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What does great leadership actually look like? Can you make a difference even if you're in the middle of the hierarchy? "If you think you're too small, you've not spent the night under a bedsheet with a mosquito." In this episode, educator and Deming practitioner Balaji Reddie explains why W. Edwards Deming was far more practical about leadership than many people realize. Drawing on both The New Economics and Out of the Crisis, Balaji shares stories and examples that bring Deming's 17 principles of leadership to life. From creating trust and joy in work to understanding variation, coaching people, and improving systems, this conversation challenges conventional management thinking and offers a clear path toward transformation. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, who is an educator and trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is Principles of Leadership. Balaji, take it away.   0:00:27.9 Balaji Reddie: Good morning. Thank you so much, Andrew. We had left our last session with that, we'd be dealing with this. And of course, Dr. Deming gave us the outline of Profound Knowledge and he gave us 14 points. He also gave us the deadly diseases and the 16 Obstacles. So people often talk about the diseases, but very often they forget the obstacles. And there are 16 of them which he highlighted for us. And if you think that they're outdated, they're as relevant as they ever were. So you need to keep revisiting those. I think if you start working on removing the obstacles, it's like you're taking your foot off the brake rather than pressing on the accelerator.   0:01:11.3 Balaji Reddie: So you're removing the things that actually stop you before you actually take things forward. But nevertheless, we start with point number 14 where he says, take action to complete, to make the transformation. And he says that there should be a critical mass of people that you need to educate and train and get them on the same page as you are. I'm gonna quote Hazel Cannon here, who is current president of the British Deming Forum. And she talks about the time when she was very young and she attended the Deming four-day seminar, I think in Birmingham. And at the end of those four days, she was overwhelmed as you normally are when you hear how the man speak. And he spoke... He wanted you to make drastic changes. It's not just tinkering here and there.   0:02:08.2 Balaji Reddie: And so she went up to him and she said, "I'm really taken up by what you just said." And then she made a statement, "I'm too small to make these changes in my organization." I believe she worked as a lab assistant in a chemical manufacturing company. They used to make chemicals for cosmetics. So she said, "I'm too small." And Deming just interrupted her and said, "Never think you're too small. If you think you're too small, you've not spent the night under a bedsheet with a mosquito." So make a change where you are and take it from there. So I would like to now quote Dr. Deming from Out of the Crisis. This is Plan for Action: Take action to accomplish the transformation. So he writes there, there are three points and then I'll come to what he writes below that.   0:03:01.8 Balaji Reddie: So he says, "Management in authority will struggle over every one of the above 13 points, the deadly diseases, and the obstacles. They will agree on their meaning and on the direction to take. They will agree to carry out the new philosophy. Management in authority will take pride in their adoption of the new philosophy and in their new responsibilities. They will have courage to break with tradition, even to the point of exile among their peers." So he talks about courage. He talks about courage of conviction. And then he says, "Management in authority will explain by seminars and other means." So I think he leaves it to people of the ways and means. And now today there are a lot of means of doing that. DemingNEXT is one of them. And he says, "To the critical mass of people in the company why change is necessary and that the change will involve everybody."   0:04:00.9 Balaji Reddie: Now he writes something very interesting. He says, "This whole movement may be instituted and carried out by middle management speaking with one voice." So he gave instructions. Why are people saying that he did not tell us what to do? It is just that he expected maybe a lot. And now let's get to that middle management and what he expected. He says here... Let's see here. I'm coming to chapter four now in The New Economics where he says, "A System of Profound Knowledge. The aim of this chapter: the prevailing style of management must undergo transformation." So we just heard that, that what we need to do. And he says, "A system cannot understand itself. The transformation requires a view from the outside. The aim of this chapter is to provide an outside view, a lens that I call a System of Profound Knowledge.   0:04:59.7 Balaji Reddie: It provides a map of theory by which to understand the organizations that we work in." Then he says, "The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding the System of Profound Knowledge." Then he says that "the individual, once transformed, will set an example." So setting an example, I believe, is doing the right thing under adverse circumstances, when you stick to your principles despite the fact that there is an easier way out. As they say, choosing a path between good and bad is easy, you choose good. But good and better, you need to make the right choice. And that needs profound knowledge. "So be a good listener," he says, "but will not compromise. Continually teach other people and help people pull away from their current practice and beliefs and move to the new philosophy without a feeling of guilt about the past."   0:06:02.7 Balaji Reddie: So he explains to us what was needed here, right? And he says this is what we actually need to do. Now I'd like to, I mean, I'll be referring to a document. I don't know how we're gonna get this to people, but for the Principles of Leadership. All right, I think I'll have to send this over to you later, but we will do that. So in the Principles of Leadership, just come to them. I am quoting again from both Out of the Crisis and The New Economics. So you will find this there when he speaks about what needs to be done. Modern Principles of Leadership. And he says, "The modern principles of leadership will replace the annual performance review. The first step in a company will be to provide education in leadership." So that would be introducing people to profound knowledge from what we just heard. Then he said, "The annual performance review may then be abolished." Of course, that will take time. "Leadership will take its place, and this is what Western management should have been doing all along."   0:07:12.6 Balaji Reddie: So he says, "The annual performance review sneaked in and became popular because it does not require anyone to face the problems of people. It is easier to rate them, focus on the outcome. What Western industry needs is methods that will improve the outcome." And he says, "Suggestions follow." So first, institute... The first principle. "Institute education in leadership: the obligations, the principles, and methods." And so I think introduction to the System of Profound Knowledge will help. And then after profound knowledge has been sort of brought to the notice of... Of bringing to the notice of the people then you get into perhaps teaching them about 14 Points, et cetera.   0:07:57.8 Balaji Reddie: Comes the second principle. He says, "Ensure more careful selection of people in the first place." So choosing the people, he says again, now here's where it requires you to understand the purpose of what you're doing, purpose of your organization, purpose of the people you're looking out for and making this change. Because when you know your purpose, you know the aim, then you can choose people in the right way. And I believe he said this somewhere, it's a combination of education, training, skills, and experience. So we need to combine these four factors in choosing the right people. Then he says, after selection of the people, ensure better training and education. So we fine-tune all of their... He says a complete background. He said their aspirations, their goals.   0:08:54.2 Balaji Reddie: I kind of borrowed this idea from a company here in India where they had this thing called roles, responsibilities, and objectives. And they used to meet once in a month, but once in a year they used to decide. So the top management, the HR, would sit down with each and every employee and say that, "In this calendar year, this is what we intend to do and this is what we expect from you." And in turn, they used to ask the employee, "What do you expect from us? Because this is what we want from you." And then the employee had a chance of putting forth what he or she wanted, the management, what help they needed. And I think this is where we have to be... It's a give and take. And they didn't just meet once a year; every month they would meet and the question was, "How are we doing?" not "What have you done?"   0:09:51.1 Balaji Reddie: So I think it wasn't a traditional appraisal. If there was any appraisal, it was appraising what top management were doing or intended to do and not so much the employee. I thought that was a good move. So that's what we need to do here: better training and education. Principle number four states: "A manager understands and conveys to his people the meaning of a system. He explains the aims of the system. He teaches his people to understand how the work of the group supports these aims." Now, here's where, you know, when you talk about, say, hiring people in the first place, when you bring in new employees, I believe that there should be a special session by people inside the company who have stayed the longest, who served the company the longest, especially during their bad days. Because the employees need to know what really happened and how the company survived and how we were resilient, we came back despite all the problems that we had.   0:11:00.7 Balaji Reddie: And the historical perspective, especially if there's someone who's in touch with the founding members, that would be a great boon. I know nowadays we talk about the older companies, obviously none of the founders are there, but if there is such a person, exchanging those ideas with the young employees would definitely make a difference. So they would then understand the purpose, the aims, and how your work supports these aims. I think it's the best way to do that. But what I see right now in companies and I'm being very specific about this, because today when new employees join the company, they have an orientation, they have onboarding, as they call it, but that's done by a rookie, someone who's just joined the company and is just making...   0:11:46.8 Andrew Stotz: [0:11:46.8] Following a checklist?   0:11:48.1 Balaji Reddie: Exactly. Like a PowerPoint presentation. They don't talk about the history of the company. And I think there has to be an emotional connect before there is a logical or an intellectual connect. That emotional connect, I think, then makes you feel that pride and you feel good about coming to work and you say, "Oh, I did not know." So I believe this fourth principle is important in that sense, in the way to do that. Now, he says that... Principle five says he helps...   0:12:19.7 Andrew Stotz: By the way, do you know what chapter are you in?   0:12:23.9 Balaji Reddie: Oh, I have combined.   0:12:27.9 Andrew Stotz: Okay.   0:12:29.4 Balaji Reddie: I took some of the text... Okay. If you want to see here, this is management of people, all right? In that chapter. So I've taken... There are 14 principles there, management of people. In the new edition of The New Economics. It appears...   0:12:48.2 Andrew Stotz: So chapter six.   0:12:50.2 Balaji Reddie: Chapter six, yeah. That's chapter six...   0:12:51.8 Andrew Stotz: Yep.   0:12:52.6 Balaji Reddie: All right. And he talks about pictorial effect of transformation, and then he talks about management of people, role of a manager of people. So there were 14 there, but in Out of the Crisis, the first three which were there, he did not include here.   0:13:10.0 Andrew Stotz: Okay. I just just asked...   0:13:11.0 Balaji Reddie: So I just included those. Yeah. No, so that when people read the book, they could read it clearly, right? So, yeah. So he says now principle number five, which in Economics is principle number two or three, right? He says "he helps his people to see themselves as components in a system, to work in cooperation with preceding stages and following stages toward optimization of the efforts of all stages towards achievement of the aim." So we want optimization, not compromise. So you need to sit together. Just if I were to ask a simple question to you, Andrew, and without thinking, if I were to try to answer this question... Okay. I presume you know how to make a cup of tea.   0:13:58.7 Andrew Stotz: Yes.   0:14:00.1 Balaji Reddie: So what is the first step?   0:14:02.7 Andrew Stotz: For me, boil water.   0:14:04.6 Balaji Reddie: Boil water. And what if I say that's not the first step?   0:14:12.0 Andrew Stotz: Well, first of all, I think you probably have more experience with tea than I do, but I have more experience with espresso, probably. But anyways, go ahead and tell me.   0:14:20.9 Balaji Reddie: Okay. The first question is, whom am I making a cup of tea for? So what I just tried to convey is it's not natural to think about the customer. And so the first step is, for whom is the cup of tea? If it's the person...   0:14:30.8 Andrew Stotz: Grandma.   0:14:40.7 Balaji Reddie: That's right. If she's diabetic, then you would not need sugar. So you gather the ingredients accordingly. If he wants black tea, you don't take milk, right? And that's the point he's trying to say here. When you look at different stages, every every person has a customer. So the first question is, who is my customer?   0:15:07.1 Andrew Stotz: Right.   