Podcasts about adopt

The world's best break up...? My Mom thinks she was a bad Mom

Let's be buds! Follow me over on the socials on Instagram @‌motherlikeaboss and on Tik Tok @‌themotherlikeaboss Want 365 days of detailed cleaning plans? I'll tell you exactly what to clean and when, you just follow along. Never worry about sticking to a cleaning routine again. Grab Tidier by the Day here.

Half the world's coral reefs have died since the 1970s. That's the kind of number that makes a person feel too small to matter. Sam Teicher has built his whole approach around refusing to let it. Sam is the co-founder and Chief Reef Officer of Coral Vita, a company that grows coral in land-based farms and plants it back onto dying reefs. He could have built a nonprofit to do it. He built a for-profit instead — after a UN-funded project collapsed when a small, restrictive grant didn't renew — and started with just $1,000. A decade later, Coral Vita runs farms from the Bahamas to Saudi Arabia and has earned Sam the Earthshot Prize and a Forbes 30 Under 30 nod.

Logan Marshall-Green is a very respected actor who has been working for over twenty years in some of your favorite movies and television shows including "The O.C.," "Devil," "24," "Prometheus," "The Invitation," "Quarry," "Upgrade," "When They See Us," "Carry-On," "Marshals" and now, Christopher Nolan's "The Odyssey." Marshall-Green was gracious enough to lend us an hour of his time as he came into the studio and spoke with us about these projects, his theater upbringing, working with Tom Holland on "Spider-Man: Homecoming" and now on "The Odyssey," his thoughts on A.I., whether or not he will direct again after his 2019 directorial debut "Adopt a Highway," what kind of an actor he wants to be known as, if the countless comparisons to Tom Hardy bother him, and more, which you can listen to below. Please be sure to check out "The Odyssey," which is now playing in theaters from Universal Pictures. Thank you, and enjoy! Check out more on NextBestPicture.com Please subscribe on... Apple Podcasts - https://itunes.apple.com/us/podcast/negs-best-film-podcast/id1087678387?mt=2 Spotify - https://open.spotify.com/show/7IMIzpYehTqeUa1d9EC4jT YouTube - https://www.youtube.com/channel/UCWA7KiotcWmHiYYy6wJqwOw And be sure to help support us on Patreon for as little as $1 a month at https://www.patreon.com/NextBestPicture and listen to this podcast ad-free Learn more about your ad choices. Visit megaphone.fm/adchoices

Air quality is expected to improve today as smoke from Canadian wildfires moves out of the area.....Reports say that Midtown tower that almost collapsed may have been missing a steel reinforcement....A NYC shelter needs your help to adopt the over 900 an full 435 Fri, 17 Jul 2026 09:55:28 +0000 1whiw0dbuLu1xltQaisJdhniOfkDFkxw news 1010 WINS ALL LOCAL news Air quality is expected to improve today as smoke from Canadian wildfires moves out of the area.....Reports say that Midtown tower that almost collapsed may have been missing a steel reinforcement....A NYC shelter needs your help to adopt the over 900 an The podcast is hyper-focused on local news, issues and events in the New York City area. This podcast's purpose is to give New Yorkers New York news about their neighborhoods and shine a light on the issues happening in their backyard. 2024 © 2021 Audacy, Inc.

Heads of Government of the participating Eastern Caribbean states have agreed on a coordinated regional approach to engage the European Union, reaffirming the importance of Citizenship by Investment programmes and recent reforms that enhance transparency, governance and regional cooperation.

Most founders assume that building a great product and serving customers well will be enough to protect what they have built. Eric Ries, author of The Lean Startup and the new book Incorruptible, argues that the assumption is dangerously wrong.   In this episode of Business For Good, Paul Shapiro sits down with Eric Ries to explore why successful organizations are systematically pulled toward corruption by a force he calls financial gravity. The conversation examines how short-term investor incentives, flawed governance structures, and misaligned compensation hollow out companies from the inside, often without anyone intending it. Eric explains the difference between mission-hopeful companies that merely wish to stay on course and mission-driven companies that have actually engineered structural protections into their governance.   The discussion covers why independent directors have statistically failed to prevent corporate corruption, how industrial foundation structures used by companies like Patagonia, IKEA, and Novo Nordisk produce dramatically better long-term outcomes, and why tenured voting rights could realign shareholder power with genuine stewardship. Paul and Eric also explore how the same forces corrupt nonprofit organizations, using examples from animal welfare and Eric's work with Adopt-a-Pet founder David Meyer.   Things You Will Learn: Why the most successful companies become the most vulnerable targets for corruption, and why it is a systems problem, not a people problem. How financial gravity collapses organizations over time, stripping away the qualities that made them distinctive. Why independent directors have statistically failed to prevent corporate corruption despite being the standard prescription. How industrial foundation structures produce companies that are roughly five times more likely to survive to year 50 than conventionally governed peers. Why tenured voting rights and multi-stakeholder governance could replace the broken one-share-one-vote model.   Tools & Frameworks Covered: Financial Gravity: The systemic force transmitted by financial markets that gradually pulls companies away from their founding mission toward extractive behavior, regardless of the intentions of the people involved. Mission Hopeful vs. Mission Driven: A diagnostic framework for evaluating whether an organization has genuine structural protections for its mission or is simply hoping good intentions will be enough. Constitutional Governance / Industrial Foundation Structure: A corporate governance model where an outside nonprofit foundation or purpose trust serves as mission guardian over a for-profit operating company, used by Patagonia, Novo Nordisk, IKEA, and others, with evidence showing dramatically higher longevity and financial performance. #BusinessForGood #SustainableBusiness #FutureOfFood #AlternativeProtein 

Chicago Wolves' Courtney Mahoney on Adopt-a-Dog Nights, Community Giving, and Women in Hockey OpsHost Julie Marty Pearson welcomes Courtney Mahoney, Chicago Wolves president of operations, to discuss how she rose from a college intern with no hockey background to overseeing multiple departments by saying yes to new responsibilities across game ops, community work, creative, TV, and merchandise. Courtney shares the Wolves' long-running commitment to Chicagoland giving—especially their monthly Adopt-a-Dog game nights with Border Tails Rescue and Right Way Rescue, where fans can meet dogs in the arena and adopt on the spot, contributing to over 1,900 adoptions and strong retention. She also highlights additional animal-focused efforts like pet health fairs offering free vaccines in underprivileged communities and volunteer shelter support. The conversation also covers Courtney's experience as a woman in hockey operations, the importance of growing women's leadership, and practical ways listeners can support nonprofits with time, talent, or treasure.01:12 Courtney Career Journey02:51 Rising Through Roles04:36 Passion Projects and Real Work06:29 Adopt a Dog Nights09:11 Beyond Adoption Giving Back11:47 Personal Pets and Loss13:34 Women Leading in Hockey17:11 Community First Leadership17:28 Women In Sports Careers19:53 Trust Your Gut20:45 Ditch The Shoulds21:59 Giving Back Through Work25:24 Shelter Reality And Support27:27 Game Day Dog Adoptions Support the showSupport the Podcast by Buying Us a Treat via Buy Me a CoffeeShop our Affiliate Partners:

Every child deserves to see themselves reflected in the story of how life begins.But for adopted children, donor-conceived children, and children born through surrogacy or IVF, traditional conversations about reproduction often leave them feeling like an exception instead of part of the story.In this episode, Rebecca sits down with family physician and educator Dr. Robin Dickinson to explore how parents can talk about bodies, reproduction, consent, and adoption in ways that build confidence instead of confusion. Together, they unpack why the language we use matters, how to make birth stories both truthful and empowering, and why these conversations should start much earlier than most parents realize.Whether you're parenting through adoption or simply want to raise body-confident, emotionally secure children, this conversation offers practical tools that every family can use.In this episode, we talk about:Why every child shares the same origin story—and how that simple truth creates belongingHow traditional sex education unintentionally leaves adopted children out of the conversationWhy using anatomically correct language helps protect children and build body confidenceHow to tell your child's adoption story honestly while honoring their birth parents with compassionWhat "the body remembers" means for children adopted at birth and how to parent with greater sensitivityHow to teach consent, healthy relationships, and body safety from the earliest years—not just during the "sex talk"About Dr. Robin:Dr. Robin Dickinson is a family physician, educator, and creator of a comprehensive body literacy and reproduction curriculum designed to help parents have honest, age-appropriate conversations with children. Passionate about inclusive education, Dr. Robin teaches families how to talk about bodies, reproduction, consent, and relationships in ways that affirm every child's story—including adoptees, donor-conceived children, and children born through surrogacy or assisted reproductive technology. Through her work, she helps parents replace shame with confidence and create conversations that foster belonging from the very beginning.Connect with Dr. Robin:Website: https://docrobinschool.com/Free Parent Guides: https://docrobinschool.com/talkResources Mentioned: Project 127: https://www.project127.org/ The Body Keeps the Score: https://www.besselvanderkolk.com/resources/the-body-keeps-the-scoreRG Adoption ConsultingWebsite → ⁠https://rgadoptionconsulting.com⁠ Book a Complimentary Adoption Strategy Session → ⁠https://rgadoptionconsulting.com/contactAre You Ready to Adopt? Take the Quiz to Find Out → https://www.rgadoptionconsulting.com/quiz Before you choose an agency, spend money, or move forward—start with these 10 honest conversations that will help you: https://www.rgadoptionconsulting.com/10-conversations-before-you-adopt Instagram: https://www.instagram.com/theadoptionroadmap Tune in to The Adoption Roadmap Podcast every Wednesday. If you like what you hear, I'd appreciate a follow, a 5-star rating & review! THANK YOU!For questions about adoption, episode suggestions, or to appear as a guest on The Adoption Roadmap Podcast, email⁠⁠⁠⁠ support@rgadoptionconsulting.com⁠⁠⁠

This week, Sam is continuing on the topic of social media making fitness a performance. She shares practical ways that you can adopt a genuinely fit lifestyle without jumping on trends and comparing yourself to influencers. Key topics:The importance of identifying your personal why for health and fitnessWhy to prioritize 'why' over 'how' in your health journeyThe dangers of social media comparison and curated lifestylesSimple, sustainable habits: move your body, eat what feels good, drink waterThe importance of reducing social media screen time to focus on real lifeEmbracing contentment over constant content consumptionTry a free week of 15 minute workouts from your home!https://www.bloomflourishfitness.com/free-week-of-workouts

Australian universities will be required to adopt formal definitions of racism, including antisemitism, Islamophobia and racism against First Nations peoples, under new national standards. The Tertiary Education Quality and Standards Agency (TEQSA) says all higher education providers must comply with the new requirements from January 2027. The regulator will also issue guidance to help universities develop clear definitions of racism and implement meaningful measures to address it.

My Mom's Boot Camp class almost killed her... What a day at All Paws Home MOM-TENT: How do you define love? Become a Certified Fan! Help support the podcast and get our Thursday show, More Mama's Boy! OR upgrade your support here!  Adopt An Episode! Want to show us a little extra love? Adopt an Episode and get a personal shoutout in an upcoming show! This episode was adopted by the amazing Marci H!  Thank you!! A special thank you to our Boy-lievers for your extra support of our show: Tabatha W, Candy Z, Marci H, Eileen F, Rachelrose S, Donald S, Queen Pam, Erin D, Alexandra T, Deb S, Julie B, Carly C, Karissa R, Sue W, Lucino C, Lisa H, Kayla S, Karen W, Tina U, Lety S, Julia M, Michele K, Angela P, Meghan D and Abby L! Listen to my other podcast, “Kramer and Jess Uncensored”! Learn more about your ad choices. Visit megaphone.fm/adchoices

