Podcasts about anticipate

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

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 ...

We've got another potent summer weather maker heading our way. Anticipate heavy rain, humidity, and a few severe storms. Much of the week will be unsettled and muggy with a front nearby.

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

This is the final *official* episode, but the channel will remain open. Anticipate future lectures and other resources to be shared here. Thanks for listening and all your support of the RnR Rounds Podcast project!

In this special edition of Labor Law Insider, host Tom Godar is joined by the consummate insiders, Husch Blackwell attorneys Terry Potter and Jon Anderson. Jon offers insights gained from his decades of labor law practice and his participation on a panel with new National Labor Relations Board General Counsel, Crystal Carey. Jon organized this panel for the American Health Law Association and heard firsthand the insights offered by GC Carey.  Terry Potter, who is in the trenches daily with Husch Blackwell clients, shares how the enormous backlog before the Board has affected the decision to transfer hundreds of cases from district to district, even as the interpretations of national labor law continue their return to a less union-oriented bias. Jon also comments on further changes in Board direction with the anticipated appointment of a new Board member, James Macy, Jon's former partner.  Our Insider audience will want to learn how these changes will impact union elections and responding to unfair labor practice charges. Join this free-wheeling discussion that touches on General Counsel Carey's agenda, the appointment of a new Board member, and the impact on the world of labor law. You don't want to miss this discussion.

#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

Click to Subscribe: https://bit.ly/Youtube-Subscribe-SoapDirt Young and the Restless predictions indicate that Victor Newman (Eric Braeden), Jack Abbott (Peter Bergman), Michael Baldwin (Christian Jules Leblanc), and Nikki Newman (Melody Thomas Scott) will be prominent this week. Anticipate a clash between Victor and Jack's loved ones, with Michael possibly defending an innocent party.  Y&R predictions hint that Lily Winters (Christel Khalil) and Cane Ashby (Billy Flynn) are predicted to grow closer, possibly leading to an intimate moment between the two. Holden Novak (Nathan Owens) might be offered a job by Cane, adding to the growing bond between him and Lily.  The Young and the Restless spoilers show that Dr. Laurence Markham (Jere Burns) might turn against Patty Williams (Andrea Evans) in favor of Diane Jenkins (Susan Walters), who is wrongfully accused of attacking Jack. Kyle Abbott's (Michael Mealor) intervention might play a significant role in this unfolding drama. Y&R spoilers reveal that Ashley Abbott (Eileen Davidson) returns this week and confronts Victor about Jack's brutal attack by Patty. This confrontation might reveal the truth to Nikki and could potentially disrupt her reunion with Victor. More spoilers for The Young and the Restless confirm that Michael Baldwin might work to prevent Christine Williams (Lauralee Bell) from filing attempted murder charges. He represents Diane in the alleged stabbing of Jack, a situation that will require careful consideration from Christine.  Lastly, spoilers for Y&R show that Nikki might insist on returning to the Genoa City Athletic Club (GCAC), despite Victor's surprise decision regarding her medical care. This decision and the shocking announcement Victor makes could significantly impact Nikki's future relationship with him. Soap Dirt has grown to the most subscribed to Youtube soap opera channel. Visit our Young and the Restless section of Soap Dirt: https://soapdirt.com/category/young-and-the-restless/ Listen to our Podcasts: https://soapdirt.podbean.com/ And Check out our always up-to-date Young and the Restless Spoilers page at: https://soapdirt.com/young-and-the-restless-spoilers/ Check Out our Social Media... Twitter: https://twitter.com/SoapDirtTV Facebook: https://www.facebook.com/SoapDirt Pinterest: https://www.pinterest.com/soapdirt/ TikTok: https://www.tiktok.com/@soapdirt Instagram: https://www.instagram.com/soapdirt/

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)

What is the difference between religion and relationship? The stories that are told between us.  Religion focuses on rules and adherence to those rules. Relationship with God is about knowing him through the stories he tells about himself and his people.  In this message Elder Phil DeAngelis shares how we can know these stories for ourselves and pass them on to the next generation of believers.Text: Deuteronomy 6:20–25Sermon Summary: Big Idea: God's people pass on the story of his salvation.Key Question: How do spiritual parents pass on the story of God's salvation?1.     Anticipate your children's questions. (v. 20)2.     Share God's redemptive work. (vv. 21–23)3.     Connect obedience to their good. (vv. 24–25)