0:15:07.4 Balaji Reddie: And that part of profound knowledge, understanding psychology, I mentioned this last time, is empathy. The word empathy captures this. So you go to the next process as, "Whom am I doing this work for?" and sit down with that person and say, "What do you expect from me? How may I help you?" And that's what decides what you're gonna do. So this this fifth principle here, that he helps his people see themselves as components, I think this is important. The next process is your immediate customer, and the rest of them are customers in a very oblique sense. But what you do is critical to the next person in line, right? So you always spend extra time with that person and of course the other people down the line who your work is gonna be impacting over a period of time, right? But these are the... This is the first step you find out. So who's my customer? So that's principle five.   0:16:09.0 Balaji Reddie: Principle number six: now this comes under psychology again, that a manager of people understands that people are different from each other. He tries to create for everybody interest and challenge and joy in work. Now, if you look at the theory of knowledge, what exactly did he give us when he brought that component of profound knowledge into play? He says that theory is a statement that conveys knowledge by relating cause to effect. So I repeat, theory is a statement which conveys knowledge by relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong.   0:17:04.7 Balaji Reddie: So I'm gonna repeat this whole statement again. Theory is a statement which conveys knowledge. How? By relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong. So no amount of examples can establish a theory, and even one example can lead to either abandonment of the theory or modification of the theory. That's what he kept saying. Now, how does this work? So he says it's a system of learning, and all of us have this built in, right? Now, he came from the school of Clarence Irving Lewis, Mind and the World-Order. And if you read that book, Lewis says all knowledge is a priori, it's based on what you already know.   0:18:00.9 Balaji Reddie: For example, let me take this example here. Now, suppose I were to start describing the road to my house. Now, you've not been here, but if I start saying that the road bends towards the left and then there is a command you get to see, now you start constructing a picture in your head based on what you have already seen. It's not the same. That's your theory, right? And then when you actually visit, you say, "Oh, it's the difference between theory and what I actually saw," and then you change your theory. So theory is... It's natural. All of us think naturally like this. And that's why he says here that people are different from one another and we need to celebrate those differences. All of us are born with the system of learning, but not all of us learn the same way.   0:18:49.8 Balaji Reddie: There are some who learn by watching, there are some who learn by doing, there's some who learn by reading, there's some who learn by writing. For some people, one word is enough. You utter a word and they say, "I got it." And for some people, you have to repeat the statement maybe 10 times, 11 times, and then the 12th time you repeat it, they say, "Okay, I got it." Now, is that wrong? We're just different, right? And that's why he says here that we need to understand the learning process of people. And when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That was his definition of joy in work. People enjoy their work when they realize it resonates with them.   0:19:40.4 Balaji Reddie: And how does that resonance come in? When you under... And because this is so difficult to do, we just throw the responsibility on them by saying, "Here's the target." So the target actually distracts them when actually you should be working on understanding their learning process. So it's a lot of hard work. And sometimes people are motivated enough to discover it themselves, which is great, but we need to create that atmosphere for them to enjoy their work. So interest, challenge, et cetera, he tries to optimize. Now, here's the key. This is beautiful. He tries to optimize family background, education, skills, hopes, and abilities of everyone.   0:20:21.7 Balaji Reddie: So this is not ranking people, very clear. It is instead recognition of differences between people and an attempt to put everybody in a position for development. I think this is one of the most important principles in getting things done. When I teach this to the HR students in my college, I keep saying that I don't think you should call this science as human resource management, because the definition of a resource is obtain it, shape it, use it, and throw it away. We don't wanna do that. I think we should change the title of that department to Department of Learning, because that's what exactly this is all about, and it's learning in both ways where you are trying to understand their process of learning and in effect, you're trying to understand how the company is going to be learning.   0:21:17.0 Balaji Reddie: So you put this in... So this principle, he says, combine all of these things: family background, education, hopes, I love that word. Because if you see one of the things that people talk about, customer satisfaction, I think Deming was the only person who said customers should be happy. Not just satisfied, happier, right? Now comes the next principle. "He is an unceasing learner." So you can never say, "I know it all." Unceasing learner, he encourages his people to study. And I think this fits Dr. Deming himself. He made no excuses to learn. "May I not learn," he would keep repeating that. And I remember Bill Cooper getting irritated and said, "The last time I met you, you said this, and now you're saying this. I got that on tape." He said, "Well, you got this on tape now." He said that, "I do, I learn. And as I learn," he said, "that could have been under different circumstances that I said that, but I'm saying this."   0:22:22.4 Balaji Reddie: And so you keep learning. And he encourages his people to study. The word is study. And he provides, when possible and feasible, seminars and courses for advancement of learning, encourages continued education in college or university for people that are so inclined. So I think this bit is in many places getting to be a part of the systems in most companies. I've seen that happen now, which is a good sign. But it doesn't end there, there are a lot of other things to do. This was the Principle 7 in the list of 17. Now comes Principle 8, and this is so difficult to look at. He says "he's a coach and a counsel, not a judge." You judge people, they shut up.   0:23:15.4 Balaji Reddie: So he says coach and counsel. When they need help, guide them, show them the path. Sometimes maybe you need some help in doing that, well, go ahead. So that was principle number eight. Principle number nine says "he understands a stable system. He understands the interaction between people and the circumstances that they work in. He understands that the performance of anyone that can learn a skill will come to a stable state." Now, this is amazing. He said this way back in the 1950s when he was in Japan teaching them the control chart, where he took one example where he says that further training to the worker and the process was still in control. And he says, "I think he's reached the limit of his learning. He perhaps needs to be taken to another process or maybe given something more challenging so that we can develop the learning process."   0:24:17.6 Balaji Reddie: So he was speaking about this way back in the 1950s, which today you can say comes under understanding psychology through variation. And he says, upon which furthest the lessons will not bring improvement of performance, and a manager of people knows that in this stable state, it is distracting to tell the worker about a mistake, because he says you'll actually then demotivate someone. So these three principles...   0:24:44.1 Andrew Stotz: Because a mistake may be just normal variation, or are you saying... Okay. Yep. Okay.   0:24:51.0 Balaji Reddie: Yeah. I mean, it could be anything, right? But if you are highlighting that when he's already reached a stable state, it could just work in a detrimental way, the opposite direction.   0:25:05.4 Andrew Stotz: Ultimately you've reached your goal. A steady state is fantastic.   0:25:07.4 Balaji Reddie: A steady state. And then now you say if you want him to... Anything better here, I think you need to move him out from there, since maybe he needs to be given something either more challenging or whatever it is. But use of psychology and variation together. If people are saying that he spoke about this in the 1990s, he actually spoke about this in the 1950s in Japan. And I have proof. If you go and check Elementary Principles of the Statistical Control of Quality, the series of lectures that he gave in Japan, you will see this in one of the chapters, very clearly stating what needs to be done.   0:25:47.9 Balaji Reddie: Now we come to the next principle, which is... I don't know how to explain this, but it's amazing. He says that "the leader has three sources of power: authority of office, knowledge, and personality and persuasive power, tact." So authority, that's your title, knowledge, and personality. Now, personality, persuasive power, and tact is more of a personal thing. It is something that is an attribute. Authority is the title you're given. I think the only thing that you can really work on is your knowledge. And he says that a successful manager of people develops knowledge and personality and persuasive power, does not rely on authority of office. He nevertheless has obligation to use his authority, a source of power, for him to bring changes. He says that maybe some drastic changes to equipment, to materials, to methods, and to reduce variation.   0:26:55.0 Balaji Reddie: So he attributes this to a gentleman, Dr. Robert Klekamp, or Klekamp, I don't know how to pronounce that. So he says, "He in authority, but lacking knowledge or personality, must depend on his formal power. He unconsciously fills a void in his qualifications by making it clear to everybody that he's in position of authority, his will be done." So I think he said if things needed to be done and if he's being guided the right way, then he has to bring his authority into power. I think this brings me to one of the interactions he had with... Was it James McDonald at Ford? When he made him stand up and asked him, "What is your job?" And he said, "I'm vice president, manufacturing," and he sat down. Deming said, "Stand up. That's your title, not your job." And then for the next half an hour, he grilled him on what his job was. And after half an hour, he still didn't get an answer. He said, "You don't know what your job is. Do you think other people in the company know what their jobs are? I think you're running a mess here."   0:28:02.2 Balaji Reddie: So Jim McDonald, instead of feeling insulted, took it in a very different way. Though he said, "I did feel that I wanted to resign and just walk out of there," but he said, "I knew this man was onto something." And that kind of thing of authority of office, I think he did not like if people used it for the wrong reason, but he wanted them to develop knowledge, personality. Personality, well, I think again, on the soft side, persuasive power tact. Not all of us have that, but I think we are living in a knowledge economy, so knowledge would be the key here. And he also says that if you're in a position of authority, use this to get the right work done.   0:28:47.3 Balaji Reddie: Then next he says "he will study the results with the aim to improve his performance as a manager of people." So when the system is not getting what it's supposed to do, then he does not put the blame on the people. He says, "I have... I may be going wrong somewhere." I'd like to share an example of my father in Japan. My father was in Japan in 1964, I said this last time. And he was on this Asian Overseas Technical Scholarship, AOTS. And they run these courses even today. They have three-month, six-month, nine-month, and one-year courses. And from what I remember my father telling me, it's integrated in the sense, I think he was there for six months. So during the morning sessions, they used to have classroom training, sitting in a classroom. And in the afternoon, post-lunch, they would go and work in a company, and that was like their intern. And so it was a combination of theory and practice taking place almost every day.   0:30:02.4 Balaji Reddie: Now, what happened there was on the first day... And that's where he started working with Showa Electric, and said they were called the interns. So on the first day, he was taken to the company and was introduced to his supervisor. The supervisor took him on the shop floor and introduced him to the team that he would be working with. And then, while he was leaving, that supervisor said, "I just need to tell you this, that we also form what is called as a quality circle." And this was... The quality circle movement started in 1962, so '64, the quality circle. And so my father said, "I don't know what you're talking about." And he said, "Well, this is something new. So would you like to be a part of it?" Because quality circle is voluntary, not mandatory. They make you a part of the quality, so if you want to be a part of the quality circle. It's not imposed on you.   0:31:05.0 Balaji Reddie: So my father said, "I need to talk to my teacher, my sensei, at the class." He said, "Yeah. You can talk to him." So he went back to the class the next day in the morning, he asked the teacher, the sensei, that this is what they said. He said, "Oh, it's a very good system. You can become a member of the quality circle." So on the second day, he said, "Yes, I'll be a member of the quality circle." "Great," he said. Now, on the third day, his actual work started. Now, they used to make television screens, CRO, et cetera. And one of the steps there was soldering. They had to solder. And the soldering was the dip soldering. You had to take the printed circuit board and dip it into the solder bath and take it out. Of course you were to... There was a technique.   0:31:52.8 Balaji Reddie: And so his job was that. His first job that he was assigned is to do soldering on these PCBs. And so the supervisor himself sat with my father and demonstrated 10 to 15 times how to do it. Then he told my father, "Now you do it." And then he was guiding him, and he made him make around 10 pieces until he said, "Okay. Now you're getting it right." Okay. Now he said the ground rules. If by any chance you press it down too hard or you keep it too long because of the extreme heat, there will be a superficial crack on the PCB. And that would not be something that affects the customer right away, but over a period of time, it can result in the board cracking and the radio not working. So when you see a superficial crack, you're supposed to pull the cord. There was a cord there. And when you pull the cord, the supervisor will come and help you. Fine.   0:32:56.1 Balaji Reddie: Now my father started doing his work, and his fifth or sixth piece developed a crack. Now, he said, I don't want to sound derogatory, but the Indian in me caught up. Should I report this? What would he think? I hardly left this man alone, and his fifth piece is a rejected piece. And he said, I did not want to pull that cord. But then... He said that, he told me, "Please pull the cord," I decided, let me go ahead and pull it. So when he pulled the cord, a red lamp went on there, and there's a big siren that went on. And the supervisor came running and turned off the siren and turned off that lamp and said, "What happened?" My father showed him the crack. So he said, "Okay, no problem." He put it aside. He demonstrated to my father 10 times again how to do it. And then he made him do it 10 times till he said, "Ah, see, you did this." And he got it right. Now he said, "Let's continue production."   0:33:58.8 Balaji Reddie: Now they went away and now my father got it right. After an hour or so, or maybe two hours, they had their tea break. And they were sitting around a table. Now, this was the quality circle. So the supervisor got up and started speaking in Japanese. Now, this was my father's third day there, so obviously he did not understand what was going on. The only thing he knew that they were referring to him because they could not pronounce his name properly. So instead of Reddie, he was being called Leddie. So Leddie-san, Leddie-san, Leddie-san. So my father said, "I knew he was talking about me." And he said, "I felt so ashamed, I was looking down at my cup of tea rather than looking up." And then when I looked up, he said, all of them were looking at him in admiration and the thumbs up sign. And he was wondering what the hell just happened.   0:34:51.0 Balaji Reddie: And at the end of it, when that supervisor stopped speaking, they all clapped. They clapped. And as they dispersed, each one came and held his hand and they went away. And now my father told the supervisor, "What did you tell them? Did you tell them I made a mistake?" He says, "Yes, yes, I did tell them that." He said, "Then why are they complimenting me? Why are they... Why did they clap? Why did they clap for me? Why are they shaking my hands?" He says, "They're shaking your hand, they're clapping, and they're complimenting because you pulled the cord." So he said, "What do you mean?" He says, "Well, we have a saying here, here in Japan, if after explaining to a person 10 times how to do something, if the person still makes a mistake, then there's something wrong in the way I explained it." So this bit over here is he will study results with the aim to improve his performance as a manager. Don't blame the other guy. What am I doing wrong?   