Podcasts about anticipate

Stretta del Comune di Schio sulle situazioni di degrado e insicurezza serale in centro: dal 28 settembre al 26 novembre, gli esercizi di vicinato del settore alimentare e misto e alcune attività artigianali dovranno cessare l'attività alle 20, con divieto di riaprire prima delle 6 del mattino successivo.

We all have two voices speaking to us daily—God's still, small, loving voice and the accusing, fear-ridden, loud voice of the enemy. How can you tell the difference? If it's encouraging, uplifting, life-affirming, convicting yet loving, aligned with Truth, you can be sure it is from God. If it brings fear, insecurity, anger, condemnation, or confusion, you can be sure it's from the enemy. Whose voice should you listen to? I recommend choosing God. Every. Time. We all face battles at work that make us vulnerable to a myriad of thoughts. But God gives us the victory. Whether you're facing unfair treatment, conflict, failure, or just feel stuck, turn to your Father. Pray for that difficult boss or co-worker. Pray for wisdom in that challenging circumstance. Ask God to turn your situation around for good. Listen for His direction and take obedient action. Then anticipate a miracle! Remember, God is for you! 

Ready to increase your desire and experience pleasure? Join the next round of Want it and Enjoy itIn this episode of Reclaiming Catholic Intimacy, Ellen Holloway talks about wishing your husband would just notice what you need without you having to ask. She explains why expecting him to read your mind can actually make marriage harder, and why healthy relationships mean getting brave enough to ask for what you want.___________________________________Ready to stop avoiding sex and actually enjoy it? Join the waitlist for Want it and Enjoy it now and join the next round!Did we mention a book on this week's episode? Click here for our recommended books!Reach out at instagram.com/ellenholloway_/ or email us at info@vinesinfullbloom.com

The most expensive decisions in a dental practice feel incredibly generous in the moment.That's why it's so easy to keep doing.In this episode, Dr. Dave breaks down The Dentist's People-Pleasing Penalty, including:The hidden reason being a “good boss” can cost you your best peopleWhy your most costly practice problems have almost nothing to do with the numbersHow to make hard decisions without becoming the cold, rigid owner you never wanted to beThere's a simple pattern underneath it: Anticipate. Accommodate. Pay.Listen now and you'll start seeing decisions in your practice very differently. Because people-pleasing solves for the moment. Then it sends you the bill later.━━━━━━━━━Busy isn't the same as Irreplaceable. One fills your schedule. The other protects your time, your income, and the team that has your back.Ten questions. Four minutes. See where your practice is strong, where it is exposed, and what to build next so you can work less, earn more, and be ready for what is coming.Take the Commoditization Threat Assessment: assessment.irreplaceablepractice.com

When Atlanta Fed researchers examined how housing and other financial factors affected displaced residents following Hurricane Micheal (2018), their findings revealed the challenges to successful relocation. In this podcast, hear senior adviser and subject matter expert Dontá Council discuss the connection between financial health and disaster recovery in Florida's Panhandle.

Getting a buyer interested in our solution is only the beginning of a B2B sale. In many organisations — and particularly in Japan — the person sitting across from us may have very little authority to make the final decision. Instead, we need that person to become our internal champion. They have to take our idea back into their organisation, explain it, defend it, overcome resistance and put their own reputation behind recommending us. That creates an important responsibility for salespeople. We are not merely asking someone to help us win a deal. We are asking them to take a professional risk on our behalf. What is an internal champion in B2B sales? An internal champion is someone inside the buyer organisation who believes in your solution strongly enough to advocate for it when you are not in the room. Usually, we meet our initial contact through a cold call, referral or networking. We explain what we do, perhaps mention another client we have helped and then ask permission to explore their situation. If we are doing professional consultative selling, we ask questions and go deeply into the issues facing the organisation. Eventually, we start suggesting solutions matched to those needs. That is often when reality appears. Our contact may be enthusiastic about solving the problem but discover that managers, executives, Finance, Procurement or other divisions are not nearly as enthusiastic. We cannot personally attend every internal conversation. Our contact therefore becomes our representative. They have to carry the sale forward for us. Do now: Identify who inside the client genuinely wants the change to happen. Interest alone isn't enough — you need someone willing to advocate internally. Why are internal champions particularly important when selling in Japan? Japanese corporate buying often involves multiple stakeholders, so the salesperson's original contact may be only one participant in a much larger decision-making process. In traditional Japanese organisations, a proposal can move through several layers of internal review. Divisions affected by the purchase may conduct their own due diligence. Section Heads may approve the proposal before it moves to Division Heads. Depending on the scale and nature of the decision, senior executives may then become involved. The traditional ringi process illustrates why internal consensus matters so much in Japan. That can mean a tremendous number of people are involved. Meanwhile, we may only know one of them. The person sitting opposite us may not even have final approval authority, yet we depend upon them to help navigate the proposal through the organisation. This is why Japanese B2B selling cannot simply be about persuading one individual. We need to help that individual persuade everyone else. Do now: Ask, "Who else will be involved in evaluating or approving this decision?" Then help your champion prepare for each stakeholder's concerns. What risk does an internal champion take when recommending a supplier? Your champion puts their credibility and sometimes their career reputation behind your solution, because if your company fails, they may be blamed for recommending you. This is something salespeople can easily underestimate. We naturally think about our own risk. Will we win the contract? Will we achieve our sales target? Will we earn the commission? The buyer's champion is considering something completely different. "If I recommend these people and it goes badly, what happens to me?" Their colleagues are unlikely to say, "Well, that supplier made an unfortunate operational decision." They may say: "Why did you choose them?" That makes trust central to the sale. Our champion has to believe we are credible, reliable and capable of delivering what we promise. They also need confidence that supporting us won't make them look foolish in front of senior management. When viewed from their perspective, choosing a new supplier can be a significant personal risk. Do now: Before asking a champion to advocate for you, ask yourself, "What professional risk am I asking this person to accept?" What can go wrong when a salesperson fails to protect the champion? If the supplier fails after an internal champion has fought to get the deal approved, the damage can extend far beyond the contract — it can damage the champion's standing inside the organisation. I learned this lesson painfully while selling imported mobile telephone antenna steel towers in Japan. The towers were sourced from Australia, and we could install them for around 30% of the price being offered by local suppliers. Imported towers were new, however, so getting agreement wasn't straightforward. The buyer was a joint venture whose executives had come from several shareholder companies. Some arrived with relationships with preferred Japanese suppliers. My champions had to fight internally to get the Australian solution accepted. There was even resistance from the local supplier group, which reacted aggressively to the cheaper imported competition. Eventually, my champions got the deal through. Then things went wrong. The Australian supplier decided to move production to Malaysia to reduce costs. Quality problems followed. Eventually, the business collapsed. Do now: Winning internal approval isn't the finish line. Once your champion has backed you, delivery becomes part of protecting their reputation. Why does supplier failure damage the salesperson personally? From the champion's perspective, the salesperson represents the entire supplier organisation, so internal operational failures can become personal failures of trust. I hadn't personally made the decision to move production from Australia to Malaysia. That distinction didn't matter. To my champion, I was their guy. I had brought the supplier into the company. I had made the promises. They had trusted me enough to fight internally for the deal. Then the supplier let them down. The relationship was destroyed. They stopped talking to me, which I took as a very bad sign indeed. My name was mud. That experience taught me something important about mutual responsibility in selling. Salespeople sometimes think, "That problem came from Operations", "Head Office made the decision" or "Manufacturing caused the failure". The customer doesn't care about our organisational chart. Neither does our champion. We own the promises we make on behalf of our organisation. Do now: Never recommend something internally that you aren't confident your own organisation can deliver. Your credibility travels with the solution. How can salespeople help their champions win internally? The salesperson should make the champion's internal selling job easier by providing the arguments, evidence and risk reduction they need to persuade other decision-makers. Think about what your champion will face after you leave the meeting. Their boss may ask why the company should change. Finance may question the economics. Procurement may challenge the supplier. Users may worry about implementation. Senior leaders may ask what could go wrong. Your champion needs answers. We should therefore provide more than a proposal. Give them a clear business case. Provide relevant evidence. Explain implementation. Anticipate objections. Identify risks and explain how those risks will be managed. Make the recommendation easy for them to explain to other stakeholders. Most importantly, remain conscious that your champion is lending you something precious: their internal credibility. If the deal succeeds, you want them to look smart for having backed you. That is how long-term trusted-adviser relationships are built. Do now: Ask yourself, "What does my champion need to make this recommendation safely and convincingly when I'm not there?" What should salespeople remember about their internal champions? The sale isn't only about getting agreement from the organisation. It is about protecting the person helping us obtain that agreement. Find your champion. Build their trust. Understand the stakeholders they need to influence. Give them the evidence and arguments they need. Reduce the personal and organisational risk attached to choosing you. Then deliver what you promised. My steel-tower experience taught me this lesson the hard way. A champion who fights internally for us deserves much more than our gratitude. They deserve our protection. When we begin the sales process with that responsibility in mind, we make better decisions about what we promise, what we sell and how we deliver. And there is another benefit. Protecting our champion also protects our own personal brand and reputation in the marketplace. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award (2018 and 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver programmes globally across leadership, communication, sales and presentations, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Nick Wilson and Jonathan Peterlin react to Todd Monken's media availability where he said that he anticipates Deshaun Watson to start in Week 2.

