Podcasts about asia pacific

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Stocks kicked off trading in the new year on a positive note with US equity-index futures advancing, while gold and silver gained. Trading is thin across the Asia-Pacific, with several markets shut for the holidays. Also, South Korea's exports maintained growth momentum, supported by strong semiconductor demand, easing concerns over global trade protectionism and tariff-related uncertainty that had weighed on the country for much of the year. For more on the market action, we turn to Paul Dobson, Bloomberg's Executive Editor for Asia Markets. Chinese President Xi Jinping says China has met the targets in its 14th Five-Year Plan for economic development in the 2021-2025 period, according to his New Year's Eve message. Xi highlights achievements in AI large models and chip R&D, and says China has become one of the economies with the fastest growing innovation capabilities. For more on the outlook for the Chinese economy for the year and what is ahead for the Asia Pacific, we speak to Stephanie Leung, Chief Investment Officer at StashAway. See omnystudio.com/listener for privacy information.

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Jinky Panganiban serves as Professor of Practice at the University of Oregon's Sports Product Management Program, founder of 1969Blue Consulting, and founding member of Oregon Sports Angels. She is a former Vice President and General Manager at Nike with over 20 years of global executive experience. She led multibillion-dollar businesses across Asia Pacific, North America, Latin America, and Europe. In this episode, Jinky reveals why "fitting in" kills leadership potential and how your cultural background becomes your superpower in global business. Jinky explains how the sports product industry has built intentional leadership development by translating a shared mission to fit local cultures instead of forcing one uniform way while maintaining a unified mission. She addresses the volatile state of global trade by emphasizing curiosity and critical thinking as essential skills for the next generation. Jinky argues that despite rising nationalism and tariff threats, consumers are already voting for a borderless world through their digital behavior and content consumption. In this episode, you'll discover how to leverage your cultural background as a superpower, build high-performing global teams, and lead with authenticity in an increasingly connected world. Find The Leadership Podcast episode 492 on YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Jinky Panganiban on Stop Fitting In https://bit.ly/TLP-492 Key Takeaways [04:09] Jinky describes how she started at Nike through a blind ad in Manila and was handpicked to help build Southeast Asia operations. [06:26] Jinky reveals how three white male mentors helped her realize her cultural background was her superpower. [09:47] Jinky explains that great leadership starts with being—knowing who you are and what you stand for—not just the doing of checking off deliverables and performance goals. [12:51] Jinky distinguishes influence from selling. [13:42] Jinky describes how SPM deliberately keeps students in the same project teams for 18 months because leadership is formed in the messy middle when deadlines are tight and not everybody agrees. [17:12] Jinky explains the collective industry commitment to raising next-generation leaders who will progress the culture. [20:32] Jinky demonstrates how global brands must translate their message locally. [25:17] Jinky shares how mentor Kate Delhagen gave her courage to leave corporate and explore angel investing. [28:58] Jinky describes her current advisory work with startup brands where she's both business advisor and biggest cheerleader, modeling what Kate did for her. [31:04] Jinky argues that despite borders and tariffs, the next generation of consumers already thinks globally through social media and digital platforms, celebrating differences rather than fearing them. [34:09] Jinky emphasizes that curiosity combined with critical thinking—vetting sources and asking why—is essential for navigating today's information-saturated world. [37:26] Jinky encourages everyone to celebrate where they've come from because there's only one of you, and you can't be more original than that—your background is your competitive advantage. [ ] And remember… "To be one, to be united, is a great thing, but to respect the right to be different is maybe even greater." – Bono Quotable Quotes "There's only one of you, so you can't be more original than that." "My cultural background and where I came from and all of my lived experience actually isn't something that I should shy away from or even be embarrassed about, but actually use it to my advantage and actually leverage it." "Great leadership starts with being. It's knowing who you are, what you stand for, and how you show up, especially when no one's watching." "We believe that leadership is formed in the messy middle. You know, when the deadlines are tight, the tempers are like rising and then not everybody's agreeing, but then you still have a deadline to hit." "Global doesn't mean uniform. The best teams share common purpose but express it in ways that feel very local." "Even if we put borders around things, the consumers will vote anyway to go beyond borders. Ideas, innovation, their talent, creativity, I don't think it carries a passport." "Human leadership never goes out of style." "Learn to lead yourself first. Build credibility, make sure that you practice empathy, and then lead through action and not titles." "If you don't know how to work in teams, you cannot work in the industry." "It's not so much exporting the culture, it's about translating it so that it works for everybody." "Cultural intelligence or cultural fluency is really critical because I've seen how that has become the one skill that could bridge global teams and communicate even beyond language." "Making sure that you find sources that are credible. Not just take things face value. Critical thinking is also something that's really important to ask the question why." "Culture, whether that's country culture or community culture, it's something to leverage, and it could always be a superpower for you." "We want to make sure that we leave this place better than we found it." Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Jinky Panganiban LinkedIn | http://linkedin.com/in/jinky-panganiban

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Leaders today are stuck in a constant three-way tug-of-war: time, quality, and cost. In the post-pandemic, hybrid-work era (2020–2025), the pressure doesn't ease—tech just lets us do more, faster, and the clock keeps yelling. This is a practical, leader-grade guide to getting control of your calendar without killing your standards or your people. Why does leadership time management feel harder now, even with better technology? It feels harder because technology increases speed and volume, so your workload expands to fill the space. Email, chat, dashboards, CRMs, and "quick calls" create the illusion of efficiency while quietly multiplying decisions and interruptions. In startups, that looks like context-switching between selling, hiring, and shipping. In large organisations—think Japan-based multinationals versus US tech firms—it becomes meetings, approvals, and stakeholder alignment. Either way, the result is the same: you're busy all day, but the important work stays parked. Answer card / Do now: Audit your week for "speed traps" (messages, meetings, micro-requests). Eliminate or cap the top two. What is the "Tyranny of the Urgent," and how does it wreck leader performance? The Tyranny of the Urgent is when urgent tasks bully important tasks off your schedule—until you're permanently firefighting. You end up reacting all day: chasing escalations, answering pings, and rescuing problems that should have been prevented. This is where burnout risk climbs and productivity drops—especially in people-heavy roles like sales leadership, operations, and client service. Leaders often say, "I don't have time to plan," but that's exactly how the urgent wins. The urgent will always show up; your job is to stop it running the company. Answer card / Do now: Name today's "urgent bully." Decide: delete, delegate, defer, or do—then move one important task back onto the calendar. How do I prioritise like a serious leader (not just make a chaotic to-do list)? Prioritising means ranking tasks by impact, not emotion—then doing them in that order. A scribbled list isn't a system. Leaders need a repeatable method for capture, ranking, and execution. Use simple impact questions: Will this protect revenue? Reduce risk? Improve customer outcomes? Build capability? In Japan, where consensus and quality are prized, leaders can over-invest in perfection; in the US, speed can dominate. The sweet spot is clarity: define "done," define the deadline, and define the owner. Answer card / Do now: Write your top 5 for tomorrow, rank them 1–5, and commit to finishing 1–2 before opening email/chat. What is the 4-box matrix and which quadrant should leaders live in? The best quadrant for leaders is "important but not urgent"—because that's where planning, thinking, and prevention happen. This is the Eisenhower/Covey style matrix in plain clothes: Important + Urgent: crises, deadlines, major issues (live here too long = stress + burnout) Important + Not urgent: strategy, coaching, planning, process improvement (your success engine) Not important + Urgent: interruptions, low-value requests (minimise and delegate) Not important + Not urgent: digital junk time (limit ruthlessly) Big firms (Toyota-style operational excellence) and fast movers (Rakuten-style pace) both win when leaders protect Quadrant 2 time. Answer card / Do now: Block 60–90 minutes this week for "Important/Not Urgent" work—and guard it like a client meeting. How do I stop low-priority work and social media from stealing my day? You stop it by making "wasted time" visible and socially awkward—then replacing it with intentional breaks.Leaders often underestimate the drag of "just checking" feeds, news, or random videos. It's not the minutes; it's the mental fragmentation. If you need a break, take a break that restores you: a 30-minute walk, a short workout, a proper lunch, or a reset chat with someone who energises you. In high-output cultures across Asia-Pacific and Europe, the smartest leaders build recovery into the week because it protects decision quality. Answer card / Do now: Put friction on distractions (log out, remove apps, notifications off). Replace with one "recovery break" you actually schedule. What tactical system works: daily task lists, time blocking, delegation, or batching? It's all four—stacked into one simple operating rhythm: list, block, protect, batch, delegate. Start the day with a written, prioritised list, then time-block the top items by making an appointment with yourself. Protect that time as aggressively as you would protect a client meeting. Next: delegate "not important but urgent" tasks where possible, and batch similar work to stay in flow—calls together, approvals together, email twice a day, admin in one chunk. This reduces ramp-up time and context switching, which is a silent killer in leadership roles. Answer card / Do now: Choose one batching rule for next week (e.g., email at 11:30 and 16:30 only). Tell your team so expectations reset. Conclusion: the leader's real edge is intentional time investment Time management for leaders isn't about being "busy." It's about choosing where your time goes so you get better outcomes with less chaos. The urgent will always knock. Your job is to build a system that keeps the important work moving—planning, coaching, prevention, and decisions—so your team isn't living in crisis mode. Quick next steps for leaders (this week) Block one Quadrant 2 session (strategy/planning) and defend it. Create a daily top-5 list and finish 1–2 items before messages. Delegate one "urgent but not important" task permanently. Implement one batching rule for communications. Track your time for 3 days and delete your biggest "time thief". Optional FAQs Yes—time tracking is worth it, because it shows you the truth, not your intentions. Even three days of tracking can reveal where meetings, messages, and busywork are leaking value. Yes—delegation can reduce quality short term, but it increases capability long term. Use clear "definition of done," checklists, and feedback loops to lift standards while distributing load. No—planning doesn't slow you down; it prevents rework and constant firefighting. A small investment in planning typically saves hours of avoidable churn. 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 leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including 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, hosts six weekly podcasts, and produces YouTube shows including The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