0:35:54.0 Andrew Stotz: You hired him, you train him.   0:35:56.4 Balaji Reddie: Yep. So when Jack Welch used to say, "Sack the bottom 10% of the people every year," and he called them dead wood, well, I would say when you hired them, they weren't dead. You killed them. So that was principle number 11. Now principle number 12 is where he combined both variation and psychology together. He said "he will try to discover who, if anybody, is outside the system, in need of special help." So he draws a normal curve. I'll pass on this document to you so you could share it along with the podcast. And he says here that people belong to the system. These are people who need not be ranked. But a person outside the system on the lower side needs special help. People outside the system on the higher side, well, we need to take the system to that level to improve the system.   0:37:08.4 Balaji Reddie: So he talks about that. He says this can be accomplished with some simple calculations. If there be an individual with figures on production or on failures, special help may be only simple rearrangement of work. It might be more complicated. He in need of special help is not in the bottom 5%. He's clean outside that distribution. So he's trying to use the understanding of variation in a very different sense to understanding people. And he says that we try to reduce that variation in performance between people. That's the job of the system. So this is principle 11 and 12.   0:37:51.0 Balaji Reddie: Now you come to principle 13: "he creates trust." And that creates trust, I would believe, it's a two-way process. And he creates an environment that encourages freedom and innovation. That is the environment where people are unafraid to make mistakes. Because we learned that theory is not the opposite of practice; it's a guide to better practice. And we need all of us working together. And that trust, I think, has got a very funny meaning in my country. I keep joking about this. In India, trust is we will lie a little less to each other. But that's not what this is. We need to be straight honest with each other. And honest is you can only do that by example. Like what happened in my case. I remember when we had installed the ERP system in our company, and there are interlocks. And I remember there was a backlogged order. And I knew that because when we did not deliver the order on time, I negotiated with the customer and I got the delivery date postponed.   0:39:08.0 Balaji Reddie: Now I was trying to test the ERP that month. So I said, let me see if the ERP can capture this because it should show it as a backlogged order. But it showed it as an order that was to be delivered on the new adjusted date. And I said, "How did that happen?" Because that should not have changed. And so I called my assistant. I said, "This should be in backlog. Why is it showing me as a spillover order?" And he said, "No, I changed the date." I said, "Why did you do that?" And he said, "No, because the finance guy will get angry with me." And I said, "That is my problem." I said, "When I told you you're not supposed to change that date..." And I removed his administrative powers in changing the date so that he could not change the date in the system.   0:40:01.7 Balaji Reddie: I removed his powers. And he apologized profusely and said, "Please let me." I said, "No." So till the day I resigned, I kept it. I said, "You're not gonna be doing this because it's not a question..." I said... If I had succumbed to that Andrew, they would have lost my trust. They would have thought that, "Oh, Balaji just talks. He doesn't walk the talk." I said, "No, you're not supposed to do this. We are trying to go by a system. Let's go by the system." So I think you can only create trust through example, through demonstration, if I may say so, and especially under adverse circumstances that you need to demonstrate this.   0:40:46.1 Balaji Reddie: Principle number 14: he says "he does not expect perfection." I think that even he said it in principle of variation. Principle 15: he says "he listens and learns without passing judgment on him that he listens to." This is an extension of the previous points. Principle number 16: he will hold an informal, unhurried conversation with every one of his people at least once a year, not for judgment, merely to listen. The purpose would be development of understanding of his people, their aims, their hopes, and their fears. This meeting will be spontaneous and not planned ahead. So there should be no bias, like an audit.   0:41:41.5 Andrew Stotz: Right.   0:41:42.2 Balaji Reddie: And lastly, principle number 17: "he understands the benefits of cooperation and the losses from competition between people and between groups." So these were the 17 principles of leadership, the beginning of transformation. I think there can be nothing more to do than this. He was so clear in what he wanted us to do. I wonder why people say that there was no method.   0:42:16.5 Andrew Stotz: Yeah. He definitely outlined a lot of stuff there. One of the questions I had for you on that list is, what do you say to people that say that he's kind of a dreamer? The idea that you can sit down with your employees and have this time and everybody's so busy and just talk about your fears and your goals and all that stuff where we live in this age of, we've gotta get the result, we've gotta be focused. How do you respond to that?   0:42:51.1 Balaji Reddie: Well, I say give this a try. All right? You've done it your way, right? You've done it... Let's just forget about it, and you're seeing what's happening. You want a change, you gotta do something different. So why don't you go by what this man is saying? And if you say that, you know, a dreamer or whatever, well, I'd like to quote John Lennon here: "You may say I'm a dreamer, but I'm not the only one."   0:43:16.8 Andrew Stotz: Yep. Yep. Yep. And what do you say for people that feel that you gotta have these targets and goals and KPIs to get the most out of people? And when we think about what Deming's talking about, we're talking about this intrinsic motivation. But it's scary for people to think. It's a lot more comfortable to have these goals and structures than what you could argue is a little bit more unstructured. And how do we balance that? And obviously Deming wasn't saying don't have goals.   0:44:02.1 Balaji Reddie: Yeah, yeah. I think Henry addresses this very well in his 12-day course where he has a specific section on goals, et cetera. And he talks about how Deming said that there are some things called facts of life. Facts of life is, okay, we need to turn out, we need to generate so much of revenue this year because we need to pay for all our salaries and blah, blah, blah, blah, blah, and then we need to have some money for the future. So we need to make so much of money this year. Now that's not a goal, that's a fact of life. But when you are bringing that number out and showing that to everyone, please also indicate to them how we intend to achieve that. Don't just leave it to them and say we need to do this.   0:44:54.4 Balaji Reddie: Okay. I'll give an example here. I don't want to sound... It may sound a little self-serving, but okay, take it in the right spirit. I remember when we had our first strategic meeting at my company, and my boss... Okay, was... He said... I think 20 of us sitting in the room and he said, "Last year, our target was 30 million and we're getting there and we're doing a great job. So this year we're gonna aim for 45 million." Now when he said that, I just put my hand up and he said, "Yes." So I said, "Why 45 million?" And he just stared me down and he looked up at everyone and said, "That's it. Meeting dismissed." He just walked out. These are those days when you had... You know the OHP? You know the overhead transparencies, the projector?   0:45:56.9 Andrew Stotz: Oh, yeah. Overhead transparencies, yep.   0:45:58.8 Balaji Reddie: Yeah. So he had the transparencies, and he just took them and walked out. And all the guys came to me, "Are you mad? You're questioning the owner of the company? Are you nuts?" And I was thinking, "God, what did I say wrong?" And then we started going back to our cabins, and when I sat down at my desk, the phone rang, and it was boss. And he just uttered one word, "Come." So when I was walking towards his cabin, I was thinking to myself, "Nice company, nice friends." And then I knocked on the door, and he said, "Yeah, yeah. Come in." He said, "Sit down." And then he said, "Shut the door." He said, "What the hell were you trying to do today? Are you trying to mock me?" I said, "Please, why would I want to mock you, boss? I wouldn't want to mock you. I just wanted to know why 45 million."   0:46:52.9 Balaji Reddie: He says, "All right." And so he took out what is called the blue book, where we have the yearbook, what happened in our country in the last one year. We have these books that get written, right? So he said, "Look, this is growth in our country in industry. This is our... Sector that we are in, and we are in the organized sector in this industry. And the year-on-year growth for the last five years has been this, and this year the expected growth is so much. And can I expect at least 3 or 4% of that growth?" I said, "Of course, why not?" He said, "That, son, is 45 million." So I said, "Why didn't you tell me this? That's all I wanted to know." He said, "You think these asses..." He was referring to my other colleagues... "Would understand?" I said, "Boss, if I can understand, they can understand. It's one and the same." "Okay. Let's meet tomorrow."   0:47:52.1 Balaji Reddie: So the next day we met again. And he said, "Yesterday, when I uttered 45 million, this genius asked me why, and so I'm gonna tell you why." And he went on to explain. After he finished explaining, my sales guy... Sorry, my marketing guy got up and he said, "I have something to share." "Okay, please come forward." He put the transparency. And he had listed there the top 10 selling items in my company based on revenue, based on profits, and based on quantities. Top 10 for each. There were three products that were common to all the three. So obviously he was sending a message to us, that we had to attain our targets, at least by focusing.   0:48:44.8 Balaji Reddie: The moment he showed that, he underlined these three, the sales guy put his hand up and said, "Yes." "That second product you underlined, our competitor is selling it as a package with another product, but we don't seem to have that on our list." So the R&D guy got up and said, "Could you tell me what the part number..." And he says, "It's part number so-and-so." He said, "Hang on, I've already developed that." You know what was happening, Andrew? We were talking to each other. And that meeting went on for three and a half hours. And at the end of the three and a half hours, all of us knew how to attain 45 million.   0:49:23.8 Andrew Stotz: I thought you were gonna ask a question on the second day, "Hey, boss, so 45 million, why is there no market share gain of our business that we're growing faster than the industry?"   [laughter]   0:49:41.4 Balaji Reddie: So anyway, but this was... This is what I think goals should be transparent in this sense, that why are we giving you this number? And more importantly is the discussion that happens is how are we gonna do this? It just doesn't happen by itself, right? And if you leave it to people, they start distorting numbers, right?   0:50:03.8 Andrew Stotz: Yeah.   0:50:04.2 Balaji Reddie: As Brian Joiner said, "Distort the data, distort the system, or distort both."   0:50:12.2 Andrew Stotz: Yeah. And we're working on a growth plan for my coffee business.   0:50:19.0 Balaji Reddie: A growth.   0:50:19.6 Andrew Stotz: And really what it comes down to is three things. Number one, are we as the owners gonna hire more salespeople? Because salespeople bring in revenue.   0:50:36.3 Balaji Reddie: Right.   0:50:37.0 Andrew Stotz: Number two, are we as the owners going to develop together with the rest of the team a higher value-added offering...   0:50:50.6 Balaji Reddie: Wow.   0:50:50.8 Andrew Stotz: That we can bring more value than what we're bringing right now, which would bring potential customers to us and allow us to sell more easily. Or are we as the owners going to buy another company?   0:51:07.8 Balaji Reddie: Oh, okay.   0:51:09.2 Andrew Stotz: So those are the three things. And Dale and I have been discussing each one of those in a lot of detail, testing out and debating and discussing. But those are the type that... When it comes to growth, that's just... We know the growth we can produce with no change. And that's in line with the inflation rate or whatever the economic growth, for sure. But as long as we don't lose people on our team or something like that. But to go to our team and say, "How are we gonna grow faster?" Well, that whole point is we can see. Also the other thing is that we can see bigger about the industry sometimes. Sometimes they see something at a small level that they bring back to us and think, "Whoa, wait a minute, that's something valuable." And yeah, so we're getting ready for our final decisions on where we're gonna go with that. But yeah, without that type of change, we're not gonna reach the type of growth that we want to get. And really our idea is 5x growth in five years.   0:52:19.9 Balaji Reddie: Okay.   0:52:20.5 Andrew Stotz: And in order to do that, we have to have a completely different level of quality, service, product, thinking. And so, yeah, it's fun... It's challenging. Anyways...   0:52:32.9 Balaji Reddie: Right.   0:52:33.2 Andrew Stotz: So how do we wrap this up? What is it you want people to take away? You've shared a lot of different stuff. What would you like them to take away from it?   0:52:42.0 Balaji Reddie: Yeah. One, I'm trying to shatter that myth that Deming did not tell us what was to be done. I think he was very clear and we need to reread and reread. And we have to take these as guidelines. You may come up with your own method, but see these as a guideline by and large to put you on the right path. And once you do that, you may develop something which works for you, and that's what he wanted. But let us not just say that he only philosophized about things. I think he was very clear in his head. He just wanted us to do things our own way because nobody understood our problems better than we ourselves. And he was just showing us how to understand things around.   0:53:32.6 Balaji Reddie: He wanted us to know, to understand what we do not know. Through these principles, we can address some of the gaps. Perhaps we were getting a few things wrong. So point number 14, take action to accomplish the transformation. I think it begins with leadership. So point number seven comes into the picture. It begins with training and education. Point number six comes into the picture and it also brings in point number 13, which is learning and development. And education and training is different from learning and development. Training can be very company specific and you can measure the outcomes of training, but you cannot measure the outcomes of development because that takes time.   0:54:19.8 Balaji Reddie: So you need to have some things going in your favor. And for that you need to choose, and he told us how to do that. And yes, he wanted top management to be a part of this because he said those in authority need to do this. But that one sentence that middle management can commence, it can commence there, is a telling statement. So he knew it was possible.   0:54:45.0 Andrew Stotz: That's great. And I like that. Commence. That there's... It's not necessarily gonna be completed by middle management, but middle management can start right now, right where you are. So that's a great way, that's a great way to end with the start. So, Balaji, I want to thank you on behalf of everyone at the Deming Institute. And it's an interesting discussion and I'm enjoying it very much. And for listeners out there, remember to go to deming.org and also there, jump on DemingNEXT to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is: "People are entitled to joy in work."   0:55:32.1 Balaji Reddie: Oh, yeah. Andrew, I think saying thank you on behalf of the institute, I am also a part of the institute.   0:55:38.5 Andrew Stotz: Of course. Of course. You are. I appreciate it. Okay.

