Podcasts about Authority

Welcome to Day 2884 of Wisdom-Trek. Thank you for joining me. This is Guthrie Chamberlain, Your Guide to Wisdom. Day 2884 – “Welcome to the War”  based on Luke 9:1-11 Putnam Church Message – 05/17/2026 The Good News According to Luke: “Welcome to the War.”   Last week's message was “Never Too Little, Never Too Lost,” in which we learned that the crowd may overlook you. Fear may accuse you.  Shame may silence you. Death may threaten you. But Jesus says, “You matter to Me.” Today, we continue with our twenty-third message from Luke's narrative of the Good News of Jesus Christ. Today's message is: Welcome to the War.” Our core passage today is Luke 9:1-11, which is found on page 1608 of your pew Bibles. Jesus Sends Out the Twelve 1 When Jesus had called the Twelve together, he gave them power and authority to drive out all demons and to cure diseases, 2 and he sent them out to proclaim the kingdom of God and to heal the sick. 3 He told them: “Take nothing for the journey—no staff, no bag, no bread, no money, no extra shirt. 4 Whatever house you enter, stay there until you leave that town. 5 If people do not welcome you, leave their town and shake the dust off your feet as a testimony against them.” 6 So they set out and went from village to village, proclaiming the good news and healing people everywhere. 7 Now Herod the tetrarch heard about all that was going on. And he was perplexed because some were saying that John had been raised from the dead, 8 others that Elijah had appeared, and still others that one of the prophets of long ago had come back to life. 9 But Herod said, “I beheaded John. Who, then, is this I hear such things about?” And he tried to see him. 10 When the apostles returned, they reported to Jesus what they had done. Then he took them with him and they withdrew by themselves to a town called Bethsaida, 11 but the crowds learned about it and followed him. He welcomed them and spoke to them about the kingdom of God, and healed those who needed healing. Opening Prayer Father, we come before You today grateful that Your Kingdom is still advancing in this world. We confess that we often forget we are part of a spiritual battle. We become distracted by comfort, criticism, fear, busyness, and self-reliance. Lord Jesus, open our eyes to see Your mission clearly. Teach us to trust Your authority, / depend on Your provision, / endure rejection with grace, / and return often to You for rest and renewal. May Your Word shape us today, not only as listeners, but as faithful disciples sent into the world with good news. In Jesus' name, amen. Introduction: The War We Did Not Start, But Are Called to Enter Today, we continue in Luke's Gospel with the twenty-third message in our New Testament series, and the title is “Welcome to the War.” That may sound strong at first. We may think, “War? I thought we were talking about the Good News.” But Luke has been showing us from the beginning that the Good News of Jesus is not merely a comforting message for private spiritual reflection. It is the announcement that the Kingdom of God has arrived in Jesus Christ, and that means the dominion of evil is being overthrown. When Jesus preached in the synagogue in Nazareth, He announced good news to the poor, freedom for captives, sight for the blind, and release for the oppressed. When He healed the sick, forgave sinners, calmed the storm, delivered the demon-possessed man, restored the woman who had suffered for twelve years, and raised Jairus' daughter, He was not simply doing random acts of kindness. He was showing that the Kingdom of God was breaking into a broken world. In our previous messages, we have watched Jesus minister with compassion and authority. / We saw Him show love and grace to a sinful woman in the Pharisee's house. / We asked, “Where Are You in This Picture?” -> as Jesus taught about the soils of the heart. /  We saw “Freedom From Bondage” when Jesus delivered the man among the tombs. /  We saw that no one is “Never Too Little, Never Too Lost” when Jesus stopped for the suffering woman and raised Jairus' daughter. Now, in Luke 9:1–11, something shifts. Up until now, the disciples have been watching, learning, assisting, asking, and following. They have seen Jesus preach. They have seen Jesus heal. They have seen Jesus command demons. They have seen Jesus calm nature itself. But now Jesus calls the Twelve together and sends them out. The students become participants. The observers become messengers. The apprentices enter the battle. Jesus does not merely gather followers to sit near Him. He forms disciples to join His mission. So today, let's walk through Luke 9:1–11 under four main truths. Main Point 1: Jesus Sends Ordinary Disciples with His Power and Authority Luke tells us that Jesus called the Twelve together and gave them power and authority over all demons and to cure diseases. Then He sent them out to proclaim the Kingdom of God and to heal the sick. / This is remarkable. These are the same disciples who were afraid in the storm. These are the same men who often misunderstood Jesus. These are not polished professionals. They are fishermen, tax collectors, ordinary men and women from ordinary places. And yet Jesus sends them. / That should encourage us. God's mission does not depend on perfect people. It depends on the authority of a perfect Savior. /  Luke uses two important words here: power and authority. Power refers to ability — the strength to accomplish what could not be accomplished naturally. Authority refers to the right to act on behalf of another. A police officer directing traffic is a helpful picture. The officer may not have the physical power to stop a moving vehicle with his bare hands. But when he raises his hand, cars stop because he carries delegated authority. He acts on behalf of a higher government. Jesus gives His disciples both. He gives them divine ability and delegated authority. / They are not going out in their own names. They are going out in His name. / And what are they sent to do? They are sent to proclaim the Kingdom of God and demonstrate the mercy of the Kingdom through healing and deliverance. In ancient times, a herald would enter a town square and speak on behalf of the king. The herald's message carried weight because it did not originate with the herald. He spoke with delegated authority. That is the picture here. The disciples are heralds. They are announcing that God's Kingdom has drawn near in Jesus. / This connects directly with the broader story of Scripture. In Genesis, humanity was created to live under God's good rule. But sin brought rebellion, brokenness, death, and bondage. Throughout the Old Testament, God promised that His Kingdom would come, His enemies would be defeated, and His people would be restored. The prophets looked ahead to a day when captives would be freed, the sick would be restored, and God's reign would be made known among the nations. Jesus is that fulfillment. And now He sends His disciples to announce it. Object Lesson: The Badge and the Battery Hold up two objects: a badge and a battery. A badge represents authority. It says, “I have been authorized to act.” A battery represents power. It supplies energy to do what needs to be done. A badge without power may represent a title but no ability. A battery without authority may have energy but no direction. Jesus gives His disciples both. For us today, not all of us have the same calling as the Twelve. Their mission in Luke 9 was specific to that moment in Jesus' ministry. But the larger principle remains: Christ still sends His people into the world as witnesses. We go not because we are impressive, / but because Jesus is King. We speak not because we know everything, / but because we know Him. We serve not because we have unlimited strength, / but because His strength is made perfect in weakness. ...

1 Timothy 2:1-2 (LSB)Andrew, Isack, and Edwin discuss God's desire to save all people no matter their class, ethnicity, background and how that demonstrates why we should pray.Read the written devo that goes along with this episode by clicking here.    Let us know what you are learning or any questions you have. Email us at TextTalk@ChristiansMeetHere.org.    Join the Facebook community and join the conversation by clicking here. We'd love to meet you. Be a guest among the Christians who meet on Livingston Avenue. Click here to find out more. Michael Eldridge sang all four parts of our theme song. Find more from him by clicking here.   Thanks for talking about the text with us today.________________________________________________If the hyperlinks do not work, copy the following addresses and paste them into the URL bar of your web browser: Daily Written Devo: https://readthebiblemakedisciples.wordpress.com/?p=25861The Christians Who Meet on Livingston Avenue: http://www.christiansmeethere.org/Facebook Page: https://www.facebook.com/TalkAboutTheTextFacebook Group: https://www.facebook.com/groups/texttalkMichael Eldridge: https://acapeldridge.com/ 

Join Mike Zwick as he interviews Steven Black in an ear catching testimony that you won't want to miss out on!