Watch the show on television by downloading the SuperCrowd.tv Channel app to your Roku or Amazon Fire TV or e360tv channel app to your Roku, LG or Amazon Fire TV. You can also see it on YouTube.Devin: What is your superpower?Nicole: I walk into challenges not seeing them as insurmountable. Let's figure this out.Nicole Whalen, founder of Green Compass, is revolutionizing urban sustainability by tackling one of the largest contributors to greenhouse gas emissions: buildings. During today's episode, Nicole explained how her company uses an innovative approach to retrofit commercial properties in Washington, D.C., turning asphalt-covered cities into vibrant green spaces.“At least 70% of the city's emissions come from the building sector,” Nicole shared. “Green Compass retrofits them to be no and low carbon, combining clean energy and clean water solutions.”The standout feature of Green Compass's work is its emphasis on green stormwater infrastructure. Nicole's team installs rain gardens, infiltration trenches, and tree canopies to manage runoff water naturally. Their proprietary stormwater retention credit system incentivizes property owners to adopt greener systems by creating financial rewards for reducing pollution and preventing floods.Nicole offered a glimpse into her process: “We excavate very large holes and backfill them with special sand, soil, and native plants. This captures rain where it falls, preventing it from running off hard surfaces into rivers without treatment.” These systems don't just mitigate water pollution and flooding—they're living, carbon-sequestering ecosystems.The visual transformation of once drab, urban parking lots into vibrant green spaces is a key motivator for the team. Nicole explained, “It's amazing when we replace asphalt with gardens that bloom with flowers like irises. These changes improve not just the environment but community aesthetics.”Green Compass's accomplishments extend beyond environmental impact. By selling over $1 million in stormwater retention credits, the company has proven the viability of its business model. Nicole is currently raising capital via a regulated crowdfunding campaign on Honeycomb Credit to expand Green Compass's groundbreaking work.“I'd much rather profit-share with mission-driven investors than big banks,” Nicole confided. Her crowdfunding approach also amplifies the value of her investors' feedback and insight.With 10 acres under management, Green Compass is poised to continue scaling its mission of transforming urban landscapes into carbon-sequestering havens. Nicole's story of combining ambition, innovation, and environmental stewardship is an inspiring call to action for future-focused entrepreneurs.tl;dr:Nicole Whalen founded Green Compass to address emissions and urban flooding using green infrastructure.Green Compass sells stormwater retention credits to incentivize eco-friendly retrofits for buildings.Efforts include creating rain gardens, tree canopies, and trenches to reduce runoff and beautify cities.Nicole demonstrates fearless problem-solving by building new markets and doubling down on innovative ideas.She's raising funds via Honeycomb Credit, sharing profits with mission-driven investors to scale impact.How to Develop Fearless Problem-Solving As a SuperpowerNicole's superpower lies in her mindset of tackling challenges head-on with the question, “How hard can it be?” She explained, “I walk into challenges not seeing them as insurmountable. Let's figure this out.” This willingness to solve problems with determination and optimism reflects her “lean into change” philosophy, which has steered Green Compass through an unpredictable world.One standout example of this superpower in action is Nicole's adoption of stormwater retention credits as a revenue stream for Green Compass. When she founded the company in 2018, this wasn't part of the plan. But using her knowledge of solar credits, she built a successful model that now accounts for 80% of Green Compass's revenue, surpassing $1 million to date. Her ability to see opportunities in emerging markets has made her company a pioneer in D.C.'s stormwater credit ecosystem.Here are her tips to develop fearless problem-solving as a personal strength:See Change as Opportunity: Lean into uncertainty with faith that new outcomes can be better.Tackle Challenges Efficiently: Stay calm in adversity and focus on finding actionable solutions.Adopt a Growth Mindset: Treat every challenge as a learning experience to build resilience and expertise.Draw Parallels: Apply knowledge from one domain (like solar credits) creatively in other contexts.By following Nicole's example and advice, you can make fearless problem-solving a skill. With practice and effort, you could make it a superpower that enables you to do more good in the world.Remember, however, that research into success suggests that building on your own superpowers is more important than creating new ones or overcoming weaknesses. You do you!Guest ProfileNicole Whalen (she/her):Founder & CEO, Green Compass LLCAbout Green Compass LLC: Based in Washington DC, Green Compass retrofits commercial and multifamily buildings to fight climate change by deploying:

Descubra quais são as três orações a que Deus sempre responde com um "sim." Nesta mensagem, o Pr. Marcos Bomfim ensina como a dependência de Deus e a busca pelo Seu Reino transformam nossos relacionamentos e a vida financeira. Baseado nos princípios de Mateus 6 e Deuteronômio 8, você aprenderá a confiar na provisão divina em tempos de crise, libertando-se da ansiedade.Mensagem apresentada na Igreja Adventista de Moema (São Paulo, SP), dia 5 de abril de 2026.Neste vídeo, você vai aprender:Quais são os três tipos de oração que garantem a resposta afirmativa de Deus.Como amar segundo o modelo de Cristo (uma decisão, não apenas um sentimento).O princípio bíblico de buscar o Reino de Deus em primeiro lugar para suprir suas necessidades materiais.O poder da fidelidade nos dízimos e ofertas como antídoto contra o orgulho e como ferramenta de confiança na provisão do Senhor.Minhas anotações:Que orações Deus sempre atende?Reavivamento Amor (inclui o pacote do amor, ou as virtudes relacionadas ao amor)SustentoMat 6:25-34 Fil 4:19 Sal 37:16-27 Prov 3:5-10 (talvez começar no v 5) Deut 8 Prov 10:22 - “A bênção do Senhor traz riqueza, e ele não permite que a tristeza a acompanhe.”O MEU DEUS É O DEUS DO IMPOSSÍVEL Sabedoria Financeira Espiritual * Sequence is important: trabalhar, ganhar, dar (Deus, necessitados), economizar (poupar), investir, gastar.* First things first - God, needy, savings, needs.* Develop contentment. A dívida é frequentemente o resultado do descontentamento por ter apenas o  que é possível ter. As pessoas ficam endividadas para comprar aquilo para o qual não teriam dinheiro. (Josanan). Phil 4:11-12.* Live on what belongs to you - do not borrow* Only use money that is already in your bank account. Do not count on resources you have not yet received. Pay what you owe* Adopt a simple lifestyle - no ostentation. Phil 4:12 * Gather the crumbles.How to avoid debts CS, 236-237* Watch the little outgoes* Stop every leak. It is the little losses that tell heavily in the end. Small leaks have sunk many a ship* Gather up the fragments; let nothing be lost.     * Waste not the minutes in talking; wasted minutes mar the hours.* Persevering diligence, working in faith, will always be crowned with success.* Study how to save expenses, so that the institutions shall not become involved in debt.* Wisdom must be shown in the matter of purchasing. * Money must be made to go as far as possible. By careful management, many dollars may be saved.* Expenditures should not be made unless they are warranted by the means in hand. * Make… expenditures as few as possible; for necessities will arise where every dollar will be needed* Many poor families are poor because they spend their money as soon as they receive it.

The following article of the Mining industry is: “Why Mexico Should Adopt EURO VI in Heavy Freight Transport” by Ernesto del Blanco, President of the Board, ELAM/FAW.

That Solo Life Episode 347: Why Senior PR Pros Should Focus on Development Not Decline Episode Summary Are you in the later stages of your Solo PR career?  Today's episode of That Solo Life is one of the most grounded, research-backed, and genuinely useful conversations the show has had about what it means to be a late-career practitioner in an AI-dominated landscape — and why the narrative telling experienced pros they're behind the curve is not only wrong, it's the exact opposite of what the evidence shows. Karen and Michelle walk through the real data on AI adoption, two peer-reviewed studies that directly challenge the 'experience is a liability' myth, a practical three-bucket framework for deciding what to ignore, what to adopt, and what to anchor, four mindset shifts for the final stretch, and three action items that can be done this week. The tone throughout is not inspirational poster energy. It's honest, warm, and built for practitioners who are genuinely tired and need a practical path forward, not another list of tools to chase.   Episode Highlights [00:25] The Opening Sentence That Names What Everyone Is Feeling: Michelle opens with what she calls 'a statement a lot of our listeners have either said out loud or are saying to themselves': she's five years from wrapping up her career, and she just doesn't have it in her to learn one more new tool. Karen doesn't argue. She validates it — and then reframes it. The feeling isn't laziness or fear. It's the cumulative weight of four or five complete technology revolutions inside a single career. [01:59] The Real Weight of Experience: Four Technology Revolutions in One Career: Karen lists what experienced PR pros have already navigated in a single career: typewriters to desktop publishing, fax machines to email, print media to social, and now AI. The question she frames for the rest of the episode: the real question isn't 'can I learn this?' — you've already proven you can, repeatedly. The question is how much of this do you actually need to learn, and how do you protect your energy for what matters most. [03:16] The Data on the AI Usage Gap — and What It Actually Means: Karen cites National Bureau of Economic Research data: AI tool usage at work is about 34% for workers under 40, and about 17% for workers 50 and up. That gap is real. But the research also shows it's not about ability — it's about confidence and on-ramps. Nobody handed experienced practitioners a clear 'start here' door. The industry is selling urgency, not discernment. And discernment is exactly what experience builds. [04:41] Busting the Myth: Experience Is Not a Liability in an AI World: The myth Karen and Michelle want to kill: that going further along in your career means you're slower, behind, and less valuable in an AI world. The counter-argument is research-backed. As AI makes production work cheaper, what becomes scarce and valuable is judgment — knowing what's worth doing, what's true, and what will land with a reporter versus blow up in a client's face. Karen's line: you cannot prompt your way to 30 years of pattern recognition. [05:51] Two Studies That Prove Experience Is an Advantage, Not a Liability: Karen cites two unexpected findings. A University of Mannheim study of BMW plant workers found productivity actually increased with age, right up to retirement — because veterans knew which problems were expensive and headed them off before they occurred. A North Carolina State study of software developers found that older programmers knew a wider range of topics, answered questions better, and in some cases were more adept with newer systems. The researcher's theory: if you're fluent in old technology, you understand new technology better because you know what problem it's solving. [09:48] The Three-Bucket Framework: Ignore, Adopt, Anchor: The practical core of the episode. Ignore: the platform of the month (if it's durable, it'll still be there in a year), tool maximalism (one capable AI assistant covers the overwhelming majority of actual work), becoming a technologist (fluency, not engineering), and anything you're only doing out of fear. Adopt: baseline AI fluency using one tool for real tasks, and understanding how audiences are now finding information through AI rather than clicking through to websites. Anchor: the things you don't age out of — judgment, relationships, trust built over decades, storytelling, strategy, and ethics. [15:30] Anchor: The Things You Don't Age Out Of: Karen's framing for the anchor bucket: as the tools get cheaper, your judgment gets more valuable. This includes knowing what not to publish, when to tell a client to stay quiet, and how to catch the AI-generated thing that is confidently, completely wrong. Michelle: that last one is becoming a job all in itself. Karen's reframe for the whole framework: the new tools handle the first draft. You handle the final judgment. That's not a demotion. That's the senior seat. You've earned the editor's chair. [16:33] Four Mindset Shifts for the Final Stretch: Development not decline — treat this stage as its own stage with its own strengths, not as a countdown. Curiosity over mastery — you don't have to be the best at the new thing, just conversant enough that you're never in a meeting where a term comes up and you have no idea what it means. Pick one tool and go deep — depth in one beats a panic attack across many. Partner, don't martyr — bring in a younger pro or a specialist for execution-heavy tasks; you bring the strategy and judgment, they bring the hands-on tooling. Everybody wins. [21:04] Legacy: The Mindset Piece That Reframes Everything: The fourth mindset shift is the one that hits differently: legacy. The mentoring, the coaching, the teaching, the writing — these are not the consolation prize of winding down. They are how your judgment keeps compounding and outlives your client roster. At this stage, the experience is the product. And that's exactly what the Solo PR Pro community is built around — a private, safe place to ask the questions you don't want to ask out loud in front of a client or prospect. [22:07] Three Action Items — Small Ones: Karen closes with three specific, this-week actions. Pick one AI assistant and use it for one real task — not a course, not a certification, just one task. Take your 'supposed to learn' list and run it through the three-bucket framework — cross out everything in the ignore column and watch the list get lighter. Have one conversation about partnering — find one execution-heavy thing you keep avoiding and find a person to delegate it to, not to learn it. Resources & Additional Information National Bureau of Economic Research: Workplace Adoption of Generative AI Oxford Academic: Work, Aging and Retirement late-career development mindset study Science Direct - Productivity and Age: Evidence from work teams at the assembly line Muck Rack: The State of AI in PR (2026, 2025) North Carolina State University: Older is Wiser Solo PR Pro membership community: soloprpro.com That Solo Life podcast website: thatsololife.com Host & Show Info That Solo Life is a podcast created for public relations, communication, and marketing professionals who work as independent and small practitioners. Hosted by Karen Swim, APR, President of Solo PR Pro, and Michelle Kane, Principal of Voice Matters, the show delivers expert insights, encouragement, and practical advice for solo PR pros navigating today's dynamic professional landscape. Listen to all episodes and catch up on previous conversations at thatsololife.com. Did this episode inspire you? If you found value in this conversation, please take a moment to leave us a review. Your feedback helps us reach more solo pros just like you! Don't forget to subscribe so you never miss an episode.

Depuis quelques semaines, le continent semble découvrir le réchauffement. Les chercheurs ont pourtant alerté : l'Europe se réchauffe deux fois plus vite que la moyenne du reste du monde. Et les épisodes que l'on connait cet été ne sont pas les premiers. Mais la prise de conscience est lente et, surtout, les adaptations difficiles à mettre en œuvre. De l'agriculture au tourisme, comment faire face à la canicule et à la sécheresse ? En Hongrie, les lacs sont au plus bas Le réchauffement climatique affecte le tourisme et l'économie des loisirs. Prenons l'exemple de la Hongrie : l'été, dans ce pays d'Europe centrale qui n'a pas d'accès à la mer, les lacs sont pris d'assaut par les vacanciers. Mais ces lacs sont aujourd'hui menacés, leur niveau n'a jamais été aussi bas. Notre correspondante Florence La Bruyère s'est rendue à une quarantaine de kilomètres de la capitale, au lac Velence. Troisième plus grand lac de Hongrie, il ressemble aujourd'hui à une mare boueuse et jaunâtre qui n'attire guère les baigneurs. À lire aussiEn Hongrie, la sécheresse cause une baisse record du niveau des lacs Quelles solutions pour les agriculteurs ?  Les organisations professionnelles estiment déjà à près de 8% la baisse moyenne de production de céréales pour l'UE et le Royaume-Uni cette année. Pour le maïs français, c'est presqu'un tiers de pertes.  Des changements s'imposent dans les pratiques, mais à court terme, que peuvent faire les agriculteurs face à la crise ? Nous avons posé la question à Iñaki Garcia de Cortazar Atauri, il est ingénieur de recherches à l'INRAE, Institut national de recherche pour l'agriculture, l'alimentation et l'environnement. À lire aussiRéchauffement climatique: les canicules successives obligent les agriculteurs français et européens à s'adapter Bien-être animal : la canicule révèle la misère des élevages En France, plus de 2 millions et demi de volailles sont mortes de déshydratation et de chaleur dans des élevages à cause de la canicule du mois de juin. Là encore on a le sentiment de ne pas savoir tirer les leçons du passé : en 2003, la chaleur avait décimé près de 5 millions de volatiles. L'occasion de s'interroger avec le journaliste Olivier Favier – qu'on retrouve régulièrement sur la page Connaissances du site de RFI – sur l'état des lieux du bien-être animal. Il faut revenir pour commencer sur un texte qui a 50 ans cette année (2026) : la loi du 10 juillet 1976 sur la protection de la nature. Adopté à la quasi-unanimité des députés français, c'est un texte fondateur.   À Barcelone, la Sagrada Familia n'en finit pas… et menace les voisins  Avec ses tours élancées aux formes étranges, sa forêt de colonnes géantes baignée de lumière colorée, la cathédrale de la Sagrada Familia est un incontournable. Mais 140 ans après le début des travaux, le chef-d'œuvre de l'architecte Antonio Gaudi n'est pas terminé ! Il reste une façade entière à construire, et c'est une façade qui fait polémique, nous explique Elise Gazengel. À lire aussiLa Sagrada Familia: l'oeuvre toujours inachevée de Gaudí sous les projecteurs, 100 ans après sa mort