Ethan Henry is here to promote my new solo project ASHES OF THE SUN. The new album titled GODS WITH MACHINES is coming out august 1. I wrote, recorded and performed all instruments on AOTS.Ethan Henry has been in the band FREYA with KARL BEUCHNER/ERICK EDWARDS/IAN BULLDOG EDWARDS of EARTH CRISIS from 2004-2008 ( victory records) and 2017-current( upstate records) . More recently i have been performing with the band VOID EMEPROR. I plan to do some touring with AOTS late this year of early next year. I am currently filming a pilot for a television show so my time is consumed with production stuff. Click Here to Subscribe to Pipeman in the Pit for PERKS, BONUS Content & FREE GIVEWAYS! Take some zany and serious journeys with The Pipeman aka Dean K. Piper, CST on The Adventures of Pipeman also known as Pipeman Radio syndicated globally “Where Who Knows And Anything Goes.”  Check out our segment Positively Pipeman dedicated to Business, Motivation, Spiritual, and Health & Wellness.  Check out our segment Pipeman in the Pit dedicated to Music, Artistry and Entertainment.  Would you like to be a sponsor of the show?Would you like to have your business, products, services, merch, programs, books, music or any other professional or artistic endeavors promoted on the show?Would you like interviewed as a professional or music guest on The Adventures of Pipeman, Positively Pipeman and/or Pipeman in the Pit?Would you like to host your own Radio Show, Streaming TV Show, or Podcast?Become a supporter of this podcast: https://www.spreaker.com/podcast/the-adventures-of-pipeman--941822/support.Click Here to Subscribe for PERKS, BONUS Content & FREE GIVEWAYS!Follow @pipemanradio on all socials &  Pipeman Radio Requests & Info at www.linktr.ee/pipemanradioStream The Adventures of Pipeman daily & live Mondays, Tuesdays, Wednesdays at 1PM ET on W4CY Radio & Talk 4 TV. Download, Rate & Review the Podcast at The Adventures of Pipeman, Pipeman Radio, Talk 4 Media, iHeartRadio, Apple Podcasts, YouTube & All Podcast Apps.