Nick Wilson and Jonathan Peterlin react to Todd Monken's media availability where he said that he anticipates Deshaun Watson to start in Week 2. Also, they debate who is the most to blame for the Browns blowout loss in Week 1.

The Better You Are at Delivery Management, The Less Visible You BecomeHere's one of the strangest paradoxes of great leadership:The better you become at delivery management, the less people may notice you doing it.Why? Because when delivery is working well, there's often less drama, fewer surprises, fewer escalations, and a whole lot less noise.Dependencies get handled. Risks are addressed early. Stakeholders stay aligned. Decisions happen when they need to happen. Teams know where they're going—and work keeps moving.From the outside, it can almost look… easy.But easy and effortless are two very different things.In Episode 1649 of The Agile Daily Standup, we explore the often-invisible work behind exceptional delivery management—and why professionals shouldn't confuse visibility with value.Great delivery leaders don't need to be the hero in every meeting.They create the conditions where other people can succeed.

AI is changing the fraud landscape on both ends of the spectrum: Fraudsters can use AI to increase the intricacy and polish of their exploits and FIs can use AI to identify scammers in near real-time.But AI progress marches on and FIs must continually reevaluate and refine their methods for combating fraud, Jennifer Pitt, senior analyst of fraud and security at Javelin Strategy & Research, tells FinAi News on this episode of the “FinAi Podcast.”"A lot of organizations that I speak to on a daily basis [are] only looking at the fraud that we're seeing right now, and I think that's the problem that we need to address," she says. "We can't only look at the fraud that we're seeing right now. We have to be able to try to anticipate what fraud might be occurring."FIs need to be able to "think like a criminal," Pitt says, to anticipate the next uses of AI for fraud, especially as models such as Anthropic's Mythos 5 and OpenAI's GPT-5.6-Sol expand capabilities. "We need to look at all the fraud that's actually happening — not only within each ecosystem, but the whole fraud landscape," she says. That means implementing the latest technologies, including AI, Pitt says. Concerns about implementation costs and preserving consumer trust may cause some FIs to hesitate before implementing new tech. However, FIs will pay a great deal more in both of those metrics if they do not implement AI and other modern tools to fight fraud, she says."You are going to pay either way," Pitt says. "You pay on the front end for the technology and tools, or you pay on the back end for the financial loss or customer attrition."Listen as Pitt discusses how fraud has changed in the age of AI, what FIs and consumers can do to protect themselves and the critical need for institutions to share knowledge.

TW: discussion of sudden death and grief. In this episode, I sit down with my friend Katie Sullivan to talk about the sudden loss of her husband, Hudson, and what life has looked like since while parenting through grief. Katie opens up about the identity crisis that comes with losing a spouse, the strange duality of feeling joy and grief at the same time,  and the outpouring of support she received right after her loss (plus, the reality once everyone goes back to their own lives). She shares what has helped her through it all and what she'd want anyone supporting a grieving friend, or grieving themselves, to know.Key Takeaway / Points:How Katie met her husband and the life they built togetherWhat happened the day of the accidentThe different phases of griefWhat to do for support of someone grieving instead of "let me know what you need"The identity crisis that comes with losing a spouseLearning to hold joy and grief in the same momentGiving yourself grace as a solo parent grieving in real timeWhat she wants anyone who has lost a partner to know10 Ways To Support Someone Who Has Lost A Spouse:In the early days, focus on essentials. Make specific offers, not open-ended ones.Send the text. When in doubt, ask. Fill the quiet hours.If you want to help long term, find a job to “own”. Make concrete plans. Remember the kids on big days.Anticipate hard days that often go unnoticed.Keep showing up.Follow me:Instagram: @cameronoaksrogersSubstack: Fill Your CupWebsite: cameronoaksrogers.comTikTok: @cameronoaksrogersYouTube: Cameron Rogers