Matty Dalrymple talks with Kristen Tate about INTERIORITY: THE SECRET SAUCE OF GOOD FICTION, including how to calibrate the depth of interiority across multiple point-of-view characters; the difference between overt and subtle interiority, and why the "she thought" tag is usually unnecessary; how interiority functions as the glue that connects plot events and reveals character motivation; how to use it strategically in action scenes to control pacing; and how it shapes reader experience in unreliable narrator stories and mysteries.   Interview video at https://www.youtube.com/@TheIndyAuthorPodcast/podcasts Show notes, including extensive summary and transcript, at https://www.theindyauthor.com/episodes-all   If you find the information in this video useful, please consider supporting The Indy Author! https://www.patreon.com/theindyauthor https://www.buymeacoffee.com/mattydalrymple   Kristen Tate has been a freelance editor for over a decade, helping authors transform their work from rough draft to finished book. She has a PhD in English from Columbia University, with a focus on publishing history. She is the author of Novel Study: Decoding the Secrets and Structures of Contemporary Fiction and writes a regular newsletter full of craft advice and encouragement for authors.   Matty Dalrymple is the author of the Lizzy Ballard Thrillers, beginning with ROCK PAPER SCISSORS; the Ann Kinnear Suspense Novels, beginning with THE SENSE OF DEATH; and the Ann Kinnear Suspense Shorts. She is a member of International Thriller Writers and Sisters in Crime. More at mattydalrymple.com. Matty also writes, speaks, and consults on the writing craft and the publishing voyage, and shares what she's learned on THE INDY AUTHOR PODCAST. She writes nonfiction books for authors; her articles have appeared in Writer's Digest magazine; and she is a Partner Member of the Alliance of Independent Authors. More at theindyauthor.com. She also guides professionals in building their presence through a sideline or second act through her platform From Expertise to Authority. More at theindyauthor.com/authority.

Alethea Felton shares on this episode of the Vibrant Living Podcast about obedience, uncertainty, leadership, and what happens when God asks you to move before you fully understand where He is taking you. Alethea talks about fear, transition, trust, mentorship, and learning that authority does not come from having everything figured out. It grows through obedience, often long before confidence shows up. This is an honest conversation for anyone who has ever felt stretched between what feels safe and what they sense God calling them toward. This conversation was originally recorded during FORTIFIED: Women Rising in Authority, Ease, and Joy.In this episode, we talk about:Obedience and spiritual authorityFear, uncertainty, and trustLeadership and growthMentorship and supportMoving before you feel fully readyLearning to discern God's direction

RIGHT MESSAGE WITH THE RIGHT AUDIENCE Authority is built on clarity, collaboration, and consistently showing up, especially in your own voice and message. It's about being authentic. In this episode of Influential Voices of Authority, Erik K. Johnson sits down with Cindy J. Holbrook, the "Visibility Wiz," to uncover how experts and coaches can turn their podcast into not just more content but a true engine of authority.   Important Links: Take Cindy's free three-minute quiz to discover your Client Attraction Style: https://giftfromcindyj.com. You can also find this at: https://podcasttalentcoach.com/wiz. Website: https://CindyJHolbrook.com Facebook: https://www.facebook.com/CindyJHolbrook Instagram: https://www.instagram.com/cindyj_thevisibilitywiz LinkedIn: https://www.linkedin.com/in/cindyjholbrook YouTube: https://www.youtube.com/cindyj Subscribe to the podcast: Apple Podcasts: http://www.PodcastTalentCoach.com/apple Spotify: http://www.PodcastTalentCoach.com/spotify Website: http://www.PodcastTalentCoach.com/podcasts   Episode Segments: 00:00 Cindy on Podcast Evolution & Visibility 01:21 The Power of Owning Your Stage 02:21 Oprah's Interviewing Superpower 03:15 Launching a Podcast with Influencers 06:15 Authority and Core Messaging 08:21 Standing Out in a Crowded Niche 10:07 Messaging and Consistent Client Attraction 13:19 Authentic Business Strategy Alignment 15:33 Storytellers and Writers: Embracing Your Client Attraction Style 16:02 Doors Opening Through Podcasting 17:54 Lead Magnets and Capturing the Right Audience 19:07 The Power of the "3 a.m. Problem" 21:21 Relationships vs. Algorithms 24:04 Messaging that Cuts Through the Noise 25:00 Audience Growth Strategies for Podcasts 26:23 The Triple Win of Collaboration 28:02 Creating Stages and Collaborative Events 30:02 AI vs. Real Authority Relationships 32:19 The Value of Personal Stories 35:19 Attracting Your Ideal Clients Authentically 40:07 Letting Go of the Wrong People 41:14 Discover Your Ideal Client's True Traits 42:34 The Seven Client Attraction Styles   Key Takeaways: - Create Your Own Stage Cindy and Erik break down how launching a podcast instantly positions you as a creator (not just a guest) giving you authority and access to industry leaders for high-impact collaborations. - Borrowed Trust Multiplies Visibility Learn how featuring recognized names early creates exponential trust, opening doors to bigger audiences and more influential guests. When your dream guest says yes, their credibility flows to you, raising your profile in the process. - Your Message is Your North Star Authority is built when your message never wavers. Cindy and Erik show why clarity is more critical than novelty and how consistency carves out your category of one. The strongest brands aren't afraid to repeat their core message. They repeat it creatively, in different contexts, weaving in unique stories and personal experiences. - Authenticity is Non-Negotiable Discover why copying strategies that work for others leads to frustration, while embracing your unique client attraction style builds real connection and credibility. Cindy shares practical exercises, such as drawing your ideal client, to tap into authentic psychographic insights. - Lead Magnets That Attract Premium Clients Generic lead magnets build disengaged lists. Cindy and Erik stress the importance of solving the "3 a.m. problem" for your ideal client, designing offers and email content that resonate deeply and convert consistently. - Authority Endures Beyond AI While algorithms and AI shift daily, personal connection and storytelling remain the true currency of influence. Cindy's real-life stories, lessons learned, and her willingness to be visible (bald head and all) demonstrate how leaders stand out by owning their truth. - Collaboration is the Fast Track to Authority From summits and giveaways to roundtable interviews, collaborations create triple wins: for you, your partners, and your communities. Cindy and Erik reveal how even "new" podcasters can leverage collaborations to grow authority quickly.   Episode Highlights: How podcasting has evolved from interviews to powerful solo episodes with audience challenges Why partnering with top names can multiply trust overnight The seven client attraction styles and how to discover yours The dangers of vague messaging and the rewards of authentic, story-driven branding How to overcome imposter syndrome by focusing on serving a specific community   Links and Resources: Take Cindy's free three-minute quiz to discover your Client Attraction Style: https://giftfromcindyj.com. You can also find this at: https://podcasttalentcoach.com/wiz Website: https://CindyJHolbrook.com Facebook: https://www.facebook.com/CindyJHolbrook Instagram: https://www.instagram.com/cindyj_thevisibilitywiz LinkedIn: https://www.linkedin.com/in/cindyjholbrook YouTube: https://www.youtube.com/cindyj   Your Podcast Authority Audit: Are you ready to take your podcast to greater heights? Most podcasts have an Authority Gap. Their content is good. Their expertise is real. But their message isn't landing. Does that sound familiar? The problem is that their positioning isn't clear. And, their podcast isn't creating the influence, opportunities, and clients it should. That's why I created the Podcast Authority Audit. The Audit is designed to uncover what's holding your podcast back from becoming the authority engine it was meant to be. We'll identify: • Where your authority is leaking • Why your message isn't creating action • What's preventing listeners from becoming clients • How to become the obvious choice in your niche Let me audit your podcast and find the gaps. Go to www.PodcastTalentCoach.com/coaching, click the button and apply to have a chat with me. We will uncover your authority positioning problem, develop your plan to succeed, and see how I can help and support you to achieve your podcast goals. Get your Podcast Authority Audit at www.PodcastTalentCoach.com/coaching.   Next Week: Next week on the show, we'll talk with Jedlie, host of the Reading With Your Kids podcast. He will show you how he has leveraged borrowed trust over 2,400 episodes to build trust and grow his business and impact.