Depuis quelques semaines, le continent semble découvrir le réchauffement. Les chercheurs ont pourtant alerté : l'Europe se réchauffe deux fois plus vite que la moyenne du reste du monde. Et les épisodes que l'on connait cet été ne sont pas les premiers. Mais la prise de conscience est lente et, surtout, les adaptations difficiles à mettre en œuvre. De l'agriculture au tourisme, comment faire face à la canicule et à la sécheresse ? En Hongrie, les lacs sont au plus bas Le réchauffement climatique affecte le tourisme et l'économie des loisirs. Prenons l'exemple de la Hongrie : l'été, dans ce pays d'Europe centrale qui n'a pas d'accès à la mer, les lacs sont pris d'assaut par les vacanciers. Mais ces lacs sont aujourd'hui menacés, leur niveau n'a jamais été aussi bas. Notre correspondante Florence La Bruyère s'est rendue à une quarantaine de kilomètres de la capitale, au lac Velence. Troisième plus grand lac de Hongrie, il ressemble aujourd'hui à une mare boueuse et jaunâtre qui n'attire guère les baigneurs. À lire aussiEn Hongrie, la sécheresse cause une baisse record du niveau des lacs Quelles solutions pour les agriculteurs ?  Les organisations professionnelles estiment déjà à près de 8% la baisse moyenne de production de céréales pour l'UE et le Royaume-Uni cette année. Pour le maïs français, c'est presqu'un tiers de pertes.  Des changements s'imposent dans les pratiques, mais à court terme, que peuvent faire les agriculteurs face à la crise ? Nous avons posé la question à Iñaki Garcia de Cortazar Atauri, il est ingénieur de recherches à l'INRAE, Institut national de recherche pour l'agriculture, l'alimentation et l'environnement. À lire aussiRéchauffement climatique: les canicules successives obligent les agriculteurs français et européens à s'adapter Bien-être animal : la canicule révèle la misère des élevages En France, plus de 2 millions et demi de volailles sont mortes de déshydratation et de chaleur dans des élevages à cause de la canicule du mois de juin. Là encore on a le sentiment de ne pas savoir tirer les leçons du passé : en 2003, la chaleur avait décimé près de 5 millions de volatiles. L'occasion de s'interroger avec le journaliste Olivier Favier – qu'on retrouve régulièrement sur la page Connaissances du site de RFI – sur l'état des lieux du bien-être animal. Il faut revenir pour commencer sur un texte qui a 50 ans cette année (2026) : la loi du 10 juillet 1976 sur la protection de la nature. Adopté à la quasi-unanimité des députés français, c'est un texte fondateur.   À Barcelone, la Sagrada Familia n'en finit pas… et menace les voisins  Avec ses tours élancées aux formes étranges, sa forêt de colonnes géantes baignée de lumière colorée, la cathédrale de la Sagrada Familia est un incontournable. Mais 140 ans après le début des travaux, le chef-d'œuvre de l'architecte Antonio Gaudi n'est pas terminé ! Il reste une façade entière à construire, et c'est une façade qui fait polémique, nous explique Elise Gazengel. À lire aussiLa Sagrada Familia: l'oeuvre toujours inachevée de Gaudí sous les projecteurs, 100 ans après sa mort

Contribution Isn't A Program. It Is A Mindset! Supersize Your Business Annual Challenge Day 192! Pop in here every day for a dose of different business building perspective! https://facebook.com/supersizebusiness Supersize Your Business (free) Skool link: https://www.skool.com/supersize-your-business-1654/about #supersizeyourbusiness #supersizechallenge #supersizeyourbusinessannualchallenge #contribution #give #dowhatyoucan #supersizeyourbusinesschallenge #givingback #businessimpact #givetoget #valueofgiving #share #startwhereyouare #actnow #takeaction #heartbreak #businesscause #businesspassion #businessmission #careabout #EntrepreneurMindset #SupersizeYourBusiness #PurposeDrivenBusiness #StartWhereYouAre #guiltgiving #investigate #alignwithbusiness #makesense #feelgoodabout #skills #money #contributionmindset #leaveitbetterthanyoufoundit Adopt a contribution mindset to improve your daily operations. This guide explains how to use the SOAP framework to identify and bridge critical business gaps.Sharon breaks down the concept of contribution as a mindset, offering a practical tool you can apply immediately to your routine. Whether you are scaling your operations or refining your workflow, this session provides a structured approach to ensure your efforts align with your long-term goals. We focus on day 192 of the Supersize Your Business Annual Challenge, giving you a clear roadmap for execution.Learning to implement the SOAP framework allows you to see exactly where your processes fall short. By identifying these gaps, you can shift from passive activity to intentional contribution mindset practices. This approach is designed for entrepreneurs who need actionable steps rather than abstract theory, helping you maintain momentum through the annual challenge cycle.Subscribe for daily business strategy breakdowns, and comment below on which part of your current workflow needs the most attention.

4th Step – On Obedience The Ladder of Divine Ascent was written primarily for monks. However, the words of Saint John Climacus at the beginning of the first chapter indicate that his intention is to address every person who longs for salvation. He says: “The gates of eternal life are open to all. The goal of our life is to follow Christ and to become like Him in His divine love.”

Quick catch up on the GA trip! ⁠Become a Certified Fan!⁠ Help support the podcast and get our Thursday show, ⁠More Mama's Boy⁠! OR ⁠upgrade your support here! ⁠ ⁠Adopt An Episode! ⁠Want to show us a little extra love? ⁠Adopt an Episode⁠ and get a personal shoutout in an upcoming show! This episode was adopted by the amazing Angela P!  Thank you!! A special thank you to our ⁠Boy-lievers ⁠for your extra support of our show: Tabatha W, Candy Z, Marci H, Eileen F, Rachelrose S, Donald S, Queen Pam, Erin D, Alexandra T, Deb S, Julie B, Carly C, Karissa R, Sue W, Lucino C, Lisa H, Kayla S, Karen W, Tina U, Lety S, Julia M, Michele K, Angela P, Meghan D and Abby L! Listen to my other podcast, ⁠“Kramer and Jess Uncensored”⁠! Learn more about your ad choices. Visit megaphone.fm/adchoices

What does it really mean to belong?For Isaac Melber, the answer wasn't found the day he was adopted. It was built through countless small moments of love, consistency, and the freedom to embrace every part of his story.In this episode, Rebecca sits down with author, adoptee, and aspiring pastor Isaac Melber to explore life through the eyes of someone who remembers being adopted. From growing up in a remote village in Ethiopia to navigating identity, grief, anger, faith, and eventually returning to his birth country, Isaac shares a perspective that every hopeful and adoptive parent needs to hear.This conversation is filled with practical wisdom, powerful storytelling, and gentle reminders that adoption isn't about erasing a child's past—it's about helping them carry it with love, honesty, and hope.In this episode, we talk about:The small moments that create a true sense of belonging beyond simply being lovedWhy a child's anger is often directed at their story—not their adoptive parentsHow to talk honestly about loss without defining a child's future by itThe difference between helping a child feel chosen versus making them feel rescuedWhy embracing a child's birth culture should become part of the entire family's cultureWhat returning to Ethiopia taught Isaac about identity, healing, and finding peace without having every answerAbout Isaac:Isaac Melber is an Ethiopian adoptee, author, speaker, and aspiring pastor. Adopted at five years old by a family in Kentucky, Isaac now shares his story to encourage adoptees, adoptive families, and anyone wrestling with identity, loss, and belonging. His debut memoir, Twice Delivered: A Story of Two Families, Two Worlds, and One Redeeming Love, explores how faith, family, and truth shaped his journey across two worlds while offering hope to others walking their own.Connect with Isaac:Website: https://www.isaacmelber.com/Instagram: https://www.instagram.com/isaacmelber/Twice Delivered: A Story of Two Families, Two Worlds, and One Redeeming Love: https://www.amazon.com/Twice-Delivered-Families-Worlds-Redeeming/dp/B0H2HH6785RG Adoption ConsultingRG Adoption ConsultingWebsite → ⁠https://rgadoptionconsulting.com⁠ Book a Complimentary Adoption Strategy Session → ⁠https://rgadoptionconsulting.com/contactAre You Ready to Adopt? Take the Quiz to Find Out → https://www.rgadoptionconsulting.com/quiz Before you choose an agency, spend money, or move forward—start with these 10 honest conversations that will help you: https://www.rgadoptionconsulting.com/10-conversations-before-you-adopt Tune in to The Adoption Roadmap Podcast every Wednesday. If you like what you hear, I'd appreciate a follow, a 5-star rating & review! THANK YOU!For questions about adoption, episode suggestions, or to appear as a guest on The Adoption Roadmap Podcast, email⁠⁠⁠⁠ support@rgadoptionconsulting.com⁠⁠⁠

How many maize seeds should farmers plant in each hole? Ask the farmers and they say two or three. Agronomists can show them more reliable seeds, where they only need one. But change the seed and everything else changes too; the fertiliser, the spacing, the whole system. This is why getting better technology into the hands of African farmers, and helping them to find ways to improve their profits, is so much harder than it looks.Rachid Laajaj (Universidad de los Andes) and Karen Macours (Paris School of Economics) tell Tim Phillips about an experiment in Kenya in which farmers ran trial plots on their own land for three seasons, comparing input combinations side by side, and were followed for five seasons more.Farmers adopted the new inputs and their profits fell. But they kept experimenting anyway, season after season, until the losses became gains. The most skilled farmers went first, made the most mistakes, and paid the highest price; their neighbours watched, copied, and adopted at a fraction of the cost.Each failed attempt costs a farmer a season. Lower that cost, Laajaj and Macours argue, and you change what is possible for millions of farming households.The research behind this episode:Laajaj, Rachid, and Karen Macours. 2026. "The Complexity of Multidimensional Learning in Agriculture." Econometrica 94 (2): 465-503. To cite this episode:Phillips, Tim, Rachid Laajaj, and Karen Macours. 2026. "Why farmers struggle to adopt new agricultural technology" VoxDev Talks (podcast). About the guestsRachid Laajaj is Associate Professor of Economics at Universidad de los Andes in Bogota, with research spanning technology adoption in agriculture, corruption, and human capital, studied from a micro-development perspective with particular attention to the role of information. He received his PhD in Agricultural and Applied Economics from the University of Wisconsin-Madison.Karen Macours is a professor at the Paris School of Economics, a senior researcher at INRAE, and a Research Fellow of the Centre for Economic Policy Research in the Development Economics programme. Her research spans agricultural productivity, rural poverty, social programmes, and early childhood development. She chairs the Standing Panel on Impact Assessment of the CGIAR and is co-editor of the Journal of Development Economics.Research and concepts cited in this episodeThe trials. In 48 randomly selected villages in Kenya, ten farmers per village were invited to run a three-season agronomic trial on a small parcel of their own land, guided by an agronomist. Each trial plot was divided into six subplots; five tested different combinations of modern inputs and one served as a control. The trials occupied a tiny share of each farm, so the direct economic effect was negligible; the point was the opportunity to learn. A further 48 villages served as controls, giving a sample of 960 farmers followed across six seasons of data collection.Integrated Soil Fertility Management (ISFM). The input combinations tested in the trials followed ISFM principles; a sustainable intensification approach that combines improved seed with mineral fertiliser and organic inputs, adapted to local conditions. Its logic is precisely the multidimensionality the paper studies; the components work through their combination, not in isolation.The International Institute of Tropical Agriculture (IITA) provided the agronomists who guided farmers through the trials. The paper builds on joint work with IITA.The target-input model. The workhorse theory of learning in agriculture, in which farmers learn the optimal quantity of a single input through experience; it dates to work by Foster and Rosenzweig in 1995 and underlies much of the literature on social learning, including Conley and Udry's study of pineapple farmers in Ghana. Laajaj and Macours extend it to many interdependent inputs, where adopting one requires re-optimising the others; what Laajaj calls the curse of multidimensionality.Measuring farmer skills. The origin of this project; Laajaj and Macours spent years developing measures of farmers' cognitive, non-cognitive, and technical skills, work that circulated as CEPR Discussion Paper 13271, "Measuring Skills in Developing Countries" (gated). Asking farmers agronomic questions revealed that many had no single right answer; the answer depended on everything else the farmer was doing.Employment in agriculture. Macours notes in the episode that agriculture accounts for half of employment in sub-Saharan Africa, rising to as much as two-thirds when the wider agro-food sector is included.Conservation agriculture. A prominent example of a knowledge-intensive sustainable practice; it combines minimal tillage, crop rotation, and the retention of crop residues, so a farmer must learn several new practices at once and find a combination that works.More VoxDev Talks episodesAfrican agriculture's underappreciated supply side. Hope Michelson on the other half of the adoption puzzle; the markets and firms that supply seeds, fertilisers, and pesticides to smallholders.Strengthening climate resilience in agriculture. Tavneet Suri on how small-scale farmers respond to extreme weather, and the seed varieties that protect crops against floods and droughts.Combining improved seed varieties and index insurance to address drought losses. Paswel Marenya on a trial in Mozambique and Tanzania that paired drought-resistant seeds with insurance.Related reading on VoxDevAgricultural Technology in Africa, the VoxDevLit surveying the evidence on what drives, and blocks, technology adoption by African farmers.Improving agricultural extension and information services in the developing world, drawing lessons from nearly fifty randomised evaluations of constraints on smallholder productivity.Encouraging agricultural technology adoption through autonomy: evidence from Mexico, on how giving farmers ownership of the adoption process makes new practices stick.Harnessing the benefits of digital agriculture for smallholder farmers in East Africa, on text-message-based extension programmes evaluated in Kenya and Rwanda.