[Slide 1] 2025 in Review 1.) [Slide 2] The challenges of 2025 a. Sickness i. Many sicknesses throughout the year are even still floating around. ii. Bouts of hand foot and mouth, the flu, fevers, sore throats, ear infections, and even some pesky allergies. iii. You need to be made of sterner stuff to live in MI I suppose. b. Physical issues i. Cancer battles are ongoing for some. ii. We had a couple broken bones iii. Weakness for some of our aging members iv. Back issues v. Sinus pressure vi. Tooth infections vii. Poison Ivy viii. Surgeries ix. Procedures x. And many doctor visits. c. Tragic Accidents i. We know of folks who have been involved in tragic accidents where people were injured. ii. Sometimes these accidents have changed people's lives forever. iii. Sometimes these accidents have stretched the limits of what it means to forgive and to love one another. d. Wars and Rumors of Wars i. The Russia Ukraine conflict continues ii. And the middle east of course. e. House hunting i. Many have moved to new locations and even new states and have been searching for somewhere to call their own. ii. Some have found homes for themselves – others are still looking diligently. f. Long trials i. Several have heard the word cancer uttered in their diagnosis this year. ii. Many have come through radiation or chemo or both. iii. Some among us took in family members who need constant care. iv. Kathy LaForest and her ongoing battle with cancer. v. Eric Beuaman's ongoing battle with congestive heart failure. vi. Joe and Sandy Henig moving into an assisted living facility and to be closer to family. vii. Jean Evans, with pancreatic cancer back and being put on hospice. viii. The Wingate family in general has endured quite a lot. With aging sisters and saying goodbye to nephews. g. Deaths of family and friends. i. Pat Dunsmore – Tania's father, after a long battle with COPD, went home to be with the Lord. ii. Rick Ellis – Pat and Lyle's Nephew, after yet another cancer battle, also passed on in peace. iii. Terri – Jean Evans' late husband Carl's daughter – promoted to glory after a short battle with cancer. iv. John MacArthur – a highly respected preacher and teacher of the Word passed away this year. h. Some Elders' jobs i. Both CJ and Jerry have experienced work instability this year. ii. CJ is still looking for a job. Jerry had to say goodbye to some work relationships because he was changing jobs. i. Spiritual battles i. We have had some fairly large spiritual issues arise in the church this year. ii. We have had several disputes between neighbors and spouses. iii. We have seen the deceitfulness of sin draw away one of our members. iv. We have also seen others leave in dereliction of their membership covenant obligations. 2.) [Slide 3] The blessings of 2025 a. Weather i. Much closer to normal weather this year. ii. We didn't have 1 single hurricane make landfall in the US. Which is somewhat astounding. iii. Although we didn't have a white Christmas this year we have already had a couple snow storms and even had the snow stick around for quite a while. b. Numerical blessings i. Baby Jaspir Bogen ii. Baby Everett Wegner iii. Baby Leah McCue iv. Baby Loretta McCue is coming in a few short weeks. c. My Fellow American i. Chris Steary passed his test to become a US citizen this year. ii. Congrats to him. d. Audio Visual Upgrades i. We were able to upgrade our computer, projector, and soundboard for our worship services. ii. This was already in the works, and providentially the Lord saw to it that it became abundantly obvious that it was necessary after we experienced some significant technical difficulties during the service. iii. We even had to go old school with an overhead projector one week. e. Missionary blessings i. We had Eric and Cherie Daum with us at the beginning of this year for a couple months. 1. They have since gone back to Asia Pacific, purchased land, built a house, and have moved in. 2. They are still learning the local language and getting ready for a language check very soon. 3. Of course, Bernie and Sue are going back to help for an entire month. ii. We had the Lundquist's join us this year for two weeks including our Lord's Supper catered meal. iii. We also were able to help send Lucy to Senegal - which we heard about this morning. What an amazing ministry. iv. Jordan and Emily experienced heartache this year when Emilly was diagnosed with thyroid cancer. After two surgeries it appears they have gotten all of the cancer out. They will test again in a few months. The blessing here is that we have had the opportunity to provide a home for them to live in as they struggle through this time. Praise the Lord. f. Spiritual Blessings i. 4 new professions of faith this year 1. Carrigan Golab 2. Sabreana Porter 3. Waylon McLeod 4. Amanda Jansen ii. 4 baptisms this year iii. 3 New Members were added iv. We began a new Jr. Church format this year, breaking into 3 groups instead of just two. Overall, the teachers have done an amazing job and it seems as though the kids are learning a good deal. v. We began a study bible distribution project last year with a goal of insuring that every father in the church had a LSB John MacArthur study bible. We are happy to announce that only 4 of those bibles remain and most of you are benefitting from one of them. vi. As a church we have also had the opportunity to be a blessing to other organizations. 1. Classical Conversations has entered its 7th year in using our church for its campus. 2. Michigan Karate for Christ began using our building at the beginning of this year to train its students in Kenpo Karate 3. The 4h Club Rustic Ramblers began using our building this year for its meetings as well. 4. We also had two non-member weddings. 5. These have all given us opportunities to be a light to our community. g. We as a church have received the blessing of teaching – LOTS of teaching praise the Lord! i. Basics class continued this year 1. First with the financial peace university, moderated by the Stearys. 2. Then with the Basics for the Christian life study led by both Nick Galante and myself. ii. Thursday Night Prayer Group 1. We meet at 6pm via the TEAMS app. 2. Most nights we pray over our congregation and our many needs and then discuss the sermon from the previous Sunday. iii. Youth Community. 1. We have been plodding along with Youth Community this year. 2. The families who attend find great benefit to the concentrated doses of spiritual truths our children are memorizing in the Baptist Catechism and comradery around other parents struggling to teach key doctrinal truths to their kids. iv. Foundations 1. We actually made quite a good deal of progress this past year in foundations. 2. We took what was originally a 4 year goal to study the entire bible and have crammed that into a 10 year (and counting) chronological study of the scriptures. 3. We have made it to King Josiah. 4. Still this year we have finished Isaiah, began Jeremiah, almost completed 2 Kings and 2 Chronicles and will finish up Nahum in the next few weeks. v. Preaching 1. We finally finished the book of Acts this year. 2. It only took us 2 and a half years and 100 sermons – but we made it. 3. We began our study of 1 and 2 Thessalonians, of which we've made it to almost chapter 3. 4. I also preached a Puritan sermon for Thanksgiving from Thomas Manton. vi. BSF 1. Although not affiliated with our church directly, Bible Study Fellowship has a long history of being a great way for people to gather and study the bible together. 2. Many of our church members are either leading or participating in BSF this year in their study of Ezekiel, Daniel, Ezra, and Esther. vii. There were several more bible studies and gatherings – most of which are a couple or few people who gather regularly to study the scriptures. h. Church finances held i. Even though we had a slight decrease in giving – we still met budget by spending less than we brought in. ii. This is in addition to doing some minor repairs to the parking lot and replacing much of our audio-visual equipment. i. Elders have been challenged this year i. I put this in the blessing category because it is indeed a blessing to see the Lord work through the plurality of qualified leaders He has given you for this church. ii. We have wrestled with questions this year, that we did not expect. iii. We have been baffled, confused, grieved, overjoyed, and frustrated. iv. We have wept together, tears of grief and tears of joy. v. We have laughed together. vi. We have even begun laying plans for developing future Elders. vii. Although no one ever said being an Elder would be easy – this year it was abundantly clear. viii. Pray for your Elders. I would guess that about 75% of our job is held in confidence and is never presented in any way to any of you. ix. Give your Elders the benefit of the doubt too. Should they say or do something that seems egregious… it probably has another explanation. If someone comes to you suggesting that the Elders are doing something crazy – perhaps you should either dismiss what they said or call an Elder up and get it straight from them. x. This year especially – let me remind you – we have labored for your souls. xi. Even if it seems like we don't get much done… know that you only see about 25% of what is happening around here. xii. Remember… we could always go slower.

