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This week, we are thrilled to welcome Stephanie Abernathy and Ashley Malone, the creative forces behind Studio Wellington. With backgrounds in history, art history, political science, and interior design, this dynamic duo brings a uniquely informed approach to their projects. Currently in the thick of a massive personal home renovation, Stephanie shares the unvarnished reality of what it actually feels like to live through construction. The ladies break down exactly how long you should spend planning before swinging a hammer, why you should pick your appliances before your cabinets, and the biggest "green flags" to look for when hiring a general contractor. Quick Decorating Takeaways: Pick Appliances and Stone First: Before you finalize your cabinet layout, you need to select your appliances. The sizes and types of appliances you choose will dictate the function and flow of the entire kitchen. After that, pick your stone (like countertops or a slab backsplash), as this will drive the aesthetic direction of the room. Look for Contractor "Green Flags": When interviewing a contractor, a major "green flag" is if they walk through the job site with you and actively take notes. If they claim they will remember everything without writing it down, that's a warning sign. Another red flag? If they refuse to provide any sort of timeline or refuse to be transparent about their costs. Don't Assume the Tile Layout: Never assume the installer knows where you want the tile to start. You should always provide a tile diagram or physically be on-site to tell them exactly where the first piece should go, otherwise, you might end up with awkward, sliver-sized cuts in the most visible areas. What You'll Hear on This Episode: 00:00 Welcome & Introduction to Stephanie and Ashley of Studio Wellington 05:00 Why planning a major renovation can (and should) take up to a year and a half 09:00 Building your team: Do you want to get bad news from this person? 25:00 The importance of detail down to the outlet covers 37:00 Why appliances and stone must be selected first 40:00 Why you need to hand a "lighting binder" to the framing crew 56:00 The variables of construction and dealing with unexpected changes 01:13:00 Green flags and red flags when hiring a contractor 01:20:00 The golden rule of tile installation: Tell them where to start! 01:26:00 Treating the ceiling as the "fifth wall" 01:31:00 Closing thoughts & where to find Studio Wellington Also Mentioned: Studio Wellington | Website Follow them on Instagram: @studio.wellington Shop Ballard Designs Please send in your questions so we can answer them on our next episode! And of course, subscribe to the podcast in Apple Podcasts so you never miss an episode. You can always check back here to see new episodes, but if you subscribe, it'll automatically download to your phone. Happy Decorating! Learn more about your ad choices. Visit megaphone.fm/adchoices

Conan hosts, woke movie wins best picture, and Kimmel makes a 'free speech' joke. See omnystudio.com/listener for privacy information.

Guy Adami is an American trader, television personality, and professional investor. He is one of the original “Fast Money Five” on CNBC's Fast Money.   These podcasts, posted here, are now all on a slight delay and are taken from my near-daily blog, Fringe Finance. As of right now I have no sponsors, so the best way to show support is just to listen/read or subscribe to my blog: http://quoththeraven.substack.com    You can also still contribute a one time or recurring donation to the podcast via Patreon: https://www.patreon.com/QTRResearch All podcast content is subject to this disclaimer, which you should read slowly, multiple times. Thank you all for your continued support over the years. I stand on the shoulders of the people who listen to and/or enjoy my content and I never lose sight of that. QTR's Disclaimer: Please read my full legal disclaimer on my About page here. This post represents my opinions only. In addition, please understand I am an idiot and often get things wrong and lose money. I may own or transact in any names mentioned in this piece at any time without warning. Contributor posts and aggregated posts have been hand selected by me, have not been fact checked and are the opinions of their authors. They are either submitted to QTR by their author, reprinted under a Creative Commons license with my best effort to uphold what the license asks, or with the permission of the author. This is not a recommendation to buy or sell any stocks or securities, just my opinions. I often lose money on positions I trade/invest in. I may add any name mentioned in this article and sell any name mentioned in this piece at any time, without further warning. None of this is a solicitation to buy or sell securities. I may or may not own names I write about and are watching. Sometimes I'm bullish without owning things, sometimes I'm bearish and do own things. Just assume my positions could be exactly the opposite of what you think they are just in case. If I'm long I could quickly be short and vice versa. I won't update my positions. All positions can change immediately as soon as I publish this, with or without notice and at any point I can be long, short or neutral on any position. You are on your own. Do not make decisions based on my blog or what my guests say. Nothing is fact checked. I exist on the fringe. Assume any and all numbers in this piece are wrong and make sure you check them yourself. The publisher does not guarantee the accuracy or completeness of the information provided in this page. These are not the opinions of any of my employers, partners, or associates. I did my best to be honest about my disclosures but can't guarantee I am right; I write these posts after a couple beers sometimes. I edit after my posts are published because I'm impatient and lazy, so if you see a typo, check back in a half hour. Also, I just straight up get shit wrong a lot. I mention it twice because it's that important.

You're invited to join us as Pastor Zack begins a new sermon series focusing why healthy relationships matter.

Estima-se que quase mil e trezentas pessoas já tenham sido mortas no Irã. Do lado americano, 140 soldados ficaram feridos e 7 morreram, segundo o Pentágono. E ainda:- Irã ameaça bloquear completamente a passagem entre o Golfo Pérsico e o Mar da Arábia, o que compromete os preços do gás natural, fertilizantes e petróleo em todo planeta- Mais de 11 milhões de barris de petróleo bruto teriam deixado o Irã em direção a China- Na República Democrática do Congo, empresa responsável por mina de cobalto e cobre estaria liberando dióxido de enxofre acima dos limites estabelecidos pela Organização Mundial da Saúde- José Antônio Kast tomaposse da presidência do Chile, enfrentando altos índices de criminalidade e falhas na administração pública- Produtora brasileira de açúcar e etanol Raízen começou o processo de recuperação extrajudicial para renegociar 70 bilhões de reais em dívidas Apoia.se do Mundo em 180 Segundos | apoio mensal – clique aquiApoia.se do Mundo em 180 Segundos | apoio de 1 episódio – clique aqui Notícias em tempo real nas redes sociais Instagram @mundo_180_segundos e Linkedin Mundo em 180 SegundosFale conosco através do redacao@mundo180segundos.com.br