I talk to ADOPT facilitators, Daniel Kindred (Agronomy Research Circle) and Harriet Scott (Raft Solutions), to find out how good ideas can become great on-farm research projectsThis is Day 6 of 10 More Days of Groundswell – a series of conversations, recorded in-the-field at Groundswell.

Emma Springer, the Unhoused Response Coordinator for the City of Duluth, talks about an opportunity for residents and organizations to help keep neighborhoods clean

Janet Clark is a busy dairy woman at Vision Aire Farm LLC. Clark juggles her active on-farm schedule with her duties as the chair of the Dairy Farmers of Wisconsin farmer board. Now that the dust has settled from amazing June Dairy Month acitivites, Clark shares some of the milestones DFW's attained that many dairies may have missed. Clark visits with Pam Jahnke about some of the campaigns DFW spearheads that dairy farmers might miss. Those efforts include the direct connection DFW is facilitating in "meeting" customers where they're at. Clark explains that they know sharing the story of Wisconsin dairy coupled with sampling product, leads to success. This year, Dairy Farmers of Wisconsin has already engaged more than 200,000 consumers through community events and farm experiences. After attending these events, 97% said they intend to return, and 98% said they're more likely to purchase Wisconsin cheese. Those personal connections help build trust and confidence in how Wisconsin dairy farmers care for their animals, land, and communities. It doesn't end there. Clark says they recognize the need to start growing their next generation of customers. That begins with the "Adopt A Cow" educational opportunity. This is a personal favorite of Clark's. It allows Wisconsin dairy farmers to bring school children into the barn virtually! Again, so far this year, DFW has helped reached more than 55,000 students through programs like Adopt a Cow, connected with over 2,000 FFA students, and provided dairy education resources to 3,000 teachers. Clark believes that when young people understand where their food comes from, they become more informed consumers and future advocates for agriculture. These are just a few examples that make Clark proud to represent Wisconsin dairy operations on the Dairy Farmers of Wisconsin board. These are just a few examples. She encourages farmers and interested foodies to investigate more at wisconsindairy.org.See omnystudio.com/listener for privacy information.

Paul tells us that God adopts us. What does that mean? Let's find out together as we read Galatians 4:1-7 and Hosea 11:1-12:1.

Which days do you hate at work? Not sure if my Mom got screwed in this deal... Am I a gay influencer now? Become a Certified Fan! Help support the podcast and get our Thursday show, More Mama's Boy! OR upgrade your support here!  Adopt An Episode! Want to show us a little extra love? Adopt an Episode and get a personal shoutout in an upcoming show! This episode was adopted by the amazing Angela P! Happy Birthday!  Thank you!! A special thank you to our Boy-lievers for your extra support of our show: Tabatha W, Candy Z, Marci H, Eileen F, Rachelrose S, Donald S, Queen Pam, Erin D, Alexandra T, Deb S, Julie B, Carly C, Karissa R, Sue W, Lucino C, Lisa H, Kayla S, Karen W, Tina U, Lety S, Julia M, Michele K, Angela P, Meghan D and Abby L! Listen to my other podcast, “Kramer and Jess Uncensored”! Learn more about your ad choices. Visit megaphone.fm/adchoices

A listener wrote in recently and said the quiet part out loud — "I know I'm supposed to have this extra weight on - and I feel heathier, but it's so hard to keep eating when all I want to do is lose it. I've been cutting corners and I feel tempted to slip. How do I learn to be okay in this body and keep going?" Sister, if that's you — this episode is for you. Today Lindsey walks through the eight things she returns to again and again with the women she coaches — the shifts that help when your body feels foreign, when you're scared, when you don't know how to keep choosing recovery. Not quick fixes. Real ground to stand on while you find your way home to yourself. The short version: do the next recovered you thing Before the eight, the heart of it: just do the next recovered you thing. You don't have to figure out the whole road. You only have to take the next step the recovered version of you would take. Stop identifying with the older, smaller version of you — she wasn't your best self; she was you running on fumes. The body you're in now isn't your enemy. It's where the rest of your life gets to live. 8 things that help when your body doesn't feel like yours 1. Understand the recovery process. What you're going through is normal. Your body is healing, and healing isn't a sign you're doing it wrong — it's a sign you're doing it. Begin shifting your focus from how your body looks to how your body is healing. You're allowed to feel terrified and still take the next step. Both can be true. 2. Challenge the negative chatter. Acceptance starts with awareness. The harsh thoughts about your body? Those are symptoms of the disorder, not the truth. The mirror lies through that filter. Instead of trying to leap straight to loving how you look, aim first for respecting your body. That's the bridge. 3. Focus on body functions over body image. Your body is a vessel — it carries your soul through this life. As Glennon Doyle said: your body is not your masterpiece; your life is. Notice what your body lets you do. Appreciate it for showing up, even through the struggle. And as you move, shift from a metrics mindset to a mindful-movement one. No more exercising for numbers — movement for joy, for strength, for being alive in your skin. 4. Practice self-compassion. Speak to yourself like someone you love. Maybe write a letter to the younger version of you who started all this — apologize, tell her it's okay, let her know the wiser, stronger version of you is here now. You are a human. Struggling is part of being one. Feelings aren't facts — you're allowed to feel something hard without making it a verdict on who you are. 5. Keep making pro-recovery choices. Prioritize your meals. Prioritize your snacks. Prioritize sleep — seven to nine hours, because your body is doing real work and it needs rest to heal. Step off the metrics treadmill. Choose movement out of preference, not punishment. We're not playing small anymore. 6. Seek support. You can't do this alone, and you were never supposed to. Whether that's a coach, a therapist, a dietitian, or a community of women who get it — let people in. Vulnerability heals what isolation can't. Come hang out with us in the private community at HerBestSelfSociety.com, or reach out about working together one-on-one. 7. Practice patience and plan for the messy middle. Celebrate the small daily things — journaling, time off social media, sitting in nature, music, stillness. And plan for the hard moments before they hit. What are your triggers? Who are they? Where will you need boundaries? Planning is your friend. The messy middle is the hardest part — preparing for it makes it survivable. 8. Adopt the sunset mindset. Picture a sunset. We never look up and criticize one for being different than yesterday's — for the colors being "wrong," the shape being off. We just take in its beauty. Sunsets aren't criticized for their differences because their beauty doesn't need to be altered. Yours doesn't either. What would it be like to see your body the way you see a sunset — appreciation instead of judgment, beauty just because it exists? This planet isn't promised. Every day you have here is its own sunset. You don't have to love your body every day. But you can respect it, you can appreciate it, and you can let it be yours. A few lines from the episode "Just do the next recovered you thing." "You're allowed to feel terrified and still take the next step." "Your body is not your masterpiece. Your life is." "Your body is a vessel — it carries your soul through this life." "You don't have to love your body every day, and you're not going to. But you can respect it. You can appreciate it. You can let it be yours." Your reflection this week Pick one of the eight that speaks loudest to where you are right now and live in it for a few days. Don't try all eight at once. The shift back to feeling at home in your own skin isn't a checklist — it's a slow homecoming, one small choice at a time. If it helps, journal these: What is one thing my body did for me today that I didn't notice? What would the recovered version of me do at my next meal? Where can I trade judgment for appreciation today? Come walk this with someone in your corner You don't have to figure this out alone. If something in you just leaned forward — if you're tired of doing this by yourself and you want personalized support — come work with me one-on-one. You can fill out a client application at www.herbestself.co  And big news — there's something exciting coming this fall that I've been building specifically for women who need support beyond one-on-one. Make sure you're on the email list at www.herbestself.co so you hear about it first. Connect with Lindsey:

Hot Car Deaths in ChildrenEvery year in the United States, an average of 38 children die from heatstroke after being left in hot vehicles, according to national safety statistics. Since 1998, over 900 children have lost their lives this way. What makes these tragedies particularly heartbreaking is that they're entirely preventable. A car's interior temperature can rise by 20 degrees in just 10 minutes, and on an 80-degree day, temperatures inside a vehicle can reach a lethal 123 degrees within an hour—even with windows cracked. Young children are especially vulnerable because their bodies heat up three to five times faster than adults. About half of these cases occur when a caregiver simply forgets a child is in the back seat, often due to changes in routine or stress.To prevent these tragedies, experts recommend the "Look Before You Lock" strategy: always check the back seat before leaving your vehicle. Place something you'll need—like your phone, purse, or employee badge—in the back seat next to your child, forcing you to open the back door. Keep a stuffed animal in the car seat when it's empty, and move it to the front seat as a visual reminder when your child is in back. Set phone reminders for daycare drop-offs, and arrange with your childcare provider to call if your child doesn't arrive as expected. Never leave a child unattended in a vehicle, even for "just a minute," and teach children that cars are not play areas.Carotid Artery Disease and Stroke RiskRecent research has revealed an important finding for those with carotid artery disease: individuals with significant narrowing of the carotid arteries may face an increased risk of stroke during heavy exercise. The carotid arteries supply oxygen-rich blood to the brain, and when they're compromised by atherosclerotic plaque buildup, intense physical exertion can potentially create conditions that reduce cerebral blood flow or dislodge plaque fragments. Key risk factors for cerebrovascular disease include high blood pressure, diabetes, high cholesterol, smoking, obesity, physical inactivity, and family history. Age, particularly over 55, and a history of heart disease or previous stroke also significantly elevate risk.The good news is that many of these risk factors are modifiable. To reduce your risk of both cerebral and coronary artery disease, focus on maintaining healthy blood pressure through regular monitoring and medication if prescribed. Adopt a heart-healthy diet rich in fruits, vegetables, whole grains, and lean proteins while limiting saturated fats, sodium, and processed foods—the Mediterranean diet is particularly beneficial. Engage in regular moderate-intensity exercise, aiming for at least 150 minutes weekly, though those with known carotid disease should consult their physician before starting intense exercise programs. Quit smoking, maintain a healthy weight, manage diabetes through careful blood sugar control, and take prescribed medications for cholesterol and blood pressure consistently. Regular check-ups with your healthcare provider, including screening for carotid artery disease if you have risk factors, can catch problems early when they're most treatable.How To Reach Dr. Joe Galati and his Team:For an on-line consultation or press inquiries, contact Teresa Reyes at 713-794-0700Dr. Galati's Newsletter Sign-UpLiver Specialists of TexasGet a Copy of Dr. Galati's BookDr. Galati on FacebookMessage Dr. Galati and his team Hosted on Acast. See acast.com/privacy for more information.

This episode was originally published on May 28, 2024. Guests from a successful St. Louis collaboration discuss Legal Services of Eastern Missouri's (LSEM) Neighborhood Advocacy Program on Talk Justice. There are 24,000 vacancies and abandoned properties in St. Louis. LSEM was inspired by Legal Aid of Western Missouri's Adopt-a-Neighborhood program in Kansas City to start their own revitalization project. In 2018, they launched the Neighborhood Advocacy Program to start tackling the legal problems that create lingering neighborhood blight.

You do not need to be technical to build a tech-enabled business. You just need to use the tools. In this episode of The Level Up Podcast, Paul Alex breaks down how non-tech founders can use AI to automate tasks, save time, and scale faster without writing a single line of code. Let's be real… If you are still writing every email from scratch… Doing every admin task manually… Designing every piece of content yourself… And refusing to use AI because you are “not technical”… You are slowing down your own company. In this episode, you'll learn: Why AI is a powerful tool for non-tech founders How automation can save time on emails, SOPs, content, and admin work Why using AI can drastically reduce production costs How smart tools free your team to focus on sales, relationships, and strategy The truth is simple: AI is not just for software engineers. It is for operators. Founders. Creators. Sales teams. And anyone who wants to move faster with fewer bottlenecks. High-level entrepreneurs do not waste hours on tasks that software can support. They use AI to draft faster. Create faster. Organize faster. Automate faster. And free up human energy for the work that actually drives revenue. Because the smartest founders do not do everything the hard way. They upgrade the system. They automate the noise. They focus on the strategy. Adopt the tools. Move faster. And keep leveling up. Your Network is your NETWORTH! Make sure to add me on all SOCIAL MEDIA PLATFORMS: Instagram: https://jo.my/paulalex2024Facebook: https://jo.my/fbpaulalex2024YouTube: https://www.youtube.com/channel/UCGhDAD1JyGGzSQUPD9lc9HQLinkedIn: https://jo.my/inpaulalex2024 Looking for a secondary source of income or want to become an entrepreneur? Check out one of my companies below to see if we can help you: www.CashSwipe.com FREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com Learn more about your ad choices. Visit megaphone.fm/adchoices

End chaos in your firm—300+ peers use this framework. Free video here: https://www.businessofarchitecture.com/framework AI is moving fast in architecture, but most firms still aren't sure how to use it without losing control of the work. In this episode, Brandon Mut shares what it looks like to bring new tools into a real practice with discipline, not hype. You'll hear how one design technology leader built standards first, then tested AI against finished projects, and only then let it into the workflow. You'll also hear the metric they used to judge results, and why "don't change anything" is harder than it sounds. Along the way, they talk about fears, liability, sustainability, training younger staff, and what might change over the next few years. The quiet mistake that makes "AI adoption" backfire inside a firm. A simple way to tell whether AI is helping—or secretly shifting your design.  Why the wave won't be about tools… it'll be about who stays in charge. To learn more about Brandon, visit his website: https://fogartyfinger.com/

It's that time again - it's Groundswell, the key festival of the UK regenerative farming year - an event that's now been running for 10 glorious years. This is our essential guide to the festival's hot tickets.So who's with me? It's only bloomin' Alex Cherry, the Director of Groundswell and of Lannock Farm - and Sally-Ann Spence is here - an entomologist and farmer and Britain's Got Talent winner... We've got the fantastic Annie Landless, the Farm Manager at Ampney Brook Farm - and I'm thrilled to be sharing a screen and a microphone with Thomas Slattery, the ADOPT Programme Lead... ADOPT has very kindly agreed to sponsor not only this programme, but all of Farm Gate's content at Groundswell.