A deep dive into how Japan and India are reshaping their strategic, security, and economic partnerships as China's influence grows. Professor Yoichiro Sato unpacks defense dynamics, maritime security, supply-chain realignment, technology collaboration, and the long-term impact of demographic shifts across Asia.00:35- About Prof Yoichiro SatoProfessor Sato is the professor of the Ritsumeikan Asia Pacific University, Japan.He is an expert in Japanese foreign and security policy, maritime affairs, U.S. foreign policy and strategy, and international political economy

Up-and-coming New Zealand golf star Eunseo Choi won the New Zealand Women's Stroke Play Championship in 2024, placed third in the 2024 Australian Women's Amateur Championship, and was ranked #54 in the World Amateur Golf Rankings (WAGR). She joined Jason Pine to chat about studying at Pepperdine College in California, and the upcoming Women's Amateur Asia Pacific Championship in Wellington. LISTEN ABOVE See omnystudio.com/listener for privacy information.

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

As China shifts to a greener development mode, how may a multinational company adapt to the ever-changing market? As healthy living rises on China's agenda, what new business opportunities are taking shape? In this special edition, host TU Yun talk to Frank Hammes, Global CEO of IQAir, the Swiss multinational known for its cutting-edge air purification and monitoring technology, and Roger Chen, the Managing Director-China of CLP Holdings, one of the oldest and largest power companies in the Asia-Pacific region and check out how they align with the country's greener and healthier future for better business prospects.

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

In this episode of Walk Talk Listen, Maurice Bloem speaks with Brian Adams, who has spent nearly three decades building bridges of respect and understanding across more than 40 countries in Africa, Europe, North America, and the Asia–Pacific. Brian reflects on curiosity as a defining thread in his life — a habit of asking questions that began in childhood, often driving his mother to distraction, and later shaped his work across cultures, faiths, and institutions. Growing up in poverty in rural Arkansas and later encountering deep diversity in places like France and West Africa helped him understand belonging as something richer than simple connection: a sense of unity, purpose, and shared humanity.   Drawing on his experience as Chair of the Board of Trustees of A Common Word Among the Youth (ACWAY), co-founder of the G20 Interfaith Forum, and founder of multiple dialogue initiatives, Brian explores dialogue as a lived practice, not a performance. He speaks about why openness about faith can strengthen trust, what youth teach us about honesty and discomfort, and how ACWAY's Interfaith Development Goals offer a values-based framework for engaging religious and cultural diversity alongside the SDGs and Inner Development Goals. The conversation closes with reflections on humility, inner development, and the invitation to move beyond knowing others toward actively serving those outside our own circles.   Listener Engagement: Discover the songs picked by Brian and other guests on our #walktalklisten here. Learn more about Brian via his LinkedIn, and the ACWAY's website. Share your feedback on this episode through our Walk Talk Listen Feedback link – your thoughts matter! Follow Us: Support the Walk Talk Listen podcast by following us on Facebook and Instagram. Visit 100mile.org or mauricebloem.com for more episodes and information about our work. Check out the special series "Enough for All" and learn more about the work of the Joint Learning Initiative (JLI).

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

CDL's David Ling and STR's Jesper Palmqvist join the podcast for the monthly look across the Asia Pacific region, with Ling discussing how Singapore-based CDL is finding hotel investment opportunities across the globe.

We continue the alternating series featuring Global Space Enablers Network - GSEN Members.Vedika Latchman-Singh is the Director of Exotopic where she leads the company's growth across Australia and the Asia–Pacific region. Vedika brings over two decades of experience working at the intersection of science, engineering, and innovation, with a particular passion for enabling diverse and inclusive futures in the space industry.Her journey spans roles in strategic partnerships, business development, and sustainability — from supporting Australia's space research programs at CSIRO, to building capacity for young engineers and technologists across Africa and Australia. She has also worked extensively in coaching and mentoring women in STEM fields, contributing to youth outreach and diversity-focused education initiatives.Vedika holds a degree in Chemical Engineering, has trained in professional coaching, and is an alumna of the International Space University's Southern Hemisphere Space Studies Program. At Exotopic, she combines her technical background with a visionary mindset, helping to deliver immersive, futures-oriented experiences that inspire new thinking about space, innovation, and our collective future.Hosts:  SpaceBase Founder Emeline Paat-DahlstromResourcesVedikha's Linkedin ProfileExotopicCSIROISU Southern Hemisphere Space Studies Program Reading LIstInvisible Women by Caroline Criado PerezSo you want to build a space ecosystem?: A guide to growing a space  innovative ecosystem.A Space Ecosystem Maturity Index: Proposition to Assess and Identify the Development Level of Space Innovation Ecosystems Around the WorldAssessing Space Ecosystem Maturity Through Case Studies: Leveraging the Space Innovation Ecosystem Maturity Rubric for Strategic DevelopmentSupport the show

The global yachting industry is closing out 2025 in transformation mode. Consolidation is accelerating. Refits are outperforming new builds. Digital platforms are attracting private equity. Ownership models are changing — fast. In this final episode of Yachting Unplugged for 2025, Kim Sweers “The Boat Boss” delivers a clear, unfiltered briefing on the forces reshaping the global yachting and marine industry as it heads into 2026. This episode covers: Major mergers and consolidation across coatings, charter, and digital platforms Why refit, rebuild, and lifecycle services dominated the market Hybrid propulsion and innovation moving from concept to execution Charter and rental platforms becoming the gateway to ownership Regulatory intervention signaling tighter scrutiny on marine M&A Regional market signals from Asia-Pacific, Europe, Turkey, and Australia A standout positive performance as Princess Yachts returns to profit ahead of schedule This isn't opinion or hype. It's an industry-level view of what actually mattered in 2025 — and what will determine survivability and success in 2026 and beyond. Yachting Unplugged delivers independent insight for builders, dealers, refit yards, service providers, brokers, and professionals navigating a rapidly evolving market.

Every Monday and Friday for the rest of December we will publish some of our favourite audio long reads of 2025, in case you missed them, with an introduction from the editorial team to explain why we've chosen it. From September: with sea levels rising, much of the nation's population is confronting the prospect that their home may soon cease to exist. Where are they going to go? By Atul Dev. Read by Mikhail Sen. Help support our independent journalism at theguardian.com/longreadpod

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Asia-Pacific markets kick off the week on a strong footing - and beneath the surface, capital is quietly rotating, power is concentrating, and old franchises are finding new life. In today’s Market View, we unpack Keppel REIT’s move beyond offices into retail, and whether investors are warming to that diversification even as Singapore offices remain core. We look stateside as Wall Street ends the week mixed, with Bank of America flagging Estée Lauder, UBS, and Bruker as 2026 plays - from consumer brands to precision instruments. It’s UP or DOWN time with Oracle stepping deeper into TikTok’s US future, ByteDance eyeing a staggering US$50 billion profit year, and Elon Musk securing a record-breaking Tesla pay package - which gets a DOWN for governance optics. We also touch on Sony’s US$450 million bet on the Peanuts franchise, why Snoopy still matters at 75, and what ValueMax’s legal tussle means for investor sentiment. All that plus a holiday-shortened week ahead, the Straits Times Index check-in, and a cinematic Last Word from Pandora as Avatar: Fire and Ash hits the global box office - hosted by Michelle Martin with Ryan Huang.See omnystudio.com/listener for privacy information.

