Podcasts about bill lumbergh

Grant liked Juror #2. Drew reveals a long-held attraction for Bill Lumbergh. And most importantly the twins talk about what it's been like for trans people these past couple of weeks and how we can best support them! Support our Patreon: https://patreon.com/Twinnuendo?utm_medium=unknown&utm_source=join_link&utm_campaign=creatorshare_creator&utm_content=copyLinkFollow us!  Twitter: @Twinnuendo @TheDarbyLynn @DontTalkToGrant Instagram: @Twinnuendo @darbylynncartwright @DontTalkToGrant TikTok: @twinnuendopod @thedarbylynn @DontTalkToGrant  Call us! (940) ASS-TWINIMHO: the PODCAST: https://swap.fm/l/IMHOSend us mail! Drew12348-B Ventura Blvd # 134Studio City, CA 91604GrantPO Box 783711Winter Garden, FL 34778

Welcome, Deginerates, to a brand new episode of Gin & Sofa! This time, our stylish trio dives deep into the world of corporate absurdity and paper-pushing monotony with a review on the 1999 Mike Judge film "Office Space."With their gin-infused beverages in hand, the hosts delve into the world of Peter Gibbons, Milton, Bill Lumbergh and the iconic red stapler. They dissect the film's brilliant satire on office life, from TPS reports to the perils of the daily grind. Enjoy!Support the showCheck us out now on YouTube! Gin and Sofa Podcast - YouTube Dont forget to like and leave a review to let us know how we are doing!Thanks for listening! Please go check us out on all social media platforms!Instagram: @ginandsofapodcastTwitter: @GinandsofapodInterested in wearing some Gin and Sofa swag? Go check out our preliminary store! https://GinandSofa.threadless.com/If you are feeling generous, click here! -->https://www.buzzsprout.com/1894952/support

Office Space is a cult classic comedy film that was released in 1999. The movie was written and directed by Mike Judge, who is best known for creating "Beavis and Butt-Head" and "King of the Hill." The production of "Office Space" had its own share of ups and downs, much like the fictional office depicted in the film. Conception: The idea for "Office Space" originated from Mike Judge's own experiences working in cubicle-based jobs in the past. He drew inspiration from the mundane and absurd aspects of corporate life, which he satirized in the film. Casting: The film featured an ensemble cast, including Ron Livingston as the disenchanted protagonist Peter Gibbons, Jennifer Aniston as the waitress and love interest Joanna, and Gary Cole as the overbearing boss Bill Lumbergh. The casting choices were crucial to the film's success in capturing the essence of its characters. Filming: "Office Space" was primarily filmed in Austin, Texas, on a modest budget of around $10 million. The office scenes were shot in an actual office building to maintain an authentic and realistic atmosphere. Studio Interference: During production, there were some disagreements between the filmmaker and the studio over the film's content and marketing. The studio executives were uncertain about how to promote the movie and even suggested changing the title, which led to tensions between Mike Judge and the studio. Box Office Reception: Despite the studio's uncertainty, "Office Space" was released in theaters on February 19, 1999. Unfortunately, the film didn't perform well at the box office during its initial run, only grossing around $12 million. Cult Following: Despite its lackluster box office performance, "Office Space" found a new life on home video and cable television. The film gained a dedicated cult following and became a beloved classic among office workers and comedy enthusiasts. Legacy: Over the years, "Office Space" has achieved iconic status, often cited as one of the best comedies of the late '90s. Its humor and commentary on corporate culture have remained relevant, making it a timeless favorite. In summary, "Office Space" had a rocky start with studio interference and a lack of commercial success in its initial release. However, over time, it garnered a devoted fan base and established itself as a timeless satire on the absurdities of office life, ensuring its place in comedy history. If you enjoy the show we have a Patreon, become a supporter. ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.patreon.com/thevhsstrikesback⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Plot Summary: In "Office Space," we meet Peter Gibbons, a disillusioned office worker trapped in a monotonous job with an inept boss and meaningless tasks. One day, a hypnotherapy session goes awry, leaving Peter with a newfound carefree attitude towards his job. He and his fed-up coworkers, Michael Bolton and Samir, embark on a plot to exact revenge on their soul-crushing workplace. Chaos ensues as they hilariously navigate corporate absurdities, inadvertently causing chaos while trying to liberate themselves from the shackles of office life. "Office Space" is a witty and irreverent satire that strikes a chord with anyone who has ever dreamed of escaping the humdrum of the nine-to-five grind. ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠thevhsstrikesback@gmail.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://linktr.ee/vhsstrikesback⁠ --- Support this podcast: https://podcasters.spotify.com/pod/show/thevhsstrikesback/support

Self serving bureaucrats got it all wrong.    To advertise on our podcast, please reach out to sales@advertisecast.com or visit https://www.advertisecast.com/TheJeffWardShow