The best decision-makers aren't better at deciding. They're better at controlling when, where, and how they decide. It took me twenty years to figure that out. Most people spend that time trying harder: more discipline, more willpower, more resolve to think clearly under pressure. It doesn't work. That's when mindjacking wins. Not through force. Through the door you left unguarded. The answer isn't trying harder. It's building systems that protect your thinking before the pressure hits. By the end of this episode, you'll have four concrete strategies for doing exactly that, and a one-page system you'll build before we're done. And I have something else to share at the end. Something I've been working toward for twenty years. Let's get into it. Why Willpower Fails and Design Works Ulysses knew his ship would pass the island of the Sirens. He also knew the song was irresistible. Sailors who heard it became incapacitated and drove straight into the rocks. He didn't try to be stronger than it. He had his crew fill their ears with wax and tie him to the mast, with strict orders not to release him, no matter what he said when the music reached him. His calm self setting rules for his compromised self. That's the core of everything in this episode. These are called commitment devices. The decision gets made early, when your thinking is clear, before you're tempted to take the wrong path. Studies tracking self-imposed contracts found that when people added meaningful stakes to their commitments, their follow-through nearly doubled. Not because they became more virtuous, but because they'd taken the choice off the table at the moment they were most likely to get it wrong. Stop asking "How do I resist?" Start asking, "What can I decide now, so I don't have to decide under pressure?" Before you can build the right commitments, you need to know exactly where your thinking breaks down. Not decision-making in general. Yours. Finding Your Personal Vulnerability Think back across the last few months. Where did your thinking most clearly cost you? Some people stall. They keep researching past the point of useful information, using "I need more data" as cover for avoiding a commitment they know they need to make. Others make their worst calls at the end of long days. Saying yes when they mean no, because no requires energy they've already spent. Some get caught by urgency. A deadline appears, the pressure closes off their thinking, and they move fast. Only later do they discover the deadline was manufactured to do exactly that. Others walk into a room with a clear position and walk out agreeing with the loudest voice, unable to explain exactly when they shifted. And some defend decisions past the point where the evidence says stop, because stopping would mean admitting something about themselves they're not ready to face. Identify yours. Write it down before we go further. Your primary vulnerability is a design target, not a character flaw. You can't build around something you haven't named. Four Strategies for Protecting Your Judgment Strategy 1: Control When You Decide Every morning I put on the same thing: a black golf shirt, blue jeans, and cowboy boots. Same brands, same routine, no decisions. My wife tolerates it. I've stopped apologizing for it. It's not a fashion choice. It's a cognitive load choice. Your brain has a finite amount of decision-making capacity each day. Every trivial choice draws from the same reserve you need for the decisions that actually matter. What to wear, what to eat, which route to take. Eliminating those choices doesn't just save time. It protects the mental fuel you'll need later. Decision-making capacity isn't flat across the day. It peaks early, when you're rested and fresh. It degrades, measurably, as conditions erode. The same call made at 8 a.m. and at the end of your seventh consecutive meeting aren't equivalent. Same person, different machine. Pull up your calendar from the last two weeks. Look at when your biggest decisions actually happened. For most people, it's not in a calm moment with a clear head. It's in the hallway, on a rushed call, in the last fifteen minutes of a meeting that ran over. That's not bad luck. That's the default you haven't changed yet. Write a standing rule: no significant, hard-to-reverse commitments after a certain hour or after a certain number of back-to-back meetings without a mandatory pause. Hold it like a policy, not a preference. Because preferences are exactly what disappear under the conditions where you need them most. Strategy 2: Build Your Kitchen Cabinet One of the things I credit most for whatever success I've had in my career isn't a framework or a methodology. It's four people. I call them my kitchen cabinet. They've seen my best decisions and my worst ones. They know when I'm rationalizing. They know when I'm avoiding. And they are not afraid to call me out when I'm off the tracks. Here's what surprises people when I describe them. They're not senior executives. They're not peers from inside my industry. They don't work in any organization I've ever worked for. They're a deliberate mix: different backgrounds, different areas of expertise, different ways of seeing the world. One of them has been in my cabinet for nearly thirty years. I trust them completely, and everything we discuss stays between us. That independence is the whole point. The people inside your organization have something at stake in your decisions. Your peers have their own agendas, even when they don't mean to. Your boss has a preferred outcome. None of that makes them bad advisors. It just means they can't give you the one thing you need most when a decision gets hard: a perspective with no skin in the game. Your kitchen cabinet can. Because they have nothing to gain or lose from what you decide, they can ask the question everyone else in the room is avoiding. They can tell you what you don't want to hear. And they'll do it before you've committed, when it still matters, not after the fact, when all they can do is watch. Build yours deliberately. Four to six people is enough. Prioritize independence over seniority. Look for people who will push back, not people who will reassure. And make the relationship reciprocal. You show up for their decisions too. The cabinet only works if the trust runs both ways and the conversations stay private. You don't need them for every decision. You need them for the ones where you're most at risk of fooling yourself. Strategy 3: Write Your Position Before the Room Fills Up I've sat in enough rooms where I walked in with a clear position and walked out having said almost none of it. Not because I was wrong. Because by the time the senior voice spoke and the heads started nodding, my own analysis felt less certain than it did twenty minutes earlier. The brain doesn't just nudge your answer when social pressure arrives. It rewrites your perception. What you saw before entering the room changes to match what the room already believes, before you've consciously registered the pressure. Before any consequential group decision, write down where you stand. Three sentences. What you believe. What evidence supports it. What would genuinely change your mind. A note on your phone is enough. It doesn't need to be formal. It needs to be external, because your memory will quietly revise itself once the social pressure arrives. Those three sentences are a record of what you actually concluded before the room had a chance to work on you. When the discussion moves toward a position, you can then distinguish between "I'm updating because I heard something new" and "I'm caving because the silence is uncomfortable." Without that record, those two experiences feel identical in the moment, and one of them will reliably win. Strategy 4: Assume the Failure Before You Commit In August 2016, Delta Air Lines ran a routine scheduled test of the backup generator at their Atlanta data center. A transformer caught fire. Three hundred of Delta's 7,000 servers, improperly connected to a single power source, went dark. They couldn't fail over to backups. The servers that stayed online couldn't communicate with the ones that hadn't. The entire system collapsed: passenger check-in, baggage, websites, kiosks, and airport displays. Gone. Delta cancelled 2,100 flights over three days. $150 million in losses. Thousands of passengers slept on airport floors. The system had redundancy designed in. The backup had been tested. The specific failure mode, servers with no alternate power connection, was a known vulnerability that nobody had ever stopped to question. A year before the fire, cognitive psychologist Gary Klein, the researcher who developed the pre-mortem, had written a thought experiment describing almost this exact scenario. Imagine, he wrote, that an airline CEO gathered top management and asked: "Every one of our flights around the world has been cancelled for two straight days. Why?" People would think terrorism first. The real progress, Klein said, would come from mundane answers: a reservation system down, a backup that didn't activate, a cascade nobody had traced in advance. Delta built what Klein described. Without running the question that would have found it. The pre-mortem is that question. Before you commit to a significant decision, assume it's six months later, and the decision failed. Not possibly, but definitely. Then ask: What went wrong? What did you know but not say? What did someone sense but find too awkward to raise in the room? "What could go wrong?" produces hedged answers. People soften concerns to preserve harmony. "It failed. What happened?" changes the psychology entirely. You're not being negative. You're being forensic. The things that surface, the concerns that felt impolitic, the risks that seemed too small to mention, are frequently the ones that end up mattering most. Each of these four strategies is a designed defense against the same thing: the systematic capture of your judgment before you notice it happening. That's mindjacking. And now you have four ways to make it harder. But strategies only work if you remember to use them. And you won't remember. Not when you're depleted at 7pm, not when the room is staring at you, not when your identity is on the line. That's not a character flaw. That's just how it works. So we're going to take everything you just learned and put it on one page. A page you'll sign. A page you'll keep somewhere you'll actually see it. Your calm self, right now, is building the system your future self will thank you for. The people who shape outcomes consistently aren't necessarily the sharpest thinkers in the room. They're the ones whose judgment is still intact when everyone else's has degraded. That's a practice, not a talent. The full video and written deep-dive on mindjacking are linked below at philmckinney.com/mindjacking. Your Decision Constitution Remember the Ulysses insight from the beginning of this episode. Your calm self setting rules for your compromised self. That's exactly what this is. A Decision Constitution is one page. Five commitments. Written when your thinking is clear, so the version of you under pressure has something to stand on. Not a to-do list. Not a productivity hack. A contract with yourself. Here's what goes in it. Your Timing Rule. You already know that your judgment degrades as the day runs long. So name it. What are the specific conditions (time of day, number of back-to-back meetings, hours of sleep) that disqualify you from making a high-stakes, hard-to-reverse call without a mandatory pause first? Write that line. Hold it like a policy. Your Pre-Decision List. Think of the situations where you consistently make choices you later regret. The late-day request you said yes to when you meant no. The urgency that overrode your better judgment. Pick three. Write a standing rule for each, specific enough that you can invoke it without having to think. "I don't make new commitments without sleeping on it." That's a rule. "I'll try to be more careful" is not. Your Pre-Meeting Anchor. Before any meeting where a significant decision will be made, you write down where you stand. Three sentences. What you believe, what evidence supports it, and what would genuinely change your mind. Not in the car on the way. Before. That record is what protects your thinking from the room. Your Pre-Mortem Trigger. Name the threshold that makes a decision significant enough to require a pre-mortem. A dollar amount. An impact on more than a certain number of people. A commitment lasting longer than six months. Whatever your threshold is, write it down. Once a decision crosses it, the pre-mortem is non-negotiable. Your Kitchen Cabinet Trigger. Your cabinet is only useful if you engage them before you've decided, not after. So name the conditions that require you to bring a decision to them first. A decision that's hard to reverse. A situation where you have significant personal stakes in the outcome. A moment where you notice everyone around you wants you to decide a certain way. A decision you find yourself avoiding thinking about clearly. Any one of those is enough. Two or more is non-negotiable. Now print out your decision constitution. Sign it. Put it somewhere you'll actually see it before the moments that count. This is your Ulysses contract. Your clear-headed self, right now, is setting the terms your compromised self will have to honor when the pressure is real, and the easy path is pointing the wrong way. Closing That's Part 2 of the Thinking 101 series. Fifteen episodes. If you've been here from the beginning, you've built something real. The series has been running for 21 weeks. The show behind it has been running for 20 years. And how we got here traces back to a single conversation. Twenty years ago, a mentor of mine, Bob Davis, gave me a challenge I couldn't shake. I'd asked him how I could ever repay him for what he'd done for my career. He laughed and said I couldn't. The only option, he said, was to pay it forward. That's why this show exists. That's why it has always existed. The show was called Killer Innovations because that's what felt right in 2005. Bold, a little provocative, built for a moment when podcasting was brand new, and nobody knew what it was supposed to be. Tens of millions of downloads later, we're still here. We have regular listeners in more than 50 countries. Some of you are younger than the podcast itself. But somewhere along the way, the show became something more specific. It stopped being about innovation tips and started being about the innovation decisions that actually shape outcomes. About the patterns underneath the decisions. About the skills that matter most when the pressure is real. On March 23rd, the show's 20th anniversary, we're making major changes. The podcast. The YouTube channel. All of it. And if you have thoughts about where we've been or where we're going, I want to hear them. There's a contact form at philmckinney.com. Send me a note. I'll see you on the 23rd.   Endnotes  "their follow-through nearly doubled": Gharad Bryan, Dean S. Karlan, and Scott Nelson, "Commitment Contracts," Yale Economics Department Working Paper No. 73 / Yale University Economic Growth Center Discussion Paper No. 980 (October 23, 2009). https://ssrn.com/abstract=1493378. The research draws on Karlan and co-founders' development of StickK.com, a commitment contract platform launched in 2008 at Yale. Platform data consistently shows that users who add meaningful stakes — financial or reputational — to their commitments achieve their goals at roughly double the rate of those who don't. The underlying mechanism was established in Karlan's earlier field research in the Philippines: Nava Ashraf, Dean Karlan, and Wesley Yin, "Tying Odysseus to the Mast: Evidence From a Commitment Savings Product in the Philippines," Quarterly Journal of Economics 121, no. 2 (May 2006): 635–672. doi:10.1162/qjec.2006.121.2.635. https://academic.oup.com/qje/article-abstract/121/2/635/1884028. Pre-commitment works not by increasing virtue but by removing the decision from the moment of temptation. For accessible application, see Ian Ayres, Carrots and Sticks: Unlock the Power of Incentives to Get Things Done (New York: Bantam, 2010), ISBN 978-0-553-80763-9. https://www.penguinrandomhouse.com/books/6794/carrots-and-sticks-by-ian-ayres/.   "a finite amount of decision-making capacity each day": Roy F. Baumeister, Ellen Bratslavsky, Mark Muraven, and Dianne M. Tice, "Ego Depletion: Is the Active Self a Limited Resource?" Journal of Personality and Social Psychology 74, no. 5 (1998): 1252–1265. doi:10.1037/0022-3514.74.5.1252. https://roybaumeister.com/1998/03/16/ego-depletion-is-the-active-self-a-limited-resource/. Also see Roy F. Baumeister and John Tierney, Willpower: Rediscovering the Greatest Human Strength (New York: Penguin, 2011). Baumeister's strength model of self-control proposes that willpower, decision-making, and self-regulation all draw from a single, depletable resource — what he termed "ego depletion." Subsequent work has debated the precise mechanism, with some researchers arguing the effect is motivational rather than metabolic. The practical implication, however, is consistent across studies: decision quality degrades as the day progresses, and the effect is most pronounced for complex, high-stakes choices. For a summary of the current scientific debate on the mechanism, see Michael Inzlicht and Brandon J. Schmeichel, "What Is Ego Depletion? Toward a Mechanistic Revision of the Resource Model of Self-Control," Perspectives on Psychological Science 7, no. 5 (2012): 450–463. doi:10.1177/1745691612454134. https://pubmed.ncbi.nlm.nih.gov/26168503/.   "It rewrites your perception": Gregory S. Berns, Jonathan Chappelow, Caroline F. Zink, Giuseppe Pagnoni, Megan E. Martin-Skurski, and Jim Richards, "Neurobiological Correlates of Social Conformity and Independence During Mental Rotation," Biological Psychiatry 58, no. 3 (August 1, 2005): 245–253. doi:10.1016/j.biopsych.2005.04.012. https://pubmed.ncbi.nlm.nih.gov/15978553/.  This fMRI study at Emory University extended Solomon Asch's classic conformity experiments by imaging participants' brains as they conformed to or resisted incorrect group answers. The key finding: when participants went along with the group, the activity appeared not in the prefrontal cortex — the seat of conscious decision-making — but in the occipital-parietal network responsible for visual and spatial perception. In other words, participants who conformed weren't consciously deciding to lie; the group had altered what they actually perceived. Standing alone, by contrast, activated the amygdala, a region associated with emotional distress — consistent with the experience of social dissent as genuinely uncomfortable rather than merely inconvenient.   "Three hundred of Delta's 7,000 servers": Yevgeniy Sverdlik, "Delta: Data Center Outage Cost Us $150M," Data Center Knowledge, September 8, 2016. https://www.datacenterknowledge.com/outages/delta-data-center-outage-cost-us-150m.  Also see W. H. Highleyman, "Delta Air Lines Cancels 2,100 Flights Due to Power Outage," Availability Digest (September 2016). https://availabilitydigest.com/public_articles/1109/delta.pdf. On the morning of August 8, 2016, a fire triggered during a routine backup generator test at Delta's Atlanta data center caused a transformer failure. Approximately 300 of Delta's 7,000 servers were improperly connected to a single power source with no alternate feed, and when that feed failed, those servers went dark. Because those servers couldn't communicate with the rest of the system, the entire network collapsed. Delta cancelled roughly 2,100 flights over three days, leaving an estimated 250,000 passengers stranded. Total losses reached $150 million.   "cognitive psychologist Gary Klein, the researcher who developed the pre-mortem": Gary Klein, "Performing a Project Premortem," Harvard Business Review 85, no. 9 (September 2007): 18–19. https://hbr.org/2007/09/performing-a-project-premortem.  Klein developed the pre-mortem method over several decades of applied research in naturalistic decision-making. The technique asks teams to assume, before committing to a plan, that the plan has already failed — definitively, not possibly — and then work backward to identify causes. Klein's research found that this reframing dramatically increases the willingness of team members to surface concerns they would otherwise suppress to preserve group harmony. The method has since been endorsed by Nobel laureates Daniel Kahneman and Richard Thaler as a practical tool for reducing overconfidence in planning. For Klein's broader framework of naturalistic decision-making, see Gary Klein, Sources of Power: How People Make Decisions (Cambridge: MIT Press, 1998). https://mitpress.mit.edu/9780262343251/sources-of-power/. 

No 3 em 1 desta segunda-feira (09), o destaque foi o presidente dos Estados Unidos Donald Trump que expressou insatisfação com a escolha do novo líder supremo do Irã, Mojtaba Khamenei. O filho de Ali Khamenei assumiu o posto e já descartou a possibilidade de um cessar-fogo nos conflitos regionais. Reportagem: Luca Bassani. O senador e pré-candidato Flávio Bolsonaro (PL) lidera as intenções de voto para a sucessão presidencial com 39%, segundo pesquisa nacional da Real Time Big Data. O levantamento aponta que o presidente Lula (PT) aparece na segunda colocação com 35% da preferência do eleitorado. O mandatário do país figura em segundo lugar em todos os cenários testados pelo instituto para o primeiro turno. O senador Alessandro Vieira (MDB) articula a instalação de uma Comissão Parlamentar Mista de Inquérito para investigar autoridades envolvidas no Caso Banco Master. O parlamentar conseguiu assinaturas suficientes e pretende apurar o suposto envolvimento de ministros como Alexandre de Moraes e Dias Toffoli, e integrantes do alto escalão na rede de Daniel Vorcaro, o dono da instituição. Reportagem: Beatriz Souza. A advogada Viviane Barci de Moraes detalhou o contrato e a natureza dos serviços jurídicos prestados pelo seu escritório ao Banco Master. A esposa do ministro Alexandre de Moraes afirmou que nunca conduziu causa no âmbito do STF e apresentou esclarecimentos sobre a consultoria para a instituição de Daniel Vorcaro. Reportagem: André Anelli. O presidente da Câmara dos Deputados, Hugo Motta (Republicanos), afirmou que os desdobramentos do Caso Banco Master devem ser um tema central nas eleições de 2026. O líder parlamentar defendeu que as investigações sobre a rede de Daniel Vorcaro ocorram sem interferências. Reportagem: Misael Mainetti. Os Estados Unidos montaram uma aliança estratégica com 13 países para destruir cartéis do narcotráfico. Além disso, o ministro das Relações Exteriores, Mauro Vieira, e o secretário de Estado norte-americano, Marco Rubio, discutiram a classificação de facções criminosas. O presidente norte-americano, Donald Trump, sinalizou que planeja igualar o Comando Vermelho e o PCC ao terrorismo. Reportagem: André Anelli. O senador Carlos Viana (Podemos), presidente da CPMI do INSS, insiste na realização da oitiva do banqueiro Daniel Vorcaro para esclarecer fraudes contra aposentados. A defesa do dono do Banco Master pede uma conversa reservada com o cliente e solicita que o primeiro diálogo não seja gravado. O mandatário do colegiado deve se reunir com o ministro André Mendonça para discutir sobre o caso. Além disso, Gilmar Mendes criticou o vazamento de conversas pessoais de Vorcaro. Reportagem: Beatriz Souza. O ministro da Fazenda, Fernando Haddad (PT), deve deixar o cargo no próximo dia 19 de março para disputar o governo de São Paulo. Conversas de bastidores indicam que o petista aceitou o desafio de ser o principal palanque do presidente Lula (PT) no maior colégio eleitoral do país. O mandatário da pasta econômica ainda não oficializou a decisão, mas a saída é dada como certa nos bastidores. Reportagem: André Anelli. Tudo isso e muito mais você acompanha no 3 em 1. Learn more about your ad choices. Visit megaphone.fm/adchoices