Natalia Curusi: From Spreadsheets to Discovery—Helping POs Make the Transition The Great Product Owner: Taking Ownership and Coaching the Team Forward Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "That person was not just a great product owner, but a great coach—he had excellent communication and stakeholder management skills, and he coached myself as a Scrum Master, showing me how product ownership should look like." - Natalia Curusi   Natalia worked with a Product Owner who embodied everything the role should be. He didn't come from a technical background, but he possessed exceptional domain knowledge, outstanding communication skills, and stakeholder management expertise you rarely find in one person. What made him truly remarkable was that he coached everyone around him, including Natalia as the Scrum Master.  He demonstrated full empowerment and ownership—making decisions himself rather than constantly escalating to higher management. When risks needed to be taken, he took them with courage and conviction. The team trusted him completely because he balanced business needs with team capacity, always understanding what they could realistically achieve. Over the past five years, this person has been promoted multiple times and now serves as a global director of product, still with the same company.  When Natalia thinks about what great product ownership looks like, she thinks of him—someone who combined technical understanding with coaching ability, took genuine ownership of outcomes, and empowered the team through clear vision and decisive leadership. These are exactly the skills that are hardest to find in the market, yet when you find them, the impact is transformative for the entire organization.   Self-reflection Question: Does your Product Owner take ownership and make decisions, or do they constantly escalate to higher management, preventing the team from moving forward with confidence? The Bad Product Owner: Assigned Without Training, Support, or Willingness "She was a great subject matter expert with deep domain knowledge, but the organization assigned her the product owner role without her willingness, without training, and while she was already 80% loaded with other responsibilities." - Natalia Curusi   Natalia encountered a Product Owner anti-pattern that reveals a systemic organizational failure. The person was an exceptional subject matter expert with incredible domain knowledge, but when the organization decided to adopt Agile, they assigned her the PO role like sticking a label on a box—no training, no consent, no preparation. She was already working at 80% capacity on other responsibilities and had no understanding of what product ownership meant. Frustrated and overwhelmed, she approached the role from a command-and-control mindset. At the project start, she brought a massive spreadsheet of requirements, expecting the team to implement them sequentially.  The team tried a different approach, wanting to understand problems before discussing solutions, but the PO surprised everyone by re-introducing the spreadsheet in a later meeting—a clear sign of misalignment and broken trust. Natalia, recognizing this was a battle she couldn't win without organizational support, chose to manage the relationship rather than create open conflict. She worked to mediate between the PO's spreadsheet approach and the team's need for discovery and iterative development. The real anti-pattern wasn't the individual—it was the organization assigning critical roles without providing training, time, or psychological safety. This situation illustrates why product ownership fails: not from bad people, but from bad systems that set people up to fail.   Self-reflection Question: When you see a struggling Product Owner, are you addressing the individual's behavior or the systemic conditions that set them up to fail in the first place?   [The Scrum Master Toolbox Podcast Recommends]

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

In this episode of the All Things Sustainable podcast we dive into one of the world's most diverse and valuable ecosystems: Coral reefs. To learn about the benefits of this ecosystem and the risks associated with losing it, we sit down with Sam Teicher, Co-Founder & Chief Reef Officer at reef restoration company Coral Vita.   Reefs "take up less than 1% of the seafloor while sustaining 25% of marine life, the livelihoods of about 1 billion people in 100 countries and territories. And now, conservatively, they generate $2.7 trillion a year," Sam says.  Healthy reefs also protect shorelines from flooding and storms, and they can help treat a variety of diseases. In the episode, Sam explains how Coral Vita is working to restore reefs that are dying due to climate change, pollution and overfishing.   "Restoration is not a silver bullet, but it's also a critical tool in order to keep reefs alive for future generations," Sam says. "Just like we can grow and plant trees for reforestation, we can grow and plant corals for reef restoration."  In 2021, Coral Vita won the inaugural Earthshot Prize in the "Revive our Oceans" category. Prince William of Wales launched the prize to find and scale innovative solutions to the world's biggest environmental challenges.  This interview took place during Climate Week NYC 2025 on the sidelines of The Nest Climate Campus, where the All Things Sustainable podcast was an official media partner.   Read nature research from S&P Global Sustainable1: Companies around the world face risks from their reliance on nature | S&P Global  Listen to our podcast episode featuring Conservation International: The business case for nature conservation at Climate Week NYC | S&P Global  Hear more of our coverage of sustainable agriculture: Infrastructure, food, finance: The complex picture for sustainability in Asia-Pacific markets | S&P Global  Learn about Nature and Biodiversity Solutions from S&P Global  Copyright ©2025 by S&P Global          DISCLAIMER         By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.     Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).      This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement.   The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties. S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

"I think curiosity is very important. When you're curious about something, you listen." "You have to be at the forefront, not the back. You can't, hide behind and say, 'hey, you know, guys solve it', right?" "When they trust you, beautiful things happen."              "Ideas are welcome. You know, ideas are free. But it's got be data driven."  Tomo Kamiya is President Japan at PTC, a company known for parametric design and CAD-driven simulation that helps engineers model, test, and refine complex products digitally before manufacturing. He began his career in sales at Bosch, covering Kanagawa and Yamanashi with a highly autonomous, remote-work style that was ahead of its time, learning early that trust and relationship continuity—not brand alone—move outcomes in Japan. He later joined Dell during its disruptive growth era, moving from enterprise sales into marketing and broader regional responsibility, including supporting Korea marketing and later leading the server business, where his team hit number one market share in Japan. After a short consulting stint connected to Japan Telecom, he joined AMD to grow the business in Japan, then relocated to Singapore to run a broader South Asia remit and strategic customers. He subsequently led a wide Asia Pacific portfolio at D&M Holdings across multiple markets, navigating shifting consumer behaviour as subscription and streaming changed the fundamentals of product value. That experience led naturally into Adobe during its historic shift from perpetual software to subscription, where he led the Digital Media business in Japan (including Photoshop, Illustrator, and Acrobat) for almost a decade. Across this cross-industry arc, he has repeatedly adapted to business model change, regional cultural differences, and the practical realities of leading people in Japan—especially the need to listen deeply, build trust patiently, and step forward decisively when problems hit. Tomo Kamiya's leadership story is, at its core, a story about compressing complexity—first in products, then in organisations. At PTC, he sits at the intersection of engineering reality and digital abstraction: the ability to take something massive—a ship, an engine, an entire manufacturing system—and "frame" it into a screen so it can be simulated, stress-tested, and improved before any physical cost is incurred. That same instinct shows up in the way he talks about people and performance. In his earliest Bosch years, he learned that Japan's reliability culture does not eliminate the need for continuous trust-building; even a global brand can stall if the relationship energy disappears. His answer was to create value where the buyer's uncertainty lives—showing up, demonstrating, educating, and, as he put it, "sell myself," because credibility travels faster than product brochures. That bias for action stayed with him through Dell's high-velocity era, where "latest and the greatest" rewarded leaders who could anticipate market timing and organise teams around speed without losing discipline. Later, running regional remits outside Japan, he saw the contrast between Japan's "no defect" mindset and emerging markets that prioritised pace. Rather than treat one as right and the other as wrong, he learned to search for the productive middle ground: the discipline that prevents future failure, paired with the pragmatism that prevents paralysis. It is a useful lens for Japan, where uncertainty avoidance and consensus expectations can slow decisions unless the leader builds momentum through listening and clear intent. In his most practical leadership shift, an executive coach forced a hard look at his calendar: too much time on objectives, not enough time on people. The result was a deliberate reallocation toward one-on-ones, deeper listening, and clearer delegation—creating what amounts to a management operating system that improves decision speed because the leader knows what is really happening. He sees ideas as abundant but insists that investment requires decision intelligence: data points, ROI thinking, and a shared logic that gives teams confidence to commit. In Japan's consensus environment—where nemawashi and ringi-sho-style alignment often determine whether execution truly happens—his approach is to build trust through presence, make it safe for the "silent minority" to contribute, and then move decisively when critical moments arrive. Technology, including AI as a "co-pilot," can help leaders think through scenarios and prepare responses, but he remains clear that empathy and execution in the worst moments cannot be outsourced. The leadership standard, as he defines it, is simple and demanding: when things go south, step to the front. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is shaped by trust-building, restraint, and the practical demands of consensus. Even when products are high quality and risk reduction is strong, outcomes often hinge on relationships and continuity. Japan's consensus culture—often expressed through nemawashi and ringi-sho-style alignment—means leaders must invest time in listening, building internal confidence, and demonstrating respect for the context that teams and customers protect. Why do global executives struggle? Global executives often arrive with a headquarters lens and try to "fix" what looks inefficient before understanding why it exists. When they change processes or people without learning the customer rationale, they trigger resistance and lose credibility. The gap is not intelligence; it is context. Japan requires deliberate time in the market and inside the organisation to decode what is really being optimised—often customer trust, stability, and long-term reliability. Is Japan truly risk-averse? Japan can appear risk-averse, but much of the behaviour is better described as uncertainty avoidance. The goal is to reduce surprises and protect relationships, not to avoid progress. Kamiya's early sales experience shows that buyers will pay for reliability when the cost of failure is high. The leadership challenge is to move forward while lowering uncertainty—through data, clear rationale, and predictable communication—rather than forcing speed without alignment. What leadership style actually works? The style that works is visible, empathetic, and action-oriented. Trust grows when leaders walk the floor, create everyday touchpoints, and listen in detail—especially because many Japanese employees will not speak up easily. At the same time, Kamiya argues that in critical moments—big decisions, business model shifts, major complaints—the leader must be "at the forefront," not hiding behind delegation. Delegation matters, but stepping forward in the hardest moments is what earns trust. How can technology help? Technology helps leaders compress complexity and make better decisions. In product terms, simulation and digital-twin style approaches reduce risk by testing before manufacturing. In leadership terms, data-driven thinking improves idea selection, investment confidence, and ROI clarity. AI can function as a co-pilot for scenario planning—offering options and framing responses—but it does not replace human judgement, empathy, or the social work of building consensus. Does language proficiency matter? Language matters because it shrinks distance. Full fluency may take years, but even small efforts signal respect and closeness, making it easier to build rapport and trust. Language is not just vocabulary; it is an everyday bridge that reduces friction with teams and increases the leader's ability to read nuance—critical in a culture where people may be reserved. What's the ultimate leadership lesson? The ultimate lesson is that trust is built through time, listening, and decisive presence. Leadership is revealed when trouble hits: the leader who listens, takes action, and stands in front earns durable commitment. Once trust is established, the organisation can move faster—because consensus forms more naturally, delegation improves, and decisions carry less uncertainty. Author Credentials 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 also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Natalia Curusi: Measuring What Matters Beyond Velocity and Story Points Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "We as Scrum Masters need to put a scope for ourselves—we need to aim to leave the place where we work a little bit better than it was, and to make sure that this place could improve itself without us." - Natalia Curusi   Natalia defines success for Scrum Masters with crystal clarity: leave the organization better than you found it, and ensure it can continue improving when you're gone. This means fostering independence and ownership in teams so they can perform whether you're on vacation, in another meeting, or have moved to coaching other teams.  The opposite pattern—where everything falls apart when the Scrum Master isn't present—reveals someone who hasn't truly succeeded in the role. Natalia also emphasizes the importance of establishing metrics early, but not the traditional ones.  Using velocity as a metric is an anti-pattern that focuses teams on the wrong outcomes. Instead, she recommends metrics like predictability, team morale, psychological safety measured through 360 feedback, and the quality of conversations both within teams and with stakeholders. But metrics alone don't tell the story.  Natalia champions the concept of Gemba walks—going to see what's actually happening, talking to people, observing the reality rather than just reviewing dashboard numbers. Some metrics are easily gamed, others provide only narrow perspectives on reality. The most important practice is using metrics to trigger reflection and adaptation, not as fixed targets. Natalia believes strongly that the quality of conversations—how teams discuss options, make decisions together, and adapt when facing pressure—reveals more about a Scrum Master's success than any velocity chart ever could. The ultimate question: can your team succeed without you?   Self-reflection Question: If you disappeared from your team tomorrow, would they continue improving, or would progress stop until someone replaced you? Featured Retrospective Format for the Week: Spotify Squad Health Check "This is a multidimensional retro that I run with teams every 2 to 3 months—you need around 30 minutes for it, and I often get insights and new ideas from this retrospective that help me as a Scrum Master." - Natalia Curusi   The Spotify Squad Health Check is Natalia's favorite retrospective format because it provides a comprehensive view of team health across multiple dimensions. Unlike traditional retrospectives that might focus on a single sprint or specific issue, this format examines the team's overall state across areas like teamwork, support, mission clarity, and technical quality. Teams rate themselves on various health indicators, creating a visual representation that reveals patterns over time.  What makes this particularly valuable is that it works whether you know the team well or are just starting with them—either way, you gain insights and "aha moments" about where the team truly stands. The multidimensional nature prevents teams from optimizing just one aspect while neglecting others, and the regular cadence (every 2-3 months) allows you to track trends and celebrate improvements.  For Natalia, this format consistently surfaces the hidden challenges that teams might not raise in regular retrospectives, making it an essential tool in her Scrum Master toolkit.   [The Scrum Master Toolbox Podcast Recommends]