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

Many people welcome Jesus into their lives, but not everyone receives Him as King.In Matthew 21:1–17, we follow Jesus' triumphal entry into Jerusalem, His cleansing of the temple, and His reception by the blind, the lame, and even children. This passage challenges us to examine whether we have embraced Jesus as He truly is or merely as we want Him to be.Join us as we explore what it means to move beyond admiration and celebration to genuine surrender and worship of God's promised King.Mission Church — www.missionlasvegas.com

What Sacral Response Actually Feels Like in Human Design IRLOne of the most common things I hear from Generators and Manifesting Generators is this:"I don't know what my sacral response feels like."And honestly? You're not alone.In this episode of Unjaded, Vickie Dickson pulls back the curtain on a real-life opportunity that lit up her entire body and uses it as a live example of what sacral response actually feels like in practice.Instead of talking theory, Vickie walks through the moment-by-moment experience of responding to an invitation, navigating her Emotional Authority, and following the energy as it unfolded. Along the way, she explores why so many Generators have lost touch with their natural response mechanism and what it takes to rebuild trust in your body again.If you've ever questioned your gut instincts, overanalyzed a decision, or wondered whether you're responding correctly according to your Human Design, this episode will help you reconnect with the wisdom that's already inside you.In This Episode:Why so many Generators and Manifesting Generators struggle to identify their sacral responseHow your defined channels influence the way your sacral communicatesA real-life example of following response through a business opportunityThe difference between sacral response, intuition, and Emotional AuthorityWhy response isn't a one-time event but an ongoing conversation with your bodyHow childhood conditioning disconnects us from our natural decision-making processWhy yes-or-no questions are the fastest way to strengthen your sacral awarenessThe mistake most people make when trying to make aligned decisionsHow Emotional Authority works through your sacral response rather than separately from itWhy quitting isn't failure for Generators and Manifesting GeneratorsKey TakeawayYour Sacral has been speaking to you your entire life.The challenge is that most of us were taught to trust logic, analysis, and other people's opinions long before we were taught to trust our bodies. The journey back to alignment isn't about finding something new. It's about remembering what was there all along.When you begin listening to your sacral response one yes-or-no question at a time, decision-making becomes simpler, clearer, and a whole lot more satisfying.Resources MentionedThe Slight Edge by Jeff OlsonConnect with Vickie DicksonHave a question or insight from this episode?Send Vickie a voice note or connect with her on Instagram at @vickie.dickson.

In this episode, we break down the immediate plunge in global oil prices and the stock market rally triggered by the historic US-Iran framework peace agreement. We also look at the logistics at sea as nearly 600 stranded tankers cautiously await the reopening of the Strait of Hormuz, and highlight the UAE's major governance leap with the creation of the federal Artificial Intelligence and Data Authority.

There were 12 original, hand-picked disciples of Jesus until Judas died by suicide. After he died, Peter said, “Boys, there has to be 12 so we need to fill this vacancy!” So they chose two men who met the qualifications to be an apostle, “they had to be with Jesus from the beginning when he started his ministry and they had to witness his resurrection.” Mathias was chosen to replace Judas by casting lots. Guess who wasn't there?!?! The man who was persecuting these Jesus followers—Saul who later became Paul! So there is a good reason for the people to question his authority...or is it? Paul saw Jesus and was commissioned by him to take the gospel to the Gentiles, and just like the original disciples, Paul was confirming his message with miracles. Yet, Paul continued to humble himself in order to win others to Christ!

In today's episode of Trending Middle East, attention turns to implementation after the US and Iran announced a peace agreement and the reopening of the Strait of Hormuz. World leaders have welcomed the breakthrough, while mediators prepare for a formal signing ceremony and the next phase of negotiations. We also look at the Israel's reaction to the agreement. In Iraq, Prime Minister Ali Al Zaidi cancels a $764 million Baghdad International Airport expansion project over corruption allegations, marking another step in his anti-graft campaign. The UAE launches a new Artificial Intelligence and Data Authority to oversee national AI strategy, government data management and digital transformation efforts as the country pushes towards delivering half of government services through agentic AI within two years. And Dubai Customs helps prevent 1.3 tonnes of Tapentadol tablets from reaching illegal markets in Africa, in an international operation involving Interpol and global law enforcement partners. Trending Middle East is AI-assisted, using original reporting published in The National and curated and edited by humans.

You are highly intelligent. And strangely enough, that might be exactly what's holding you back. In this episode, I share why being deeply skilled, highly knowledgeable, and exceptionally good at what you do can actually dilute your authority when your content only focuses on teaching. Because people don't hire the smartest person they can find. They hire the person they trust to lead them. We'll talk about why so many experts accidentally friend zone themselves through their content, why information alone rarely creates demand, and what needs to shift if you want people to see you as the obvious choice instead of "someone who knows a lot." If you've ever felt like you're better than your results suggest, this episode is for you.

If you keep waiting until you "feel like it" to work out, post the content, clean the house, send the email, go to bed on time, or follow through on the thing you said mattered, this episode is for you. In this episode, Allie breaks down why your mood cannot be the authority over your identity, your goals, or your follow-through. Because "I don't feel like it" may feel true in the moment, but that doesn't always mean it gets to make the decision. This is not about forcing yourself, ignoring your body, or pushing through burnout. It's about learning the difference between rest and avoidance, self-leadership and mood-led living, and why your dreams, body, business, home, and self-trust deserve more stability than your current emotional state. You'll learn why consistency doesn't mean you always feel motivated, why boring consistency creates identity evidence, why small imperfect action still counts, and how to stop handing your future to your most tired, avoidant, overstimulated moment. If you struggle with consistency, follow-through, procrastination, all-or-nothing thinking, self-sabotage, waiting to feel ready, or letting your mood run your life, this episode will help you understand the deeper pattern underneath it. And if you're ready to stop starting over and become the woman who actually follows through, come to Allie's free live class Tuesday at 11am PT: Stop Starting Over: The 5 Steps to Becoming the Woman Who Follows Through alliecasazza.com/stopstartingover Rooting for you! xo Allie

To become a follower of Jesus, visit: https://MorningMindsetMedia.com/MeetJesus  (NOT a Morning Mindset resource)   ⇒ Get a copy of the MM Companion Journal: https://MorningMindsetMedia.com/journal ➖➖➖➖➖➖➖➖➖➖ TODAY'S SCRIPTURE: Matthew 16:15–20 - He said to them, “But who do you say that I am?” [16] Simon Peter replied, “You are the Christ, the Son of the living God.” [17] And Jesus answered him, “Blessed are you, Simon Bar-Jonah! For flesh and blood has not revealed this to you, but my Father who is in heaven. [18] And I tell you, you are Peter, and on this rock I will build my church, and the gates of hell shall not prevail against it. [19] I will give you the keys of the kingdom of heaven, and whatever you bind on earth shall be bound in heaven, and whatever you loose on earth shall be loosed in heaven.” [20] Then he strictly charged the disciples to tell no one that he was the Christ. (ESV) ➖➖➖➖➖➖➖➖➖➖ FINANCIALLY SUPPORT THE MORNING MINDSET: (not tax-deductible) -- Become a monthly partner: https://mm-gfk-partners.supercast.com/ -- Underwrite one daily episode: https://MorningMindsetMedia.com/daily-sponsor/ -- Give one-time: https://give.cornerstone.cc/careygreen -- Venmo: @CareyNGreen ➖➖➖➖➖➖➖➖➖➖ FOREIGN LANGUAGE VERSIONS OF THIS PODCAST: Subscribe to the SPANISH version: https://MorningMindsetMedia.com/Spanish Subscribe to the CHINESE version: https://MorningMindsetMedia.com/Chinese ➖➖➖➖➖➖➖➖➖➖ CONTACT: Carey@careygreen.com   