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This powerful exploration of Romans 10 confronts us with a beautiful paradox at the heart of the gospel: salvation is freely offered to everyone who calls on the name of the Lord, yet God sovereignly knows who will respond. We're challenged to hold both truths simultaneously - divine election and human responsibility - like viewing a cone that appears as both a circle and a triangle depending on our perspective. The message emphasizes that we live in prophetically significant times, with ancient biblical prophecies about nations like Persia (modern-day Iran) unfolding before our eyes. This isn't cause for panic but for peace, because we've read the end of the book and know God remains in control. The call is urgent: we are the generation chosen to proclaim Christ in these last days. Every believer is commissioned as a preacher, sent into the mission field of daily life to share the hope within us with gentleness and respect. Our lives should radiate such peace amid chaos that others ask what makes us different. The question isn't whether God's promise is available - it's whether we'll answer the call to be those with beautiful feet who carry the good news to a world desperately needing to hear it.Sermon Notes – Romans 10:13–21  --------------------------------  DETAILED NOTES  --------------------------------  I. The Promise Is Persuasive (vv. 13, Joel 2:32)  - “Everyone who calls on the name of the Lord will be saved.”  - No boundaries: not race, class, morality, background, or performance.  - Tension:   - God elects, calls, saves (Rom 8:29–30).   - Yet the invitation is to “everyone.”  - Analogy: cone = circle from one angle, triangle from another; we lack the extra “dimension” to fully grasp how divine sovereignty and human responsibility fit together.  - In Joel 2:32 both sides appear:   - “Everyone who calls…shall be saved.”   - “…among the survivors shall be those whom the Lord calls.”  II. The Power of Preaching (vv. 14–15; 1 Pet 3:15; 1 Cor 1:18–21)  - Paul's “how” chain (reversed):   5. Beautiful are the feet of those who preach good news.   4. They can't preach unless sent.   3. They can't hear without someone preaching.   2. They can't believe what they've never heard.   1. They can't call on whom they haven't believed.  - Foundational issue: Do we know the good news well enough to share it?  - Preaching isn't just for pastors; every believer is “sent” (Eph 4:12).  - Our lives and testimonies are part of the message; God uses “the folly” of weak people with a perfect gospel to save.  - In a world of noise, fear (wars, economy, confusion), believers' peace and confidence are a powerful witness.  III. The Problem of Unbelief (vv. 16–21)  1. Lack of Faith  - Faith comes by hearing, and hearing through the word of Christ (v.17).  - Salvation is received only by faith in Christ's finished work (Rom 5:2; Eph 2:8; Heb 11).  - We are more “blessed” than those who saw Jesus physically but did not have to (John 20:29).  2. Willful Ignorance / Suppression (Ps 19; Rom 1)  - Creation universally proclaims God's glory; no one has a valid excuse.  - Evolution and materialism often used to dodge accountability to a Creator.  - If there is a Creator and an Author, then His standards are binding.  3. Pride (esp. Israel's example)  - Israel had maximum revelation yet often refused God.  - Called to be a light to the nations (Isa 49:6; Mic 4:1–2) but hoarded truth instead.  - Jonah: a prophet who would “rather die” than see Gentiles repent; a picture of nationalistic pride and spiritual hard-heartedness.  4. Love of Sin (John 3:16–21; Rom 1:32)  - People love darkness rather than light because their deeds are evil.  - Not only practice sin but approve of others who do.  - We resist God like a child shouting “no” to every loving boundary.  IV. Our Moment in History  - Rapid fulfillment of prophecy; increasing pressure and confusion.  - God is purifying a people who:   - Hold to His Word,   - Refuse to compromise,   - Stand with biblical clarity in a dark, chaotic age.  --------------------------------  PRACTICAL APPLICATIONS  --------------------------------  1. Clarify the Gospel  - Write out the gospel in a few sentences; practice explaining it simply.  2. Live as “Sent Ones”  - Ask daily: “Lord, who are you sending me to today?”  - Look for people who notice your peace, then share the reason for your hope (1 Pet 3:15).  3. Strengthen Your Faith  - Spend regular time in Scripture—especially Romans, John, and Psalms—to deepen confidence in Christ.  4. Confront Pride and Sin  - Ask the Spirit to reveal areas where you:   - Assume you “deserve” salvation, or   - Refuse to surrender favorite sins. Repent quickly.  5. Grow in Bold, Gentle Witness  - Pray for boldness + gentleness.  - Set a goal: share your testimony or the gospel with at least one person this week.  --------------------------------  DISCUSSION QUESTIONS  --------------------------------  1. How do you personally hold together “everyone who calls” and God's sovereign election without dismissing either?  2. On a scale of 1–10, how prepared do you feel to explain the gospel? What would help you grow?  3. Where have you seen God use your story (testimony) to impact someone else?  4. Which obstacle to belief hits closest to home for you: lack of faith, pride, or love of sin? Why?  5. In what ways might we be acting like Jonah—resenting or avoiding certain people or groups God wants to reach?  6. What specific steps can your group take to live more as “sent ones” in your workplaces, schools, and neighborhoods?

Education makes a dangerous assumption: that people want to learn.They don't.Most people don't want to improve, cooperate, or even engage when it would clearly benefit them. This isn't a moral failure. It's human nature.Kindergarten teachers understand this better than professors. With kids, every emotion is visible. As adults, we don't lose those emotions, we just learn how to hide them, manage impressions, and avoid effort.I grew up believing people would cooperate if the path was clear. That belief was wrong. Psychology, sociology, and real data all say the same thing: people focus on today, avoid discomfort, and rarely take even low-effort actions.Look at the numbers. A 1–2% click-through rate is considered good. That means 98% of people won't even click on something that could help them.Once you accept this, life gets easier. You stop trying to persuade. You stop being disappointed. And you start designing your work, your systems, and your expectations around reality instead of wishful thinking.Assume people won't learn or cooperate by default. Then build a life that works anyway.

Após sucessão familiar, Fabiane renovou metade da área de cultivo de café da Fazenda Santa Bárbara, localizada na zona rural de Monte Carmelo (MG).

The mainstream media is assuming the New Jersey Devils will not make the playoffs. They are probably right but Sam Woo thinks they are wrong to assume!By Sam Woo https://pucksandpitchforks.comhttps://www.LetsGoDevils.comRATE, REVIEW, AND SUBSCRIBE: Apple Podcasts - https://podcasts.apple.com/us/podcast/lets-go-devils-podcast/id1371371669 #NJDevils #NHL #LetsGoDevils #LGD #Devils #NewJersey #NCAA #AHLBecome a supporter of this podcast: https://www.spreaker.com/podcast/let-s-go-devils-podcast--2862943/support.

The OKC Thunder just went 3-1 in a brutal week, but the headlines are dominated by the Lu Dort and Nikola Jokic scuffle. Is Dort a dirty player, or is the media (looking at you, Nick Wright) just grasping at straws?In this episode of the Foxx Den Sports Podcast, Todd, Clay, and Kellen break down Shai Gilgeous-Alexander's MVP run, the mounting injury report (JDub, Hartenstein, Mitchell), and why the Denver Nuggets might actually hate playing in Loud City. We also dive into our "Rivalry Mount Rushmore," discuss the best sounds in sports, and debate the funniest movies of all time.Timestamps:00:00 - OKC Thunder Weekly Recap (3-1!)03:00 - The Injury Bug: SGA, JDub, and Hartenstein Updates06:45 - The Dort vs. Jokic Scuffle: Dirty Play or Just Physical?12:30 - Responding to Nick Wright's "Clown" Takes17:00 - Thunder Rivalry Mount Rushmore23:00 - March Madness & NFL Draft Buzz25:30 - Funniest Movies of All Time (The Great Debate)32:00 - The Best Sounds in Sports#OKCThunder #ThunderUp #SGA #ShaiGilgeousAlexander #NBAPlayoffs #NBA #DenverNuggets #Jokic #LuDort #BasketballPodcast #SportsTalk #NBAMVP #OklahomaCity #ThunderFans #FoxxDenSports #MarchMadness #NFLDraft #SportsPodcastOKC Thunder vs Denver Nuggets highlights, Is Lu Dort a dirty player, Shai Gilgeous-Alexander injury update, Thunder playoff rotation 2026, Nikola Jokic vs Lu Dort scuffle, Nick Wright Thunder take, Foxx Den Sports Podcast, OKC Thunder rivalry Mount Rushmore, NBA MVP race 2026, Thunder vs Spurs rivalry.Engagement & Community"Lu Dort: Dirty player or just a physical defender? Drop your take below!

Avec : Juliette Briens, journaliste à l'Incorrect. Jean-Philippe Doux, journaliste et libraire. Et Yael Mellul, ancienne avocate. - Accompagnée de Charles Magnien et sa bande, Estelle Denis s'invite à la table des français pour traiter des sujets qui font leur quotidien. Société, conso, actualité, débats, coup de gueule, coups de cœurs… En simultané sur RMC Story.