Have you ever noticed how much explaining you do when you really want someone to agree with you? You build the case. Provide the context. Anticipate objections. Maybe you even rehearse the conversation so thoroughly that the other person has already said all of their lines approximately eleven times—and they weren't even there. But underneath all that explaining can be a much more vulnerable hope: If I can get you to understand why I need this, maybe I'll feel safer actually honoring it. In Part 2 of Supporting Others Without Losing Yourself, Danielle explores what happens after you've identified what you're feeling and what you might need—but someone else doesn't understand, agree, or respond the way you hoped they would. Because being understood feels wonderful. Support matters. But there's a difference between wanting someone's support and needing their support before you can support yourself. This episode explores why smart, capable, highly responsible people can be especially vulnerable to outsourcing their permission; how over-explaining can quietly become an attempt to make disagreement impossible; and why someone else's disappointment doesn't automatically mean you've done something wrong. The goal isn't to stop caring what other people think. It's learning how to stay connected to yourself even when someone you love sees things differently. In This Episode, We Talk About Why identifying what you need is different from being willing to honor it How over-explaining can look like healthy communication while actually searching for permission A simple experiment for noticing how your body responds to imagined disapproval Why another person's reaction is information—but doesn't erase the information coming from you The difference between wanting support and requiring agreement How radical responsibility can create healthier interdependence The episode intentionally stays with recognition before action. Danielle closes by asking listeners to notice where they may be explaining, defending, or building a case rather than rushing into a dramatic boundary conversation. Three Things to Take With You 1. Wanting support is different from needing permission. Wanting the people you love to understand you isn't a problem. Neither is wanting encouragement, validation, or support. The question is what happens when you don't get it. Can you still take your own experience seriously? As Danielle puts it: "The goal is noticing when wanting support has quietly been acting as a permission slip." 2. Pay attention to what happens after you've explained yourself clearly. Context isn't the problem. Explaining yourself isn't the problem. But if you've already communicated clearly and find yourself explaining for the fourth time, gathering more evidence, anticipating every objection, or trying to make your need impossible to disagree with, something else may be happening. There's a difference between: "I want you to understand me." and "I need you to agree so I can feel okay." 3. You belong in the equation, too. Someone else's feelings matter. Their needs matter. The relationship matters. Context and responsibilities matter. And so do you. Taking your needs seriously isn't saying everyone else's needs matter less. It's simply refusing to remove yourself from the equation. The Heart of This Episode Maybe self-trust isn't becoming completely certain that you're right. Maybe it's becoming willing to stay connected to yourself when somebody sees things differently. Someone can love you and not understand your decision. Someone can be disappointed and you can still take your experience seriously. Someone can need time to process what you're asking for—and you don't have to spend that time putting yourself back on trial. Pull-Over-the-Car Insight "Someone else's freedom to respond honestly is part of my freedom to ask honestly." When you no longer need the other person's "correct" reaction in order to feel okay, both people get more freedom. You can ask honestly. They can respond honestly. And then you can decide what to do with all of the information in the room. Shareable Quote "There is a difference between, 'I really hope you'll support me,' and, 'I need you to support me before I can support myself.'" Try This This Week Don't start with the biggest boundary you've been avoiding for seven years. Just notice. Where are you explaining beyond the point of understanding? Where are you building a case? Where are you rehearsing objections that haven't happened yet? And underneath all of that: Where am I waiting for someone else's agreement before I allow myself to act on what I already know? Recognition is still movement. Part 3 will take the next step: how to begin changing something when there is already years—or decades—of momentum behind the way you've been living. A Note From Danielle If you've ever been sitting in a team meeting, leadership retreat, professional conference—or honestly, at dinner—and thought, We need better language for what is happening here, this is the work I love doing. I'm a therapist, speaker, storyteller, and host of Don't Cut Your Own Bangs. I work with companies, conferences, professional associations, women's groups, helping professionals, and other therapists to create conversations around communication, burnout, boundaries, emotional wellbeing, and self-trust. I don't want to give people another list of things they should be doing better. I love creating rooms where people understand themselves better and leave with tools they actually want to use. About Don't Cut Your Own Bangs Don't Cut Your Own Bangs is the podcast for high-functioning humans with big feelings who are trying to understand what's happening inside of them without turning self-awareness into another full-time job. If this episode made you think of someone who spends a lot of energy making sure everyone else is okay, send it their way. And make sure you're following the show so Part 3 of Supporting Others Without Losing Yourself will be waiting for you. Connect With Danielle Website: https://danielleireland.com YouTube: https://www.youtube.com/@DontCutYourOwnBangs Instagram: https://www.instagram.com/dontcutyourownbangs The Treasured Journal: https://danielleireland.com/journal Wrestling a Walrus: https://danielleireland.com/wrestling-a-walrus Spotify: https://open.spotify.com/show/0VFZulonTvaa2HIPyJa4Tq Apple Podcasts: https://podcasts.apple.com/us/podcast/dont-cut-your-own-bangs/id1427579922

Challenging business owners to shift their mindset from running a daily job to building a valuable, sellable asset is covered in today's episode. Caleb and Brittney discuss the evolution of their landscaping and hardscaping business. They reflect on their twelve-year journey, highlighting how software automation and AI tools have streamlined operations and reduced their daily workloads. Much of the conversation focuses on the personal challenges of working with a spouse, specifically the struggle to feel valued as roles shift from manual labor to executive oversight.  Key Takeaways: Build your business with the ultimate goal of making it sellable, ensuring you are creating a valuable, independent asset rather than just working a stressful daily job. Stop letting stubbornness block your efficiency and immediately invest in the proper tools, software, or equipment that will save you from grueling, manual trial-and-error. Use AI and modern automation to offboard daily tasks, allowing you to step away from operational chaos and focus on higher-level strategy and relationships. Embrace constructive disagreement in your partnerships, understanding that if two business partners agree on absolutely everything, one of them is unnecessary. Anticipate that growth will not make your life easier, but will instead simply change the nature of the challenges and struggles you must face as you evolve. Connect with Auman Landscape

Welcome back for the latest episode of DMST Conversations. In this episode Big Dev is back and the whole crew catches up on life and we learn what's been going on with Big Dev since we've last heard from him on this show. Then the group gets into deeper conversations surrounding relationships, self-improvement, health while still being maintaining a level of self-awareness. All of this and more this week. Enjoy the show!! Follow Brainstorm on IG, Twitter, YouTube and TikTok: @djbrainstorm4u Follow Eulise on Instagram @_eulisedickerson & TikTok: @eulise2funny Follow Dev on Instagram: @therealbigdev216

Hello, friend. In This Encouraging Word, Max Lucado takes us to Elijah's showdown on Mount Carmel, where God reveals His power and reminds His people that He alone is Lord. Through Elijah's story, we're reminded that spiritual battles are real, worship matters, and faith calls us to stand firm in God's truth. This episode also points us toward the ultimate victory of Christ and encourages us to trust God's power in every battle we face.

What does it take to become the person others trust when the decision is difficult, the numbers do not tell the story everyone wants to hear, and someone has to bring the conversation back to reality?In this episode of the Culture Matters Podcast, Jay Doran sits down with Dan Bartemus, Director of Finance at MP Parts, for a conversation about leadership, preparation, self-belief, financial discipline, customer relationships, and the power of becoming a steady voice inside an organization.Jay and Dan begin by reflecting on the immersive leadership experience they shared at Hope Farm, where Dan was pushed far outside his comfort zone through acting, improvisation, vulnerability, and public performance. For someone who openly discusses his struggles with self-esteem, the experience became proof of what can happen when you stop allowing discomfort to determine what you are capable of doing.From there, the conversation moves into Dan's role in finance and why financial leadership is about much more than numbers.Dan describes himself as the "voice of reason" inside an entrepreneurial organization. Entrepreneurs generate ideas, possibilities, and momentum. Finance has the responsibility to bring discernment to that energy by asking what is realistic, what the business can support, what the numbers actually say, and how today's decisions affect where the organization will be twelve months from now.Sometimes leadership means encouraging the big idea. Other times, it means being willing to walk into the room and explain why the exciting idea simply does not make sense right now.That requires conviction.Dan explains why leaders should never enter important conversations unprepared. When presenting an uncomfortable truth, challenging an idea, or recommending a major decision, credibility comes from doing the work beforehand. Know the numbers. Anticipate the questions. Understand the evidence. Develop expertise. Then have enough conviction to stand behind what you believe while remaining open to being proven wrong.The conversation also explores the culture of MP Parts and its commitment to giving customers a sense of belonging and peace of mind. When a customer's truck is down, the transaction is about much more than selling a replacement part. It is about understanding the pressure that customer is experiencing and doing everything possible to help solve the problem.Ultimately, Dan's own career is an example of the principle behind Theodore Roosevelt's quote that opens the episode: "Do what you can, with what you have, where you are."With a journalism degree and no traditional accounting background, Dan took opportunities as they appeared, learned the systems around him, found mentors willing to invest in him, prepared himself for greater responsibility, and eventually became a Director of Finance.In this episode, Jay and Dan discuss:Why growth often begins outside your comfort zoneThe leadership lessons of vulnerability and improvisationOvercoming low self-esteem through action and experienceWhy finance can become the stabilizing force inside an entrepreneurial companyThe importance of forecasting where a business is goingBalancing entrepreneurial optimism with financial realityWhy discernment is one of Dan's greatest leadership strengthsCreating customer loyalty by showing up when customers need you mostWhat "a sense of belonging and peace of mind" looks like in practiceWhy trust is built through consistency and steadinessHow to present difficult facts without losing convictionWhy preparation creates confidenceThe importance of mentors throughout a careerSeeing potential in people and helping them develop itWhy opportunity matters most when you have prepared yourself to receive itDan's journey is a reminder that careers rarely unfold according to a perfect plan. Sometimes the next opportunity is something you never imagined yourself doing.The question is whether you have done enough work on yourself to be ready when it arrives.