Marriage brings with it a slew of state and federal privileges – when it comes to taxes, inheritance, and benefits – but what if that's not the most important relationship to you? What legal and financial options are out there for chosen family? Reema talks to LGBTQ+ legal advocate Angela Giampolo and tax expert Brixton Carothers about everything from setting up a revocable living trust to forming an LLC with a polycule. Plus, Reema and Alice respond to listener messages, including confessions about workplace mishaps and financial infidelity. If you like this episode, share it with a friend! And let us know what you think by calling 347-RING-TIU or emailing uncomfortable@marketplace.orgCheck out our upcoming virtual event, "Get Your Life Together with This Is Uncomfortable" - a work session to tackle one tedious task...with friends! More info here: https://www.marketplace.org/tiuSupport This Is Uncomfortable with your donation today: https://bit.ly/mkp_tiu_podIf you want to answer our “Uncomfortable Questions,” see more info here.Follow us on Instagram and Tiktok!

Marriage brings with it a slew of state and federal privileges – when it comes to taxes, inheritance, and benefits – but what if that's not the most important relationship to you? What legal and financial options are out there for chosen family? Reema talks to LGBTQ+ legal advocate Angela Giampolo and tax expert Brixton Carothers about everything from setting up a revocable living trust to forming an LLC with a polycule. Plus, Reema and Alice respond to listener messages, including confessions about workplace mishaps and financial infidelity. If you like this episode, share it with a friend! And let us know what you think by calling 347-RING-TIU or emailing uncomfortable@marketplace.orgCheck out our upcoming virtual event, "Get Your Life Together with This Is Uncomfortable" - a work session to tackle one tedious task...with friends! More info here: https://www.marketplace.org/tiuSupport This Is Uncomfortable with your donation today: https://bit.ly/mkp_tiu_podIf you want to answer our “Uncomfortable Questions,” see more info here.Follow us on Instagram and Tiktok!

Just like a rocket consumes the majority of its fuel in the first minute of flight to break gravity, building momentum in sales requires significant, upfront energy. Once established, however, that momentum acts like a flywheel, making every subsequent action—from prospecting to closing—easier and more efficient.Three Strategies to Sustain Sales Momentum1. Get Out of Your Head: Overanalyzing rejection and worrying about the "what ifs" is a primary momentum killer. To stay out of your own way, focus exclusively on objective, controllable activities—such as the number of calls made, emails sent, or discovery meetings booked—rather than obsessing over the immediate outcome of a single interaction.2. Never Neglect Your Pipeline: A common trap is pausing pipeline-building activities when you are experiencing a "win streak" because you are too busy finalizing paperwork. This is a recipe for a future lull. Professional sales reps recognize that they must "tend both ends of the stick"—celebrating current successes while simultaneously planting the seeds for future business to ensure sustainability.3. Adopt a "Goldfish Mindset": Whether you suffer a bad day or a crushing loss, avoid letting negative experiences compound. Instead of ruminating on what went wrong, ask: What happened? What did I learn? What am I going to do next? By maintaining a short memory and focusing on the next task, you prevent a single bad day from turning into a bad month or quarter.Key Takeaways for Sales ProfessionalsNormalize the Highs and Lows: Sales is a long game. Do not let one "best day ever" lead to overconfidence, nor let one bad experience derail your entire week. Stay consistent with your daily routines.The Best Time to Dig a Well is Before You're Thirsty: Never wait until your pipeline is empty to start prospecting. Consistent effort in building your future opportunities ensures that when one deal closes, another is ready to take its place.Maintain Balanced Confidence: To succeed in sales, you need enough self-confidence to bounce back from rejection without becoming arrogant. This internal drive is what keeps you moving forward, even after setbacks.SEO Tagssales momentum, sales pipeline, sales success, sales mindset, prospecting, sales strategy, sales routine, overcoming rejection, sales growth, the selling podcast, sales performance, lead generation, sales professional, sales psychology

Should I hire an Etsy witch? My Mom finds it odd that I dont have this... Happy Pride...are you proud? Become a Certified Fan! Help support the podcast and get our Thursday show, More Mama's Boy! OR upgrade your support here!  Adopt An Episode! Want to show us a little extra love? Adopt an Episode and get a personal shoutout in an upcoming show! This episode was adopted by the amazing Amy P.R. of GA!  Thank you!! A special thank you to our Boy-lievers for your extra support of our show: Tabatha W, Candy Z, Marci H, Eileen F, Rachelrose S, Donald S, Queen Pam, Erin D, Alexandra T, Deb S, Julie B, Carly C, Karissa R, Sue W, Lucino C, Lisa H, Kayla S, Karen W, Tina U, Lety S, Julia M, Michele K, Angela P, Meghan D and Abby L! Listen to my other podcast, “Kramer and Jess Uncensored”! Learn more about your ad choices. Visit megaphone.fm/adchoices

Caleb talks with branding expert John Dalton about how contractors can move beyond basic advertising and build a brand that actually connects. Dalton explains why strong branding starts with the customer's emotional experience, not just a list of services. He shares the importance of "Clarity plus Consistency," the value of vehicle wraps for tradespeople, and why simple, direct messaging beats clever marketing every time. Key Takeaways: Sell the emotional experience and the "feeling" your work provides rather than just the technical features of your service. Prioritize your vehicle wraps as your most valuable marketing asset by ensuring they are clear, clean, and legible from a distance. Adopt a "less is more" philosophy by removing at least one unnecessary element from every design to improve clarity and reduce cognitive overload. Ensure absolute consistency across your brand by using the exact same fonts and color tones for every customer-facing piece of media. Embrace humility by admitting when you lack expertise in areas like marketing and proactively seeking guidance from professionals to grow. Connect with Auman Landscape

Send us Fan MailWe all wish there were more hours in the day, but the truth is that most of us would simply fill them up, too. In this rerelease episode, I'm sharing practical habits that have helped me create more intention, focus, and productivity in my daily life as an entrepreneur, leader, mother, and creative.From time blocking and deep work to delegation, automation, and morning routines, this is a conversation about working smarter instead of harder. If you've ever felt stretched thin, overwhelmed by your to-do list, or frustrated by where your time goes, this episode will help you build habits that create more space for what matters most.What You'll Learn:Why creating more time starts with better habits, not more hoursHow routines, systems, and preparation reduce daily stress and decision fatiguePractical ways to increase productivity without sacrificing intentionKey Takeaways:Small habits compound into significant time savings over timeSystems, automation, and delegation create space for higher-value workProductivity improves when you focus on priorities instead of distractionsCall to Action:Choose one habit from this episode and commit to implementing it this week. Whether it's time blocking your day, setting better boundaries with technology, preparing the night before, or eliminating a recurring distraction, focus on one small change that helps you create more intentional time.Listen on: Apple Podcasts, Spotify, and more.______________________________You can find me here:Instagram: @gingerbizWebsite: https://www.katymurrayphotography.com/Facebook: https://www.facebook.com/groups/TipsandTricksforyourbusinessX: https://twitter.com/GingerBizKMLinkedIn: https://www.linkedin.com/in/katy-murray-ginger-biz/

What happens when a foster-to-adopt family channels their journey into creativity, imagination, and storytelling?In this heartwarming episode of From Foster to Forever, Rachel sits down with father-daughter writing team Mark and Genevieve Marino to share the remarkable story of how their family was formed through foster care adoption—and how that experience inspired the creation of the whimsical Mrs. Wobble's Tangerine House book series.Inspired by friends, Mark and his wife always dreamed of adopting through foster care. When they received a life-changing call about a two-and-a-half-year-old boy who needed a family, they welcomed him into their home and began a journey that would transform all of their lives. Years later, that experience became the inspiration for a magical fictional world where foster children discover belonging, adventure, healing, and choice.Together, Mark, Genevieve, and their adopted son Dayveon collaborated on stories that explore themes of family, identity, resilience, imagination, and foster care—all through the lens of fantasy and humor.This conversation explores the realities of foster care adoption, sibling relationships, open adoption connections, trauma-informed parenting, and the powerful role storytelling can play in helping families process difficult experiences. It's an inspiring reminder that creativity can be a bridge to healing, understanding, and connection.Mark and Genevieve Marino, alongside host Rachel Fulginiti, share their unique familial bond that emerged from their creative endeavors. The episode showcases how creativity can bridge gaps in understanding and foster deeper connections. Mark recounts heartwarming anecdotes about their first encounters with Dayveon, the joys and challenges of creating stories that resonate with children, and how they integrate elements of their lives into the narrative without compromising the privacy or dignity of their experiences. With humor and sincerity, they highlight the role of empathy and support in their family, offering listeners a candid look at the highs and lows of their journey while celebrating the power of stories to heal and connect.In This EpisodeWhy Mark and his wife chose foster-to-adoptThe emotional phone call that led them to their sonBringing a foster child home for the first timeHelping biological and adopted siblings build connectionNavigating early trauma and attachment challengesWhat foster parents should know about incomplete records and diagnosesMaintaining connections with birth family membersReuniting with biological family as an adult adopteeHow storytelling helped their family process foster care experiencesCreating Mrs. Wobble's Tangerine HouseWhy representation of foster care in children's literature mattersThe healing power of creativity and imaginationRaising empathetic, resilient children through collaboration and playSiblings Can Be Powerful BridgesGenevieve shares how empathy helped her bond with her younger brother from the beginning, even serving as a "translator" when others struggled to understand him. Their relationship became a foundation for mutual growth and understanding.Stories Create Safe SpacesRather than directly retelling difficult experiences, the Marino family found healing through fictional storytelling. Their fantasy world allowed them to explore themes of foster care, belonging, grief, identity, and resilience in a way that felt safe and empowering.Creativity Can Strengthen FamiliesThe family's collaborative writing process became more than a creative project—it became a way of connecting, communicating, and building lasting memories together.About Mark & Genevieve MarinoMark Marino is a writer, professor, and digital storytelling innovator who teaches at the University of Southern California. Alongside his daughter Genevieve and son Dayveon, he co-created the Mrs. Wobble's Tangerine House series, a collection of imaginative stories inspired by their family's foster care and adoption journey.Genevieve (Jenna) Marino recently graduated USC with a degree in psychology and brings her passion for empathy, creativity, and storytelling to the family's collaborative projects. Together, they continue to create stories that celebrate belonging, imagination, and the many ways families are formed.Resources & LinksMark C. Marino Official WebsiteMrs. Wobbles & The Tangerine House Official SiteThe interactive children's story series created by Mark, Genevieve, and Davion Marino, inspired by their foster care and adoption journey.Coronation Webcomic (The Marino Family's COVID-Era Creative Project)

The NFL can be a very stubborn organization, but they can also be influenced by outside entities at times too. In this case, can the NFL consider adopting any rules/regulations from the UFL, who just wrapped up their season? To hear about that, and plenty more, join hosts Jeff Hartman and Coach KT Smith on the latest episode of the NFL Whip Around podcast. This podcast is a part of the Fans First Sports Network. Learn more about your ad choices. Visit megaphone.fm/adchoices