Did you know that your audience decides whether to trust you, like you, or do business with you in just a quarter of a second? In Part 2 of our exclusive 5-part series with David Goldberg, CEO of Edge Studio, we dive deep into the "Strategic Words" that define your professional presence. David reveals the seven critical categories of wording that can either elevate your authority or quietly sabotage your message. From the psychological trap of "hedge words" to the simple shift from "but" to "and," this episode is a masterclass in intentional communication. Whether you are a podcaster, a business leader, or a public speaker, David's insights will help you ensure that your first impression isn't just good—it's unforgettable.     ⏱️ Timestamps 0:00 Welcome & Introduction to David Goldberg   1:26 The Power of the First Impression: Why a quarter of a second matters   3:15 The Science of Swift Decisions: From grocery aisles to podcasting   4:50 Introducing the 7 Categories of Strategic Wording   7:56 Category 1: Being Interactive — The right and wrong way to ask questions   9:22 The "Show-Off" Trap: Why you shouldn't ask questions your audience can't answer   12:41 Visual Presence: Camera angles, hand positions, and the "fingertip" mistake   14:35 Category 2: Avoiding Hedge Words — "Probably," "Maybe," and "I think"   16:13 Strengthening Your Message: Replacing "I think" with "I believe" or "I know"   25:57 Category 3: Avoiding the Word "But" — How it negates everything you said before   27:11 The "And" Solution: Maintaining positive momentum in conversation   29:03 Category 4: Positive First Word Responses — Using "Exactly," "Absolutely," and "Yes"   30:14 Category 5: Avoiding Interrupting Yourself — Staying on track and finishing your thoughts   36:31 Category 6: Avoiding Filler Words — The "Um," "Ah," and "Like" habit   43:26 Category 7: Organizing Your Content — The importance of a clear roadmap   55:56 The "Fine" Example: How prosody (tone) changes the meaning of words   68:48 How to Connect with David: EdgeStudio.com and the "Roy's Shows Rock" subject line   69:22 Looking Ahead: Preview of Session 3   69:51 Outro: RoyCoughlan.com and the PodFather Network    

Parenting a strong‑willed child can feel overwhelming—but it doesn't have to defeat you. In this episode, we explore five biblical strategies that help you spiritually parent a strong‑willed child with confidence, consistency, and grace.Whether your child battles authority, struggles with trust, resists instruction, or insists on fierce independence, this episode gives you practical, Scripture‑anchored tools to guide their heart toward God.You'll learn how to:• Cultivate a teachable heart in your child (Psalm 51:10)• Build trust and gently tear down emotional walls (Psalm 73:26)• Teach respect for authority in a biblical, relational way (Romans 13:1)• Develop a healthy fear of God rooted in reverence, not fearfulness (Matthew 10:28)• Encourage true dependence on God in a strong‑willed, independent spirit (Psalm 62:5)This episode is packed with Christian parenting wisdom, encouragement for weary moms, and practical steps to help you raise a strong‑willed child into a godly, teachable, influential leader.If you're ready to parent with more peace, clarity, and spiritual authority, this episode will equip you for the journey.Subscribe to the Prayer Tribe at RaisingKidsOnYourKnees.org to receive this week's prayer sheet and daily devotions that go along with this episode.Rest Refresh Renew Retreat https://RaisingKidsOnYourKnees.org/rest-refresh-renew-retreatLast week's episode https://podcasts.apple.com/us/podcast/five-simple-ways-to-change-your-childs-spiritual-legacy/id1457098173?i=1000771520969Flying Arrow Productions

Ministry Principle Number 3 

Karolyn from Tevao Creative joins Kid to talk about graphic design, branding, AI, autism support, and building work around real life.She shares why strong brands still need human depth, how her son's autism diagnosis shaped her path, and how design became a tool for helping families through visual social stories.Connect with Karolyn:https://tevaocreative.com/https://www.instagram.com/tevaocreative/Visit her families farm! (best eggs / steak I've ever had!)TK Farmshttps://www.instagram.com/the.tkfarm/SPONSORSMindfulMeds The mental health booster. The most premium mushrooms you can buy. Discover 2025's number one seller, Social Spark. The perfect mental glow up for social situations, co-developed by Kid Carson.Also check out Brainbow, a blend being used instead of antidepressants.Use promo code KIDCARSON to save 15% off anything in the shop.Website: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠mindfulmeds.io⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@mindfulmeds_ca⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Turn your RRSP into Gold and SilverHow Kid buys, holds, and liquidates physical gold and silver instantly.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠kidcarson.com/GOLD⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Authority by Dawne Russell In a world full of noise and profit-driven advice, The Authority is a curated ecosystem built on discernment, integrity, and lived experience. Every practitioner and offering is personally vetted and endorsed based on results, ethics, and intention. It is where modern medicine, holistic care, and ancient wisdom can coexist responsibly. No second guessing. No misinformation. If it's here, it's here for a reason.Website: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠theauthority.ca⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Nicole Gilmore Realtor Looking for an amazing real estate agent. Meet Nicole Gilmore.Website: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠gilmorerealestate.ca⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@nicolegilmorerealestate⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Connect with Kid CarsonInstagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@kidcarsonofficial⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Kid Carson Show is recorded at Conscious Lab in downtown Vancouver, Canada.Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@consciouslab⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Kid Carson Show is a Canadian podcast based in Vancouver featuring long form interviews on personal development, psychology, spirituality, entrepreneurship, health trends, biohacking, relationships, culture, and current events. New episodes weekly with bold conversations and leading experts.

Lloyd discusses the cognitive bias that leads us to trust someone who appears to be in a position of authority. A high‑visibility vest, clipboard, hardhat, or -- in Lloyd's example -- a panel van -- can trigger this bias and cause you to let your guard down. Armed Lutheran Radio is a listener-supported podcast. If you value the information and entertainment we provide, consider supporting the show by joining our membership site, The Reformation Gun Club! http://www.ReformationGunClub.com  Links of Interest  Buy Duty to Defend, Volume 2 on Amazon – https://amzn.to/3D3frE5*  Prayer of the Week O God our merciful Father, who taught the hearts of Your faithful people by sending to them the light of Your Holy Spirit, bring us by the same Spirit to have a right judgment in all things and evermore to rejoice in His holy comfort; through Jesus Christ, Your Son, our Lord, who with You and the Holy Spirit lives and reigns, one God, now and forever. Amen. Get in Touch Visit our Feedback Page - https://armedlutheranradio.libsyn.com/contact Please tell your friends about us, leave an iTunes review, and like us on Facebook Join our Facebook group - https://www.facebook.com/groups/fansofarmedlutheranradio Subscribe to us and follow us on Youtube - https://www.youtube.com/armedlutheran Check Out More at our Website- http://www.armedlutheran.us Original Music by Reformer  https://www.youtube.com/ReformerBand

3rd Sunday after Pentecost/Pride Sunday; Sermon based on Matthew 9:35-10:8. Preached at The First Presbyterian Church of Brooklyn (https://linktr.ee/firstchurchbrooklyn). Podcast subscription is available at https://cutt.ly/fpcb-sermons or Apple Podcasts (https://apple.co/4ccZPt6), Spotify, Amazon, ....This item belongs to: audio/first-church-brooklyn-sermons.This item has files of the following types: Archive BitTorrent, Columbia Peaks, Item Tile, Metadata, PNG, Spectrogram, VBR MP3