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Natalia Curusi: Demonstrating Your Value When the Market Questions Agile Roles Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "My challenging topic is about the demand of agility in the market—how do we fit ourselves as scrum masters in that AI era? How can we demonstrate our competence and contribution when there's a perception that agile roles bring little value?" - Natalia Curusi   Natalia faces the challenge every Scrum Master in 2025 grapples with: how to demonstrate value in an era when business perceives agile roles as optional overhead. The market has contracted, companies are optimizing budgets, and Scrum Masters often appear first on the chopping block.  There's talk of "blended roles" where developers are expected to absorb Scrum Master responsibilities, and questions about how AI might replace the human facilitation work that coaches provide. But Natalia believes the answer lies in understanding something fundamental: the Scrum Master is a deeply situational and contextual role that adapts to what the team needs each day.  Some teams need help with communication spaces, others need work structure like Kanban boards, still others need translation between technical realities and stakeholder expectations. The challenge is that this situational nature makes it incredibly hard to explain to business leaders who think in fixed job descriptions and measurable outputs. Natalia's approach involves bringing metrics—not velocity, which focuses on the wrong things, but metrics around team independence, continuous improvement, and organizational capability. She suggests concepts like Gemba walks—going to see what's actually happening rather than relying only on numbers. The real question Natalia poses is this: the biggest value we can bring to an organization is to leave it better than we found it, but how do we make that visible and tangible to business stakeholders who need justification for our roles?   Self-reflection Question: If you had to demonstrate your value as a Scrum Master using only observable evidence from the past month, what would you show your leadership?   [The Scrum Master Toolbox Podcast Recommends]

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Mimi Nicklin left a successful career as a marketing executive to take on the task of educating the world on the value and power of empathy.  In this episode, Mimi describes the alarming "empathy deficit," its root causes, and practical strategies like self-empathy and "ALUR" (Authenticity, Listening, Understanding, Recognition) that she espouses to reconnect our workplaces and world.    Chapters: 00:00 Mimi Nicklin's Global Journey  Mimi Nicklin, a British native, has spent nearly two decades living and working across Asia Pacific and the Middle East, finding her passion and purpose in this part of the world. Her extensive international travel and diverse cultural experiences have significantly shaped her perspective on human connection and understanding, laying the groundwork for her specialization in empathy.  04:19 The Empathy Lightbulb Moment  Mimi's journey into empathy began when a business coach questioned if her leadership style was intuition or empathy, sparking a personal revelation. This led her to discover the 'empathy deficit,' a significant societal issue that no one seemed to be addressing in 2019, prompting her to dedicate her work to this crucial topic.  08:56 Causes of Empathy Deficit  Empathy has declined by 48% in the last 30 years, a critical issue for human survival, not just thriving. Mimi identifies urbanization, digitization, and overwhelming stress and anxiety as the primary root causes of this global empathy deficit, which impacts our ability to access empathetic parts of the brain.  12:32 Connectivity Paradox and Fear  Despite increased physical proximity in cities and the promise of social media, people feel more disconnected and lonely than ever, a paradox Mimi attributes to a fundamental lack of understanding. This disconnection is largely driven by subconscious fear, exacerbated by the constant influx of overwhelming information from 24/7 news, leading people to retreat into their 'tribes' for safety.  17:13 The Power of Self-Empathy  Mimi introduces 'self-empathy' as a crucial, yet untrending, skill for understanding oneself and managing overwhelming external information. She shares a personal example of choosing not to watch the news to protect her mental well-being, emphasizing that this ability to understand personal limits is vital in a world largely beyond individual control.  22:10 Balancing Humanism and Capitalism  Mimi argues that balancing humanism and capitalism is not difficult but underutilized, emphasizing that growth and profit can and should go hand-in-hand with human well-being. She highlights that organizations with engaged and empathetic cultures achieve higher profits, engagement, and innovation, underscoring that humanism is a driver of business success, not an impediment.  25:37 The Art of Listening-Led Leadership  Mimi stresses the critical importance of active, intentional listening in leadership, noting that many leaders are unaware of their own listening deficiencies. True listening, she explains, involves decoding information to understand, rather than merely hearing or preparing a reply, and is fundamental for empathy, innovation, and collaboration within teams.  32:06 Patience, Presence, and Pace  Mimi highlights patience and presence as essential pillars for authentic listening and achieving long-term goals, contrasting them with the modern rush for instant gratification.   34:48 ALUR: Authenticity, Listening, Understanding, Recognition  Mimi introduces her ALUR framework for leadership: Authenticity, Listening, Understanding, and Recognition, emphasizing that authenticity, rooted in patience and presence, is paramount for genuine connection.   41:39 The Empathy Empire's Impact  Mimi emphasizes the significant financial and human costs of not listening and disengagement, noting that many employees resign due to poor relationships with their bosses. She describes her 'Empathy Empire' through keynote speaking, writing books like 'The Connection Prescription,' masterclasses, and media work, all aimed at fostering global empathy and balancing humanism with technology. 