Kenneth Chester

Kenneth Chester

Kenneth Chester

In this episode of Stop Sabotaging Your Success, Cindy Esliger dives into an uncomfortable workplace reality: some people genuinely want to see us succeed, while others see us as a convenient stepping stone for their own advancement. She explains how many of us, especially women in male-dominated environments, are conditioned to be helpful and accommodating without questioning whether those relationships are reciprocal. Cindy discusses how misplaced loyalty, people-pleasing, and a lack of discernment lead us to invest valuable time and energy in relationships that drain our resources while advancing someone else's agenda. Cindy examines four limiting beliefs that keep us trapped in unhealthy workplace dynamics: 1. We should help everyone who asks because it's the right thing to do. 2. If we're too cautious about who we trust, we'll seem paranoid or difficult. 3. We need to prove our worth by being selfless and accommodating. 4. Everyone is watching and judging us, so we can't afford to be selective. She also shares six warning signs that someone may see us as a pawn rather than a valued colleague, including one-sided reciprocity, private support without public backing, credit and recognition issues, emotional manipulation, energy draining interactions, and gaslighting disguised as support. To help us build healthier professional relationships, Cindy outlines five overlooked insights. She encourages perspective taking, understanding the difference between commitment and compliance, paying attention to specific recognition, remembering that most people are focused on themselves, and recognizing that people get more of what they tolerate. She then details six practical strategies that help us focus on what we can control: 1. Develop a boundary script arsenal, 2. Address issues early, 3. Shift our self-talk, 4. Anticipate the testing of our boundaries, 5. Move beyond our fear of judgment, and 6. Follow through. Cindy challenges us to conduct an energy audit of our workplace relationships and invest intentionally in people who genuinely support our growth and long-term success. Resources discussed in this episode: Guide to Building Your Real Support System At Work Astronomic Audio Confidence Collective — Contact Cindy Esliger  Career Confidence Coaching: website | instagram | facebook | linkedin | email Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Do you need to be encouraged? Do you find yourself on social media or watching the news and easily becoming discouraged? Take heart, our God has provided a way of encouragement, and He is our ultimate source of love for one another. What does Jesus expect from His bride, the Church? Jesus has left His Spirit to move and act for God's glory. The Spirit is utilizing His people to accomplish the task of discipleship, encouragement and loving one another. Sharing the truth of the Gospel and making Christ known by making disciples is our primary mission here at HBC. But how is this accomplished? What does it look like to walk in a manner worthy of the gospel of Christ? We only need to look to Christ Himself for the answers. Jesus left His Holy Spirit to not only be in our presence, but to actually abide in our soul. The Spirit of God through His Word will encourage us this coming Sunday as we look at Philippians 2:1-11. Jesus is our ultimate source of joy, hope and love. What does it really mean, to "be humble of mind, regarding one another as more important than yourselves"? (Phil 2:3b). Anticipate this coming Sunday, when you come into the building, to take part in and observe the hands and feet of Jesus working through His church the Bride of Christ. How are your hands and feet moving in the direction of love towards one another? The song by Sovereign Grace, "Jesus Thank You," has a lyric that states: "Once your enemy, now seated at your table, Jesus, thank you." No greater love has ever been demonstrated than Jesus' death on the cross at Calvary for you and for me. One day we will gather around the banquet table of our King. Are you not encouraged by that future hope? H

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.

Crude oil dipped today with a potential resolution with Iran, which weighed on soybeans and spilled over into corn and wheat. Trade is looking ahead to the Quarterly Stocks report and the renewed acreage numbers at the end of the month. Opinions differ over whether we will see higher corn or bean acres based on profitability and input costs. Jeff Peterson with Heartland Farm Partners recaps today's trade.

Dorin Dickerson reacts to Pirates' GM Ben Cherington sharing when he expects SS Konnor Griffin to return from the IL.

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!

Remember, Celebrate, Anticipate - Acts 1:7-8; Acts 2:1-13 & 38-41 Bob Andrews, 26-05-24

