Podcasts about attaining

Jiulio Consiglio, LIVE, June 10th, 2026 - Wednesday, 4 PM ET Title: Attaining Your Highest Vibration: Escaping the Archon Soul Trap Bio: Jiulio is a former dental health care provider and educator turned spiritual writer and teacher. Following several personal adversities, Consiglio, while in his early thirties, experienced an unfathomable and life-altering spiritual transformation that resulted in the transcendence of the conditioned mind. His writings and teachings focus on the transformative power of inner stillness, psychic abilities development, and the mind-body-spirit connection. His message is unadorned and to the point: there is life beyond fear and incessant thinking and it is found in the dimension of inner stillness. Jiulio currently offers his consciousness-based teachings to individuals and groups. Jiulio is the author of Challenge Your Thoughts: Healing Mind, Spirit and Body with Truth, The Healing Frequency: Transform Your Life through the Wisdom, Power and Clarity of Inner Stillness, Open Your Third Eye: Activate Your Sixth Chakra & Develop Your Psychic Abilities, Cosmic Contact: Spiritual Insights into Triangular UFOs, Extraterrestrial Communication & Encounter Preparation, collaborative author of Finding Your Calm: Twelve Methods to Release Anxiety, Relieve Stress & Restore Peace, Your Inner Healer: Using Chakras and Energy Medicine to Achieve Wholeness and Your Highest Vibration: Realize Your Full Potential through Chakra Work and Meditation (2026). United Public Radio & UFO Paranormal Radio www.uprntalkradio.com Links: https://www.instagram.com/jiulioconsiglio/?hl=en https://www.tiktok.com/@jiulioconsiglio https://www.facebook.com/jiulioconsiglio https://m.youtube.com/@jiulioconsiglio https://www.jiulioconsiglio.com

Attaining Divine Inspiration

The letter addresses a question about achieving love of God as described in Tanya, emphasizing that spiritual growth is gradual and requires persistent effort. The Rebbe advises steady progress in love, awe, and repentance, and encourages maintaining regular study and practice. https://www.torahrecordings.com/rebbe/igroskodesh/015/009/5459

Ustadz Abdullah Zaen M.A. - Strategies for Attaining Lailatul Qadr

This episode offers practical insights for teachers on how best we can support our high-attaining students in the secondary school classroom. Our panel discusses the language we use when referring to this cohort of students and how we might define what "high-attaining" means. We then move on to outline a number of classroom strategies for teachers to help them teach and support these learners as well as some common mistakes to avoid. We discuss how we can create a culture of scholarly ambition in our classrooms and approach the curriculum challenges faced by high-attaining students. We also offer tips for making a success of extension activities. We ask, too, how we can help learners to become increasingly independent and to stay motivated and engaged – even in the face of challenges and set-backs. The panel includes an English and a maths specialist but many of the strategies discussed apply across the curriculum.

“Troubled businesses don't turn around on a dime. They took years to get messed up. They got worse through the restructuring when they were capital-starved,” observed Jon F. Weber, founder of Jon F Weber & Co. “A lender should not have the expectation that, upon pouring in liquidity and improving the capital structure, they're going to immediately improve. We're in the reality business... We have to establish what can be realistically achieved with a 70%-80% probability and align awards, budgets and all of those things around those outcomes.” Weber and Jon F Weber & Co. board director Alvaro Aguirre shared their well-honed insights with Bloomberg Intelligence's Negisa Balluku and Phil Brendel, as they delved into their recent paper, “From Creditor to Owner: Adapting an Ownership Playbook.” They highlight the need for lenders to act swiftly and decisively to prepare for potential ownership, as well as the common pitfalls that can arise during this transition. The podcast concludes (1:02:40) with BI's Noel Hebert joining Balluku and Brendel to discuss the latest developments in Hertz, First Brands, New Fortress Energy, Multi-Color Corp., Serta and Telesat. JFW &Co.'s paper may be found here: https://jonfweber.com/thought-leadership/f/from-creditor-to-owner-adopting-an-ownership-playbook

OPEN HEAVENSMATALA LE LAGI MO LE ASO LULU 11 MATI 2026(tusia e Pastor EA Adeboye) Manatu Autu:  Maua o le manuia lelei 2 (Attaining good success 2)Tauloto Tusi Paia: Iosua 1:8 “E le te‘a i lou gutu le tusi o lenei tulafono, a ‘ia mafaufau i ai i le ao ‘atoa ma le po, ‘ina ‘ia e ‘ana‘ana e fai e tusa ma mea uma ‘ua tusia i ai; ‘ona manuia ai lea ‘iā te oe o lou ala, ‘ona e manuia ai lea.”Faitauga - Tusi Paia: Iosua 1:1-9Ina ua manao Serupapelu e fausia le malumalu i Ierusalema, na fai iai Sakaria, e lē o le malosi poo le fitafita, ae o le agaga o le Alii (Sakaria 4:6). E mafai ona manuia ma ausia taui o galuega e lē mafai ona ausia i lou malosi, o a'u o se molimau ola i lea tulaga moni. I le taimi na ou tusia ai lenei faamalosiau, ua iai le Ekalesia RCCG i le 190 atunuu o le lalolagi, ma e lei soo uma nei atunuu ia te au. O se faataitaiga lelei lea o galuega ausia e lē faia ise malosi. Emafai ona avatu e le Atua le manumalo e aunoa ma le manaomia o lou  tulaga maualuga, poto, malosi poo le tulaga pule o loo ia te oe, ae mafaia i lona alofa mutimutivale ma lona alofa tunoa. I le Salamo 37:5, o loo fautua atu Tavita e tu‘uina atu ou ala i le ALI‘I, ma fa‘atuatua ‘iā te ia, ‘ona faia lava lea ma faataunuuina. E taua tele aua afai e te lē lafoai mea uma i le Alii ae Ia foai atu le manuia, e te ono faagalo ia te ia ma e manatu ua e manuia ona o lou taumafai. O nisi tagata ua manuia ma ua faigata ona maua se moe ma leai se filemu ona ua lē lafoai mea uma i le Alii. Ina ua avea au ma taitai aoao i le Ekalesia RCCG, e na o le 39 aulotu na iai i Nigeria. O le taimi nei, ua faitau afe Ekalesia i le lalolagi atoa, ae o loo lelei pea le fua o lo'u toto aua foi ou te iloa o le Atua o loo i tua o nei mea uma. O po uma ou te moe lelei e aunoa ma sou popole i se mea. Ou te maua le filemu aua ua ou lafoai ma tuuina atu i le Atua mea uma. E finagalo le Atua i lana fanau e fiafia i manuia. I le tauloto mai le Tusi Paia o le asō, na ia faaalia ia Iosua se tulaga taua ia maua ai le manuia, o le manatunatu i lana Upu. O le manatunatu o le mafaufau loloto i se mea, na fetalai le Atua ia Iosua ia tausi i le tusi o tulafono i lona loto ma ona laugutu i taimi uma aua ua ia silafia, o soo se mea o loo i lona loto ma ona laugutu e oo ina taunuu. E silafia e le Atua afai e na te taitaia oe e talitonu o lona finagalo lea ia e manuia, ma e folafola atu i le faatuatua, e leai se mea e taofia oe mai le manuia. Afai o loo e faitau ma faalogo i lenei faamalosiau ae o loo e iai i faigata ma le toilalo, ou te folafola atu, o le a suia mo le lelei mo oe, e amata atu nei, i le suafa o Iesu. Le au pele e, manatumanatu i le upu a le Atua i le ao atoa ma le po ma tautino mea ua ia folafola mo oe, o le tulaga lena e tatala ai ma fiafia i le manuia lelei. Faaavanoa se taimi i aso uma e mafaufau ma manatunatu ai i folafolaga a le Atua mo lou manuia, i le suafa o Iesu, Amene. 

