Podcasts about Amt

Streit um Neubesetzungen im Bundesverfassungsgericht. Juristin Frauke Brosius-Gersdorf entlarvt in einem einzigen Satz, warum sie nicht geeignet ist, unsere Verfassung zu schützen. Doch eigentlich geht es bei dem Thema um viel mehr als nur ein öffentliches Amt…

China stört offenbar ein deutsches Aufklärungsflugzeug mit einem Laser. Das Verwaltungsgericht Berlin verpflichtet die Bundesregierung zur Visa-Erteilung an eine afghanische Familie. Und Experten sehen geringe Chancen für eine neue Partei von Elon Musks. Die Artikel zum Nachlesen: Botschafter einbestellt: Auswärtiges Amt spricht von chinesischem Laserangriff auf deutsches Flugzeug Verwaltungsgericht Berlin: Bundesregierung muss Afghanen Visa erteilen Fehde zwischen Trump und Musk: Aus Leidenschaft wird Hass+++ Alle Infos zu unseren Werbepartnern finden Sie hier. Die SPIEGEL-Gruppe ist nicht für den Inhalt dieser Seite verantwortlich. +++ Den SPIEGEL-WhatsApp-Kanal finden Sie hier. Alle SPIEGEL Podcasts finden Sie hier. Mehr Hintergründe zum Thema erhalten Sie mit SPIEGEL+. Entdecken Sie die digitale Welt des SPIEGEL, unter spiegel.de/abonnieren finden Sie das passende Angebot. Informationen zu unserer Datenschutzerklärung.

Finanzminister Klingbeil stellt Haushalt für laufendes Jahr vor, Befragung im Bundestag von Sonderermittlerin Sudhof zur Maskenaffäre um Ex-Gesundheitsminister Spahn, Nach Urteil von Verwaltungsgericht Berlin: Bundesregierung muss afghanischer Familie Visa erteilen, Internationaler Strafgerichtshof in Den Haag erlässt Haftbefehle gegen Taliban-Anführer wegen Entrechtung von Frauen, Unsicherheit bei deutscher Wirtschaft trotz Aufschub angekündigter Zölle durch US-Präsident Trump, Auswärtiges Amt bestellt chinesischen Botschafter wegen militärischem Zwischenfall im Roten Meer ein, Waldbrände in Südfrankreich bei Hafenstadt Marseille, Fußball-EM: Deutsche Frauen besiegen Dänemark im zweiten Gruppenspiel, Das Wetter

Are you a business owner approaching retirement or just starting to think about a future sale? In this episode of Retirement Planning Simplified, Joe sits down with Matt Holmes, partner at Homes Riseleys CPA, to uncover the biggest mistakes business owners make when it comes to succession planning and selling their business and how to avoid them. He explains new tax rules for 2024 and how they can affect business sales, including updates to the capital gains exemption, AMT, and anti-avoidance legislation.  Matt brings decades of tax and structuring experience to this conversation covering everything from tax-saving strategies to real-life horror stories of owners who waited too long to plan.  Here's what you're in for: 00:00 Common Mistakes in Business Value Creation 04:26 Importance of Planning for Unexpected Sales 07:28 Successful Business Transitions 11:07 Structuring and Tax Advisory for Business Owners 20:34 Nuances of Selling to Family vs. Third Parties 25:30 New Rules and Legislation for 2024 32:48 Conclusion   ABOUT MATT HOLMES Matt Holmes is a seasoned tax advisor with over 25 years of experience helping small to medium-sized business owners achieve their goals through tailored business, tax, and accounting strategies. A Chartered Accountant and graduate of Ryerson University, Matt specializes in corporate reorganizations, estate planning, and succession strategies for owner-managed businesses across industries like healthcare, real estate, and tech. His expertise lies in tax minimization and wealth maximization, particularly during business transitions, sales, and generational transfers. You can reach out to Matt through: LinkedIn:https://www.linkedin.com/in/matt-holmes-15294b14 Website: https://www.holmescpa.ca (Company)   ABOUT JOE  CURRY Joe Curry is the host of Business and Exit Planning Simplified and the owner and lead financial planner at Matthews + Associates in Peterborough, Ontario. A Certified Financial Planner and Certified Exit Planning Advisor, Joe is passionate about helping business owners maximize value, plan successful exits, and find purpose beyond their business. His mission is to ensure clients retire with confidence—financially secure and personally fulfilled. You can reach out to Joe through: LinkedIn: https://www.linkedin.com/in/curryjoe Website: https://www.retirementplanningsimplified.ca/   https://www.facebook.com/RetirementPlanningSimplified/                https://matthewsandassociates.ca/    ABOUT BUSINESS AND EXIT PLANNING SIMPLIFIED The Business and Exit Planning Simplified podcast offers clear, actionable guidance to help business owners maximize value, plan successful exits, and achieve financial freedom. Hosted by Joe Curry, a Certified Financial Planner and Certified Exit Planning Advisor, each episode delivers expert insights, real-life case studies, and practical strategies tailored for service-based entrepreneurs approaching retirement. The podcast empowers listeners to transition with clarity, confidence, and a renewed sense of purpose. —------------------------------------------------------------- Disclaimer: Opinions expressed are those of Joseph Curry, a registrant of Aligned Capital Partners Inc. (ACPI), and may not necessarily be those of ACPI. This video is for informational purposes only and not intended to be personalized investment advice. The views expressed are opinions of Joseph Curry and may not necessarily be those of ACPI. Content is prepared for general circulation and information contained does not constitute an offer or solicitation to buy or sell any investment fund, security or other product or service.  

Als Katherina Reiche (CDU) ihren Posten als Wirtschaftsministerin antritt, ist sie für viele politische Beobachter eine eher unbekannte Personalie. Denn die letzten zehn Jahre verbrachte sie mit der Interessenvertretung und Leitung verschiedener Energieunternehmen, wie der Westenergie AG. Unter Friedrich Merz kehrt sie nun in den Bundestag zurück und übernimmt das Wirtschaftsministerium – mit großen Plänen. In dieser 11KM-Folge erzählt Lissy Kaufmann aus dem ARD-Hauptstadtstudio, warum und mit welchen Plänen Katherina Reiche in die Politik zurückgekehrt ist und welche Rolle ihre Verbindungen in die Energiewirtschaft für ihr neues Amt im Wirtschaftsministerium spielen. Alle News aus der Wirtschaft findet ihr bei Tagesschau.de: https://www.tagesschau.de/wirtschaft Hier geht's zu unserem Podcast-Tipp “Geldwäsche-Paradies Deutschland”: https://www.ardaudiothek.de/sendung/geldwaesche-paradies-deutschland/urn:ard:show:3ae57935109a8fe9/ Diese und viele weitere Folgen von 11KM findet ihr überall da, wo es Podcasts gibt, auch hier in der ARD Audiothek: https://www.ardaudiothek.de/sendung/11km-der-tagesschau-podcast/12200383/ An dieser Folge waren beteiligt: Folgenautor: Max Stockinger Mitarbeit: Hannah Heinzinger Host: David Krause Produktion: Regina Staerke, Fabian Zweck und Hanna Brünjes Planung: Nicole Dienemann und Hardy Funk Distribution: Kerstin Ammermann Redaktionsleitung: Fumiko Lipp und Lena Gürtler 11KM: der tagesschau-Podcast wird produziert von BR24 und NDR Info. Die redaktionelle Verantwortung für diese Episode liegt beim NDR.