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

Over the past three years, L'Oréal Group has been quietly assembling the perfect team, ingredient, product and marketing rollout for its next big skin-care category: longevity.  Helmed by veteran L'Oréal Group executive Vania Lacascade, a doctor of pharmacy and MBA who has spent more than 15 years with the conglomerate, the first longevity skin-care range dropped on May 1 under the Lancôme brand.  Lacascade has worked across brands for L'Oréal Group and served as the chief innovation officer from 2023 to 2025. where she readied the conglomerate for its pivot into longevity. In 2025, she became the global brand president of Lancôme, overseeing the launch.  “One of the most significant projects I had to lead was this ambitious roadmap around longevity for beauty, and now, as the president of Lancôme, I have the opportunity to bring this roadmap to life,” Lacascade told Glossy. “With this launch, [called] Absolue MD, it's really this bridge between laboratory science and women's daily lives.”  The term longevity has become mainstream since the Covid-19 pandemic, as the wellness industry has exploded in popularity. Longevity is defined as living a longer, healthier life. In the health and wellness fields, it's often measured by a mix of lifespan, or how long one lives, and healthspan, or the quality of that life. How the term applies to beauty is still being decided.  “If we manage to live longer, the first priority is to live better, and what was interesting to me is, ‘How do you translate this shift when it comes to skin? When it comes to beauty?'” she said.  Lacascade told Glossy that she sees anti-aging and longevity products as complementary. For example, anti-aging is corrective: “Correcting the loss of collagen, correcting wrinkles, so those types of skin care are here to treat the symptoms and address very, very specifically different kinds of signs of aging,” she said. Meanwhile, longevity is “treating the root cause of aging,” she said.  To power the company's vision, L'Oréal's venture capital fund, BOLD, acquired a minority stake in Swiss biotech company Timeline in 2024. It then leveraged the company's Mitopure ingredient, which works through cellular repair, to power L'Oréal's first longevity skin-care launch, called Lancôme's Absolue MD. The new line dropped with three moisturizers made for different ages. The Anticipate cream is for those under 35 years old, while Intercept is made for those ages 35-55, and Reset was designed for who are 55-plus. Each is $155. In today's episode of the Glossy Beauty Podcast, Lacascade walks host Lexy Lebsack through her vision for L'Oréal Group's continued expansion into longevity, the Lancôme launch that kicked it off, and how the team is leveraging celebrity ambassadors like Demi Moore and Zoe Saldaña to spread the word. 

Sunt alegerile anticipate o soluție reală pentru deblocarea scenei politice sau doar o iluzie care complică și mai mult lucrurile? În acest episod din Baricade, Cătălin Striblea și Radu Naum intră în directă contradicție pe un subiect fierbinte care ne privește pe toți. Într-o scenă politică tot mai fragmentată, cu o sumedenie de partide și „partidulețe" care blochează activitatea Parlamentului, opiniile sunt complet împărțite. Este dizolvarea actualului context politic singura cale de a curăța peisajul de soluții „miraculoase" și populiste? Sau este doar o pierdere de timp și resurse care nu va schimba cu nimic datele problemei? Urmărește o discuție intensă, presărată cu replici tăioase și argumente solide din ambele tabere. Nu uita să te abonezi, să dai un like și să ne spui în comentarii: Tu crezi că alegerile anticipate ar rezolva blocajul politic actual? 00:01:25 România are o nouă campioană la fotbal 00:03:20 18 mai 2026 - încă nu avem premier 00:07:30 Supărările lui Radu Naum 00:13:16 Tema de azi 00:14:18 Antonie Iorgovan - Tratatul de Drept administrativ 00:20:35 Cum adică, "facem guvern cu PNL, dar fără Bolojan!" 00:24:46 Calculul voturilor 00:31:48 Premier tehnocrat. Doamna de Fier a FMI-ului? 00:45:00 PSD scade în sondaje. Revoluție în interior? 00:51:30 Sar scântei 01:06:44 Când va fi să fie AUR la putere. Cine le va sta alături? 01:09:05 Dramoletă cu Eurovisionul

This is the evening all local for May 15, 2026.

