and holistic mental health researcher Dr. Aimee Prasek. The podcast is best paired with the Joy Lab Program. Bonus: spread some joy and keep this podcast ad-free by donating (Joy Lab is powered by the nonprofit Pathways North and your donations are tax-deductible).    Like and follow Joy Lab on Socials:  Instagram Linkedin Watch this episode on YouTube     Sources and Notes for our Element of Humility: Joy Lab Program: Take the next leap in your wellbeing journey with step-by-step practices to help you build and maintain the elements of joy in your life.  Episodes in this Humility series: Humility Can Be Stressful... But Worth it for Mental Health [ep. 268] Know Yourself: The Humility Practice That Quiets Rumination and Builds Emotional Resilience [ep. 269] Book: Humble by Daryl Van Tongeren, PhD Tara Brach's website Find more about Neff's work on Self-compassion at Self-Compassion.org More on C.S. Lewis from the C.S. Lewis Foundation.  Hagá & Olson. 'If I only had a little humility, I would be perfect': Children's and adults' perceptions of intellectually arrogant, humble, and diffident people. Access here. Nielsen & Marrone. Humility: Our current understanding of the construct and its role in organizations. Access here. Porter et al. Predictors and consequences of intellectual humility. Access here. Van Tongeren et al. Humility. Access here.  Weidman et al. The psychological structure of humility. Access here. Wright et al. The psychological significance of humility. Access here. Wendell Berry's book Standing by Words   Key moments: [00:00] Welcome and episode framing — checking ourselves means we accept that we don't know it all, recognize our own cultural lenses, and can sit with uncertainty without losing ourselves. [02:00] Henry on accepting uncertainty as a form of letting go of control — and why the self-knowledge work from last episode makes this possible. True inner strength means being secure enough to admit when you're wrong and hold your ground when you need to. [04:00] Enter: the ego. Aimee makes the case that the ego isn't the root of all evil. A healthy ego helps us maintain a coherent, positive sense of self. The problem isn't the ego itself; it's when the ego runs the whole show, making every decision from a place of fear. [06:30] Ego threat explained — when criticism, mistakes, or uncertainty shake our sense of self, a stress response activates. This triggers cognitive distortions: black-and-white thinking, confirmation-seeking, and rigid beliefs. It's common, it's wired in, and it doesn't have to take us down. [08:30] Henry's bodyguard metaphor: the ego is a zealous protector that sometimes overreacts wildly — treating a questioned idea like a life-or-death threat. Humility doesn't fire the bodyguard. It just teaches it to relax. [11:00] Signs the bodyguard has overstepped. Aimee walks through the obvious ones (counterattacking, deflecting, blame-shifting) and the subtler ones (shutting down, overexplaining, people-pleasing, doubling down on beliefs to avoid uncertainty). If you're nodding, you're in good company. [13:00] Henry adds the physical signs of ego threat to watch for: chest tightness, heat rising, clenched jaw, shallow breathing. Your body knows you're in ego threat before your mind does. Also: the urgency to respond immediately, spinning narratives to justify reactions, needing the last word. [15:00] The good news — and the real mental health payoff. Admitting mistakes makes us more liked and respected. Humility builds psychological safety in relationships, keeps small harms from becoming earthquakes, reduces thought distortions, and separates self-worth from performance. It's a genuine resilience-booster. [17:00] Henry's three-step in-the-moment practice: pause (especially when it feels most urgent), take one slow breath (gives your brain a chance to come back online), and ask "What would I think about this if I weren't feeling defensive?" Shift from threat response to curiosity response — and still hold your ground if you need to, just from a grounded place. [19:00] Aimee adds supportive touch as an emotional regulation tool — hands stacked gently on the body, a breath, a moment of self-compassion. Getting out of the traffic circle doesn't require a response or a win. Sometimes you just drive on your way. [20:30] Closing wisdom from Tara Brach: "The ego is not your enemy, it is your partner. Make peace with it."   Full transcript here   Please remember that this content is for informational and educational purposes only. It is not intended to provide medical advice and is not a replacement for advice and treatment from a medical professional. Please consult your doctor or other qualified health professional before beginning any diet change, supplement, or lifestyle program. Please see our terms for more information. If you or someone you know is struggling or in crisis, help is available. Call the NAMI HelpLine: 1-800-950-6264 available Monday through Friday, 10 a.m. – 10 p.m., ET. OR text "HelpLine" to 62640 or email NAMI at helpline@nami.org. Visit NAMI for more. You can also call or text SAMHSA at 988 or chat 988lifeline.org.