What does it take to lead at every level and shape the leaders of tomorrow? SUMMARY Long Blue Line podcast host, Lt. Col. (Ret.) Naviere Walkewicz '99 sat with Maj. Gen. Thomas P. Sherman '95, the U.S. Air Force Academy's vice superintendent, for a deep dive into leadership, humanity and building a world-class service academy. This episode is packed with wisdom for aspiring, emerging, and seasoned leaders alike.   SHARE LINKEDIN  |  FACEBOOK   GEN. SHERMAN'S TOP 10 LEADERSHIP TAKEAWAYS  - Leadership is a human experience - focus on connecting with and caring about people.  - Love what you do and love the people you lead; passion inspires others to follow you.  - Embrace failures and challenges as opportunities for personal growth and development.  - Set the right culture and values within your team to build trust and mutual support.  - Be present and engaged with your team, understanding their motivations and experiences.  - Leadership is about more than rank or position - it's about earning genuine trust and respect.  - Invest time in understanding different generations, cultural nuances, and individual perspectives.  - Balance professional excellence with personal growth and life experiences.  - Support your team's development by providing encouragement and holding them accountable.  - Your legacy is built through individual interactions and the positive impact you have on people's lives.   CHAPTERS 00:00 Introduction to Major General Thomas P. Sherman 01:29 Choosing Leadership Over Flying 07:23 The Impact of Mentorship and Values 12:46 Heritage and Evolution of Security Forces 17:43 Personal Growth in Aviano, Italy 24:17 The Importance of Work-Life Balance 29:50 Culminating Command Experience at Bagram 42:25 The Role of Family in Leadership 51:29 Continuous Self-Improvement as a Leader 56:27 Embracing Failure as a Growth Opportunity 01:00:06 Legacy and the Impact of Leadership   ABOUT GEN. SHERMAN BIO Maj. Gen. Thomas P. Sherman is the Vice Superintendent of the U.S. Air Force Academy in Colorado Springs, CO. He is serving as the chief operations officer to the Superintendent and overseeing the Academy's blend of military training, academics, athletics, and character development for cadets. Gen. Sherman commissioned in 1995 from the Academy with a Bachelor of Science in Political Science. He built a distinguished career as a security forces officer. He's held command at nearly every level. His key assignments include leadership of the 88th Air Base Wing at Wright-Patterson AFB and critical staff positions at the Pentagon. In May 2024, Gen. Sherman was tapped to serve as the Academy's Vice Superintendent   CONNECT WITH GEN. SHERMAN LINKEDIN     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS       TRANSCRIPT SPEAKERS Guest, Maj. Gen. Thomas P. Sherman '95  |  Host, Lt. Col. (ret.) Naviere Walkewicz '99   Naviere Walkewicz  00:00 Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99 today. I'm joined by a leader whose career has taken him from the flight line to the halls of Congress and now back to the very institution that launched it all. Maj. Gen. Thomas P. Sherman currently serves as vice superintendent of the Air Force Academy, where he plays a critical role in guiding the development of our future officers and ensuring the Academy remains a world class institution for leadership, character and Day 1 readiness to win the future fight. A 1995 Academy graduate, Gen. Sherman has spent nearly three decades serving in key operational, strategic and command roles. He's led at every level, from squadron to wing command, and his assignments have included everything from nuclear security enterprise to homeland defense, policy development at the Pentagon, and legislative affairs at the highest levels of the Department of the Air Force. Prior to his role as vice superintendent, Gen. Sherman served in the Office of the Deputy Secretary of Defense, where he was a principal military assistant leading policy integration across joint staff, interagency services and combatant commands. He's perhaps best known in command circles for leading the 88th Air Base wing at Wright Patterson Air Force Base in Ohio, one of the largest and most complex wings in the Air Force, with a focus on people first, leadership and mission excellence. Gen. Sherman, welcome to Long Blue Leadership. We're so glad you're here too.   MAJ. GEN. SHERMAN  01:32 It is great to be here. Thank you.   Naviere Walkewicz  01:33 We're excited and we're going to dive right in, because I think what is so special for our listeners is really hearing these moments that have changed your life. I'd like to start at the Academy. You turned down a pilot slot. You were rated, but said no.   MAJ. GEN. SHERMAN  01:48 Well, actually it was a little bit before that. You know, it's kind of interesting, because that was the draw that brought me here, is I just had this incredible passion to want to fly, and I love flying, and I truly enjoyed it, especially through all the different airmanship programs and things like and things like that we had here. The experiences were fantastic. But, you know, as I was starting to learn more about myself going through the Academy, I was starting to feel my heart getting pulled in a direction of wanting to really lead people and really spend a lot of time working with the enlisted. And I think that came from a couple different areas. I think it was some really unique exposure that I got during my ops Air Force time, which I went to Ramstein Air Base in Germany, during ops, and just had our action officer that worked this, I think just did a phenomenal job. And I really started getting pulled to what was then called security police. That is actually when Laurie and I got together and started dating, because Laurie is here in Colorado Springs, but she grew up as an Air Force brat. My father-in-law is a retired Chief Master Sgt., and so there was a lot of mentorship that was taking place around dining room table when I was a young cadet. And I think one of the things that her parents really taught me was just the value of the enlisted force, and so I was feeling my heart really getting pulled. And so obviously, there's a conundrum. There's a conundrum on what were the root desires that brought me here — what were the things that I was learning as a cadet, my joy of flying, and also, particularly the culture at that time, was that that was really the job that you needed to aspire to be, that was the expectation of cadets. And so then to really kind of run counter to that strong current was really kind of a unique, you know, almost unnavigated area, right? And so to really kind of take the story out to its next level is that I'd really gotten to a point where talking with people there — we hadn't had the AMT program, but there were these NCOs that were kind of tangentially attached to cadet squadrons. And so I got a chance to talk to one of the master sergeants that was there who was a maintainer by background. And I was kind of pouring my heart out to him on, you know, what had I been talking to him with my now in-laws, about where was my heart pulling me? And so he said, ‘Give me just a second.' And he picked up the phone, and he called my AOC and he goes, ‘Hey, you're gonna be there for a little while.' And this was a Friday afternoon. He said, ‘I got a cadet that needs to come talk to you.' And he hangs up the phone and he goes, ‘Now you go tell your AOC what you just told me.' And so I ended up going to my AOCs office that day, and we had about a two-hour conversation about this. I sat down and really, kind of took the time to explain to him what was I feeling, And obviously, I really try to see the best in people. And so I think from a noble place, he was doing his best to convince me that I was making a grave mistake. And went on to talk to me about what his concerns were, the career field that I was looking at, things along those lines. And we can save that conversation for another time, but I think really where the foundation came in is where we started to talk about leadership. And you know, what I was asking him to do was to pull my rated recommendation form, so we had just submitted them, and I was asking him to pull my rated recommendation form. I didn't want to compete for it anymore. And so we started to talk about leadership. And he says, ‘Hey, Cadet Sherman, you need to understand that leadership in this Air Force is being the lead F-16 pilot on a bombing run, you know, putting iron on target.' And that's true. It's a very important part of leadership. It is a very important part of tactical operational leadership in this Air Force. So he's not wrong in that space. But I was looking at it from a different lens, and I was looking at it, I think, on a larger level. And what I don't think he realized is that 30 seconds before I walked into his office, he set me up for success. I just happened to be waiting outside the office, and all of a sudden, I looked on his cork board, and somebody, and I don't know who it was, had pinned a note that was written to Airman Magazineby an airman first class. And this airman first class titled this, “I need a leader.” And this A1C felt so strongly about what they were feeling — and I have no idea who this person was — felt so strongly about it that they put pen to paper, and this would have been the fall of 1994, and sent this into Airman Magazine, and it says, “I need a leader.” Commissioning sources. ‘Send us lieutenants that we can look up to that will hold us accountable when we do wrong, that will encourage us when we do well, that will be an example that we can look up to, that will care about us as human beings, because you are not sending them to us now. Air Force, I need a leader.' Like that 30 seconds just before I walked into his office — that changed my life, and it changed my life, because for me, at that moment, what I was getting ready to go ask my AOC to do, what I was looking at inside myself, that became my charge. And so as we spoke, you know, 20-year-old Cadet First Class Sherman — I might have been a 21-year-old at the time — Cadet First Class Sherman pushed back on my AOC, and I said, ‘Sir, I disagree.' I said, ‘I want to be that guy. I want to be that guy that that A1c is asking for on your cork board outside, because that's leadership in this Air Force.' And so, to his credit, he said, ‘Hey, I want you to go think about this over the weekend. You know, think about what you're doing. Come back to me on Monday. No questions asked. I'll pull it if you want me to.' And I left there, and I remember feeling like, not like a weight had been lifted off my shoulder, but I almost felt like this sense of like, ‘Now I've got my purpose,' because that little article has shaped me my entire career, and I mean to this day, and at a scale. You know, as a lieutenant, my scale is this big on what I'm affecting to help do and be what that A1C needs to a wing commander. I always keep it in the back of my head, and after all of these years, I am still thinking about, Am I doing right by that A1C that 31 years ago, felt so strongly about something that they wrote a note to Airman Magazine, and that became my charge.   Naviere Walkewicz  08:09 That is incredibly powerful. I'm a little bit without words, because I'm thinking about, first off, being brave enough to disagree with an AOC. I mean, I think that takes courage in showing your leadership there. Were you always like that? Have you always been someone that is steadfast in a decision and being able to kind of speak out?   MAJ. GEN. SHERMAN  08:30 So I get that from my parents. And, you know, I grew up in Corona, California. My mom and dad are amazing people. And we didn't grow up with a lot of money, and we grew up from a pretty meager background, and my mom and dad had made a decision early on in their marriage, when they had my sister and I, that my mom was going to focus to make sure that Nancy and I got an education, and my dad was going to work as many jobs as he had to to put food on the table. And sometimes my dad was holding down three jobs to make sure that we had nutritious food to eat, and my mom was working miracles to make sure that we were fed well, but that also that she was dedicated and had the time to volunteer for things like PTA, being involved as a class volunteer, making sure that we were involved in things and had exposure to things that what they did was they also instilled in me this really strong blue collar work ethic. And it was this aspect of, if I just roll up my sleeves and put in the work, anything is possible. And so on that line, this young kid growing up with a West Coast father and an East Coast mother, and just this, really neat family background that things for me, that I believed in I would go after with all of my heart and soul. And so I found out about the Academy when I was 12 years old. And so, you know, when I at 12 years — we were going to a community event there in Corona, and there was an officer recruiter — Capt. Craig. was her name — and we started talking. She says, ‘Hey, did anybody talk to you about the Air Force Academy?' And I said, ‘No, this sounds great.' So from there, I just made this decision as a 12-year-old, and I worked all the way through junior high and high school to get here, because to go to your point like, ‘I made a decision, I'm gonna see this thing through.'   Naviere Walkewicz  10:30 Whoa. OK, so you knew you were going to the Academy before you graduated high school.   MAJ. GEN. SHERMAN  10:35 Yes, in my mind, there was no other option.   Naviere Walkewicz  10:39 And so anyone in your family serve, or were you the first one in your family to serve?   MAJ. GEN. SHERMAN  10:43 So I am the first officer and career member of the family. My dad was drafted and went to Vietnam in 1967 and stayed through Tet of 1968. I had an uncle, Harry Lee Schmidt, who was a C-47 loadmaster in World War II and Korea, and my grandfather was actually a part of the initial kind of what was the foundation of the OSS and the Navy doing beach recon on beaches in the South Pacific, prior to island hopping campaign and island landings. And so there was this real heritage of service, right? Just not career service. But even then, as a kid, I always had in my mind, ‘OK, one way or another, I'm going to serve, and if I do an enlistment and then go to college afterwards —' but I had this idea that, ‘OK, I'm going to serve,' and then all of a sudden, this became this amazing conduit that got me here, right?   Naviere Walkewicz  11:38 And they also had ties to aviation. How did they feel about your decision, your family?   MAJ. GEN. SHERMAN  11:43 It was interesting, because they knew how passionate I was about aviation growing up. I mean, we did not miss an air show at March Air Force Base, the Chino air show, which was planes of fame, which was all historic aircraft. I volunteered as a high school student to work there, and we helped restore airplanes with me and my friends. You know, it was interesting, because my parents were very supportive in ‘OK, where's your heart leading you? And, what makes you feel so strongly about this?' Because when I first talked to him on the phone, I called him from Ramstein Air Base and said, ‘Hey, I think I know what I want to do in the Air Force. I want to go to security police. And my mom was like, ‘What's that? And, so, as time went by and I explained it, I think my parents probably all along knew that that was probably going to be a very good fit. And then after commissioning and at my first assignment, I think that they were certain of it, right? Yeah, they were absolutely certain.   Naviere Walkewicz  12:37 That is amazing. Well, I want to dive into this profession a bit, because it's interesting. You know, you've mentioned, when you came in, it was security police, and, security forces and you hear people saying defenders and peacekeepers. So there's this lineage and this heritage. Can you maybe talk a little bit about that and then maybe lead us into that next transformational moment that you might have had in this role?   MAJ. GEN. SHERMAN  12:58 OK, I'm very proud of the fact that, you know, I am part of an ever decreasing group of folks that came in when we were still security police, and that was really still the peacekeeper days, because this was all kind of the follow on on the Cold War. The peacekeepers were our cold warriors and that was a huge part. Our defenders came in and really, that name started to really grow in 1997 when the name changed from security police to security forces, and we were actually going back to some of our heritage that was in Operation Safeside, which was the combat security police squadrons in Vietnam. So when you think about the courage that was displayed during the Tet Offensive at places like Tan Son Nhat that those were safe side warriors that were a part of these combat security police squadrons. And so the very — part of the lineage of the very beret, and flash that we have is actually a tip of the hat to the lighter blue berets, and that flash with the Falcon and the crossed runways that goes back, actually, to our Safeside heritage days. The beret goes back even farther than that. It goes back to Strategic Air Command, Elite Guard back in the 1950s. So it's this great lineage. And so, you know, for me, part of it was like when I got my first beret, wow, that meant something to me. And then, you know, as we then kind of transformed along the way, and this amazing career field grew, and the aspects of this air based ground defense, which was really, I would say, was kind of the draw that got me into wanting to go into security police, was I really liked this idea of, ‘How do we do base defense?' The law enforcement side was intriguing to me, but it was based defense that just had me just had me captivated.   Naviere Walkewicz  14:44 And was that something that you found out early in your career? After you graduate the Academy, you're now in security police. Is that when you kind of realized, ‘This is where I want to go in, air, base, ground defense.'?   MAJ. GEN. SHERMAN  14:54 It even happened at ops. So as we were spending time with the security police squadron, I ended up spending time with a captain who was heading up the Elite Guard, and there was an interaction we had as I was doing a ride along. He's like, ‘Hey, you need to come see me.' And so I went and met up with him, and he took me around and introduced me to all of his airmen that were part of the guard. He knew something all about them. And then we went to his office and talked, and he had gone to Ranger School and Airborne and things like that, and said, ‘Hey, like, the future of the career field is actually us looking to the past.' And really kind of got me fired up on what we call back then, air base ground defense. So when I got to McChord — McChord Air Force Base was my first duty station. And the great thing about going to AMC first is it AMC is a mobility — I mean, it is all about mobility and the operations associated with it. And so the first thing that that my task was as the second lieutenant in that squadron was, I was the air base ground defense flight commander. So that was, I mean — we would go out to Fort Lewis, and we would bivouac for days. And I had, you know, a 44 person team that was a base defense sector. I had specialized K-9 units heavy weapons. And back in those days, we had 81mm mortar teams and fire direction centers that we would set up. So I just got completely on board with the air base defense piece. And so that was that was very passionate for me, which then made the next step to Korea an absolutely logical next location, going to the wolf pack at Kunsan, not only getting a chance to then stand up Gwangju as a part of the first Air Expeditionary Unit to go back to Korea since the Korean War, but then doing the mobile reserve aspect of it. And it was just a great assignment.   Naviere Walkewicz  16:40 Wow. So you were right in from the very beginning. You got kind of just into it all.   MAJ. GEN. SHERMAN  16:45 So when we go back, when you were talking to me about, ‘Hey, when you make your mind up...' So I had this five-year plan built out. And, you know, my five-year plan was ‘OK, I'm gonna do my first assignment at the first opportunity to PCS. I need to go remote. I need to go to Korea. And then, OK, how can I get another overseas assignment after that? And then what do I need?' So the thought was, “Let me get to as many match comms as I can, as fast as I can in my career, and use that as a place — OK, because I want to build my experience base out. Because even as a lieutenant and young captain, I didn't want to come across as a one-trick pony. So my thought was, “Let me just get as much as I could under my belt early on.' And so after I left Kunsan, I ended up going to Aviano Air Base in Italy, which, for me, when you look at like those moments in life that are transformational, this was transformational on a different level. You know, some assignments you go to are very much professional growth assignments. This assignment, for me, was very much a personal growth assignment.   Naviere Walkewicz  17:52 OK, so tell me more.   MAJ. GEN. SHERMAN  17:55 I mean, when you think about it, four years at USAFA, very uniquely focused on a plate that is overflowing with things that you need to get done. So you are, you're focused on, you know, everything from grades to military training to all of those things. And then I get to my first base, and I am just working, and I'm volunteering for everything, and we have got a heavy ops tempo of exercises and things like that. And my leadership was fantastic, because they were throwing me into every opportunity I could. And then, boom, I go to Korea, and that is a unique warfighting focused — and at Kunsan especially was heavily warfighting focused. So now all of a sudden I am spending really, when you think about it, the last almost seven years being uniquely focused on mission, right? And so I get to Aviano Air Base, Italy, and the first thing that happens is Operation Allied Force kicks off. So I get there in January, boom. Allied Force kicks off. I think it was in end of February, beginning of March. And wow, what? Again, what an amazing, mission focused experience. And then after we finished up Allied Force and the base returned back to more of its steady-state standpoint, it was the Italians that took me under their wings, that because I made a specific choice, because I grew up — my mom's side of the family are all Italian immigrants — and I was always at my Nonnie and Papa's house, and there was just a lot of that growing up, which is that whole, like, you know, West Coast dad, East Coast mom thing, but I didn't know, you know, my mom and her brothers never spoke Italian. And there was a lot of that, that thought back in those days that, you know, ‘Hey, we're here to be American, so we're going to learn English, and we're not going to speak, you know, the language that we came from,' right? And so my mom and her brothers really never learned to speak Italian. And so my thought was, ‘Gosh, I grew up with this as such a strong part of my childhood that I need to put myself in a position where I can learn the language and start to kind of get an appreciation on the culture. Together.' And so I specifically — and really lucked out on a location, but I was about 20 kilometers away from Aviano. I was in an amazing town. I was the only American living in the complex that I was in. So I was like, ‘If I'm going to learn, I need to just dive in the way that you do, in the way that I do, and just start learning.' And so I ended up kind of building this support group of Italian families that all kind of took me under their wings.   Naviere Walkewicz  20:27 Wait, I have to ask you a question, because back when you're at the Academy, you said you spoke to your now in-laws. So was Laurie not a part of this?   MAJ. GEN. SHERMAN  20:35 So Laurie and I, right. So that's an important part of the story. Laurie and I dated for two years while I was a cadet, and when I was in tech school, her and I made the very difficult decision — and as painful it was — to part ways, so her and I actually parted ways for a few years. I was single at the time. Laurie was still here in Colorado Springs, and I was getting a lot of assignments under my belt, which, to be honest with you, you know, in retrospect, it was very fortunate, because I may not have made the same assignment choices had I been married at the time. And because I wasn't married, there were no other variables that I needed to factor in, other than personal experience goals, right, that I wanted to play into, and so I could just put down whatever assignment I wanted, and that allowed me the opportunity to just focus on job. And while Laurie and I stayed in touch, and I stayed in touch with her parents over the years, I was in Aviano, and her and I were not together at that point,   Naviere Walkewicz  21:39 That makes sense. I was like, why were you alone in Italy?   MAJ. GEN. SHERMAN  21:43 It's a fair question. But I also think that being single in that environment allowed me — and that's where I think it helped me develop as a person. And so there are a lot of, I think, really wonderful things that happened during that time, and that was because I was so uniquely mission focused. It was these, this amazing group of Italian friends together, that really kind of taught me about there, there's a time to relax, you know, there's a time to work, there's a time to relax, and there's also a real human need to enjoy life and enjoy time together, which is quintessentially Italian. And so, as my pool of this, these amazing people — that  by the way, for the last 25 years, we've been going to visit. It's the same families that took me under their wings when I was a lieutenant, are the same families that were all tuning in as we were doing a live stream of me pinning on my second star. And so I've never been stationed anywhere else in my career where I felt more at home. And so I think this sense of like, ‘Wow. This like independently as my own person, this feels like home.' And as time went by and I started to get an appreciation for actually things that were a part of my childhood. Because, you know, we would have these long, huge meals, we would spend four or five hours at the table as a family. And for me, this was all normal. Well, that was also a part of kind of normal Italian life and normal Italian culture. You're not going out to dinner with your friends unless you're investing at least three hours at the restaurant. But for me, this was all — this felt normal to me. And so it was about, you know, you don't need to eat your food in five minutes.   Naviere Walkewicz  So contrary to USAFA, by the way.   MAJ. GEN. SHERMAN You know, you don't need to chew no more than seven times and swallow. So it was about experiencing that, and learning even just some things that became personal passions. Like, you know, how wine is made and why wine pairing matters, and how is this process? And so all of a sudden, this personal experience — and I think growing as a human being was taking place there, and I was maturing as a human being because I had gotten all of this phenomenal job experience under my belt, but this was where I was growing as a human being. And you know what's interesting, as time has gone by, I have noticed just how impactful that time was, because there are things that I've noticed, even as a senior officer, that I feel very strongly about, that I don't think I felt as strongly about as a junior officer, and it was because of that experience, and it was the aspect of when people are on leave, let's let them take leave. There is a part of the human experience that you need to enjoy time with people that you care about, because what it does is you're not slacking off from work. You're not leaving everybody hanging. What's happening is that, because you're taking some time to just enjoy life with people you care about, when you come back, the restorative effects that have taken place because you simply breathe and you enjoyed what it was that you were doing and whatever your passion was, you know, unencumbered, you could enjoy that. And we all realize that there are times, especially as you get into positions of authority, that, hey, they're going to need to call you periodically. But what was interesting is that, especially, I mean, I'll give an example as a wing commander. As a wing commander, despite realizing how important that mission is and how big Wright-Patt was, we, Laurie and I took leave, and we took two weeks of leave, and we went back to Italia and visited our friends and enjoyed life, because the culture helps us to slow down. But what it also did is I gave my staff some parameters. ‘Hey, here are the things that I think are important, like on a scale of one to 10. Here are the things that I think are an eight. So an eight or higher, call me. Don't text me.' I said, ‘Physically call me, because I will answer the phone knowing it's for — and then you have my undivided attention.' But what it also does is it means that my vice wing commander who is there, that I am empowering my vice wing commander and showing to everybody else I trust this leader to lead this wing in my absence. And if it's something that really needs my involvement, they'll get a hold of me. But I think our junior leaders need to see that at the senior most levels, that I can physically trust and emotionally trust my vice, my deputy, to hold things down while I'm gone, and that I'm not irreplaceable, and that if I did my job as a leader, I set the conditions that allowed the wing to thrive in my absence, and didn't mean that the wing had to hang on every decision I made or every word that I said, that I set the conditions that allowed them to be successful and fostered the leadership that allowed them to lead in my absence. And I felt great while I was gone, because I knew the people that we had there, and I knew the investment that we made in them. So that was kind of a long, you know, trip around this…   Naviere Walkewicz  27:26 I mean, I think it was so powerful that you kind of learned that about yourself in Italy. And then would you say that there was anyone that you saw emulating that? Or was it just something over time, you developed this realization that you need to enjoy life and you need to allow people the space to do so.   MAJ. GEN. SHERMAN  27:43 So I would say the people that I was emulating in that aspect were a lot of the families that were there. I have been fortunate that I have worked for some commanders who, at different times in their life felt the same way. Conversely, I also worked for commanders that did not feel the same way. And, you know, an interesting case in point on something that on an experience I had in a command bill and after I had left Aviano — this is when Laurie and I were back together; we were married at this point. I had a group commander that was frustrated about me taking leave and called me every day at 1500; every day at 1500 I got a telephone call. And you know what that does is now all of a sudden, you're eating lunch, and the clock is getting closer to 1500 and you start to get that knot in your stomach and you're like, ‘OK, what are we going to talk about today?' And so, unfortunately you don't see some of the same appreciation for that across the board. So how do we deal with it? The best thing that we deal with it is that that's where the buck stops. We don't pass it down to our people. So after I got the call from him, I didn't call back to the squadron. I got the call from him. We went through the call, we answered the questions, and I didn't then immediately turn around and call back to my ops officer who was running the Squadron at the time, and say, XYZ. And we just left it there, because at that point in time, the bucks got to stop it at that point. So I think that that's kind of the, you know, the alpha and the omega of learning and then also having your own personal resilience and courage to say, ‘I accept that the buck stops here, and I'm not going to let this roll downhill to my people.'   