Scott Berkey | Christ Community CU

Part 4 of our series "Authority" first appeared at Hoboken Grace. For more info about Skyline Church, visit us anytime at:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.skylinechurchnj.org⁠⁠⁠⁠⁠⁠⁠⁠⁠

What is Spiritual Authority? The God-given right and ability to succeed, prevail, overcome vs. every spiritual enemy assignment. The Purpose of Spiritual Authority: To reflect the character and blessing of God and to carry out His purpose for His children through faith and submissive partnership with Him. Who Has Spiritual Authority? God: 1 Chronicles 29:11, 12 Jesus (Matthew 28:18); His Heirs (Ephesians 1:19-23) What Realms Does Spiritual Authority have Operational Rights? Your life; your Relationship Positions; Your God given assignments. Personal life: James 4:6,7; 1 Peter 5:6-9; Mark 16:19; Ephesians 6:10-17 (Authority to Resist and Dismiss! Relationships (Ephesians 6:1-5); Work; Church Body (Ephesians 1:22,23); Intercession for Kingdom purposes! (Matthew 16:18, 19) Binding of Spiritual Forces which resist the advancement of God's Kingdom. (Matthew 16:18, 19) How is Spiritual Authority Limited? The deception of unbelief! (Genesis 3; Hebrews 3, 4) If you don't believe Me, obey Me, you forfeit all I desire for you! Practical Application Family: attacks; disorder; deceit Health: Stop devil's agenda from pre-mature exit Block tortuous affliction which credits the devil Business: Financial loss, disorder, etc. Natural Forces of Destruction; Peace Be Still (Mark 4:39, 40) ✸BEWARE! Authority is not granted to us to “change” others, so that we would be more comfortable. It's to cooperate with the Lord in how HE wants to accomplish HIS PURPOSE in them!

On this inspiring episode of the Authority on Demand Podcast (formerly Authors On Mission Podcast), host Danielle Hutchinson sits down with Mike Wysocki, author of Careers by the People, to discuss how 101 real career stories can help students and professionals make smarter career decisions.Mike shares his journey from struggling student to successful author and career advocate, revealing why career preparation matters, how storytelling can guide life-changing decisions, and what aspiring authors can learn from his writing process.Key takeaways:✔️ Learn from real-world career experiences✔️ Discover the importance of career readiness✔️ Gain practical writing and publishing insights✔️ Understand how to build a more fulfilling career pathTune in for an engaging conversation filled with wisdom, inspiration, and actionable advice.Connect with Mike Wysocki :Email: mwysocki@answerpress.comLinkedIn: https://www.linkedin.com/in/mike-wysocki/

Larken and Amanda Rose return to Outer Limits of Inner Truth to discuss the philosophy of self ownership, the illusion of authority, and their new book and live event, both titled Approaching Humanity. Larken is the author of The Most Dangerous Superstition, and together the Roses catch listeners up on their work at the Rose Channel, including the Candles in the Dark seminar that teaches people how to reach friends and family with the message of liberty without arguing or debating, along with the deep library of talks and exclusive content they offer subscribers. They then lay out the heart of Approaching Humanity, an event set for July 18th in the Sedona or Prescott, Arizona area, featuring speakers including Patrick Smith of the Disenthrall channel and James Corbett joining remotely from Japan. Where their earlier work focused on tearing down the belief that authority can ever be legitimate, this new project flips the approach and describes the positive vision instead, painting a picture of how people might treat one another and organize in a world that does not hand its judgment and conscience over to a ruling class. The conversation moves through the central argument Larken and Amanda return to often, that the world's problems are driven less by a handful of genuinely malicious people and more by the enormous number of well meaning people who fund, obey, and enforce on their behalf, and that the only power the few hold is the power the many agree to give them. They point to a cultural shift already underway, citing the public pushback police now face online, the recruitment struggles of police and military, and ordinary people questioning authority out loud for the first time, which they believe plants doubt even in those who never speak up. Together with host Ryan, the Roses explore why so many people choose what they call familiar injustice over unfamiliar freedom, the fear of imagining life behind door number two, and how the final section of the book, the Unbound World, sketches what voluntary cooperation could look like. The discussion closes on more personal ground, including Larken's own near death experience and how it made him a fearless speaker, along with references to David Icke, economist Martin Armstrong, and historical examples like Iceland and indigenous societies that functioned without centralized rule. Website: https://therosechannel.com/ Keywords: Larken Rose, Amanda Rose, The Most Dangerous Superstition, Approaching Humanity, voluntaryism, self ownership, the illusion of authority, liberty movement, Rose Channel, Candles in the Dark, James Corbett, Patrick Smith, individual sovereignty, near death experience, statelessness, David Icke, Martin Armstrong

A Roman centurion seeks a miracle for his dying servant.In this episode, we follow the story of Marcus, a Roman centurion who sets aside his pride to seek out Jesus for the healing of his beloved servant, Tiro. Witnessing the power of faith and humility, Marcus experiences a profound transformation as he encounters Jesus' authority and compassion.Today's Bible verse is Matthew 8:10, from the King James Version.Download the Pray.com app for more Christian content including, Daily Prayers, Inspirational Testimonies, and Bedtime Bible Stories.Pray.com is the digital destination for faith. With over 5,000 daily prayers, meditations, bedtime stories, and cinematic stories inspired by the Bible, the Pray.com app has everything you need to keep your focus on the Lord. Make Prayer a priority and download the #1 App for Prayer and Sleep today in the Apple app store or Google Play store. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Live Recorded Set from VirtualDJ Radio Hypnotica

On this inspiring episode of Authority on Demand Podcast (formerly Authors On Mission Podcast), host Danielle Hutchinson sits down with Lee Schneider to discuss his Utopia Engine trilogy, the future of AI, surveillance, and the surprising intelligence of nature.Lee shares his transition from screenwriting and documentary production to novel writing, along with valuable insights into his creative process and storytelling journey.✨ Quick Takeaways:• Question who controls the technology you use• Let characters help shape your story• Build a consistent writing habit• Nature has lessons worth listening toTune in for an engaging conversation about technology, creativity, and the future of humanity. Whether you're a reader, writer, or dreamer, this episode will inspire you to think bigger and keep creating.Connect with Lee Schneider:Email: andrea@wesmanpr.comWebsite: https://leeschneiderbooks.com/

Send us Fan MailTransformation doesn't always come through power. It often comes through presence.In this episode, Angela Hirsch shares what she has witnessed living in Israel as an American-Israeli believer, working among Palestinian Bedouin communities in the West Bank through a mobile medical clinic serving those often unreached - in every sense of the word.In places shaped by conflict, it is often women who carry the greatest burden… and quietly shape the future anyway. This conversation challenges how you think about leadership, agency, and influence.You'll walk away understanding:You don't need ideal conditions to live differently and make an impact.Why presence is often more powerful than positionHow you can use your own agency, right where you are, to create changeBecause you don't need more power to make a difference. You need to recognize the influence you already carry… and choose to use it.

AP correspondent Charles de Ledesma reports British Prime Minister Keir Starmer says he is staying put despite a shocking resignation.