Something I've noticed in myself and in the people I work with is that the fear of being wrong runs surprisingly deep. It makes sense when you trace it back. Many of us grew up in environments where getting something wrong meant being judged, told off, or found lacking. So we learned to protect ourselves by needing to be right. And then we carried that habit into our adult lives, our relationships, our careers. In this episode, I explore what that fear is really about and what it costs us. And I share a moment with my wife that stopped me in my tracks.  There's a line that has always stayed with me from the early days of my marriage: you can be right, or you can be in a relationship. This episode is about that.

never thought you'd hear us talk about The Fray? never say never! this week we're joined by Devin Papadol of Honey Revenge to talk about The Fray's self-titled album.. one that's way more emo than it ever got credit for. we get into the band's weird place between pop radio, grey's anatomy, and the emo scene and how The Fray became what we call one of the most commercially successful godcore bands of the 2000s while somehow staying completely mysterious. plus, Devin explains her lifelong obsession with the band, tumblr-era fandom, and why this record deserves way more respect than it gets. Hosted on Acast. See acast.com/privacy for more information.

What do you do when God starts revealing unhealthy patterns in your life—and suddenly you can't unsee them? In this episode, I close out the people-pleasing series by talking about what happens after awareness comes. We discuss the discomfort that can come when God begins uncovering deeper emotional patterns, why healing often feels disruptive before it feels freeing, and how to take your next step without fear or shame. If you've been feeling stirred up, emotionally exposed, or unsure what to do with everything God has been revealing lately, this episode will help you understand why awareness is actually an invitation into healing—not condemnation. WHAT YOU'LL LEARN [00:00] Why Emotional Awareness Can Feel So Disorienting [02:00] The Snow Globe Analogy for What Happens During Healing [04:00] God Reveals So He Can Heal [06:00] Why Healing Often Requires Discomfort and Change [08:00] The Cost of Ignoring What God Is Revealing [10:00] Why Change Only Happens When We're Ready to Do Something Different [14:00] The First Step: Noticing and Admitting the Pattern [15:00] Counting the Cost of People-Pleasing in Your Life [17:00] Practical Next Steps for Deeper Healing and Growth [20:00] Psalm 23 and the Reminder That God Leads Gently RESOURCES: The People Pleasing Mindset Makeover is an 8-session one-on-one coaching process designed to help women understand the deeper roots of people-pleasing, rewire unhealthy patterns, and build healthier emotional responses through brain science, biblical truth, and practical tools.  Learn more or apply here: 

Original Post Date: June 9, 2023 === Gospel Mark 12:35-37 As Jesus was teaching in the temple area he said, "How do the scribes claim that the Christ is the son of David? David himself, inspired by the Holy Spirit, said: The Lord said to my lord, 'Sit at my right hand until I place your enemies under your feet.' David himself calls him 'lord'; so how is he his son?" The great crowd heard this with delight. Reflection There's a stark contrast between the blindness of the Pharisees and the crowds. When they heard the truth they were filled with delight. The Pharisees heard a truth that they would not agree to. They were filled with a destructive spirit. It says a lot about the freedom we need to have, about our own decisions, about what we know is true. God has promised you and me the truth. All we need to do is seek it. Admitting. Accepting that we don't yet fully know.   Closing Prayer Openness of mind is a gift that you give us. Help us to listen to your word. And to listen to the way life unfolds around us with an open mind so that we can be taught and learn the things that we do not already see. Truth changes us, and when we're open to it, we delight in the change. And we ask this in Jesus' name, Amen. Learn more about your ad choices. Visit megaphone.fm/adchoices