Naviere Walkewicz  29:41 That's an excellent leadership lesson, because I was going to ask you, ‘What does that look like, and how would you how would you handle that?' And so you went right into that. Thank you so much for that. So what has it been like leading security forces — defenders? What's it been like? Has there been a moment in time where — a particular assignment or something's really stuck into your mind or into your heart, because it's just really affected you?   MAJ. GEN. SHERMAN  30:05 Absolutely. I will tell you, as we go back, as we were kind of talking about decisions that you make in your youth, and that critical decision that I made in the fall of '94 I mean, I have worked with some of the most amazing people I've worked in my life. I have gotten a chance to go to places I never thought that I would see. And so, when you kind of roll up, I would say it was my final squadron command, and I would say that that was a real culminating squadron command. So I commanded four squadrons, and we command early, and we command often, and there's a lot of responsibility that that's placed on us as young officers to command as a young officer. And so having the opportunity to command two times as a captain, or one time, you know, as a major-select, then as a major, then as a lieutenant colonel. So that culminating command would have been Bagram Airfield in Afghanistan in May of 2012 to May of 2013 and you know, it was interesting because all of my previous squadron commands had all been vested in either the contingency response or the kind of combat contingency environments. And it was almost like all of those were leading me to this moment. So let me just kind of set the conditions on what Bagram was like at that point in time. We had grown the squadron to about a 1,200-person squadron, huge squadron. And what we were also responsible for is we had taken over battle space ownership from the Army. So the Air Force was controlling 220 square miles of battle space throughout Parwan province, which is a huge. I mean, it's twice the size of Washington, D.C., if you want to try to give a comparison, more or less is fair to look at that level as just a huge amount of terrain in which our airmen were responsible from everything from humanitarian operations and goodwill outreach to engagements to literal kinetic action and combat in the battle space. And so a part of this culmination was, was an environment where as the defense force commander — as that squadron commander to them as a lieutenant colonel at that point — I mean how we are weaving ourselves into their lives, and how we are working with their section commanders, and how we're working and managing the value of our perimeter defenses with our teams that were going outside of the wire doing legitimate patrolling and engagement and things along those lines, was huge. And I think that that is an example. And when you look in the rearview mirror to say, ‘Gosh, now this, a lot of this makes sense, like all of these assignments, whether by design or whether by fate, somehow gave me an experience that at this moment, I needed it most.' And I think, as I talk, we've really enjoyed being here with the cadets and talking to them about, how does a leader really develop trust, and how does trust really manifest itself? And so, through the time that we were there, and the engagement as their leader — not just the leader who's just simply circulating, because that's important, but they also need to see your decision making and your strategic thought. And how do you react under pressure? How are you reacting as we've got incoming in, and what do you do being the person in the joint defense operations center, helping to manage that, and how are you both taking care of people, and how are you managing mission? And they see that. And so I would say that the development of that level of trust, especially in an environment where you are literally dealing with high costs, is huge. And so I think there was one, situation that really rests on my heart that and I don't talk about this to give validation, but I think I talk about it on it's about how people connect, and why do I feel so strongly that leadership is a human experience, like this is a what we are doing as a human experience. And so I was retiring my chief. So I was asked by my chief at Bagram — this was some years later. He's out of the 105th Base Defense Squadron out of the New York Air National Guard, and him and I were a phenomenal team there. Dave Pritchard and I just made a great team. And so he was retiring, and asked me to come back and do his retirement. So we had done the retirement ceremony. We were at the VFW afterwards, having his after-party and so forth. And so I had gone into the bathroom for a comfort break and washed my hands and things like that. And I noticed, as I was kind of moving towards the bathroom, there was kind of a young man who was kind of floating. You know, floating around. And so I came out of the restroom as I was finished, and he was waiting there at the exit of the restroom for me, and kind of, you know, got in front of me, and he stood there, and he looked at me, and he goes, ‘Hey, sir, I just, I needed to let you know this, that I was one of the airmen in one of your patrols that got hit by an IED, and he said, your investment in us, and the words that you used and when you came to talk to us, and the faith that you had in us gave me the courage to go back outside of the wire when you asked us to go back outside.' And so why that rests so heavy is when you think about what, what is the what is the con? The consequence there is that somebody believed in you so much that when you spoke to them and said the word, they were going to go back out and do it again, in spite of what had just happened to you. And I don't think there is any stronger level of trust that you can ask from somebody than to have one of those moments. And so that moment just resides very, very heavy on my soul, because I think it puts into real, tangible context, what is the responsibility of leadership? What is your responsibility of leadership?   Naviere Walkewicz  36:42 I'm letting that sit a little bit, because I can't even imagine the amount of feeling that you had first for him, the courage to share that with you. Because I'm sure that he really wanted to share that. I'm curious if you can remember perhaps, what he might have been referring to, like what you were sharing with the men and women there.   MAJ. GEN. SHERMAN  37:02 So, you know, it was also a part of things that, in times after Bagram have really been used for me as a senior leader on why I reinforced the importance of values. And, this was one particular incident there that really comes to mind is, and I use this when I when I talk to people, because I again, it's the consequence, and it's why our responsibility as leaders to set the right conditions and culture and all of that is so incredibly valuable. And so I talked to people about a story about we had had a situation where we had some real destabilization in the battle space. There was a particular village that we were having some unique challenges with, and we were doing a lot of kind of battlefield shaping, and we were doing some particular village engagement, and the engagement just wasn't happening. And so we were now kind of starting to escalate our interaction with the village a little bit more and as we were doing that, we were now going to start doing more shaping operations. So it just so happens that one of these nights —this was in the late fall, early winter of 2012 — and we were sending one of our patrols outside to do some shaping and engagement operation there. But this was in the evening. This was a different aspect that we were working for this particular mission. And so mounted up that the airmen are ready to go. They're pushing outside, they're right on time, and everything is going according to plan, and they are getting close to what we call the objective rally point. So that was where they were going to rally up before they actually moved into the village after that. And so everything was going according to plan. And the only thing they needed to do before they got to the objective rally point was really kind of go down a small gully over a rise, and then they meet at their objective rally point at that point. And so teams are moving out. First truck over the rise, getting to the point. Second truck over, everything's going fine. Third truck over, fourth truck after that, BOOM, off goes the IED. And what had happened is, they were waiting for this opportunity, and they knew exactly what to do. And that is, if you hit the last truck in the movement, you've got three trucks that are gone ahead of time, and now we've got folks in a very precarious situation. And so what I talk to people about, when we talk about conditions and the real impact that a leader has, is I'll talk to them about who was in that truck, who was in that MRAP that we were sending down at that point in time. And inside that MRAP was the face of America. And the explosion was significant, and it did some considerable damage. It threw the engine out of it, penetrated the hole, ripped one of the doors off the side in the front. And so, you know, the truck commander was National Guard from, actually from Tennessee, and he had gotten injured, broken an arm because that door had peeled back. And as the door peeled back, his arm got caught and broke his arm. The driver, Asian American coming out of the state of California, active duty. He had injuries to his legs because of the penetration of the hole. We had a gunner up in the turret, African American female from the New York Air National Guard. She had a broken pelvis at the time, and she just stayed on the gun the entire time despite her injuries. We had our radio operator. European American female coming from the Midwest. She was actually Air Force Reserve. She had a case of TBI from the explosion, and she was still making calls on the radio. We had two of our riflemen in the back, both came from Hispanic heritage, one of them from Puerto Rican heritage, one of them from Mexican heritage. They were very fortunate that while they got tossed around the back and had some minor TBI issues, they were more or less bumps and bruises, and they were all by themselves. Yeah, because they were all alone, they were in the middle of Afghanistan, they had just gotten hit. And so for me, what's so important about that story is that if we did not set the right culture and the right values and the right expectations and be in a leader by example, and they were harassing each other on Bagram, and they were assaulting each other on Bagram, and they weren't respecting each other on Bagram, and they didn't care about each other on Bagram, they would have died out there that night. But they treated each other like a family, and they cared about each other like a family, and they took care of each other like a family that night, and they lived and they all came home. So for me, if we're going to talk about what is the true consequence of leadership — and I use consequence deliberately, because oftentimes that's used in a pejorative manner — but this is the true result of your actions, that if you don't set those conditions, then you are legitimately putting your people at risk. And so that whole experience at Bagram, and in so many ways that we all carry our scars and our bruises and things like that. I wouldn't trade that experience for the world, but that was tough. And I often describe it as a tale of two cities. You know, it was the best of times. It was the worst of times.   Naviere Walkewicz  42:34 I think a lot of times, when leaders go through experiences like that, they have some more fortunate than others, but a support network. And I would guess it would be your family. How has your family played a role in these moments in your life, in helping you as a leader?   MAJ. GEN. SHERMAN  42:54 So I will say it's primarily my wife. I have got this wonderful support of parents and my in-laws and so forth. And what's been truly fortunate is how close I am with my in-laws. Because when Laurie and I were dating while I was a cadet, anytime I had an overnight or weekend pass, I was over at her mom and dad's house and so I think that being married to somebody that has truly known you from the beginning, you know, where, whether we got a training weekend going on, or something like that, or I'm working first BCT or whatnot, that Laurie was a unique part of all of these things. And I would say that it has been incredibly heartwarming to watch her interact with the cadets here, because it's fun, because her and I do everything together. And so as we're going to events, I'll have a group of cadets that I'm talking to, and then I'll look over and Laurie's surrounded by a group of cadets who are asking her just very insightful questions about our experiences together, and ‘Was it tough sending them away on deployments?' Or how, you know, in those tough times, ‘How do you how do you keep your marriage together?' Just really insightful questions to ask, but she has just been so central to everything that I do. And so going back a little bit and talking about, like the strength of our relationship and how much that helps, we actually needed to have that breakup period as horribly painful as that was, and wow, was I carrying a torch for her all of those years. I mean, I remember, you know, as time was going by, I would talk to my mom, and I'd be like, ‘Mom, I just wish that Laurie could see the man that I become.' But we needed that time because oftentimes, and what we found in ourselves, we didn't know it at the time, because you're living in your environment and you can't see it, right? Is that in youth, things are often absolutes. And you often will get to a place where you're starting your marriage, your relationship is growing. And if you start to talk about marriage, there are things that we have found were absolutes for us. You know, certain things that we did, how we practiced our faith. Did we open up presents on Christmas Eve or Christmas Day, but the expectation was somebody was going to have to give up their particular tradition to conform to the tradition of one of the spouses. And in your youth, that seems reasonable, and I think we needed that time to be apart, having had that time together at such an important time in each of our lives here. But we needed that time apart, because I think we needed that frame of reference as we grew as people into adults. Grew as young adults. And now all of a sudden here I'm getting multiple assignments, and now being thrust into leadership positions with accountability and authority, and then coming back to that, all of a sudden, you're realizing, ‘Gosh, the world just isn't always in absolutes. And maybe a marriage doesn't have to be zero sum, but maybe a marriage can be positive sum.' And do we really have to make somebody give up something that is important to them, that is a part of their identity? Because somehow you feel like you have to conform your marriage into one side or the other. And so, I think for us that was that was so incredibly important. So to kind of get to that story is that, you know, I left Aviano and I went to Al Dhafra. I was in Al Dhafra actually for September 11. It was my first squadron command, but it was a squadron command I wasn't expecting, because I came there as a chief of security forces for about a 70-person security forces flight as a part of the 763rd Expeditionary Air Refueling Squadron at Al Dhafra. And then all of a sudden, 9/11 happens, and we went from about 400 people on Al Dhafra to about 4,000. And you know, U-2s came in, ISR platforms came in. Everything changed. And all of a sudden, this 70-person security forces flight that I had grew into about a 350-person security forces squadron. And AFSET said, ‘Hey, Sherman, you built it, you keep it, and we'll replace you with a major when you leave.' And I was a six-year captain, and so then finishing up that assignment, and I got picked up for — there was a point to that story — but it was about coming back, is that, hey, I got these new, unique experiences that grew me under my belt. And then I came back to do an AFIT program at Cal State San Bernardino. And that was the moment that brought Laurie and I back together.   Naviere Walkewicz  In what way?   MAJ. GEN. SHERMAN And so, I had a health scare. Nobody knows what it was. We never figured it out. Doctors never figured it out. But it was one of those things, like, all of a sudden, I shotgun something out to everybody I knew. I said, ‘Hey, doctors are a little bit concerned, you know, keep me in your thoughts.' And so Laurie, Laurie is like, ‘Holy cow, you can't just send a one liner and leave it at that.' So she called my mom and dad and said, ‘What's his phone number?' And so it started to turn into ‘Hey, give me all of your test results after you get it back.' Then pretty soon we're talking a couple times a week, and then pretty soon we're talking every other day, and then we are talking every day. And the beauty of this was that we already knew each other, so we already knew what everybody's favorite color was — by the way, Laurie's is purple. We knew what music each other liked. We knew things about each other. And some of the things that actually drew us together when we were dating here was, you know, we had things like some common family traditions, like, you know, Italian fish on Christmas Eve and sitting around the table for hours and stuff like that were all things that we had in common. So we already knew that about each other. Now, her and I on the phone, we're getting into some real, like substantive discussions, children, faith. How do you how you raise children? How do you know, what are we going to do for different traditions? What happens if I have to take a remote; what does that mean? And so we were getting into these really, deep conversations. And, you know, I would come back from either class or then when I PCs to the security forces center out at Lackland, you know, I would come home from work, and this was in the old flip phone days where you had a battery that came off the back. So I would have one battery in the charger, and then I would have an earbud in, and I'd have the phone in my pocket. Yeah, and I'd come home and to call her, and we would just go throughout the evening. So I'm ironing BDUs at the time, shining my boots and stuff like that, and so, and we were just talking. And then we were just kind of like living life together. And, after that point, it became very clear that those two young people who sincerely cared about each other, now, each of us grew up and had experiences in a place that allowed us to really appreciate each other and really love each other. And you know, we were married just a little over a year after that. And it has been phenomenal, her support. And I think one of the great testaments to that was, 10 days after we got married, I went to Baghdad, but she's like, ‘I grew up in the Air Force. I know how this works. We're gonna move the house. I'll get the house put together.' And she's also a professional in her own right, which is great. So she was working in a legal office here as a paralegal and legal assistant here in Colorado Springs, and has been a GS employee for the last 18-plus years. So what's great is she, too has her own aspect of service. What I love about it is that in the jobs that she's in and then the jobs that I'm in, we can talk shop, and then we cannot talk shop, right? And so she's the first person I go to if I have to ask a question, she's the first person that I'll go to say, ‘Hey, did I do that right? Or do I need to backtrack on that a little bit?' Because she knows me, and she knows me completely, and that level of trust and love and faith that we have for each other has truly enabled me to be able to serve our airmen on a level that I don't think would have been possible without her.   Naviere Walkewicz  51:59 Would you say that she's had a role in your development as a leader, in the way that you lead.   MAJ. GEN. SHERMAN  52:05 Oh, absolutely, absolutely, because, and I love it, because her experience as a brat and her dad as a chief gives her a very unique lens to look through. And so the advice that she gives me she can give me from her teenage self in some way, you know, from that experience, watching how her dad interacted with something or knowing her aspect about this. And then as she's developed professionally, working on the E-Ring at the Pentagon a couple different times, working for very senior leaders, knows how to navigate that space. So then I'll go to her for advice, like, ‘Hey, how did your boss handle something like this?' ‘Well, let me tell you what, how we work through this...' And so I would absolutely say that that Laurie has uniquely influenced and helped me to become the best version of myself that I can be.   Naviere Walkewicz  53:03 Wow. Well, I want to ask you a little bit about developing yourself as well, because one of the questions we like to ask is, what are you doing every day to make yourself a better leader? Can you share what that might be?   MAJ. GEN. SHERMAN  53:17 I've said it a couple times during this: I truly believe that leadership is a human experience, so for me, it's about the interaction. And so oftentimes, advice that I've given to people — like there are amazing resources abound that can help people, give people leadership perspectives, and we can either learn it from history, or we can learn it through study. We can learn it through analysis. We can learn it through books. And I've always talked to people about use the external tools that help to grow you, but make sure that you're using it to influence the personality that you already have. Because oftentimes what happens is, is that people will have this really strong desire to say, “OK, I want to make sure that I do this right. And so in doing this right, let me make sure I've got my checklist, and so I'm going to greet them, I'm going to ask them how their family is, I'm going to ask them if the kid did all right in the baseball game. And I'm going to go through my checklist, and if I do that, I fulfill my leadership obligation.' Now not everybody does, and I'm making generalities on but, but I think that there can oftentimes be the allure that when you are focusing on what may be the theory or the principle of the day, and not using it to supplement and grow and mature your personality, that there is a strong allure to want to wholesale replicate what it was that you learned, and you're doing it in a noble place. It's not nefarious. It's being done in a noble, genuine place. But there's that allure to say, ‘OK, good, I really like what I've learned. I'm going to do these things and step through.' And so why I talk so much about the experience, and why I talk so much about the interaction, is that the more that you know the people that you may be influencing by just simply being there and understanding what that means. It means you're eternalizing the value of your presence. You're listening to their stories, and you're understanding for them, what are the things that are motivating them? What are the things that they value? Because each generation, each environment, each condition is going to require something a little bit different from you, and if you don't take the time to understand your environment or generation or cultural nuances or things like that on where you're at, then you are missing that opportunity to develop trust, where they start to believe in you as a person, and not just the rank and position that you hold, because they'll do the right thing for the rank and position that you hold. That's the caliber of people that we have in this Air Force of ours. They'll do the right thing. But if you transcend that in the fact that they believe in you wholeheartedly and trust you, oftentimes with their own lives, it means that you've invested something into them, where they truly know that you care. And that goes back to that A1C on the cork board that said, ‘I need somebody who cares about me as a person.'   Naviere Walkewicz  56:41 You know, as I think about what you've experienced through your career and the lessons you've learned, both professionally and personally, what would you say to yourself back then that you should be doing back then to get to where you're at now? Because we have listeners that are like, ‘What can I start planting today, that will bloom down the road?'   MAJ. GEN. SHERMAN  57:03 Absolutely. And so I think if I was to go back and put my arm around Cadet First Class Sherman, I think what I would do is — because it is, it is oftentimes easy to look in the crystal clear mirror of hindsight, right? But I think instead, what I would do is I would put my arm around him and say, ‘Keep following your heart and let the failures happen, because the failures are going to grow and let the stumbles happen and enjoy the triumphs with people and be appreciative for what got you there.' And I think it would be more of the encouragement of like, ‘You have laid out a path for you take the path wherever it goes, the joy, the pain, the triumph, the failure, all of those things, because all of that helps to develop the leader.' And oftentimes you want to go back and say, gosh, if I was going to talk to my previous self, then I would say, ‘Ah, don't do that one thing,' right? But I'm looking at it saying that if I didn't do that one thing, then I'm not sure that I would be where I'm at at a time to make sure I didn't do that thing at a moment that was incredibly catastrophic. And so while we have this desire to want to prevent ourselves from the failure, I think that what we have to do is say you're going to fail and you need to fail, and it's going to sound — relish in the failure, because it is often emotionally troubling, especially those of us that come here because we are Type A perfectionist, and that's part of the draw of coming to this amazing place. Is there a certain personality traits that help us to be successful here, but not all of those personality traits make us uniquely successful in all situations outside, and so you've got to have that failure at some point in time. And the failure that you can get up and say, ‘OK, I did this. This happened. My soul is bruised. My ego is bruised. I may have to take a little bit of accountability for this. OK, now I need to have the courage to take the next step forward again.' Because I could easily retreat back to a safe place, and I could become risk averse, and all that does is hurt the people around you. OK. I have to have the courage to breathe and take the step again and get back in there. So I would tell my — I don't think I would want to prevent myself from doing anything. I think even the growth that took place while Laurie and I were apart — and, like I said, that torch that I carried for her — I think if I had whispered in my ear and said, ‘Hey, just relax, you're gonna marry her.' I think I needed that torch, because that in my own mind and my own emotion was me needing to become a better man, and so I think I needed to go through — like, sometimes you need the struggle, and sometimes the things that are most valuable are the things that you had to go through the struggle for, right? And I think that's where my blue collar ethics background comes in. It's like, I'm just going to roll up my sleeves and I'm going to work through the struggle.   Naviere Walkewicz  1:00:36 Wow. Well, we took a look back. I just want to ask you a question forward. So do you think about legacy? And what do you want your legacy to be? Is that something that plays in your mind as you wake up each morning or go to lead people?   MAJ. GEN. SHERMAN  1:00:50 I think the way that I look at it is, I look at it in a in a different aspect, and the way that I look at it is in a very confined point to point. It's not about what is going to be Tom Sherman's legacy when he retires someday, but was that interaction that I had with somebody to give them some encouraging words when they fell down, did that matter to them at that moment? Because there are people for me in my failures that were commanders, that were leaders, that were mentors, that were senior enlisted, that, you know, grabbed that lieutenant by the arm and helped to lift me up. And their memories are etched in my fabric. And so I think that it's about that individual event that your legacy will live in the people in which you made a difference to them.   Naviere Walkewicz  1:01:49 Well, I'll share with you, I was telling my son — he's a cadet, a third-class cadet, actually, now he's about to be a C2C — that I was doing this podcast with you, and he said, ‘What an incredible leader, Mom, he motivates me. He's so inspiring.' So your legacy is already through my son—   MAJ. GEN. SHERMAN  1:02:05 Thank you! That means — thank you so much for sharing.   Naviere Walkewicz  1:02:10 —that you really made an impact. So we're going to get to your final thoughts here in a little bit. But before we do, I want to make sure that you know our podcasts publish on every second Tuesday of the month, and you can certainly listen to Gen. Sherman in any of our other podcasts on longblueleadership.org. So Gen. Sherman, what would you like to leave our listeners with today? This has been incredible, by the way. Thank you.   MAJ. GEN. SHERMAN  1:02:32 I have truly enjoyed this, and it's just been — it was just wonderful having the conversation with you, and it's in real honor to be a part of this. I truly believe in what you're doing here.   Naviere Walkewicz  1:02:43 Thank you. It's my pleasure to help share your story and help inspire others. And is there anything we might leave with our listeners that that they can part with tonight?   MAJ. GEN. SHERMAN  1:02:51 I think, for me, you need to love what you do and love I think, is one of the most powerful words in language. And I don't just say the English language. I say in language because of the strength behind the meaning and how wide the meaning can be impactful. If you love what you do, people will feel that your very presence will make a difference. They'll feel that if you love what you do, then you're being, you know, internally, inspired by the love that you have for what you're being a part of, right? If you love and care about your people, they will follow you to the ends of the Earth, because they know the passion that you have and the belief that you have in them. So I think that as we go back to these things, we oftentimes look at the terms of courage and love may seem diametrically opposed, and I would attest that you can be most courageous and that your courage will be most effective only when it's buttressed by the love that you have in what you do and who you do it with.   Naviere Walkewicz  1:04:08 Thank you, sir, for that. Thank you for being on Long Blue Leadership.   MAJ. GEN. SHERMAN  1:04:11 Absolutely. Thank you. This was a wonderful time. It was a real honor.   Naviere Walkewicz  1:04:14 Thank you. Well, until next time, I'm Naviere Walkewicz. We'll see you on Long Blue Leadership.     KEYWORDS Leadership, Air Force Academy, Major General Thomas P. Sherman, mentorship, personal growth, security forces, work-life balance, family support, continuous improvement, legacy       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation        