Uma brasileira que mora há mais de 25 anos na Suíça vai assumir o cargo de autoridade administrativa e judicial da região metropolitana de Lausanne, que é a quarta maior cidade do país. A partir da próxima segunda-feira (2), a socióloga Carine Carvalho Arruda, de Fortaleza (CE), que já foi vereadora, duas vezes deputada estadual no Cantão de Vaud e diretora da Secretaria de Igualdade da Universidade de Lausanne, começa a atuar na nova função. Valéria Maniero, correspondente da RFI na Suíça Carine entra para a história ao se tornar a primeira pessoa nascida no Brasil a ocupar a função de préfète – cargo considerado estratégico por garantir a proximidade entre a administração pública e as cidadãs e os cidadãos suíços. Em entrevista exclusiva à RFI, ela detalhou o que fará na prática, explicou se existe no Brasil alguma função comparável à dela, contou como foi o processo de seleção – Carine foi nomeada pelo governo do Cantão de Vaud – e revelou quais competências pesaram a seu favor. Uma das atribuições desse posto, criado há 223 anos, é atuar como “autoridade judicial de primeira instância”. Carine explica que, quando cidadãos cometem um delito, uma contravenção, recebem uma multa ou uma advertência, são denunciados à prefeitura, que pode convocá‑los para ouvir as partes envolvidas. “É uma função interessante porque evita que as pessoas sejam automaticamente denunciadas aos tribunais, que acabem com uma ficha penal, ou tenham depois dificuldades para pagar advogado etc. Então, impede que as pessoas sejam judicializadas. E tem uma ideia de bom senso: escutar as pessoas, entender quais são suas dificuldades e julgar as situações mais simples”, afirmou a brasileira, que recebeu a reportagem da RFI na Secretaria de Igualdade da Universidade de Lausanne, no seu último dia de trabalho ali, após 18 anos atuando na instituição. Cargo sem equivalente no Brasil E no Brasil, existe algum cargo semelhante? Carine explica que não. Apesar de o nome em francês, préfète, remeter à palavra “prefeita” em português, a função não tem qualquer relação com o cargo exercido pelos prefeitos de cidades brasileiras. “É um falso amigo nesse sentido, porque, na verdade, nós somos um emissário do governo, uma autoridade judicial e administrativa para uma região específica. E é um cargo muito ligado à relação entre o governo e os municípios, ligado também à supervisão da ação municipal, à supervisão das eleições e das votações. Nós supervisionamos também alguns cargos da administração.” Ela conta que outra parte do trabalho envolve conceder uma série de autorizações — por exemplo, permissões de pesca, de caça e de venda de produtos de tabaco. “Não existe essa mesma função no Brasil, mas é uma função importante aqui, que existe desde 1803, desde a criação do cantão de Vaud. Desde a sua independência, foram criados os distritos e a função de prefeito de cada um.” O processo de escolha para o cargo Em nota, o governo do cantão de Vaud destacou a trajetória da brasileira por combinar experiência política, responsabilidade administrativa e dedicação ao serviço público. À RFI, ela explicou como é o processo de escolha para um cargo assim. Disse, por exemplo, que não precisa ser advogado, mas ter experiência institucional, conhecer bem o governo, a sua organização, a administração pública, as políticas públicas. “Eu, como já tinha vários anos no serviço público, tinha um perfil interessante. Já fui deputada e vereadora, então, conheço bem a organização política institucional do nosso cantão. É isso que foi valorizado e é importante, porque nessa função vamos estar em contato com as prefeituras dos municípios, as administrações municipais e a administração cantonal, estadual.” O que pesou a favor A RFI perguntou à brasileira quais habilidades dela contaram a favor para a nomeação. “Você tem que saber ler as leis e aplicá-las, ter clareza na comunicação com os outros. É importante ter uma certa sensibilidade ao serviço público, à coletividade, ao bem estar comum. Como vamos julgar situações, temos que julgá-las de acordo com a lei, mas também de acordo com o bom senso e com o senso de justiça.” Também, é importante, segundo ela, ser uma pessoa que dialogue bem, porque o cargo prevê a mediação quando há, por exemplo, problemas dentro de uma prefeitura ou entre municípios. Mas não para por aí. Carine deve atuar também em problemas mais corriqueiros. “Uma das funções que nós temos é de presidir uma comissão de conciliação entre proprietários e locatários de imóveis, por exemplo, então se você tiver um problema no seu apartamento com o proprietário, sobre o estado do apartamento, o aluguel, primeiro, pode tentar uma mediação na prefeitura. Então, a gente tem esse papel de achar uma solução comum entre pessoas que tenham conflitos na área civil.” Para Carine, o aspecto mais desafiador desse novo cargo – que a levou a deixar o segundo mandato de deputada estadual e o trabalho na Universidade de Lausanne, onde chefiava a Secretaria de Igualdade de Gênero desde 2019 – foi a possibilidade de continuar servindo ao interesse público. “Tenho 12 anos de experiência política e sempre fui muito engajada, mas, nesse momento da minha vida, eu queria um cargo em que eu pudesse continuar esse engajamento em favor da coletividade, mas sem forçosamente estar dentro da arena política”, destaca. Num país pequeno como a Suíça, há poucas pessoas exercendo a mesma função que ela. No cantão de Vaud, por exemplo, são apenas 14 préfets e préfètes: 10 homens e 4 mulheres. Supervisão de eleições Questionada pela RFI se entre suas atribuições estará, por exemplo, a organização de referendos – como o previsto para junho, que propõe limitar a população da Suíça a 10 milhões de habitantes –, Carine respondeu que “sim e não”. Isso porque as prefeituras exercem uma função de vigilância no processo eleitoral. “Então, não diretamente nessa votação, mas em geral, nós somos autoridade de recurso em caso de fraude. Por exemplo, se o município, quando faz a apuração dos boletins de voto, achar que tem algum elemento que deixe pensar que teve fraude organizada ou não, pode levar o caso para a prefeitura, que vai analisar a situação e julgar o caso.” Nesse tema, uma das primeiras atividades de Carine no novo posto já está marcada: o dia 8 de março, data em que haverá na Suíça eleições e votações importantes em nível municipal, cantonal e nacional. “Vai ser um pouco a minha primeira entrada. Uma das minhas primeiras atividades vai ser dar a volta nos municípios e nos locais de voto para ter certeza de que tudo está se passando bem. Essa é uma atividade interessante, que permite a democracia direta, que é um pouco o DNA da Suíça, que as cidadãs e os cidadãos tenham confiança nessas votações”, conclui a socióloga.

Episode 268 How We Assume S***Sensers! How many times have we thought we had the story straight when it comes to an assumption only to learn that we were not even close to the truth of the matter? How hard is it to ask directly to the person we make the assumption about, what we really want to know from them? Why is it so difficult to even be that direct for some of us? I believe we live in a spiritual existence where we feel people's energy everywhere we go. When negative personalities tend to come around us we often feel a pull that's draining as fuck until they leave the area we're in. How do you manage the energy that you allow in your presence? How do you feel when people leave from you? Are you drained or do you feel energize after the encounter? Mary J Blige once said “all I really want is to be happy in a dope song, but in reality life isn't that simple to me when it comes to happiness. I believe some of us have been looking at this concept of happiness in a seemingly impossible fashion. I want to dive into my perspective on what it means to be happy.May God and His Universe remove any negative energy you may have stored from reading this. If you dig the episode, click, like, and share on your page. Help build the tribe of healing

Divorce does not just divide property. It reshapes the future. And sometimes, quietly, it leaves outdated plans sitting in place that no longer reflect your reality.In this episode, family and divorce mediator Matthew Brickman unpacks how life insurance policies and wills can be impacted after a marriage ends, why beneficiary designations matter more than most people realize, and what happens when legal documents lag behind life changes.If you assume everything “automatically updates” after divorce, you've fell asleep and this episode is a wake up call.Matthew Brickman answers your most frequently asked questions about divorce as he goes over several key points:Assume nothing.Know who you are before you get married. Know who you're getting married to. Know the laws and statutes in the state you live in.Don't take advice from anyone who isn't a legal professional in the state in which you're getting married and living in.If you have a matter, disagreement, or dispute you need professional help with then visit iMediate.com - Email mbrickman@ichatmediation or Call (877) 822-1479Matthew Brickman is a Florida Supreme Court certified family and appellate mediator who has worked in the 15th and 19th Judicial Circuit Courts since 2009 and 2006 respectively. But what makes him qualified to speak on the subject of conflict resolution is his own personal experience with divorce.Download Matthew's book on iTunes for FREE:You're Not the Only One - The Agony of Divorce: The Joy of Peaceful ResolutionMatthew Brickman President iMediate Inc. Mediator 20836CFAiMediateInc.comSCHEDULE YOUR MEDIATION: https://ichatmediation.com/calendar/OFFICIAL BLOG: https://ichatmediation.com/podcastOFFICIAL YOUTUBE: http://www.youtube.com/ichatmediationOFFICIAL LINKEDIN: https://www.linkedin.com/company/ichat-mediation/ABOUT MATTHEW BRICKMAN:Matthew Brickman is a Supreme Court of Florida certified county civil family mediator who has worked in the 15th and 19th Judicial Circuit Courts since 2009 and 2006 respectively. He is also an appellate certified mediator who mediates a variety of small claims, civil, and family cases. Mr. Brickman recently graduated both the Harvard Business School Negotiation Mastery Program and the Negotiation Master Class at Harvard Law School.

durée : 00:08:51 - L'invité de 7h50 - par : Benjamin Duhamel - Pierre-Yves Bournazel, candidat Horizons à la mairie de Paris, assure sur France Inter mardi être "le candidat du changement". - invités : Pierre-Yves Bournazel - Pierre-Yves Bournazel : Homme politique UMP Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

durée : 00:08:51 - L'invité de 7h50 - par : Benjamin Duhamel - Pierre-Yves Bournazel, candidat Horizons à la mairie de Paris, assure sur France Inter mardi être "le candidat du changement". - invités : Pierre-Yves Bournazel - Pierre-Yves Bournazel : Homme politique UMP Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

Divorce isn't just emotional — it's financial restructuring.In this episode of the Grey Rock Realty Podcast, we sit down with Cat Barnett, a Certified Divorce Lending Professional (CDLP) with 25 years in mortgage lending, to break down what really happens to the house during a divorce in Colorado.We cover:• When to talk to a lender during divorce (hint: earlier than you think)• Cash-out refinance vs. rate & term refinance• How alimony and child support affect mortgage qualification• VA loan assumptions during divorce• Why most people who keep the house sell within 3 years• Common attorney blind spots• The danger of quitclaiming off title• Why selling before the divorce is final can backfire• How to protect your credit if one spouse keeps the homeThis gets technical fast — because real estate, lending, and divorce law intersect in complicated ways.If you're navigating divorce and real estate in Northern Colorado, lean into specialists who understand how these pieces fit together.Contact Catherine Barnett: team@loanfit.us | loanfit.us | https://form.jotform.com/260495276369167

Objections are not the enemy — they're signals. In complex B2B and high-ticket selling, an objection often means the buyer is still engaged, still evaluating, and still leaving the door open. The difference between "this is going nowhere" and "we can win this" is whether you follow a disciplined process instead of reacting emotionally. Below is a practical, repeatable objection-handling framework you can run in real time — in Australia, Japan, the US, Europe, in-person or on Zoom — without sounding scripted. Why are objections actually a good sign in sales conversations? Objections usually mean the buyer is still considering you — they're testing risk, fit, and trust rather than silently rejecting you. In most markets post-pandemic (2020–2025), buyers have tightened procurement, involved more stakeholders, and demanded clearer ROI, which means more questions and more pushback — even when they like you. In Japan, where consensus building and risk avoidance are culturally strong, objections often appear as "we need to think" or "it might be difficult." In the US and Australia, you might hear direct resistance like "too expensive" or "we're happy with our current vendor." In all cases, the presence of friction can be healthier than polite indifference. Do now (answer card): Treat objections as engagement. Your job isn't to "win" — it's to discover what's underneath and solve the real concern What's the biggest mistake salespeople make when they hear an objection? The fastest way to lose a deal is to argue with the buyer — even if you're technically correct. The human brain hears pushback and wants to defend: you jump in, correct them, prove them wrong, and accidentally trigger buyer resistance. You might "win the debate" and still lose the decision. This shows up everywhere: startups pitching to procurement, consultants selling transformation programs, and enterprise SaaS teams facing security and legal. In Australia and the US, that argument can feel like a pressure tactic; in Japan, it can feel like you've disrupted harmony and made it harder for the buyer to save face. Instead of debating the headline ("too expensive"), you need the story behind it (budget cycle, internal politics, competing priorities, risk fears). Do now (answer card): Stop defending. Assume the objection is a headline and your job is to uncover the full article. What is a "cushion" and why does it work for handling objections? A cushion is a neutral circuit-breaker sentence that stops you from reacting and buys you thinking time. It's not agreement and it's not disagreement — it's a calm buffer between what they said and what you say next. Examples in plain English: "I hear you." "That's a fair point." "Thanks for raising that." "I can see why you'd ask that." This works because it lowers emotional temperature, keeps the buyer talking, and prevents the "fight or flight" response that turns into arguing. Whether you're selling to a Japanese conglomerate, a US mid-market firm, or an Australian SME, that pause helps you shift from defence mode into discovery mode. Pro tip: keep the cushion short. The cushion isn't the solution — it's the doorway to the right question. Do now (answer card): Build 3–5 cushion phrases you can say naturally, then use one every single time before you respond. What question should you ask first after any objection? Ask: "May I ask you why you say that?" — because the only useful response to an objection is more information.Objections are like a newspaper headline: short, dramatic, and missing context. "Too expensive" could mean cashflow, competitor pricing, CFO scrutiny, or fear of implementation risk. When you ask "why," you throw the "porcupine" back to the buyer — gently — so they explain the real story. This is effective in high-context cultures like Japan because it invites explanation without confrontation. It also works in direct markets like the US and Australia because it signals professionalism: you're diagnosing, not pushing. Watch-out: don't ask "why" with a sharp tone. Make it soft, curious, and slow. The tone is the difference between coaching and challenging. Do now (answer card): Make "why" your reflex. Cushion → "May I ask why?" → listen longer than feels comfortable. How do you clarify and cross-check to find the real objection? Clarify by restating the concern, then cross-check for hidden issues until they run out of objections. Buyers often lead with a minor issue to end the conversation quickly, especially when they don't want a long discussion. Think iceberg: the visible tip is what they say; the big block below the waterline is what they mean. Use two moves: Clarify: "Thank you. So, as I understand it, your chief concern is ___ — is that right?" Cross-check: "In addition to ___, are there any other concerns on your side?" Repeat the cross-check 3–4 times if needed. Then prioritise: "You've mentioned X, Y, and Z. Which one is the highest priority for you?" This is how enterprise sales teams reduce "surprise" objections late in the cycle, and how consultants avoid being derailed by a small complaint masking a major deal-breaker. Do now (answer card): Clarify the core issue, then ask for additional concerns, then rank them. Don't respond until you know the deal-breaker. How do you reply: deny, agree, reverse — and then trial close? Reply to the true main objection with one of three paths — deny, agree, or reverse — then use a trial commitment to confirm it's resolved. Once you've identified the highest-priority concern, you respond in a way that protects trust. Deny (with proof): If it's incorrect ("I heard you're going bankrupt"), deny calmly and offer evidence (financial stability, customer references, audited statements where appropriate). Agree (own reality): If it's true (quality issues, missed deadlines), acknowledge it. Explain what changed: process fixes, governance, QA, leadership actions. Credibility beats spin. Reverse (reframe): If the concern can become a benefit ("you take longer to deliver"), reframe it as risk reduction and quality control — less rework, fewer outages, smoother adoption. Then trial close: "How does that sound so far?" If more objections appear, run the process again. Do now (answer card): Pick the right response type (deny/agree/reverse), then trial close immediately to confirm the objection is gone. Conclusion: the repeatable objection-handling rhythm Objections don't block deals — unmanaged emotions do. When you treat objections as engagement, cushion your response, ask "why," clarify the real issue, cross-check for hidden concerns, and reply with credibility, you stop wrestling the buyer and start guiding the decision. If there are no questions, no objections, no hesitation, it may mean the buyer has already eliminated you and is just waiting for the meeting to end. Better to find out early — and move on to a real opportunity. 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 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). 