Live Recorded Set from VirtualDJ Radio Hypnotica

This week on Come Curious, Reed sits down with kink theorist, power exchange mentor and educator Tripp Terrier to unpack one of the most misunderstood roles in BDSM: the dominant. Together they explore why true dominance isn't about control, arrogance or entitlement but instead, it's about presence, responsibility and service. Tripp shares his unique perspective on power exchange, explaining how authority is earned through knowledge, patience and skill rather than demanded through status or ego. They discuss the importance of integrating every part of yourself including the feminine and more uncomfortable aspects of your personality, and why self-awareness is one of the most powerful tools a dominant can develop. Inside the episode: - Why dominance is a giving role, not a taking one- The difference between confidence and entitlement- How power exchange can become deeply transformative- Why consent is more complex than a simple "yes" or "no"- The role of humility in healthy masculinity and leadership- Supporting partners through subdrop and emotional vulnerability Tripp also shares his essential reading list for anyone curious about kink, including The Topping Book and The Bottoming Book by Janet Hardy and Dossie Easton, alongside The Heart of Dominance and The Dominance Playbook by Anton Fulmen. Whether you're dominant, submissive, curious or simply interested in healthier models of masculinity, this conversation offers a fascinating look into power, connection and personal responsibility. Follow Tripp online @tripp.terrier Come watch the full episode, AD FREE over on Patreon: patreon.com/comecurious And tune in on all major streaming platforms - Come Curious. Follow us on Instagram: @comecurious Florence @florencebark Reed @reedamberx Our podcast is released every Thursday. Listen to the full episode wherever you get your podcasts. Spotify: https://open.spotify.com/show/4nQnVqQcEn4ptshlKjtdqo Apple Podcasts: https://podcasts.apple.com/gb/podcast/f-ks-given-by-comecurious/id1444176549 Learn more about your ad choices. Visit megaphone.fm/adchoices

We recommend listening to the teaching "From Slavery to Freedom (Freeing Your Mind) | Part 2" before this episode.Afterburn: also known in the fitness world as the “afterburn effect.” Simply put, the more intense the exercise, the more oxygen your body consumes afterward. This effect could occur spiritually after Rabbi Berkson's intense weekly teachings. This Afterburn Q&A session lets your mind and soul absorb more understanding (oxygen).• Does Eph 2:3 imply that we were enslaved by our feelings?• Transitioning from a slave to a servant• Does the word ‘enmity' in Genesis 3:15 have the same meaning as in Ephesians?• Marlene's thoughts: Yahweh is not the thought police?• Chris' thoughts: Authority of the air?• Teaching Paul's writings is difficult unless…• There's nothing behind this authority…• What if we were truly ONE?• Why do people reject the Torah?• Melissa's thoughts• Please use this term consistently… • More insight on Ephesians 2:11-12• The Temple sacrifices and Messiah Yeshua's death• Is submission to Torah the foundation of the “born-again process”?• Who is our enemy?• “Fleshly” vs. Set-Apart/HeavenlySubscribe to be notified of new content each week.Learn more about MTOI:https://mtoi.orgThe MTOI App https://mtoi.org/download-the-mtoi-appFollow MTOI:https://www.facebook.com/mtoiworldwide https://www.instagram.com/mtoi_worldwidehttps://www.tiktok.com/@mtoi_worldwide Contact MTOI: 

In Part 2 of our conversation on spiritual warfare and submitted authority, Elizabeth Powell explores what it truly means to walk in the authority Jesus has given believers.Do Christians have the same authority as Christ? What does the Bible teach about resisting the enemy? Is there a difference between holy boldness and spiritual presumption?Using Scripture from Luke 10, James 4, Ephesians 6, Acts 19, Jude 9, Matthew 8, and more, Elizabeth unpacks a powerful truth: authority in the Kingdom of God is strongest when it is rooted in submission to Jesus.In this episode, you'll discover:✔️ What "submitted authority" really means✔️ Why Jesus modeled perfect dependence on the Father✔️ The difference between authority and arrogance✔️ Lessons from the Centurion, the Sons of Sceva, and Herod✔️ How to recognize spiritual presumption✔️ Practical prayer language for spiritual warfare✔️ Why believers should pray to the fullness of their authority—but not beyond it✔️ How to stand firm without fear, pride, or spiritual swaggerIf you've ever wondered how to engage in spiritual warfare biblically, how to pray with confidence, or how to stay aligned with God's authority, this episode will encourage and equip you.Remember:"I am a covenant son/daughter of God Most High. I am on Kingdom business. And God is entirely responsible for me."

Every generation has them.People who aren't actually responsible for outcomes but seem determined to supervise everyone else's lives.This week's Wacky Wednesday explores the growing influence of America's self-appointed hall monitors.From media personalities attempting to manage public life, to institutions losing touch with common sense, to cultural figures abandoning the responsibilities they claim to champion, Chad Law examines the difference between authority and responsibility.The central question:Who put you in charge?And the larger lesson:America doesn't need more hall monitors.America needs more builders.TopicsUFC Freedom 250 controversyStephen A. Smith and TrumpNotre Dame H-1B hiring debateFetterman and political hypocrisyAmerica 250 celebrationsCulture and stewardshipBuilders vs. monitors

What if we're not actually afraid of our power? Rather, what if we're afraid of the perception of what standing in our power might cost us?In this episode, I explore a pattern I've observed in myself,practitioners & mentors across the Spiritual & energy work space over a decade.Because perhaps the fear was never visibility.Or judgmentOr authorityOr even power itself.. as we have most often learned to relate to it. Perhaps the deeper fear is being misunderstood.Losing belonging.Outgrowing communities.Being seen without the ability to control what others can make that mean.This is a conversation about personal power, spiritualauthority, permission culture, authenticity, and the hidden stories many heart-led practitioners carry about leadership, service, humility, and influence.Not from the perspective of fixing yourself.But from the perspective of questioning whether we've beentrying to solve the wrong “problem” all along.If you've ever felt caught between staying safe and becomingmore fully yourself, this episode is for you.Because spirit-led power may have far less to do withbecoming someone new and far more to do with simply accepting who you've always been. Perspective shifts from today's conversationPower is not domination. Visibility is not the same as safety. Being misunderstood is not the same as being wrong. Humility is not self-erasure. Authority is not something granted by others.The Spirit-led Reiki Pathway: https://www.reikiredefined.com/spirit-led-reiki-pathway/Free community: https://www.reikiredefined.com/free-community/No cost weekly round up to your inbox: https://reiki-redefined.kit.com/6629991732You'll find me most @reikiredefined on Titkok.

Sermon for May 31, 2026

Does Keir Starmer have any authority left now?Joining Iain Dale on Cross Question are the former Conservative Security Minister Baroness Pauline Neville-Jones, Labour MP Claire Hazelgrove, the Sunday Telegraph columnist Zoe Strimpel, plus the charity founder the Reverend Steve Chalke.

“Why do you reject the papacy?” This question opens a discussion on authority within the Church, touching on the necessity of a papal figure and the implications of such leadership. Other topics include the role of Mary and the Eucharist, as well as concerns about the treatment of statues and experiences with controlling religious groups. Join the Catholic Answers Live Club Newsletter Invite our apologists to speak at your parish! Visit Catholicanswersspeakers.com Questions Covered: 04:00 – Pope Leo on Nations 07:15 – The original precepts of Catholicism are fine by me, but I don't agree with the “fine print.” For example, I agree with the idea of a need for authority and headship, but I don't see the need for a papacy and all the things that go along with that. 20:57 – I don't agree with the idea of Mary being protected from being able to commit sin. I also feel like the filioque rejects the Trinity. Also my problem with the Eucharist is how could it be him if he instituted it when he was still alive? 29:05 – I feel like Catholic treatment of statues is kind of like worshipping the golden calf. 40:19 – It doesn't seem right for people to be bound by a particular opinion of the pope. That prevents people from thinking and coming up with an answer that makes sense. 47:32 – I got involved with this group and felt like I was being fed spiritually. They claimed to be baptist. But it got more and more controlling. Once they told me I am no longer myself and I was someone else. Once they laid me down and there was some kind of thing sucking out of my mouth and a electric feeling on my forehead. It got more controlling. They told me where to work. Have you ever heard of this? Is it a cult?