The sermon explores Hebrews 11 through the stories of Noah, Abraham, Sarah, Isaac, Jacob, and Joseph, showing that true faith means trusting God enough to obey even when the future is unseen or uncertain. These examples remind us that faith looks beyond immediate circumstances, anticipates God's promises, and trusts His faithfulness across generations. We are challenged to identify where we struggle to trust God and choose to follow Him with hope, obedience, and confidence in His plan. #Faith #TrustGod #Hebrews11 #GodIsFaithful #WalkByFaith

CoachingYouthHoops.com: The one stop shop for youth basketball coaches. Practice plans with life lessons built right in. If we don't have it, you don't need it, or we'll make it. HeySai.com: Text based assistant that takes the administrative pain out of youth sports. One place for all your kids' teams, updates by text, no app to install. Versions coming for parents and for coaches. Get on the wait list, launching this fall. (Say it "Hey Sammy," spelled H E Y S A I.) Coaching Youth Hoops on Facebook: Search Groups for Coaching Youth Hoops. This week's topic came straight out of the group. Ask your question and if we see it come up more than once, we build a resource for it. Another question pulled from the Coaching Youth Hoops Facebook group: what is the biggest character lesson you are trying to teach your players this season? Coach Collins and Coach Bill make the case that the life lessons taught through sports matter more than the sport itself, and that the whole thing falls apart if you don't connect the dots for the kids. They cover failure as a teacher, being on time as a stand in for responsibility, leaving the gym better than you found it, getting along with teammates you would never choose as friends, and why a difficult coach can be one of the more useful things that happens to a young athlete. They also give coaches a practical season planning move: pick the three or four character lessons you intend to teach, then leave room for the ones the season hands you. Coach Collins is direct about it: one of the reasons he coached as long as he did is that the life lessons taught through sports are more important than the sport. That belief has to come first, because everything else in this episode follows from it. This is the phrase both coaches keep returning to. Kids do not automatically translate a tough practice, a benching, or a bad loss into a lesson about life. Somebody has to say it out loud and draw the line for them. Sports were built for character development, but the development only happens if the connection gets made. Coach Collins uses his own son. He wanted to play college basketball, tried out more than once, came close, and did not make it. He almost certainly learned more from not making the team than he would have riding the bench on it. He went on to start a couple of businesses and travel abroad instead. Coach Collins adds his own first business failed badly and taught him plenty. Athletes rarely see this while it is happening. That is exactly why a coach or parent has to name it. If you are a parent listening and your kid has a coach who is hard to deal with, that is a life lesson sitting right in front of you. Your child will have teachers, bosses, and coworkers like that. The move is to walk them through how to handle it, not to pull them off the team and blame the coach. Abuse is a different conversation entirely, and that line does not move. Kids who miss the game winning shot carry the whole loss home with them. Point out the ten missed layups earlier in the game that would have put the team out of reach. Nobody loses a game by themselves and nobody wins one by themselves. It was Coach Collins's pet peeve, but the actual lesson was responsibility. Waking yourself up. Managing your own schedule. Being someone the group can count on. Older athletes can carry the full weight of that one. Younger kids get a scaled down version. Coach Collins points to the World Cup and the Japanese teams cleaning their locker rooms after matches. That lesson works at any age and any level. Pick up the Gatorade bottles. Pick up the towels. Coach Bill does it with grade school kids and cleans the bench even when the trash was there before they arrived. When a player says "it's not mine," the answer is that it does not matter. Coach Collins walks his dogs through the park, sees a piece of trash, picks it up, and finds a can. Same principle, no scoreboard attached. Coach Collins tells his players straight: you are going to work with people you do not like, that is the world. Not everyone he worked with was a friend and some he did not care for much at all, but he still had to be part of a team. And there are surely people who feel the same way about him. That is fine. You still have to get along on the court, because you are going to have to get along in life. Coach Bill's season planning approach has two halves. First, decide what is in the box before the season starts. How to win. How to lose. How to work with others. How to talk to an adult. Ignoring the refs. Pick three or four and commit to them. Second, be ready for the ones you did not plan. Something will happen on the team that hands you a character lesson you never scheduled. Anticipate that it is coming so you are prepared to use it instead of letting it pass. Coach Bill lays out for parents up front what he is going to teach and what he believes in. Knock on wood, nobody has ever come back with "we don't believe in being nice to people." Saying it out loud costs you nothing and buys you support all season. And on the objection that character is not a coach's place: yes it is. It takes a village, and you are in the village. Write down the three or four character lessons you want your team to leave with this season. Put them somewhere you will see them weekly. Add one line to your practice plan template for the life lesson attached to that practice. Send parents a short note before the season describing what you plan to teach beyond basketball. Build the cleanup habit in from day one. Bench, floor, bottles, towels, every practice and every game. The next time something hard happens on your team, a loss, a conflict, a benching, stop and connect the dot out loud instead of letting the moment pass. Talk to your players about failure before they fail, so they have a frame ready when it happens. "The life lessons that can be taught through sports are more important than the sports." Coach Collins Episode SummaryTimestampsTimeTopic00:00Mickey on the Apple Watch, and why 12:40 on a Friday works now00:47Sponsors: CoachingYouthHoops.com and the Facebook group01:36New product announcement: HeySai.com, launching this fall02:35Today's topic and the exact question from the group02:52"Ignore the refs and play the game"03:09Why Coach Collins coached so long: the life lessons outrank the sport03:36Failure teaches more than acceptance, using his son as the example04:11First business failed, and what it taught04:30Connecting the dots is the whole job05:00Having a bad coach is a life lesson too05:20Be a family, win and lose as one05:49Being on time was never about the clock06:21Japan cleaning the locker room, and leaving it better than you found it06:42Cleaning the bench even when the mess wasn't yours07:12Getting along with people you don't get along with08:09Plan three or four lessons, then prepare for what comes up09:21These lessons are more important than the X's and O's09:36Tell the parents up front what you believe in10:04Where to find moreKey Takeaways1. The life lessons are the reason to coach2. Connect the dots or the lesson never lands3. Failure teaches more than success4. A difficult coach is practice for a difficult world5. Win and lose as one6. Being on time is never about being on time7. Leave it better than you found it8. Learn to work with people you do not like9. Plan three or four lessons, then leave room for the rest10. Tell the parents what you believe inCoach's Action ItemsQuote of the Episode Learn more about your ad choices. Visit podcastchoices.com/adchoices

It has averaged about a 10 per cent return each year since it began investing in 2003. 