Ethan Henry is here to promote my new solo project ASHES OF THE SUN. The new album titled GODS WITH MACHINES is coming out august 1. I wrote, recorded and performed all instruments on AOTS.Ethan Henry has been in the band FREYA with KARL BEUCHNER/ERICK EDWARDS/IAN BULLDOG EDWARDS of EARTH CRISIS from 2004-2008 ( victory records) and 2017-current( upstate records) . More recently i have been performing with the band VOID EMEPROR. I plan to do some touring with AOTS late this year of early next year. I am currently filming a pilot for a television show so my time is consumed with production stuff. Click Here to Subscribe to Pipeman in the Pit for PERKS, BONUS Content & FREE GIVEWAYS! Take some zany and serious journeys with The Pipeman aka Dean K. Piper, CST on The Adventures of Pipeman also known as Pipeman Radio syndicated globally “Where Who Knows And Anything Goes.”  Check out our segment Positively Pipeman dedicated to Business, Motivation, Spiritual, and Health & Wellness.  Check out our segment Pipeman in the Pit dedicated to Music, Artistry and Entertainment.  Would you like to be a sponsor of the show?Would you like to have your business, products, services, merch, programs, books, music or any other professional or artistic endeavors promoted on the show?Would you like interviewed as a professional or music guest on The Adventures of Pipeman, Positively Pipeman and/or Pipeman in the Pit?Would you like to host your own Radio Show, Streaming TV Show, or Podcast?Become a supporter of this podcast: https://www.spreaker.com/podcast/pipeman-in-the-pit--2287932/support.Click Here to Subscribe for PERKS, BONUS Content & FREE GIVEWAYS!Follow @pipemanradio on all socials &  Pipeman Radio Requests & Info at www.linktr.ee/pipemanradioStream The Adventures of Pipeman daily & live Mondays, Tuesdays, Wednesdays at 1PM ET on W4CY Radio & Talk 4 TV. Download, Rate & Review the Podcast at The Adventures of Pipeman, Pipeman Radio, Talk 4 Media, iHeartRadio, Apple Podcasts, YouTube & All Podcast Apps.