Something has been sitting in the back of your mind. You already know what you should do about it. You just haven't said it out loud yet. Smart, successful people are the toughest to coach because we keep our walls up. We educate ourselves into corners. The answer is right there in plain view, but admitting it feels too big. Today, I want to give you permission to stop dancing around what you already know. I'll share a story about a client who blurted out his answer within seconds, only to almost miss it. Press play and listen for yours. Featured Story I was on a call with a client named Richard the other day. Sharp guy, big professional, real list of things to figure out. We're working back and forth, getting good stuff done, and the clock is running out on me. Right at the end, I asked him one question. Of everything we just covered, what's the thing you already know you need to do? He answered in a single breath. The answer was so clear and so close to him, he didn't even know he'd been carrying it. Then he sat there, almost embarrassed. The look on his face is what I want you to see today. Important Points The answer to your biggest question is already inside you. Most of the work is just admitting that you know it. Real change rarely happens in three days. It happens when you get tired of carrying the same heavy answer around. A good coach is just a mirror. The breakthrough is hearing your own words played back with a little less distortion. Memorable Quotes You'll change when you wear yourself out. There's no quick fix and no three-day shortcut, no matter who's selling it. I'm a smart mirror standing in front of you, reflecting back your own honest words with a useful bit of distortion. Smart people are the hardest to coach. You've got the walls up, and the work is letting just one of them down. Scott's Three-Step Approach Ask yourself one honest question about the thing you already know you need to do, with no filters and no spreadsheets. Say the answer out loud, even if it sounds wrong or scary. Hearing yourself say it makes it real and gets it moving. Take one small action today that proves you really meant it. Momentum starts the second you stop denying the answer. Chapters 0:02 - The one thing you've been holding off saying 3:45 - The CalmB plan and that Rubicon change moment 5:47 - The involuntary cue on your face that gives you away 6:54 - You already know the answer; you keep dancing 10:41 - The call with Richard and the really hard stop 12:52 - The CEO answered that Richard almost couldn't admit 14:26 - One honest question to ask yourself today Connect With Me Search for the Daily Boost on YouTube, Apple Podcasts, and Spotify If you enjoy the Daily Boost, you might like Notes From Scott. A few mornings each week, I send a short note with something I've been thinking about or noticing lately. Sometimes those ideas turn into podcast episodes later. You can sign up at https://notesfromscott.com. Email: support@motivationtomove.com Main Website: https://motivationtomove.com YouTube: https://youtube.com/dailyboostpodcast Instagram: https://instagram.com/heyscottsmith Facebook Page: https://facebook.com/motivationtomove Facebook Group: https://dailyboostpodcast.com/facebook Learn more about your ad choices. Visit megaphone.fm/adchoices

Buy/Sell/Short/Go to Reddit: Memphis Is Banking on Football and Men's Basketball as the Ticket to a Power Conference, Memphis is Admitting that Basketball still has to be a Priority; The Protect College Sports Act Hearing Was Earlier Today: Could it go Through and What Would that Mean?

Episode 109: Hello, my loves. Welcome back. Today's episode is a deeply personal, vulnerable, and ultimately liberating one for me.For the past eight months, I have been spinning in a messy internal loop, trying to force a business model that just wasn't working. Instead of looking at the numbers cleanly, my conditioning told me I just needed to try harder, surrender more, and carry the entire weight of the world on my shoulders.If you are currently considering divorce, this loop probably sounds incredibly familiar. So often, we look inward and blame ourselves for a failing marriage, believing that walking away means we can't trust our own judgment or that we have failed as the emotional anchors of our families.After a beautifully raw reality check with my coach, Quinn, I finally embraced a truth I want to hand to you today: it is not a sin, it is just data. In this episode, I'm sharing the messy journey behind my major decision to remove the paywall and return the podcast to a completely free, open resource for everyone, permanently. We are diving into the trap of hyper-independence, shedding old conditioning, and learning how to pivot in a rebellious act of self-love. ✨Paid subscribers, listen in for the exciting details on how your investment is shifting into monthly live coaching and deep-dive resources straight from The Vault! ❤️Show Notes:The "Click Clack Symphony" VideoSubstack DM/Contact PageThe "Good Guy" ArticleThe Human Design Episode with DeannaThe Creation of Patriarchy - Gerda LernerThe Creation of Feminist Consciousness - Gerda LernerThe Light Seers Tarot Deck - Eight of CupsText 90MIN to 33777 to book a 90-Minute Session with me. ✨Text STAYORGOCOMMUNITY to 33777 to join the community. ⚡️Text EMAILME to 33777 for the free tarot guide using ChatGPT.