L'intelligence artificielle bouscule les équilibres internes et impose une transformation du management à grande échelle. L'automatisation des tâches pose une urgence immédiate. Il faut réinventer les compétences avant la disparition des emplois.Dans cet épisode, Delphine Zanelli reçoit Maryjo Charbonnier, Chief Human Resource Officer de Kyndryl.L'introduction de nouvelles technologies génère systématiquement de l'anxiété au sein des équipes. Chez Kyndryl, l'automatisation transforme radicalement les emplois puisque, comme l'explique la dirigeante, "nous avons déjà libéré 15 000 personnes à cause de l'utilisation de l'IA". Cette transformation du management exige une réponse organisationnelle précise pour maintenir la confiance. La fonction ressources humaines se retrouve en première ligne pour anticiper les suppressions de tâches, inventorier les expertises existantes et redéployer les individus vers des missions à plus forte valeur ajoutée.Ce défi management repose sur une anticipation minutieuse. Face aux ruptures, l'entreprise intervient en amont. Maryjo Charbonnier précise cette méthode en affirmant que "nous pouvons commencer à vous reskiller avant que votre travail de client s'arrête". La transformation du management s'opère par des outils de mesure continue et une acculturation globale. Les encadrants intègrent l'intelligence artificielle dans leurs objectifs avec la responsabilité de guider leurs collaborateurs vers de nouveaux apprentissages.L'organisation s'appuie également sur des mécanismes transparents d'évaluation. L'entreprise déploie des plateformes numériques qui génèrent automatiquement les questions d'évaluation pour libérer les managers de la charge cognitive. La pratique managériale évolue pour systématiser les retours constructifs à tous les niveaux car "le feedback est le moteur de notre progrès", rappelle la dirigeante. En parallèle, la reconnaissance devient un processus social et visible par tous pour nourrir l'engagement des collaborateurs.Membre du board du SHRM et rodée aux scissions d'entreprises mondiales, Maryjo Charbonnier conçoit son métier de manager depuis le terrain des crises. Elle aborde la transformation DRH avec un prisme ultra pragmatique en encourageant les équipes à se positionner là où l'entreprise souffre, car "les exécutifs tendent disproportionnellement à passer leur temps sur des choses qui ne fonctionnent pas". Face à l'incertitude technologique, elle rappelle une vérité individuelle. "La seule chose qui est dans votre contrôle, c'est votre rythme d'apprentissage".Cet épisode donne des éléments concrets pour anticiper l'impact de l'intelligence artificielle sur les compétences, déployer une culture du retour d'information continu et structurer la requalification des collaborateurs.CHAPITRAGE :(00:00) Le grand spin-off d'IBM et l'ère de l'IA (02:26) La méthode pour anticiper et inventorier (07:22) Auto-évaluation et confiance des équipes (12:13) Les quatre nouvelles missions du manager (19:16) Rendre le feedback simple et social (31:52) Pourquoi chercher la chaleur et la crise

Are you ready to demolish toxic habits and construct a glorious new life? Join Rev. Obeng to master the "T.E.A." method: Think, Elevate, and Anticipate. Discover how daily communion with God transforms your mind, silences the enemy, and unlocks eternal rewards!

What if the secret to happiness isn't hiding in the big, expensive gestures, but in a simple ribbon?This week on Bacon Bits with Master Happiness, host Marty Jalove sits down with Jill Murray, owner of Over the Moon Ribbons, and turns a humble strip of fabric into a full-blown philosophy for living better. Their conversation is warm, funny, and full of surprising turns, from Native American ribbon skirts to Oscars swag bags, proving that joy really does live in the extra touch.Here's what you'll walk away with:Discover why the smallest gestures create the biggest feelings of connection.Learn how anticipation can multiply your happiness (hint: don't open it until Friday).Reframe recognition as fuel and why one "blue ribbon" moment can change someone's week.Understand how to turn hope into action when life feels heavy.Master the art of the "one more touch" that makes you unforgettable.It's all tied together with the signature B.A.C.O.N. framework: Bind your connections, Anticipate the good, Celebrate and cheer, Offer one more touch, and Nurture hope with action. As Marty says, "It's not about the bacon for chewing, it's the bacon for doing."Ready to add a little extra to your day? Follow the show, share this episode with someone who deserves an extra touch, and leave a review to help more people find their happiness. Learn more about Jill at www.overthemoonribbons.com.www.MasterHappiness.comwww.WhatsYourBacon.comwww.BaconBitsRadio.com

The Smart 7 is an award winning daily podcast, in association with METRO, that gives you everything you need to know in 7 minutes, at 7am, 7 days a week…With over 20 million downloads and consistently charting, including as No. 1 News Podcast on Spotify, we're a trusted source for people every day and we've won Gold at the Signal International Podcast awardsIf you're enjoying it, please follow, share, or even post a review, it all helps... Today's episode includes the following:https://x.com/RidgeandFrost/status/2084545592546512920/video/1 https://x.com/RidgeandFrost/status/2084573799668756812/video/1 https://x.com/RidgeandFrost/status/2084571699815571916/video/1 https://x.com/SkyNews/status/2084637138948125057/video/1 https://x.com/atrupar/status/2084608078490509509/video/1 https://x.com/Reuters/status/2084523477340442886/video/1 https://x.com/i/status/2084627559157833906https://x.com/RollingStone/status/2084643015205773779/video/1 https://youtu.be/pKD5M0JAH3w Contact us over @TheSmart7pod or visit www.thesmart7.com or find out more at www.metro.co.uk Voiced by Jamie East, using AI, written by Liam Thompson, researched by Lucie Lewis and produced by Daft Doris. Hosted on Acast. See acast.com/privacy for more information.