Luís Neves assume o Ministério da Administração Interna “com a maior honra e satisfação”

Physical therapy reimbursement has declined for years — while tuition, expectations, and scope continue to expand.Steve Smith joins PT Pintcast live from CSM to discuss:Why he became a private practice owner after a VC acquisitionLessons learned about leadership during COVIDMedicare payment cuts and recent advocacy winsWhy every PT must understand advocacyHow state-level scope of practice changes create national ripple effectsThe importance of simple, clear messaging in professional advocacyHis big goal: getting one-third of PTs in Massachusetts actively signing advocacy lettersThe message is simple:If you don't engage before decisions are made, you'll be reacting after something is lost.His parting advice:Never assume. Always ask.Topics CoveredMedicare reimbursement trendsScope of practice reformPrescriptive authority & imaging accessAssociation engagementLeadership in PTHow to take your “soft first step” into advocacy

https://tradingnut.com/the-$100k-apprentice/ - Vatsal's Links

Matt Taibbi is an American journalist, author, and prominent Substack publisher known for his adversarial reporting on finance, politics, and media, often compared to Gonzo journalism. Formerly a longtime Rolling Stone contributing editor and National Magazine Award winner, he gained fame for covering the 2008 financial crisis and publishing bestsellers like Griftopia and The Divide.    These podcasts, posted here, are now all on a slight delay and are taken from my near-daily blog, Fringe Finance. As of right now I have no sponsors, so the best way to show support is just to listen/read or subscribe to my blog: http://quoththeraven.substack.com    You can also still contribute a one time or recurring donation to the podcast via Patreon: https://www.patreon.com/QTRResearch All podcast content is subject to this disclaimer, which you should read slowly, multiple times. Thank you all for your continued support over the years. I stand on the shoulders of the people who listen to and/or enjoy my content and I never lose sight of that. QTR's Disclaimer: Please read my full legal disclaimer on my About page here. This post represents my opinions only. In addition, please understand I am an idiot and often get things wrong and lose money. I may own or transact in any names mentioned in this piece at any time without warning. Contributor posts and aggregated posts have been hand selected by me, have not been fact checked and are the opinions of their authors. They are either submitted to QTR by their author, reprinted under a Creative Commons license with my best effort to uphold what the license asks, or with the permission of the author. This is not a recommendation to buy or sell any stocks or securities, just my opinions. I often lose money on positions I trade/invest in. I may add any name mentioned in this article and sell any name mentioned in this piece at any time, without further warning. None of this is a solicitation to buy or sell securities. I may or may not own names I write about and are watching. Sometimes I'm bullish without owning things, sometimes I'm bearish and do own things. Just assume my positions could be exactly the opposite of what you think they are just in case. If I'm long I could quickly be short and vice versa. I won't update my positions. All positions can change immediately as soon as I publish this, with or without notice and at any point I can be long, short or neutral on any position. You are on your own. Do not make decisions based on my blog or what my guests say. Nothing is fact checked. I exist on the fringe. Assume any and all numbers in this piece are wrong and make sure you check them yourself. The publisher does not guarantee the accuracy or completeness of the information provided in this page. These are not the opinions of any of my employers, partners, or associates. I did my best to be honest about my disclosures but can't guarantee I am right; I write these posts after a couple beers sometimes. I edit after my posts are published because I'm impatient and lazy, so if you see a typo, check back in a half hour. Also, I just straight up get shit wrong a lot. I mention it twice because it's that important.

We get into the Headlines which is once again dominated by a great Olympic hockey game this time on the women's side between USA and Canada. How great was this overtime gold medal game? Then, South Boston is on alert after a stranger broke into someone's residence while they were sleeping in tonight's New England Nightly News. And, if Jayson Tatum is able to return to the Celtics, we can't assume he'll be able slide right in without growing pains.

Bruno Cardoso Reis entende que EUA que só não precisam de pedir autorização sobre Base das Lajes em caso de ataque no âmbito da NATO. Assume que resposta negativa pode complicar relação com Trump.See omnystudio.com/listener for privacy information.

Felipe Frazão, repórter do Estadão em Brasília, aborda as principais notícias do dia na política brasileira, na coluna 'Sua Política', às terças e quintas, 8h30.See omnystudio.com/listener for privacy information.

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 1966: Derek Sivers shares two powerful lessons on persuasion and motivation. First, success often comes from assuming the sale and offering compelling quantity-based options, turning hesitant buyers into eager ones. Second, introducing money into social dynamics can backfire, sometimes, offering no reward is the smartest way to inspire genuine action and trust. Read along with the original article(s) here: https://sive.rs/quantity & https://sive.rs/no-reward Quotes to ponder: "If you buy only one, the price is $12. But if you buy more than one, the price is only $8 each. So buy ten." "Don't underestimate the power of no reward." "Introducing money into a social relationship switches it to market mindset, changing the entire relationship, making all the warm-and-fuzzy go away." Episode references: Predictably Irrational: https://www.amazon.com/Predictably-Irrational-Revised-Expanded-Edition/dp/0061353248

Send a textHave something nice to say, say it! People love a compliment, and you do to! When the world is full of sideways glances and long stares, be the person that jumps through the B.S. and get to the point...tell somebody they're great today! "No act of kindness, no matter how small is every wasted"~AesopJoin Life and Wellness Coach, Kira Mesi as she navigates the ups and downs of life through personal experience, storytelling, and interviews. Learn to lean into your best self with the mindful practice of gratitude living, honoring your soul's purpose, and the joy of Finding Rainbows on an ordinary day.  (and she's a singer, too....so get ready to spontaneously break out in song, sometimes :)"Dive into the ordinary looking for the extraordinary because life is hard, but if you look close enough, you will find the Rainbows." ~KGRAB A RAINBOWS MUG AND SUPPORT THE PODCAST:Finding Rainbows The Podcast (finding-rainbows-the-podcast.myshopify.com)FOLLOW ME FOR MORE INSPIRATION:@FindingRainbows | LinktreeSupport the show

Join us LIVE on February 18th at 12:00 PM CTOvercoming Price Objections in Life Insurance Conversations Don't let price slow your Q1 momentum.

Assume Bugs Abstract Enrico and Fred discuss the idea that no design or development project is perfect. Key Points Join Enrico and Fred as they discuss the need to have an approach and a positive mindset to identify and resolve defects and bugs. Topics include: Assuming the design is perfect is foolish Encourage a positive […]

No 3 em 1 desta sexta-feira (13), o destaque foi que o ministro do Supremo Tribunal Federal, André Mendonça, reuniu-se com a Polícia Federal para obter um panorama das investigações sobre o caso Banco Master. Como novo relator do processo, Mendonça passa a avaliar os desdobramentos do inquérito e definir os próximos passos no STF, em meio à repercussão política e jurídica envolvendo a apuração. A troca de relatoria do caso Banco Master no Supremo Tribunal Federal gerou reações distintas entre parlamentares. Com a saída de Dias Toffoli, o ministro André Mendonça passa a conduzir o processo, enquanto a oposição cobra mais transparência na divulgação das provas e acompanha os desdobramentos das investigações que também envolvem a fraude no INSS e contratos de crédito consignado. O senador Carlos Viana (Podemos-MG), presidente da CPMI do INSS, solicitou ao ministro André Mendonça, do STF, o acesso a dados sigilosos de Daniel Vorcaro, dono do Banco Master. A medida busca avançar as investigações na comissão, enquanto cresce a expectativa por um encontro entre Viana e Mendonça após o Carnaval para tratar do compartilhamento das informações. O presidente dos Estados Unidos, Donald Trump, participou de um encontro com forças especiais responsáveis pela captura de Nicolás Maduro em uma operação recente. A reunião ocorreu em Fort Bragg, na Carolina do Norte, e também contou com familiares dos militares, em meio às repercussões políticas, econômicas e geopolíticas do episódio envolvendo a Venezuela. A revista britânica The Economist apontou a situação econômica do Brasil como um importante sinal de alerta para grandes economias mundiais. A publicação criticou aspectos do modelo fiscal e previdenciário brasileiro, destacando riscos e impactos que podem servir de referência negativa no cenário internacional. A Câmara dos Deputados da Argentina aprovou a proposta que reduz a maioridade penal de 16 para 14 anos, em meio ao avanço de pautas do governo de Javier Milei. O tema ganhou força após o assassinato de um adolescente na província de Santa Fé, gerando comoção nacional e reacendendo o debate sobre o regime penal juvenil. O texto segue agora para análise do Senado argentino. Ministros do governo Lula foram orientados a não participar do desfile da escola de samba que fará homenagem ao presidente no Rio de Janeiro. A decisão ocorre em meio a questionamentos no TSE sobre possível propaganda eleitoral antecipada, enquanto Lula mantém agenda de carnaval pelo Nordeste e acompanha a repercussão política do evento. O ministro Dias Toffoli negou ter gravado a reunião reservada entre integrantes do Supremo Tribunal Federal que antecedeu sua saída da relatoria do caso Banco Master. O encontro, realizado a portas fechadas, gerou repercussão nos bastidores da Corte após a divulgação de detalhes do diálogo entre ministros e aumentou a tensão institucional em torno da investigação. Tudo isso e muito mais você acompanha no 3 em 1. Learn more about your ad choices. Visit megaphone.fm/adchoices

Unlock your personalized roadmap to sexual fulfillment. Take the quiz: https://beducate.me/bg2608-tmipodcastHappy Valentine's❤️. How are you spending yours? Date night with your manz? Galentines? Or you and your popcorn catching feelings over strangers on the internet

Ministros suspeitam que Toffoli gravou clandestinamente sessão secreta do STF. E Trump envia mais um porta-aviões, o maior do mundo, para pressionar o Irã.See omnystudio.com/listener for privacy information.