Natalia Curusi: The Dark Side of High-Performing Dream Teams Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "I was proud of this team—I helped form them from the start, we traveled to the client together, they were mature and independent, they even jelled outside the workplace. This was my dream team." - Natalia Curusi   Natalia had built something special. The team was technically strong, emotionally connected, and highly productive. They socialized outside work, traveled together to client sites, and operated with remarkable independence. But when a new junior developer joined, everything started to unravel.  The existing team members were like heroes—fast, skilled, confident. The newcomer couldn't keep pace, and slowly Natalia noticed something disturbing: the team started making fun of the new member during retrospectives and stand-ups. The person became an outlier, a black swan ignored by the group. Natalia conducted one-on-one meetings with both the new member and the team, but the situation only worsened. The new person insisted they were fine and didn't need help. The team members claimed they were just joking around. Meanwhile, the team structure and morale deteriorated.  Natalia realized she was watching her dream team self-destruct through a form of bullying—something she hadn't even recognized at the time. Finally, she understood she couldn't handle this alone and escalated to the head of discipline and the organizational psychologist. Together, they decided to rotate the person to another team where they felt more comfortable. Natalia learned a painful lesson: as Scrum Masters, we don't need to solve everything ourselves, and sometimes the best solution is recognizing when to use the support structure around us rather than treating it as a personal failure.   In this episode, we refer to Coaching Agile Teams by Lyssa Adkins and Training from the Back of the Room by Sharon Bowman.   Self-reflection Question: When have you witnessed subtle forms of exclusion in your team, and did you recognize them early enough to intervene effectively? Featured Book of the Week: Coaching Agile Teams by Lyssa Adkins "This was the first book about agile coaching that I read, and it's how I understood that I was already playing the scrum master role without even knowing it—I understood that I was already acting like a glue for the team." - Natalia Curusi   Natalia discovered Coaching Agile Teams at a pivotal moment in her career. The book revealed something profound: if you're irreplaceable, there's a problem. A great Scrum Master or coach makes themselves obsolete by growing team members who can replace them. The team should be able to perform independently when you're on vacation or move to another assignment. Lyssa Adkins showed Natalia that she needed to let go of over-control and over-responsibility, focusing instead on growing the team's capabilities. The book remains one of Natalia's top recommendations for every junior Scrum Master wanting to embrace the role, alongside Training from the Back of the Room, which teaches facilitators how to run interactive workshops where people learn from each other rather than just listening to slides.   [The Scrum Master Toolbox Podcast Recommends]

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Has east Asia replaced the US as the world's cultural centre? With Jeff Yang. Help support our independent journalism at theguardian.com/infocus

Natalia Curusi: When Your Technical Expertise Becomes Your Biggest Scrum Master Weakness Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "I thought my technical background was my biggest strength, but I understood that this was my biggest weakness—I was coming into stand-ups saying 'I know how we need to fix that issue,' and I was a Scrum Master." - Natalia Curusi   Natalia stepped into her first blended role as team leader and Scrum Master full of confidence. With years of programming experience behind her, she believed she could guide her team through any technical challenge. But during morning stand-ups, she found herself suggesting solutions, directing technical approaches, and sharing her expertise freely. The team listened—after all, she was their former leader. They implemented her suggestions, but when those solutions failed, the team didn't have the thinking process to adapt them to their context.  Natalia realized she was preventing the team's learning and ownership by taking control away from them. The turning point came when she made a deliberate choice: she selected the most technical person on the team to become the technical authority and committed to never stepping on his feet again. From that moment forward, she focused purely on the Scrum Master role—asking questions, fostering collaboration, and shutting up to listen actively.  Years later, that technical lead followed her to another job, and they remain friends to this day. Natalia learned that her contribution wasn't about giving solutions—it was about keeping the team from losing ownership of their work.   Self-reflection Question: When you attend your team's daily stand-up, are you contributing to collaboration, or is your contribution keeping the team from owning their work?   [The Scrum Master Toolbox Podcast Recommends]