Sir Richard Harpin wanted to be an entrepreneur since before he knew the word. He sold conkers in the playground, bred and sold rabbits in his garden, ran a tuck shop from his school locker, and by 15 was bunking off chemistry to cash cheques with the bank manager.In this special episode of Crisis What Crisis – recorded in front of a live audience at the Walbrook Club in the City of London – Andy sits down with the founder of HomeServe, the company Richard built over 30 years and sold in 2023 for £4.1 billion. Richard was knighted in the 2024 New Year Honours. His Sunday Times bestselling book, How to Make a Billion in Nine Steps, is out now.This episode is for anyone who has ever wanted to start something, scale something, or is simply looking for guidance on how to manage the day-to-day crises of running a business.POWERED BY KINGSLEY NAPLEYI know what it is to have the right legal support around you when facing crisis. Kingsley Napley are the kind of lawyers I wish more people knew about – there to help you make the right decisions, protect what matters, and build real resilience when the pressure is on. This episode is powered by Kingsley Napley. Visit www.kingsleynapley.co.uk for more details.FIVE BUSINESS LESSONS FROM SIR RICHARD HARPIN1) Copy. Richard didn't invent the HomeServe model – he openly admits that he copied it (and then did it better). If someone else is doing it and it works, the risk is lower. 2) Prove the model before you scale it. HomeServe burned through half a million pounds trying to grow a loss-making business. With modern technology, Richard says, you really don't have to do that.3) The best time to build is when conditions are hardest. Comfortable conditions produce cautious thinking. The best businesses are built with their backs against the wall.4) Admitting the mistake is often the fastest route out of it. Richard told the stock market he'd wasted £130 million, wrote off the assets, and said sorry. The share price went up £250 million the same day. The market doesn't punish honesty. It punishes opacity.5) Not taking a risk is itself a risk. Staying still has a cost that compounds invisibly. The test isn't whether the risk is scary. It's whether you can live with not taking it.CHAPTERS04:52 – Why Richard wanted to be an entrepreneur 10:35 – His first businesses13:28 – What working at P&G taught him 19:22 – How HomeServe started 19:22 – Running out of money at Christmas 21:07 – Taking investment at the wrong terms 22:00 – The moment he nearly quit 23:00 – The £50 letter that saved the business 24:43 – The importance of copying 25:34 – Why he hired someone to replace himself 27:06 – Breaking America30:01 – The £100m mistake he made publicly 30:59 – How he structures his day 36:10 – Negotiating a £4.1bn exit 37:37 – What selling actually feels like 38:55 – Why he's still working 42:25 – His advice on AI and careers 44:46 – Starting over with nothingBUY SIR RICHARD'S BOOKHow to Make a Billion in Nine Steps – Sunday Times Bestseller https://www.amazon.co.uk/How-Make-Billion-Nine-Steps/dp/034944644XFOLLOW SIR RICHARD HARPINLinkedIn – https://www.linkedin.com/in/rharpin/ Instagram – https://www.instagram.com/richard_harpin/ TikTok – https://www.tiktok.com/@richard.harpinFOLLOW CRISIS WHAT CRISISInstagram – www.instagram.com/crisiswhatcrisispodcastTikTok – www.tiktok.com/@crisispodFOLLOW THE WALBROOK CLUBThis episode was recorded live at the Walbrook Club, London. Special thanks to Philip Palumbo and his team for hosting us.Instagram – https://www.instagram.com/thewalbrookclub/