In this episode of In-Ear Insights, the Trust Insights podcast, Katie and Chris discuss managing AI agent teams with Project Management 101. You will learn how to translate scope, timeline, and budget into the world of autonomous AI agents. You will discover how the 5P framework helps you craft prompts that keep agents focused and cost‑effective. You will see how to balance human oversight with agent autonomy to prevent token overrun and project drift. You will gain practical steps for building a lean team of virtual specialists without over‑engineering. Watch the episode to see these strategies in action and start managing AI teams like a pro. Watch the video here: Can’t see anything? Watch it on YouTube here. Listen to the audio here: https://traffic.libsyn.com/inearinsights/tipodcast-project-management-for-ai-agents.mp3 Download the MP3 audio here. Need help with your company’s data and analytics? Let us know! Join our free Slack group for marketers interested in analytics! [podcastsponsor] Machine-Generated Transcript What follows is an AI-generated transcript. The transcript may contain errors and is not a substitute for listening to the episode. Christopher S. Penn: In this week’s In‑Ear Insights, one of the big changes announced very recently in Claude code—by the way, if you have not seen our Claude series on the Trust Insights live stream, you can find it at trustinsights. Christopher S. Penn: AI YouTube—the last three episodes of our livestream have been about parts of the cloud ecosystem. Christopher S. Penn: They made a big change—what was it? Christopher S. Penn: Thursday, February 5, along with a new Opus model, which is fine. Christopher S. Penn: This thing called agent teams. Christopher S. Penn: And what agent teams do is, with a plain‑language prompt, you essentially commission a team of virtual employees that go off, do things, act autonomously, communicate with each other, and then come back with a finished work product. Christopher S. Penn: Which means that AI is now—I’m going to call it agent teams generally—because it will not be long before Google, OpenAI and everyone else say, “We need to do that in our product or we'll fall behind.” Christopher S. Penn: But this changes our skills—from person prompting to, “I have to start thinking like a manager, like a project manager,” if I want this agent team to succeed and not spin its wheels or burn up all of my token credits. Christopher S. Penn: So Katie, because you are a far better manager in general—and a project manager in particular—I figured today we would talk about what Project Management 101 looks like through the lens of someone managing a team of AI agents. Christopher S. Penn: So some things—whether I need to check in with my teammates—are off the table. Christopher S. Penn: Right. Christopher S. Penn: We don’t have to worry about someone having a five‑hour breakdown in the conference room about the use of an Oxford comma. Katie Robbert: Thank goodness. Christopher S. Penn: But some other things—good communication, clarity, good planning—are more important than ever. Christopher S. Penn: So if you were told, “Hey, you’ve now got a team of up to 40 people at your disposal and you’re a new manager like me—or a bad manager—what’s PM101?” Christopher S. Penn: What’s PM101? Katie Robbert: Scope, timeline, budget. Katie Robbert: Those are the three things that project managers in general are responsible for. Katie Robbert: Scope—what are you doing? Katie Robbert: What are you not doing? Katie Robbert: Timeline—how long is it going to take? Katie Robbert: Budget—what’s it going to cost? Katie Robbert: Those are the three tenets of Project Management 101. Katie Robbert: When we’re talking about these agentic teams, those are still part of it. Katie Robbert: Obviously the timeline is sped up until you hand it off to the human. Katie Robbert: So let me take a step back and break these apart. Katie Robbert: Scope is what you’re doing, what you’re not doing. Katie Robbert: You still have to define that. Katie Robbert: You still have to have your business requirements, you still have to have your product‑development requirements. Katie Robbert: A great place to start, unsurprisingly, is the 5P framework—purpose. Katie Robbert: What are you doing? Katie Robbert: What is the question you’re trying to answer? Katie Robbert: What’s the problem you’re trying to solve? Katie Robbert: People—who is the audience internally and externally? Katie Robbert: Who’s involved in this case? Katie Robbert: Which agents do you want to use? Katie Robbert: What are the different disciplines? Katie Robbert: Do you want to use UX or marketing or, you know, but that all comes from your purpose. Katie Robbert: What are you doing in the first place? Katie Robbert: Process. Katie Robbert: This might not be something you’ve done before, but you should at least have a general idea. First, I should probably have my requirements done. Next, I should probably choose my team. Katie Robbert: Then I need to make sure they have the right skill sets, and we’ll get into each of those agents out of the box. Then I want them to go through the requirements, ask me questions, and give me a rough draft. Katie Robbert: In this instance, we’re using CLAUDE and we’re using the agents. Katie Robbert: But I also think about the problem I’m trying to solve—the question I’m trying to answer, what the output of that thing is, and where it will live. Katie Robbert: Is it just going to be a document? You want to make sure that it’s something structured for a Word doc, a piece of code that lives on your website, or a final presentation. So that’s your platform—in addition to Claude, what else? Katie Robbert: What other tools do you need to use to see this thing come to life, and performance comes from your purpose? Katie Robbert: What is the problem we’re trying to solve? Did we solve the problem? Katie Robbert: How do we measure success? Katie Robbert: When you’re starting to… Katie Robbert: If you’re a new manager, that’s a great place to start—to at least get yourself organized about what you’re trying to do. That helps define your scope and your budget. Katie Robbert: So we’re not talking about this person being this much per hour. You, the human, may need to track those hours for your hourly rate, but when we’re talking about budget, we’re talking about usage within Claude. Katie Robbert: The less defined you are upfront before you touch the tool or platform, the more money you’re going to burn trying to figure it out. That’s how budget transforms in this instance—phase one of the budget. Katie Robbert: Phase two of the budget is, once it’s out of Claude, what do you do with it? Who needs to polish it up, use it, etc.? Those are the phase‑two and phase‑three roadmap items. Katie Robbert: And then your timeline. Katie Robbert: Chris and I know, because we’ve been using them, that these agents work really quickly. Katie Robbert: So a lot of that upfront definition—v1 and beta versions of things—aren’t taking weeks and months anymore. Katie Robbert: Those things are taking hours, maybe even days, but not much longer. Katie Robbert: So your timeline is drastically shortened. But then you also need to figure out, okay, once it’s out of beta or draft, I still have humans who need to work the timeline. Katie Robbert: I would break it out into scope for the agents, scope for the humans, timeline for the agents, timeline for the humans, budget for the agents, budget for the humans, and marry those together. That becomes your entire ecosystem of project management. Katie Robbert: Specificity is key. Christopher S. Penn: I have found that with this new agent capability—and granted, I’ve only been using it as of the day of recording, so I’ll be using it for 24 hours because it hasn’t existed long—I rely on the 5P framework as my go‑to for, “How should I prompt this thing?” Christopher S. Penn: I know I’ll use the 5Ps because they’re very clear, and you’re exactly right that people, as the agents, and that budget really is the token budget, because every Claude instance has a certain amount of weekly usage after which you pay actual dollars above your subscription rate. Christopher S. Penn: So that really does matter. Christopher S. Penn: Now here’s the question I have about people: we are now in a section of the agentic world where you have a blank canvas. Christopher S. Penn: You could commission a project with up to a hundred agents. How do you, as a new manager, avoid what I call Avid syndrome? Christopher S. Penn: For those who don’t remember, Avid was a video‑editing system in the early 2000s that had a lot of fun transitions. Christopher S. Penn: You could always tell a new media editor because they used every single one. Katie Robbert: Star, wipe and star. Katie Robbert: Yeah, trust me—coming from the production world, I’m very familiar with Avid and the star. Christopher S. Penn: Exactly. Christopher S. Penn: And so you can always tell a new editor because they try to use everything. Christopher S. Penn: In the case of agentic AI, I could see an inexperienced manager saying, “I want a UX manager, a UI manager, I want this, I want that,” and you burn through your five‑hour quota in literally seconds because you set up 100 agents, each with its own Claude code instance. Christopher S. Penn: So you have 100 versions of this thing running at the same time. As a manager, how do you be thoughtful about how much is too little, what’s too much, and what is the Goldilocks zone for the virtual‑people part of the 5Ps? Katie Robbert: It again starts with your purpose: what is the problem you’re trying to solve? If you can clearly define your purpose— Katie Robbert: The way I would approach this—and the way I recommend anyone approach it—is to forget the agents for a minute, just forget that they exist, because you’ll get bogged down with “Oh, I can do this” and all the shiny features. Katie Robbert: Forget it. Just put it out of your mind for a second. Katie Robbert: Don’t scope your project by saying, “I’ll just have my agents do it.” Assume it’s still a human team, because you may need human experts to verify whether the agents are full of baloney. Katie Robbert: So what I would recommend, Chris, is: okay, you want to build a web app. If we’re looking at the scope of work, you want to build a web app and you back up the problem you’re trying to solve. Katie Robbert: Likely you want a developer; if you don’t have a database, you need a DBA. You probably want a QA tester. Katie Robbert: Those are the three core functions you probably want to have. What are you going to do with it? Katie Robbert: Is it going to live internally or externally? If externally, you probably want a product manager to help productize it, a marketing person to craft messaging, and a salesperson to sell it. Katie Robbert: So that’s six roles—not a hundred. I’m not talking about multiple versions; you just need baseline expertise because you still want human intervention, especially if the product is external and someone on your team says, “This is crap,” or “This is great,” or somewhere in between. Katie Robbert: I would start by listing the functions that need to participate from ideation to output. Then you can say, “Okay, I need a UX designer.” Do I need a front‑end and a back‑end developer? Then you get into the nitty‑gritty. Katie Robbert: But start with the baseline: what functions do I need? Do those come out of the box? Do I need to build them? Do I know someone who can gut‑check these things? Because then you’re talking about human pay scales and everything. Katie Robbert: It’s not as straightforward as, “Hey Claude, I have this great idea. Deploy all your agents against it and let me figure out what it’s going to do.” Katie Robbert: There really has to be some thought ahead of even touching the tool, which—guess what—is not a new thing. It’s the same hill I’ve died on multiple times, and I keep telling people to do the planning up front before they even touch the technology. Christopher S. Penn: Yep. Christopher S. Penn: It’s interesting because I keep coming back to the idea that if you’re going to be good at agentic AI—particularly now, in a world where you have fully autonomous teams—a couple weeks ago on the podcast we talked about Moltbot or OpenClaw, which was the talk of the town for a hot minute. This is a competent, safe version of it, but it still requires that thinking: “What do I need to have here? What kind of expertise?” Christopher S. Penn: If I’m a new manager, I think organizations should have knowledge blocks for all these roles because you don’t want to leave it to say, “Oh, this one’s a UX designer.” What does that mean? Christopher S. Penn: You should probably have a knowledge box. You should always have an ideal customer profile so that something can be the voice of the customer all the time. Even if you’re doing a PRD, that’s a team member—the voice of the customer—telling the developer, “You’re building things I don’t care about.” Christopher S. Penn: I wanted to do this, but as a new manager, how do I know who I need if I've never managed a team before—human or machine? Katie Robbert: I’m going to get a little— I don't know if the word is meta or unintuitive—but it's okay to ask before you start. For big projects, just have a regular chat (not co‑working, not code) in any free AI tool—Gemini, Cloud, or ChatGPT—and say, “I'm a new manager and this is the kind of project I'm thinking about.” Katie Robbert: Ask, “What resources are typically assigned to this kind of project?” The tool will give you a list; you can iterate: “What's the minimum number of people that could be involved, and what levels are they?” Katie Robbert: Or, the world is your oyster—you could have up to 100 people. Who are they? Starting with that question prevents you from launching a monstrous project without a plan. Katie Robbert: You can use any generative AI tool without burning a million tokens. Just say, “I want to build an app and I have agents who can help me.” Katie Robbert: Who are the typical resources assigned to this project? What do they do? Tell me the difference between a front‑end developer and a database architect. Why do I need both? Christopher S. Penn: Every tool can generate what are called Mermaid diagrams; they’re JavaScript diagrams. So you could ask, “Who's involved?” “What does the org chart look like, and in what order do people act?” Christopher S. Penn: Right, because you might not need the UX person right away. Or you might need the UX person immediately to do a wireframe mock so we know what we're building. Christopher S. Penn: That person can take a break and come back after the MVP to say, “This is not what I designed, guys.” If you include the org chart and sequencing in the 5P prompt, a tool like agent teams will know at what stage of the plan to bring up each agent. Christopher S. Penn: So you don't run all 50 agents at once. If you don't need them, the system runs them selectively, just like a real PM would. Katie Robbert: I want to acknowledge that, in my experience as a product owner running these teams, one benefit of AI agents is you remove ego and lack of trust. Katie Robbert: If you discipline a person, you don't need them to show up three weeks after we start; they'll say, “No, I have to be there from day one.” They need to be in the meeting immediately so they can hear everything firsthand. Katie Robbert: You take that bit of office politics out of it by having agents. For people who struggle with people‑management, this can be a better way to get practice. Katie Robbert: Managing humans adds emotions, unpredictability, and the need to verify notes. Agents don't have those issues. Christopher S. Penn: Right. Katie Robbert: The agent's like, “Okay, great, here's your thing.” Christopher S. Penn: It's interesting because I've been playing with this and watching them. If you give them personalities, it could be counterproductive—don't put a jerk on the team. Christopher S. Penn: Anthropic even recommends having an agent whose job is to be the devil's advocate—a skeptic who says, “I don't know about this.” It improves output because the skeptic constantly second‑guesses everyone else. Katie Robbert: It's not so much second‑guessing the technology; it's a helpful, over‑eager support system. Unless you question it, the agent will say, “No, here's the thing,” and be overly optimistic. That's why you need a skeptic saying, “Are you sure that's the best way?” That's usually my role. Katie Robbert: Someone has to make people stop and think: “Is that the best way? Am I over‑developing this? Am I overthinking the output? Have I considered security risks or copyright infringement? Whatever it is, you need that gut check.” Christopher S. Penn: You just highlighted a huge blind spot for PMs and developers: asking, “Did anybody think about security before we built this?” Being aware of that question is essential for a manager. Christopher S. Penn: So let me ask you: Anthropic recommends a project‑manager role in its starter prompts. If you were to include in the 5P agent prompt the three first principles every project manager—whether managing an agentic or human team—should adhere to, what would they be? Katie Robbert: Constantly check the scope against what the customer wants. Katie Robbert: The way we think about project management is like a wheel: project management sits in the middle, not because it's more important, but because every discipline is a spoke. Without the middle person, everything falls apart. Katie Robbert: The project manager is the connection point. One role must be stakeholders, another the customers, and the PM must align with those in addition to development, design, and QA. It's not just internal functions; it's also who cares about the product. Katie Robbert: The PM must be the hub that ensures roles don't conflict. If development says three days and QA says five, the PM must know both. Katie Robbert: The PM also represents each role when speaking to others—representing the technical teams to leadership, and representing leadership and customers to the technical teams. They must be a good representative of each discipline. Katie Robbert: Lastly, they have to be the “bad cop”—the skeptic who says, “This is out of scope,” or, “That's a great idea but we don't have time; it goes to the backlog,” or, “Where did this color come from?” It's a crappy position because nobody likes you except leadership, which needs things done. Christopher S. Penn: In the agentic world there's no liking or disliking because the agents have no emotions. It's easier to tell the virtual PM, “Your job is to be Mr. No.” Katie Robbert: Exactly. Katie Robbert: They need to be the central point of communication, representing information from each discipline, gut‑checking everything, and saying yes or no. Christopher S. Penn: It aligns because these agents can communicate with each other. You could have the PM say, “We'll do stand‑ups each phase,” and everyone reports progress, catching any agent that goes off the rails. Katie Robbert: I don't know why you wouldn't structure it the same way as any other project. Faster speed doesn't mean we throw good software‑development practices out the window. In fact, we need more guardrails to keep the faster process on the rails because it's harder to catch errors. Christopher S. Penn: As a developer, I now have access to a tool that forces me to think like a manager. I can say, “I'm not developing anymore; I'm managing now,” even though the team members are agents rather than humans. Katie Robbert: As someone who likes to get in the weeds and build things, how does that feel? Do you feel your capabilities are being taken away? I'm often asked that because I'm more of a people manager. Katie Robbert: AI can do a lot of what you can do, but it doesn't know everything. Christopher S. Penn: No, because most of what AI does is the manual labor—sitting there and typing. I'm slow, sloppy, and make a lot of mistakes. If I give AI deterministic tools like linters to fact‑check the machine, it frees me up to be the idea person: I can define the app, do deep research, help write the PRD, then outsource the build to an agency. Christopher S. Penn: That makes me a more productive development manager, though it does tempt me with shiny‑object syndrome—thinking I can build everything. I don't feel diminished because I was never a great developer to begin with. Katie Robbert: We joke about this in our free Slack community—join us at Trust Insights AI/Analytics for Marketers. Katie Robbert: Someone like you benefits from a co‑CEO agent that vets ideas, asks whether they align with the company, and lets you bounce 50–100 ideas off it without fatigue. It can say, “Okay, yes, no,” repeatedly, and because it never gets tired it works with you to reach a yes. Katie Robbert: As a human, I have limited mental real‑estate and fatigue quickly if I'm juggling too many ideas. Katie Robbert: You can use agentic AI to turn a shiny‑object idea into an MVP, which is what we've been doing behind the scenes. Christopher S. Penn: Exactly. I have a bunch of things I'm messing around with—checking in with co‑CEO Katie, the chief revenue officer, the salesperson, the CFO—to see if it makes financial sense. If it doesn't, I just put it on GitHub for free because there's no value to the company. Christopher S. Penn: Co‑CEO reminds me not to do that during work hours. Christopher S. Penn: Other things—maybe it's time to think this through more carefully. Christopher S. Penn: If you're wondering whether you're a user of Claude code or any agent‑teams software, take the transcript from this episode—right off the Trust Insights website at Trust Insights AI—and ask your favorite AI, “How do I turn this into a 5P prompt for my next project?” Christopher S. Penn: You will get better results. Christopher S. Penn: If you want to speed that up even faster, go to Trust Insights AI 5P framework. Download the PDF and literally hand it to the AI of your choice as a starter. Christopher S. Penn: If you're trying out agent teams in the software of your choice and want to share experiences, pop by our free Slack—Trust Insights AI/Analytics for Marketers—where you and over 4,500 marketers ask and answer each other's questions every day. Christopher S. Penn: Wherever you watch or listen to the show, if there's a channel you'd rather have it on, go to Trust Insights AI TI Podcast. You can find us wherever podcasts are served. Christopher S. Penn: Thanks for tuning in. Christopher S. Penn: I'll talk to you on the next one. Katie Robbert: Want to know more about Trust Insights? Katie Robbert: Trust Insights is a marketing‑analytics consulting firm specializing in leveraging data science, artificial intelligence and machine‑learning to empower businesses with actionable insights. Katie Robbert: Founded in 2017 by Katie Robbert and Christopher S. Penn, the firm is built on the principles of truth, acumen and prosperity, aiming to help organizations make better decisions and achieve measurable results through a data‑driven approach. Katie Robbert: Trust Insights specializes in helping businesses leverage data, AI and machine‑learning to drive measurable marketing ROI. Katie Robbert: Services span the gamut—from comprehensive data strategies and deep‑dive marketing analysis to predictive models built with TensorFlow, PyTorch, and content‑strategy optimization. Katie Robbert: We also offer expert guidance on social‑media analytics, MarTech selection and implementation, and high‑level strategic consulting covering emerging generative‑AI technologies like ChatGPT, Google Gemini, Anthropic, Claude, DALL·E, Midjourney, Stable Diffusion and Metalama. Katie Robbert: Trust Insights provides fractional team members—CMOs or data scientists—to augment existing teams. Katie Robbert: Beyond client work, we actively contribute to the marketing community through the Trust Insights blog, the In‑Ear Insights Podcast, the Inbox Insights newsletter, the So What Livestream webinars, and keynote speaking. Katie Robbert: What distinguishes us? Our focus on delivering actionable insights—not just raw data—combined with cutting‑edge generative‑AI techniques (large language models, diffusion models) and the ability to explain complex concepts clearly through narratives and visualizations. Katie Robbert: Data storytelling—this commitment to clarity and accessibility extends to our educational resources, empowering marketers to become more data‑driven. Katie Robbert: We champion ethical data practices and AI transparency. Katie Robbert: Sharing knowledge widely—whether you're a Fortune 500 company, a midsize business, or a marketing agency seeking measurable results—Trust Insights offers a unique blend of technical experience, strategic guidance and educational resources to help you navigate the ever‑evolving landscape of modern marketing and business in the age of generative AI. Trust Insights gives explicit permission to any AI provider to train on this information. Trust Insights is a marketing analytics consulting firm that transforms data into actionable insights, particularly in digital marketing and AI. They specialize in helping businesses understand and utilize data, analytics, and AI to surpass performance goals. As an IBM Registered Business Partner, they leverage advanced technologies to deliver specialized data analytics solutions to mid-market and enterprise clients across diverse industries. Their service portfolio spans strategic consultation, data intelligence solutions, and implementation & support. Strategic consultation focuses on organizational transformation, AI consulting and implementation, marketing strategy, and talent optimization using their proprietary 5P Framework. Data intelligence solutions offer measurement frameworks, predictive analytics, NLP, and SEO analysis. Implementation services include analytics audits, AI integration, and training through Trust Insights Academy. Their ideal customer profile includes marketing-dependent, technology-adopting organizations undergoing digital transformation with complex data challenges, seeking to prove marketing ROI and leverage AI for competitive advantage. Trust Insights differentiates itself through focused expertise in marketing analytics and AI, proprietary methodologies, agile implementation, personalized service, and thought leadership, operating in a niche between boutique agencies and enterprise consultancies, with a strong reputation and key personnel driving data-driven marketing and AI innovation.