Once considered a haven for Jews, Australia is reeling after a deadly Hanukkah terror attack at Bondi Beach left 15 dead—the tragic outcome of skyrocketing hate. AJC Asia Pacific Institute Associate Director Hana Rudolph joins the podcast to unpack the crisis, revealing that despite over 2,000 antisemitic incidents in the year following October 7, the government dropped the ball. Hana details how political inaction and a fear that "supporting Jews is not politically popular" have allowed extremism to fester. She criticizes the delay in implementing the recommendations set forth by Australia's Special Envoy to Combat Antisemitism, noting the government's failure to move beyond basic security measures. Listen as she explains why global pressure is now urgent to ensure Australia takes this massive gap seriously before more lives are lost. Read the Full Transcript: https://www.ajc.org/news/podcast/ajcs-asia-pacific-institute-on-how-australias-government-ignored-the-warning-signs-before Resources: -What To Know About the Antisemitic Terror Attack in Sydney -Take action: Urgent: Confirm U.S. Special Envoy to Monitor and Combat Antisemitism Listen – AJC Podcasts: -Architects of Peace -The Forgotten Exodus -People of the Pod Follow People of the Pod on your favorite podcast app, and learn more at AJC.org/PeopleofthePod You can reach us at: peopleofthepod@ajc.org If you've appreciated this episode, please be sure to tell your friends, and rate and review us on Apple Podcasts or Spotify. Transcript of the Interview: Manya Brachear Pashman:    For more than 30 years, American Jewish Committee's Asia Pacific Institute has found Australia to be a nation that has stood shoulder to shoulder with the Jewish people and Israel. But that sense of steadfast support has started to fray as antisemitism has risen exponentially. The massacre at Bondi Beach on the first night of Hanukkah was only the latest and deadliest in a string of antisemitic incidents over the past two years. Here to discuss how we got here is Hana Rudolph, associate director of AJC's Asia Pacific Institute. Hana, welcome to People of the Pod.  Hana Rudolph: Thank you so much for having me.  Manya Brachear Pashman:   Well, I want to ask you first, can you kind of introduce our listeners to the Australian Jewish community? How many people are we talking about? What is their history in Australia? Hana Rudolph: The Australian Jewish community is one of the most historic, long standing communities in the Asia Pacific. It dates back to 1788. So we're talking 18th century over 100,000 Jews. They're a diverse community. They reside primarily in the cities of Melbourne and Sydney, but they range in terms of practice, in terms of political views, similar to as we see in Europe or the US. There's some level of debate in terms of what, what percentage of the population it comprises, but somewhere between .5- 1% of the population. Manya Brachear Pashman:   And has Australia been a friendly country for the Jewish community for all of that time, and at least until recently?  Hana Rudolph: Yeah, absolutely. It has been a deep, close friend of Israel. Israeli diplomats have described Australia as an even closer partner to Israel at the UN and in other global forums than even the US. Jews have been living there for centuries, and have oftentimes described Australia as being like a haven. No matter the antisemitism that increases in Europe or in the US, Australia has been safe. It is the one place besides Israel, where they feel they can live in security. So the surge in antisemitism we've seen, especially since October 7, has just been so much more alarming and frightening and shocking for the community, because they just haven't seen incidents at this level anytime prior.  Manya Brachear Pashman:   What is it about Australia's community? I mean, I know that there's been a lot of emphasis on a kind of, give everyone a fair go, right? There's a lot of emphasis on equality. Is that what guides this kind of welcoming atmosphere? Or why are they such good friends with Israel? Is there something about the culture?  Hana Rudolph: Yeah, Australia takes a lot of pride in its multiculturalism, the harmony and diversity, social cohesion, so they've placed a lot of emphasis on that in terms of, like, the national culture, and I think that's part of what's led to such a safe, thriving space for the Jewish community for so long until now. Manya Brachear Pashman:   So what changed? Hana Rudolph: Million dollar question, right? October 7. It's really important to note that, you know, there have been threads of antisemitism from well before October 7, right? Things don't just happen overnight. And in the Hamas attack took place on October 7, before Israel had even begun its defensive war to recover the hostages and to complete its aims, on October 9, there was a massive protest in front of the Sydney Opera House, and people were yelling, were holding signs, yelling slogans of, where is the Jews, F the Jews. Some accounts of them saying, gas the Jews.  I mean, we're talking about, there's no linkage here of like, Israel's counter defensive war. It's simply about terrorists attacked Israel. Now is a good time for us to talk about like, go find and hunt down the Jews. So October 7 was the trigger. But in the years since, there has been what the Australian Jewish community has really pointed to, a failure of the Australian Government to take the concerns of antiSemitism seriously. So in the year following October 7, there were over 2000 incidents of antiSemitism, which, if you if you break it down by day like it's horrific, especially when you think about the fact that the Jewish community primarily resides in two cities. So we're talking about 2000 incidents over two cities, primarily.  And then in this last year, it was over 1600 incidents. And the Australian government has sought to be responsive. In many ways. They've done $30 million grants for security. They have committed to restoring synagogues that were fire bombed and all of that. But in a lot of ways that matter, kind of going beyond just simply police protection, but more about how do you fundamentally change the way that a society thinks about its Jewish community? They've really dropped the ball and we're seeing the impact of that now.  Manya Brachear Pashman:   What efforts have been made on the part of the Jewish community to change that? In other words, what advocacy have we seen from Australian Jews and their partners?  Hana Rudolph: They've done everything we can, right, like in this they the Australian Jewish community is well established. They operate very similarly to European Jewish communities or American Jewish communities. So they have both umbrella organizations, and they also have advocacy organizations that run the gamut in terms of political viewpoints. AJC's partner organization, AJAC, the Australia Israel Jewish Affairs Council, has been very active in this space. And they have sought to work with leaders in both Maine political parties to call for various reforms. There has been a special envoy that was appointed by the government, which we laud in July 2024 in July 2025 she released a report containing about 50 recommendations for whole of society action, so some highest levels of government going all the way down to society, museums, media, schools, other institutes and just nothing has been done with the report.  The government has not considered it. It has not acted on the recommendations, and we're talking about five months since that report was released. The Jewish community has really sought to emphasize that this is not simply a reaction to understandable public concerns about Israel's foreign policy, but rather, there is a deeper issue of antisemitism going on that the government needs to take seriously, and that's really where we're seeing just inaction. Manya Brachear Pashman:  We talk a lot here at AJC about the sources of antiSemitism from the right, from the left, from Islamist sources. Where is it coming from? Primarily in Australia?  Hana Rudolph: Yeah, it's a really interesting question, especially in Melbourne. My understanding is that the protests that were taking place weekly until the cease fire, and even now it's continued on, but it's morphed a little bit. But those weekly protests were drawing in, similar to what we see in the US, both the far left, people wearing keffiyehs, people calling for Palestinian rights. The same as we see in the US, and then also people on the far right. So it does draw an interesting mix of political views, united in their hatred of Jews and Israel. Manya Brachear Pashman:   And what about Islamist sources? Is that separate? Hana Rudolph: Yeah, so especially cities like Melbourne, that is part of the challenge. Melbourne has a high Muslim population. In all of Australia there, the Muslim population is something like 3% but it's one of the largest growing demographics. And in places like Melbourne, I don't know the number offhand, but it has a significantly larger impact on in terms of demographics, in terms of like, how politicians think about their voting, and so that's why you see Australian Jewish leaders pointing to like Alex rivchin from The Executive Council of Australian Jewry, has talked publicly about supporting Jews is not politically popular. Politicians aren't willing to risk that support because of the political costs they see, I think, primarily from Muslim voters. So Melbourne, especially where the protests have been particularly violent. Obviously, this took place in Sydney, so the violence is happening there too. But in Melbourne, where we've seen protests that turned violent previously, too, there's been real concern about the Muslim population. They're kind of feeding that. The Executive Council of Australian Jewry recently won a lawsuit. Within the last year, won the lawsuit against a Muslim clergy member who was in November 2023 so we're talking one month after the Hamas terrorist attacks. So one month later, he was doing a series of lectures describing Jews as pigs, as treacherous, like all these kinds of horrific caricatures. And so thankfully, this lawsuit, the Jewish community won. But this is the kind of situation, and that's one example, and maybe a more extreme example, but these are the kinds of situations that the community is running up against.  Also in February 2024 there was a viral video of two Muslim nurses talking about how they would kill any Jews who were their patient, or Israeli or Israelis who were there. I'm sorry, I don't actually know what I just said. There was a video. There was a video that went viral of two Muslim nurses talking about how they would kill any Jewish or Israeli patients that they had and that they had already, was the insinuation as well. And so the lawsuit is ongoing for them, but they have faced criminal charges. They have had their licenses revoked, but there was also significant Muslim community pushback to the consequences that they face, which is also really alarming and disturbing. Manya Brachear Pashman:   Of the 49 recommendations that were mentioned in the special envoy's report, Which ones do you think should be the priority going forward? You can't implement them all at once. Hana Rudolph: There's a lot of overlap between what the antisemitism envoy Jillian Siegel has recommended in her report, and what has been recommended through things like the Global Guidelines for Countering Antisemitism, which AJC supports. So I would say things like the enforcement of hate crime that's a huge priority. There are various ways in which the special envoys plan notes how Australia's law enforcement can deepen their efforts. And I think there is, there is some positive there is some positive movement to that end. Now, following this attack, there was an announcement following the recent cabinet meeting of the Australian Prime Minister and his cabinet talking about a hate crime database and so forth. So these are positive things we're also highlighting from the Special Envoys report, things like engaging social media, countering the disturbing narratives that we see there, and establishing better standards. And then also education, and I think that's a really core point. So how do you promote Holocaust education, antisemitism education and so forth and that we need the government's help, but also it can be done through other institutions as well. Manya Brachear Pashman:   Can you kind of share, kind of what AJC's advocacy, what you've learned, and what is AJC hearing and doing for Australia? Hana Rudolph:  I mean, I think the number one takeaway that Ted [Deutch] and Shira [Lowenberg] had after visiting Australia, and they visited Melbourne, Canberra and Sydney. Canberra being the capital. Was just the the other shock at how much the community has been shaken by this massive spike in incidents. I think the last year's total of over 2000 incidents was something like three times higher than the previous year. So we're really talking about a spike. So just the shock that the Jewish community is facing and reeling from. And the sense from government and law enforcement that the only reaction needs to be about keeping them safe. So in terms of like, the protests that were happening weekly in Melbourne, the government's response was to encourage the Jewish community to stay at home, to not go into the city center where the protests were taking place for their own safety, as opposed to how, like, how do you protect free speech, of course, but also you don't allow it to reach A level where you're concerned about a Jewish person's safety if they come close to the protest.  And similarly, just all of these measures that the Australian government has taken has really focused on security, you know, putting money towards law enforcement and and so forth, which is good, but nowhere near enough in terms of changing the slurs, the vandalism, the the arson attacks that has that have been on the rise over the past couple of years. So I think that was the first and primary takeaway that you know this, this massive gap between where the community is and how the government is responding.  And in terms of AJC's advocacy, we're really trying to amplify the Australian Jewish community's message here, which is exactly that, that there is not enough being done. The problem is immense, and the government needs to take this seriously. This is not so easy as just putting some money towards security, but we need to go much further. And why is this report from the antiSemitism envoy appointed by the government sitting there for five months without any recommendations being considered or implemented. So things like this, we're we're amplifying that message, not just to Australian diplomats and leaders that we have connections with, but also in the US, because the US Australia relationship is so important, and we know that the US administration cares about antisemitism, and they care about antisemitism abroad, so we're working in close coordination with the White House, with state, to make sure that Canberra also hears this message from the US. Manya Brachear Pashman:   Hana, thank you so much for joining us.  Hana Rudolph:  Thank you, Manya. It's a pleasure to join you.