In this episode with MaKenzie Fly host of the Master Your Yoga Teaching Podcast we talk about how she created the layers of her multi-passionate business that includes in-person classes, online memberships, retreats, mentoring, and more. She shares her journey creating a multi-revenue stream yoga business, from messiness to refinement. We explore the importance of focusing on high-return endeavors and the key to marketing yoga classes that often gets overlooked. We also touch on how yoga philosophy aligns with monetizing the practice and offer advice for new yoga teachers on investing in business training vs further yoga teacher training. This conversation is for anyone wanting to expand their revenue streams beyond teaching in-person classes. Meet MaKenzie: MaKenzie Fly is a Las Vegas showgirl turned podcast host, international retreat leader, and yoga teacher mentor . Yoga found her when she was only 15 years old and helped her overcome overwhelming anxiety and crippling panic attacks due to a very painful and public scandal that nearly tore her family apart. She often says yoga ruined her life, and then saved her life. MaKenzie loves teaching yoga, but she really loves teaching other people how to teach yoga and has been for the last twelve years. She's currently fascinated with figuring out what it means to flourish as a yogipreneur and interested in helping other like-minded yoga teachers expand their offers outside the studio. She's a sagittarius straight shooter, prefers coffee over tea, cats over dogs, and baths over showers. Her greatest wealth is the relationship she has with her husband of seven years, and her luckiest blessing is her baby boy, Finnian, who was born recently 11/11/2023. Praise God! Links:  Like the show? Support the show! Leave a tip & help fund my kombucha addiction (the fuel behind everything I create) --> https://fantastic-pioneer-1892.kit.com/products/support-the-podcast-tip-jar AMT recommended resources: https://allmatstaken.com/resources  Follow the new AMT Instagram page: https://www.instagram.com/allmatstaken/  Watch this episode on YouTube: https://www.youtube.com/@allmatstaken  Grab MaKenzie's free business podcast collection: https://yogipreneurmastermind.com/  Connect with MaKenzie on Instagram: https://www.instagram.com/masteryouryogateaching/  Learn more from MaKenzie & get links to her podcast: https://makenzieflyyoga.com/ 