"I'm not here to teach you anything new. I'm here to make you see things that you normally would not see." — Dr. W. Edwards Deming In this episode, Deming educator Balaji Reddie reveals the practices that are hiding in plain sight within most organizations. Practices that feel normal. That get celebrated. And that quietly undermine everything you're building. One example: arbitrary targets. An employee collected 2 million rupees in a single day — four times his target. He told no one and did nothing for four days. Because he knew his manager would just raise the bar. That single moment of silence cost the company a genuine breakthrough. This is what Deming called a "faulty practice." And there are many more where that came from. Host Andrew Stotz and Balaji dig into Chapter 2 of The New Economics — Deming's most overlooked chapter. They cover why ranking employees is built on a mathematical illusion. Why chasing quarterly results destroys long-term value. And why the best leaders, from Steve Jobs to Walt Disney, ignored the pressures that trap most organizations. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussions with Balaji Reddie. He's an educator and a trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is becoming aware of faulty practices. Take it away, Balaji.   0:00:26.0 Balaji Reddie: Good morning. Thank you, Andrew. So part three of our series, what we're looking at. So last time we met, we spoke about essentially Point number 14, because we outlaid his profound knowledge. And then I always said that he gave us a lot of clues as to what needed to be done. So I started out by reading some of the excerpts from the book, which we tend to ignore. And then he said, "Here's what I expect." So he expected leadership, a critical mass to be created, and then he gave attributes of a leader. So we listed 17 of those points, which we said principles of leadership. And now once you've created that critical mass and there's someone who's taken the lead and there are a bunch of leaders, maybe, so what do we do next? So when you start becoming aware that you are now in a prison, so to say, because that's what he said here, that they feel it's a fixture, and this is the way things are, this is how things always have been. So he says, "No, you need to understand that these things are wrong." Right? And you first need to become aware, and then we need to look at what needs to be done, perhaps. So he's given some suggestions, and you could always adapt and adopt this. So most of this would be taken from the book, The New Economics, chapter two, which he has titled as "The Heavy Losses." Now, remember, when he wrote this book, it was after the other book, Out of the Crisis, where he had listed his 14 Points. Yes, but he also listed diseases and obstacles. And people tend to ignore that.   0:02:18.9 Balaji Reddie: In fact, I remember having a chat with Bill Bellows on this, and I said, "Diseases and obstacles." And he said, "Obstacles?" I said, "Yes, he has listed 16 obstacles in Out of the Crisis." And he said, "Oh, wow." And he took his copy and he said, "Oh, yeah, you're right. There are 16 of them." And so sometimes you see things that you normally would not see. So when he wrote this, initially, I think many people thought that it was just an extension of those Diseases. But when you start looking deeper, you'll find that he became more elaborate in what he listed as the heavy losses. So he says here that these are things that you start observing and you say, "This is not normal." So the language that he's used is pretty, pretty clear. Present practice, so faulty practices. The present practice, and he says these are only reactive. You only need certain skills and not nearly any theory of management. Whereas when you opt to go to a better practice, you need a theory. So let's start with the very first faulty practice. And this stems from his 14 points too. He says, "Lack of constancy of purpose, short-term thinking, and emphasis on immediate results. Think in the present tense, no future tense." And then he becomes more elaborate and says, "Keep up the price of the company's stock and maintain dividends."   0:04:02.0 Balaji Reddie: Which, well, okay, it seems like you should not do that. No. He says here, you fail to optimize through time. Make this quarter look good, ship everything on hand at the end of the month or quarter, never mind its quality, mark it as shipped, show it as accounts receivable, and defer till the next quarter repairs, maintenance, and orders for material. Just a word here, in the new edition of The New Economics, there's been a spelling mistake there. So if anyone's listening, you can just correct it in the next edition that comes out. Instead of "defer till the next quarter," he's written "defer toll the next quarter." So we need to correct that in the next printing. Now he says here, a better practice...   0:04:52.1 Andrew Stotz: And before you go to there, can we just talk about this for a second?   0:04:56.1 Balaji Reddie: Sure.   0:04:57.8 Andrew Stotz: One of the things that, having been a financial analyst all my career, we get quarterly results from companies in the stock market. And in my own business, of course, I look at monthly results because we close the books every month. And it's definitely one... Donald Trump recently came up with the idea of telling companies not to report quarterly results. And I believe the Singapore Stock Exchange also came up with the idea of maybe we'll reduce the amount of reporting to maybe half-yearly, because we do have half-yearly reporting in some countries, right?   0:05:39.6 Balaji Reddie: Right.   0:05:40.9 Andrew Stotz: But having learned the teachings of Dr. Deming many years ago, long before I became a financial analyst, I always thought, I never really got this one because I thought, what an idiot you would be if you're running a company and all you could see was the market's demand for quarterly performance. And I've always admired those people, I think Jeff Bezos was one that really made it very explicit. "If you're here for quarterly performance, you're not gonna get it." And so I always have said to CEOs, having seen analysts and fund managers, I've visited, taken fund managers more than 1,000 times to meet with CEOs, and CEOs ask me, "What's your advice from seeing all that?" And I said, "Don't listen to this too much." Take it on board, what the discussions are about, but you're the CEO. Your job is to optimize the value of this business. And that means, that doesn't mean making quarterly numbers, manipulating things to make quarterly numbers. So part of what I've said to people is, "Get a backbone. Don't come and complain to me, 'Oh, yeah, but the pressure of the market's quarterly.' Come on." You know and I know that the job of a CEO is to maximize the value of the business, not the quarterly result. So anyways, that's my little pet peeve.   0:07:13.6 Balaji Reddie: Yeah. Yeah, that's right. And if you look at even Jobs, Steve Jobs, when he came back as Apple CEO, he had the nerve and the spine, like you said, to tell the board, "Don't judge me on this. It's gonna take time. And believe me," he said, "someday you will see results." Now, unfortunately, he was not there to see what he's created, but I think anyone in Apple can safely say that they're growing because of the foundation that he laid so long back, right? And I think that was one of the major reasons why he did not make Jonathan Ive as the CEO, because he wanted him to focus on the product and the customer rather than the quarterly results. And I don't think Apple ever played it by quarterly results.   0:08:04.9 Andrew Stotz: Yeah. And here's a good book called Competition Demystified by Bruce Greenwald. And there's a passage in here that's interesting because he published the book back in 2005, so it was long before Steve Jobs really made the company profitable. And he had basically gone through and explained the situation at that time as a strategist looking at the company. And what he said, it says, he just said that "Jobs had managed to restore operating margins, but Apple survived, it had hardly prospered, its future does not look bright." And I use this as an example in my strategy class to help people understand that when you're building strategy, you're thinking long term. And the ecosystem that Steve Jobs created, the value of that ecosystem didn't really truly appear until many years after he was working on it. So anyways.   0:09:06.6 Balaji Reddie: Yeah, so that's a classic case here.   0:09:11.1 Andrew Stotz: Let's keep going. You're on a roll.   0:09:14.5 Andrew Stotz: Oh, that's okay. So now better practice, he says, theory of management. Now see what he writes here. He says, "Adopt and publish the constancy of purpose." Now, that's one of the things that he also changed in his 14 points in the 1990 edition, which he never really published in a book but he gave as handouts in his seminars. Earlier on, it was "Create a constancy of purpose," but he says now, "Publish it." And it should be a proper statement, right? And he also said not just for the company, but for other organization. Now, he perhaps was envisioning or he already saw what is happening in the world today, that it's not one company against another, it's a family of companies against another family of companies, if I may say so. And these companies are globally dispersed, so there has to be something that binds them together, and that's the constancy of purpose. And purpose is why we exist, right?   0:10:13.4 Andrew Stotz: And I want to ask about this.   0:10:15.3 Balaji Reddie: Right.   0:10:16.2 Andrew Stotz: Professor, can I ask you about this?   0:10:18.4 Balaji Reddie: Sure. Right.   0:10:21.0 Andrew Stotz: Because if we go to Out of the Crisis, he has his section, and this for me is on page 24, but I don't know what edition I... Maybe I have an old edition, but it's the chapter "Principles for Transformation." He's gonna talk about the 14 Points, and I want to talk about the first point. And the first point is "Create constancy of purpose for improvement of product and service."   0:10:45.8 Balaji Reddie: Yeah. This is the old edition, 24.   0:10:48.6 Andrew Stotz: And the question that I have is that was he saying... Because now you've said in The New Economics he says constancy of purpose. He just states constancy of purpose. He doesn't say "for improvement of product and service." So my question to you is, is he saying that the constancy of purpose should be about improvement of product and service, or is he saying your constancy of purpose could be any purpose, but you just need a long-term purpose?   0:11:22.8 Balaji Reddie: Yeah. And he says that anything that help people to live better and have a market. That's on page 25. So whatever you do, your purpose should be to make life better, right?   0:11:40.2 Andrew Stotz: Right.   0:11:40.7 Balaji Reddie: And the product is just the manifestation of that. It's the outcome, correct? For example, if you talk about Walt Disney and his statement of purpose, he made a very telling statement, right? And how he came to write that down as a very fascinating tale. But he said, "I'll do anything to make a child smile. I'll do anything to make a child smile." So all that you see was aimed at the child, right? Whether it was the merchandise, whether it was the animated films, whether it was the actual non-animated films, if I may say so. And then, of course, coming out with Disneyland and then Disney World. So whatever he did was for the child. And then after he passed away, they lost that. I think they wanted to just sustain what they had attained, but there was nothing new coming out of Disney. And slowly people started encroaching on their turf, so to say. You had someone like a Steven Spielberg who made ET, and that really pulled the rug under their feet. And before they knew it, there was Goonies and Gremlins, and they were really crumbling. And they thought, "Let's join hands with the devil," and so they hired him to make a film. And that did very badly.   0:13:01.9 Balaji Reddie: We also know that Hook, which was supposed to be on Peter Pan, et cetera. And then they were in a crisis and said, "What do we do now?" And most of the top people were just washing their hands of everything. They were the employees who were left, many of them who had worked with Disney, and they said, Sony was very keen to buy them out. And they said, "We need to keep them out, and how do we do that? The only way we can do that is to make a comeback and let's make another film. And we've not been doing anything original, so let's go back to the drawing board." But they said, "We need something to guide us." And that's when they discovered what Walt Disney had written, "I'll do anything to make a child smile." And they said, "What a shame. We forgot the child. We hired the best, but we didn't do anything for the child." And they added one more sentence there. "Anything to make a child smile, and there's a child in every adult." That's how they created Honey, I Shrunk the Kids. Unique idea.   0:14:03.0 Andrew Stotz: Right.   0:14:03.9 Balaji Reddie: You can see it's a statement of purpose that brought them back.   0:14:07.6 Andrew Stotz: Okay. That helps me to understand that what he's talking about, according to what you're saying, is come up with your purpose.   0:14:14.4 Balaji Reddie: That's right.   0:14:15.3 Andrew Stotz: Okay.   0:14:15.6 Balaji Reddie: And he of course also added the word "aim" later on, which is that direction, because he says there, "Where do we wish to be? And then by what method?" So you should know whatever you do should go in the right direction. So that's the first faulty practice, and also giving us a theory of what we need to do. So go back and try to rediscover your purpose if you don't have it, or maybe just come out with something and see what really ignites you, what really drives you forward. And he's given some bullet points here. No number of successes in the short-term problems will ensure long-term. Short-term solutions have long-term effects. So that's that statement where he said cause and effect are not closely related in time and space. Of course, management must work on short-term problems as they turn up, but it's fatal to work exclusively on short-term problems. So he tells us that there has to be some place where you need to stop and start focusing on the big picture. So that's the very first faulty practice. Now the next one is a real, real bucket of water on your face. "Present practice, ranking people, salesmen, divisions. Reward at the top, punishment at the bottom. The so-called merit system." At the top and bottom. It's an artificial creation because no matter what scale of measurement you use, there will be an average measure and there will be 50% above the average and 50% below the average. That's exactly what the word average means. So making these stupid claims that this is an above-average person or a below-average person does not really mean anything.   0:16:07.8 Andrew Stotz: Because what you're really doing is rewarding or punishing common cause variation?   0:16:14.9 Balaji Reddie: Well, that's one. But when you're artificially creating something which doesn't even exist, right? You're saying top half, bottom half. In fact, that funny statement where there's a headlines in England, this happened in England, which said studies have shown, and they spent half a million pounds on carrying out the study, that 50% of the children in England are below average nutrition level. You don't need to spend half a million pounds to figure that one out. That's the law of averages. And using that to judge people is crazy on some arbitrary scale that you've invented. And he goes on to...   0:17:06.7 Andrew Stotz: So the first question I asked was, is this just a frivolous or tampering with common cause variation? Or the other question that... Or is this part of psychology and the idea of demoralizing people through this type of behavior? Where does that fall in from the System of Profound Knowledge, let's say? Is it variation, psychology, or is it both?   0:17:34.5 Balaji Reddie: It's a bit of both.   0:17:36.4 Andrew Stotz: Yeah.   0:17:36.6 Balaji Reddie: Because if you talk about understanding psychology, what he meant, I think I used the word empathy, that we need to be empathetic. When you're talking about employees, what do you mean by empathy there? Well, we need to understand their learning processes. Each one of us has a learning process, but we have a different kind of a learning process. And then when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That's joy in work. He says that when you... And that takes time. And the ranking system or the merit rating system is an excuse for not having understood or making an effort to understand your employee. You're becoming lazy. You put the onus on them when actually the onus is on you. You have to find out what makes that person tick, if I may use the word resonates. What resonates with that person, right? And then put that person in the right job. He's been saying this from the beginning. It's fascinating that he said this in Japan when he was teaching the control charting there.   0:18:42.3 Balaji Reddie: He said if you draw the control chart for performance of a worker and then it's all within limits for a long period of time, despite all the training and all the lessons that he or she has been given, then he said, "I think it's time to move that person out from that job and give them some other job." Because they've reached statistical control. Any amount of effort put in will not result in a better output. You're gonna get the same thing. And if you want something else, then you need to shift them or maybe give them some better job, whatever it is. So he always had this, that we need to use these in tandem. And in any case, it's a System of Profound Knowledge, so all the four sciences work together, right? And if you want to ask me, when a person understands their purpose, I'm extending the statement of purpose here to the person, when a person understands why they're doing something, they always do the job better. So that statement of purpose needs to come in here too. Instead of ranking them, sit down with them and have a heart-to-heart with each one of them. This is back again to the 17 principles we discussed last time, that you have to spend some time with them.   0:19:57.9 Andrew Stotz: Okay.   0:19:58.3 Balaji Reddie: And understand what makes them tick. So he says "the better practice is to abolish the merit system and manage the company as a system. The function of every component, every division under good management contributes towards optimization of the system. That is, it's not compromise, it's optimize." We don't say either-or, it's and. And he says "differences there will always be, but the question is, what do the differences mean?" So that's where you can use control charting to figure that one out. And I told you how I did this in my company and I got the HR lady to finally say, "I think we need to remove performance appraisal." Performance management, yes, of course you need to have a system in place because I need to know where I am. Even when we later on come to the 14 Points, one of his most, according to me, most misunderstood points is point number three, cease dependence on inspection. But that doesn't mean you stop inspecting.   0:21:02.8 Balaji Reddie: And we will read that when we come to that as to what he meant. So you need to know what is happening, definitely. For that reason, you do need to have some system in place, but you cannot judge a person based on that. And so he says here that "ranking is a farce. Apparent performance is actually attributable mostly to the system." And a simple equation, that's my favorite, that's what we discussed last night too, Tim Higgins, when he said x + (x * y) = 8. And you've gotta solve this equation when you don't even know both. Both are unknowns. Then how can you figure out what is x and what is y? So the other factor, the Pygmalion effect, right? I think for those who are not conversant with the Pygmalion effect, the play by George Bernard Shaw, Pygmalion, which was made into the movie My Fair Lady, where he picks up a lady from the streets who was a flower seller, a flower lady, a flower girl. And he accepts the challenge of teaching her how to speak good English rather than what they call as Cockney English. And then it's like an experiment and a challenge and he starts teaching her. And then to test himself, he takes her to a party. And there she has one drink too many and she gets a little bit tipsy and then goes back to her old way of speaking, which really shocks the guests in the party.   0:22:41.5 Balaji Reddie: And he's very upset when they come back home and he said, "You'll always be a flower girl." And then she makes a statement, "Treat me like a flower girl, I'll behave like a flower girl. Treat me like a lady, I'll behave like a lady." And that's the Pygmalion effect. You start treating people that they're failures and then they have to live up to that reputation, right? So they continue being failures. You treat them well, so the Pygmalion effect comes into play. And of course, he talks about his red beads. That's an excellent experiment in bringing out many of his principles. Though he did not design it originally for this, that came much later. In fact, in Japan when he carried out the red bead experiment, it was purely for sampling. He invented that experiment for sampling. And he said that he broke down barriers and made things so simple for people. I think the lessons of management came much later at Hewlett-Packard where while he was explaining sampling and then when he went to what he was trying to teach them about management, someone jumped up, I forget the name of the person, who said, "But this is... So this is what you're trying to teach us with that sampling experiment." And then he suddenly realized he could use this. And of course, the so-called, and then raises in pay, et cetera. Yeah, whom to raise? Everybody within the system, blah, blah, blah.   0:24:13.4 Balaji Reddie: So I think last time I explained this about the roles, responsibilities and objectives, right? I borrowed this idea from another company in India where I saw this happen. When we removed the performance appraisal system, we came out with something which was quite different. We used to sit down with the people and explain to them what we intend to do as a company for the next four or five years and what their role is and what we expect them to... How do we expect them to contribute? But then came the next question. We turned around to them, "What do you expect from us as a company to help you grow in this direction or anything else?" And so they would give us certain expectations. And so we negotiated, came down and wrote things down. And then came the best part. We said we're gonna meet not once a year, but every month and as often as possible to discuss. That's why I loved it when the Deming Institute came out and were doing it, I'm sure they're doing it even now, in the two and a half day, from "me" to "we". So when we met every month, we used to ask the question, "How are we doing?" Not "What have you done?" "How are we doing?"   