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Thanks to MCT Investor Services, which helps investors scale their seller base, automate the bid process, source whole loan and flow co-issue production, automate AOTs, and analyze performance all in a cost-effective manner. 

Thanks to MCT Investor Services, which helps investors scale their seller base, automate the bid process, source whole loan and flow co-issue production, automate AOTs, and analyze performance all in a cost-effective manner. 

Thanks to MCT Investor Services, which helps investors scale their seller base, automate the bid process, source whole loan and flow co-issue production, automate AOTs, and analyze performance all in a cost-effective manner. 

Thanks to MCT Investor Services, which helps investors scale their seller base, automate the bid process, source whole loan and flow co-issue production, automate AOTs, and analyze performance all in a cost-effective manner. 

Thanks to MCT Investor Services, which helps investors scale their seller base, automate the bid process, source whole loan and flow co-issue production, automate AOTs, and analyze performance all in a cost-effective manner. 

Hello Everyone! Thank you for tuning in to Episode 3 of Season 3 of Semiscribbled Podcast. This is my second episode with a Guest. In this episode, I am joined by Sarah of The Bookcast Club. Sarah and I take a deep dive into the Anthills of the Savannah by Chinua Achebe. AOTS is one of my favourite books of all time. It is election season in Kenya when this episode goes out so the themes in this book are fitting to discuss right now. I really enjoyed discussing the characters in this book especially and how they impacted us differently. Sarah was an awesome guest and you'll definitely understand why this is an hour-long episode once you start to listen. My episode on the Bookcast Club with Sarah. Our editing maestro is THE Tevin Sudi. Please follow me on Twitter and Instagram (both @podcast_semi) I'd love to engage with you. You can also send me an email: semiscribbledpod at gmail.com In this episode: Music by Coma-Media from Pixabay Music by TuesdayNight from Pixabay Music by TuesdayNight from Pixabay

The title says it all. Join Katie as she searches for the best thing to put on bread to make the ultimate bread snack and Phillip reveals the hidden bread plotlines in popular movies.

Phillip and Katie delve into some stuffed snacks and Phillip shares his new favorite snack phrase.

Join Phillip and Katie as they talk about Connecticut Stan

If you're having problems with workout quality, client retention, or trainer retention, you might also have a process problem. In this episode, I provide the steps on how to create a workout process for your strength training business. We'll delve into the benefits of creating checklists, how to facilitate iteration, process implementation, and much more.  Get all the processes you need for your strength training studio Optima Strength's Workout Process: Greet the client by name. Shake hand/fist or elbow bump. Comfort/prep client: Offer hand sanitizer. Explain mask is optional. How is your body feeling today? Modify the program if required. Deliver weekly teaching focus. Deliver weekly promotional focus. Retrieve workout card and deliver workout: Brief workout overview. Setup exercise: Configure settings. Describe how the client should enter exercise safely. Provide pre-exercise instruction: What is the exercise? Targeted musculature? Cadence? Goal (aim for X reps or to reach failure in target rep range e.g. 6-8, 8-12). Help the client make progress in resistance and/or reps (do not record advanced techniques). Provide enthusiastic encouragement and specific, positive and corrective feedback throughout each set. Get the client to or as close to MMF in good form as possible. If form is very poor, stop exercise, give corrective feedback, and consider modifying the exercise. Use advanced overload techniques (AOTs) during the workout, but always strive to get the client to MMF in their first set. The client MUST feel that you want them to get results more than they do (this is the most critical part of the entire process). Record performance and any important notes on the workout card. Always finish on time. Always try to complete the workout, but never at the expense of the next client's time slot. Provide honest positive and constructive feedback. Thank the client for coming in for their workout. Wipe down machines.   This podcast episode is brought to you by ARX Do you struggle to attract and retain clients in your strength training studio? ARX machines use breakthrough motorized resistance and computer software to give your clients the perfect workout every time, so you can start to deliver great workouts and grow your business with confidence. Get $500 OFF by going to ARXFit.com/HIB and booking a call with the ARX sales team – Book Here For all of the show notes, links and resources - Click Here

Join Phillip and Katie as they journey through another box of unique snacks courtesy of their Snack Mentor, Connecticut Stan.

Katie and Phillip try snacks that are ready for the Zombie apocalypse or a snowstorm.

Phillip and Katie sample different types of fruitcake and Katie reveals her new favorite snack.

Katie and Phillip provide the scoop on Aldi-specific snacks and friendship

Phillip and Katie try some underrated snacks before sharing a care package from their Snack Benefactor

Bei den sinkenden Temperaturen ist es Zeit, sich einzumummeln und die letzte Season des Jahres zu genießen. Und die ist schon einmal vielversprechender als die letzte! Mit der 2. Cour von Mushoku Tensei: Jobless Reincarnation kehrt Julians Hype-Anime zurück, während Lukas sich mit 86 Part 2 diesmal mehr anfreunden kann. Netflix steigt mit Blue Period und der absolut großartigen 'Komi Can't Communicate'-Adaption in das Simulcast*-Geschäft ein, Takt Op.Destiny und Mieruko-chan scheinen ganz nett zu sein, wohingegen Platinum End recht abzustinken scheint. Zwei absolute Granaten haben wir aber mit Heike Monogatari, einer Adaption der gleichnamigen Epik, die überraschenderweise von Yamada Naoko im Studio Science Saru und nicht Kyoto Animation umgesetzt wird, und WIT Studios neustem Werk Ranking of Kings, was sich nach zwei Episoden schon zum AOTS mausert. Und bei alldem ist noch nicht mal der neue Arc von Ufotables Demon Slayer gestartet! *mit zweiwöchiger Verspätung

Live recording of Attack of the Snack at the Elgin Fringe Festival

Phillip and Katie see how cookies that claim to be healthy stack up, and Katie shares a harrowing snacking tale.

Phillip gives us the scoop on making cheese popcorn before Katie and Phillip deal with some complex snack feelings.

Learn about the snacking wonders Connecticut has to offer and find out what snacks you can find in the Paris airport.

Phillip and Katie review lollipops. Listen to find out which lollipop comes out on top and to hear Phillip struggle with wrappers. Again.

Guest Mr. Jerome Locson of YoungCTO Rafi Quisumbing. With 15 years experience in the IT industry, Jerome is a skilled software engineer and IT & Business consultant with background on web and mobile technologies. He worked in various types of organisation - from a startup to big companies such as Google. https://www.linkedin.com/in/jeromeloc... Jerome has a degree in BS Computer Science. He finished his Executive MBA Program at the Asian Institute of Management. He is a certified Software Engineer (PhilNITS/JITSE) and trained in Japan by the Overseas Human Resources and Industry Development Association (HIDA, previously AOTS) on Bridge Software Engineer Program. He also passed the ITIL Foundation for IT Service Management and Professional Scrum Master I for Agile product development certifications.

Back with a new batch! AOTS is the podcast where I play a handful of tracks from my physical collection. Everything I play on this show comes off the vinyl shelves in my living room, off the CD shelves in my basement, or out of that box of cassettes I keep on the shelf in the storage room. Email: audioofftheshelf@gmail.com. Instagram: @audioofftheshelf Twitter: @AOTS204 Facebook: https://www.facebook.com/audioofftheshelf Fugazi. “Public Witness Program.” In on the Kill Taker, Dischord Records, 1993. CD EP. Nothing Days. “Now I Know the....” Honk If You've Seen This Alien, Too!, Pepper Tree Records, 1993. Cassette. LP. Nestico, Sammy. “A Warm Breeze.” Night Flight, Sea Breeze Jazz, 1992. CD LP. Lamp, Buddy. “Have Mercy Baby.” Peanut Records 1001, 1961. 7” Record. Cardigans, The. “Never Recover.” First Band on the Moon, Stockholm/Mercury Records. 1996. CD LP. Copyright Disclaimer under Section 107 of the copyright act 1976, allowance is made for fair use for purposes such as criticism, comment, news reporting, scholarship, and research. Fair use is a use permitted by copyright statute that might otherwise be infringing. Non-profit, educational or personal use tips the balance in favour of fair use.

This is a transparent share of the personal shifts and consequent ripple effects in Alchemy Of The Seasons school hosted by Mountain Woman Medicine.

Katie shares a recipe for a homemade snack that people and dogs can share and Phillip reveals that his cat is obsessed with a certain dancing show.

It is the 50th episode. Phillip and Katie celebrate by snacking on insects.

Katie and Phillip get corny as they review microwave popcorn.

Phillip and Katie dish on gelatin and pudding snacks and Phillip reveals that he is woefully underprepared to host hamster guests at a dinner party.

Phillip and Katie attempt to answer the meal or snack question that has troubled humanity for centuries.

Find out if brand name snacks are better as Phillip and Katie pit brand name snacks against their generic counterparts in a heated snack off.

Come ride the ferris wheel of snacking with Katie and Phillip as they review some classic carnival snacks.

Phillip and Katie discuss and review their favorite quarantine snacks and eat unicorn poop.

Join Katie and Phillip as they explore this snack trend of 2020 after Phillip shares a less than successful snacking venture and makes up the history of pretzels.

Phillip and Katie review and define pork rinds after discussing a bonus snack containing seven grams. Listen to find out what

The traveling snacker, David Vox Mullen, shares some of his favorite road trip snacks with Phillip and Katie. Grab a snack, your sense of adventure, and join the trip.

Join Phillip and Katie as they take on snacks that fight back.

Phillip and Katie delve into cake reviews after reliving their zany December snacking adventures.

Guest Lillie Frances ventures out into the snacking world of Trader Joes and Phillip accuses Tiramisu of being a cake. Throw on your favorite Hawaiian shirt and join the fun.

Phillip and Katie honor the past by sampling some vintage snacks while pondering if Butterscotch is the name of a candy or a pony.

Listen to find out which tortilla chips are the tastiest and which ones make the best snowshoes for Twizzler people.

Phillip and Katie marvel at the snack selection at a low-cost store. Join them as they skip the price check and start snacking

Katie and Phillip get jiggy with some retro snacks.