Der Krieg in der Ukraine. Gaza. Und jetzt auch noch der Krieg im Iran. Auch in Österreich sind gerade ausnahmsweise alle Augen auf die Außenpolitik gerichtet. Und damit auch auf Beate Meinl-Reisinger, die seit einigen Monaten als Außenministerin Österreich auf internationaler Ebene vertritt. Dabei hatte die Neos-Chefin bisher wenig mit Geopolitik am Hut. Ist sie die richtige für politisch derart unruhige Zeiten? Wie wird sie ihr Amt auslegen – diplomatisch wie ihr Vorgänger Alexander Schallenberg? Oder mit klarer Wertehaltung, wie etwa die ehemalige deutsche Außenministerin Annalena Baerbock, die den Begriff der "feministischen Außenpolitik" prägte? In dieser Folge von Inside Austria schauen wir uns an, wie Österreich außenpolitisch durch die Krisen kommt. Warum sich Österreichs internationale Rolle mit Beate Meinl-Reisinger verändern könnte. Und wir fragen, ob Annalena Baerbock ein Vorbild für sie ist.

Im Kanton Schaffhausen kommt es am Sonntag zu einer Wahl, die einmalig ist in der Geschichte der Schweizer Demokratie: Im Herbst 2023 gelang Simon Stocker von der SP im bürgerlich geprägten Kanton Schaffhausen überraschend die Wahl in den Ständerat. Im März aberkannte das Bundesgericht ihm das Amt – weil er während des Wahlkampfs seinen Lebensmittelpunkt in Zürich gehabt haben soll. Nun tritt er gegen einen neuen Gegenkandidaten an: Severin Brüngger von der FDP.Was bedeutet das Urteil für zukünftige politische Wahlen in der Schweiz? Und wie wird die Neuwahl von der Stimmbevölkerung wahrgenommen? Inlandredaktorin Sabrina Bundi hat sich in der Stadt Schaffhausen an den Wahlständen der beiden Kandidaten umgehört – und erzählt in einern neuen Folge des täglichen Podcasts «Apropos» von ihren Eindrücken.Host: Mirja GabathulerGast: Sabrina BundiProduzentin: Sara SpreiterMehr zum Thema: Simon Stocker will seinen Ständeratssitz zurückPodcast «Politbüro»: Simon Stocker - Absetzung eines StänderatsWohnen an zwei Orten: Müssen nun auch andere Politiker zittern?  Unser Tagi-Spezialangebot für Podcast-Hörer:innen: tagiabo.chHabt ihr Feedback, Ideen oder Kritik zu «Apropos»? Schreibt uns an podcasts@tamedia.ch

Hört ihr in den Nachrichten manchmal von NordkoreasAtomwaffenprogramm, Raketentests und Provokationen und möchtet besser verstehen, was alles dahintersteckt und warum der Koreakonflikt immer noch anhält?Dann hört euch unsere neueste Podcastfolge an! Sinu,Sara und Andrea haben sich mit der Expertin Betty Suh (https://www.linkedin.com/in/suh-betty) vom Auswärtigen Amt zusammengesetzt und sprechen mit ihr überNordkorea als komplexe internationale Sicherheitsherausforderung und auf welcheWeise auch wir in Europa davon betroffen sind. Bettys spannender Berufsweg in die internationale Sicherheitspolitik ist auch Thema der Folge. Vielen Dank fürdeine Zeit, Betty!Diese Folge bringt nicht nur neue Inhalte, sondern auch neueFormate! Denn zum ersten Mal haben wir nicht nur unsere Stimmen, sondern auch uns selbst im Video aufgenommen! Wir sind gespannt, wie ihr das Videoformat findet! *CREDITS:Konzept: Sinu Krohner, Sara Baldus, Michelle Hillmann, Andrea Koschan, Romany SchmidtInterview: Sinu Krohner, Sara BaldusModeration: Andrea KoschanSchnitt: Michelle Hillmann, Sinu Krohner_______________Wir freuen uns immer über Fragen und Anregungen, dieihr uns gerne per Mail an podcasts@netzwerk-junge-generation.de senden könnt.Besucht auch gerne unsere Webseite und unseren Instagram-Account für mehr Inhalte und Infos unter https://netzwerk-junge-generation.de/ und https://www.instagram.com/dkjnetwork/Auf unserem YouTube-Kanal gibt es noch mehrinteressante Themen rund um das Netzwerk und Korea und dort findet ihr ebenfalls die Videopodcastaufnahme:www.youtube.com/@netzwerkjungegenerationdeu6895

Die nächste Wahl zum Oberbürgermeister der Stadt Hannover ist noch mehr als ein Jahr hin, aber einer prescht schon mal vor: Sozialdemokrat Axel von der Ohe ist nicht nur Stadtkämmerer, sondern auch Stellvertreter des amtierenden Oberbürgemeisters Belit Onay von den Grünen und nun auch offiziell erster Kandidat für das Amt. Sollte Onay seinen Posten im kommenden Jahr verteidigen wollen, tritt von der Ohe also gegen seinen Chef an, was an sich schon pikant genug ist. Im HAZ-Podcast „Klar so weit?“ erläutert Politikredakteur und Rathausexperte Andreas Schinkel bei Host Felix Harbart, warum sich diese Bewerbung angedeutet hat und welche politischen Entscheidungen der jüngeren Vergangenheit sich jetzt wie ein Puzzle zusammenfügen. Ob Onay überhaupt antritt, ist noch nicht offiziell. Und auch die CDU, dritte große Kraft im hannoverschen Rathaus, hat noch niemanden aufgestellt. Wobei Schinkel die Chancen der Christdemokraten, erstmals das Rathaus zu führen, gut einschätzt. Und auch wenn ihr Kandidat oder ihre Kandidatin im ersten Wahlgang scheitern sollte, spielt die CDU bei der Stichwahl eine entscheidende Rolle. Welche? „Klar so weit“ hören!