Dave Rubin of "The Rubin Report" talks to Dr. Drew Pinsky and Sage Steele about Jimmy Kimmel's tear filled speech at Adam Carolla's induction on the Hollywood Walk of Fame where he addressed their sharp political differences; Adam Carolla using his Hollywood Walk of Fame speech to mock Jimmy Kimmel's ratings to his face; Jimmy Kimmel desperately trying to slow down Spencer Pratt's surging in the polls to become the next Mayor of Los Angeles; Donald Trump responding to the controversy surrounding the NY Giants Jaxson Dart introducing him at a campaign rally; "The View's" Sunny Hostin and Whoopi Goldberg disagreeing over Marco Rubio's decision to keep American citizens infected by the ebola virus quarantined overseas; Ron DeSantis telling Fox News how Florida is leading the way on offering tax relief to the middle class by proposing the elimination of property taxes; and much more. Join me for a LIVE Event with Governor Ron DeSantis, plus special appearances by Jillian Michaels, and Adam Carolla on June 11th! Get Tickets Here: https://daverubin.com/events WATCH the MEMBER-EXCLUSIVE segment of the show here: https://rubinreport.locals.com/ Check out the NEW RUBIN REPORT MERCH here: https://daverubin.store/ ---------- Today's Sponsors: Shopify - Turn your big business idea into money with Shopify on your side. Shopify is the commerce platform behind millions of businesses around the world from household names to brands just getting started. Go to Shopify and sign up for your one-dollar-per-month trial and start selling today at Go to: http://shopify.com/rubin

What if the person sitting across from you - your boss, your partner, or even your political leader - felt absolutely nothing? In this episode of Heretics, I sit down with a self-admitted, diagnosed psychopath who reveals the disturbing reality of living without empathy. Find Loïc on his various social media platforms ⬇️: Instagram: https://www.instagram.com/lo.dm09/profilecard/?igsh=dWVydm8zbW9zZDFk  Facebook: https://www.facebook.com/profile.php?id=100010550341753&mibextid=LQQJ4d&rdid=8Z9V6A83w2ODG3F6&share_url=https%3A%2F%2Fwww.facebook.com%2Fshare%2FRzKrDvBwDqwWKEfp%2F%3Fmibextid%3DLQQJ4d#  SPONSORS: Support our sponsor: go to https://boncharge.com  and use code HERETICS to save 15%. Go to https://boncharge.com  and use code HERETICS to save 15%. Go to https://surfshark.com/heretics for 4 extra months of Surfshark  Get an exclusive 15% discount on Saily data plans! Use code andrewgold at checkout. Download Saily app or go to https://saily.com/andrewgold   Check Plaud UK: https://bit.ly/40Gzdh1  | US: https://bit.ly/475MQKe Notepro: https://bit.ly/479tWSR Organise your life: https://akiflow.pro/Heretics  Earn up to 4 per cent on gold, paid in gold: https://www.monetary-metals.com/heretics/  Cut your wireless bill to 15 bucks a month at https://mintmobile.com/heretics  We dive deep into the "mask" psychopaths wear to blend in, why they are disproportionately represented in global leadership, and the moment his parents realized he was "different" at just four years old. From manipulating vulnerable people for instant gratification to the cold logic of watching a loved one die, this is a rare, unfiltered look into a mind that views the world as a game of assets and predators. One in 25 people might be like him. Are you sure you'd recognize them? #Psychopathy #MentalHealth #Heretics #AndrewGold #Psychology #Manipulation #DarkTriad #Sociopathy #Interview Join the 30k heretics on my mailing list: https://andrewgoldheretics.com  Check out my new documentary channel: https://youtube.com/@andrewgoldinvestigates  Andrew on X: https://twitter.com/andrewgold_ok   Insta: https://www.instagram.com/andrewgold_ok Heretics YouTube channel: https://www.youtube.com/@andrewgoldheretics Chapters:  0:00 – What he did to his sister 2:22 – The moment he realized he was different  4:10 – How he fakes being "normal"  7:05 – What he actually feels (or doesn't)  11:38 – Why he can't stop lying  15:53 – The secret he kept from everyone  22:04 – How he picks his victims  25:32 – What goes on inside his head  31:30 – Why you should never trust him  35:22 – How psychopaths get to the top  42:30 – The worst thing he saw in Brussels  50:50 – How he manipulates you  55:00 – Why he ignored a dying baby  59:45 – The lie that changed everything Learn more about your ad choices. Visit megaphone.fm/adchoices