OPEN HEAVENSMATALA LE LAGI MO LE ASO LUA 10 MATI 2026(tusia e Pastor EA Adeboye) Manatu Autu:  Maua o le manuia lelei 1 (Attaining good success 1)Tauloto Tusi Paia: Ioane 14:23  “Ona tali atu lea o Iesu, ‘ua fa‘apea atu ‘iā te ia, “‘Āfai e alofa mai se tasi ‘iā te a‘u, e tausia e ia la‘u ‘upu; e alofa fo‘i lo‘u Tamā ‘iā te ia; e ō mai fo‘i i mā‘ua ‘iā te ia, matou te nonofo ma ia.”Faitauga - Tusi Paia: Roma 8:31-39Afai e tau ma finau le fanau a le Atua i mea faʻalavelave ma luitau, e masani ona latou manunu'a ai i ia tauiviga ae lei maua le taui o le manumalo. Ae e i ai se auala e sili atu mo fanau a le Atua e manuia ai, o le maua o le manumalo e aunoa ma se taua, e pei ona tatou vaai ai i le tusi o Roma 8:37 e faapea ua tatou manumalo a'ia'i i nei mea uma lava, ona o ia ua alofa mai ia te i tatou. O le a ou talanoa atu i lenei mataupu i le asō, e faʻaauau atu ai le mataupu faasolo na amataina i le lua aso talu ai.A alofa le Atua i se tagata, e na te faia i latou ia manumalo aiai, o lona uiga latou te fiafia i le manumalo, e aunoa ma le tau. E te manatu i se tagata e fusu malosi ia manumalo i se fusi o le siamupini, ona ia tuuina atu lea i lona to'alua faatasi ma le tupe na manumalo ai, o lona uiga, ua manumalo foi lona to'alua e aunoa ma le fusu i le fusuaga! I lea tulaga, na manumalo lona toalua i le fusi o le siamupini e aunoa ma le tau. Ou te tatalo e foai atu e le Atua mata'utia, ia te oe le manumalo e aunoa ma lou tauina o ni taua, i le suafa o Iesu. E iai nisi e faapea mai, e alofa le Atua i tagata uma, peitai e lē sa'o. E to'a sefulu ma le lua (12) so'o a Iesu, ae sa vavalalata atu nisi ia Iesu nai lo isi. E te manatua sa ave e Iesu tau o Peteru, Iakopo ma lona uso o Ioane i luga o le mauga na liua ai Iesu (Mataio 17: 1-3). O soo ia sa mafuta vavalalata ma Iesu nai lo isi. Peitai o se tasi o i latou, o Ioane, na sili atu lona latalata ia Iesu. Mo se fa'ataitaiga, ina ua fesiligia Iesu e le ‘au so'o e ta'u le igoa o le tagata o le a faalata ia te ia, e lei tali sa'o mai Iesu seia oo ina fesili sao iai Ioane ia te ia (Ioane 13: 21-26). Le ‘au pele, e iai le mea lilo lea ou te fia faasoa ia te oe, e te faia e alofa tele mai ai le Atua ia te oe. Na fetalai Iesu i le Ioane 14:23, afai e te alofa Ia te Ia, e te tausi i lana Upu, ma o le a alofa tele lona Tamā ia te outou o le a afio o ia i totonu ‘iā te ‘outou. O se alofa faʻapitoa lea ua ia faasaoina mo i latou e usitaʻia ana poloaʻiga. Afai e te soifua e tusa ma lona finagalo, e tauina e le Atua taua mo oe, ma e leai se tasi e mafai ona faasagatau atu ia te oe (Roma 8:31). O le a faʻatumulia lou olaga i mea matagofie e faaalia ai le alofa faʻapitoa o le Atua ia te oe. E tusa lava pe foliga mai o le a faʻaumatia oe, e faʻatonutonu e le Atua auala uma e alofaina ai oe ma oo ina e fa'aeaina (Tanielu 3:8-30). Le ‘au pele , o lou alofa i le Atua i le tausia o ana afioga e mautinoa ai lou maua o le manuia ma manumalo e aunoa ma lou tauina o se taua. Po'o e tausia uma poloaʻiga a le Atua? I le suafa o Iesu, Amene. 

Attaining this is work my friends.

In this weeks Q&A we answer questions about fasting, the meaning of Matthew of 17:21, and the difference between a sin to abstain from versus a legitimate practice to fast from.

February 15 2026 - Attaining to Fullness-Sermon by Christian Family Chapel

Pastor Stephen Harmon's message at Kingdom Life Community Church on 2/15/26. Music by scottholmesmusic.com

Still largely viewed as a peaceful philosophy, across much of south-east Asia, the religion has been weaponised to serve nationalist goals By Sonia Faleiro. Read by Dinita Gohil. Help support our independent journalism at theguardian.com/longreadpod

Whether you wanna lose weight, attain more success in your business, or just become a better you, excuses are the nails used to build a house of failure. But our guest will get you motivated, energized, and working to be the best possible you. Are you ready to finally shed those unwanted pounds or achieve a more positive and productive life?Natalie Jill is a Fat Loss Expert And Creative Sales Strategist who helps women ReIgnite, ReDefine and ReBrand what aging has to mean! In the 50+ crowd herself, she is changing conversations around age, potential, and possibility! In addition to her Midlife Fat Loss Business,  She helps entrepreneurs skyrocket their sales by up-leveling their unique relatable, and compelling STORY, expanding their brand online, and fixing their sales process. Natalie is also the creator and host of the top-ranking Listen Up! with Natalie Jil?l?She chats with Dr. Friedman about breaking bad habits, building a healthy diet for YOUR lifestyle, and how she kills FAT every single day, (False Assumed Truths.)To learn more about Natalie Jill or to get her amazing and empowering books, visit www.Nataliejill.com To inquire about working directly with Natalie go to:  www.BrandStoryExpansion.com.

reference: Sri Aurobindo, Bases of Yoga, Chapter 4, Desire — Food — Sex, pp. 75-76This episode is also available as a blog post at https://sriaurobindostudies.wordpress.com/2026/01/13/attaining-mastery-over-the-sex-impulse/Video presentations, interviews and podcast episodes are allavailable on the YouTube Channel https://www.youtube.com/@santoshkrinsky871More information about Sri Aurobindo can be found at www.aurobindo.net  The US editions and links to e-book editions of SriAurobindo's writings can be found at Lotus Press www.lotuspress.com#Sri Aurobindo #yoga #integral yoga #sadhana #spirituality #sex impulse #Brahmacharya #celibacy

We often talk about self-love, discipline and willpower but rarely do we talk about self-respect. The truth is, the reality behind weight, body and life change actually relies on the respect we have for ourselves. Instead of focusing on control, focus on respect. The regulation it provides your body will ignite change not only in your weight but also in your life.

In this episode, I am once again joined by Dhammarato: a lineage teacher in the Thai Buddhist tradition who is known for his unique, 1-1 teaching conversations conducted with students online.  Dhammarato guides us through the Ānāpānassatisutta, a much loved scripture which describes Buddhism's famous breath meditation practice. Dhammarato describes the technique in detail, challenges common misconceptions about this practice and the sutta, and explains how the whole Buddhist path is contained within it. Dhammarato also argues that loving kindness meditations and remembering past lives are not Buddhist practices, addresses jhana and other meditation practice mistakes, and reflects on the fruits of his own practice when faced with illness and physical pain. … Video version: https://www.guruviking.com/podcast/ep342-npnassati-dhammarato Also available on Youtube, iTunes, & Spotify – search ‘Guru Viking Podcast'. ... Topics Include: 00:00 - Intro 00:52 - Various breathing meditations 02:28 - MN 118: Ānāpānassatisutta - about the sutta 04:58 - 4 foundations of mindfulness 05:37 - Factors of Enlightenment 06:39 - Mistaken readings of the sutta 08:01 - Critique of loving kindness meditation 10:12 - Sitting meditation vs ānāpānassati 11:22 - Sati vs loving kindness meditation and recalling past lives 13:00 - Right noble looking 13:55 - Entering the first jhana and gladdening the mind 17:19 - Victim attitude 19:31 - How to make the body comfortable 22:36 - The skill of developing sukha, satisfaction 26:02 - Thoughts, feelings, and body are interrelated 27:35 - Ānāpānassati is not a breathing meditation 28:42 - Pragmatic Dharma vs Engaged Buddhism 30:25 - How to apply ānāpānassati 33:27 - The first step of nobility 36:22 - A feeling of success 39:14 - Attaining knowledge and deliverance 41:58 - Common jhana practice mistakes 46:52 - Loving kindness meditation mistakes 51:50 - Metta is a consequence not a practice 53:06 - Vipassanā vs samatha 57:10 - Explaining other Buddhist masters' enlightenments 59:23 - Comments on Ajahn Chah and correct practice 01:01:53 - Working with pain and sickness 01:03:06 - Cancer and meditation 01:05:31 - Dhammarato's aging and health 01:06:03 - Criticism of Goenka and sitting through pain 01:07:11 - Magical thinking of sitting through pain 01:08:28 - Advice for approaching death 01:10:53 - Dhammarato reflects on the deaths of his loved ones 01:13:37 - How to die happy 
Dhammarato Episode Playlist - https://www.guruviking.com/search?q=DHAMMARATO To find out more about Dhammarato, visit: - Email: dhammaratog@gmail.com - Discord: https://discord.gg/epphTGY - https://dhammaratoblog.wordpress.com/ - https://www.youtube.com/channel/UCjxg5GJFsRqnS-YLTzyrjLQ Read the Ānāpānassatisutta: - https://suttacentral.net/mn118/en/sujato?lang=en&layout=plain&reference=none¬es=asterisk&highlight=false&script=latin … For more interviews, videos, and more visit. - www.guruviking.com … Music ‘Deva Dasi' by Steve James

IN THIS WEEKS EPISODE: we are talking about everything you need to know about making 2026 your best year yet. if you have any confusion on how to plan for the new year, visualize your dream life, or even have doubts on what to put on your vision board - this is the episode for you. we talk about identifying desires, creating a vision board that ACTUALLY works, the law of vibration, the law of attraction, and the law of inspired action, etc. we're ensuring we don't go into this next year with wishful thinking, but rather intentional strategy and direction. Learn more about your ad choices. Visit podcastchoices.com/adchoices

reference: Sri Aurobindo, Bases of Yoga, Chapter 4, Desire — Food — Sex, pg. 65This episode is also available as a blog post at https://sriaurobindostudies.wordpress.com/2025/12/26/integral-yoga-method-for-attaining-mastery-over-the-force-of-desire-in-the-lower-vital-nature/Video presentations, interviews and podcast episodes are allavailable on the YouTube Channel https://www.youtube.com/@santoshkrinsky871More information about Sri Aurobindo can be found at www.aurobindo.net  The US editions and links to e-book editions of SriAurobindo's writings can be found at Lotus Press www.lotuspress.com#Sri Aurobindo #yoga #integral yoga #spirituality #desires #fasting #vow of silence

Send us a textShownotes can be found at https://www.profitwithlaw.com/513In this episode, Moshe reflects on the past year at Profit With Law, sharing how he's balanced his most important value—family—while continuing to help law firm and business owners build financial stability and freedom. From tax services and coaching to fractional CFO support, he explains how PWL has been helping clients generate consistent, scalable wealth.Moshe also shares his vision for the future: taking the next step beyond business owners to help anyone turn the wealth they have into generational wealth through smart investing and strategic financial decisions. He challenges listeners to stop staying “stuck” and take action—attending events, joining calls, or exploring opportunities that can transform their financial future.This episode is a mix of reflection, insight, and practical advice for anyone ready to create stability, freedom, and lasting wealth..Resources mentioned:

Have you ever wondered how high achievers maintain their incredible drive? Motivation is often the critical difference between stagnation and massive accomplishment. This episode breaks down the Top 3 steps to unlocking your motivation, providing clear, actionable techniques to shift your mindset. Learn these secrets from Kris Krohn to attain the focus, drive, and confidence needed to become a high achiever and finally accomplish your greatest life goals.

We recorded someone guide himself into a Jhana live on our podcast. And he narrated the whole process from start to finish.Jhanas are meditative bliss states and they traditionally require thousands of hours of practice. But Stephen Zerfas and his team at Jhourney are changing that—creating retreats where most participants hit a Jhana in their first week.Dan Shipper went to one of their retreats earlier this year, and it was by far the best he's been to. So we had Stephen on AI & I to show us how he gets into a Jhana and what the future of super wellbeing might look like.If you found this episode interesting, please like, subscribe, comment, and share!Want even more?Sign up for Every to unlock our ultimate guide to prompting ChatGPT here: https://every.ck.page/ultimate-guide-to-prompting-chatgpt. It's usually only for paying subscribers, but you can get it here for free.To hear more from Dan Shipper:Subscribe to Every: https://every.to/subscribeFollow him on X: https://twitter.com/danshipperTimestamps:Introduction: 00:00:56A primer on Jhana meditation: 00:01:18Zerfas guides himself into a Jhana: 00:05:47Why Jhana is about resting into what already exists: 00:36:04Approaching meditation with play and curiosity: 00:39:30The potential pitfalls of Jhana meditation: 00:45:04How to hack your personality through memory reconsolidation: 00:48:21Why Jhana won't let you numb yourself to real problems: 00:53:10How Jhana meditation has changed Zerfas: 00:55:36How Jhourney is using AI to make Jhanas more accessible: 01:09:41Links to resources mentioned in the episode:Stephen Zerfas: Stephen ZerfasJhourney: https://www.jhourney.io/The Donella Meadows book Zerfas refers to: Thinking in Systems: A Primer

Message from Ese Tokurah on November 29, 2025

Jon walks through six common deflection techniques and two dismissing strategies we too often use to avoid truths that could help us become who God has created us to be.

DREAM WITH US, and we'll teach you how to interpret them!⁠⁠Lucid dreaming is an interesting ego state when we are dreaming and regain full self-awareness. Being awake in the dream world can be useful, but imposing a rigid agenda can undermine the Dream Maker's attempts to educate and help us. Each dream is crafted to incrementally expand our awareness and acceptance of unconscious factors we need in order to grow. When we wake inside a dream, we can lose track of that important attitude and may use the dream as our playground—most people try to fly and miss significant opportunities. If we can achieve a non-grasping clarity, lucidity can deepen our inner work by enabling us to engage dream figures with the full measure of our curiosity. Researchers have various suggestions for increasing the frequency of Lucid Dreams, and ancient traditions like Dream Yoga help the aspirant learn about their mental structures. Attaining access to the inner worlds is similar to Jung's Active Imagination and can yield comparable or even better results. This is possible if we adopt a proper dream ethic: respect the dream as an autonomous process and use lucidity to inquire and relate, not to dominate.Read along with the dream HERE.Find the books we reference HERE.LOOK & GROW⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Join THIS JUNGIAN LIFE DREAM SCHOOL⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Do you have a topic you want us to cover?⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠WE NEED YOUR HELP! Become a patron to keep TJL running.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠We've got totally NEW MERCH!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠We'd like to take a crack interpreting your dream.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠If you've been struggling in the dark, trying to find the keys to unlock your dreams, help has arrived. Order your copy of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Dream Wise: Unlocking the Meaning of Your Dreams⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ from the hosts of This Jungian Life podcast and open the secret door.

Today on the Happy Half Hour, Darin and Kassidy recap the Panthers 30-27 win over the Dallas Cowboys, highlight the offensive line depth, outline why they think the Panthers are becoming a "normal football team", and so much more!See omnystudio.com/listener for privacy information.

Ken Nowick is the owner and CEO of Cerberus Strength USA, the American brand of the Scottish company of the same name which strives to provide supportive equipment of the highest possible quality to not only high level athletes in strength sports but also the recreational athlete too. Attaining a master's degree in chemical and process engineering, Nowicki not only shifted gears out of a career in oil but simultaneously emigrated from Scotland to the USA to begin a career in sports therapy in 2013. He interned at Teamwork Therapy & Sports Performance while attending school for a certificate in massage therapy at the Massage Therapy Institute of Colorado. While at Teamwork Therapy, he worked with an extensive range of patients from general public suffering from back pain, all the way to World's Strongest Man winners in an attempt to avoid injury and maximize performance. Things shifted again in 2014 when the Cerberus Strength began releasing small batches of products in the USA. Since that time, Nowicki has been at the helm of Cerberus Strength USA and has seen the company continue to grow year upon year and gain large amounts of exposure within the strength community. In addition to managing the responsibilities of an owner and CEO of the company, Nowicki is a big presence in the strength sport and strongman community. He has been putting out content through Cerberus Strength in the form of educational articles and videos, as well hosting The Iron Edge Podcast.  Nowicki has been involved with strongman and strength sports as a competitor since 2006 and has competed on some of the biggest stages in professional strongman. Over the course of his career he has traveled internationally, representing his home country within the sport, winning multiple titles and finishing on the podium at some of the biggest events in strongman, to include being crowned Scotland's Strongest Man 4 times, 2011 UK's Junior Strongest Man and UK's Strongest Man runner-up, and finishing 7th at Amateur World Championships in 2012 amongst other accolades. He is still an avid lifter and enjoys snowboarding and hiking when he is not training in the weight room.  Cerberus StrengthUse Code: STRENGTH_GAME at Cerberus-Strength.comSamson EquipmentSamson Equipment provides Professional Weight Room Solutions for all your S&C needs.Sport KiltUse Code: TSG at SportKilt.comDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the show

THE DISCERNING OF SPIRITS (ATTAINING ACCURACY IN PERCEPTION) WITH APOSTLE JOSHUA SELMAN |14||09|2025

Shiur given by Rabbi Bezalel Rudinsky on Parshas Shoftim. Shiur recorded in Yeshivas Ohr Reuven, Monsey, NY.

Welcome to another edition of the Balanced Warrior Podcast, where hosts Coach Michael Mertens and Coach Chris Berlow dive into the art of living a life of multidimensional success, regardless of age. In this important episode, they draw from their decades of experience as martial artists and entrepreneurs, and share how the philosophies of East and West can empower you to master the challenges of aging. If you are a high achiever and driven professional, the coaches guide you through continuing to maximize your growth and fulfillment as you age gracefully. The coaches share practical strategies to help you stay motivated, find new avenues for growth, and embrace the wisdom that comes with experience. Important Takeaways for Aging High Achievers Embrace the "Yeah, But" Mindset: Instead of dwelling on what you can no longer do, acknowledge your limitations and then counter them with what you can still do or have gained. For example, "I can't kick as high, but my timing and technique are better than ever." This positive self-talk helps shift your focus from loss to gain. Find Your New Growth Space: While some physical skills may decline, there are always new areas for improvement. This could be refining your technique, improving your posture, or gaining a deeper understanding of your craft. Embrace Your Role as a Mentor: Your mistakes and battle scars are not liabilities but assets. Use your wisdom and hard-earned experience to coach and guide others. Mentoring allows you to find fulfillment and purpose, transforming your limitations into valuable lessons for the next generation. Continuously Learn New Skills: To counter the frustration of physical decline in one area, consider picking up a new hobby or challenge where you can experience the joy of skill acquisition and upward trajectory. The key is to keep your mind engaged and excited about learning. Prioritize Consistency Over Intensity: Older athletes often get injured by overdoing it. The key to long-term success is to train consistently rather than pushing for short bursts of intense effort followed by long periods of recovery. Be Better Every Day! Even as you age!

Teenaged Sabrina Wang has the distinction of being one of the first girls--Asian American or otherwise--to earn the coveted rank of Eagle Scout in what is now known as Scouting America. Formerly known as the Boy Scouts of America, the organization recently fully embraced a significant rebranding, opening its programs now to girls and LGBTQ+ youth while retaining traditions like the Scout Oath and mission. Sabrina's enthusiasm for becoming a Scout speaks volumes to the success of this effort. And her attaining the rank of Eagle Scout speaks volumes to her leadership abilities and determination.

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Show notes at pharmacyjoe.com/episode1043. In this episode, I'll discuss the risk factors for not attaining target beta-lactam levels in ICU patients. The post 1043: Three risk factors for not attaining target beta-lactam levels in ICU patients appeared first on Pharmacy Joe.

Megan Prince is the CRO of Zeni. Zeni is what happens when AI meets accounting and the Zeni team is turning heads with industries all around the world. Megan is one of the most exciting CRO's in AI to watch right now. She's an elite leader who has had an incredible run from SDR to CRO…and has created a leadership style any leader would benefit from learning. She blends individual development with accountability, delivers results without sacrificing culture, and starts with Mindset…not just mechanics…as the ultimate lever for performance. Today Megan joins us and shares why the best leaders focus on what people are becoming as the ultimate roadmap to what the team ultimately is attaining in an episode unlike any other we've had in show history. You can connect with Megan on LinkedIn here. (https://www.linkedin.com/in/megan-prince-60a782121/) You can check out Zeni here (https://www.zeni.ai/). For video excerpts of this and other episodes of the Sales Leadership Podcast, check out Sales Leadership United Here. (https://www.patreon.com/c/SalesLeadershipUnited) Be sure to check out the full video of this episode on our YouTube channel here.

  Last time we spoke about China's preparations for War. In December 1936, the tension in China reached a boiling point as Nationalist General Chiang Kai-shek was captured by his own commanders, Zhang Xueliang and Yang Hucheng. Disillusioned by Chiang's focus on fighting communists instead of the encroaching Japanese forces, the generals sought a unified response to Japanese aggression. After being held in Xi'an, Chiang reluctantly agreed to collaborate with the Chinese Communist Party, marking a significant shift in strategy against Japan. Amidst the rising chaos, Chiang's government reviewed historical military strategies and prepared for a prolonged conflict. However, they faced challenges, including inadequate supplies and a lack of modern equipment compared to the Japanese. By 1937, China was ill-prepared for war, with Chiang later expressing regret about their military readiness. Despite these setbacks, the alliance formed with the communists laid a foundation for a united Chinese front against the brutalities of the Sino-Japanese War that would follow.   #153 Japan Prepares for War Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. So in the last episode we talked about how China was preparing itself for war, now its time for Japan. Since Japan's invasion of North China, Japanese field armies had promoted a series of autonomous zones in northern China. Officers from the Kwantung Army, skeptical of China's capacity to modernize, believed that the vast region would inevitably fragment into regional factions. This policy effectively maintained a weak and divided China, which served Japan's to defend Manchukuo. However many Japanese military leaders frequently pointed to the threat posed by the KMT's five-year plan, initiated in 1933 with assistance from German military advisors, aimed at modernizing and expanding the national army. To counter what they perceived as a Chinese threat, the field armies advocated for a preemptive war to dismantle Chiang Kai-shek's regime. Any attempt by Tokyo to alter the military's China policy faced vigorous opposition from the Kwantung Army, which, in February 1937, pushed for intensified covert actions to expel the KMT from northern China and supported a preemptive war to secure strategic areas for future operations against the Soviet Union. At a March meeting in Tokyo, staff officers from the China Garrison and Kwantung armies insisted that any concessions to China would be a grave mistake and would likely yield only temporary outcomes. In early spring 1937, Prince Konoe Fumimaro inherited a China policy fraught with competing views, however, there was consensus that China must not distract the empire from its preparations against the USSR. The end goal was clear, but the means to achieve it remained uncertain. The cabinet's approval of the "Fundamentals of National Policy" in August 1936 indicated a need for stability as the army and navy reconfigured Japan's war machine. The challenge lay in aligning long-term strategic goals with practical short-term interests in northern China without upsetting the existing balance of power. Expanding demands propelled the army's contingency planning, which had traditionally focused on safeguarding Japanese interests and the approximately 13,000 Japanese citizens residing in the region. Tokyo typically responded to serious incidents by deploying troops from homeland garrisons to address localized emergencies and then withdrawing them. However, by the mid-1930s, the growing Soviet threat to Manchukuo rendered this doctrine obsolete. Incidents in northern China gained strategic importance as they diverted resources from the Kwantung Army's preparations against the Soviet Union. Disruptions in northern China hindered access to essential raw materials necessary for army modernization and rearmament, while hostile Chinese forces threatened the Kwantung Army's strategic left flank in the event of war with the Soviets. With these considerations in mind, the army revised its operational war plans, assuming that northern China would serve as Japan's strategic rear area for operations against the USSR. In 1911 Japan's plan for general war mandated thirteen divisions to occupy southern Manchuria, capture Beijing, and subsequently occupy Zhejiang and Fujian. Limited contingency operations in northern China required two divisions to secure rail communications from Beijing to the coast. In the weeks following the 1931 Manchurian Incident, the General Staff in Tokyo drafted plans to counter a Sino-Soviet alliance, anticipating a 2 month campaign involving 15-16 divisions, with the majority engaged against the Soviet Red Army. 2 divisions were designated to secure northern China, while smaller units would monitor the Inner Mongolian front to protect Japan's western flank in Manchuria. After further refinement, the General Staff identified three contingencies for China in early 1932: maintaining the traditional mission of safeguarding Japanese interests and citizens with a standard two-division force; ensuring a secure line of communication between the Chinese capital and the sea with the China Garrison Army, which consisted of approximately 1,700 officers and men, reinforced by one division; and, in a worst-case scenario of all-out war, deploying three divisions to reinforce the Kwantung Army, along with 7 additional divisions and 3 cavalry brigades to suppress resistance in northern China and the Shandong Peninsula, while two additional divisions secured key areas in central China. Between 1932-1936, China received less attention as the General Staff focused on the Soviet military buildup in the Far East. Anxiety, stemming from the Soviet buildup in the Far East, was a pervasive concern reflected in the draft rearmament plan submitted to the throne on May 21, 1936, as part of the national budget formulation process. The army proposed countering the Soviet threat by enhancing Japanese strategic mobility in Manchukuo through the renovation and expansion of airfields, ports, roads, and rail infrastructure, and by constructing army air force arsenals, storage depots, and medical facilities. The positioning of Japanese divisions in eastern Manchuria suggested their wartime objectives, with the Kwantung Army relying on a mobile independent mixed brigade composed of armored car and mounted cavalry units stationed in Gongzhuling, central Manchuria, as its immediate response force for contingencies in northern China. Major units were not concentrated in western Manchuria, where they would be expected to deploy before any planned invasion of northern China. Nevertheless, General Staff planners remained vigilant regarding developments in China, where the resurgence of nationalism, Communist movements advancing north of the Yellow River in February 1936, and the spread of anti-Japanese sentiments across northern China raised the specter of limited military operations escalating into full-scale warfare. China's improving military capabilities would likely hinder Japanese forces from accomplishing their objectives. For example, around Shanghai, Chinese defenses were bolstered by extensive, in-depth, and permanent fortifications. In mid-September 1936, the General Staff in Tokyo issued orders to preempt significant outbreaks in northern China by repositioning a division in Manchukuo closer to the boundary. If hostilities broke out, the China Garrison Army, supported by Kwantung Army units, would launch punitive operations against Chinese forces as necessary. Higher headquarters expected local commanders to act swiftly and decisively, employing rapid maneuvers and shock tactics to address outbreaks with minimal force. Given that no alternative responses were considered, Japanese operational planning for northern China relied on an all-or-nothing approach to force deployment, even for minor incidents. Yet, the senior leadership of the army remained deeply divided over its China policy. Influenced by Ishiwara, the General Staff wanted to avoid military actions that could lead to a full-scale war with China, focusing instead on advancing the army's extensive rearmament and modernization program. In contrast, a majority of high-ranking officers in the Army Ministry and General Staff, particularly within the 2nd Operations Section and the Kwantung Army, favored forceful action against China, believing it necessary to quell rising anti-Japanese sentiments. Drawing from past experiences, these officers anticipated that the Chinese would quickly capitulate once hostilities commenced. This lack of a unified military strategy reflected broader disagreements among the army's leadership regarding operations in China. While operational planning called for the permanent occupation of large regions in northern and central China, the General Staff aimed to contain outbreaks to maintain focus on Soviet threats. There was a clear absence of long-term operational planning; instead, the army concentrated on initial battles while relegating planning for prolonged combat operations to contingent circumstances. In summary, the Japanese army preferred to avoid military force to address Chinese issues whenever feasible but was equally unwilling to concede to Chinese demands. Since 1914, Tosui Koryo or “Principles of Command” had served as the foundational doctrine for senior Japanese army commanders and staff officers engaged in combined arms warfare at the corps and army levels. The advent of new weapons, tactics, and organizational changes during World War I compelled all major military forces to reassess their existing military doctrines across strategic, operational, and tactical dimensions. In response, Japan modified the Principles of Command to blend its traditional post-Russo-Japanese War focus on the intangible factors in battle with the newest concepts of modern total war. A revision in 1918 recognized the significance of “recent great advances in materiel” for total warfare, yet it maintained that ultimate victory in battle relied on dedication, patriotism, and selfless service. In the 1920s, the General Staff's Operations Section, led by Major General Araki Sadao, who would become the leader of the Kodoha faction, had produced the most significant and impactful revision of the Principles. A staunch anti-communist and ideologue who valued the intangible elements of combat, Araki appointed Lieutenant Colonel Obata Toshishiro and Captain Suzuki Yorimichi as the principal authors of the manual's rewrite. Obata, a Soviet expert, was strongly influenced by German General Count Alfred von Schlieffen's classic theories of a “war of annihilation,” while Suzuki, the top graduate of the thirtieth Staff College class, shared Araki's focus on “spiritual” or intangible advantages in warfare. Both men were brilliant yet arrogant, working in secrecy to create a doctrine based on what Leonard Humphreys describes as “intense spiritual training” and bayonet-led assaults to counter the opponent's material superiority.  The latest version of the Principles of Command preserved the operational concept of rapid Japanese mobile offensive operations, aiming to induce a decisive battle or “kaisen” early in the campaign. It reaffirmed the sokusen sokketsu or “rapid victory' principle of rapid warfare. Attaining these goals relied exclusively on offensive action, with the army expecting commanders at all levels to press forward, defeat enemy units, and capture key territories. The troops were indoctrinated with a spirit of aggression and trained to anticipate certain victory. The emphasis on offensive action was so pronounced that Araki eliminated terms like surrender, retreat, and defense from the manual, believing they negatively affected troop morale. This aggressive mindset also infused the Sento Koryo or “Principles of Operations”, first published in 1929 as a handbook for combined arms warfare tailored for division and regimental commanders. The manual emphasized hand-to-hand combat as the culminating stage of battle, a principle regarded as unchanging in Japanese military doctrine since 1910. Senior commanders were expected to demonstrate initiative in skillfully maneuvering their units to encircle the enemy, setting the stage for climactic assaults with cold steel. Infantry was deemed the primary maneuver force, supported by artillery. To complement rapid infantry advances, the army developed light and mobile artillery. Operationally, encirclement and night attacks were vital components of victory, and even outnumbered units were expected to aggressively envelop enemy flanks. In assaults against fortified positions, units would advance under the cover of darkness, avoiding enemy artillery fire and positioning themselves for dawn attacks that combined firepower with shock action to overwhelm enemy defenses. In encounters with opposing forces, commanders would maneuver to flank the enemy, surround their units, and destroy them. If forced onto the defensive, commanders were expected to seize opportunities for decisive counterattacks to regain the initiative. These high-level operational doctrines were distilled into tactical guidelines in the January 1928 edition of the Infantry Manual or “Hohei Soten”, which saw a provisional revision in May 1937 . Both editions opened with identical introductions emphasizing the necessity for a rapid victory through the overpowering and destruction of enemy forces. Infantry was identified as the primary arm in combined arms warfare, and soldiers were taught to rely on cold steel as fundamental to their attacking spirit. The 1928 Infantry Manual underscored the commander's role in instilling a faith in certain victory or “hissho shinnen”, drawing from the glorious traditions of Japanese military history. The 1928 infantry tactics employed an extended skirmish line with four paces between soldiers. Individual initiative in combat was generally discouraged, except under exceptional circumstances, as success relied on concentrating firepower and manpower on narrow frontages to overwhelm defenders. An infantry company would create a skirmish line featuring two light machine gun squads and four rifle squads, preparing for a bayonet-driven breakthrough of enemy defenses. For the final assault, the infantry company would line up along a 150-yard front, likely facing casualties of up to 50% while breaching the enemy's main defensive line. Historical analysis reveals the shortcomings of these tactics. During World War I, armies constructed extensive, multi-layered defenses, trenches, pillboxes, and strong points, each independent yet all covered by artillery. If assaulting infantry suffered heavy losses breaching the first line, how could they successfully prosecute their assault against multiple defense lines? The 1937 revision elaborated on new tactics to overcome entrenched Soviet defenses, drafted in anticipation of arms and equipment that were either in development or production but not yet available for deployment. This became official doctrine in 1940, but as early as summer 1937, units from the China Garrison Army were field-testing these new tactics. The provisional manual adopted combat team tactics, forming an umbrella-like skirmish formation. This involved a light machine gun team at the forefront with two ammunition bearers flanking it to the rear. Behind the machine gun team were riflemen arranged in a column formation, maintaining six paces between each. The light machine gun provided cover fire as the formation closed in on the enemy for hand-to-hand combat. Increased firepower expanded the assault front to 200 yards. The combination of wider dispersion and night movement aimed to reduce losses from enemy artillery fire while the infantry advanced through successive lines of resistance. Commanders at the platoon level were responsible for leading the final assault into enemy lines, with increased tactical responsibility shifting from platoon to squad leaders, allowing for greater initiative from junior officers and non-commissioned officers. This emphasis on broader dispersal and fluidity on the battlefield required frontline infantry to exhibit aggressiveness and initiative. Contrary to popular belief, the Japanese military did not solely rely on the bayonet or an offensive spirit during engagements with Chinese forces. They effectively employed superior firepower and modern equipment within their combined arms framework, using heavy weapons and artillery to soften enemy positions before launching infantry attacks. Without such firepower, unsupported infantry attacks would have struggled to achieve their objectives. In January 1937, the Imperial Japanese Army consisted of approximately 247,000 officers and men, organized in a structure comprising seventeen standing infantry divisions, four tank regiments, and fifty-four air squadrons equipped with a total of 549 aircraft. The China Garrison Army and the Taiwan Garrison Army each included two infantry regiments, while a separate independent mixed brigade was stationed in Manchuria. Two divisions were permanently based in Korea, with four more assigned on a rotating basis to the Kwantung Army in Manchukuo. The remainder of the forces were stationed in the Japanese home islands. A substantial pool of reservists and partially trained replacements was available to mobilize, enabling the expansion of peacetime units to their wartime strength as needed. Conscription provided the primary source of enlisted manpower for the army, though a handful of young men volunteered for active duty. For conscription purposes, Japan was divided into divisional areas, which were further subdivided into regimental districts responsible for conscription, mobilization, individual activations, and veteran affairs within their jurisdictions. Typically, conscripts served with the regiment associated with their region or prefecture. However, the Imperial Guards regiments in Tokyo selected conscripts from across the nation, as did the Seventh Infantry Division, which recruited from the sparsely populated Hokkaido area and from regular army units stationed in Korea, China, and Taiwan. Draftees from Okinawa Prefecture usually served with Kyushu-based regiments. All males reaching the age of 20 underwent an army-administered pre-induction physical examination conducted between December 1 and January 30 of the following year. This evaluation classified potential conscripts into three categories: A “suitable for active duty”, B1, and B2, while others were deemed unfit for the demands of military life. In 1935, 29.7% of those examined received A classifications, while 41.2% were graded as B1 or B2. Among the 742,422 individuals eligible for conscription in 1937, approximately 170,000 were drafted, amounting to 22.9% of the cohort; this figure had remained relatively consistent since the post-Russo-Japanese War years. Within the conscripted group, 153,000 men were classified as A and an additional 17,000 as B. Conscripts served for two years of active duty, with variations based on their military specialty and any prior civilian military training. After their discharge, they were subject to a lengthy reserve obligation. In total, 470,635 individuals fell into the B category, being otherwise fit for service but excess to the army's active personnel needs. These men were assigned to the First Replacement Pool, where they underwent around 120 days of basic military training, primarily focused on small arms usage and fundamental tactics. Regular officers and NCOs led the training in their respective regimental districts. Following their initial training, the army called these replacements and reservists to active duty annually for several days of refresher training. Army leaders regarded discipline as the cornerstone of military effectiveness. Basic training emphasized the necessity of unquestioning obedience to orders at all levels. Subsequent training focused on fieldcraft, such as utilizing terrain strategically to surprise or encircle the enemy. However, training exercises often lacked diversity due to the limited maneuver areas available in Japan, leading to predictable solutions to field problems. The training regimen was rigorous, merging strict formal discipline and regulated corporal punishment with harsh informal sanctions and unregulated violence from leaders to instill unwavering compliance to orders. As an undergrad taking a course specifically on the Pacific War, it was this variable my professor argued contributed the most to the atrocities performed by the Japanese during WW2. He often described it as a giant pecking order of abuse. The most senior commanders abused, often physically their subordinates, who abused theirs, going through the ranks to the common grunts who had no one else but civilians and the enemy to peck at so to speak. Of course there were a large number of other variables at play, but to understand that you outta join my Patreon Account over at the www.patreon.com/pacificwarchannel , where I made a fan favorite episode on “why the Japanese army performed so many atrocities”. In there I basically hit a big 10 reason list, well in depth, I highly recommend it! As the concept of the “Imperial Army” and the cult of the emperor gained prominence, appeals to imperial symbols and authority bolstered this unquestioning obedience to superiors, who were seen as the conduits of the emperor's will. It was during this period that the term kogun or “imperial army” gained favor over kokugun or “national army”, reflecting a deliberate effort by military authorities to forge a direct connection between the military and the imperial throne. The 1937 Japanese infantry division was structured as a square formation, with a peacetime strength established at approximately 12,000 officers and men organized into two brigades, each comprising about 4,000 personnel, formed from two infantry regiments, about 2,000 men each. The division included a field artillery regiment, an engineer regiment, and a transport battalion as organic units. Each infantry regiment was composed of three battalions, approximately 600 men each, which contained three rifle companies, 160 men each and a weapons platoon. A rifle company consisted of three rifle platoons and one light machine gun platoon. Regiments also included infantry assault gun platoons, and battalions contained a heavy machine gun company. Upon mobilization, a fourth infantry company augmented each battalion, along with reserve fillers, nearly 5,000 personnel assigned as transport and service troops, raising the authorized wartime strength of an infantry division to over 25,000 officers and men.  Reforms implemented in 1922 reduced personnel numbers in favor of new and improved weapons and equipment. Among these advancements, the 75 mm Type 90 field artillery piece, which boasted increased range and accuracy, was integrated into the forces in 1930, along with the 105 mm Type 10 howitzer and 75 mm pack mountain artillery which could be disassembled for transport using pack animals. These became standard artillery components for divisions. The emphasis on light, mobile, and smaller-caliber field artillery enabled swift deployment during fast-moving engagements. By minimizing the size of the baggage train, infantry and artillery units could quickly set up off the march formation and maneuver around enemy flanks. Army leaders further streamlined road march formations by eliminating the fourth artillery battery from each regiment, thus sacrificing some firepower for enhanced speed and mobility. Heavier artillery pieces were still used in set-piece battles where mobility was less critical. In a typical 1936 division, the field artillery regiment, equipped with Type 90 field artillery or lighter Type 94 mountain artillery, had thirty-six guns. Training focused on quality rather than quantity, reflecting the conservative doctrine of “one-round-one-hit”. Live-fire training was infrequent due to the scarcity of artillery firing ranges in Japan. Ammunition stockpiles were inadequate for anticipated operational needs; government arsenals produced over 111,000 artillery shells in 1936, which was fewer than one-tenth of the quantities specified in wartime consumption tables. Similar industrial shortcomings also hampered advancements in motorization and armor. Motorization proved costly and relied on foreign supply, presenting challenges given the inferior road networks in Manchuria, northern China, and the Soviet Far East. Military estimates suggested a need for 250,000 trucks to fully motorize the army, a goal beyond the capabilities of the nascent Japanese automotive industry, which produced fewer than 1,000 cars annually until 1933. Japanese tanks, described as “handcrafted, beautifully polished, and hoarded” by Alvin Coox, suffered from shortages similar to heavy artillery and ammunition. The army prioritized light weighing ten tons or less and medium tanks sixteen tons or less due to the necessity of deploying armor overseas, size and weight were crucial for loading and unloading from transport ships. Smaller tanks were also more suitable for the terrains of northern China and Manchuria, as they could traverse unbridged rivers using pontoons or ferries. The Japanese industrial base, however, struggled to mass-produce tanks; by 1939, factories were producing an average of only twenty-eight tanks of all models per month. Consequently, in 1937, foot soldiers remained as reliant on animal transport for mobility as their ancestors had been during the Russo-Japanese War. Despite enjoying technological and material superiority over disorganized Chinese forces, these deficiencies in heavy artillery, armor, and vehicles would prove catastrophic against more formidable opponents. Another significant factor constraining Japanese industry's capacity to produce tanks, trucks, and artillery was the 1936 decision to expand the army's air wing and homeland air defense network. This policy diverted resources, capital, and technology away from the army's ground forces. The nascent Japanese Army Air Force or “JAAF” aimed to support ground operations through reconnaissance, bombing enemy bases, and achieving air superiority. However, direct support for ground operations was limited, and Japanese military planners did not anticipate that aerial bombardment could supplement or replace artillery bombardments. The expanded air arm's strategic mission centered on executing preemptive air strikes against Soviet air bases in the Far East to thwart potential air attacks on Japan. By the mid-1930s, the army had approximately 650 aircraft, roughly 450 of which were operational. The JAAF emphasized rigorous training that prioritized quality over quantity, producing only about 750 pilots annually up until December 1941. Basic flight skills were developed through this training, while specialized tactical instruction was deferred to newly established pilot units. According to logistics doctrine, Japanese maneuver units typically operated within a 120 to 180-mile radius of a railhead to facilitate resupply and reinforcement. A field train transport unit was responsible for moving supplies daily from the railhead to a division control point for distribution. The division established a field depot to manage the transfer of supplies from field transport to company and lower-echelon units. At the depot, transport troops would hand over supplies to a combat train that ferried ammunition, rations, and equipment directly to frontline units. Horse-drawn wagons and pack animals were the primary means of transportation. Each wartime division included a transport battalion, which varied in size from approximately 2,200 to 3,700 personnel, depending on the type of division supported. The division typically carried enough supplies for one day. Upon mobilization, the logistical framework was reinforced with the addition of an ordnance unit, a field hospital, a sanitation unit, and additional field and combat trains. The size of the transport regiment grew from around 1,500 officers and men with over 300 horses to nearly 3,500 troops and more than 2,600 animals. In the battalion, one company generally transported small-arms ammunition while two companies handled artillery shells and two others carried rations; this arrangement was flexible based on operational needs. Pack horses and dray horses were assigned to each company to carry or tow infantry assault artillery, mortars, artillery ammunition, and rations. Infantry soldiers carried minimal rations, approximately two and a half pounds, primarily rice, along with tinned condiments and salt. Consequently, the field train included a field kitchen stocked with fresh vegetables, rice or bread, soy sauce, and pickles. Each evening, a forward echelon train distributed supplies received from the field transport unit to the combat unit's bivouac area. When combat seemed imminent, a section of the transport battalion would move forward to deliver essential combat supplies, ordnance, equipment, medical supplies, directly to frontline units. These units would also handle resupply, medical evacuation, and repair of ordnance and equipment once fighting commenced.  On the evening of September 18, 1936, the fifth anniversary of the Manchurian Incident, Chinese troops from the Twenty-Ninth Army clashed with Japanese soldiers from the Seventh Company's rear-guard medical unit at Fengtai. When a Japanese officer arrived on horseback, a Chinese soldier struck his horse, prompting the Chinese troops to retreat to their barracks. Major Ichiki Kiyonao, the battalion commander, ordered an emergency assembly, surrounded the Chinese encampment, and demanded that Chinese authorities surrender the aggressors immediately. To defuse the situation, Major General Kawabe Masakazu, the brigade commander and Ichiki's superior, instructed Regimental Commander Mutaguchi to resolve the incident swiftly. Mutaguchi negotiated an agreement that required the Chinese to apologize, punish those responsible, withdraw from the vicinity of the Japanese barracks, and maintain a distance of two miles. Although Mutaguchi and Ichiki wanted to disarm the Chinese forces, they ultimately complied with Kawabe's wishes and allowed the Chinese to retain their weapons “in the spirit of Bushido.” Later, the Chinese claimed the Japanese had refrained from disarming them due to their fear of the strength and influence of the 29th Army. This insult infuriated Mutaguchi, who vowed not to make any further concessions and promised to eliminate the anti-Japanese provocateurs decisively if another incident occurred. He warned his officers against allowing an “overly tolerant attitude toward the Chinese” to undermine the prestige of the imperial army and emphasized the need for swift, decisive action to prevent such incidents in the future. Tensions were further exacerbated by large-scale Japanese field exercises conducted from late October to early November. These maneuvers, the largest ever executed by Japanese forces in China, mobilized about 6,700 active-duty and reserve troops for a series of complex battle drills, night maneuvers, and tactical field problems. During these exercises, Japanese troops were quartered in Chinese homes. Although local residents were compensated for any damage caused, the exercises nonetheless heightened tensions between the two sides. The fallout from the Suiyuan Fiasco in December 1936, coupled with a tumultuous summer and fall, led to rising anti-Japanese sentiment and prompted Tokyo to caution the Kawabe brigade against actions that might escalate the already precarious situation. In March 1937, during the annual personnel assignments, Ishiwara was promoted to major general and appointed chief of the 1st Department Operations of the General Staff. However, Army Vice Minister Umezu, a hardliner regarding China and a rival of Ishiwara, successfully maneuvered the Hayashi cabinet into approving the command choices for army and navy ministers, overriding Ishiwara's proposals. General Sugiyama Hajime, another hawk on China, replaced the terminally ill General Nakamura Kotaro as army minister shortly after Nakamura's appointment and remained in that position until June 1938. Lieutenant General Imai Kiyoshi, army vice chief of staff and an Ishiwara supporter, was also battling a terminal illness that rendered him largely ineffective during his short five-month tenure from March to August 1937. Imai was expected to play a crucial role in high command because the army chief of staff, Prince Kan'in, had been appointed in 1931 as a figurehead due to internal factions preventing agreement on a candidate. Ishiwara further complicated his conciliatory approach by selecting Colonel Muto Akira, a known hardliner who believed force was the only means to resolve the Japan-China conflict, for the vital position of chief of Operations Section within the General Staff. From Kwantung Army headquarters, Commanding General Ueda Kenkichi and his chief of staff, Lieutenant General Tojo Hideki, advocated for a preemptive war against China to serve the Kwantung Army's interests. In contrast, the China Garrison Army, under Lieutenant General Tashiro and his chief of staff, adopted a more moderate stance, aligning with central headquarters' policy of restraint. The China Garrison Army estimated the 29th Army to consist of 15,000–16,000 troops, with its main strength centered around Peking and an additional 10,000 troops in the surrounding area. Starting in spring 1937, Japanese units began observing tactical indicators suggesting that the Chinese were preparing for war. These indicators included increased guard presence at Peking's gates in June, bolstering units near the Marco Polo Bridge to over two battalions, preparing new fighting positions, digging trenches and constructing concrete pillboxes near the Marco Polo Bridge, infiltrating agents into Japanese maneuver areas for intelligence on night tactical exercises, and heightened strictness among Chinese railroad guards evident since late June. Nevertheless, the Japanese commanders did not view China as a formidable opponent. They believed that Chinese armies would quickly disintegrate due to what they perceived as a lack of fighting spirit and ineffective leadership. By 1937, Japan's national policy was shifting away from the persistent and aggressive efforts of field armies to undermine Chinese political authority in northern China toward a more conciliatory stance. This shift resulted in increased tensions between field armies and the General Staff in Tokyo, leading to substantial fractures among senior officers regarding the “solution” to their so-called China problem. Those tensions broke the camels back that year.  I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The Japanese grossly underestimated their enemy and their own logistical capabilities. There was to say “too many cooks in the kitchen” of the Japanese military and competing visions ultimately were leading Japan and China into an official full blown war. Japan assumed they could bully China until it was so fragmented it would be a simple matter of grabbing the pieces it liked, that was not to be the case at all.   

Not sure what Minimal Disease Activity or MDA is and how it relates to psoriatic arthritis and your joints? Listen as rheumatologist Dr. Arthur Mandelin explains what MDA means. Join hosts Jeff Brown and LB Herbert as they discuss minimal disease activity in psoriatic arthritis with nationally recognized rheumatologist Dr. Arthur Mandelin who identifies what it is, factors that influence achieving MDA, how long it takes to reach, and the impact on selection of treatments. Dr. Mandelin also addresses fatigue associated with inflammation, and what the future holds for minimal disease activity in psoriatic arthritis. Whether you have psoriasis or psoriatic arthritis, this episode offers information to help you understand management goals set by your doctor and the importance of attaining minimal disease activity. Timestamps: (00:00) Intro to Psound Bytes & guest welcome rheumatologist Dr. Arthur Mandelin (02:23) What is minimal disease activity (MDA) (04:32) MDA in comparison to ACR response criteria (07:36) Criteria for reaching MDA (09:20) Positive and negative factors of MDA (11:25) Importance of reaching MDA within a specific time frame (17:34) Length of time to reach MDA (18:48) Selection of treatment options and psoriatic arthritis domains (23:51) Inflammation and fatigue (26:59) A look at the future of minimal disease activity in psoriatic arthritis: Reaching ACR 90 (29:09) Advancements in psoriatic arthritis: Finding disease markers (33:40 ) If you have psoriasis, be aware of your risk for psoriatic arthritis 4 Key Takeaways: There are various ways to measure minimal disease activity in psoriatic arthritis to assess how the disease impacts quality of life.   Attaining and keeping minimal disease activity low through use of different therapy options offers a chance for better bone and joint outcomes. Advancements in psoriatic arthritis include attaining ACR90 and the potential for identifying key markers that make treatment selection more targeted and individualized. Those who have psoriasis need to realize bone and joint pain, and swelling in the joints may be related to their psoriatic skin disease and seek appropriate help.  Guest Bio: Dr. Arthur Mandelin is an Associate Professor of Medicine at Northwestern University Feinberg School of Medicine and the Department of Medicine Division of Rheumatology. Dr. Mandelin launched Northwestern University's first training program in musculoskeletal ultrasonography for rheumatology fellows. He is an active participant in the REASON Group which is a multi-center research collaboration devoted to using ultrasound guidance to obtain minimally invasive synovial tissue biopsies. Dr. Mandelin is a past member of the National Psoriasis Foundation's Medical Board where he served on consensus panels for the development of a variety of practice guidelines.  Resources Mentioned: National Psoriasis Foundation: https://www.psoriasis.org PEST Screener: https://www.psoriasis.org/psoriatic-arthritis-screening-test/ PsA Action Month 2025: https://www.psoriasis.org/psa-action-month/ NSAIDS  for Psoriatic Disease: https://www.psoriasis.org/advance/nsaids-for-psoriatic-disease-psa/ AMP (Accelerated Medicines Partnership): https://www.psoriasis.org/advance/progress-and-success- through-collaboration/  Tags: psoriasis, skin, psoriatic arthritis, minimal disease activity, ACR20, ACR50, ACR70, tender joints, bone erosion, joint swelling, enthesitis, inflammation, pain, fatigue, axial disease, spinal involvement, treatment, NSAIDS, biologics, personalized medicine, dermatology, National Psoriasis Foundation, AMP, Psound Bytes podcast, Soundbites podcast

An aspiring Eagle Scout, Quentin Bloome leads a community project to help parents safeguard their children. He's creating safety packets filled with essential details like fingerprints and birthmarks, vital for swift action in case a child goes missing. The initiative aims to streamline police investigations by providing crucial information quickly. Available for children up to 18 years old, the project fulfills part of Quentin's Eagle Scout requirements and is also a personal mission to raise awareness about child safety. Quentin urges parents to seek assistance, even beyond his Scout duties. Quentin intends to use his 10 years in the Boy Scouts when he enlists with the Marines after he graduates from Kewanee High School. Attaining the Eagle Scout rank will allow Quentin to be an E-3 after basic training. Quentin has until April 23, 2025, to complete his project. Listen to Quentin Bloome on air on Tuesday, April 15th, during the 8:25 AM interview segment on 102.1 FM and 1450 AM. You can call Quentin at 309-714-3420 or find him on Facebook to fill out a missing child packet.

With Opening Day now in our rearview and the season underway, lots of controversy has risen early-on in the MLB. Following some teams off to a slow start and some off to a phenomenal one following the addition of the new torpedo bats the league has approved, lot's of chatter has rose on what exactly may be going on in the MLB. Former pro baseball outfielder and manager Clint Hurdle joins Sean and Dan discussing what he's seen thus far from teams around the league leading to Opening Day. Attaining the great name the "Phenom" in the process of his career and sharing a few historic stories, Clint also shares a bit of his take on what the league is now and how things are currently in comparison to the time he played and managed players along with where he sees the league going in the coming years. 

Attaining millionaire status may be less illusive now than in years past. Some who aspire to that level of wealth believe there may be secrets to reaching that financial position. Today, John Walker, Regional Vice President, Mercer Advisors, is joined by CERTIFIED FINANCIAL PLANNERTM professional Jason O'Meara, Wealth Advisor and Sr. Director, Mercer Advisors. They discuss the findings of a recent Northwestern Mutual study on the characteristics and habits of today's millionaires. Listening Time: 21 minutes Mercer-Cordasco Disclosure Information Visit Our Website Join Our Email List Additional Mercer Advisors Disclosure Cordasco Financial Network is a tradename. All services provided by Cordasco Financial Network investment professionals are provided in their individual capacities as investment adviser representatives of Mercer Global Advisors Inc. (“Mercer Advisors”), an SEC-registered investment adviser principally located in Denver, Colorado, with various branch offices throughout the United States doing business under different tradenames, including Cordasco Financial Network. Mercer Advisors is not a law firm and does not provide legal advice to clients. All estate planning document preparation and other legal advice are provided through Advanced Services Law Group, Inc.

#95: This is a special LIVE podcast recording coming live from Wellth House... Han's first wellness event.She partnered with JIV Athletics to host an event that invited her community in San Diego to experience a day dedicated to unapologetically attaining wellth.The day included: a mat pilates class, lunch, a breath work session, wellness activations like sauna/cold plunge, lymphatic massages, and assisted stretching, and, a LIVE panel on the pillars of WELLTH: career, physical, emotional, and functional.PANELISTS:NIKA CLEAVER (career wellth): Co Founder of JIV ATHLETICS (listen to her full story on Spotify here and on Apple Podcasts here)REMY KAM (physical wellth): Certified personal trainer and founder of KORE by Remy (listen to her full story on Spotify here and on Apple Podcasts here)MASHA KAY (emotional wellth): Certified nervous system regulation coach and breath-work practitioner (listen to her full story on Spotify here and on Apple Podcasts here)GRACE GROCCIA (functional wellth): certified functional nutritionist and founder of Be Well by GraceThe girls get into what it looks like to unapologetically attain wellth, aligning with our true authenticity, doing "the work", regulating our nervous system, letting go of fear, acting on self awareness, what it means to truly be alive, healing in community, committing to our healing journey, overcoming imposter syndrome, building confidence, and more!CONNECT BELOW:follow JIV Athletics hereshop JIV Athletics herefollow Remy Kam herefollow Masha Kay herefollow Grace Groccia hereCONNECT with HAN:follow Han on Instagram herefollow How I See it the pod herefollow Han's TIK TOK herecheck out the blog hereSupport this podcast at — https://redcircle.com/how-i-see-it/donations

Westminster Confession of FaithConfessing the Faith - A Reader's Guide to the Westminster Confession of Faith by Chad Van DixhoornHosts: Brian Salter & Wil NettletonProducer: Ben WingardMusic arranged by David Henry and performed by David Henry and Hannah Lutz.To contact Pillar & Ground or to submit a question that you would like to hear addressed on a future episode, please email podcast@lmpc.org.

We've just finished a series of studies called The Bible Explained. While we hope the explanations proved useful, it's just the starting point in realizing the full power of Scripture. In our study today, Josh Moody will challenge us to take our appetite and dependence on the Word of God to a higher level. Ephesians 4:1-16 Learn more about your ad choices. Visit podcastchoices.com/adchoices

Subscribe to the channel : @muhammadanway Android App - https://play.google.com/store/apps/details?id=com.nurmuhammad.muhammadanway IPhone App - https://itunes.apple.com/us/app/muhammadan-way/id1244297852?mt=8 Facebook - https://facebook.com/shaykhnurjanmirahmadi Donate - https://muslimcharity.com Website - https://nurmuhammad.com TV Show - https://huberasul.net The Noble Naqshbandi Order proudly presents the ancient Islamic teaching and realities of the Prophetic Kingdom. Known as the Muhammadan Reality. Mawlana representing the Sultan al Awliya of The Naqshbandiyya Order Mawlana Shaykh Muhammad Nazim al Haqqani Shaykh Sayed Nurjan MirAhmadi student of the way The Seekers of The Heart, The Lovers of the Prophetic Reality As ancient as time itself, seek to be a servant of the light and lovers. Naqshbandi, Qadiri, Chistiyya, Shadiliya, Rifai, Inyat Khan, Alawi and many more All are the Muhammadan Representatives to Creation https://nurmuhammad.com is pleased to present the Muhammadan TV. Network Donations https://muslimcharity.com to support These works https://nurmuhammad.com Shaykh sayed nurjan mirahmadi

Khutbah - Attaining Barakh in Time 100% of your donations today goes towards the means of providing accessible Islamic knowledge to people around the world: supportqalam.com. Like us on Facebook: facebook.com/qalaminstitute Follow us on Twitter: twitter.com/qalaminstitute Follow us on Instagram: instagram.com/qalaminstitute Subscribe on Youtube: youtube.com/user/qalaminstitute

Unleash your physical freedom. Reclaim your body and mind from bad habits, restrictive and narrow goals, and unrealistic expectations. Physical Freedom: Financial Freedom as an Analogy The concept of financial freedom - no longer stressing about finances and not having to trade your time for things you do not wish to do - helps derive useful lessons for health and fitness. Attaining financial freedom requires discipline. One must define and follow through with hard decisions over a long period of time. This, though, is the path to freedom. Don't look for shortcuts. And, even if you somehow find yourself with a sudden pile of money, you will only use that money well if you have developed the habits ahead of time. Physical Freedom: Bash Bad Habits The first and most obvious steps you must take is to remove bad habits. You have trouble saying no to highly processed sugary foods. You overeat. Do you feel free when you make these decisions that do not align with your stated goals? Of course not! Freedom requires some discipline to build virtues (e.g. the virtue of temperance so you can willingly say no to the donuts). Physical Freedom: Remove Restrictive Goals Many of our coaches and clients have followed overly restrictive goals that they bought into. For example, you follow the dictum that physical strength is the most important thing in life. When you follow this, you will sacrifice your health and get fat to pursue this goal. You will avoid activities you enjoy, such as skiing, swimming, hiking, because this will remove weight on the bar in your next session. Unless you have a hyper-specific goal or truly believe such a restrictive goal is true, ditch this counterproductive dogma. Physical Freedom: Own Your Choices Here is another example. You are so concerned with leanness, that your plan (even if you have not said this explicitly) requires you to never eat your grandma's pie again. Is this really sustainable? Can you avoid every holiday food for every meal forever? Are you really going to eat chicken breast and broccoli every meal. When you have physical freedom, you can choose in indulge when appropriate, knowing you will not go off the rails and that you can make another choice to get leaner after a vacation or holiday period. PS - IF YOU'RE INTERESTED IN TAKING ONLINE COACHING FOR A TEST RUN, CHECK IT OUT HERE.  Connect with the hosts Niki on Instagram Andrew on Instagram Connect with the show Barbell Logic on Instagram Podcast Webpage Barbell Logic on Facebook Or email podcast@barbell-logic.com

Khutbah - Attaining barakah 100% of your donations today goes towards the means of providing accessible Islamic knowledge to people around the world: supportqalam.com. Like us on Facebook: facebook.com/qalaminstitute Follow us on Twitter: twitter.com/qalaminstitute Follow us on Instagram: instagram.com/qalaminstitute Subscribe on Youtube: youtube.com/user/qalaminstitute

Anyone looking for inspiration to go after an ambitious goal—and folks looking to get over post-achievement blues—will love this episode. Recorded at AMR's Lake Placid retreat, hosts Sarah Bowen Shea and Amanda Loudin talk with four goal-chasers, who discuss:  -how to step up to longer triathlons;  -thoughts + emotions of closing in on 50-state marathon goal;  -pushing a disabled daughter in a wheelchair in a marathon; and, -rebounding to regular workout-life after a lengthy run-streak.    In the intro, Amanda reminisces about doing the inaugural Lake Placid Ironman Triathlon. The first guest joins at 8:37.   When you shop our sponsors, you help AMR. We appreciate your—and their—support!   See for yourself: Get 20% off Tifosi sunglasses  with code AMR2024 at TifosiOptics.com Learn more about your ad choices. Visit megaphone.fm/adchoices