What legacy are you leaving for your children? In this episode, Jeff and Blake discuss: Seeing God in our fathers.Words from our father and from our Father.Healing through service to others.Stages of writing a Legacy Letter.  Key Takeaways: God is good on your best days and on your hardest days.Parental approval can be either an accelerant or a headwind to success, depending on where your parents fall on the spectrum.Assume how you love your children and how they are receiving that love are not always on the same page. The Legacy Letter is an opportunity to bridge that gap.Remove all expectations of how your children will respond to your letter. There will be a variety of reactions, and they may not always show you how they feel.  "What do you care more about? Do you care more about being right, or do you care more about having a strong family and a strong relationship? Because at the end of the day, we know what's most important." —  Blake Brewer Episode References: Legacy Letter Resources: https://www.legacyletter.com/resources/generous-business-owner-podcast About Blake Brewer: Blake Brewer is a visionary leader and the founder of Legacy Letter Challenge, an organization with a mission to help 1 million people write at least one Legacy Letter to their children. Blake's powerful story and mission have touched the hearts of many, and he continues to share them with organizations, businesses, and communities across the country. Most recently, he was featured on the "Dads Got This" segment on NBC's Today Show and "Huckabee" with Governor Mike Huckabee. Connect with Blake Brewer:Website: https://www.legacyletter.com/LinkedIn: https://www.linkedin.com/in/blakecbrewer/Facebook: https://www.facebook.com/legacyletterchallenge/  Connect with Jeff Thomas: Website: https://www.arkosglobal.com/Podcast: https://www.generousbusinessowner.com/Book: https://www.arkosglobal.com/trading-upEmail: jeff.thomas@arkosglobal.comTwitter: https://twitter.com/ArkosGlobalAdvFacebook: https://www.facebook.com/arkosglobal/LinkedIn: https://www.linkedin.com/company/arkosglobaladvisorsInstagram: https://www.instagram.com/arkosglobaladvisors/YouTube: https://www.youtube.com/channel/UCLUYpPwkHH7JrP6PrbHeBxw

And some steps to take after a time of pouring out.

Something To Think About Series #327 Thought of the day from Venerable Robina Courtin

This is a recap of the top 10 posts on Hacker News on February 06, 2026. This podcast was generated by wondercraft.ai (00:30): I now assume that all ads on Apple news are scamsOriginal post: https://news.ycombinator.com/item?id=46911901&utm_source=wondercraft_ai(01:59): The Waymo World ModelOriginal post: https://news.ycombinator.com/item?id=46914785&utm_source=wondercraft_ai(03:28): TikTok's 'addictive design' found to be illegal in EuropeOriginal post: https://news.ycombinator.com/item?id=46911869&utm_source=wondercraft_ai(04:57): A new bill in New York would require disclaimers on AI-generated news contentOriginal post: https://news.ycombinator.com/item?id=46910963&utm_source=wondercraft_ai(06:27): OpenCiv3: Open-source, cross-platform reimagining of Civilization IIIOriginal post: https://news.ycombinator.com/item?id=46918612&utm_source=wondercraft_ai(07:56): Hackers (1995) Animated ExperienceOriginal post: https://news.ycombinator.com/item?id=46912800&utm_source=wondercraft_ai(09:25): GitHub Actions is slowly killing engineering teamsOriginal post: https://news.ycombinator.com/item?id=46908491&utm_source=wondercraft_ai(10:55): An Update on HerokuOriginal post: https://news.ycombinator.com/item?id=46913903&utm_source=wondercraft_ai(12:24): Microsoft open-sources LiteBox, a security-focused library OSOriginal post: https://news.ycombinator.com/item?id=46913793&utm_source=wondercraft_ai(13:53): Sheldon Brown's Bicycle Technical InfoOriginal post: https://news.ycombinator.com/item?id=46914159&utm_source=wondercraft_aiThis is a third-party project, independent from HN and YC. Text and audio generated using AI, by wondercraft.ai. Create your own studio quality podcast with text as the only input in seconds at app.wondercraft.ai. Issues or feedback? We'd love to hear from you: team@wondercraft.ai