Big Idea: Biblical manhood and womanhood had principles today that come from the patterns of the old testament Pattern #1 Men as the Formal Leaders of God's people Pattern #2 Men as the recognized heads of their families Pattern #3 Women as glad (and grieving) childbearers in their families Pattern #4 Women as heroic helpers of God's people Practicing Biblical womanhood and manhood means: Acknowledging the male and female patterns in Scripture, including the OT Accepting the principles of men as heads and women as helpers in their families and in God's family Admitting our need for Jesus to faithfully (not flawlessly) implement these principles Q. We've explicitly stated that biblical manhood can be fulfilled outside of marriage but I don't recall the opposite being said. For completeness sake, can biblical womanhood be fulfilled outside of marriage? Q. In pursuit of aligning my actions and thoughts with principles of Biblical womanhood in everyday life (not in the context of church leadership), how do I discern when a desire to exercise leadership or authority is coming from my created personality, my spiritual gifts, or from a sinful desire to have dominance? Q. How can I use principles in scripture to approach the concept of household voting and similar patriarchal ideology gaining traction in the far right political movement without contradicting the truth I know about God's plan for male leadership in the household? (I'm thinking about Doug Wilson and the Reformed Evangelical Church or trad wives, etc.) Q. If Adam had not eaten the forbidden fruit presented by Eve, would we have been cursed? Q. Jason did a great job defining extreme worldviews on masculinity and feminism. However, it would be helpful to expound on the dangers of less extreme worldviews. Most of us do not live in the extreme. Q. What about the tradwife vs girlboss debacles that oftentimes lead to division?...There is the male “feminist” vs “macho-man” battle. For the feminist inclined men: They defer to women so much that it breeds isolation. And unfairly burdens them with family responsibility. How does this mar the plan God ordained? For the macho inclined men: They balk at doing the dishes or laundry and demean other men that would take up less ‘manly' pursuits. How does this negate God's plan? These are two less extreme worldviews that most people hold and yet they breed hurt. Q. Does manhood and womanhood have more to do with our intrinsic souls and the way we uniquely bear His image than the daily lived out responsibilities we bear? Thank you for listening and sending in your questions. As a reminder you can send your questions to SermonQuestions@ubcbeavercreek.com and we will see you next week.

In this episode of the Talk My Credo Podcast, the crew gets brutally honest about their own toxic traits, self-sabotaging habits, and the personal growth that comes from confronting uncomfortable truths.But the conversation quickly escalates into debates about modern dating standards, viral social media trends, masculinity, relationships, and the internet's latest cultural chaos.We also react to:

Defending/destroying "democracy"?; Rights from God?; Declaration of Independence; Which "god"?; Who is YOUR creator?; Truth, and relating to it; Pennsylvania; Social Security "trust"; Voting?; "disciples"; First republic; American Creed; Democracy within a republic; Socialism?; Institutions within the United States; "IRGC"?; Knowing what Christ instituted; Founding fathers on "democracy"; Federalist 10; Social welfare through the state?; Signing up for socialism; Waiving access to rights by obligation; Logos (right reason) of Christ; Democracy - source of tyranny; Obey the Lord, or the majority?; Deut 16:19; Motivation for doing good - affirmation?; "People persons"; Knowing what the bible is really about; "Mystery Babylon"; Welfare snares; Deut 28:1; Reading the bible with Holy Spirit; Meditation; Deut 28:15; Deut 28:27 "botch" of Egypt = Leprosy; Contracting with government; "Israel"; Listening the voice of God; Preferring bondage to liberty; Love of receiving praise; Prov 1:10; One purse; Gathering with kingdom purposes; Seeking His kingdom and righteousness; Christ's "command"; Appetites for benefits; Your consent; Debt obligation; Democracy bad?; Changes during war; Who condemned Jesus?; US Nation of servants; "Vote" = Vow, agree with terms; Tree of Life; Remaining individuals; Binding by righteousness, love, sacrifice; Mt 7:22; Commandments; Blind guides; Accepting lies; Repentance = changing your mind; "Over justification"; Believing you are free; Rewiring your brain; Capgras; Listening to Holy Spirit - step by step; Humility; Admitting you've become merchandise - why?; Covetousness; Idolatry; Take responsibility; Forgiveness; Sacrifice; Intention for voting; Taking the journey back to God's kingdom; Loving truth; Voting in the kingdom; Votive offering; Bible - for government of, for and by the people; God's ministers; Melchizedek; Voting as part of the government; YOU are in the trust fund; No ruling over your neighbor; Only ruling over what you have; Buddy-system times 10; Jud 8:22; What's God telling you?; God is a giver of live; Family = autonomous unit; Undermining family; Your choice; Perfect law of liberty; Defending your right to choose; Covering for covetousness; Waiting upon the Lord; Forming/managing congregations; Listening to God's opinion; Is it a sin to vote?; Are you regulated by approval?; What's important to you?