Schickt uns eine Nachricht Sie sind umstritten, aber vielversprechend: Solaranlagen über landwirtschaftlichen Flächen. Über Vor- und Nachteile sprechen in diesem Podcast ein Landwirt, der vor drei Jahren europaweit die erste Solaranlage Europas auf seiner Obstanlage installierte, ein Wissenschaftler, der das neue FiBL Projekt "Agrisolar" leitet, und der Projektverantwortliche vom Amt für Landwirtschaft des Kantons Aargau. Auf Hausdächern sind Solarpanels inzwischen ein gängiges Bild. Dass sie jedoch frei in der Landschaft stehen, ist derzeit noch ein seltenes Bild – und auch nicht unumstritten. Bei dem System Agri-Photovoltaik (auch genannt "Agri-PV") werden Solaranlagen über Agrarflächen installiert. Dabei sollen die Lebensmittel, die unter den Solarpanels angebaut werden, vom Schutz durch die Solaranlagen profitieren. Ob dies wirklich funktionieren kann, untersucht das grosse Forschungsprojekt AgriSolar, das letztes Jahr gestartet hat und 25 Jahre lang Daten und wissenschaftliche Erkenntnisse liefern soll. Im Gespräch sind der Projektleiter Stefan Baumann, der Projektverantwortliche des Kantons Aargau Matthias Müller und der Landwirt Mark Kugel, der auch Gründer des Startups «Sonntag Energy» ist, und Solaranlagen für Landwirte plant und baut.Gäste: Stefan Baumann, Matthias Müller und Mark KugelRedaktion und Moderation: Franziska HämmerliAn- und Abmoderation: Anke BeermannInformationen zum Projekt AgriSolar findet ihr auf der Website www.agrisolarforschung.ch. Bei Fragen könnt ihr euch an den Projektleiter wenden: stefan.baumann@fibl.org. Für Fragen an Mark Kugel oder seine Firma Sonntag Energy schreibt an  kontakt@sonntagenergy.com. Eine kostenlose Machbarkeitsanalyse könnt ihr auf der Webseite www.sonntag.energy erstellen lassen.Möchtet ihr uns gerne ein Feedback zur Sendung geben, schreibt uns gerne auf podcast@fibl.org oder kommentiert auf Instagram.E-Mailpodcast@fibl.orgInstagram@fibl_focusWebsitewww.fibl.orgFiBL Focus ist der Podcastkanal des FiBL Schweiz, einem der weltweit grössten Forschungsinstitute für biologischen Landbau.

Today's questioneers want to know why a coffee shop will have either good coffee or good chairs but not both, WTF Judi Dench's voice is doing at Disney World, how to stop their coworkers pushing MLMs onto them, how to get their wife to like their malepolish, and why Phoebe from Friends would say lobsters mate for life when actually lobsters just want a quick hot fling and no commitment.  For more information about this episode, visit answermethispodcast.com/episode407. Got question for us to answer? Send them in writing or as a voice note to answermethispodcast@googlemail.com. Next episode will be in your podfeed 31 July 2025. Become a patron at patreon.com/answermethis to help with the continuing existence of AMT, and to get an ad-free version of the episode, plus bonus material culled from the show, and our live video question-answering session Petty Problems. This episode is sponsored by Squarespace, the all in one platform for creating and running your online empire. Go to squarespace.com/answer, have a play around during the two-week free trial, and when you're ready to launch, get a 10% discount on your first purchase of a website or domain with the code ANSWER.

Vogelgrippe, Kampfhunde, PFAS oder Tierschutz: Hans Wyss hat als Direktor des Bundesamtes für Lebensmittelsicherheit und Veterinärwesen mit emotionalen Themen zu tun. Nach über 20 Jahren im Amt geht er nun in Pension. In seiner Arbeit an der Schnittstelle zwischen menschlicher und tierischer Gesundheit befinde man sich stets in einem Spannungsfeld, sagt Wyss. Besonders prägend hat er die Rinderwahn-Krise in Erinnerung, das sei eine fordernde Zeit gewesen. Es sei ihm immer wichtig gewesen, gut zu kommunizieren, die Bevölkerung breit zu informieren. Dabei habe ihm seine berufliche Vergangenheit geholfen: Wyss arbeitete als Sportjournalist bei Radio DRS. Bevor er Ende August in Pension geht, ist er zu Gast im Tagesgespräch bei Simone Hulliger.

Wie viel Amt passt in einen Tag? Dietmar Allgaier ist Landrat, VfB-Präsident – und Familienmensch. Im Podcast SPRICH:STUTTGART spricht er über kommunalpolitische Verantwortung, seine Zeit bei der Steuerfahndung und unpopuläre Klinikentscheidungen. Und über das Ehrenamt, das ihn nicht mehr losließ. Ein Gespräch über Macht, Motivation und Maßhalten – und warum seine Hündin Amy manchmal mit ins Stadion darf. Hosts dieser Folge sind der SWR-Journalist Max Wöhr, Teilnehmerin des Qualifikationsprogramms Moderation am Institut für Moderation (imo) an der Hochschule der Medien Stuttgart und Institutsdirektor Prof. Stephan Ferdinand. SPRICH:STUTTGART - der Podcast für und über Stuttgart:⁠ www.sprichstuttgart.de⁠ und auf Instagram sprichstuttgart_podcast (aufgezeichnet am 18.6.25, online ab 27.6.25).1:56 Die Hündin Amy6:49 Der Landrat aus Ludwigsburg14:40 Von der Steuerfahndung zur Kommunalpolitik17:55 Herausforderungen in der Steuerfahndung21:06 Politische Veränderungen im Landkreis24:00 Gesprächskultur in der Politik29:16 Die Kliniklandschaft im Landkreis37:00 Der Weg zum VfB-Präsidenten44:14 Vom Fan zum Interimspräsidenten50:12 Respekt vor dem Amt52:20 Die Entscheidung für das Präsidentenamt58:09 Der Unterschied zu früheren Zeiten59:36 Ehrenamtliche Arbeit und Gesellschaft1:01:23 Segelabenteuer in Kroatien1:07:08 Die Kraft der Freundschaft1:10:51 Musik und Verein1:23:56 Die Herausforderung des VfB1:39:46 Saisonanalysen und Ambitionen1:48:20 Frauenfußball im Aufschwung1:56:29 Gesellschaftliche Verantwortung des Vereins

Das Auswärtige Amt stellt kein Geld mehr für die zivile Seenotrettung bereit. Der Migrationsforscher Maurice Stierl hält das für falsch. Die Präsenz der Rettungsorganisationen im Mittelmeer sei unabdingbar.

Die AfD hat Michael Kaufmann für das Amt des Vizepräsidenten des Bundestags nominiert, doch die Unionsfraktionen sowie die SPD lehnen ihn ab. Die Regierungskoalitionäre betonen, dass sie Mitglieder der AfD grundsätzlich nicht in repräsentative Ämter wählen.

Der frühere britische Botschafter, Menschenrechtsaktivist und schottische Journalist Craig Murray hat schon vor rund 20 Jahren öffentlich Menschenrechtsverletzungen kritisiert, die von westlichen Regierungen gedeckt wurden. Deshalb verlor er sein Amt als Botschafter in Usbekistan. Seine Stimme erhebt er aber auch weiterhin gegen die britische und US-amerikanische Außenpolitik. Unter anderem war Murray einer der prominentesten UnterstützerWeiterlesen

Der Vorstand der KV Schleswig-Holstein ist seit einem Jahr im Amt. Welches Zwischenfazit zieht die Vorstandsvorsitzende Dr. Bettina Schultz nach dem ersten Jahr im neuen Amt, welche Herausforderungen haben sich bestätigt und welche Hürden konnten in den ersten zwölf Monaten schon genommen werden? Antworten gibt die KV-Chefin im Interview.

Nicole Röttger von der Apiarista GmbH spricht mit Thomas Wuttke über die spezifischen Herausforderungen und Entwicklungspotenziale in der öffentlichen Verwaltung. Es geht um Silostrukturen, Fehlerkultur, Projektarbeit und um die Frage, wie viel Agilität möglich ist.  Shownotes: 

Zunächst berichten Dr. Stefan Brink und Prof. Niko Härting ab Minute (00:32) in der Rubrik #Querbeet über einen gerichtlichen Erfolg von FragDenStaat vor dem Verwaltungsgericht Berlin. In dem Verfahren hatte FragDenStaat gemeinsam mit der Flüchtlingshilfeorganisation PRO ASYL das Auswärtige Amt auf Herausgabe von Lageberichten zu den Staaten Iran und Nigeria verklagt. Ab Minute (04:29) wenden sich die beiden einer verwaltungsprozessualen Fragestellung zu. Gegenstand ist das Urteil des Bundesfinanzhofs (BFH) vom 6. Mai 2025 – IX R 2/23, welches sich mit einem Antrag auf Herausgabe von Kopien personenbezogener Daten gemäß Art. 15 Abs. 3 DSGVO gegenüber einem Finanzamt befasste. Zentrale Frage war hierbei, ob die Klage verfristet war. Welche Klageart und damit welche Frist war für das klägerische Begehren einschlägig? Ab Minute (14:06) thematisieren Brink und Härting KI-Trainingsdaten. Die Verbraucherzentrale NRW hatte im Wege des einstweiligen Rechtsschutzes beantragt, Meta die Verwendung von Nutzerdaten zum Training von KI-Modellen zu untersagen. Das Oberlandesgericht Köln entschied mit Urteil vom 23. Mai 2025 – 15 UKL 2/25, dass der Antrag zulässig, aber unbegründet sei. Hiervon sind Prof. Härting und Dr. Brink etwas überrascht. Wie werden Daten nach Art. 9 DSGVO und die Daten von Dritten oder Minderjährigen in der Entscheidung berücksichtigt? Wie konnte Meta das OLG Köln bei der summarischen Prüfung überzeugen?

Auch in den 1920er Jahren war die deutsche Presselandschaft volatil. Neue Zeitungen entstanden, alte verschwanden, fusionierten oder benannten sich um. Letzteres vollzogen im Juni 1925 die Altonaer Neuesten Nachrichten, die fortan nur noch Altonaer Nachrichten hießen. Neuigkeitswert beanspruchte die folgende Nachricht vom 24. des Monats aber dennoch – zumindest für die Zeitgenossen im fernen Deutschland: In Texas war bereits 1917 der Governor James Edward Ferguson, genannte „Pa“, durch ein Amtsenthebungsverfahren wegen Korruptionsvorwürfen zum Rücktritt gedrängt worden. Comebackversuche inklusive einer Parteineugründung scheiterten; dafür gelang ihm eine Rückkehr in den Gouverneurspalast als First Husband an der Seite seiner Gattin Miriam Amanda, genannt „Ma“, Ferguson, die 1925 als zweite Frau in den USA in das höchste Amt eines Bundesstaates gewählt worden war. Den auch von den Altonaer Nachrichten befeuerten Gerüchten, nur als Strohfrau von „Pa“ zu agieren, sollte „Ma“ aufgrund der Länge ihrer politischen Karriere die Grundlage entziehen: Nach ihrer Abwahl 1926 kandidierte sie noch mehrfach erneut für den Gouverneursposten von Texas und kehrte 1933 schließlich in das Amt zurück, wohingegen „Pa“ trotz entsprechender Bemühungen nie wieder für eine Wahl nominiert wurde. Es liest Rosa Leu.