Japan is internationally famous for efficiency. The Shinkansen runs with extraordinary punctuality, public services are dependable and complex systems generally work remarkably well. Yet inside many Japanese companies, decisions that appear straightforward can take weeks, months or even years. Foreign executives often find this contradiction frustrating. They are accustomed to cultures where speed, individual initiative and calculated risk-taking are rewarded. In Japan, however, business decisions are usually judged by a different standard: not how quickly the organisation moved, but whether everyone was consulted, every risk was considered and mistakes were avoided. Understanding this difference is essential for anyone selling, negotiating, managing or building partnerships in Japan. Why is business decision-making so slow in Japan? Japanese companies often move slowly because accuracy, internal alignment and risk reduction are valued more highly than speed. In many Western businesses, an ambitious employee is expected to take initiative, make a recommendation and move quickly. A reasonable level of error may be tolerated if the organisation gains speed, market share or profitability. Japanese companies tend to approach responsibility differently. A rushed decision that later creates a problem can damage the reputations of everyone involved. Consequently, employees collect information, check assumptions and consult colleagues before committing themselves. This does not necessarily mean people are indecisive or unproductive. They are trying to prevent the organisation from sprinting enthusiastically off a cliff. The decision may look painfully slow from the outside, but internally the process is designed to make the eventual implementation safer. Do now: Allow more time for internal consultation and provide accurate information that helps your Japanese counterparts reduce perceived risk. Why does Japan appear efficient but operate slowly internally? Japan is highly efficient when executing an established system, but creating or changing that system usually requires extensive preparation. The Shinkansen is a wonderful example. Once the timetable, safety procedures, training standards and operational responsibilities have been agreed, execution is precise and dependable. Corporate decision-making is different because the organisation is considering an uncertain future. A new supplier, technology platform, joint venture or management policy may affect multiple departments. Each group wants to understand the operational, financial and reputational consequences. Western executives often equate efficiency with making a rapid decision. Japanese executives may define efficiency as preventing disruption after the decision has been implemented. This explains why the preparation stage can feel glacial while the execution stage is often remarkably smooth. Japan invests time before acting so that fewer corrections are needed afterwards. Do now: Do not judge progress only by whether a contract has been signed. Information gathering, internal meetings and stakeholder consultations are also signs of movement. Why are mistakes treated so seriously in Japanese companies? Mistakes are costly in Japan because they can damage trust, professional credibility and long-term business relationships. Many Western CFOs accept that eliminating every defect may cost more than tolerating a small failure rate. A company might decide that a three per cent defect rate is commercially acceptable if the additional revenue outweighs replacement costs. That calculation is more difficult in Japan. Customers expect products and services to work reliably from the beginning. A faulty launch can weaken confidence not only in the product but also in the company behind it. This creates a "measure three times, cut once" mentality. Documents are reviewed repeatedly, figures are checked and proposals are refined before they reach senior management. The minimum viable product concept can therefore be challenging. Japanese customers may accept continuous kaizen improvement, but they still expect the original offering to be dependable. Do now: Present evidence, quality controls, implementation plans and contingency measures rather than relying only on enthusiasm for the opportunity. Why do Japanese companies conduct so much due diligence? Japanese companies often examine potential partners carefully because business relationships are viewed as long-term commitments carrying mutual obligations. Western firms frequently form what might be called marriages of convenience. Two companies cooperate while the arrangement remains commercially attractive. When the benefits disappear, they separate and pursue other opportunities. Japanese companies are more likely to treat an important partnership as a long-term relationship. The initial decision therefore carries greater weight. They want to know whether the potential partner is financially stable, operationally dependable and committed to the Japanese market. Foreign firms can be perceived as higher-risk partners because they may change regional strategies, replace senior executives or withdraw from Japan when global priorities shift. The Japanese side is not merely evaluating the immediate proposal. It is also asking whether your organisation will still be dependable several years from now. Do now: Demonstrate continuity, local commitment and post-contract support. Explain who will maintain the relationship after the deal is completed. Who actually makes the decision inside a Japanese company? The company president may formally approve the decision, but the practical decision is often shaped by managers and departments below the president. Unless the business is founder-led, the president may not personally investigate every proposal. Junior and middle-level employees collect information, assess the risks and circulate the proposal among the divisions that will be affected. Japan's traditional ringisho approval process illustrates this approach. A written proposal moves through the organisation, gathering comments and personal seals from relevant decision-makers before reaching senior management. To a foreign salesperson, this can look like excessive bureaucracy. From the Japanese organisation's perspective, it creates shared awareness and reduces the possibility that one department will later oppose implementation. The formal executive approval may be the final rubber stamp, but much of the real decision-making has already occurred during the internal circulation process. Do now: Identify all affected stakeholders. Give your contact materials, evidence and explanations they can use to persuade colleagues internally. What does "we will think about it" mean in Japan? In Japan, "we will think about it" often means the buyer genuinely needs time to investigate, consult and build internal agreement. Western salespeople may interpret the phrase as a polite rejection or as an invitation to apply greater pressure. They immediately ask who controls the budget, when the decision will be made and how the process can be accelerated. Those questions are reasonable, but excessive pressure can be counterproductive in Japan. The buyer may not control the timetable and may be unable to predict how long internal approval will take. It is not unusual to win business from a Japanese company several years after the first meeting. During that period, priorities change, budgets become available and internal supporters gain influence. The buyer is never operating according to the salesperson's timetable. Slow progress does not always mean no progress. Do now: Follow up patiently, continue providing value and remain visible without becoming irritating or demanding. How should foreign executives deal with slow business processes in Japan? Foreign executives should combine patience with disciplined follow-up rather than trying to force Japanese organisations to adopt Western decision-making speeds. Start by providing complete, accurate and easily shareable information. Explain the financial case, operational implications, implementation process and risk controls. Anticipate the questions that legal, finance, procurement, IT and senior management may raise. Ask your contact which departments will be involved and what information each group requires. Instead of saying, "How can we speed this up?", ask, "What can we provide to make the internal discussion easier?" At the same time, do not become passive. Maintain regular contact, share relevant insights and keep demonstrating your organisation's reliability. Patience in Japan does not mean disappearing for six months and hoping someone remembers you. Slow is often considered safe, but trusted partners can help make slow considerably smoother. Conclusion Business in Japan takes time because organisations are protecting quality, trust, internal harmony and professional reputations. Decisions are checked repeatedly, proposals circulate across departments and long-term risks are examined before formal approval is granted. Foreign executives may never learn to love the pace, but they can learn to work effectively within it. Provide excellent information, understand the internal approval system and support your contact rather than pressuring them. Above all, remember two principles: the buyer is never on your timetable, and perseverance is often more powerful than pressure in Japan. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He is the author of the best-selling books Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His books have also been published in Japanese, including ザ営業, プレゼンの達人, トレーニングでお金を無駄にするのはやめましょう and 現代版「人を動かす」リーダー. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking to succeed in Japan.

Send us Fan MailOne of the biggest reasons physician entrepreneurs struggle isn't effort, heart, or clinical skill — it's that no one ever taught us the math of business. We were trained to help people, and pricing and volume became an afterthought. But business is an economic sport, and in this episode Dr. Una walks you through the million dollar math that changes how you see your entire business.You'll learn why there are many different paths to a million dollars — but every one of them is a fixed equation you can't argue your way around. Sell something for $1 to a million people, or $10,000 to a hundred people, or a million to one — the models all work, but only if you play by the rules. Dr. Una breaks down the two models most physicians live in (low ticket/high volume and high ticket/low volume), the specific challenge that comes with each, and how to overcome it so your numbers and your goals finally line up.In this episode:Why "people first, numbers second" doesn't mean you get to ignore the numbersThe million dollar equation — and why $1 to one person will never get you thereLow ticket and high ticket are Siamese twins with volume and price: choose one, you've chosen the otherThe money drama that shows up every time you raise your prices (and how to hold it together)Why your buyers aren't price shoppers — and how to articulate value instead"Charge what you're uncomfortable charging": the stretch-price rule that gets you unstuckWhy marketing is non-negotiable in a low ticket, high volume modelYour homework: audit your business and find out if you're actually playing by the rulesA few moments to listen for:2:21 — Why physicians struggle with the math of business5:01 — The million dollar equation, walked out zero by zero7:36 — Choosing your model: low ticket vs. high ticket11:26 — The money drama of high ticket (and how to lean into value)21:51 — The real math behind "I only want to see one patient an hour"23:29 — Why marketing is the make-or-break skill for high volume26:24 — Your homework: run the auditOne line to remember: "Your model can work, but you must play by the rules. Anticipate the challenges, get ready for them, overcome them, and win."Loved this episode? Take it and share it with a doctor in your world — it could change how they see their whole business. And if you're ready to build a profitable business with the community, structure, and mentorship to back you, the EntreMD Business School is where physician entrepreneurs go to make it real.Additional Resources:Learn more about my 12-month program. Interested in 1-on-1 coaching? Apply here.Grab a copy of the "The 7-Figure Physician CEO" book. When you are ready to work with us, here are three ways: The Profitable Private Practice Movement - If you want to build a thriving private practice that serves a lot of patients, while creating time and financial freedom for you, come join us here. EntreMD Business School Grow - This is our year-long program with a track record of producing physician entrepreneurs who are building 6, 7 and 7+ figure businesses. They do this while building their dream lives!EntreMD Business School Scale - This is our high-level mastermind for physicians who have crossed the seven figure milestone and want to build their businesses to be well oiled machines that can run without them.To get on a call with my team to determine your next best step, go here ...

Steve is joined by 1976 Grey Cup champion and Redblacks analyst Jeff Avery to discuss the Legacy game tonight, his memories of the Grey Cup and they tee up tonight's game.