We’re joined by Chris Gore of Film Threat to discuss Attack of the Doc, his new retrospective documentary about G4 and Attack of the Show. Who is Chris Gore? - Top of Show MMO INTERVIEWS CHRIS GORE: Getting to AotS - 2:18 What was the AotS Secret Sauce? - 14:30 And Could it Work Today? - 18:20 The Kevin/Olivia Chemistry - 20:43 The Goal of Doing Attack of the Doc - 23:45 PERSONAL HISTORY: Relationship w/ The Documentary Genre + Educational Background - 24:44 Chris Gore’s “How to Write Any Book” - 27:37 THE ATTACK OF THE DOC DOCUMENTARY: Personal Motivation - 30:47 Has He Found Answers About What Happened? - 33:31 The Ends He’ll Go To For Documentary Information + Background - 37:20 (Including the Single Greatest Analogy for Cancel Culture - 40:38) HOW YOU CAN LITERALLY MOLD THIS DOCUMENTARY - 41:56 (All the Kickstarter Perks You Can Handle) Does He Want Attack to Come Back? - 49:52 Chris Gore Gives Us Our Very Own DVDuesday Segment - 52:20 The Worst Possible Film According to Chris Gore - 58:55 Chris’ Social Medias + Kickstarter - 1:03:19 And a Patreon is Coming Too! - 1:05:30 What’s Next From MMO/Words of Wisdom - 1:06:30 Your Homework/PLEASE LEAVE US 5*’S - 1:07:57 Chris Gore was an amazing interview. If we asked him about his origin story, he’d also teach us how to be on TV. If we asked him about his career, he’d also teach us how to write books. And when we asked him about his time on G4 & Attack of the Show, Chris Gore spent over an hour taking us behind the scenes of his upcoming documentary, Attack of the Doc! Thank the gods we asked. Chris Gore has been an inspiration to us, and to be frank, our show owes a huge debt of gratitude to his work in print, on Film Threat, and of course, Attack of the Show. So it was an absolute thrill to chat with Chris about what inspired him to attack this doc. The conversation may begin with his origin story and focus on his new filmmaking endeavor. But we also hit on a ton of fascinating topics like the state of social media to when nerd culture went mainstream to Marvel to Star Wars to indie film, all the way to a new DVDuesday! Attack of the Doc, the kickstarter & upcoming patreon campaigns put into practice what Chris Gore preaches. He’s truly incorporating the audience & “reassembling the fans from Attack of the Show” to make this movie as special as its subject. Please consider supporting Mr. Gore on this adventure. With all the podcasts, videos, and extras included by donating even a single dollar, you won’t regret it. For more information, please visit the websites or any of Chris Gore’s social media via Attack of the Doc, Film Threat, or follow him everywhere @ThatChrisGore. If you’re late to the kickstarter, that’s ok. He’ll be starting a patreon with all of the same perks, and you can join in on the fun. Do let us know if you become a patron of Attack of the Doc! We’ll happily shout you out on our social media and on MMO. If you’re enjoying our show, then you’re certainly in for a treat if you seek out Chris Gore via the marvelous Film Threat website and his Film Threat Podcast. Please rate & review both our shows on Apple Podcasts. Just click on our show icons, scroll down a few seconds in your App, and please click that fifth star. And stay tuned to MMO as we hope to follow up with Chris on his production on Attack of the Doc. We’re @MMandOscar on Twitter, and we are on Instagram, Facebook, Reddit, and Gmail. You can subscribe / rate / review / like / share / & listen to us on iTunes, Soundcloud, Stitcher, Google Play, Tune In, Spotify, and just about wherever you listen to podcasts. When reality sucks, keep watching movies with us. We’re Mike, Mike, & Oscar!

On this week's Onefootball Podcast, Dan Burke is joined by Lewis Ambrose, Helge Wohltmann and Daniel Cadena Jordan. And what an absolute crazy week it has been. Manchester United dumped PSG out of the Champions League, Ajax pulled off the shock of the century at the Bernabéu and there was absolutely heaps of VAR controversy to mull over. Once that's been dealt with, the boys take a look at the title races in England and Germany. Have Liverpool bottled it? Have Dortmund bottled it? Or will there still be plenty more twists and turns to those particular tales in the coming weeks? There's really only one way to find out.

Phillip and Katie explore the philosophy of ice-based snacks before this episode melts into a review of spreadable snacks.

Katie chats about the unexpected item included in a recent snack purchase before Phillip and Katie review warm pastry snacks. Mmmm, toasty.

A dedicated listener plays Santa and gifts Phillip and Katie with a snack journey through the festive flavors of the holiday season. Join the celebration.

How many kicking joys will you experience by snacking on cereal. Grab a box of cereal and join us to find out.

Snacking Aficionado Mallory joins Phillip and Katie as they indulge in some common pregnancy cravings.

Phillip weaves a scary snack tale as Phillip and Katie sample some Halloween Candy.

Phillip faces a snack enemy head-on while Katie mourns the loss of her favorite snack in this vegetable-packed audio adventure.

Phillip and Katie dine on hipster yogurt while writing strongly worded letters.

Katie nibbles on Hostess Ding Dongs as Phillip Gentle Hands speaks to the importance of proper snack handling.

Phillip and Katie try some Vegan Puff snacks as Phillip explores his need to sort snacks and chase kids off his lawn.

Phillip and Katie delve into the history of the infamous War between Wisconsin and Illinois while sampling a variety of cheese curds.

Accomplished Snacker Kelly Timko-Glassberg joins Phillip and Katie on a balanced and reasonable snacking quest. Phillip tries his snack in an extremely thorough fashion, Kelly confesses where she hides her emergency snack, and Katie relates a tale of a recent feathery visitor.

Armed with snacking suggestions from friends, Phillip and Katie chow down and share their thoughts before taking a moment of silence for a snack that is very close to both of their hearts.

Phillip and Katie return to super serious chips to honor listeners appetites.

Phillip and Katie sample each others favorite snacks.

Orthodontic devices come off as Phillip and Katie nosh on gummy snacks.

Phillip and Katie breakthrough crispy shells to discuss pretzels and how Phillip thinks pretzels should be made.

Expert Snacker Jon Corso joins Phillip and Katie on a snacking journey as they try some multinational snacks.

Whether it be gelatinous or doughy, Phillip and Katie grab their spoons try out some semi-soft snacks.

Phillip and Katie toss the soup aside and get cracking on reviewing different types of snack crackers.

Phillip and Katie verbally duke it out over whether ice cream can be a snack while giving you the scoop on different ice cream goodies.

Join Phillip and Katie as they pack it up and try out some snacks you might find in your lunchbox.

Phillip and Katie dream big and journey down the tasty trail of snacks.

Find out why Phillip is drawn to the sun as he and Katie sample peculiar misfit snacks.

Phillip and Katie throw caution to the wind and fly without a net on this no theme show this week.

Phillip and Katie plot out how long it would take them to eat a massive cookie while enjoying some regular sized cookies with unique flavors.

Phillip and Katie explore the jungle of their imaginations as they snack on fruit.

Katie and Phillip butter it up with reviews of popcorn and work out how thought bubbles travel

Phillip and Katie try different types of jerky and Phillip reveals his unique theory on how jerky is made.

Phillip and Katie examine Phillips new role as a Snack Sommelier before delving into Raisinets and super trendy Pumpkin Pie MMs.

Phillip reveals his controversial stance on snacks before he and Katie dish on protein bars.

Phillip and Katie break down the benefits of eating several times a day like rodents and discuss fiber bars and spicy red peanuts.

Phillip and Katie explore what snacks mean to them and review exotic chips.

The "classic" line-up convenes (aka: we couldn't get any decent guests) to discuss the win over Siroki Brijeg and the task ahead against the Cypriot Cup winners Apollon Limassol.

Thanks for checking out this episode of Art of the Sermon! Be sure to subscribe through Apple Podcasts, Google Play Music, or your favorite podcast app. If you enjoy this episode, leave a review on our podcast’s page in the iTunes store. This will help others discover the show! General Topic: Discernment and Pop Culture Sermon Illustrations Happy 4th of July! (0:41) Pulpit Fiction Podcast (2:04) Intro to the Minisode Topic (3:01) Step 1: Pray about it (4:21) Step 2: Don’t automatically reject something because it’s messy (4:56) Step 3: Let the stories of Scripture be your guide (5:47) Step 4: Use Philippians 4:8 as a test (6:32) Step 5: Just because it is messy or ambiguous doesn’t mean it’s profound (7:54) Step 6: Understand that the medium matters (9:08) Step 7: Be clear and intentional about why you want to reference something (10:09) Step 8: Are there other options? (11:07) Step 9: Context, context, context (12:04) Wrap up (13:00) Next Episode arrives July 20, 2017! An Interview with Rev. Allen Stanton, Pastor at Merritt’s Chapel UMC (Chapel Hill, NC) Connect with the Show I would love to hear what you think about the show—especially this episode. You can connect with the show and send me your feedback through the following channels: Facebook - Facebook.com/ArtOfTheSermon Twitter- Twitter.com/ArtOfTheSermon Instagram- Instagram.com/ArtOfTheSermon Comment on the Show Notes post at ArtOfTheSermon.com Art of the Sermon is a project by Dan Wunderlich of Defining Grace. Learn more at DefiningGrace.com Disclosure of Material Connection: Some of the links in these show notes may be “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Defining Grace is a participant in the Amazon Services LLC Associates Program.