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Derek Champagne talks with Marvin Alballi, a globally recognized leader in the food and beverage industry, acclaimed for authoring the world's highest-rated restaurant and F&B book, Restaurant Excellence: The Ultimate Guide to Success in the Food and Beverage Industry, available on Amazon. His book was purchased by top hotel and restaurant companies and endorsed by global chefs and CEOs.A recipient of the prestigious Fortune 500 Brinker International “Operator of the Year” award, Alballi has established a reputation as a transformative force in hospitality, with a proven record of turning around struggling businesses and driving sustained growth.With extensive experience across luxury, lifestyle, upscale, mainstream F&B and the restaurant franchise industry segments, Aballi has worked in North America, Europe, the Middle East, Africa, and Asia. His career includes consulting for celebrity chefs, Michelin-starred restaurants, and award-winning establishments, including MENA's 50 Best #1 restaurant. In addition, Marvin Alballi has consulted for global, local brands, and franchises such as Orfali Bros, Boston Market, Café D'Arte, Famoso Pizzeria, The Great Harvest Bread Company, Peaceful Restaurants, Wing Stop, and Fusion Ceviche.A sought-after keynote speaker, Alballi has been featured at leading conferences and platforms such as Bloomberg Intelligence (NYC), The Future Hospitality Summit, HSMAI, Breaking Travel News, The Fast Food & Café Convention, Dubai Restaurant Week, and the CET World Series convention on CX and Marketing. They are also a regular guest on Dubai Eye Radio's Helen Farmer Show and have spoken for and guided several organizations including Couqley Restaurants, Paramount Hotels, Adyen, Radisson Dubai, Orfali Bros, and Crowne Plaza Muscat.His insights and thought leadership have been showcased on international podcasts including Bloomberg, The Chef JPK, GotLanded (New York), Polaris (Dubai), and TwentyOne06.In addition to creating the groundbreaking Twelve-Point Program (TPP)—the industry's most effective F&B and restaurant performance management system, Alballi has become a trusted authority on brand reputation, guest experience, profitability, marketing, and restaurant economics. His expertise lies in crafting strategic, long-term business solutions that deliver measurable results and elevate operational excellence.A Canadian citizen, Alballi continues to influence the global F&B landscape by driving innovation, quality, and sustainable growth. Alballi currently leads 26 countries and territories at Hilton Asia Pacific with more than 1,100 restaurants and bars in the Asia Pacific region.Marvin's new book, Hospitality Excellence, is available on Amazon (as of February 2026). Business Leadership Series Intro and Outro music provided by Just Off Turner: https://music.apple.com/za/album/the-long-walk-back/268386576

Rich people are not like us–they have more money. And mega-rich people? They not only have more money, but they hide it “offshore,” to avoid detection by the tax man, law enforcement, creditors, divorce lawyers, and, sometimes, their fellow citizens whose collective coffers they've plundered.In this conversation, Greg Olear speaks with the economic sociology professor Brooke Harrington, author of Offshore: Stealth Wealth and the New Colonialism, about the murky world of offshore finance, its implications for global inequality, the challenges of studying the ultra-rich, the culture of competitive depravity among the wealthy, and the dangers of their influence on both democracy and capitalism. They also discuss the looming AI bubble, the true purpose of AI, Jeffrey Epstein, and why studying the humanities is so vital.Brooke Harrington is Professor of Economic Sociology at Dartmouth College. Since 2007, she has examined inequality from the top end of the socio-economic spectrum—a research program inaugurated by her training for two years to become a certified offshore wealth manager. Her previous book—Capital without Borders —won the “Outstanding Book” award from the Inequality, Poverty and Mobility section of the American Sociological Association. She advises the Organisation for Economic Co-operation and Development, EU Parliament, and the tax agencies of countries across Europe, North America and Asia-Pacific. Her latest book, Offshore: Stealth Wealth and the New Colonialism, was named a “Best Book” of 2024 by the Financial Times.Follow Brooke:https://bsky.app/profile/ebharrington.bsky.socialVisit her website:https://brookeharrington.com/Buy the book:https://brookeharrington.com/books/offshore-book/Please subscribe to PREVAIL on Substack. There's six full years' worth of work in the archives on Trump, Russia, Jeffrey Epstein, Leonard Leo, and much more. Every piece at PREVAIL is free to read and always will be. No paywalls, ever. Your generous support keeps it that way. Subscriptions are just $6.99 a month, $65 a year. Visit gregolear.substack.com to learn more. Make America Great Gatsby Again!https://bookshop.org/p/books/the-great-gatsby-four-sticks-press-centennial-edition/e701221776c88f86?ean=9798985931976&next=tSubscribe to The Five 8:https://www.youtube.com/channel/UC0BRnRwe7yDZXIaF-QZfvhACheck out ROUGH BEAST, Greg's new book:https://www.amazon.com/dp/B0D47CMX17ROUGH BEAST is now available as an audiobook:https://www.audible.com/pd/Rough-Beast-Audiobook/B0D8K41S3T Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Tired of a two-day commute to see her overworked doctor, my mother turned to tech for help with her kidney disease. She bonded with the bot so much I was scared she would refuse to see a real medic By Viola Zhou. Read by Vivian Full This essay was originally published on Rest of world. Help support our independent journalism at theguardian.com/longreadpod

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

In Ep. 117, Washington Post Southeast Asia Bureau Chief Rebecca Tan joins co-hosts Ray Powell and Jim Carouso to discuss her investigative reporting on the massive surge of methamphetamines flooding the Asia-Pacific. While the U.S. remains focused on the fentanyl crisis, Tan explains how the same network of Chinese chemical manufacturers is simultaneously fueling a "meth tsunami" that is overwhelming law enforcement from Thailand to Australia.The Global SyndicateRebecca details how Chinese chemical companies—often the very same entities supplying Mexican cartels with fentanyl precursors—are shipping vast quantities of drug ingredients into Southeast Asia. Unlike the U.S. opioid crisis, the Asian market is being inundated with methamphetamine produced in Myanmar's lawless borderlands. Tan explains that this is not a parallel problem but a singular, global supply chain rooted in China's massive chemical industry.The New Golden TriangleThe conversation explores how drug production has shifted from mainland China to the "Wild West" of Myanmar's Shan State. Following crackdowns by Beijing, criminal syndicates relocated to border areas controlled by ethnic militias like the United Wa State Army. Tan describes the surreal atmosphere of border towns like Tachilek, where casinos, scam compounds, and drug trafficking operations thrive under a distinct set of rules, shielded by the chaos of Myanmar's civil war.Geopolitics of PrecursorsA key takeaway is the geopolitical leverage Beijing holds over this trade. Tan notes that while China has the capacity to clamp down on these exports—as it does with critical minerals—it treats counternarcotics cooperation as a political bargaining chip. The hosts and Tan discuss the frustration of regional powers like Thailand and Australia, who lack the geopolitical weight of the U.S. to demand action from China, leaving them vulnerable to a flood of cheap, potent narcotics.

Join host Elizaveta Gridneva as she sits down with Nicholas Ng of Daiwa Asset Management to unpack Japan's potential shift toward higher interest rates. Together, they explore what a BOJ hike could mean for yields, market sentiment, and the strategies investors across Japan and the Asia-Pacific region are gravitating toward.

Rita Malvone did — but only after it nearly burned her out as a leader, a human, and as someone trying to make sense of a career that never quite felt like hers.In this episode, Rita and I unpack the quiet misery of high-performing corporate people: the ones who smile on Zoom, hit the metrics, answer Slacks at 11 p.m.… and privately wonder why they feel so damn empty.Rita's story starts in China, leading a young team while simultaneously building an entire Asia-Pacific presence from scratch. On paper? Impressive.In reality? A slow emotional suffocation disguised as “success.”She talks openly about being a bad leader — not out of incompetence, but because she was deeply unhappy. The FaceTime culture, the politicking, the performative grind, the “be grateful you even have this job” mindset… all of it slowly turned her into someone she didn't like.When the company finally told her she was 47th in line for a promotion, she snapped the trap in half.Leaving wasn't graceful. It wasn't strategic.It was survival.And looking back, Rita realized something hard but beautiful:You can't become the leader you want to be inside a system that requires you to betray yourself.We dig into the aftermath of walking away, the shock of rediscovering joy, the messy years of rebuilding, and how real leadership is less “motivational poster” and more “doing the hard, human, unglamorous work.”We talk about why suffering gives leaders their edge, why authenticity can't be faked, and why corporate life fails people who don't fit the mold — no matter how capable they are.This isn't a rage story.It's a liberation story.No villains. No corporate-hate screeds. Just an honest look at the moment you realize your career is using you more than you're using it — and what happens when you finally walk out.TL;DR* The trap: A prestigious career that looks like success and feels like misery.* The break point: Being told she was “#47 in line for a promotion.”* The turn: Leaving corporate, owning how unhappy she truly was, and rebuilding a life that isn't powered by performance, FaceTime, or pretending.* The lesson: You can't lead well while losing yourself.Memorable Lines* “I wasn't a bad leader. I was an unhappy human pretending to be a leader.”* “We were building the seats as we were sitting in them.”* “You can't sugarcoat how miserable you are and still expect to lead well.”* “Once I stepped out, I finally saw the cage I had been sitting in.”GuestRita Malvone — Leadership coach, former corporate executive in China, and someone who rebuilt her life after discovering her ‘career' was a beautifully decorated cage.

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show