0:25:33.0 Balaji Reddie: And so when I heard that, I wanted to tell Bill Bellows I've been doing this since 2004. And when I heard the "me" to "we" thing, which was around 2017, '18, I think I saw that happen and I was, "Wow. All right." So thinking on the same lines. So the faulty practice, all right, when he talks about this, the second one and what needs to be done. Yeah, he gives some other advice also that if you're faced with problems, cut the dividend, cut it out. And that's, of course, when you're having hardships in the company. So he's given us a set of steps there too. And he says finally, if necessary, cut pay, but nobody loses a job. So, of course, those are extreme cases that we need to do, but he gives us advice what needs to be done. Now, the third faulty practice is incentive pay, pay based on performance. And I think that this has a lot to do with the arbitrary numerical targets that are set, right? And then, "If you do this, I'll give you that." So he says that the performance of an individual cannot be measured except maybe on a long term.   0:27:04.7 Balaji Reddie: He said reward for a good performance may be the same as reward to the weatherman for a pleasant day. He's got no control over it. And he says, "Abolish this incentive pay and pay based on performance. Give everyone a chance to take pride." I think you were talking about this last week too when we said about these arbitrary targets that lead to all of this, where somebody made a statement to me that, "The targets were a distraction to me from what my actual job was. My job is this. The target is just distracting me from my job." So very often people feel that way, right? And pay for performance, "I'm supposed to do this," right? And he gives an example. The top salesman may be a heavy loss to the company by overselling, selling to a customer a bigger copying machine than he, the customer, needs, right? And selling a bigger or fancy insurance policy than the customer can handle, promising immediate delivery, promising unauthorized discounts, et cetera, et cetera, right? It's the same thing, when one of my students was doing this, his internship project, he found that there was excessive inventories that were stocked up at an automotive company, at the authorized service stations and the sellers, and they had excessive stocks of components and that's why the sales had dipped over a period of time.   0:28:42.3 Balaji Reddie: Why were they holding so much of stock? Because the previous purchasing guy, or rather sorry, the marketing guy, forced these guys to buy extra, saying that, "I'll give you a discount," and things like that. And so they overstocked themselves to a point where they did not need anything because he had to meet a target. So he pushed it down their throat without really understanding what repercussions this would have. All right? And the problem with that pay for performance, it sounds good. Get what you pay for, pay what you get for. But the funny thing is you'll get only that much. Another case which I can tell you is how this student of mine was... His job during the internship was to collect receivables from the shops that were buying stuff. This was in the appliances, home appliances industry. And after they trained him to do that, how to call up the retail outlets and outstanding statements and then go collect the money, and his target was 500,000 rupees a day. 500,000 rupees a day collection. Now, one day he collected 2 million. My question is, do you think he reported it? Well, he did. And for the next four days he did nothing.   0:30:22.6 Balaji Reddie: Now, there's also a reason why he didn't report it. Because when you don't have Profound Knowledge, if he reported that he collected 2 million, immediately the manager would have said, "From tomorrow, your target is 2.1 million." Now, this is what happens when you don't understand variation. If you drew a control chart and you said that, "Okay, the average is so much, so I'm telling him to collect 500,000," and he's collected 2 million, he's done something special. As a manager, I'd call him and ask him, "Could you please tell me what exactly you did? Because you've not done what I taught you, otherwise you wouldn't have gone to this extent." Sometimes you don't know why you've been successful. The theory comes from the outside, right? So a manager with Profound Knowledge would sit down and have a talk and say, "Okay, you did this right. Now try doing this again." And he goes the next day and collects 2 million again, and then the next day and 2 million again. And then he comes and says, "Okay, boss, I'm ready for a new target. Raise the bar." Now what have you done? You've improved the system.   0:31:24.9 Andrew Stotz: We have new knowledge.   0:31:26.3 Balaji Reddie: We have new knowledge. And that's why, answering the same question what you asked me, it is a bit of both. So you need to understand that it's beyond... And we need to help the people understand why they've been successful. So better practice, here you go, is "abolish incentive pay, give everyone a chance to take pride." So when they start realizing, like this child, this student of mine, why he hit 2 million rupees that day, it would have been great. Instead, he just kept quiet. So see, you've lost an opportunity to really learn, to find a leverage point in a process which can take the process to another level. The next one he talks about is failure to manage the organization as a system. Instead, components are individual profit centers, everybody loses, right? And I think we have these separate business units, and he says here that they don't optimize for the aim of the whole organization. I think this is again, if you look at his Points number 9, 10, and 11, he very clearly mentions these because one thing leads to another, right? Break down the company into silos, each one focuses on what they're doing, and there's no communication, and they don't know their understanding the relationship of their work with the work of others.   0:32:54.9 Balaji Reddie: They don't even talk to each other. And he says here that "enlarge the boundaries of the system," but that comes when you understand your companies much better. And the system must include the future. Definitely, you start with theory. If this is what's happening in the world right now, this is how the world is going to change. Now he says, encourage communication. Now this part, a lot to do with Point number eight, drive out fear, where he says make physical arrangements for informal dialogue between the various components of the company regardless of level of position. That's a very telling statement. Encourage continual learning and advancement. Some companies have formed groups for comradeship in athletics, et cetera, all right, which provided facilitation for study groups. The company can well afford to underwrite the cost of social gatherings in outside locations. I can give you my personal example here. One of my college friends, and this was the time in the '90s when she came to America to do her Master's and then eventually started working in Ford, right? She did her Masters in applied electronics and she joined there as a design engineer. And that time, the world was a different place, and we Indians from India, we tend to be very, very conservative about a lot of things. We don't want to step on people's toes. So when someone says something, we, instead of opposing it, we keep our mouth shut.   0:34:32.6 Balaji Reddie: And so in meetings when they used to discuss and somebody brought up something and she said, "No, I think there's a problem," and they said, "What's the problem?" and she decided not to say anything, but eventually it turned out that she was right. And so the team members had a grouse against her that she doesn't share and she doesn't talk, she doesn't open up. Now what had happened was the HR lady in Ford, when she'd given her resume, when she asked about her hobbies and activities, one of the things she wrote there was dancing. Now she was learning a form of classical dancing here in India and obviously she could not continue pursue that in the United States at that time. So when that lady read dancing, she said, "You know, Ford sponsors ballroom dancing classes. So would you like to go for that?" So she said, "Oh wait, I learned a classical dance form in India. This has nothing to do with this." So she said, "Well, dancing is dancing. Why don't you just go? And we're paying for it, so why don't you go for it?" So she said, "I just enrolled in that class." Now, the first day when she went for the class, I don't know if you've seen the movie Shall We Dance, Andrew, but Richard Gere and Jennifer Lopez, and if you remember the first day, they tell you to hold your partner's hands and you're blindfolded and you follow your partner. It's about trusting the person in front, right? So she said when she went through that and she had to hold a stranger's hands, the whole barrier was broken.   0:36:08.2 Balaji Reddie: And she said, "I don't know, I had a different kind of a feeling when I came back to work." And she started trusting a lot more and it had an impact. Now, who would have dreamt that a ballroom dancing class could have changed my friend like this? That's Point number 13. You just have a theory that this will make that person a better person. You don't really do things to get a return on investment, but it works. So I think this is a beautiful paragraph by Deming where he says that there are ways and means of doing it and give it a shot. You have nothing to lose, right? Now he comes to the next one. Now this one, I think a lot has been spoken about this, MBO. But very clearly, he says "MBO as practiced." He does not blame Peter Drucker at all. In fact, he says Peter Drucker was clear that the objectives are interdependent and they're not mutually exclusive. He says, "Unfortunately, efforts of the various components do not add up. There is interdependence. Thus, the purchasing people may accomplish saving of 10% over the last year and in doing so raise the costs of manufacture and impair quality.   0:37:31.3 Balaji Reddie: They may take advantage of high-volume discount and thus build up inventory, which will hamper flexibility and responsiveness to meet unforeseen changes in the business." Peter Drucker was clear on this point. It's unfortunate that many people do not bother to read his work. In fact, let me just make a note that it was even Juran who said this, that having these kind of disjointed objectives can lead to a lot of problems. He said, of course, you can't be devoid. And that's why I think Deming has been very clear in chapter one of The New Economics where he says there are some things called as facts, right? Facts of life. So giving an arbitrary target is not a fact of life. He says here how he needs to improve that. So setting numerical goals, arbitrary numerical goals, I would say, right? Work on a method for improvement of a process. By what method? I think even Brian Joiner says that when you set this arbitrary goal. And now he goes on to explain that even further where setting a goal beyond the means of the process, they either distort the systems, distort the data, or distort both. Then management by results.   0:38:56.7 Balaji Reddie: Okay. Take immediate action on any fault, defect, complaint, action on the last data point. I think this again brings to the fore the understanding of variation where you need to look and ask questions and where you say, "Okay, I know this normally happens." So understand and improve the processes that produce that. Understand the distinction between common causes and special causes and understand the kind of action to take. So common causes, most of the time you need management to take action. There's a change in system. Yeah, there are some times when it is when a person close to the process can take that decision. Likewise, a special cause can be taken care of by the person closest to the process, but sometimes you need management action too. So that will always be the case, but it's rare, right? And so he talks about Sears, Roebuck, et cetera, and working on improvement of the process. The other one was buying materials and services at the lowest bid, right? Which he goes back to his Point number four, where he says here that it does not take brains to work with the cheapest. It takes brains to choose the best. Right?   0:40:23.4 Balaji Reddie: And estimating the total cost of materials and services, purchase price. Don't go by purchase price alone. And if I know right, Andrew, this was a point he was working on till the end of his life. You see the lady who was actually looking into the publication, the second edition of The New Economics, Elizabeth DiLorenzo. I was in touch with her because in my early days of my introduction to the Deming world, because I was quoting a lot from Out of the Crisis and The New Economics, and she was working for MIT Center for Advanced Engineering Study that used to originally publish his books. And she told me a very funny tale of how she was expecting her twins and at the same time she had to release this book. So the joke at MIT was, "What's gonna come out first, the twins or the book?" And since Deming was no more, she had to release that very quickly. So March '94 is when she released the book, and she said her twins were born some weeks later. So they are as old as this book. Now, she was telling me that till the end, the one aspect of what he was working on was, if you see the notes in the appendix and purchase of supplies and service. So continuing purchase of supplies and services, World 1, World 2, World 3 and World 4. He made this so clear. I think nobody has made it clearer. Okay, World 3, sorry, there's no World 4. So he talks about this and he talks about how practical you need to be about this, right?   0:42:18.7 Andrew Stotz: Yeah, and I underlined something in there from a long time ago that said, "Sudden jump to a single supplier is inadvisable."   0:42:28.8 Balaji Reddie: Right. He says there's a method of doing that.   0:42:32.5 Andrew Stotz: Yep.   0:42:33.2 Balaji Reddie: And I teach that method, by the way, where you start with the product, then go on to the process, and then go on to the system. And that takes time. You just can't get up one fine morning and say, "You're my sole supplier." It doesn't happen that way. It takes a lot of effort and a lot of doing, right? The next faulty practice is delegate quality to someone else or some group. And this is, I remember my interaction with Dr. Juran on this, right? I had just received my certificate for ISO 9000, I became a lead assessor, and I quite liked the new standard that had come out at that time in the year 2000 because it had a lot of Deming flavor to it. Plan-Do-Study-Act had come in and things like that. I was quite happy, the definitions and this. I said, "It's better than what it was." It's not, they had a long way to go, no doubt about it, but I said at least they've broken away from the defense mode where they copied the whole document from, right? And when he asked me the question that, "What's the status of quality in India?" and I said, "Well, earlier on it was a lot of standards-oriented and ISO 9000 played a huge role in that," and he just raised his hand as to tell me to stop and he said, "I am very disappointed with the ISO." And then he made this statement, "The ISO 9000 is a standard for mediocrity splendidly marketed by the ISO." And I just stared at him. I said, "What?" because I had just received my certificate, so obviously I was very touchy about it. And I said, "Dr. Juran, a little harsh." He said, "I've just begun."   0:44:26.4 Andrew Stotz: Yeah. And the problem is, is there's a lot of money to be made from it and it's an ingrained system.   0:44:30.5 Balaji Reddie: Yeah. So I just asked him, why would you say that? They made a lot of changes. He said, "Yes, but two things are missing." And one of them, he said, is something about leadership. Go back and read it. And then I went and read the standard again, and I realized what he was trying to say here. There was a lot of work that they were delegating to a person called the management representative, and he says, "Sorry, you can't delegate this to someone else. It begins at the top." Ed Deming also said that. He said, "It begins at the top. Only they can do this."   0:45:10.5 Andrew Stotz: I have a little story on that.   0:45:13.5 Balaji Reddie: Sure, sure, sure.   0:45:14.8 Andrew Stotz: In my coffee business, maybe 15 or 20 years ago, we got a big, big customer, and overall, they were a very good customer. But they picked us over all of our competitors. And then they told us, "Okay, in a month we're gonna come and inspect your factory, and if you get below 80%, then you're not gonna be our supplier." And so we said, "Well, I study with Deming, and I know quality, and we've never had a problem with quality ever." And my business partner, Dale, is very focused on the principles of quality. So they came, we were quite proud, and then by the end of the day, they had 600 questions they went through. And by the end of the day, we were like, "Yeah, what's our score?" And they said, "65. You're fired." They said, "You have 10 weeks or five weeks to fix these top 10 things." And then at that moment, we had a revelation, which is, oh, to them, paper is quality. And what I've always said, what I learned from that, was that it wasn't a big deal. We did the paperwork that they asked for, and then we got the job. And they were a customer for 16 years and a very good customer. But what we learned, one of the things I say, is that we had the heart of quality. They asked us for the paperwork that they thought represented quality. That's not such a big deal. But could you imagine having been trained that paperwork is quality, and then you have to try to develop the heart of quality? Very difficult.   0:47:01.9 Balaji Reddie: Very difficult. And now I come to this picture that he's drawn on page 37 of The New Economics, the old edition. I think the new one, let me just see what that is. Okay, that's on page 27. So he says here that unique processes that produce figures, all these principles have been applied to just 3%. Now, I have my own version of this particular picture that he's put here. Imagine an X and a Y axis, all right? And on the X axis, you can put down measures that are known. Close to the origin, you can write "known", and then as it goes away from that, "unknown", right? And then you have on the Y axis "measurable", and as you go up, "unmeasurable". So because he said that most of the things are unknown and unknowable, and among the known, you have only some fraction of those which are measurable. So the 3% deal with those factors or those parameters which are known and measurable. There are many parameters, he says 97%, which are unknown and unmeasurable, but you still need to manage them.   0:48:26.5 Balaji Reddie: And that's where he gives us a lot of advice that comes after this. Okay, when after this diagram, beautiful paragraphs in his book. "Beware of common sense," he says. And of course, he gives the example of Gallery Furniture, salary instead of commissions. Also goals, aims, hopes, facts of life, futility of a numerical goal. And a picture may help, where he talks about the goal being beyond the capability of a system. And will the goal be achieved? And he says redefinition of terms and distortion, et cetera. Gives a lot of examples there. And then he goes on to give even more examples. Okay, if you say merit pay, et cetera. Need to manage by results, wrong. And the last bit, the note where he says America 2000 was originally put together in December 1989 at the educational summit between the President and the governors of the 50 states. These goals were published in February 1990 by the White House, later incorporated into America 2000. This job may be an example of an enlargement of a committee. We shall learn in chapter four, he says, that the enlargement of a committee is not a way to acquire profound knowledge. How could they know?   0:49:57.7 Andrew Stotz: Yeah, and so what's happened to education since then in America?   0:50:00.6 Balaji Reddie: Oh, no comments. And we in India are almost going the same way. Of course, in some cases they've gone back to the roots saying that, no, we need to get back to our original way of educating people, right? We had this thing of exposing a child to all the different kinds of subjects, right? Like you have history, geography, languages, mathematics, science, just about everything. But the idea was to very quickly identify which child is resonating with what, because we need these different kind of people to work together. Some people are good at memorizing, some people are good at analyzing, some people are good at imagination. And so you throw all this out and then you cast the net and then you say the job of the teacher is to identify, okay, you're good at this, you're good at this. The problem is when you start saying if you're good at this, you are intelligent, and if you're not good at this, you're not. There are different kinds of intelligence. I would say the problem is more with the teachers and not with the system.   0:51:16.5 Andrew Stotz: We should wrap up at this point.   0:51:18.9 Balaji Reddie: Absolutely.   0:51:19.6 Andrew Stotz: How would you summarize what you want people to take away from this discussion?   0:51:24.0 Balaji Reddie: Sure. Go back and read chapter two in The New Economics. Dr. Deming has very clearly shown us why we need to do what we need to do. You're gonna be seeing things differently. As he used to say towards the end of his life, "I'm not here to teach you anything new. I'm here to make you see things that you normally would not see." And now he's just shown us what we thought was normal in the working of a company is actually detrimental to the running of a company over the long term. So my advice is go back, read this. You could watch some of the videos of the Deming Institute, especially on the 14 Points. We will be covering the 14 points later, but I would say that this is a real elaboration of his Diseases and he's given us what needs to be done. Not just pointing out what was wrong, but he tells us what needs to be done. That's why the heavy losses form an integral part of the preamble to actually what is the next step that you're taking your foot off the brake, so to say, trying to identify things that are pulling your company back.   0:52:37.8 Andrew Stotz: Well, Balaji, I want to thank you for this discussion. And recently I have been reading chapter two and I saw a lot of new stuff. It's funny how you just keep rereading. And then today you've just made me realize I gotta go back and read that chapter two because he does really the way he did the tables. I kind of forgot all about that. When I went back to it about three or four weeks ago, I was like, oh, this is really great. I kind of forgot about it. And now as you go through it, it's the tables was what I was focused on, but now I'm also seeing the text in between that you're highlighting that's valuable. So for everyone out there, grab your book, go to New Economics, go to chapter two. It's just gold. It's gold.   0:53:30.7 Balaji Reddie: It's gold.   0:53:31.0 Andrew Stotz: So, and for listeners out there, remember to go to deming.org and jump into DemingNEXT to continue your journey.   0:53:37.7 Balaji Reddie: Absolutely. Absolutely.   0:53:39.9 Andrew Stotz: Yep. And this is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "People are entitled to joy in work."   0:53:52.2 Balaji Reddie: Absolutely.