The Constitution Study with Host Paul Engel – People act as if the federal government is the supreme law of the land. They're not. The federal government was created by the states to serve the states, which means the states oversee the federal government. This is really amazing when you realize that We the People have much more power and control over the states than the federal government...

Using the Exodus story as a powerful metaphor, Rabbi Steve Berkson beautifully guides us through the journey from slavery to freedom. This message encourages us to believe in the possibility of change and deliverance, inspired by the Israelites' escape from Egypt. It reminds us that real deliverance involves personal growth, not just external help. Rabbi Berkson, referencing Ephesians chapter two, highlights the significance of grasping its core message: to overcome hostility and accept the grace available to everyone through Messiah Yeshua by following the path that Elohim has laid out in His Torah.• Intro/Review• Yahweh's Role in the Process - Step 3• Ephesians 2:1-2 Authority over nothing?• Ephesians 2:3 The battle for your mind• Ephesians 2:4-7 Favor equals graciousness• Ephesians 2:8 If we act in belief…• Ephesians 2:9 What kind of moron…?• Something funny about Ephesians 2:5• Back to zero• Ephesians 2:10 We should walk in these… • Ephesians 2:11 Two groups of people• Ephesians 2:12 Having no expectation and without Elohim• Ephesians 2:13-15 Messiah abolished what? • Ephesians 2:16 Restored to favor• Ephesians 2:17-22 No longer strangers, but fellow citizens Learn more about MTOI:https://mtoi.orgThe MTOI App https://mtoi.org/download-the-mtoi-appFollow MTOI:https://www.facebook.com/mtoiworldwide https://www.instagram.com/mtoi_worldwidehttps://www.tiktok.com/@mtoi_worldwide Contact MTOI: 

Natalie Layne joins Rita Springer for an honest conversation about creativity, calling, identity, and the unexpected cost of carrying a message from God. From touring life and the pressures of the Christian music industry to losing her voice after releasing an album about joy, Natalie shares how God has been teaching her what true joy, faithfulness, and rooted identity really look like. This is a powerful conversation for artists, worship leaders, and anyone navigating purpose in a noisy world.If you're enjoying the show, please rate and review!Follow Rita on ALL Social Media: https://linktr.ee/ritaspringerIf you would like to support the Worship Is My Weapon podcast you can donate to Wearing Justice at https://give.tithe.ly/?formId=0f0e22b...

Most speakers talk about authenticity. Fewer actually practise it. There is a version of you that turns up on stage and a version of you that exists everywhere else, and for many speakers, those two people are further apart than they would like to admit.This episode is a Pride Month episode, but the argument is not seasonal. The LGBTQ+ experience of navigating identity in public life contains lessons about presence, resilience and credibility that are directly relevant to any speaker who has ever edited themselves for the room.In this episode:Why the "is it safe to be myself here?" calculation runs differently for LGBTQ+ people and what that reveals about the cost of containment for everyoneThe authenticity gap: the distance between who you tell people you are and who you actually show up as, and why audiences feel it even when they cannot name itWhy code-switching weakens your stage presence and what the cognitive cost of self-monitoring actually means for your deliveryHow authentic living is a social act: showing up as yourself gives others permission to do the sameThe shadow mechanism: why someone being pissed off by your authentic presence is information about them, not a verdict on youKen Rutowski's men's community, Metal, as a practical model for how small language shifts create genuine psychological safetyWhy living unapologetically is not a Pride Month aspiration: it is a professional standardJohn Ball draws on his own experience as a gay man with a public-facing business, from navigating training rooms where he was not sure he was safe, to recognising the specific cost of collusion: excusing language and behaviour that should not have been excused, and the quiet shame that comes with that.The close is a direct challenge. Where are you still containing yourself, and how much of that is a genuine communication choice versus fear of making the wrong person uncomfortable?CHAPTERS:00:00 Authenticity Costs01:26 Safety Calculations04:42 Containment Exhaustion08:24 Mask Versus Persona13:20 Code Switching Costs14:51 Modelling True Self17:38 Mirror And Triggers20:46 Inclusive Community Rules24:42 Unapologetic Speaking26:56 Your Stage Challenge27:51 Closing And InvitationMentioned in this episode:Metal community (Ken Rutowski): worth checking out if you are interested in a men's group designed with inclusion built in from the ground upConnect with John:Work on your speaker positioning with John's free positioning tool: message or email with the word "BOOKED" to receive it directly.Join John at A Position of Authority, a small online event for speakers who need to sharpen their expert positioning: present-influence.kit.com/products/a-position-of-authority-eventFAQ SECTIONFrequently Asked QuestionsWhy does containing yourself on stage hurt your credibility as a speaker?John Ball argues that a contained, edited version of yourself on stage creates an authenticity gap: a measurable distance between who you claim to be and who you actually show up as. Audiences sense this gap even when they cannot articulate it, and it prevents the genuine connection that makes a talk memorable. When a speaker asks an audience to be open and present whilst operating behind what John describes as "a wall of glass," the request rings hollow. Credibility requires congruence between what is said and who is saying it.What is code-switching, and why does it matter for professional speakers?Code-switching is the practice of adjusting language, tone and behaviour to fit the perceived expectations of a particular room. John Ball distinguishes between code-switching as a conscious communication choice and code-switching as a survival reflex. When it becomes a reflex, Ball argues, it weakens the speaker: softened language reads as uncertainty, hedged identity produces hedged messages, and the cognitive load of constant self-monitoring takes energy directly away from delivery and presence. Stages reward conviction and specificity, and a speaker who is managing their identity is already managing their message.How does living authentically give permission to others to do the same?John Ball describes authentic living as a social act rather than a purely personal one. When a speaker shows up as a full version of themselves rather than a managed, inoffensive version, they model the behaviour for the audience. Ball draws on the example of social normalisation in Spain, where LGBTQ+ visibility has been mainstreamed to the point that people are freer to express who they are. The inverse is equally true: people-pleasing reinforces the norm that people-pleasing is required, and makes the room smaller for everyone. Being willing to be disliked by the wrong people is, Ball argues, a generous act toward the right ones.What is the shadow mechanism, and how does it apply to speakers?The shadow mechanism is the idea that what irritates or unsettles us about others often reflects something unresolved in ourselves. John illustrates this with a personal example: an early discomfort with drag queens that a friend helped him trace back to internalised shame about aspects of his own personality. The professional application for speakers is that an audience member's discomfort with your authentic presence is information about them, not a verdict on you. The discomfort belongs to the person experiencing it, not to the speaker who prompted it.What is Ken Rutowski's Metal community, and why does John reference it?Metal is a men's networking community founded by Ken Rutowski, a former guest on Professional Speaking: Known. Booked. Paid. Ball cites it as a practical proof of concept for inclusive community design. The community operates with specific rules: all relationship partners are referred to as partners regardless of gender or structure, and there is zero tolerance for sexism, homophobia, transphobia and racism. Rutowski also helped establish a female counterpart group. Ball highlights the "partners" rule as an example of a small language shift that costs nothing and removes the assumptions that make some people feel like an outsider in the room.How can professional speakers apply the lessons of Pride Month to their stage presence?John argues that the LGBTQ+ experience of navigating identity in public life contains lessons about authentic presence that apply to any speaker. Living unapologetically does not mean living loudly: it means making choices about your presence from a place of self-acceptance rather than from fear of other people's reactions. Ball's challenge to speakers is direct: identify where you are still containing yourself, and ask honestly how much of that is a genuine communication choice versus a fear of making the wrong person uncomfortable. The speakers who move audiences most are not the ones who have edited themselves down to the lowest common denominator.Visit https://strategic-speaker.scoreapp.com to take the 2-minute Strategic Speaking Business Audit and find out what's blocking you from getting more bookings, re-bookings, referrals and bigger fees. There's a special surprise gift for everyone who completes the quiz.Want to get coached for free on the show? Fill in the form https://forms.gle/mo4xYkEiCjqtz9yP6, and if we think your challenge could help others, we'll invite you on.For speaking enquiries or to connect with me, you can email john@presentinfluence.com or find me on LinkedInYou can find all our clips, episodes and more on the Present Influence YouTube channel: https://www.youtube.com/@PresentInfluenceThanks for listening. Rating the show 5* on Spotify helps their algo recommend the show, so please take a moment to follow the show and leave a rating.