Thanks for checking out this episode of Art of the Sermon! Be sure to subscribe through Apple Podcasts, Google Play Music, or your favorite podcast app. If you enjoy this episode, leave a review on our podcast’s page in the iTunes store. This will help others discover the show! General Topic: Guest Preaching Introduction to the mini-sode (0:10) 1. Guest Preachers Keep Your Voice Fresh (2:19) 2. Guest Preachers Keep Our Perspective Aligned (4:04) 3. Guest Preachers Reveal the Diversity of the Body of Christ (6:04) 4. Guest Preachers Can Help With Unfamiliar Topics (7:40) 5. Guest Preachers Can Help With Difficult Topics (9:00) 6. Effective Regular Guest Preachers Make You Look Good (10:42) 7. Guest Preachers May Actually Help Financially (11:53) 8. Be a Guest Preacher Yourself (13:53) Next Episode arrives May 4, 2017! An interview with Rev. Charley Reeb, Author and Senior Pastor of Pasadena Community Church (Saint Petersburg, FL) Connect with the Show I would love to hear what you think about the show—especially this episode. You can connect with the show and send me your feedback through the following channels: Facebook - Facebook.com/ArtOfTheSermon Twitter- Twitter.com/ArtOfTheSermon Instagram- Instagram.com/ArtOfTheSermon Comment on the Show Notes post at ArtOfTheSermon.com Art of the Sermon is a project by Dan Wunderlich of Defining Grace. Learn more at DefiningGrace.com Disclosure of Material Connection: Some of the links in these show notes may be “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Defining Grace is a participant in the Amazon Services LLC Associates Program.

0:55 - Masamune-kun no Revenge 8:55 - Kuzu no Honkai 17:07 - Kobayashi-san Chi no Maid Dragon 26:05 - Seiren 37:25 - 3-gatsu no Lion 47:20 - Demi-chan wa Kataritai 52:35 - ACCA: 13-ku Kansatsu-ka 57:58 - Shouwa Genroku Rakugo Shinjuu: Sukeroku Futatabi-hen 59:10 - Kemono Friends 1:02:45 - Ao no Exorcist: Kyoto Fujouou-hen 1:03:32 - Little Witch Academia (TV) 1:05:20 - Favorite Character of the Season 1:06:06 - Best Girl of the Season 1:07:18 - Favorite OP 1:08:27 - Favorite ED 1:09:28 - AOTS

Rogerio, who is located in Sao Paulo, Brazil, is the Founder of Rogerio Amado & Associates, New Digital Media Agency. He is also the Co-founder & Senior Partner at Decisus, a software firm specialized in management systems for small businesses. He is a successful entrepreneur and expert in revenue growth using new media. He has a successful track record of using new media to grow his client list from zero to over 5,000 companies in the last 5 years in a wide variety of industries, including professional services, construction, healthcare providers, training, education, consulting, and coaching. His career developed in Brazil, Japan, Argentina, Spain and the USA, he has over 20 years of experience as a technology and manufacturing expert, having held senior level management positions at large multinational organizations in the technology and manufacturing sectors. In his last assignment as a senior corporate executive, Rogerio helped grow a manufacturing business five-fold to $500M in yearly revenues. He holds an Electrical Engineering degree from Centro Federal, a specialization in Industrial Automation from AOTS in Japan, a Masters in Business from The Tuck School at Dartmouth, and several international certifications, such as PMP (PMI) and ITIL Manager. Rogerio is highly effective in dealing with different cultures and working with multifunctional teams in various countries, frequently using his Portuguese, Spanish, and English language skills. Acting as a Mentor for SMB owners, he has personally helped hundreds of clients to increase sales and get massive visibility through the intelligent use of new media (webcasts, webinars, social media, and digital content). Rogerio Amado can be reached at rogerio@rogerioamado.com

Thanks for checking out this episode of Art of the Sermon! Be sure to subscribe through iTunes, Google Play Music, or your favorite podcast app. If you enjoy this episode, leave a review on our podcast’s page in the iTunes store. This will help others discover the show! Thank you and hello to new listeners (0:15) Listener Feedback: Joshua (1:45) Rationale behind standard closing questions (2:05) Inspired by comedians (3:00) Listener Feedback: Ryan (4:38) Having something to say (4:57) Noticing and collecting (5:40) Interested, curious, and passionate (7:02) Time is a multiplier (8:22) Rob Bell advice: Make a sermon “to do” list (8:58) Get your voice on the podcast (10:22) Rob Bell: Structure breeds spontaneity (11:14) Rob Bell’s key to memorizing (12:39) Andy Stanley and when things don’t come out right (13:49) Announcements (18:04) Links to things mentioned in the episode Rob’s Amazon Page The RobCast How to Be Here Poets, Prophets, Preachers Sleepwalk with Me My Girlfriend’s Boyfriend AOTS 001 AOTS 010 AOTS 003 Photo of Rob Bell’s “Everything is Spiritual” structure Andy Stanley’s Christianity Today interview Chuck Knows Church AOTS Facebook Page (live streams coming soon - like to be notified!) Reaching out to our guest RobBell.com @RealRobBell (Instagram) Next Episode arrives April 7, 2016! An interview with Derrick Scott III - Executive Director at CCW (Campus to City Wesley Foundation), a multi-campus college ministry in northeast Florida Connect with the Show I would love to hear what you think about the show—especially this episode. You can connect with the show and send me your feedback through the following channels: Facebook - Facebook.com/ArtOfTheSermon Twitter- Twitter.com/ArtOfTheSermon Instagram- Instagram.com/ArtOfTheSermon Comment on the Show Notes post at ArtOfTheSermon.com Art of the Sermon is a project by Dan Wunderlich of Defining Grace. Learn more at DefiningGrace.com Disclosure of Material Connection: Some of the links in these show notes may be “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Defining Grace is a participant in the Amazon Services LLC Associates Program.

Kr0nus is at the controls remote from the Alpharetta, GA like Tony Stark in Iron Man and Stitch is MIA. **Please note** There is a slight echo in this podcast due to DSP being enabled on the mixer. Kr0nus could not hear it and it was not turned off. It is not something we can fix in post. Our apologies. Sadly this week we lost artist/actor David Bowie to liver cancer. The group talks about the history of his career and how he changed music. Rest in Peace David Bowie. From there the group gets deep with comics starting with the final issue of Secret Wars. Next up the group talks about gaming with Prodigy’s experience in playing FallOut 4. The conversation leads to the group talking about G4 and how great the show was and AOTS coverage of E3. Kevin Periera is back on tv with his show Super Into. With SF Beer Week coming up, the squad goes over plans of attack and tell stories of past beer fests. With the Golden Globes behind us now the group talks about Ricky Gervais comment about Caitlyn Jenner joke. Come follow us: SoundCloud: https://soundcloud.com/bthanbti Facebook: https://www.facebook.com/BtBTI/ Twitter: https://twitter.com/BThanBTI iTunes: https://itun.es/i6SJ6Pw YouTube: https://www.youtube.com/channel/UCbW7PIm9-9Q1ow_r5LFjMVQ?sub_confirmation=1

Matt Mira, co-host of the very popular Nerdist podcast and TV show of the same name on the BBC, Correspodant on the famed AOTS, and stand-up comedian visits my illustrious ManCave to see it with his own eyes.

Ex X-Show co-host, AOTS show co-host, Movie guru, Comedian, & Old Friend Chris Gore and I hang out in the Mancave!!!

Mike and Mondo Justin sit down with Chris Gore for an interview. The dynamic duo also looks at The Taking of Pelham One Two Three, a classic NYC heist film that's suffered two unnecessary remakes.

Today we talk Google and their many announcements, Candace Bailey on AOTS, Dead Space 2, and George Lucas buying dead people. We review the deck building, table top Resident Evil game, and give our previews for the Spike VGAs, then if you stick around, it’s EMBARRASSING STORY TIME with Ash. Which is actually not when he has the seizure, that’s much earlier during the news. Thanks for listening! Also, for those that notice/care, the music bumpers have been significantly shortened, but no Micah, it’s not because I care what you think, Pilx wins the vote on this one, thanks buddy. rated NA Episode #7: Ash has a seizure