Play audio-only episode | Play on YouTube | Play on Spotify Episode Summary Preparing for the PMP exam means developing the ability to make sound decisions under pressure, not simply recalling definitions from a textbook. In this lesson, drawn directly from the PM PrepCast PMP exam prep course and PrepCast PMP Exam Simulator, Cornelius Fichtner walks through all six project management principles from the PMBOK Guide 8th Edition and shows exactly how to recognize and apply them when facing the kind of ambiguous, scenario-based questions that appear on the actual exam. Each principle gets its own sample question from the PrepCast PMP Exam Simulator, a step-by-step walkthrough of why the wrong answers are wrong, and a second practice question so listeners can immediately test what they have learned. The episode covers all six principles in sequence: Adopt a Holistic View, Focus on Value, Embed Quality into Processes and Deliverables, Be an Accountable Leader, Integrate Sustainability Within All Project Areas, and Build an Empowered Culture. Each principle is taught not as a concept to memorize but as a mindset to recognize and apply, because the exam consistently rewards situational judgment over terminology.

This episode has Chris and Jason talking about a recent trip to Moonrocks in the Nevada desert and their off-road club's annual trip to the Bear Valley area off of hwy 4 for the annual Adopt-a-Trail work party. Enjoy!Super Producer Lorenzo Check out our sponsor!  We are very excited to be partnered up with the one and only Rubitracks!  Check out Rubitracks website in the link below and be sure to tell them you heard about them on Wheeling Wine and Whiskey Podcast! Rubitracks Don't forget to give us a review on Apple Podcasts. You'll need to have an Apple account to post, but once you do, slide into our DM's @wheelingwineandwhiskey on Instagram and we'll send you a sticker so you can show you are a fan of one of the finest off-roading podcasts that exist. You can call us and leave a voicemail. I'm not sure what happened with the section of the show notes with the number to call, but here it is: (408) 800-5169. Lorenzo would love to hear from you and we'll play it on the show. How fun is that?!? Grill Parts Replacement CalStar Air Ambulance Cal4Wheel Register at Irate4x4 Join the WWW Barrel Society at Irate4x4 Irate 4×4 Website Dirtbag Clothing Old Elk Bourbon California Campfire Permit If you enjoy the Wheeling Wine and Whiskey off road 4×4 podcast, then check out these other awesome off-roading podcasts too! SnailTrail4x4 Podcast Owned, Produced and Copyrighted by Wheeling Wine and Whiskey Podcast, LLC. Professionally Edited by Chris Mains using Adobe Audition Have a podcast but are tired of editing it? Contact Chris Mains (chris@wheelingwineandwhiskey.com) for reasonably priced post production editing and consulting. Music provided by Vial 8

Could you see this Facebook scam coming? I have a medieval dating issue... My Mom's therapist made her realize life is more than being a caretaker...  MOM-TENT Become a Certified Fan! Help support the podcast and get our Thursday show, More Mama's Boy! OR upgrade your support here!  Adopt An Episode! Want to show us a little extra love? Adopt an Episode and get a personal shoutout in an upcoming show! This episode was adopted by the amazing Claudia G. of San Diego  Thank you!! A special thank you to our Boy-lievers for your extra support of our show: Tabatha W, Candy Z, Marci H, Eileen F, Rachelrose S, Donald S, Queen Pam, Erin D, Alexandra T, Deb S, Julie B, Carly C, Karissa R, Sue W, Lucino C, Lisa H, Kayla S, Karen W, Tina U, Lety S, Julia M, Michele K, Angela P, Meghan D and Abby L! Listen to my other podcast, “Kramer and Jess Uncensored”! Learn more about your ad choices. Visit megaphone.fm/adchoices

A 40-year-old goalkeeper from Cape Verde walked onto the world's biggest stage against one of the heaviest favorites in soccer and played the game of his life. I use that moment to dig into something that applies to every single one of us: what are you doing when nobody is watching? The work you put in when there is no applause, no audience, and no guarantee is exactly what shows up when the spotlight finally finds you. This episode is a gut-check on integrity, preparation, and what it really means to be ready for your moment. Key Takeaways There is no such thing as 'the dark.' There are only situations where the light has not found them yet. Cutting corners does not just deceive others. It trains your own mind to see yourself as someone who does not give everything. The odds can never measure how much heart you have or what you are willing to do on any given day. Treating every single day like game day is what separates greatness from occasional performance. When the spotlight hits, it either magnifies your preparation or exposes your shortcuts. There is no middle ground. Action Steps Identify one area this week where you have been cutting corners and recommit to doing it with full integrity even when no one is watching. Adopt a game-day standard for your daily routine. Ask yourself before every key task: would I do this the same way if the world was watching? Stop letting outside odds or comparisons dictate your effort. Write down the one opportunity in front of you and list three specific actions you can take today to be ready when your moment arrives. Notable Quote What's done in the dark comes to light. That does not have to be a threat. For the person who puts in the work, it is a promise.

Before you listen...how do you think the Hyrox race went? See the thing about being shady is... Become a Certified Fan! Help support the podcast and get our Thursday show, More Mama's Boy! OR upgrade your support here!  Adopt An Episode! Want to show us a little extra love? Adopt an Episode and get a personal shoutout in an upcoming show! This episode was adopted by the amazing Angela P. of New  Thank you!! A special thank you to our Boy-lievers for your extra support of our show: Tabatha W, Candy Z, Marci H, Eileen F, Rachelrose S, Donald S, Queen Pam, Erin D, Alexandra T, Deb S, Julie B, Carly C, Karissa R, Sue W, Lucino C, Lisa H, Kayla S, Karen W, Tina U, Lety S, Julia M, Michele K, Angela P, Meghan D and Abby L! Listen to my other podcast, “Kramer and Jess Uncensored”! Learn more about your ad choices. Visit megaphone.fm/adchoices

Preview for Later Today: Liz Peek reports from the Reagan Economic Forum on the transformative power of AI. She observes that companies embracing AI see their revenues double, whereas those failing to adopt the technology are falling behind.1891