I dive into the concept of “mother hunger” - the hidden emotional wound that drives many men to seek constant approval, validation, and reassurance from women. I explore how early experiences with emotional neglect, inconsistency, or disconnection from our mothers can quietly shape our identity, relationships, and sense of self-worth as adults. We'll unpack the signs of mother hunger, how it shows up in relationships, and the difficult but necessary work required to heal it. If you've ever felt emotionally destabilized by a woman's disappointment or approval, this episode will help you understand why - and what to do about it.SHOW HIGHLIGHTS00:00 - What Is Mother Hunger?02:05 - How Childhood Shapes Male Identity05:18 - When Her Disappointment Feels Like a Crisis06:27 - Hypervigilance Around Women's Emotions07:53 - The Collapse of Self-Worth08:52 - How Men Seek Validation From Women09:45 - Why Female Attention Never Feels Like Enough10:05 - Admitting the Wound Is There11:02 - Grieving What You Didn't Receive13:05 - Building Identity Independent of Women14:48 - Developing Internal Validation15:42 - The Real Cost of Mother Hunger17:18 - Discovering Who You Actually Are18:42 - Stop Asking Women for Permission20:05 - How Healing Changes Relationships21:02 - Dissolving the Need for Approval***Tired of feeling like you're never enough? Build your self-worth with help from this free guide: https://training.mantalks.com/self-worthPick up my book, Men's Work: A Practical Guide To Face Your Darkness, End Self-Sabotage, And Find Freedom: https://mantalks.com/mens-work-book/Heard about attachment but don't know where to start? Try the FREE Ultimate Guide To AttachmentCheck out some other free resources: How To Quit Porn | Anger Meditation | How To Lead In Your RelationshipBuild brotherhood with a powerful group of like-minded men from around the world. Check out The Alliance. Enjoy the podcast? Leave a review on Apple Podcasts, Stitcher, or Podchaser. It helps us get into the ears of new listeners, expand the ManTalks Community, and help others find the tools and training they're looking for. And don't forget to subscribe on Apple Podcasts | Google Podcasts | SpotifyFor more, visit us at ManTalks.com | Facebook | Instagram

Let's talk about Cruz admitting Trump's out for Social Security....

Let's talk about Trump admitting he doesn't care about you....

Want to know your English level? Take our ⁠⁠free English-level quiz⁠⁠ here to find out what your current English level is.  Do you love All Ears English?  Try our other podcasts here: ⁠⁠Business English Podcast⁠⁠: Improve your Business English with 3 episodes per week, featuring Lindsay, Michelle, and Aubrey ⁠⁠IELTS Energy Podcast⁠⁠: Learn IELTS from a former Examiner and achieve your Band 7 or higher, featuring Lindsay McMahon and Aubrey Carter with Jessica Beck in previous episodes Visit our website⁠⁠ ⁠⁠⁠⁠here⁠⁠ or ⁠⁠https://lnk.to/website-sn⁠⁠ If you love this podcast, hit the follow button now so that you don't miss five fresh and fun episodes every single week.  Don't forget to leave us a review wherever you listen to the show. Send your English question or episode topic idea to support@allearsenglish.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