He posted 400 times on Instagram with 50 followers. Most people would have quit. James Dumoulin just kept going.  I've been waiting to have this young man on for a while, and he did not disappoint. At 23 years old, James has built something I genuinely did not think was possible at this age: 21 million followers, 200 million views a month, 70 employees, and 48 billionaire interviews including Tom Cruise, Tom Brady, Will Smith, and Reid Hoffman. He built all of it from scratch, starting as a Chick-fil-A employee who saw TikTok as a marketing engine before anyone else did. James is the co-founder of the School of Hard Knocks, and what he has learned sitting across from the wealthiest people in the world will hit you in the best way possible. In this conversation, we go deep on what it actually takes to build something great when you have no connections, no credibility, and no one betting on you. James breaks down the exact strategy he used to get into rooms most people will never see, including how he cold-approached Mark Cuban at South by Southwest with nothing but nerve and a borrowed title. We talk about what the wealthiest people in the world actually have in common, whether money buys happiness, and why your age, your background, or your starting point is not the obstacle you think it is. James also gets honest about the moments where it almost fell apart, including the day their revenue dropped from $30,000 a month to under $5,000 overnight and what he did to rebuild. This is one of the most practical, fire conversations I've had in a long time, and James is the real deal. Here's what you'll gain from this episode: The Authority Hack: How James borrowed credibility he didn't have yet to get in rooms most people will never see, and how you can do it starting today with what you already have. Billionaires Think in Decades: The single mindset shift James observed in every billionaire he's interviewed, and why your obsession with the short term is the real thing holding you back. Concentration Builds Wealth: Why trying to do too many things too early is the silent killer of most businesses, and what the wealthiest people actually do first. The Rejection Blueprint: Why James says "no" just means "not yet," and how posting 400 times with 50 followers is what actually built a business doing $700,000 a month. Are Billionaires Actually Happy? What James has witnessed behind the scenes with some of the most successful people in the world, and the one thing the happiest ones all have in common.  This is one of those conversations that changes the way you think about what's actually possible. Don't miss this one! Try QUO for free PLUS get 20% off your first 6 months when you go to ⁠https://quo.com/mylett Get your choice of a healthy free protein staple like chicken breast for a year or ground beef in every box for LIFE PLUS $20 off when you go to https://ButcherBox.com/mylett

Have you ever wondered why some founders can have undeniable authority and skill, yet still struggle to translate that into real wealth for themselves? What if the gap isn't about effort, expertise, or even pricing… but about the architecture of the business itself?   In this episode, Eleanor dives into the concept of seven-figure authority paired with six-figure monetization architecture. She breaks down why positioning alone doesn't guarantee income, how the market can pull your business downward if you're attracting lower-value buyers, and why solving smaller problems - even exceptionally well - limits both revenue and enterprise value.   Watch the full video here: https://youtu.be/IVq0Y5keBrk Get full show notes and more information here: https://safimedia.co/WO104 Follow Eleanor on LinkedIn and Instagram here:  https://www.linkedin.com/in/eleanorbeaton/ https://www.instagram.com/eleanorbeaton/

Join the  Uplift Community App  TODAY!  If you have been trying to show up everywhere and still feel like no one really sees you, this episode will shift the way you think about visibility. KJ Blattenbauer is a powerhouse publicist who has spent her career helping women get noticed, get referred, and get paid. And she is not here to give you the fluffy version. KJ breaks down why so many women struggle to put themselves out there. It is not vanity. It is a vulnerability. She explains why chasing exposure can actually hurt your authority and why the most important thing you can have in business is not a huge following. It is one clear sentence that tells people exactly who you are and what you do. This conversation is part of the Smart Girl Summer series, and it delivers exactly what the name promises. Sharp. Practical. No fluff. Real strategy that actually works for real women building real businesses.   What You'll Learn in This Episode: Why women entrepreneurs struggle with self-promotion and the mindset shift that makes it easier How to craft the one-sentence message that gets you seen, referred, and hired The 4 foundational steps every woman needs to start building her PR presence (even if she has zero audience) The difference between chasing exposure and building authority, and why only one of them leads to sustainable business growth How to leverage a single podcast appearance or media hit 11+ different ways so it keeps working for you Why "be everywhere" is garbage advice, and exactly where you should show up instead What KJ says all press is NOT (and how to protect your reputation) Lessons from Blake Lively, the Kardashians, and Emma Grede's masterclass book tour   Timestamps: (01:45) KJ's one-sentence description of what she does (and why that sentence is the whole lesson) (01:57) Why women struggle with self-promotion, and what they need to hear instead (02:36) Serving from your gifts: reframing visibility as service, not ego (04:04) This isn't just for founders. It's for every woman who wants to stop playing small. (04:36) Most accomplished women aren't lacking expertise. They're lacking a clear narrative. (05:06) What do you really want? Getting quiet enough to figure it out (05:35) The power of the one-sentence message: how it works for clients, promotions, and pitches (06:35) How to figure out your message when you have multiple book ideas (or multiple passions) (07:54) PR myths KJ wants to set the record straight on (08:52) You don't need a big following. You need one repeatable message. (09:24) The "be everywhere" myth: why it's the worst advice in PR right now (09:59) What a one-breath message actually looks like (with real examples) (11:00) How your message compounds into authority over time (11:46) Live coaching moment: KJ helps Alli find her own one sentence (14:59) Why getting clear on your message is vulnerable, and what makes it so hard (15:33) The real reason people don't write their book, don't post, don't pitch (16:23) DIY PR: the biggest mistake solopreneurs make, and the first steps to take instead (17:09) Find where your audience actually is (and stop wasting time everywhere else) (17:37) Clean your house. Consistency builds trust. (18:28) The 4-step framework for getting started with PR (20:42) KJ's morning dog walk moment and the voices that told her she shouldn't be "caught" resting (21:33) What success actually looks like (hint: it's not the corner office) (22:24) Chasing exposure vs. building authority: what's the difference and why it matters (23:39) How to leverage a media appearance or podcast in 11+ ways (25:38) "Won't I annoy my audience if I post about the same thing too many times?" Hear KJ's answer (26:39) Authority is built AFTER the big attention getter, not from it (27:32) What KJ used to believe about PR that she no longer believes (28:28) PR crisis management: when to speak, when to walk away (28:41) Celebrity PR disasters: Blake Lively, the Kardashians, and the lesson (30:15) Why short-form social media has ruined our ability to think before we post (34:04) Rapid fire favorites: movies, books, and products KJ is loving right now   Links to great things we discussed:  KJ's Website KJ on Instagram KJ's Podcast KJ's Show Recommendations - Sopranos & Billions KJ's Movie Recommendations  - The Devil Wears Prada & The Devil Wears Prada 2 KJ's Book Recommendation - Start With Yourself KJ's Product Recommendation - Saint Jo Function Health Uplift App Wise Woman Era Alli on YouTube I hope you loved this episode!