We like to sign off our show by saying, “Take care of yourselves, take care of each other, and drink some tea.” It's our favorite little motto and it's a great reminder that herbalism and self-care go right alongside mutual aid!In our episode 283: Vetting Your Herbalism Sources: Red Flags & Green Flags, we talked about how it isn't actually bucking the system to ignore the FDA and FTC laws about “telling & selling”. Neither is it a cool rebellious act to turn away from scientific knowledge, modern medical technologies, or even conventional treatments. They each have their place, and herbalism isn't an ‘alternative' to them in the sense of a dichotomous choice – either herbs or science, either herbalism or medicine. We can fit together, and we get better results when we do.But it's certainly true that conventional medicine has problems, and that the system needs some bucking! A system reliant on consumerism – buying your way to better health – always leaves people out. A lot of people. They need help, and we can help them.The best way to do that is a little surprising: take care of each other. Extend our circle of care outside ourselves, outside our family and housemates, and further out into the world. We are all here together, and we can all support one another. And since we're all herbalists here, let's do it with herbs!Three ways to get started:FREE Emergency Preparedness course – Concise and targeted lessons teach you how to prepare for emergencies ranging from hurricanes to wildfires to heatwaves. Learn to construct a modular, no-frills herbal first aid kit, food reserve, and go-bag (or shelter-in-place bag). Understand herbal wound care and all the steps to take for cuts and burns. Anticipate and prepare for the effects of climate disasters in your community, not only to help yourself, but to help others too.SLIDING SCALE Herbal Community Care Toolkit – This 20-hour video course teaches you safe, inexpensive, and accessible herbs which can make a difference in the most common health concerns in our society today. High blood pressure, diabetes, edema, pain, poor sleep – there are herbs to support people facing all of these challenges and more. They don't need to be expensive, exotic, or risky. They don't need to be “maximum strength” or “100x concentrated”. Gentle, simple, safe herbs can help people you know and love.SLIDING SCALE Accessible Herbalism course – We consider this essential training for clinical herbalists, but you don't have to be one to want this information! Providing care to everyone is challenging, and involves a lot of creativity and skill to find the right resources and get them to the right people – and to do it all without burning out. To do it, we teach strategies to work around resource constraints, addressing the realities of time and energy involved in herbal work. We share our methods for finding funding, improving access to care, and building community support networks: mutual aid for herbalists and the communities they serve.You can go deeper, of course! These are starting points to get you helpful and empowered as soon as possible, while keeping safety first. And don't forget…Everything's on sale in July!All our offerings are self-paced online video courses. They all come with free access to twice-weekly live Q&A sessions with us, lifetime access to current & future course material, open discussion threads integrated in each lesson, an active student community, study guides, quizzes & capstone assignments, and more!Use code CATNIP at checkout to get 20% off!If you have a moment, it would help us a lot if you could subscribe, rate, & review our podcast wherever you listen. This helps others find us more easily. Thank you!!Our theme music is “Wings” by Nicolai Heidlas.Support the showYou can find all of our online herbalism courses at online.commonwealthherbs.com!

Jude 17-21, Strategies of Fighting for the Truth Adam Godshall Speaker: Adam GodshallSeries: Jude: Fighting for the TruthText: Jude 17-21Theme: Strategies of Fighting for the Truth One: Remember your mission to stand against error. Strategy #1: Know that you live in a world that opposes God. Strategy #2: Know that you belong to the God that overcomes the world. Two: Anchor your confidence to God's love. Strategy #3: Grow in your understanding of Bible doctrine. Strategy #4: Depend on the Spirit as you pray. Strategy #5: Anticipate the fullness of salvation's promise. Keep yourself in the love of God ~ Jude 21

#141Josh sits down with Maddy Shannon, Head of Product Strategy at SpotOn, who has spent her career making independent restaurants more profitable. From a start at Bain, to the business team at The Alinea Group under Nick Kokonas, to the finances at SingleThread Farms in Healdsburg, to a Stanford MBA and now leading SpotOn's reporting, Profit AI, and analytics teams, Maddy sits at the rare intersection of hospitality and product. The conversation keeps circling one idea: great hospitality and great product design solve the same problem. Both anticipate what someone needs before they ask, and both disappear when they work. She calls it the invisibility problem, and it reframes everything from how a point of sale should feel to why diners undervalue what a restaurant gives them.The two dig into what a restaurant meal is really worth, and why pricing a plate off the cost of the prawns misses the wine glass that gets refilled and the person clearing your crumbs. Maddy floats David Nayfeld's idea of billing a meal the way a plumber does, materials, labor, total, so guests see what they are paying for. From there it turns to leadership, where she sets Nick Kokonas's clarity of vision against Kyle Connaughton's prove me right approach at SingleThread, and Josh on unlearning twenty years of knowing every station when he moved into tech. On AI, they land on the line that anchors the back half: data is plentiful, attention is scarce. Both agree the real unlock is not another dashboard but software that tells an operator what to do, the way a doctor diagnoses rather than asking where it hurts. It closes on mastery, the donabe rice pot Maddy treasures, and the tension that restaurant economics rarely leave a chef room to master one thing. Her parting advice: next time you sit down to eat, take a beat, look around, and do not look at the prices so closely.Links and resources

I retroscena dei fatti più importanti degli ultimi 7 giorni in ItaliaMario Roggero si costituisce in carcere a Bollate: «Mattarella? Ha graziato uno scafista e Nicole Minetti, si metta una mano sulla coscienza»Caso Roggero, spinta per la grazia: ma Mattarella frena Nordio. Il «salto sulla sedia» del Presidente, il faccia a faccia, poi la notaL'agenda di Meloni fino alle prossime elezioni: sicurezza, migranti, cuneo fiscale

Gabe Ramirez and Cam Smith shared incredible work from Score audio overlord Chris Tannehill.

Hour 1 of Scotty G. & The Coach with Scott Garrard and Tim LaComb. Starting Lineup Darryn Peterson to keep No. 22 jersey with Utah Jazz What You May Have Missed

Kenneth Chester

Business meetings have become one of the great productivity sinkholes of modern organisations. Mention the word "meeting" and people's eyes often roll because they expect too many attendees, too much waffle and too little value. Not all meetings are the same. Some are simple information-sharing sessions that could have been an email, a short video or an audio message. Others are strategic, high-stakes discussions that shape the company's future for the next decade. The problem is that many organisations treat all meetings as if they deserve the same one-hour block, the same crowd and the same vague agenda. That is ridiculous, expensive and fixable. Why are so many business meetings ineffective? Business meetings are ineffective because companies often fail to match the meeting format to the actual purpose.A simple update does not need the same time, people or structure as a major strategic decision. In Japan, the US, Europe and Asia-Pacific, meetings often become default behaviour rather than deliberate business tools. Parkinson's Law tells us that work expands to fill the time available, and the same disease infects meetings. Give people one hour and the discussion mysteriously grows to one hour. Leaders need to ask whether the meeting exists to inform, decide, solve, align or create. If the purpose is unclear, the meeting becomes a hotchpotch and everyone pays the price. Do now: Before scheduling, ask: "Is this really a meeting, or could it be an email, video or audio update?" How should leaders clarify the purpose of a meeting? Leaders should define the meeting purpose before inviting anyone, booking a room or setting a time. Without a clear purpose, the agenda becomes a dumping ground for unrelated topics. A good meeting has a primary job. It might be to share information, make a decision, solve a client issue, review performance, manage risk or align a project team. In Japanese companies, where broad attendance can feel polite or politically safe, the purpose becomes even more important. If the meeting is only informational, send a written update. If a decision is needed, invite only the people who can contribute to that decision. Do now: Write the meeting purpose in one sentence and rank agenda items by priority before sending the invitation. Who really needs to attend a business meeting? Only people who are genuinely required for the purpose of the meeting should attend. Everyone else can receive the minutes, a summary or the action list. Japan often loves to invite everyone, but every extra person adds cost. A ten-person meeting lasting one hour consumes ten working hours before any follow-up work even begins. In global companies using Outlook, Google Calendar, Teams or Zoom, it is far too easy to add names casually. That creates calendar congestion and hidden waste. Smaller meetings are usually sharper, faster and more accountable. Do now: Separate required decision-makers and contributors from people who only need to be informed afterward. How long should a business meeting be? Business meetings should be as short as the purpose allows, not automatically one hour. Many meetings can be cut to 40 minutes, 25 minutes or replaced entirely. The one-hour default is a dangerous habit. Shaving 20 minutes off multiple daily meetings creates enormous time savings across a department, branch or region. Standing meetings can also shorten discussion because physical discomfort discourages rambling. In startups, speed may be normal. In large Japanese corporations and multinationals, the bigger opportunity is disciplined meeting design: fewer attendees, tighter timing and stronger facilitation. Do now: Default to shorter meetings. Try 40 minutes instead of one hour and protect the recovered time. What should meeting organisers prepare before the meeting? Meeting organisers should prepare the agenda, room, technology, materials and likely objections before people arrive. A meeting starts failing before it begins if the basics are not ready. Send the agenda early so participants can think before entering the room. Reserve the space, confirm the room layout, test screens, microphones, online links and any hybrid meeting technology. In large companies, meeting rooms are often scarce, so finishing slightly early is both professional and gracious. Anticipate questions and resistance as if preparing for a presentation. Do not wait for the Q&A to discover the obvious objections. Do now: Arrive early, check the setup and demolish predictable resistance with evidence before it derails the meeting. How should leaders run meetings during the session? Leaders should start and end on time, control participation, enforce respectful rules and capture decisions clearly.Meeting discipline is not harsh; it protects everyone's time. Do not wait for habitual latecomers strolling in with coffee. Start on time. Nominate someone to take minutes before the meeting begins, because nobody wants to volunteer once the room fills. Encourage quieter people to speak so the same three confident voices do not dominate. Set rules: no interruptions, disagree agreeably and summarise decisions before moving to the next item. Otherwise meetings become gladiatorial spectacles for ambitious show-offs. Do now: State the rules at the start, draw out silent contributors and record who agreed to do what by when. Final Summary Meetings will happen anyway, so leaders must decide whether they will remain a ridiculous waste of time or become engines for organisational growth. Better meetings begin before the meeting: clarify the purpose, invite the right people, shorten the time, send the agenda, prepare the room and anticipate resistance. During the meeting, start on time, manage participation, take minutes and assign clear accountability. After the meeting, distribute the minutes quickly, track deadlines and evaluate whether the meeting was worth the time. Do this consistently and become known as the Master of Meetings, not the villain of everyone's calendar. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Kenneth Chester