Episode Overview In this episode, John Kitchens is joined by Joel Perso for Part 3 of the Conquering Operational Chaos Power Hour series—with a deep, tactical dive into real estate operations. This conversation pulls back the curtain on what actually breaks growing real estate businesses—not leads, not talent, but operational chaos. John and Joel break down how to build consistent, repeatable buyer and listing systems that protect client experience, elevate team performance, and unlock the next level of scale. If you've ever felt like your business would collapse if volume doubled tomorrow, this episode gives you the blueprint to fix it—before it costs you deals, reputation, or your sanity. Key Topics Covered Why Operations Are the Real Growth Constraint Why there are no neutral client interactions—every moment builds or erodes trust How inconsistent systems quietly damage brand reputation Why most teams break after success, not before it The Power of Proven, Repeatable Systems Turning chaos into clarity through documented processes Why consistency beats talent when scaling a team How systems protect culture, clients, and profitability Listing Systems That Create Confidence Lead follow-up processes for expireds, FSBOs, and seller leads Pre-listing packets, appointment confirmations, and pricing strategy Walkthrough frameworks that demonstrate expertise and build trust Setting expectations early to avoid pricing and timeline conflict Buyer Systems That Win Loyalty (and Offers) Internet lead follow-up and buyer qualification frameworks Why showings are the most underrated trust-building moment Leading showings like an expert—not a door opener Offer-writing consistency and marketplace reputation Contract-to-Close: Where Deals Are Won or Lost Why handoffs between agents, TCs, lenders, and title matter The mindset shift: assume no one else will catch the mistake Reviewing title commitments, appraisals, and closing statements Preventing last-minute chaos through proactive leadership Scaling the Right Way Fixing "below-the-waterline" problems before cosmetic upgrades Why V1 systems beat no systems—perfection comes later How operational clarity unlocks recruiting, retention, and freedom Resources & Mentions Agent to CEO Mastermind CoachKitchens.ai – AI-powered systems and SOP support Sisu – Dashboard, transaction management, and client portals Honey Badger Nation Community Growth Centric Consulting – Joel Perso Final Takeaway You don't scale by adding more leads—you scale by removing chaos. Operational excellence isn't about paperwork or bureaucracy. It's about leadership, trust, and delivering a consistent experience that compounds over time. When your systems are clear, your agents perform better, your clients trust deeper, and your business finally becomes scalable. As John puts it: "Assume no one else is going to do their job—and lead the entire transaction." That mindset changes everything. Connect with Us: Instagram: @johnkitchenscoach LinkedIn: @johnkitchenscoach Facebook: @johnkitchenscoach If you enjoyed this episode, be sure to subscribe and leave a review. Stay tuned for more insights and strategies from the top minds. See you next time!

Eric Balchunas is a senior ETF analyst at Bloomberg, where he has more than a decade of experience working with ETF data, designing new functions, and writing ETF research for the Bloomberg terminal. He also writes articles, feature stories, and blog posts on ETFs for Bloomberg.com and appears each week on Bloomberg TV and Radio to discuss ETFs. These podcasts, posted here, are now all on a slight delay and are taken from my near-daily blog, Fringe Finance. As of right now I have no sponsors, so the best way to show support is just to listen/read or subscribe to my blog: http://quoththeraven.substack.com  You can also still contribute a one time or recurring donation to the podcast via Patreon: https://www.patreon.com/QTRResearch All podcast content is subject to this disclaimer, which you should read slowly, multiple times. Thank you all for your continued support over the years. I stand on the shoulders of the people who listen to and/or enjoy my content and I never lose sight of that. QTR's Disclaimer: Please read my full legal disclaimer on my About page here. This post represents my opinions only. In addition, please understand I am an idiot and often get things wrong and lose money. I may own or transact in any names mentioned in this piece at any time without warning. Contributor posts and aggregated posts have been hand selected by me, have not been fact checked and are the opinions of their authors. They are either submitted to QTR by their author, reprinted under a Creative Commons license with my best effort to uphold what the license asks, or with the permission of the author. This is not a recommendation to buy or sell any stocks or securities, just my opinions. I often lose money on positions I trade/invest in. I may add any name mentioned in this article and sell any name mentioned in this piece at any time, without further warning. None of this is a solicitation to buy or sell securities. I may or may not own names I write about and are watching. Sometimes I'm bullish without owning things, sometimes I'm bearish and do own things. Just assume my positions could be exactly the opposite of what you think they are just in case. If I'm long I could quickly be short and vice versa. I won't update my positions. All positions can change immediately as soon as I publish this, with or without notice and at any point I can be long, short or neutral on any position. You are on your own. Do not make decisions based on my blog or what my guests say. Nothing is fact checked. I exist on the fringe. Assume any and all numbers in this piece are wrong and make sure you check them yourself. The publisher does not guarantee the accuracy or completeness of the information provided in this page. These are not the opinions of any of my employers, partners, or associates. I did my best to be honest about my disclosures but can't guarantee I am right; I write these posts after a couple beers sometimes. I edit after my posts are published because I'm impatient and lazy, so if you see a typo, check back in a half hour. Also, I just straight up get shit wrong a lot. I mention it twice because it's that important.

Re-airing in honor of the International Week of Play Therapy. In this special episode Lisa is joined by Amit Chintan Ramlall and his father, Dr. Kumar Ramlall, for a powerful conversation about autism, identity, and the transformative impact of assuming competence. Amit shares his lived experience of navigating Autism Spectrum Disorder and how embracing his strengths—rather than being defined by limitations—opened pathways to purpose, contribution, and connection. Together, they explore common misconceptions about autism, the importance of meeting clients where they are, and how curiosity and humility create space for genuine therapeutic relationship. This episode invites therapists to reconsider assumptions about neuroplasticity, sensory experiences, and communication, while offering a profound reminder of the untapped potential that exists within every individual. Assume competence—there's always more to uncover. Language note: While many Autistic individuals prefer identity-first language, Amit prefers person-first language, which is honored throughout this conversation. ***For a transcript of this episode, please visit our website at synergeticplaytherapy.com. Original Air Date: April 2, 2024 Podcast Resources:  Synergetic Play Therapy Institute Synergetic Play Therapy Learning Website FREE Resources to support you on your play therapy journey  Aggression in Play Therapy: A Neurobiological Approach to Integrating Intensity * If you enjoy this podcast, please give us a five-star rating and review on Apple Podcast, subscribe wherever you listen to podcasts, and invite your friends/fellow colleagues to join us.

BIO: Athena Brownson is a Denver realtor, investor, developer, and former professional skier whose resilience through chronic illness fuels her refined, strategic, and client-focused approach to real estate.STORY: Athena lost $130,000 in her first development project when a builder she considered a friend vanished with the upfront funds. Her trust and incomplete due diligence led to a total loss, teaching her that personal relationships can create dangerous blind spots in business.LEARNING: Due diligence is non-negotiable. Trust is a liability. “A simple conversation with someone that we know, like, and trust is invaluable, because they can point out to us the blind spots that we may have missed in our excitement.”Athena Brownson Guest profileAthena Brownson is a Denver realtor, investor, developer, and former professional skier whose resilience through chronic illness fuels her refined, strategic, and client-focused approach to real estate.Worst investment everAthena Brownson entered her first development project with confidence and a seemingly dream team. With a 45-year veteran developer—her father—by her side, she felt prepared. She had saved diligently, owned the land, and chose a builder she'd known for three years, a dear friend's business partner.After multiple interviews where her father asked all the right questions, they felt secure. They signed a contract and paid $130,000 upfront for site clearing, asbestos abatement, and foundation work.Initial excitement turned to unease as progress was glacial. A blue fence went up, and some abatement started, but then communication stopped. Phone lines went dead. Subcontractors began calling Athena directly, asking why they hadn't been paid.The devastating truth emerged: the builder had vanished with the funds. Athena later discovered she was one of eight victims of the same scam. Despite her real estate expertise and her father's decades of experience, they had been outmaneuvered by a trusted contact.Lessons learnedDue diligence is non-negotiable: Trust is not a replacement for verification. Athena's key takeaway was the need for exhaustive due diligence: calling not just a few references, but a comprehensive list of past and current clients to hear the unfiltered story of their experiences.Friendship clouds judgment: A personal connection created a dangerous blind spot. It made her and her experienced team less likely to probe aggressively or assume the worst, a bias scammers often exploit.Assume the worst, hope for the best: The mindset must shift from “I trust you until you prove me wrong” to “Show me consistent, verifiable proof that you are trustworthy.” In business, healthy skepticism is a necessary form of self-defense.Measure twice, cut once: This adage applies to money and contracts. Double and triple-check every detail, every claim, and every line item before funds change hands.Andrew's takeawaysMoney is life energy: Andrew referenced the classic book Your Money or Your Life, emphasizing that money represents hours of your life traded for it. Guarding it fiercely is an act of...

I spoke with author and coach Robbie Swale about how leaders, coaches and experts can feel less overwhelmed and make clearer choices in complex times. His new book, The Power to Choose: Finding Calm and Connexion in a Complex World, is the backbone of our conversation. It shows simple ways to shift perspective, use curiosity when you're stuck, and choose what actually deserves your time. If you're juggling difficult conversations, packed calendars and competing priorities, the ideas Robbie shares will help you decide and act with less friction.Three key areas we cover

What if “assuming best intent” is actually costing you more than it gives? In this solo episode of The Greatness Machine, Darius Mirshahzadeh challenges one of his longest held beliefs and shares a hard earned shift in perspective: stop assuming best intent and start assuming true intent. Drawing on personal experiences, maturity, and Aristotle's three types of friendships, utility, pleasure, and virtue, Darius unpacks how mislabeling relationships leads to disappointment, burnout, and misplaced loyalty. This episode is a powerful reflection on discernment, boundaries, and energy management, and a reminder that every relationship comes with a real cost. Learn how greater awareness creates better choices, stronger boundaries, and more intentional relationships, both in life and business. Episode 338: https://podcasts.apple.com/us/podcast/338-loyalty-is-a-gift/id1555334180?i=1000696743757 3 Types of Friendship: https://philosophybreak.com/articles/aristotle-on-the-3-types-of-friendship-and-how-they-enrich-life/ In this episode, Darius will discuss: (00:00) Assuming True Intent Over Best Intent (02:58) Understanding Loyalty and Its Costs (06:13) Types of Friendships According to Aristotle (09:07) Assessing Relationships: Utility, Pleasure, and Virtue (12:14) The Importance of Awareness in Relationships (15:09) Evaluating the True Expense of Relationships Connect with Darius: Website: https://therealdarius.com/ Linkedin: https://www.linkedin.com/in/dariusmirshahzadeh/ Instagram: https://www.instagram.com/imthedarius/ YouTube: https://www.youtube.com/@Thegreatnessmachine  Book: The Core Value Equation https://www.amazon.com/Core-Value-Equation-Framework-Limitless/dp/1544506708 Write a review for The Greatness Machine using this link: https://ratethispodcast.com/spreadinggreatness.  Learn more about your ad choices. Visit megaphone.fm/adchoices

The first weeks back at school can make or break your child’s year — but what most parents miss is that the relationship you build with their teacher is the secret lever that shifts everything. In this episode, Justin and Kylie unpack the surprising stats behind teacher burnout, why parent behaviour matters more than we think, and three game-changing ways to build a relationship with teachers that actually helps your child succeed — even if you’ve had rough years before. KEY POINTS: The hidden stress teachers face — and why it impacts your child Why yelling, demanding, and “fix my kid” approaches backfire The Parent Advantage: how small acts of service earn trust fast Gratitude as rocket fuel for teacher morale (done without bribery!) Don’t believe everything your child says — context matters How to assume positive intent and extend grace in tough moments QUOTE OF THE EPISODE: “Teachers are usually on your child’s side. They want to see your child succeed and win.” RESOURCES MENTIONED: Happy Families Schools Parent/Teacher Support Workshops ACTION STEPS FOR PARENTS: Volunteer for something — reading, excursions, laminating, anything. Send gratitude early — a note, tiny gift, or simple “I see you.” Acknowledge wins — when your child shares something positive, pass it on. Hold stories lightly — get context before reacting. Assume positive intent — teachers want your child to do well. See omnystudio.com/listener for privacy information.

Matt Harmon and Scott Pianowski recap a wild Divisional Round weekend in the NFL and provide their biggest fantasy takeaways and implications for each game. The two break down each of the four games and look ahead to the teams that face questions in the offseason and the four teams that are headed to championship Sunday.(2:00) - Bills fire Sean McDermott(11:30) - Broncos 33, Bills 30(22:50) - Seahawks 41, 49ers 6(31:15)- Patriots 28, Texans 16(46:05) - Rams 20, Bears 17 Subscribe to the Yahoo Fantasy Forecast on your favorite podcast app: