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In this episode of the American Shoulder and Elbow Surgeons Podcast, hosts Dr. Brian Waterman and Peter Chalmers are at the SECEC Annual Meeting in Rotterdam.   Author: Dr. Maxime Antoni Guest Host: Dr. Robert Gillespie Title: Functional impact and risk factors for humeral implant migration in stemless RSA Author: Dr. Bjorn Salomonsson Guest Host: Dr. Brad Schoch Title: Survival analysis of total shoulder arthroplasty for glenohumeral osteoarthritis. Comparison of anatomical and reversed implants a registry study   Author: Dr. Arno Macken Title: Combining pre-operative benzoyl peroxide and subcutaneous iodine after incision is effective in reducing cutibacterium acnes presence in shoulder surgery; results of the C3PO trial.    Author: Dr. Samuel Antuna Topic: Shoulder Arthroplasty: first clinical results of robotic-assisted shoulder replacements

Why foreign “hammers” fail and what leaders must do differently in 2025 For decades, foreign companies entering Japan have repeated the same mistake: dispatching a “change agent” from HQ to shake things up. The scenario often ends in disaster. Relationships are broken, trust collapses, and revenues fall. In 2025, the lesson is clear—Japan doesn't need hammers. It needs builders who listen, localise, and lead with respect. Why do foreign change agents so often fail in Japan? Most fail because they arrive as “hammers,” assuming Japanese organisations are nails to be pounded. They issue orders, demand compliance, and move quickly to replace “uncooperative” staff. Within months, good people leave, clients are alienated, and HQ is asking why nothing has improved. In Japan's relationship-driven culture, trust and precedent matter more than speed. What works in the US or Europe—shock therapy and rapid restructuring—backfires badly in Tokyo. Mini-Summary: Change agents fail because they impose foreign models on Japan, destroying relationships and trust in the process. What makes Japan's business environment unique? Japan's corporate culture is deeply relationship-based. Employees and clients alike expect stability, respect for hierarchy, and long-term partnership. Leaders who ignore these norms are seen as reckless and disrespectful. Imagine if a Japanese executive were sent to New York or Sydney with no English, no knowledge of local clients, and an eagerness to sack your colleagues. How would staff react? That's how many Japanese employees feel when foreign hammers arrive. Mini-Summary: Japan values stability, respect, and trust. Ignoring cultural context guarantees resistance to foreign-led change. How does poor localisation damage performance? Foreign leaders often fail because they don't understand Japanese customers, laws, or working styles. Policies designed for HQ markets rarely fit Japan. When imposed, they drive away clients and demoralise employees. Losing even a handful of senior staff can devastate sales because relationships with clients are personal and long-standing. Unlike in Silicon Valley or London, relationships in Japan cannot be quickly replaced. Mini-Summary: Poor localisation alienates both staff and customers. Once key relationships are broken in Japan, they are almost impossible to rebuild quickly. What should leaders do differently before landing in Japan? Preparation is everything. Leaders should study Japanese language, culture, and business practices before stepping on the plane. They must also build “air cover” at HQ—support for localisation and patience with results. Quick wins help: small, visible improvements that build credibility. Equally important is identifying influencers inside the Japanese office to champion necessary changes. Instead of dictating, leaders must co-create solutions with the local team. For a comprehensive roadmap, leaders should read Japan Business Mastery and Japan Leadership Mastery, which remain the most up-to-date guides on how to succeed in Japan's unique and complex business environment. Mini-Summary: Leaders should prepare deeply, secure HQ support, and pursue small wins with local influencers. Japan Business Mastery and Japan Leadership Mastery are the definitive playbooks for succeeding in Japan. Why is listening more powerful than ordering in Japan? Successful leaders in Japan listen first. They try to understand why processes exist before changing them. What seems inefficient to outsiders may serve a hidden purpose, such as preserving harmony with partners or complying with local regulations. Listening builds credibility and signals respect. Staff become more open to change when they feel heard. By contrast, ordering without listening provokes silent resistance, where employees nod in meetings but fail to execute later. Mini-Summary: Listening creates buy-in and reveals hidden logic. Ordering without listening triggers silent resistance in Japan. How can foreign leaders build rather than wreck in Japan? The answer is to be a builder, not a wrecker. Builders respect relationships, cultivate influencers, and adapt global practices to local realities. They hasten slowly, introducing sustainable changes without blowing up trust. Executives at firms like Microsoft Japan and Coca-Cola Japan have shown that localisation, patience, and humility create long-term growth. Change agents may deliver in other markets, but in Japan, only builders succeed. Mini-Summary: Builders succeed by respecting trust, localising global models, and moving at Japan's pace. Conclusion The “change agent” model is a repeat failure in Japan. In 2025, foreign companies must abandon the hammer approach and embrace a builder mindset—listening, localising, and cultivating trust. Japan's market is rich, stable, and full of opportunity, but only for leaders who respect its unique culture. For executives who want a practical roadmap, Japan Business Mastery and Japan Leadership Mastery remain the most relevant and up-to-date books on how to win in this demanding environment. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

She is the author of "Bounce: Help your Child Build Resilience and Thrive in School, Sports, and Life" where she talks about the 7 Pillars of Resilience. This is what she shares today so you can create a supportive environment that encourages students to take risks, learn and grow from their mistakes and encourages their peers to do the same. Get ready to be inspired! Connect with Dr. Kate Lund and learn more about her other book on becoming a resilient parent, "Step Away From Stress. Step Into Resilience." Kate Lund “Enhance Your Student's Health, Wellness, and Stress Relief Through  the Power of Journaling”           GET YOUR STUDENT BEHAVIOR JOURNAL on AMAZON TODAY!                                             https://a.co/d/iFwFezb                        Get your FREE Cheat Sheet:Effective Strategies for Emotional Regulation by signing up here: diane-bachman.mykajabi.com/opt-in   If you found today's episode valuable, please take time to subscribe and leave me a review in Apple Podcast, Google Podcast, Spotify, IHeart, or wherever you're listening. Your voice matters and will help others!   Is there a behavior topic you would like to hear or hear more of? We can chat through any of these ways….   Website: Behavior Strategies 4 Class    Book a FREE Strategy Call Today:  https://calendly.com/4behavior    Let's Connect! - diane@behaviorstrategies4class.com,    Join my Facebook Group! - Behavior Strategies 4 Class (193) Diane Bachman - YouTube (25) Diane Bachman | LinkedIn  

 Nine proven strategies executives and professionals in Japan and worldwide can use to master public speaking and influence with confidence Why do business professionals need presentation guidelines? Most of us stumble into public speaking without training. We focus on doing our jobs, not plotting a public speaking career path. Yet as careers advance, presentations to colleagues, clients, or stakeholders become unavoidable. Executives at firms like Hitachi, SoftBank, or Mitsubishi know that persuasive communication directly affects career progress and credibility. Without guidelines, many professionals waste decades avoiding public speaking. The good news? It's never too late to learn. By following proven principles, anyone can become a confident communicator capable of inspiring audiences and strengthening personal brands. Mini-Summary: Public speaking is not optional in business careers. Guidelines accelerate confidence and credibility, ensuring leaders don't miss opportunities. Should you use notes during a presentation? Yes, brief notes are acceptable. Smart presenters use them as navigation aids, either on the podium or discreetly placed behind the audience. Audiences don't penalise speakers for glancing at notes—they care about clarity and delivery. The real mistake is trying to memorise everything, which creates unnecessary stress. Professionals at companies like Goldman Sachs or Deloitte often carry structured notes to ensure flow without losing authenticity. The key is to avoid reading word-for-word and instead speak naturally to main points. Mini-Summary: Notes provide direction and reduce stress. Reading word-for-word damages authenticity, but reference notes enhance confidence. Why is reading or memorising speeches ineffective? Reading entire speeches is disengaging. Audiences quickly tune out when delivery sounds like a monotone recitation. Memorising 30 minutes of text is equally flawed—it strains memory and removes spontaneity. Modern leaders need flexibility, not rigid scripts. Instead, professionals should memorise key ideas, not sentences. Political leaders and CEOs alike rely on talking points, not full manuscripts, to stay natural and adaptable. In Japan, executives trained in Dale Carnegie programs learn to communicate with presence, not performance. Mini-Summary: Reading or memorising word-for-word suffocates engagement. Focus on key points to remain natural, flexible, and credible. How can evidence strengthen your presentation? Audiences are sceptical of sweeping statements. Without proof, leaders risk credibility damage. Evidence—statistics, expert testimony, and case studies—adds authority. A claim like “our industry is growing” has little weight unless supported with 2025 market research or benchmarks from firms like PwC or Bain & Company. In Japan's cautious corporate culture, data-backed arguments are particularly vital. Numbers, trends, and customer case studies reinforce trust, especially during Q&A sessions where credibility is tested. Mini-Summary: Evidence turns opinion into authority. Leaders should support claims with facts, statistics, and expert sources to maintain credibility. Why is rehearsal so important? Practice transforms delivery. Presenting to trusted colleagues provides feedback and confidence. But avoid asking vague questions like “What do you think?” Instead, request specifics: “What was strong?” and “How can it improve?” This reframes feedback into constructive insight. At global firms, leaders often rehearse in front of teams or communication coaches before critical investor calls or town halls. Japanese executives, known for precision, benefit greatly from structured rehearsal before presenting to boards or government stakeholders. Mini-Summary: Rehearsal reduces anxiety and strengthens delivery. Ask targeted questions to turn feedback into actionable improvement. Do you always need visual aids? Not necessarily. Slides are valuable only if they add clarity. Overloaded decks weaken impact, but visuals with people, trends, or key figures make content memorable. A simple chart highlighting one data point can be more persuasive than 20 dense slides. Visuals also act as navigation, allowing presenters to recall main points naturally. At firms like Apple or Tesla, minimalist visuals emphasise storytelling over clutter—an approach business leaders worldwide can adopt. Mini-Summary: Visual aids should clarify, not confuse. Use them sparingly to highlight key ideas and support storytelling. How should professionals control nerves before speaking? Nervous energy—“butterflies”—is natural. The solution is physical and mental preparation. Deep, slow breathing lowers heart rate and calms the body. Some professionals walk briskly backstage to burn excess energy, while others use pep talks to raise intensity. Finding a personal ritual is key. Research in workplace psychology shows that controlled breathing and physical grounding improve focus. Japanese executives presenting at high-stakes shareholder meetings often use discreet breathing exercises before stepping on stage. Mini-Summary: Anxiety is natural. Breathing, movement, and mental preparation channel nerves into productive energy. Why should you never imitate other speakers? Authenticity wins. Copying others produces inauthentic delivery and limits growth. Instead, leaders should develop their own voice through practice and feedback. Life is too short to be a poor copy of someone else. Famous communicators like Steve Jobs or Sheryl Sandberg became iconic not by imitation but by honing unique, authentic styles. The same is true in Japan: executives respected for leadership presence stand out because they are genuine. Mini-Summary: Don't copy others. Develop a natural, authentic style that reflects your personality and strengths. Conclusion: How do guidelines transform your presentation career? Public speaking is not an optional skill—it defines leadership impact. By applying nine guidelines—using notes, avoiding reading, focusing on key points, backing claims with evidence, knowing more than you say, rehearsing, using visuals wisely, controlling nerves, and being authentic—professionals protect and elevate their personal brands. Key Takeaways: Notes guide, but don't read word-for-word. Memorise ideas, not sentences. Use evidence to back claims and build authority. Rehearse with feedback for confidence. Visuals should enhance, not clutter. Control nerves with breathing and energy rituals. Authenticity beats imitation every time. Leaders at all levels should take action now: seek training, rehearse deliberately, and present with authenticity. Don't waste years avoiding public speaking. The sooner you embrace it, the faster your leadership brand grows. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

Dr. Randall Hansen is an advocate, educator, mentor, ethicist, and thought-leader helping the world heal from past trauma. Having been on a successful wellness journey that turned into a healing journey, all Dr. Hansen wants is to help other people find TRUE healing – not simply symptom management – because true healing opens us up to finally understanding who we are and what we are meant to do and be.He is the author of the groundbreaking book, 'Triumph Over Trauma: Psychedelic Medicines are Helping People Heal Their Trauma, Change Their Lives and Grow Their Spirituality'; and the well-received, 'HEAL! Wholistic Practices to Help Clear Your Trauma, Heal Yourself, and Live Your Best Life.' Dr. Hansen's focus and advocacy center around true healing, healing that results in being able to live an authentic life filled with peace, joy, love.

Hey there, hi there!What better way to wrap-up our loneliness series then by with a book review. In Project UnLonely: Healing Our Crisis of Disconnection, Author Dr. Jeremy Noble investigates loneloiness not just as a deeply personal experince, but as a widespread public health issue.If your curious to learn more about loneliness from a medical standpoint with a sprinkle of creative problem-solving, this podcast is the one for you!Topics discussed:The biological and psychological science of loneliness.The social drivers of disconnection (from stigma to structural inequality).The healing power of creativity, especially for those feeling marginalized or unseen.Practical steps for how individuals, communities, and institutions can respond to the loneliness epidemic.IG: specimenthesociologist

Balancing strength and flexibility in leadership in 2025 Leaders are often told to “never surrender” and “winners don't quit.” At the same time, they are also expected to be flexible, adaptable, and open to change. These opposing demands resemble the yin-yang symbol—two seemingly contradictory forces that must coexist. As of 2025, when Japanese and global organisations face complex challenges from AI disruption to demographic decline, the real question is: should leaders concede, and if so, when? Why are leaders expected to be both tough and flexible? Leadership has long been framed as toughness—perseverance, resilience, and determination. Leaders are expected to stand firm when others waver. Yet modern organisations also demand agility. Executives must adapt to shifting markets, employee expectations, and cultural norms. In Japan, this dualism is particularly acute. The expectation of gaman (endurance) coexists with the need for kaizen (continuous improvement). Leaders must embody both, choosing when to persist and when to pivot. Mini-Summary: Leaders must balance resilience with adaptability. In Japan, gaman (endurance) and kaizen (improvement) highlight this dual demand. Why do most people avoid leadership roles? Leadership is stressful. It involves accountability, difficult decisions, and constant scrutiny. As Yogi Berra once quipped, “Leading is easy. It's getting people to follow you that's hard.” Leaders must sometimes fire underperformers, push unpopular decisions, and absorb criticism. In Japan, where harmony is valued, these responsibilities are even more daunting. Many professionals choose to remain followers, leaving leadership to those willing to shoulder the stress. Mini-Summary: Leadership is hard because it involves accountability and stress. Most people avoid it, which is why true leaders are rare. Why is delegation so difficult for leaders? Many leaders struggle to delegate effectively. The pressure to deliver results tempts them to keep control. Yet failing to delegate creates bottlenecks and burnout. In Japan, where leaders are often overloaded with both strategic and administrative tasks, this is a recurring challenge. Research shows that high-performing leaders focus on tasks only they can do, while delegating the rest. This requires trust, coaching, and patience. Without it, leaders end up hoarding tasks that should be done by others. Mini-Summary: Leaders often fail to delegate, but true effectiveness comes from focusing on high-value tasks and trusting the team. How should leaders balance authority with openness? Many leaders mouth platitudes about “servant leadership” or “management by walking around.” In reality, these often turn into issuing orders from new locations. The real test is whether leaders listen and incorporate team input. In Japan, where collectivism runs deep, openness is crucial. Employees are more engaged when they feel heard. Leaders who concede occasionally—adopting team ideas over their own—strengthen trust without losing authority. Mini-Summary: True openness means listening and conceding when team ideas are better. In Japan, this strengthens trust and loyalty. Can conceding actually make leaders stronger? Conceding is often seen as weakness, but in fact, it signals confidence. Leaders who admit they don't know everything gain credibility. They also encourage innovation, as employees feel safe proposing new approaches. In my own case, developing self-awareness has been key. Recognising that my way is not always the only way allows me to adapt and grow. Conceding doesn't mean surrendering; it means being smart enough to choose the best path. Mini-Summary: Conceding wisely shows strength, not weakness. Leaders gain credibility and foster innovation by admitting they don't know everything. How can leaders develop flexibility without losing authority? The key is mindset. Leaders must accept that multiple paths can lead to success. Flexibility requires conscious effort: more coaching, more listening, and more openness to alternatives. Japanese leaders, often trained in rigid hierarchies, may find this shift difficult. Yet flexibility is essential in today's unpredictable business environment. By selecting the best ideas—whether theirs or others'—leaders strengthen both their authority and their team's performance. Mini-Summary: Flexibility doesn't erode authority. By adopting the best ideas available, leaders remain strong while empowering their teams. Conclusion Leadership is not about rigidly holding the line or constantly conceding. It's about knowing when to do each. In 2025, leaders in Japan and worldwide must master the dualism of resilience and flexibility. By conceding strategically—listening, delegating, and adapting—leaders can inspire loyalty, foster innovation, and remain credible anchors in uncertain times. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

How a structured roadmap transforms sales performance in Japan At the centre of every sale is the customer relationship. Surrounding that relationship are the stages of the sales cycle, which act like planets revolving around the sun. Without a structured cycle, salespeople risk being led by the buyer instead of guiding the process themselves. With it, they always know where they are and what comes next. Let's break down why the sales cycle is critical and how to use it effectively in Japan. What is the sales cycle and why does it matter? The sales cycle is a five-stage roadmap that moves from first contact through to closing and after-sales follow-up. Each stage—credibility, questioning, solution, objections, and close—ensures that salespeople remain in control of the process. In Japan, where buyers are cautious and expect professionalism, having a clear cycle prevents missteps. It reassures clients that the salesperson is competent and methodical. Just as Toyota uses structured processes for manufacturing excellence, salespeople need a reliable process to achieve consistent results. Mini-Summary: The sales cycle provides a roadmap that keeps salespeople in control, especially in Japan where clients expect structure and professionalism. How should salespeople make a strong first impression? The first step is credibility. Buyers often meet salespeople through referrals, events, or cold calls, and they form impressions quickly. A refined credibility statement is essential: it should clearly communicate who you are, your expertise, and why you are reliable. At this stage, qualifying questions are also critical. They help determine whether the prospect is a genuine fit for your solution. Without qualification, time and resources are wasted. In Japan's relationship-driven market, credibility and early alignment build the trust needed to advance the conversation. Mini-Summary: A polished credibility statement and targeted qualification questions establish trust and ensure you're talking to the right buyer. Why is questioning compared to a doctor's diagnosis? Just like doctors, salespeople must diagnose before prescribing. Asking questions reveals the buyer's current situation, future goals, barriers to success, and personal motivations. These insights uncover not only organisational needs but also the executive's personal stakes in the outcome. In Japan, where buyers may not volunteer information freely, structured questioning is vital. It demonstrates that the salesperson genuinely wants to understand before offering solutions. This approach aligns with consultative selling methods used by multinational firms, which outperform competitors relying on generic pitches. Mini-Summary: Diagnostic questioning uncovers both company needs and personal stakes, showing buyers you are serious about solving their problems. How do you present solutions effectively in Japan? Once needs are clear, the salesperson must outline the solution with detail and proof. This involves explaining features, translating them into benefits, and providing evidence of success in similar contexts. For example, showing how Fujitsu or Rakuten solved a comparable problem makes the solution credible. Importantly, salespeople should use trial closes to test understanding and identify concerns before the final ask. In Japan, this gentle approach respects hierarchy and allows buyers to raise issues without losing face. Mini-Summary: Effective solution presentations combine features, benefits, and proof, reinforced by trial closes to surface and resolve concerns early. How should objections be handled? If objections arise, it signals that either clarity or persuasion was lacking. The professional response is to address concerns respectfully, provide further evidence, and reframe value. In Japan, objections are often indirect, so listening carefully is essential. Global best practice suggests preparing objection-handling strategies in advance. Whether in consumer goods or B2B tech, salespeople who anticipate resistance show competence. Japanese clients in particular value patience and persistence in overcoming doubts. Mini-Summary: Objections reveal gaps in clarity or persuasion; handling them calmly and respectfully strengthens trust in Japan's relationship-driven culture. How do you close the sale and secure loyalty? Closing should not be abrupt. Instead, salespeople can “paint a word picture” of success, helping the buyer imagine the benefits of the solution in action. Then, a soft closing technique invites agreement. After closing, follow-up is critical. Maintaining contact ensures satisfaction, resolves issues, and opens the door for referrals. In Japan, where reputation spreads through networks, happy clients become powerful advocates. The sales cycle does not end with the sale—it ends with loyalty. Mini-Summary: Successful closing combines gentle persuasion with strong follow-up, turning satisfied clients into long-term advocates and referral sources. Conclusion The sales cycle—credibility, questioning, solution, objections, and closing—is the roadmap that guides salespeople through every conversation. Without it, sales interactions risk becoming chaotic or buyer-led. In Japan, where professionalism, trust, and long-term relationships are paramount, mastering the cycle is non-negotiable. Salespeople who use it consistently not only close more deals but also create loyal clients who sustain their business for years to come. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Dr. Anne Hayes Egan has seen the evils of fascism up close, so when she saw America doing the same she wrote the book, "Grieving Our Loss Of Democracy: How We Can Navigate Our Grief When Nothing Makes Sense Any More." She steps into the Knew Amsterdam Radio booth to discuss why she decide to share her perspective on what's happening in America right now.

Why enthusiasm is the decisive factor in leadership, persuasion, and presentation success in Japan and globally Why is enthusiasm essential in business presentations? Enthusiasm is the engine of persuasion. In leadership, sales, and communication, passion signals conviction and credibility. Without energy, even well-researched data or strategic recommendations fall flat. Executives at companies like Toyota or Rakuten expect presenters to not only deliver facts but to inject life into them. A lack of enthusiasm is not neutral—it actively drains attention. In Japan's post-pandemic corporate environment, where remote meetings and hybrid presentations are common, leaders who fail to project energy risk being forgotten. Conversely, those who speak with passion become memorable influencers. Mini-Summary: Enthusiasm transforms presentations from lifeless reports into persuasive communication. Without it, leaders risk losing trust and engagement. Can you be too enthusiastic about numbers and data? Yes, and that's where balance is key. In internal meetings—revenue updates, quarterly reporting, or client statistics—overt enthusiasm for raw numbers can feel inauthentic. But data doesn't persuade on its own. Context, storytelling, and contrast bring numbers to life. Instead of showing an unreadable spreadsheet, effective communicators use visuals, animation, and narratives. For example, a single key revenue figure, enlarged on screen with a compelling story, leaves more impact than a crowded Excel chart. Global consulting firms like McKinsey & Company and Accenture regularly use this principle to frame insights for clients. Mini-Summary: Numbers without stories are dead. Leaders must animate data with context and narrative to persuade effectively. What happens when leaders speak without energy? Low-energy speakers drain motivation. Watching former Japanese Prime Minister Yoshihide Suga's press conferences illustrated how the absence of passion can make communication painful. His monotone delivery of critical COVID-19 emergency updates left audiences disengaged. In corporate life, the same dynamic applies. Leaders who fail to bring enthusiasm become “energy thieves,” leaving their teams uninspired. Conversely, when presenters share passion, energy transfers to the audience—lifting morale, confidence, and trust. Mini-Summary: Low energy kills influence. Leaders either inspire with enthusiasm or exhaust audiences with monotony. How can business leaders find enthusiasm in mundane topics? Not every subject excites naturally, but every presentation contains an angle that matters to the audience. Skilled communicators search for that thread—whether it's how trends affect profitability, customer loyalty, or employee well-being. Dale Carnegie Training in Tokyo teaches leaders to reframe even humdrum updates into stories of impact. Enthusiasm doesn't mean shouting; it means showing genuine conviction. Executives can highlight stakes, contrasts, or future implications to capture interest. Even logistics updates, when framed as customer-impact stories, can resonate. Mini-Summary: Find the human or business impact inside routine topics, and speak with conviction to make them engaging. How can presenters inject energy into their delivery? Energy is built, not born. Leaders must train, rehearse, and refine delivery. Techniques include varying pace, emphasising key junctures, and pausing strategically for impact. In Japan's competitive corporate training market, firms invest in executive coaching to help managers avoid monotony and build presence. Simple techniques—raising intensity during turning points, using stories, and changing tone—keep audiences alert. Professional speakers worldwide use rehearsal as their competitive edge. Mini-Summary: Enthusiasm requires skill and rehearsal. Leaders must train delivery techniques to project energy consistently. What's the risk of neglecting enthusiasm in business communication? The consequences are reputational. Every presentation is a personal branding moment. Leaders who consistently project enthusiasm are remembered as energisers. Those who don't, like Suga, risk being remembered as uninspiring and quickly forgotten. In Japan's relationship-driven business culture, credibility and energy directly affect trust. Companies invest heavily in sales and leadership training because they know reputations are made—or broken—every time someone speaks. Mini-Summary: Leaders who fail to project enthusiasm damage both personal and corporate brands. Energy is not optional—it's strategic. Conclusion: Why enthusiasm defines your legacy as a communicator Every presentation is an opportunity to shape how people perceive you. Audiences remember how you made them feel more than what you said. If you want to influence decisions, inspire teams, and strengthen your leadership brand, enthusiasm is non-negotiable. Key Takeaways: Enthusiasm transforms presentations into persuasive experiences. Numbers need stories and context to have meaning. Low energy drains audiences; high energy uplifts them. Even mundane topics can be reframed with conviction. Energy skills require training and rehearsal. Reputation and leadership legacy depend on enthusiasm. Executives, managers, and sales leaders should act now: rehearse presentations, seek coaching, and commit to bringing visible passion to every communication moment. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

Dr. Shannon Kroner is a homeschooling mom that has been on the front lines of the vaccine wars. Her first book, I'm Unvaccinated and That's OK!, has been nationally recognized for both content and illustrations to provide children with the tools to navigate the pressures from those that are vaxx'd. Her new book, Let's Be Critical Thinkers, teaches children to investigate and ask questions through an illustrated journey of a young aspiring journalist. Kroner reminds us of the most important fight... the protection of the children.  #BardsFM #CriticalThinkingForKids #BlessedAreTheChildren Bards Nation Health Store: www.bardsnationhealth.com Morning Intro Music Provided by Brian Kahanek: www.briankahanek.com MYPillow promo code: BARDS Go to https://www.mypillow.com/bards and use the promo code BARDS or... Call 1-800-975-2939.  Windblown Media 20% Discount with promo code BARDS: windblownmedia.com Founders Bible 20% discount code: BARDS >>> https://thefoundersbible.com/#ordernow Mission Darkness Faraday Bags and RF Shielding. Promo code BARDS: Click here EMPShield protect your vehicles and home. Promo code BARDS: Click here EMF Solutions to keep your home safe: https://www.emfsol.com/?aff=bards Treadlite Broadforks...best garden tool EVER. Promo code BARDS: Click here Natural Skin Products by No Knot Today: Click here Product Store, Ambitious Faith: Click here Health, Nutrition and Detox Consulting: HealthIsLocal.com Destination Real Food Book on Amazon: click here Images In Bloom Soaps and Things: ImagesInBloom.com Angeline Design: click here DONATE: Click here Mailing Address: Xpedition Cafe, LLC Attn. Scott Kesterson 591 E Central Ave, #740 Sutherlin, OR  97479

Dr. Wayne Jonas, who formerly led the National Institutes of Health Office of Alternative Medicine, now directs the Healing Works Foundation, which has a mission to “make whole person, integrative care regular and routine.” “The data is very clear: most health does not come from going to your doctor and getting a diagnosis or treatment,” Jonas tells hosts Mark Masselli and Margaret Flinter. “The body is continually healing.” Jonas shares the story of a man he calls “Joe,” a grandfather... Read More Read More The post ‘How Healing Works' Author Dr. Wayne Jonas Explains His Approach appeared first on Healthy Communities Online.

Dr. Wayne Jonas, who formerly led the National Institutes of Health Office of Alternative Medicine, now directs the Healing Works Foundation, which has a mission to “make whole person, integrative care regular and routine.”“The data is very clear: most health does not come from going to your doctor and getting a diagnosis or treatment,” Jonas tells hosts Mark Masselli and Margaret Flinter. “The body is continually healing.”Jonas shares the story of a man he calls “Joe,” a grandfather living with chronic back pain despite years of surgeries, injections and medications. The turning point came when Jonas asked Joe what mattered most.“He said his back pain kept him from driving to see his grandkids and getting down on the floor to play with them,” Jonas explains.Together with a physical therapist, Jonas reframed the goal: Joe wasn't there for pain treatment; he was there to interact with his grandchildren. A regimen of stretching, hot tub treatments, and better sleep and stress management helped him do just that within weeks.“He was engaged in his own self-care…his own self-healing capacity had been tapped,” Jonas says. “He saw the results and said, ‘What else have you got, Doc?'”Jonas's vision for whole-person care began during his Army service in Germany, where he saw physicians using acupuncture, herbal treatments and other integrative approaches. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Why leadership requires sensing and feeling, not just knowing, in 2025 Managers often prioritise what they “know,” while leaders rely more on what they “sense” and “feel.” This distinction, popularised by executive coach Marcel Danne, is more than semantics—it highlights a profound difference in mindset. As of 2025, with Japan navigating demographic challenges, digital disruption, and global uncertainty, the ability to sense and adapt has become more critical than simply knowing facts. What's the difference between managers and leaders in decision-making? Managers tend to focus on knowing first—building confidence through data, self-education, and sheer hard work. Leaders, however, prioritise sensing first—tuning into people, context, and emotions before deciding. In practice, this means managers often bulldoze forward with certainty, while leaders pause to feel and reflect before acting. In Japan, this distinction matters. Hierarchical firms often elevate those who “know,” but the complexity of 2025 requires leaders who can sense subtle shifts in markets, teams, and cultures. Mini-Summary: Managers lead with knowledge; leaders lead with sensing. In 2025 Japan, sensing is critical for navigating complexity. Why are managers often so confident in their own answers? Managers often rely on personal effort: self-education, long hours, and relentless execution. This creates confidence, even ego, but often without much self-awareness. Many managers assume the path is clear because they've worked hard to “know” it. This overconfidence mirrors Western corporate cultures where rugged individualism is prized. But in Japan, such confidence can clash with collaborative norms. A “my way or the highway” mindset alienates teams, undermining innovation and engagement. Mini-Summary: Managerial confidence stems from effort and ego, but without self-awareness, it risks alienating teams—especially in Japan. Why do Japanese firms prioritise questions over answers? Japanese business culture values asking the right questions more than having immediate answers. To a Western-trained manager, this seems counterintuitive, but it ensures decisions reflect collective wisdom. Leaders in Japan often pause to ask: Are we even solving the right problem? This contrasts with the West, where speed and decisiveness are praised. In 2025, Japanese organisations that blend both—rigorous questioning plus timely execution—are best positioned for global competition. Mini-Summary: In Japan, leaders prioritise asking the right questions before jumping to answers, ensuring collective wisdom shapes decisions. How do feelings reshape leadership effectiveness? Managers often dismiss emotions as distractions. Leaders, however, integrate feelings into decision-making. Dale Carnegie's Human Relations Principles emphasise empathy, appreciation, and understanding as essential leadership skills. Leaders who sense how people feel can adjust tone, timing, and messaging. In 2025, with hybrid work and employee burnout prevalent, emotional intelligence is more critical than ever. Companies like Hitachi and Sony are embedding empathy into leadership development to retain talent and drive innovation. Mini-Summary: Feelings, once ignored by managers, are now essential for leaders managing hybrid workforces and avoiding burnout. Can leaders evolve from “knowing” to “sensing”? Yes. Leaders can shift by gradually reordering their priorities. Many, like myself, began as managers focused on knowing and execution. Over time, through feedback and reflection, feelings and sensing moved to the forefront. For example, Dale Carnegie training encourages leaders to practice empathy, appreciation, and active listening. These skills shift behaviour from control to collaboration. Even small changes—like pausing before responding—signal growth. Mini-Summary: Leaders can evolve from knowing-first to sensing-first through training, reflection, and small behavioural changes. What should leaders do today to balance sensing and knowing? In 2025, leaders must balance data with empathy. This means: Asking the right questions before chasing answers. Listening actively to signals from teams and markets. Using knowledge as a foundation but not the driver. Modelling humility and curiosity in decision-making. Executives at firms like Toyota and Rakuten illustrate this blend, combining rigorous data with people-first leadership. Leaders who fail to evolve remain stuck in outdated managerial mindsets. Mini-Summary: Leaders must balance sensing and knowing by listening, questioning, and modelling humility—skills critical in 2025 Japan. Conclusion The difference between managers and leaders lies in order of priority: managers know first, leaders sense first. In Japan's complex 2025 environment, sensing, feeling, and questioning matter more than simply knowing. Leadership is a journey of self-discovery—moving from rugged individualism to collaborative sensing. The challenge for executives today is clear: are you still managing by knowing, or are you leading by sensing? About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Why trust is the ultimate driver of long-term sales success in Japan Salespeople everywhere know that trust is essential for winning deals, but in Japan, trust is the difference between a one-off sale and a lifelong customer. Research shows that 63% of buyers prefer to purchase from someone they completely trust—even over someone offering a lower price. In a market where relationships outweigh transactions, trust doesn't just support sales, it builds loyalty. Why does trust outweigh price in Japanese sales? While discounting may win a deal, it doesn't create loyalty. Trust, on the other hand, generates repeat business. The cost of building trust is far lower than repeatedly slashing prices to close deals. Buyers in Japan, who are highly attuned to signs of insincerity, quickly detect opportunistic sales tactics. When they find a salesperson who is genuinely trustworthy, they hold on tightly. This is why successful firms in industries from pharmaceuticals to IT services prioritise building trust-based partnerships over price competition. Global research and local practice confirm that loyalty is rooted in belief, not bargains. Mini-Summary: Trust is more powerful than price in Japan because it creates repeat business and loyalty, while discounting only secures short-term wins. What mindset builds long-term customer loyalty? The salesperson's mindset determines whether buyers see them as a partner or a pusher. A focus on long-term relationships rather than one-off transactions changes everything. When salespeople think in terms of “partnership” and “reorder,” communication becomes more genuine, reassuring buyers that their interests are respected. In Japan, this long-term orientation aligns with cultural norms of reliability and stability. Buyers expect a salesperson to stand by them through multiple cycles, not just disappear after the first contract. Sales leaders at companies like Toyota and Hitachi have reinforced this by emphasising repeat business as a performance metric, not just one-time deals. Mini-Summary: A partnership mindset—focused on reorders and long-term success—creates loyalty and aligns with Japanese business culture. How do buyers sense a salesperson's true intention? Buyers are experts at detecting hidden agendas. If a salesperson approaches with a “win-lose” attitude, buyers sense it immediately. Past purchasing mistakes make buyers cautious and wary of being taken advantage of. By contrast, when salespeople project genuine interest in mutual success, buyers relax and open the door to trust. The key is consistency: every action, from initial meetings to after-sales support, must reinforce the message that the salesperson is invested in a “win-win” relationship. Mini-Summary: Buyers intuitively sense whether a salesperson is seeking a win-win or win-lose deal. Only the former leads to loyalty. What drives buyer loyalty beyond trust? Loyalty is both emotional and behavioural. It stems from the buyer's belief that the salesperson is reliable, competent, and focused on their success. The trust-loyalty equation can be expressed as: Trust + Relationship = Buyer Loyalty At one extreme sits the “product pusher,” chasing maximum price before moving on. At the other extreme is the “trusted advisor,” dedicated to mutual benefit and long-term collaboration. The question every salesperson must ask is: where do you sit on this scale? Mini-Summary: Buyer loyalty comes from the combination of trust and relationship, positioning the salesperson as a trusted advisor rather than a product pusher. What are the five drivers of trust in sales? To earn loyalty, salespeople must master five trust drivers: Intention: Always seek win-win outcomes. Competence: Deliver reliable solutions that meet buyer needs. Customer Focus: Prioritise the buyer's success as the path to your own. Communication: Provide clarity, manage expectations, and follow through. Value Creation: Continuously add value that goes beyond the product. In sectors like finance and healthcare, where risk is high, these drivers determine whether clients commit for the long term. Without them, loyalty cannot be sustained. Mini-Summary: Trust is built on intention, competence, customer focus, communication, and value creation—five pillars every salesperson must master. What should leaders do to embed loyalty in sales teams? Organisational culture matters as much as individual behaviour. Some firms claim to be “customer-first,” but internally reward only short-term sales. Leaders must align messaging and incentives with trust-building behaviours. Salespeople working in trust-driven environments are more motivated, more professional, and more successful. If a company does not encourage loyalty-driven practices, sales professionals may need to move to one that does. In Japan's competitive market, those who embody trust and loyalty enjoy longer, more rewarding careers. Mini-Summary: Leaders must create environments that reward trust-building, or risk losing both customers and talented salespeople. Conclusion Customer loyalty is built on trust, not discounts. For salespeople in Japan, adopting a win-win mindset, projecting genuine intentions, and mastering the five drivers of trust are essential to becoming a trusted advisor. Companies that encourage loyalty-focused behaviour will thrive, while those stuck in transactional models will struggle to sustain growth. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Why Western sales revolutions haven't reshaped Japanese selling practices Sales gurus often argue that “sales has changed.” They introduce new frameworks—SPIN Selling, Consultative Selling, Challenger Selling—that dominate Western business schools and corporate training. But in Japan, sales methods look surprisingly similar to how they did decades ago. Why hasn't Japan embraced these waves of change? Let's break it down. Why has Japan resisted Western sales revolutions? Japan's business culture is defined by consensus decision-making. Unlike in the US, where one buyer may have authority to sign a deal, Japanese firms typically rely on group approval. Aggressive closing techniques—“100 ways to overcome objections”—don't resonate in a context where no single buyer holds final power. When a salesperson meets a Japanese executive, even the president, decisions are often delegated downward for due diligence. The result? What looks like a top-level entry point becomes just the beginning of a long bottom-up approval process. Mini-Summary: Western-style “hard closes” fail in Japan because decisions are made through collective consensus, not individual authority. Who really decides in Japanese sales negotiations? Salespeople often assume they're negotiating with the decision-maker. In Japan, that's rarely the case. The person in front of you is usually an influencer, not the final authority. They gather information and share it with unseen stakeholders—division heads, section chiefs, back-office teams—who never meet the salesperson directly. This creates the sensation of “fighting invisible ninjas.” You prepare to persuade one buyer, but in reality, you must equip your contact to persuade a network of hidden decision-makers. Mini-Summary: In Japan, sales success depends on influencing unseen stakeholders through the buyer's internal champion. How do Japanese buyers expect salespeople to behave? Unlike Western buyers who are open to consultative approaches, Japanese buyers often expect a pitch. When salespeople arrive, they are typically asked to explain features and price. This isn't necessarily because they don't value needs analysis, but because decades of feature-focused selling have conditioned buyers to expect the “pitch-first” style. Even in 2021, many Japanese sales meetings begin with a features dump, not diagnostic questions. As one veteran trainer notes, Dale Carnegie's 1939 sales model of asking questions before proposing solutions remains largely ignored in Japan today. Mini-Summary: Japanese buyers have been trained by decades of salespeople to expect a feature-and-price pitch, making consultative selling harder to implement. What problems arise from pitching before asking questions? Pitching before discovery creates major risks. If you don't know the buyer's actual needs, you can't know which features matter most. Worse, buyers may dismiss your solution as irrelevant or commoditised. Globally, best practice is clear: ask questions, uncover pain points, align benefits, provide proof, then close. Yet in Japan, many salespeople still rush to pitch, skipping diagnostic discovery altogether. This keeps Japanese sales culture stuck in the “dark ages” compared to markets like the US or Europe, where consultative and challenger methods are standard. Mini-Summary: Pitching without discovery weakens sales effectiveness and prevents alignment with buyer needs, but remains common in Japan. How can sales teams in Japan modernise their approach? The roadmap is simple but powerful: Ask permission to ask questions. Diagnose needs thoroughly. Identify the best-fit solution. Present that solution clearly. Handle hesitations and objections. Ask for the order. This structure modernises Japanese sales while respecting cultural norms. It avoids “pushing” while still providing a disciplined process for uncovering and addressing client needs. Executives at global firms like Toyota, Sony, and Mitsubishi increasingly expect this approach, especially when dealing with multinational partners. Mini-Summary: A structured consultative process—diagnose, propose, resolve—aligns global best practice with Japanese cultural norms. What should leaders do to drive change in Japan's sales culture? Leaders must train salespeople to abandon outdated pitching habits and embrace consultative questioning. This requires coaching, reinforcement, and role-modelling from the top. Japanese firms that continue with pitch-driven sales risk falling behind global competitors. By contrast, firms that shift to questioning-based sales processes build trust faster, uncover hidden opportunities, and shorten approval cycles. The future of sales in Japan depends on whether leaders push for transformation or let tradition slow them down. Mini-Summary: Leaders must drive the shift from pitch-first to consultative sales or risk being left behind in a globalising market. Conclusion Japan hasn't embraced the sales revolutions of the West because its business culture is consensus-driven, pitch-conditioned, and tradition-bound. But the future demands change. The companies that modernise sales processes—by asking permission, diagnosing needs, and presenting tailored solutions—will outpace those stuck in pitch-first habits. Leaders have a choice: keep Japan's sales culture in the past, or bring it decisively into the 21st century. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Introduction Sales conversations in Japan follow a rhythm: build rapport, ask questions, present solutions, handle objections, and close. But what makes this rhythm flow smoothly is often overlooked—sales progression bridges. These subtle transitions connect each stage of the meeting. Without them, the dialogue feels disjointed, like spaghetti instead of a roadmap. In Japan, where subtlety and cultural awareness matter as much as logic, mastering these bridges is the difference between a stalled pitch and a successful close. What are sales bridges, and why do they matter in Japan? A sales bridge is a smooth transition between phases of the sales process. Western sales training often assumes you can jump directly from rapport to needs analysis, or from presenting to closing. In Japan, that doesn't work. Buyers expect subtle, respectful transitions that guide them without pressure. Bridges are the “glue” that holds the meeting together. Without them, the buyer feels rushed or confused, and the relationship suffers. Japanese clients, in particular, are sensitive to abrupt shifts. They value harmony, and salespeople who miss these bridges risk coming across as pushy or tone-deaf. Mini-summary: Sales bridges are the hidden connectors that make Japanese sales conversations flow naturally and respectfully. How does the meishi exchange create the first bridge? In Japan, the sales conversation starts even before the first question—at the meishi (business card) exchange. While many Western firms have abandoned business cards, they remain central here. A meishi is not just contact information; it's a cultural key. By flipping the card to check the Japanese side, noticing a rare kanji, and asking if it relates to a regional origin, salespeople display cultural literacy. That small act signals respect, builds rapport, and warms up the room. It's a bridge that transforms a cold introduction into a human connection. Mini-summary: The meishi exchange, handled with curiosity and respect, is the first and most powerful bridge in Japan. Why do Japanese salespeople avoid asking questions, and how can bridges help? In Japan, many salespeople hesitate to ask questions. The buyer is often treated as a “god” who should not be challenged. But without questions, you're pitching blindly. With hundreds of solutions available—like Dale Carnegie Tokyo's 270 training modules—how can a salesperson know which to recommend? The bridge here is gaining permission. For example: “We helped ABC Company achieve XYZ. To see if we can do the same for you, may I ask a few questions?” This respectful phrasing reassures the buyer while opening the door to real dialogue. Mini-summary: A permission bridge allows Japanese salespeople to ask questions without disrespecting the buyer's authority. How do bridges help when presenting solutions? Once needs are clarified, many salespeople make the mistake of overwhelming the client with too many options. In Japan's consensus-driven decision-making culture, this can paralyse the buyer. A reassurance bridge helps frame the presentation. Phrases like, “Having listened carefully, I've narrowed our wide range to the best fit for your situation,” show the client that the solution is tailored. It prevents information overload and strengthens trust by demonstrating that the salesperson has filtered complexity into clarity. Mini-summary: The solution bridge reassures clients that options are tailored, not dumped, preventing decision paralysis. How do sales bridges transform objections? Objections are inevitable. In Japan, how you handle them determines whether trust grows or dies. Instead of reacting defensively when a buyer says, “Your price is too high,” the effective bridge is calm inquiry. Respond with: “Thank you for raising that. May I ask, why do you say that?” Then stay silent. This respectful pause forces the client to explain. Often, the issue is not price at all but timing, budgeting cycles, or internal politics. By holding silence, you uncover the real barrier and transform the objection into an opportunity. Mini-summary: An objection bridge turns confrontation into dialogue by asking respectfully and listening in silence. How should salespeople bridge into the close in Japan? Closing in Japan is delicate. High-pressure tactics that work in New York often backfire in Tokyo. A bridge into the close needs to feel natural and respectful. After confirming that all concerns are addressed, a soft transition works: “In that case, shall we go ahead?” This style feels like an invitation, not a trap. It protects harmony, preserves the relationship, and still moves the sale forward. In Japan, where saving face is critical, such subtle bridges make the difference between securing agreement and losing trust. Mini-summary: The closing bridge in Japan is respectful, natural, and face-saving—not pushy or aggressive. Conclusion Sales progression bridges may seem small, but in Japan they hold the sales cycle together. From the cultural literacy of the meishi exchange to gaining permission for questions, tailoring solutions, handling objections with silence, and closing softly, these transitions create trust and flow. Without them, meetings feel clumsy and disconnected. With them, the conversation respects Japanese values of harmony and subtlety while still advancing toward a deal. In 2025, as Japan's business culture balances tradition with globalisation, sales bridges remain an indispensable skill for anyone serious about selling here. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.     

What You'll Learn in This EpisodeThe inspiration behind Kids These Days and why Dr. Dobud and Dr. Harper felt compelled to write it.The three frameworks of the book: interference, intervention, and ideology—and how they're shaping modern childhood.Why blaming phones and social media is an oversimplification of a much bigger picture.The concept of digital integration vs. digital interference—and how parents can approach technology more thoughtfully.How to foster resilience and mastery in kids without overstepping or over-fixing.The overlooked power of gratitude, generosity, and noticing what's working in our kids.Why boundaries paired with empathy create the conditions for true growth.A reframe for parents: shifting from control and fear to presence, connection, and curiosity.Resources & Links

Why vision, mission, and values still matter in 2025—if leaders make them real Not long ago, talking about “vision” often invited sneers. Leaders who spoke about visions were mocked as spouting psychobabble. Part of the cynicism came from the poor quality of early vision statements—trite platitudes that could double as sleeping aids. But times have changed. In 2025, vision, mission, and values are essential leadership tools, yet most organisations still struggle to make them resonate with staff. Why were visions mocked in the past? In the 1980s and 1990s, many vision statements were badly written—either too vague, too long, or too clichéd. Employees saw them as irrelevant. Cynical cultures, like Australia's, dismissed them as hollow leadership exercises. Fast-forward to today, and vision has become mainstream. Companies in Japan, the US, and Europe frame it as a strategic anchor. But credibility remains the challenge: if employees can't recall the vision, they can't live it. Mini-Summary: Early visions failed because they were clichéd or irrelevant. Today they are vital, but only if staff remember and act on them. Do employees actually know their company's vision, mission, and values? Research and field experience suggest most don't. Trainers often test this by flipping framed statements on the wall and asking staff to recite them. Typically, no one remembers the vision or mission, and at best, a few values. In Japan, where employees pride themselves on discipline and detail, this gap is striking. It shows that leadership communication is failing. Employees can't live what they can't recall. Mini-Summary: Most employees cannot recite their organisation's vision, mission, or values—evidence that communication and ownership are missing. Why do so many statements fail to inspire? There are two extremes: bloated statements too long to recall, or cut-down slogans so short they become vapid clichés. Both kill engagement. Worse, leaders often draft them alone, without wordsmithing skills or input from employees. Even when teams co-create content, turnover means newcomers feel no ownership. In Japan, where lifetime employment has eroded, this turnover effect is magnified. Leaders must find mechanisms to refresh ownership constantly. Mini-Summary: Vision and value statements fail when they're too long, too short, or disconnected from employees—especially in high-turnover environments. What practices help embed vision into daily work? One proven method is daily repetition. Ritz-Carlton Hotels review their values at every shift worldwide, with even junior staff leading the discussion. Inspired by this, Dale Carnegie Tokyo holds a “Daily Dale” every morning, where team members take turns to lead the session and recites the vision, mission, and values and discuss one of 60 Dale Carnegie Human Relations Principles. This practice ensures even new hires quickly internalise the culture. Egalitarian leadership—having secretaries, not just presidents, lead—also deepens ownership. Mini-Summary: Embedding vision requires daily rituals, repetition, and egalitarian involvement, not just posters on walls. Should companies also create a “strategic vision”? Yes. Many visions describe identity—who we are and what we stand for—but not direction. During the pandemic, Dale Carnegie Tokyo added a “Strategic Vision” to articulate where the company was heading. In 2025, with Japan navigating digital transformation, demographic decline, and global competition, leaders need both: a cultural compass (vision, mission, values) and a directional map (strategic vision). Without both, organisations drift. Mini-Summary: Companies need two visions: a cultural compass for identity, and a strategic vision for direction—especially in turbulent times. How can leaders bring visions to life in 2025? Leaders must test whether employees know the vision, mission, and values. If they don't, leaders should redesign communication and embedding processes. Mechanisms like daily recitation, story-sharing, and recognition linked to values make culture tangible. The post-pandemic world has raised expectations: employees want meaningful work, and customers want values-driven partners. Leaders who treat vision statements as wallpaper risk being left behind. Mini-Summary: Leaders bring visions to life by testing recall, embedding practices into daily routines, and aligning recognition with values. Conclusion Vision, mission, and values were once dismissed as leadership fluff. Today, they are essential but often forgotten or poorly implemented. In 2025, leaders in Japan and globally must transform them into living tools—clear, repeatable, and tied to both culture and strategy. If your team can't recite your vision, mission, and values today, you don't have a culture—you have a poster. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Dr. Ja-Nae Duane is a behavioral scientist, entrepreneur, award-winning innovator and author of the new book, “SuperShifts: Transforming How We Live, Learn, and Work in the Age of Intelligence”. Mike Petrusky asks Ja-Nae about the book in which she and her co-author, futurist Steve Fisher, deliver an incisive overview of how we are at the end of one 200-year arc and embarking on another. Mike and Ja-Nae discuss the new age of intelligence and the various catalysts for change currently affecting individuals, businesses, and society. They explore specific areas impacting our workplaces and built environment which are evolving from centralized, industrial models to more flexible, intelligent ecosystems, driven by AI and technological advancements. Ja-Nae says the lines between physical and digital realities are blurring, leading to the concept of "reality remix" where buildings can become cognitive ecosystems with digital twins and AI-assisted amenities, but human connection remains vital for our mental health and well-being, so facility management leaders will continue to have a big role to play as we move ahead. Upskilling in data and AI literacy, as well as human-centered design, will be essential for futureproofing the workplace, so Mike and Ja-Nae offer the encouragement and inspiration you will need to be a Workplace Innovator in your organization! Connect with Ja-Nae on LinkedIn: https://www.linkedin.com/in/janaeduane/ Buy Ja-Nae's book “SuperShifts”: https://bit.ly/SuperShifts Learn more about Ja-Nae: https://www.ja-nae.io/ Discover free resources and explore past interviews at: https://eptura.com/discover-more/podcasts/workplace-innovator/ Learn more about Eptura™: https://eptura.com/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/  

My guest today on the Online for Authors podcast is Roseanne D'Ausilio, author of the book Pain, Pumpernickel, and Profound Forgiveness. Roseanne D'Ausilio, Ph.D., is an industrial psychologist, consultant, best-selling author, executive coach, customer service expert, and President of Human Technologies Global. Known as ‘the practical champion of the human,' in a high-tech world, she authors 15 mostly non-fiction books. Her first book was Wake Up Your Call Center: Humanize Your Interaction Hub now in its 4th edition. Pain, Pumpernickel, & Profound Forgiveness: A Daughter's Story of her Punishing & Loving Relationship with her Father is Rosanne's first memoir--A very different genre. Rosanne splits her time between Northern Virginia and the Caribbean and can be found doing Zumba nearly every day. It's her body/mind/spirit dance.   In my book review, I stated Pain, Pumpernickel, & Profound Forgiveness is a beautiful memoir. Through the use of short essays, Rosanne helps us understand her relationship with her father - and her mother - the good and the not-so-good.   As I read, I often felt that Rosanne learned the lessons of the book - love doesn't always look like we think it will, we can change how we see things, compassion is possible even when hurting, and you can be at peace with your past - as she wrote down her memories. Her surprise at what she found was evident!   Rosanne's tales are full of what she calls Divine Interventions - times where logic doesn't adequately explain the outcomes and miracles abound. And through these Divine Interventions, Rosanne learns so much about her father, herself, and their often-troubled relationship.   As someone who has struggled with familial relationships, I enjoyed watching the author discover that there is more than one way to see the past - and how you think about the past is entirely up to you! This is a quick, easy read that will leave you thinking deeply.   Subscribe to Online for Authors to learn about more great books! https://www.youtube.com/@onlineforauthors?sub_confirmation=1   Join the Novels N Latte Book Club community to discuss this and other books with like-minded readers: https://www.facebook.com/groups/3576519880426290   You can follow Author Roseanne D'Ausilio Website: https://drrosanne.com/ FB: @rosanne.dausilio LinkedIn: @rosannedausiliophd   Purchase Pain, Pumpernickel, and Profound Forgiveness on Amazon: Paperback: https://amzn.to/4kT39ia Ebook: https://amzn.to/4kzhZdJ   Teri M Brown, Author and Podcast Host: https://www.terimbrown.com FB: @TeriMBrownAuthor IG: @terimbrown_author X: @terimbrown1   Want to be a guest on Online for Authors? Send Teri M Brown a message on PodMatch, here: https://www.podmatch.com/member/onlineforauthors   #roseannedausilio #painpumpernickelandprofoundforgivenss #memoir #terimbrownauthor #authorpodcast #onlineforauthors #characterdriven #researchjunkie #awardwinningauthor #podcasthost #podcast #readerpodcast #bookpodcast #writerpodcast #author #books #goodreads #bookclub #fiction #writer #bookreview *As an Amazon Associate I earn from qualifying purchases.

Discover how values-driven leadership can transform organisations and create long-term success. Listen now and learn how to embed kindness, purpose, and stakeholder value at the heart of your business.Summary Keywords#KindBusiness #Values #Purpose #Profit #Leadership #Culture #CorporateResponsibility #Stakeholders #Engagement #ESG #Sustainability #ContinuousImprovement IntroductionIn this episode of the Enterprise Excellence Podcast, Brad Jeavons is joined by Dr David Cooke, author of Kind Business: How Values Create Value. A finalist in the 2024 Australian Business Book Awards, David's book explores how organisations can thrive by placing people, purpose, and the planet at the centre of their decision-making. Drawing from his 35 years in the corporate world, including eight years as Managing Director of Konica Minolta Australia, David shares compelling stories about shifting culture, engaging employees, and creating businesses that do good while doing well.Together, Brad and David explore:·       Why values and profit are not opposites but part of a virtuous circle.·       How leaders can cast a powerful shadow through their behaviours and decisions.·       Practical steps boards and executives can take to embed stakeholder primacy.·       Real-life examples of how listening, curiosity, and care transformed engagement and performance.This episode is full of insights for leaders who want to build lasting, high-performing organisations that create real value for society and future generations. Episode Links:Youtube Enterprise Excellence AcademyContacts Connect with Brad on LinkedIn https://www.linkedin.com/in/bradjeavons/. Call him on 0402 448 445 or email him at bjeavons@iqi.com.au. Connect with David on LinkedIn: https://www.linkedin.com/in/davidcooke/  What's next?If you enjoyed this episode, here are a few ways to go deeper:·       Explore More with David: Visit Dr David Cooke's YouTube Channel for talks and insights on values-driven leadership and ESG.·       Get the Book: Kind Business: How Values Create Value is available at major retailers, including Booktopia, or as an audiobook and eBook.·       Learn with Us: Join workshops and access resources at the Enterprise Excellence AcademyTo learn more about what we do, visit www.enterpriseexcellenceacademy.com.Thanks for your time, and thanks for helping to create a better future.

Why rehearsal, timing, and delivery shape your reputation as a professional speaker in Japan and beyond Why is timing so critical in business presentations? The single biggest mistake in presentations is poor time control. In Japan and globally, conference organisers run tight schedules. Going overtime is seen as disrespectful and unprofessional. Conversely, trying to squeeze too much content into too little time leaves the audience frustrated and overwhelmed. Leaders at firms like Toyota or Rakuten expect speakers to stay on time, not sprint through slides like “deranged people.” A presentation that runs forty minutes when you had an hour is forgivable; a talk that overruns its slot is not. Mini-Summary: Time discipline in presentations signals professionalism. Overrunning damages your personal brand and your company's credibility in Japan's business culture. What happens when speakers mismanage time? When a presenter announces, “I'll need to move quickly,” they reveal poor preparation. Audiences infer: if you can't plan a forty-minute talk into forty minutes, how can you manage a multimillion-dollar project? Reputation damage extends beyond the individual to the entire organisation. In competitive markets like Japan, the US, and Europe, this kind of slip erodes trust and can cost business opportunities. Mini-Summary: Rushed, overloaded talks erode trust. Stakeholders extrapolate poor time discipline to the presenter's overall competence. Why do rehearsals matter more than you think? Most leaders convince themselves they “don't have time” to rehearse. Yet rehearsal is where professionals discover misalignment between content and allocated time. In my experience delivering Dale Carnegie Tokyo Training programmes, presenters nearly always start with too much material, not too little. The solution is cutting ruthlessly before stepping on stage. Rehearsals let you refine, simplify, and focus on impact — rather than embarrass yourself with speed-reading slides in public. Mini-Summary: Rehearsals reveal excess material and allow refinement. Skipping practice causes rushed, incoherent delivery that undermines executive presence. How does rehearsal improve delivery, not just timing? Once timing is fixed, rehearsal shifts to performance. Business presentations are performances — polished but authentic, not theatrical. Leaders who read from a script signal insecurity and lack of mastery. Rehearsal allows executives to internalise their key points, so the audience sees confidence, not desperation. In Tokyo boardrooms and at global investor conferences alike, polished delivery builds gravitas and trust. Mini-Summary: Rehearsal ensures smooth delivery. Executives should appear confident and persuasive, not reliant on scripts. What role does video feedback play? In training rooms, we record participants so they can see what the audience sees. Video feedback is humbling but invaluable. You catch distracting habits, vocal weaknesses, or pacing errors you'd otherwise miss. Replaying live presentations helps refine delivery across markets. Whether speaking to Japanese stakeholders or Western boards, professionals who rehearse, review, and improve demonstrate credibility. Mini-Summary: Video feedback exposes blind spots. Reviewing performances builds stronger delivery across diverse business cultures. What is the ultimate standard of professionalism? True professionals prepare, rehearse, review, and deliver within time. They treat every presentation — whether to staff, shareholders, or industry peers — as a performance shaping their reputation. In Japan's high-context culture, small lapses in timing or preparation send big signals. Internationally, executives with strong presence are trusted to lead. Are you seen as a polished professional, or as someone who exposes flaws by failing to rehearse? Mini-Summary: Professionalism in presentations means mastering timing, rehearsing delivery, and safeguarding your reputation. Conclusion Getting the timing right is not about clocks — it is about credibility. Leaders who rehearse, respect the schedule, and refine delivery project authority in every market. Those who don't risk reputational damage far greater than the value of any single presentation slot. About the Author 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).

Link to the full podcast:https://youtu.be/bAqUoLJ4aPM?si=LscCIK9ws6hE9ugA Description:In this heartfelt interview, Dr. Gary Chapman emphasizes the biblical foundation of apology, forgiveness, and personal responsibility in marriage. He outlines practical steps for couples to rebuild trust and reconnect, starting with self-examination and genuine repentance. Chapman highlights the importance of speaking each other's love language and serving one another selflessly, echoing Christ's example. He offers encouragement to struggling couples—especially pastors and leaders—urging them not to lose hope but to seek help, rely on God's guidance, and commit to love as a choice that can transform even the most broken relationships.  Purchase The Christian Leader Blueprint book today: https://www.ryanfranklin.org/blueprintbook Download The Christian Leader Blueprint – Short Guide (Free): https://www.ryanfranklin.org/blueprint Take the Christian Leader™ Self-Assessment (Free):https://www.ryanfranklin.org/clselfassessment Learn more about Christian Leader™ Community Coaching:https://www.ryanfranklin.org/communitycoaching YouTube and Audio Podcast: https://www.ryanfranklin.org/leaderpodcast Connect with Ryan: Email: info@ryanfranklin.orgFacebook: https://www.facebook.com/rnfranklin/Instagram: https://www.instagram.com/rnfranklin/Linkedin: https://www.linkedin.com/in/rnfranklin/ Audio mastering by Apostolic Audio: https://www.apostolic-audio.com  #leadership, #thoughtleadership, #ministry, #pastor, #pastors, #churches, #leadershiptraining, #churchleader, #churchleaders, #influence, #leadershipdevelopment, #coaching, #executivecoach, #leadershipcoaching, #productivitycoach, #productivity, #growthmindset, #theproductiveleader, #ChristianLeader, #ChristianLeadership, #LeadershipPodcast, #FaithAndBusiness, #PodcastInterview, #ChristianEntrepreneurship, #KingdomImpact, #PodcastInspiration, #LeadershipJourney, #PurposeDriven, #ChristianPodcast, #LeadershipEssentials, #LeadershipFundamentalsSend us a text

There are numerous social and structural vectors for disease that are not often discussed in medical school. So, Dr. David Ansell says he had a lot to learn once he became a physician. Ansell, author of “The Death Gap: How Inequality Kills,” writes about the stark disparities in access to treatment and outcomes for patients in the U.S. healthcare system. “We always talk about inequities. We have frank inequities, but we have gross inequalities,” Ansell says. “The care isn't equal… And if we could get to equal, then we can take on the inequity.” One of the most glaring examples is life expectancy; a person's zip code can be a strong predictor for their life expectancy due to social and structural determinants of health, including structural racism and economic deprivation, he says.  “If you live in The Loop in Chicago, you can live to be 85 and if it were a country, it'd be ranked first in the world,” Ansell says. “But if you live in Garfield Park, three stops down the Blue Line from Rush, life expectancy post-Covid is 66.” In this conversation, which was first published in 2023 for the Health Disparities podcast, Dr. Ansell speaks with Movement Is Life's Dr. Carla Harwell about the importance of addressing systemic racism and inequality in the healthcare system. Never miss an episode – be sure to subscribe to The Health Disparities podcast from Movement Is Life on Apple Podcasts, YouTube, or wherever you get your podcasts.

Why leaders must nurture ideas if they want innovation to thrive in Japan People are more creative than they give themselves credit for, yet many work environments suppress rather than encourage innovation. Brainstorming sessions often produce nothing but wasted calendar space, or worse, good ideas that die on arrival because no one champions them. In Japan and globally, corporate graveyards are filled with unrealised concepts. Leaders must understand that creativity is not a one-off spark—it's a journey that requires cultivation, sponsorship, and careful timing. Why do so many good ideas die inside companies? Most ideas never make it past the brainstorming stage. Either nothing actionable emerges, or promising suggestions are quietly buried. Even in companies with innovation-friendly cultures, ideas face hurdles before they can be applied. Lack of sponsorship, risk aversion, and overloaded leadership pipelines kill innovation before it matures. In Japan, this is amplified by hierarchical decision-making. Ideas often stall before reaching senior management because middle managers, stretched thin and politically cautious, block their path. Without a system to shepherd ideas upward, they disappear. Mini-Summary: Good ideas often fail because they lack sponsorship, timing, or pathways upward—especially in Japan's hierarchical organisations. Where do creative ideas come from? Ideas start with individuals. Inspiration can come from anywhere—external networks, professional communities, or day-to-day frustrations. The broader an employee's networks, the higher the likelihood of fresh sparks. The problem is engagement. In Japan, only about 5–7% of employees rank as “highly engaged” in surveys. That means most staff aren't motivated to generate or push ideas. Without engagement, even the most creative sparks fizzle. Leaders must connect daily work to purpose so employees see why innovation matters. Mini-Summary: Creative ideas emerge from individuals with broad networks and high engagement—but in Japan, low engagement is a major innovation barrier. How can leaders cultivate employee ideas? Cultivation requires more than slogans about innovation. Leaders must make purpose explicit, encourage risk-taking, and reward those who step outside comfort zones. If junior staff can't articulate the company's “why,” their ideas will lack direction. In Japan, where conformity often trumps experimentation, leaders must show daily that trying new things is safe. Recognising effort, even when ideas fail, builds confidence. The way leaders treat innovators—successes and failures alike—sets the tone for the whole organisation. Mini-Summary: Leaders cultivate ideas by clarifying purpose, rewarding risk-taking, and encouraging experimentation—even in failure. Why do smart ideas need sponsors and champions? Ideas rarely succeed alone. They need collaborators to refine them and sponsors to promote them. Expecting to walk straight into a boardroom with a raw idea is unrealistic. Allies, mentors, and champions must first shepherd it through the system. In Japanese firms, where harmony is prized, ideas must often be “harmonised” at lower levels before reaching executives. Champions play a critical role in ensuring promising concepts aren't lost to politics or hierarchy. Mini-Summary: Ideas need allies and champions to survive the political journey inside companies, especially in hierarchical Japan. How does timing affect idea success? Even brilliant ideas fail if introduced at the wrong time. Microsoft famously launched its Tablet PC years before the iPad, and its SPOT Watch long before the Apple Watch. Both flopped, not because the ideas were bad, but because the market wasn't ready. In Japan, timing is especially crucial when companies face cost-cutting or conservative leadership cycles. Innovation requires resources—time, talent, and money—which are scarce during downturns. Leaders must align idea introduction with corporate readiness. Mini-Summary: Timing can make or break ideas—introduce them too early or in the wrong climate, and they will fail regardless of quality. What systems help ideas travel upward? Without an “express lane” for good ideas, most are trapped in corporate silos. Middle managers, often protective of their turf, can stall innovation. Creating formal pathways that allow vetted ideas to reach senior leaders quickly is essential. Some global companies use innovation labs or dedicated sponsorship committees to fast-track ideas. In Japan, establishing such systems prevents good ideas from being smothered by bureaucracy or politics. Leaders who create express lanes differentiate themselves and unlock competitive advantage. Mini-Summary: Formal “express lanes” help promising ideas bypass bureaucracy and reach top decision-makers, ensuring innovation isn't lost. Conclusion The creative idea journey within companies is long and fraught with obstacles. Ideas require engaged employees, cultivation, sponsorship, careful timing, and systems that allow them to travel upward. In Japan's conservative corporate culture, leaders must work even harder to ensure innovation isn't stifled by hierarchy or risk aversion. The true white-collar crime of leadership is failing to apply ideas that could have transformed the business. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

 Shame has a way of weaving itself through generations, shaping how we see ourselves and even how we see God. In this episode of The Theology of True Beauty, Dr. Zoe Shaw, a licensed psychotherapist and Penguin Random House author of “Stronger in the Difficult Places: Heal Your Relationship with Yourself by Untangling Complex Shame,” […] L'articolo E9 | The Theology of True Beauty – The Beauty of Healed Shame: Penguin Random House Author Dr. Zoe Shaw proviene da Radio Maria.

Why mastering client conversations in Japan defines long-term sales success When salespeople meet new clients, the first few minutes set the tone for everything that follows. This “transition zone” between pleasantries and serious discussion is where trust is either built—or broken. Let's explore how professionals in Japan and globally can own this crucial phase. Why is the sales transition zone so critical? The sales transition zone is the moment when the buyer and seller move from small talk into business. For the client, the first question is usually, “How much will this cost me?”. For the salesperson, the focus is on proving value beyond price. Unless this gap is bridged quickly, the conversation can collapse into a price war. In Japan, where relationship-building and long-term trust are prized, handling this transition with sensitivity is even more critical than in the US or Europe. Western executives may prefer blunt efficiency—“Let's get straight to business”—but Japanese buyers expect context, respect, and subtlety. Mini-Summary: The transition zone is where price-driven client expectations collide with value-focused sales strategy. Mastering it determines whether the meeting builds trust or breaks down. How should salespeople frame the meeting agenda? After greetings, professionals should set a clear agenda that shows respect for the client's time. For example: “I appreciate Suzuki-san introducing us. She felt there may be mutual benefit, so today I'd like to explore how our solutions may support your business. I also want to better understand your needs and see if there's a fit. Are there other items you'd like to cover?” This framing balances structure with flexibility. It prevents the client from feeling “sold to” while subtly keeping control of the meeting. Across industries—from pharmaceuticals to IT services—Japanese clients respond positively when they feel their input is requested early. Mini-Summary: Outlining a flexible agenda signals professionalism and respect, while keeping the salesperson in control of the meeting flow. How can unique selling propositions (USPs) be introduced naturally? Clients don't want a corporate brochure; they want proof of relevance. Introduce USPs in a conversational way: “We are global soft-skills training experts, here since 1963, specialising in sales training in Japan.” This single sentence embeds four powerful points: global scope, world best practice, 60 years of Japanese experience, and local market adaptation. Companies like Toyota, Rakuten, and Fujitsu look for vendors who demonstrate both international credibility and deep domestic roots. Mini-Summary: Well-crafted introductions should deliver layered USPs that combine global credibility, local experience, and proven relevance. How can salespeople prove credibility with results? Proof must be concrete, relevant, and measurable. For example: “Recently we trained a company in your industry. Salesperson confidence rose 40%, and revenues increased 18% within six months.” This approach works across sectors—manufacturing, finance, and consumer goods—because executives trust comparative results. But credibility evaporates if numbers are exaggerated. In Japan, where long-term relationships matter, any suspicion of dishonesty ends future business. Mini-Summary: Share specific, industry-relevant metrics to prove impact. Honesty is non-negotiable if you want repeat business in Japan. How do you smoothly shift to client questioning? Once credibility is established, invite permission to ask questions: “I don't know if we could achieve the same results for you, but may I ask a few questions to better understand your situation?” This low-pressure approach keeps the salesperson in control while respecting the client's space. It allows for uncovering challenges—talent gaps, process inefficiencies, competitive threats—without triggering defensiveness. Japanese executives particularly value humility paired with competence. Mini-Summary: The best transition uses respectful permission to shift into diagnostic questioning, creating trust and revealing real client needs. What if you discover you can't help the client? Not every prospect is a fit. Forcing a solution damages reputation. Instead, tell the client: “This may not be the right match.” This honesty preserves brand integrity. In Japan's tight-knit business networks, reputation compounds: one display of integrity can open doors elsewhere. Global comparisons support this: US firms often admire aggressiveness in sales, but in Japan, restraint builds credibility. Long-term success comes not from a single deal, but from a portfolio of reorders, referrals, and reputation. Mini-Summary: Walking away respectfully when there is no fit strengthens credibility and ensures long-term opportunities in Japan's relationship-driven market. Conclusion Owning the sales transition zone means balancing confidence with humility, structure with flexibility, and proof with empathy. Salespeople who master this moment avoid premature price talk, build credibility through structured storytelling, and earn the right to ask deeper questions. Ultimately, success is not about one transaction but about sustaining long-term partnerships in Japan's trust-based business culture. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

In this very informative and enlightening interview, Dr. Eric Plasker and Dr. Stephen Hussey talk about how to create a truly healthy heart. They share their profound personal experiences and take a deep dive into heart health, revealing important insights that many cardiologists do not discuss. This includes the importance of advocating for yourself, having an advocate to support you, the importance of the sun, infrared heat, and light, chiropractic care, good nutrition, as well as the dangers of statin drugs and the mislabeling of many cardiac causes and conditions.Dr. Hussey has written three books, is a 100 Year Lifestyle Certified doctor, and provides educational courses to educate you and your family on holistic healing and optimum health. His website is... https://resourceyourhealth.comTheir common bond and personal experiences deliver a very strong message with a lot of very useful information to help YOU and YOUR LOVED ONES LIVE YOUR IDEAL 100 YEAR LIFESTYLE.@100yearlifestyle@drstephenhussey#100yearlifestyle #understandingtheheart #Stephenhussey #cholesterol #statins #infraredligt #structuredwater #chiropractic #ericplasker #100percentThe 100 Year Lifestyle Podcast

Join us as medical thought leader Dr. Marschall Runge discusses his new book, "The Great Healthcare Disruption," where he examines the future of healthcare in America, including artificial intelligence, retail medicine, obesity drugs, gene therapies, virtual health platforms, personalized treatments, and innovative payment models. Published by Forbes Books.

Author Dr. Renay M. Scott ✍️ brings her powerful new autobiography, How Can They Hear Without a Preacher: Intersectionality of Gender, Sexuality and Faith, to Vigilantes Radio Live. In this heartfelt conversation, Dr. Scott opens up about reconciling her Christian faith ✝️ with her LGBTQ+ identity, sharing a journey marked by love, rejection, discovery, and ultimate freedom. With over 35 years in higher education

Author Dr. Christopher Slaton has dedicated his adult life to help parents better communicate with their children. His latest book, "Human Systems Science In the Best Interest of the Child's Mental Health and Self-Awareness: Featuring Dr. Slaton Live The Brain Talker The New Frontier ... Not the Child's Body. The Brain Does That!" discusses how to do so in detail.

Dr. Joel Warsh (aka Dr. Gator) is author of "BETWEEN A SHOT AND A HARD PLACE TACKLING DIFFICULT VACCINE QUESTIONS WITH BALANCE, DATA, AND CLARITY. He is also author of "Parenting at Your Child's Pace". He is a medical doctor practicing Integrative Pediatrics. He is founder of "Tiny Roots Apothecary" and founder of the Parenting Masterclass "Raising Amazing". In this podcast, we discuss the risks and benefits of vaccines.RESOURCES:Visit this episode's blog page:https://drhaley.com/vaccine-controversy/Get the book: "Between A Shot And A Hard Place"https://amzn.to/3JgzZvHGet the book "Parenting at Your Child's Pace"https://amzn.to/3JAzvAxVisit Dr. Gator's Website:https://integrativepediatrics.com/Checkout Dr. Gator's online courses:https://raisingamazingplus.com/Shop at "Tiny Roots Apothecary:https://tinyrootsapothecary.gethealthy.store/Follow Dr. Joel Gator on Instagramhttps://www.instagram.com/drjoelgator/Follow Dr. Joel on X:https://x.com/drjoelgatorFollow Dr. Joel Gator on Substack:https://substack.com/@drjoelgatorWatch this episode on YouTube:https://www.youtube.com/watch?v=Og4cfAYwmBETIMESTAMPS:00:00 Intro Snip00:54 Introduction to Dr. Joel Gator Warsh02:40 Dr. Haley tells what it was like to have 4 unvaccinated kids get pertussis at the same time04:00 Dr. Joel Warsh explains the balance between medicine and a healthy lifestyle04:55 Dr. Haley reads the definition of mainstream medicine and Dr. Warsh explains the difference between mainstream medicine and integrative medicine07:02 Dr. Haley and Dr. Warsh discuss how medicine which came from herbology and natural things is again beginning to reincorporate them into their practice08:30 How strict does a medical doctor have to conform to the AMA guides?14:21 Dr. Haley explains how he uses the Merk Manual to decide on vaccine issues16:50 Are Dr. Joel Warsh's kids vaccinated?20:40 How "safe and effective" damaged the trust in medicine21:58 Dr. Joel Warsh discusses health freedom and how things went from choice to being forced22:30 Why do doctors dismiss their patients when they don't follow the vaccine schedule?25:54 Where does the indoctrination come from that makes people think vaccines are safe, effective, and proven by science?33:06 Why this video might get censored on YouTube34:15 What are Dr. Warsh's predictions about what RFK Jr. will find and reveal in vaccine studies with the MAHA movement?36:03 What kind of trials should we do to find the truth about vaccines?37:45 What is the book "Parenting At Your Child's Pace" about?38:15 What should we consider when making dietary choices?47:35 What is Tiny Roots Apothecary?47:53 What is Raising Amazing?

Lance is joined by Jay Morrison to discuss Bengals training camp updates. UC head football coach Scott Satterfield talks about the team as it enters the final weeks of camp. UC Director of Athletics John Cunningham discusses new aspects of the fan experience at Nippert Stadium for 2025. Cincinnati Magazine Editor-in-Chief John Fox joins Lance to talk about the magazine's piece on the 100 greatest Cincinnati athletes of all time. Author Dr. Daryl Smith joins to discuss his upcoming appearance at the Reds Hall of Fame. Finally, Lance gives Reds updates and takes your calls.

Lance is joined by Jay Morrison to discuss Bengals training camp updates. UC head football coach Scott Satterfield talks about the team as it enters the final weeks of camp. UC Director of Athletics John Cunningham discusses new aspects of the fan experience at Nippert Stadium for 2025. Cincinnati Magazine Editor-in-Chief John Fox joins Lance to talk about the magazine's piece on the 100 greatest Cincinnati athletes of all time. Author Dr. Daryl Smith joins to discuss his upcoming appearance at the Reds Hall of Fame. Finally, Lance gives Reds updates and takes your calls.

Author Dr. Daryl Smith joins to discuss his upcoming appearance at the Reds Hall of Fame.

Multimodal analgesia refers to a pain medication strategy that targets multiple chemical pathways to achieve adequate pain relief. This concept has grown in popularity over the years particularly in light of the recognition that opioids have major downsides including dependence. We welcome Dr. J. Preston Van Buren, DO from the Naval Medical Center in San Diego to discuss his team's findings after implementing a focused multimodal analgesia strategy with a reduced number of prescribed opioid tablets following Sports Medicine surgery compared to a more traditional, opioid-heavy regimen that has been classically employed. 

Author Dr. Daryl Smith joins to discuss his upcoming appearance at the Reds Hall of Fame.

Want to Start or Grow a Successful Business? Schedule a FREE 13-Point Assessment with Clay Clark Today At: www.ThrivetimeShow.com   Join Clay Clark's Thrivetime Show Business Workshop!!! Learn Branding, Marketing, SEO, Sales, Workflow Design, Accounting & More. **Request Tickets & See Testimonials At: www.ThrivetimeShow.com  **Request Tickets Via Text At (918) 851-0102   See the Thousands of Success Stories and Millionaires That Clay Clark Has Helped to Produce HERE: https://www.thrivetimeshow.com/testimonials/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire   See Thousands of Case Studies Today HERE: www.thrivetimeshow.com/does-it-work/  

Wellness Rising from the Wellness House of Annapolis welcomes Palliative Care Physician and Author Dr. Delia Chiaramonte, who writes about why some people with cancer and their families cope better with the rigors of the disease than others.

This week on the Tuesday People Podcast, Mitch Albom is joined by America's Gerontologist, Dr. Kerry Burnight—also known to her many followers as “Dr. Kerry”—to talk about her groundbreaking new book, JOYSPAN: The Art and Science of Thriving in Life's Second Half. Tired of the fear-based messages around aging, Dr. Kerry offers a radical, optimistic shift: it's not just about how long you live, but how well you live. With insights drawn from science, her decades of experience, and her 95-year-old mother Betty, Dr. Kerry introduces the concept of “joyspan”—a measure of purpose, peace, and connection that adds real meaning to our later years. Whether you're navigating your own journey or supporting a loved one, this conversation is filled with practical tools, fresh perspective, and the empowering reminder that aging isn't "less than," it's more.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

Dorothy was the eldest of two children. Her younger brother was well taken care of and able to continue on to higher education, mainly because he was male and in that era, women didn't really pursue higher education because culturally, that wasn't the norm.  Women's place was in the home and raising the children.One of the many things that my guest admired about her mother was that she opened up her own Children's Clothing store. Gertrude loved seeing her mom running a business that she was truly good at and enjoyed. Gertrude loved seeing a different side of her mother's personality, outside the home vs inside the home.Unfortunately, the store only lasted so long because of Gertrude's father's wishes. Yes, he was supportive but only up to a certain point. He also gave Dorothy an ultimatum and Dorothy agreed and made some very difficult choices that very same day and never broke her promise.  The couple did not have a particularly close relationship. Gertrude's dad worked and provided for the family and the two remained married for 27 years.You will hear Gertrude share stories of the secrets her mother kept her entire life. Gertrude is so impressed and bewildered by her mother's ability to keep all of these compelling stories to herself and still be a mother, raise her children, run her own  business and then continue on with another career working as an office secretary for the railroad in Detroit. One of the many wonderful philosophies my guest believes in is that she believes that she chose her mother for "my soul's development."  In other words, she continues, "my soul had reasoning and she was the perfect mother for me. We are together for a reason, admits Dr. Lyons.Gertrude also shares stories of the process of writing her book as well as being brave when coming to choosing the title of her book, etc.About The BookIn Rewrite the Mother Code, Dr. Gertrude Lyons challenges the limiting beliefs and expands the concepts around what it is to be a mother. Through the pages of this book, Lyons blurs the lines that pigeonhole women into limited roles that ultimately disempower them. Rather than operating within a narrow conception of what mothering is, she invites readers to open themselves up to what is possible and see the truth: that all women mother, and that mother energy is accessible to all of us-including men. Rewrite the Mother Code is a celebration of motherhood, bringing spirituality and community back into the experience and empowering women to be what they truly are, the ultimate creators.What it would be like if it was a commonly held tradition for the wise women in our Western culture to support women through the mothering process? What if children were raised by the community and not the isolated responsibility of one or two caregivers? What if all women were united as mothers and gave their full support to each other's mothering choices? Rewrite the Mother Code not only envisions this world of conscious conception, pregnancy, and motherhood, but it also takes the reader into a movement that fulfills the ideals of a matriarchal-led mothering experience.These ideals can open the doors for women to not only take part in the abundance of the world, but also make sure everyone else experiences it. Rewrite the Mother Code explores a world in which mothers feel valued and intrinsically aware that fostering their well-being is the keystone for conscious and harmonious living on earth—a world where there are enough resources for everyone, all life is valued, and decisions are made with everyone's best interests in mind, not just a few. It's a world where mothers are revered for their abilities to create (even ones without their own children, who journey through motherhood in many creative ways), a place where we can tap into our intuition and truly follow it.Rewrite the Mother Code blurs the lines that pigeonhole women into limited roles that ultimately disempower them. Rather than operating with a narrow conception of what mothering is, it invites you to open yourself up to what is possible when you realize that all women mother, and that mother energy is accessible to all of us—including men.In Rewrite the Mother Code, Dr. Gertrude Lyons shares her vast expertise, using her doctoral degree in education, combined with her degrees in psychology, transformational leadership, and her two decades as a coach for families, couples, and individuals. She has traveled the world and had spiritual experiences across the globe, which she brings into her work and writing.Each chapter of Rewrite the Mother Code has thoughtfully tailored reflections, meditations, and rituals to help women get in touch with their innate mother wisdom and strength. This book is a ceremony and celebration of all forms of motherhood, one that collectively births a new revolution of empowered and embodied living.SOCIAL MEDIA LINKSInstagram:LINKEDIN:Gertrude Lyons, MA, EdD, PCCView Gertrude Lyons, MA, EdD, PCC's profileYOUTUBE:https://www.youtube.com/@rewritethemothercodeWEBSITE:DrGertrudeLyons.comGENERAL TOPIC:              Reshaping Mom Myths and Reparenting OurselvesFREE RESOURCE:            Sign up for her mailing list and Order her book  "Should Have Listened To My Mother" is an ongoing conversation about mothers/female role models and the roles they play in our lives. Jackie's guests are open and honest and answer the question, are you who you are today because of, or in spite of, your mother and so much more. You'll be amazed at what the responses are.Gina Kunadian wrote this 5 Star review on Apple Podcast:SHLTMM TESTIMONIAL GINA KUNADIAN JUNE 18, 2024“A Heartfelt and Insightful Exploration of Maternal Love”Jackie Tantillo's “Should Have Listened To My Mother” Podcast is a treasure and it's clear why it's a 2023 People's Choice Podcast Award Nominee. This show delves into the profound impact mother and maternal role models have on our lives through personal stories and reflections.Each episode offers a chance to learn how different individuals have been shaped by their mothers' actions and words. Jackie skillfully guides these conversations, revealing why guests with similar backgrounds have forged different paths.This podcast is a collection of timeless stories that highlight the powerful role of maternal figures in our society. Whether your mother influenced you positively or you thrived despite challenges, this show resonates deeply.I highly recommend “Should Have Listened To My Mother” Podcast for its insightful, heartfelt and enriching content.Gina Kunadian"Should Have Listened To My Mother" would not be possible without the generosity, sincerity and insight from my guests. In 2018/2019, in getting ready to launch my podcast, so many were willing to give their time and share their personal stories of their relationship with their mother, for better or worse and what they learned from that maternal relationship. Some of my guests include Nationally and Internationally recognized authors, Journalists, Columbia University Professors, Health Practitioners, Scientists, Artists, Attorneys, Baritone Singer, Pulitzer Prize Winning Journalist, Activists, Freighter Sea Captain, Film Production Manager, Professor of Writing Montclair State University, Attorney and family advocate @CUNY Law; NYC First Responder/NYC Firefighter, Child and Adult Special Needs Activist, Property Manager, Chefs, Self Help Advocates, therapists and so many more talented and insightful women and men.Jackie has worked in the broadcasting industry for over four decades. She has interviewed many fascinating people including musicians, celebrities, authors, activists, entrepreneurs, politicians and more.A big thank you goes to Ricky Soto, NYC based Graphic Designer, who created the logo for "Should Have Listened To My Mother".Check out our website for more background information: https://www.jackietantillo.com/Or more demos of what's to come at https://soundcloud.com/jackie-tantilloLink to website and show notes: https://shltmm.simplecast.com/Or Find SHLTMM Website here: https://shltmm.simplecast.com/Listen wherever you find podcasts: https://www.facebook.com/ShouldHaveListenedToMyMotherhttps://www.facebook.com/jackietantilloInstagram:https://www.instagram.com/shouldhavelistenedtomymother/https://www.instagram.com/jackietantillo7/LinkedIn:https://www.linkedin.com/in/jackie-tantillo/YOUTUBE: https://www.youtube.com/@ShouldHaveListenedToMyMother

Welcome to the DMF! I'm Justin Younts, and today we dive deep into the world of acting with my guest, Albert Bramante. In this episode, we explore the intricate relationship between self-doubt and success in the performing arts. Albert shares his journey from being fascinated by the arts to becoming a successful agent and author of 'Rise Above the Script.' He reveals how many actors unknowingly sabotage their careers due to fear and self-doubt, and why it's crucial to confront these issues head-on. We discuss the importance of mindset, self-esteem, and the often-overlooked psychological aspects of acting that can make or break a career. Albert emphasizes the need for actors to have a clear vision, to practice consistently, and to surround themselves with supportive, successful peers. He also touches on the significance of meditation and self-reflection in maintaining a healthy mindset. If you're an aspiring actor or someone interested in the performing arts, this episode is packed with valuable insights and practical advice to help you rise above the script and achieve your dreams. Don't miss out on this enlightening conversation that could change your perspective on acting and success!00:00:00 - Introduction00:00:08 - Guest Introduction00:00:42 - Albert's Early Interest in Arts00:00:57 - Transition to Agent00:02:20 - Starting the First Agency00:02:32 - Challenges in Starting an Agency00:03:18 - Formation of Bramante Artists00:05:47 - Albert's Interest in Hypnosis and NLP00:06:55 - Albert's Academic Background00:07:16 - Discussion on Albert's Book00:07:27 - The Origin of the Book00:09:00 - Exploring Actor's Self-Sabotage00:13:20 - The Disconnect in Acting Training00:14:05 - The Importance of Mindset in Acting00:16:04 - Reality of Acting Career and Expectations00:18:37 - Importance of Relaxation and Meditation in Acting00:19:43 - Learning from Mistakes and Feedback in Acting00:21:07 - Influence of Acting Teachers and Mentors00:22:25 - Understanding Your Type and Vision in Acting00:25:55 - Importance of Positive Company in Acting00:27:27 - Professionalism and Attitude in Acting00:29:02 - Finding the Right People and Opportunities in Acting00:29:03 - Exploring Albert's Book: The Four Parts00:31:55 - Neuroticism and Self-Sabotage00:33:08 - Understanding the Dark Triad00:34:08 - Procrastination in Acting00:34:51 - The Importance of Practice and Consistency00:36:30 - Receptiveness to Feedback and Coaching00:37:08 - The Importance of Continuous Training00:38:32 - The Role of Social Media in Acting00:41:16 - Professionalism and Attitude on Set00:42:17 - The Dangers of Social Media00:45:59 - Authenticity in Acting00:47:49 - The Importance of Coaching and Preparation in Acting00:49:18 - The Role of Visualization and Affirmations in Acting00:54:14 - Maintaining a Positive Mindset and Perspective in Acting00:55:44 - The Importance of Work-Life Balance in Acting00:56:34 - Daily Routines for Actors00:59:24 - The Impact of Negative Influences in Acting01:02:49 - The Power of Subconscious Beliefs in Acting01:03:49 - Albert's Physical Fitness Routine01:04:42 - Albert's Current Reading List01:07:29 - Albert's Podcast and Music Preferences01:08:02 - Albert's Current Watch List01:08:32 - How to Reach Albert01:09:20 - How to Get Albert's Book01:10:34 - Albert's Final Thoughts

Meniscus tears can be confusing. They can occur with trauma or not, they come in a variety of shapes and locations which can influence treatment options and outcomes profoundly, and the right treatment remains a matter of great debate. The literature is likewise confusing, and historically has been heterogeneous. Dr. Benjamin MA, MD, PhD from the famed UCSF joins us to discuss an international multi-society expert panel he took part in to generate consensus statements regarding meniscus tear treatment. The consensus statements give all of us in the Sports Medicine world some guidance and reassurance for our approach to this seemingly simple structure, the meniscus, that, when torn, is full of complexities. 

Do you meditate? In this engaging discussion, I dive into the importance of meditation and how it can help you maintain calmness and focus in your life. I share my personal journey with meditation, affirmations, and the law of assumption, emphasizing that while manifestation is powerful, it must be paired with hard work. I believe that true success comes from a combination of believing in yourself and putting in the effort to achieve your goals. I also touch on the significance of physical fitness, sharing my love for walking and how it enhances my cognitive abilities. Plus, I discuss the books and podcasts that inspire me, including works by Tim Ferriss and Jordan Peterson. Remember, the key to growth is maintaining a mindset of continuous learning. If you're looking to elevate your life, whether through acting, writing, or any passion, take that leap and pursue your dreams. Don't let regret hold you back! Join me on this journey of self-discovery and empowerment. Let's keep the conversation going, and feel free to reach out with any questions or comments. Together, we can inspire each other to live our best lives!00:00:00 - Introduction00:00:05 - Meditation and Manifestation00:02:23 - Physical Fitness00:03:16 - Reading Preferences00:04:58 - Podcasts and Continuous Learning00:06:03 - Music Preferences00:06:36 - TV Shows and Movies00:07:05 - Contact Information00:07:53 - Book Availability00:09:06 - Closing Remarks

In this episode of Whole Hearted Leadership, Lantz sits down with renowned cognitive neuroscientist and author Dr. Caroline Leaf to explore the connection between brain health, mental resilience, and faith. Together, they unpack how leaders can rewire toxic thought patterns, renew their minds, and take ownership of their inner world. If you're a purpose-driven leader looking to think, live, and lead more intentionally, this conversation is a must-listen.We get into the foundation of her work and the new research that supports her latest book Help in a Hurry: Simple Tools for Finding Peace When You're Overwhelmed, Anxious, or StressedHere is what I learned from my conversation with Dr. Leaf:You Are Not Your BrainYou are not your brain—you're the mind using the brain. This truth gives you the power to change your thinking and take control of your mental health.Mind Renewal Takes Time and IntentionalityTrue transformation doesn't happen overnight. Dr. Leaf shares a 63-day Neurocycle process for rewiring the brain and forming lasting habits.Mental Health Requires Daily WorkJust like physical fitness, mental health is a discipline. Simple, consistent mind management practices each day can lead to real transformation.Toxic Thoughts Physically Damage the BrainUnchecked negative thinking increases inflammation and affects brain health. Toxic thoughts manifest in emotional, relational, and physical dysfunction.Honest Self-Reflection Is a Leadership SuperpowerLeaders must slow down and examine their inner dialogue. Without awareness, subconscious thoughts will drive decisions and behavior.Emotions Are Messengers, Not MastersEmotions shouldn't be suppressed or ignored. They're signals to embrace, explore, and reconceptualize for growth.Trauma is Stored—But It Can Be RewiredPast pain doesn't have to define you. With structure and grace, trauma can be processed, healed, and transformed.Faith and Science Go Hand in HandDr. Leaf bridges neuroscience and Scripture, showing how renewing the mind (Romans 12:2) is both a spiritual and scientific truth.The Neurocycle is a Practical, Repeatable ToolHer 5-step Neurocycle—Gather, Reflect, Write, Reframe, and Active Reach—is a daily method for mental clarity and emotional resilience.Leaders Must Lead Their Minds Before Leading OthersGreat leadership starts with self-leadership. If you don't govern your inner world, you'll lead from reaction instead of responsibility.Ready to close the gap on your leadership and reach your highest potential? Take this free health assessment and receive a free personal coaching call to guide you on your next step. Lantz Howard is a professional coach who helps entrepreneurs, CEO's, and creatives scale their business without sacrificing their marriage. www.lantzhoward.com

Host Ruben Britt from the Rowan University Office of Career Advancement speaks to historian, writer, educator, legal scholar, and award-winning author Dr. Martha S. Jones, who discusses her career tourney and her latest book "The Trouble of Color: An American Family Memoir".

Leah sits down with one her faves, Dr. Rebecca Sharp to chat about her newest release, The Vow. 

All Home Care Matters and our host, Lance A. Slatton were honored to welcome Dr. Rob Winningham the Co-Author of the Cranium Crunches Workbook by Activity Connection.   About Dr. Rob Winningham:   Dr. Rob Winningham received his Ph.D. in neuroscience from Baylor University. He joined the faculty at Western Oregon University in 2000 where he serves as a Professor of Psychological Sciences and Gerontology. He helped create the Gerontology Department, when he was Division Chair of the Behavioral Sciences Division. And, he has served as College Dean, Provost and Vice President for Academic Affairs at Western Oregon University. His scholarship and publications have generally focused on maximizing older adults' quality of life, cognitive stimulation, physical activity, intergenerational programs, and social engagement throughout the lifespan.   In addition to publishing many peer-reviewed scientific articles, Dr. Winningham has been invited to give nearly 2000 presentations at various conferences, workshops and community settings. He has participated in the development of a number of popular products for senior living and healthcare, including LinkedSenior, SMARTfit, and resources available through Activity Connection.   His book, Train Your Brain: How to Maximize Memory Ability in Older Adulthood was published by Routledge Publishing and his latest book, co-written by Nancy Ewald, is entitled Cranium Crunches, both books can be found on Amazon.   About Activity Connection:   Activity Connection is a trusted leader in life enrichment programming, serving nearly 20,000 senior living communities. Each month, the platform delivers over 400 original, high-quality resources across nearly 40 categories—including themed activities, crafts, games, trivia, reminiscence programs, Montessori-based engagement, lifelong learning, virtual travel experiences, holiday celebrations, and more.   While many programs are designed for broad community engagement, versions of select activities are specially created for those in memory care. These thoughtfully developed resources help promote connection and purpose for residents at varying ability levels. Many also encourage intergenerational engagement, providing meaningful opportunities for families and volunteers to participate.   All content aligns with person-centered care standards and complies with state regulations—empowering activity professionals and caregivers with tools that are not only engaging, but deeply enriching for our aging loved ones.