Nach mehr als 2 Jahren haben wir ihn wieder im Podcast: Jason Rothweiler aka PRAY! Wir sprechen über: sexuelle Identität in der heutigen Gesellschaft, Entscheidungsfindung in schwierigen Situationen, Leiterschaft und eine anstehende Gemeindegründung verbunden mit dem Amt des Pastors bei Jason. Die Folge ist wirklich spannend, regt zum Nachdenken an und ermutigt im Glauben! Viel Segen damit!Wenn du es auf dem Herzen hast, kannst du das Projekt finanziell unterstützen (Verwendungszweck „TIG“): https://paypal.me/efkoeln

s geht um viel auf dem NATO-Gipfel, der heute in Den Haag beginnt. Hans-Lothar Domröse, General a.D. des Heeres der Bundeswehr und ehemaliger NATO-Kommandeur: "Auf diesem Gipfel geht es vor allem darum, das transatlantische Bündnis zu stärken". Domröse mahnte an, die Ertüchtigung der Bundeswehr müsse schneller vorangehen als bisher. Mehr als 10 Jahre habe es gedauert, das 2-Prozent-Ziel zu erreichen, das sich die NATO-Partnerländer vorgenommen hatten. Also 2 Prozent der Wirtschaftsleistung in Verteidigung zu investieren. "Wir müssen immer einsatzbereit ein, auch darauf zielt dieser Gipfel ab." Die Themen des Gipfels sind vielfältig: Der russische Angriffskrieg gegen die Ukraine, Israel - der Iran, der Krieg im Nahen Osten. Die Bedrohung durch China. Und es ist das erste Treffen der westlichen Militärallianz, an dem Donald Trump teilnimmt - seitdem er als US-Präsident zum zweiten Mal im Amt ist. Trump dürfte mit stolzgeschwellter Brust anreisen. In der Nacht verkündete der amerikanische Präsident nämlich auf seinem Online-Kanal "Truth Social" eine Waffenruhe zwischen Israel und dem Iran - auch wenn bislang unklar ist, ob sich beide Seiten daran halten.

In this episode, we tackle one of the most significant financial decisions tech professionals face: knowing when and how to walk away from a job—whether that's to retire or move to another opportunity—especially when equity compensation is in the mix. We emphasize the mental and financial distinction between retiring permanently and transitioning to a new firm. Retirement means permanently stepping away from income and needing a long-term strategy to generate cashflow from your assets. Switching firms, on the other hand, is temporary unemployment with the potential for new income and equity.We walk through how to determine readiness for either scenario. For retirement, it's essential to assess total wealth, stress test sustainable spending, and build a reliable paycheck from assets. For switching jobs, we need ample cash reserves and liquidity, as job searches are unpredictable in length. Equity compensation plays a central role—particularly what we leave behind. We highlight the importance of reviewing company plan documents to understand if retirement will trigger accelerated vesting or forfeiture of RSUs.When it comes to timing, especially for those with stock options or RSUs, planning ahead is critical. If possible, we want to spread taxable events over multiple years to manage the tax burden more efficiently. We also discuss evaluating whether to hold or sell company stock after departure. The decision hinges on one's financial goals, income flexibility, and risk tolerance. Behavioral aspects come into play too—avoiding regret by making informed, goal-aligned choices and not falling into the “shoulda, coulda, woulda” trap.Taxes are unavoidable, but they can be managed with proper planning, especially when dealing with capital gains, ordinary income, and potential AMT from equity compensation. We stress the importance of integrating equity compensation into a long-term financial plan, using it to meet both short-term liquidity needs and long-term diversification goals.Company-specific events like IPOs, mergers, layoffs, or vesting schedules can all influence the decision to leave. Evaluating those triggers through the lens of your goals helps in deciding whether to act now or wait. Lastly, we return to the value of working with a financial planner and the need for intentionality. Walking away—whether to retire or transition—is rarely simple, and it's okay to find the decision hard. To get in touch with Amy and her team at Thimbleberry Financial, call 503-610-6510 or visit thimbleberryfinancial.com.

Seit fünf Monaten ist Donald Trump im Amt und hat sowohl die USA als auch das transatlantische Verhältnis zu Europa in ihren Grundfesten erschüttert. Bisher sind Widerstand und Kritik eher verhalten. Juristische Grenzen werden ausgelotet. Von Christoph Bezemek, Liana Fix, Doris Simon, Andre Zantow, Margarete Wohlan www.deutschlandfunkkultur.de, Weltzeit

#Lutherhiersteheich #Hauptstadtinsider #JanPeterLuther #DNEWS24 #JohannWadephul #Gazakrieg #Irankrieg #IAEA Das ging schnell. Noch keine 2 Monate im Amt und schon wird Johann Wadephul mit seiner umstrittenen Amtsvorgängerin Annalena Baerbock verglichen. Nicht nur die Bild-Zeitung schreibt den ersten CDU-Außenminister seit 60 herunter, auch der Generalsekretär der CDU, Carsten Linnemann, distanziert sich von den Äußerungen Wadephuls zur Iran-Politik der USA und Israels.Hauptstadtinsider Jan Peter Luther im DNEWSTV24Podcast „Luther – hier stehe ich!“

The muni market in 2025 is shaped by shifting supply, political headlines, and an evolving rate environment and investors are watching closely.In this episode, host Chris Roberti is joined by Ian France, Credit Analyst and Portfolio Manager at MacKay Municipal Managers, to unpack the key trends so far this year. From elevated new issuance and lackluster flows to cheapened ratios and sector-specific risks, Ian offers a clear-eyed view of what's driving market behavior. They discuss credit dynamics post-U.S. downgrade, why healthcare is under the microscope, and how the latest federal legislation impacts tax exemption. The conversation also highlights the value of active management and where opportunities exist on the curve, especially in AMT bonds and long-duration credits.Follow UsTwitter @NYLInvestmentsTwitter @MacKayMuniMgrsFacebook @NYLInvestmentsLinkedIn: New York Life InvestmentsLinkedIn: MacKay Municipal ManagersPresented by New York Life Investmentswww.newyorklifeinvestments.comMacKay Municipal Managers is a team of portfolio managers at MacKay Shields. MacKay Shields is 100% owned by NYLIM Holdings, which is wholly owned by New York Life Insurance Company. “New York Life Investments” is both a service mark, and the common trade name, of certain investment advisors affiliated with New York Life Insurance Company.SMRU: 8055098.1

Immer weniger Menschen lassen sich impfen – besonders in den USA haben Wissenschaftsskeptiker und Gegner von Schulmedizin mehr Einfluss denn je. Denn Präsident Trump hat ihren bislang mächtigsten Vertreter ins Amt gehoben: Robert F. Kennedy Jr. Der ist inzwischen bekanntlich amerikanischer Gesundheitsminister. Wo liegen die Wurzeln der heutigen Impfskepsis? Was macht Verschwörungstheorien eigentlich so attraktiv? Und gewinnen die Impfgegner? Darüber sprechen wir mit Pia Kruckenhauser und Ingrid Brodnig. **Hat Ihnen dieser Podcast gefallen?** Mit einem STANDARD-Abonnement können Sie unsere Arbeit unterstützen und mithelfen, Journalismus mit Haltung auch in Zukunft sicherzustellen. Alle Infos und Angebote gibt es hier: [abo.derstandard.at](https://abo.derstandard.at/?ref=Podcast&utm_source=derstandard&utm_medium=podcast&utm_campaign=podcast&utm_content=podcast)

Thema: Seit 40 Tagen ist die große Koalition in Deutschland im Amt - aber beim Juniorpartner SPD rumort es. Die scheidende SPD-Vorsitzende Saskia Esken ist heute Gast in der ZIB 2.

Zehn Jahre lang war Henriette Reker Oberbürgermeisterin von Köln. Nun kandidiert sie nicht mehr für das Amt. Wie blickt sie auf die Probleme, vor denen deutsche Städte stehen? Moderation: Anja Backhaus Von WDR 5.

Sport ist gesund – das wird jeder Gesundheitsminister bestätigen. Karl Lauterbach, der das Amt bis vor Kurzem noch hatte, spielt leidenschaftlich gerne Tischtennis. Im Keller des Ministeriums hatte er sogar eine eigene Tischtennisplatte stehen. Jetzt hat ihm jedoch seine Nachfolgerin Nina Warken den Zugang verweigert. Das heißt: Unser Karl braucht jetzt irgendwo Tischtennis-Asyl...

Mittlerweile ist offiziell, was sich seit Tagen angedeutet hatte. Borussia Dortmund hat sich die Dienste von Jobe Bellingham gesichert. Der junge Engländer kommt mit vielen Vorschusslorbeeren in den Pott und kostet den Verein schlappe 30 Millionen Euro plus möglich Bonuszahlungen. Eine ordentliche Summe für einen 19 Jahre alten Spieler ohne Erfahrung in der ersten Liga. Dennoch gute Nachrichten, wie Moderator Sascha Staat und RN-Redakteur Kevin Pinnow finden. Eher schlecht für den Verein ist der Streit zwischen Reinhold Lunow und Hans-Joachim Watzke um das Amt des Präsidenten. ein weiteres Kernthema der neuen Folge. Außerdem stehen die Personalien im Fokus.

Die verdoppelten US-Zölle auf Stahl und Aluminium treten in Kraft. Das Kabinett berät Klingbeils »Wachstumsbooster« für Unternehmen. Und der frisch gewählte südkoreanische Präsident tritt sein Amt an. Das ist die Lage am Mittwochmorgen. Hier alle Artikel zum Nachlesen: Trumps neuester Zollhammer – schlägt Europa jetzt zurück? Klingbeil plant Investitionsbooster für Elektroautos Linker Lee Jae Myung gewinnt Präsidentenwahl in Südkorea+++ Alle Infos zu unseren Werbepartnern finden Sie hier. Die SPIEGEL-Gruppe ist nicht für den Inhalt dieser Seite verantwortlich. +++ Den SPIEGEL-WhatsApp-Kanal finden Sie hier. Alle SPIEGEL Podcasts finden Sie hier. Mehr Hintergründe zum Thema erhalten Sie mit SPIEGEL+. Entdecken Sie die digitale Welt des SPIEGEL, unter spiegel.de/abonnieren finden Sie das passende Angebot. Informationen zu unserer Datenschutzerklärung.

Der Rücktritt kam überraschend – und überraschend früh: Bereits im Oktober will FDP-Präsident Thierry Burkart sein Amt einem Nachfolger oder einer Nachfolgerin übergeben. Der Zeitpunkt sei richtig, begründete der 49-jährige Ständerat seinen Abgang. Ausserdem wolle er sich wieder auf die Sachpolitik im Ständerat konzentrieren – und in zwei Jahren das Präsidium der kleinen Kammer anstreben.Wie lautet seine Bilanz nach vier Jahren an der Spitze des Freisinns? Ist die Partei heute so klar positioniert, wie Burkart am Dienstag vor den Medien betonte? Und wer könnte seine Nachfolge übernehmen? Darüber spricht Bundeshauschefin Larissa Rhyn in einer neuen Folge des täglichen Podcasts «Apropos».Host: Philipp LoserProduzent: Noah FendMehr zum Thema:Er brachte Abweichler stets auf Linie: Bilanz eines ScharfmachersDas sind die Top-Kandidaten für Burkarts NachfolgeKommentar: Burkarts Nachfolger muss die EU-Frage beantworten  Unser Tagi-Spezialangebot für Podcast-Hörer:innen: tagiabo.chHabt ihr Feedback, Ideen oder Kritik zu «Apropos»? Schreibt uns an podcasts@tamedia.ch

In Graubünden wurde die Ewigkeitschemikalie PFAS fast überall nachgewiesen – in Fisch, Boden, Wasser und Deponien. Meist in tiefer Konzentration, doch wie stark Milch oder Fleisch belastet sind, bleibt unklar. Punktuell werde es Überschreitungen geben, so das Amt. Eine nationale Testkampagne läuft. Weitere Themen: · Mit dem neuen Bedrohungsmanagement will die Kantonspolizei potenziell gefährliche Personen frühzeitig erkennen. Kritisiert wird, dass oft unklar ist, wie man auf solche Listen kommt – oder wieder runter. Zudem könnten Unschuldige ins Visier geraten, was grundrechtlich problematisch sei, sagt die Strafrechtsprofessorin. · Im letzten Herbst sorgte ein Wildschwein im Unterengadin für Aufsehen, weil es in der Region überraschend aufgetaucht und sogar über den Winter geblieben war. Nun wurde es von Wildhütern erschossen, da es Schäden verursachte – ein Entscheid, der nicht überall auf Verständnis stösst.