Kenneth Chester

Kenneth Chester

Passing the Baton - Part 6Passing on the Testimony of God's Faithfulness | Deuteronomy 6:20-25Big Idea: God's people pass on the story of His salvation.Who do spiritual parents pass on the story of God's salvation?1. Anticipate your children's questions (Deut. 6:20)2. Share God's redemptive work (Deut. 6:21-23)3. Connect obedience to their good (Deut. 6:24)

Kenneth Chester

Kenneth Chester

Kenneth Chester

What is the TLC? ("This little corner of the Internet" also know as "the corner" https://youtu.be/Y3vqSjywot8?si=IVS3bnriwje5syPO TLC Search tool. https://thislittlecorner.net The Flotilla List: https://thislittlecorner.net/channels https://www.livingstonescrc.com/give Ireland in June https://www.eventbrite.ie/e/finding-god-in-nature-and-culture-tickets-1988447493982 Event in Ireland London Breakwater Event link https://www.tickettailor.com/events/flowinthedarkproductions/2159501 Paul Vander Klay clips channel https://www.youtube.com/channel/UCX0jIcadtoxELSwehCh5QTg https://www.meetup.com/sacramento-estuary/ My Substack https://paulvanderklay.substack.com/ Bridges of meaning https://discord.gg/pNeCeyHx Estuary Hub Link https://www.estuaryhub.com/ There is a video version of this podcast on YouTube at http://www.youtube.com/paulvanderklay To listen to this on ITunes https://itunes.apple.com/us/podcast/paul-vanderklays-podcast/id1394314333  If you need the RSS feed for your podcast player https://paulvanderklay.podbean.com/feed/  All Amazon links here are part of the Amazon Affiliate Program. Amazon pays me a small commission at no additional cost to you if you buy through one of the product links here. This is is one (free to you) way to support my videos.  https://paypal.me/paulvanderklay Blockchain backup on Lbry https://odysee.com/@paulvanderklay https://www.patreon.com/paulvanderklay Paul's Church Content at Living Stones Channel https://www.youtube.com/channel/UCh7bdktIALZ9Nq41oVCvW-A To support Paul's work by supporting his church give here. https://tithe.ly/give?c=2160640 https://www.livingstonescrc.com/give

This week, Madison Mayor Satya Rhodes-Conway told city agencies to be prepared to cut 2% from their budgets amid inflation and higher fuel costs. She also called for state-level reform to lessen the financial burden on Madison taxpayers. On today's show, host Bianca Martin talks about this news with executive producer Hayley Sperling and Angela Russell, creator of the Black Oxygen podcast and founder of The Undercurrent.  We also talk about the global and national mistrust in institutions and how that has played out locally. Plus, Madison schools are offering free summer meals to all students and a free summer Metro bus pass for students entering 6th grade and older. And, for City Cast Madison Neighbors only, we react to Forbes magazine naming Wisconsin's Diane Hendricks and Judy Faulkner among the country's top three wealthiest self-made women.

The leap from boutique fitness studio founder to multi-unit CEO demands a different playbook. Scaling successfully requires changing how you think, lead and plan.  Start with four non-negotiables every enterprise CEO must address early. Alina Cooper and Lisa Taylor walk through them in Episode 733: What Fitness Enterprise CEOs Must Plan For. Become an architect: Shift from operator to planning for your future business needs Create capacity: Identify personnel and infrastructure requirements for growth Clarify capital: Know what you need, when you need it and what each dollar is for Engineer culture: Deliberately reinforce values, feedback and accountability  Anticipate change: Forecast market shifts, industry evolution and consumer pivots Your business is only as scalable as you are, so invest in your personal leadership development and always be learning. Get the essential framework in Episode 733. Catch you there, Lise

(11) Jeff McCausland analyzes the tense naval standoff between U.S. and Iranian forces in the Strait of Hormuz. Critics argue the administration failed to anticipate the blockade or effectively address regional Iranian proxies.KNOSSOS CRETE

Austin shares his 3 step process for anticipating every interview question so that you can feel well prepared and super confident!Time Stamped Show Notes:[0:25] - How to anticipate interview questions[0:40] - Prepare for the common questions[1:54] - Research interview questions on GlassDoor.com[4:37] - Check out other people's answersResources Mentioned In Today's Episode:Interview PreparationGlassDoorWant To Level Up Your Job Search?Click here to learn more about 1:1 career coaching to help you land your dream job without applying online.Check out Austin's courses and, as a thank you for listening to the show, use the code PODCAST to get 5% off any digital course:The Interview Preparation System - Austin's proven, all-in-one process for turning your next job interview into a job offer.Value Validation Project Starter Kit - Everything you need to create a job-winning VVP that will blow hiring managers away and set you apart from the competition.No Experience, No Problem - Austin's proven framework for building the skills and experience you need to break into a new industry (even if you have *zero* experience right now).Try Austin's Job Search ToolsResyBuild.io - Build a beautiful, job-winning resume in minutes.ResyMatch.io - Score your resume vs. your target job description and get feedback.ResyBullet.io - Learn how to write attention grabbing resume bullets.Mailscoop.io - Find anyone's professional email in seconds.Connect with Austin for daily job search content:Cultivated CultureLinkedInTwitterThanks for listening!

Anticipate a deep dive into new Takes. Who even goes first? It's a strategic take session that sees a lot of retrospect and a lot of money. Support us directly at https://www.patreon.com/TheRegulationPod Stay up to date, get exclusive supplemental content, and connect with other Regulation Listeners. Learn more about your ad choices. Visit megaphone.fm/adchoices

David Daoud criticizes the U.S. for accepting the linkage between Iranian and Lebanese negotiations, which provides Hezbollah "breathing room" to regenerate. He anticipates Hezbollah will avoid immediate conflict to focus on long-term rearmament and social rebuilding, eventually emerging as a much stronger threat. (14/16)1946-48 WAR CRIMES TRIBUNAL IN TOKYO

PREVIEW for Later Today: Anatol Lieven explores Chinese perspectives on a potential Trump visit and regional conflicts. China anticipates that economic strain from the Iran war may ultimately weaken American alliances in Asia, facilitating future Chinese regional leadership.