https://teachhoops.com/ It's the most common feedback from players who transition from high school to college, or college to the pros: "The game is just so much faster." But when we analyze the tape, the difference isn't always found in 40-yard dash times or vertical leaps. The "Speed Gap" is actually a Processing Gap. At the next level, the window of opportunity for a pass, a shot, or a defensive rotation shrinks from a second to a fraction of a second. If you haven't trained your players' Decision IQ, they will look like they're playing in slow motion, regardless of their athletic "measurables." In high school, a talented player can often "catch, hold, and survey." At the next level, that "hold" is a turnover or a blocked shot. We preach the "Zero-Second Decision"—players must know what they are going to do with the ball before it touches their hands. The "Mental Loading" Phase: While the ball is in flight, the player must scan the floor, locate the help-side defender, and identify the "Closeout Speed" of their primary defender. Rep Density: This isn't taught through lectures; it's taught through high-rep, small-sided games (2v2, 3v3) where the constraints are tight and the pressure is constant. The biggest shock for a freshman is the "Closing Speed." In high school, a "contested" shot often means a hand is in the general vicinity. In the college or pro game, a closeout is a violent, high-speed athletic event. This drastically changes the math of Effective Field Goal Percentage (eFG%): If a player's release is 0.2 seconds too slow, their eFG% doesn't just drop—it disappears because the shot never gets off. To prepare them, your drills must simulate "uncomfortable" pressure. If your players aren't failing in practice due to speed, your practice isn't fast enough. Physical speed is a talent; "Next Play" Speed is a choice. The fastest teams in the country (like those in the Jay Wright or Tony Bennett coaching trees) aren't always the most athletic; they are the most disciplined. The Transition of Vision: The moment a shot hits the rim, the brain must switch from "Scorer" to "Rebounder" or "Transition Defender." Eliminating "Hang-Time": We define "Hang-Time" as the 2–3 seconds players spend complaining to refs or hanging their heads after a mistake. At the next level, that hang-time results in a 5v4 advantage for the opponent. To build a "fast" team, you must ruthlessly eliminate emotional hang-time. Coach's Insight: "Speed isn't about running faster; it's about thinking faster. If you want to play at the next level, you have to sharpen your mind until it moves at the speed of the whistle." Think of the Trading Card Market. When a new rookie (like an Alex Sarr) hits the floor, the market moves at "Next Level" speed. A card that was worth $100 at 7:00 PM might be worth $40 by 9:00 PM if he struggles in his debut. Just like on the court, those who can't process the information and act with "Zero-Second" decisiveness are the ones who get left behind holding the bag. Basketball speed of play, transition to college basketball, basketball decision IQ, player development, high school basketball, athletic leadership, "The Villanova Way," Jay Wright leadership, eFG% analytics, "Next Play" speed, mental toughness, basketball processing speed, coach unplugged, teach hoops, basketball success, program building. Show Notes1. The "Zero-Second" Decision2. The Physics of the "Next Level" CloseouteFG%=FGAFGM+(0.5×3PM)​3. "Next Play" Speed: The Cultural AcceleratorThe Speed Audit: Are You Level-Ready?MetricThe High School LevelThe "Next" LevelPass Window12–18 inches of space.4–6 inches of space.Decision Time1.5 to 2.0 seconds.0.5 seconds or less.Help-Side Rotation"See the ball, then move.""Anticipate the pass, then arrive."Recovery SpeedCan "jog" back after a turnover.Must sprint to the "level of the ball" immediately.Export to SheetsThe "Wildcard": The Market ParallelSEO Keywords Learn more about your ad choices. Visit podcastchoices.com/adchoices

BYU Play-by-Play Greg Wrubell

Episode Overview In this episode of the Agent to CEO Podcast, John Kitchens sits down with entrepreneurs Damien and Jessica Zouaoui, founders of Oakwell Beer Spa, to unpack one of the most creative and experience-driven business models in hospitality today. What started as two corporate professionals living in New York City turned into a 14-month trip around the world searching for the perfect business idea. That journey eventually led them to a concept almost nobody in America had seen before:

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.

From the archive: This episode was originally recorded and published in 2022. Our interviews on Entrepreneurs On Fire are meant to be evergreen, and we do our best to confirm that all offers and URL's in these archive episodes are still relevant. Dean Graziosi is a multiple-time NYT bestselling author, entrepreneur, investor, and sought-after speaker and consultant, presenting to audiences of over 200,000 at conferences and live events. Top 3 Value Bombs 1. The world is shifting. Who you are matters more than how you do things. 2. Explore a digital product alongside your traditional business. 3. Anticipate and prepare rather than just react. Sponsors HighLevel - The ultimate all-in-one platform for entrepreneurs, marketers, coaches, and agencies. Learn more at HighLevelFire.com. Thrivetime Show - Make 2026 your best year yet! Start your transformation by attending the world's highest rated business growth workshop taught personally by Clay Clark, featuring Football Star and Entrepreneur, Tim Tebow, and President Trump's Son, Eric Trump, at ThrivetimeShow.com/eofire! QuickBooks Bill Pay - Helps you keep your business growing, while you stay in your zone of genius. Learn more at QuickBooks.com/billpay. Terms apply. Money movement services are provided by Intuit Payments Inc., licensed as a Money Transmitter by the New York State Department of Financial Services.