Tom takes a Wall Street Journal retirement-account quiz while Don gleefully plays game show host, leading to a surprisingly useful (and occasionally chaotic) discussion of HSAs, Roth IRAs, Trump accounts, 529 plans, contribution limits, and retirement withdrawal rules. The episode then pivots into listener questions about ACAT transfer anxiety during market volatility and a blistering takedown of indexed annuities, including misleading “bonuses,” surrender charges, and the illusion of “market returns without risk.” The show wraps with a spirited rebuttal to a listener defending annuities and a reminder that insurance companies aren't charities—they're math machines built to profit from your longevity assumptions.0:05 Wall Street Journal retirement-account quiz begins1:06 Admitting financial advisors don't know everything1:50 AI voices, digital immortality, and cloned Don4:01 HSAs and the “triple tax advantage”5:20 Roth vs. traditional IRA tax treatment6:34 Employer matches and “Trump accounts”7:46 529 contribution-limit confusion8:47 IRA contribution eligibility and earned income11:17 Rule of 55 for penalty-free 401(k) withdrawals12:37 Trump accounts requiring U.S. stock index funds14:25 Expanded 529 eligible expenses under new law16:06 Listener question about ACAT transfer anxiety during volatility18:24 Why missing a few market days usually doesn't matter20:57 Indexed annuity “bonus” pitch dismantled23:17 Why Don despises most insurance investment products24:27 Listener challenges the show's annuity criticism26:12 Why annuities and bonds are not equivalent28:09 Long-term market assumptions vs. fear-based selling29:22 Appella's free portfolio-review philosophy29:51 Immediate annuity math and the “you're getting your own money back” argument31:23 Why insurance companies usually win the longevity bet32:15 Mattress-money analogy for annuity payouts32:59 Closing thoughts and growing podcast downloadsQuestions? Comments? Click!

MeidasTouch host Ben Meiselas reports on Donald Trump going silent after admitting defeat to Iran in the Strait of Hormuz. Remember to subscribe to ALL the MeidasTouch Network Podcasts: MeidasTouch: https://www.meidastouch.com/tag/meidastouch-podcast Legal AF: https://www.meidastouch.com/tag/legal-af MissTrial: https://meidasnews.com/tag/miss-trial The PoliticsGirl Podcast: https://www.meidastouch.com/tag/the-politicsgirl-podcast Cult Conversations: The Influence Continuum with Dr. Steve Hassan: https://www.meidastouch.com/tag/the-influence-continuum-with-dr-steven-hassan The Weekend Show: https://www.meidastouch.com/tag/the-weekend-show The Ken Harbaugh Show: https://meidasnews.com/tag/the-ken-harbaugh-show Majority 54: https://www.meidastouch.com/tag/majority-54 On Democracy with FP Wellman: https://www.meidastouch.com/tag/on-democracy-with-fpwellman Uncovered: https://www.meidastouch.com/tag/maga-uncovered Learn more about your ad choices. Visit megaphone.fm/adchoices

Fanell stresses the necessity of admitting strategic failure to properly address the China threat. He proposes an independent "Team B" for objective intelligence analysis, similar to Cold War practices. Recommendations include moving investment oversight to the Defense Department and adopting a "whole of society" approach. 3/47 NOVEMBER 1931

In this AMA episode, Ryan and Shawn tackle some of the most common struggles men face today - from disconnect with teenage sons to breaking destructive habits and overcoming betrayal. They explore why men avoid doing what they know they should, how ego gets in the way of growth, and why asking for help is actually a sign of strength - not weakness. The conversation dives deep into mindset shifts, discipline, and emotional resilience, offering practical frameworks for rebuilding trust, improving relationships, and taking ownership of your life. If you've ever felt stuck, isolated, or unsure of your next move, this episode delivers clarity and direction. SHOW HIGHLIGHTS 00:00 - Episode intro & Shawn joins 01:08 - Reconnecting with a distant teenage son 13:27 - Why men avoid doing what they know they should 25:52 - Admitting struggle without feeling weak 43:42 - Recovering from betrayal 57:30 - Iron Council & closing thoughts Battle Planners: Pick yours up today! Order Ryan's new book, The Masculinity Manifesto. For more information on the Iron Council brotherhood. Want maximum health, wealth, relationships, and abundance in your life? Sign up for our free course, 30 Days to Battle Ready