Im Lötschental kam es zur Katastrophe. Blatten gibt es nicht mehr und auch die umliegenden Dörfer sind durch den gestauten Fluss Lonza nun in Gefahr. Wie ist die Lage aktuell? Und kann die Armee etwas tun, um ein weiteres Unglück zu verhindern? Fragen an Verteidigungsminister Martin Pfister. Enorme Fels-, Eis- und Schuttmassen haben am Mittwoch das Walliser Dorf Blatten im Lötschental unter sich begraben. Verteidigungsminister Martin Pfister reiste noch am selben Abend in das Unglücksgebiet und sicherte den örtlichen Behörden die volle Unterstützung durch die Armee zu. Doch, bis jetzt zeigt sich ein Einsatz als schwierig, zu unsicher ist das überschüttete Gebiet. Wie ist die Lage aktuell? Welche Hilfsarbeiten sind für die Armee kurz- und mittelfristig möglich? Und ist ein Wiederaufbau der Ortschaft längerfristig überhaupt denkbar? Für den neuen Bundesrat war der Auftritt im Lötschental nicht der erste in dieser Woche. Bereits am Montag hat er – schon nach fünfzig Tagen im Amt – seine Pläne und Vorstellungen für die Schweizer Armee präsentiert. Die Schweiz müsse sich nicht mehr nur auf die «wahrscheinlichsten» Bedrohungssituationen vorbereiten, sondern auch auf die «gefährlichsten», sagte Pfister. Was bedeutet das konkret? Welche Folgen hat das für die Aus- und Aufrüstung der Armee? Und wer soll das bezahlen? Verteidigungsminister Martin Pfister ist Gast in der «Samstagsrundschau» bei Eliane Leiser. Ergänzend zum «Tagesgespräch» finden Sie jeden Samstag in unserem Kanal die aktuelle «Samstagsrundschau».

Why do Danes slice up the bride's veil and the groom's socks at a wedding? Is it OK to take pats of butter from a cafe? How/when do Popes learn Italian? And what happens if you drop your phone into the toilet at a festival? (Spoiler: nothing good.) Questioneers want to know all these things and more in AMT406.  For more information about this episode, visit answermethispodcast.com/episode406 Got question for us to answer? Send them in writing or as a voice note to answermethispodcast@googlemail.com. Next episode will be in your podfeed 26 June 2025. Before that, AMT patrons will be getting a new feature: Petty Problems, a live YouTube version of the show where we only deal with questions that are trivial, unserious, minor. And because it's live, you can interact with us in real time! The first edition will be 10pm UK time on Sunday 15th June. Patrons also get bonus cuts from the show, an ad-free version of the episode, and the glow of satisfaction of bringing this podcast back to life; so for all that, go to patreon.com/answermethis. This episode is sponsored by Squarespace, the all in one platform for creating and running your online empire. Go to squarespace.com/answer, have a play around during the two-week free trial, and when you're ready to launch, get a 10% discount on your first purchase of a website or domain with the code ANSWER. Learn more about your ad choices. Visit megaphone.fm/adchoices

Universitäten und Wissenschaft in den USA stehen massiv unter Druck. US-Präsident Donald Trump und sein Vize JD Vance haben lange angekündigt, gezielt gegen Universitäten vorzugehen. Jetzt, wo Trump wieder im Amt ist, machen sie Ernst. In dieser Folge geht es um die dramatischen Entwicklungen in den USA: Visa-Stopps für Studierende, politische Einflussnahme auf Forschungseinrichtungen, die offene Konfrontation mit Harvard – wie weit geht Trump im Kampf gegen das freie Denken? Dazu spricht Anne Will mit der promovierten Chemikerin und Wissenschaftsjournalistin Mai Thi Nguyen-Kim. Sie hat selbst am MIT und an der Harvard University geforscht – unter Bedingungen, die es so vielleicht bald nicht mehr gibt. In dem Gespräch geht es um politische Eingriffe in die Wissenschaft, die Gefahren für die internationale Forschung und was auf dem Spiel steht, wenn autoritäre Tendenzen Universitäten unter Druck setzen. Der Redaktionsschluss für diese Folge war Mittwoch, 28. Mai 2025, um 16:30 Uhr.

In dieser Folge von HSV – Meine Frau nehmen wir euch mit auf eine Reise durch die Höhen und Tiefen der vergangenen Saison. Muchel berichtet von seinen Eindrücken beim DFB-Pokalfinale und erklärt, warum solche Erlebnisse jeden Spieler motivieren sollten. Wir analysieren die Leistungen der Spieler: Wer hat sich für die Bundesliga empfohlen? Wer könnte es schwer haben? Und wer war die Überraschung der Saison? Außerdem werfen wir einen Blick auf aktuelle Transfergerüchte und diskutieren die möglichen Veränderungen im Kader. Ein weiteres Thema ist die abgelehnte Kandidatur von Felix Magath für das Amt des HSV-Präsidenten. Wir beleuchten ein paar Hintergründe und die Reaktionen innerhalb des Vereins. Jetzt reinhören und mit uns die Saison Revue passieren lassen!

Verteidigungsminister Martin Pfister zieht nach 50 Tagen im Amt eine erste Bilanz. Die aktuelle sicherheitspolitische Lage lasse keine Zeit für ein langes Schweigen, begründet Pfister. Er hat drei Schwerpunkte definiert, darunter die Entwicklung einer sicherheitspolitischen Strategie. Weitere Themen: In immer mehr Ländern weltweit geraten Frauen und ihre Rechte wieder stärker unter Druck. Von einem sogenannten "Rollback" ist gar die Rede. Zu diesem Schluss gelangen Untersuchungen des Europarates in Strassburg und der Uno. Das Verhältnis zwischen Süd- und Nordkorea ist wieder geprägt von Spannungen. Während die Älteren in Südkorea trotzdem von einer Wiedervereinigung träumen, beschäftigt die Jungen anderes.

Der Sommer steht vor der Tür. Das Auswärtige Amt warnt vor Gluthitze im Süden und die Strände bei Athen könnten tatsächlich voll werden. Und was, wenn ein Seeigel das Schlauchboot heimtückisch attackiert? Gefahren allerorten. Aber das muss doch nicht sein, meint ganz entspannt WDR 2 Satiriker Dieter Nuhr. Von Dieter Nuhr.

Nach einer kurzen, ungeplanten Pause setzen sich Aaron und Willi wieder zusammen. In der letzten Folge sprachen sie über den Tod des Papstes – heute geht es um seinen Nachfolger.Zunächst diskutieren Aaron und Willi die Rolle der katholischen Kirche in der westlichen Welt und wie auch Freikirchliche von ihrem hohen gesellschaftlichen Ansehen profitieren. Anschließend widmen sie sich dem Amt des Papstes und werfen dabei einen Blick auf die bekannte Bibelstelle in Matthäus 16, Verse 18–19.Dabei stellen sie sich die Frage: Worauf gründet sich die Kirche – auf die Person des Petrus als ersten Papst oder auf sein Glaubensbekenntnis, dass Jesus der Sohn Gottes ist?Auch eine weitere wichtige Frage wird angesprochen: Waren die „Schlüssel des Himmelreichs“ ausschließlich Petrus gegeben oder allen Aposteln?Schließlich versuchen Aaron und Willi zu klären, ob unsere Ortsgemeinde auf der Tradition der Person Petrus basiert oder auf der Lehre, die er verkündete – nämlich der Wahrheit über Jesus Christus.

Welcome to Episode 146 of The Liquidity Event!  This week AJ and Shane talk FinTech corporate espionage and then focus on the proposed GOP tax plan. To wrap things up, they address a listener's concern about preparing for a "coming economic storm," offering insights on why fear-based financial decisions are rarely the best approach.  Key Takeaways: 00:00 - Intro & What's Shane doing in AJ's house? 01:52 - Spies Are Everywhere: The Cutthroat FinTech Industry 04:54 - Remote Work & Cybersecurity: The New Frontier of Corporate Risk 06:07 - Non-Competes: Enforceable or Not? 06:33 - Decoding the New House GOP Tax Plan (Draft Details!) 06:53 - AJ's Favorite: 529 Plan Expansions for Certifications! 08:14 - Shane's Take: Standard Deductions, AMT, and the SALT Cap Saga Continues 12:23 - No Tax on Tips? Or Overtime? The Complications! 15:14 - Radical Tax Idea Corner: Capital Gains & Lifetime Exclusions 18:58 - Estate Tax Exclusion: Permanent and Higher? 19:48 - Listener Question: Preparing for the "Coming Economic Storm" 21:26 - AJ's Hot Take: Don't Make Decisions Based on Fear! 25:01 - Outro

Play NowThe Seibertron Twincast / Podcast starts episode 375 with a look at some of the initial toy offerings from Takara Tomy's Wild King line, presented through the lens of an anecdotal story about the host's weekly trash pickup. Teasers for another upcoming Transformers and Evangelion crossover toy release lead in thematically to several of the toys shown off at this year's Shizuoka Hobby Show, including collaborations with Macross, Zoids and Diaclone among the non-crossover releases like MPG Hauler and AMT Predaking. Several on-the-spot questions are posed to the cast related to their personal experiences and collections before the episode wraps up with the recurring "Bragging Rights" segment, where the cast shares their most recent Transformers toy and product acquisitions.

Mit der Bamberger Verfassung von 1919 wird auch das Amt des Bayerischen Ministerpräsidenten geschaffen. Seine historischen Wurzeln reichen aber viel weiter zurück. Erst nach 1945 bekommt das höchste Amt im Freistaat Bayern die Befugnisse, die es heute hat. Von Thomas Grasberger

Fast könnte man sagen, dass Trump der Tradition treu bleibt, bei der ersten größeren Auslandsreise eines US-Präsidenten auf Gleichgesinnte zu treffen. Früher waren das die europäischen Alliierten, heute sind es die Golfstaaten. Trump hat sehr klargemacht, worum es ihm bei dieser Reise geht: Geld. Politische Ziele verfolgt er kaum. In der aktuellen Folge von »Trumps Amerika« spricht Host Juan Moreno mit Mathieu von Rohr, Auslandschef des SPIEGEL. »Für Trump ist die Reise in erster Linie eine Gelegenheit, Geschäfte zu tätigen – und zwar Geschäfte, die gut für die amerikanische Wirtschaft sind und für seine eigenen Unternehmungen«, so von Rohr. Donald Trump habe noch nie ein Problem damit gehabt, sein Amt für private Zwecke zu nutzen. Dafür spreche auch der Fakt, dass Trump erwäge, Katars Geschenk, eine Boeing im Wert von 400 Millionen Dollar, anzunehmen und womöglich nach seiner Präsidentschaft privat zu nutzen, glaubt von Rohr.+++ Alle Infos zu unseren Werbepartnern finden Sie hier. Die SPIEGEL-Gruppe ist nicht für den Inhalt dieser Seite verantwortlich. +++ Den SPIEGEL-WhatsApp-Kanal finden Sie hier. Alle SPIEGEL Podcasts finden Sie hier. Mehr Hintergründe zum Thema erhalten Sie mit SPIEGEL+. Entdecken Sie die digitale Welt des SPIEGEL, unter spiegel.de/abonnieren finden Sie das passende Angebot. Informationen zu unserer Datenschutzerklärung.

Die US-europäische Koalition der Willigen fordert eine Waffenruhe, sonst kämen neue Russland-Sanktionen. Geht der Plan auf? Und: Schönstes Amt neben Papst. Bärbel Bas will SPD-Chefin werden und die Rente reformieren (18:25) Stephanie Rohde

Hitlers Selbstmord und die Kapitulation der Wehrmacht am 8.Mai 1945 bedeuteten nicht das Ende des Deutschen Reiches. In der Marineschule Mürwik bei Flensburg agierte noch fast drei Wochen eine Reichsregierung unter Großadmiral Dönitz, den Hitler zu seinem Nachfolger ernannt hatte: Ein bizarrer Spuk mit Kabinettssitzungen, Minister-Denkschriften - und einem Staatsbegräbnis. Auch als die britische Armee das Treiben mit Festnahmen beendete, blieb Dönitz überzeugt, rechtmäßig im Amt zu sein. Von Rainer Volk

It's one of those fantasy questions that gets batted around when "Who would you want at your fantasy dinner party?" has been wrung dry: what would you spend the money on if you won the lottery? Except one questioneer has actually done it, and now they need to figure out what to spend the money on in a way that doesn't tip anyone off that they won the lottery.  Plus, questioneers want to know: what do pretzels mean, when did sports winners start kissing trophies, who had the incredible idea to make biscuits into spread, what do you do with your late spouse's underpants, and how to do you stop being given gifts of toe socks. For more information about this episode, visit answermethispodcast.com/episode405. Got questions for us to answer? Send them in writing or as a voice note to answermethispodcast@googlemail.com. Next episode will be in your podfeed 29 May 2025. AMT patrons will be getting bonus material before that, as well as an ad-free version of the episode, and the glow of satisfaction of bringing this podcast back to life; so to become a patron, go to patreon.com/answermethis. This episode is sponsored by Squarespace, the all in one platform for creating and running your online empire. Go to squarespace.com/answer, have a play around during the two-week free trial, and when you're ready to launch, get a 10% discount on your first purchase of a website or domain with the code ANSWER. Learn more about your ad choices. Visit megaphone.fm/adchoices