Self serving bureaucrats got it all wrong.    To advertise on our podcast, please reach out to sales@advertisecast.com or visit https://www.advertisecast.com/TheJeffWardShow

On this week's episode, Logan sets out to make friends with Nick Thompson from Love is Blind Season 2.Join them as they talk about what Nick has in common with both Bill Lumbergh from Office Space and Jimmy Garoppolo, wanting to be a professional wrestler, his best and worst yearbook photos, attending a small Catholic elementary school and the culture shock that came with going to a bigger, public high school, bringing integrity to high school (and college) journalism, the unique way he was recruited for Love is Blind, how clever editing made his and Danielle's fairly boring relationship in the pods seem more dramatic, the lie that Nick Lachey told him, why he was sweating so badly at the altar, the food he can't cook well no matter how hard he tries, what commercial jingle lives rent-free in his head and more! The Fast Friends Fortune Teller determines that they'll play a game of Truth or Dare before Logan sends Nick a friend request IRL.Follow Nick on Instagram:https://www.instagram.com/nthompson513/Back Team Thompson in their St. Jude fundraiser:https://tiltify.com/@teamthompson22/team-thompson Follow Nick on Twitter:https://twitter.com/_nickthompson###Fast Friends With Logan CumminsReach Out and Touch Us. In a platonic way.Follow Logan on Twitter:https://twitter.com/logancumminsEmail logan@fastfriendspodcast.com or call/text Logan at 872-267-2735 Hosted on Acast. See acast.com/privacy for more information.

The Hormone Monster loves the dicks and cum in bellybutton hair, Billy Joe from Green Day thinks everyone is "fucking kidding him," show producer Buddy Gendron sounds like Bill Lumbergh from Office Space, Hank Hill and Ladybird from King of the Hill "try" to speak, and Mr. Announcer Man™ calls in late as hell again! El Sancho fucks up his satanic beard when shaving, and Cynna rocks her Hello Kitty guitar. Joe Rogan and W.A.S.P. fans love us, Dave Grohl hates us...go figure. FEATURED STICKY DOLL SONG "Snotty Little Cunt" from their Grammy Award winning EP Red Won't Come Out https://stickydollband.bandcamp.com/album/red-wont-come-out DOWNLOAD MP3 HERE https://stickydollband.bandcamp.com/track/snotty-little-cunt WATCH THE LIVE SHOW https://www.facebook.com/462201820656792/videos/131471055132848 OFFICIAL MUSIC VIDEO https://youtu.be/q9Hh0Iqfl_4

DRINKING GAME RULES Take a sip every time: - Peter is asked if he got the "memo" - The singer Michael Bolton is referenced - Someone butchers Samir's last name - "Flair", "Stapler", or "Fuckin' A" is said - Bill Lumbergh says "Yeah" Finish your drink when: - Initech burns to the ground DONATING: https://anchor.fm/movie-drunks/support --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/movie-drunks/support

Juliana, Jordan, and Rocky discuss the 1997 Lifetime movie, "Lies he Told," starring Gary Cole in his pre Bill Lumbergh days. We discuss the important topics like what we would have in our go bags, how easy it was to flip houses in the mid 90's, the apparent complete ineptitude of the United States military, and the naivete of one family. Robbing banks dressed like Swamp Thing? Sure, this movie has everything! And this is based on a true story? But how? Episode originally recorded sometime in 2013 or 2014 but available only on Youtube until now! Leave a review, comment, or movie suggestion on our Facebook page, Time of My Lifetime.

Juliana, Jordan, and Rocky discuss the 1997 Lifetime movie, "Lies he Told," starring Gary Cole in his pre Bill Lumbergh days. We discuss the important topics like what we would have in our go bags, how easy it was to flip houses in the mid 90's, the apparent complete ineptitude of the United States military, and the naivete of one family. Robbing banks dressed like Swamp Thing? Sure, this movie has everything! And this is based on a true story? But how? Episode originally recorded sometime in 2013 or 2014 but available only on Youtube until now! Leave a review, comment, or movie suggestion on our Facebook page, Time of My Lifetime.

What happens when a capitalist raccoon starts a relationship with a middle-manager? Find out as we ship everyone's favorite capitalist, TOM NOOK (Animal Crossing) with jerk boss BILL LUMBERGH (Office Space)! Then we'll make time for some "foxy" love with FOX MCCLOUD (Starfox) and ROBIN HOOD (Disney's Robin Hood)! And we're doing it with the host of the Sweet Virgin Brian podcast... Brian Inciong! Recorded live (but isolated) on Twitch 4/8/20

Bill Lumbergh is trying to get his company and his clients ready for Y2K but spends most of his time dealing with problem employee Peter Gibbons who is frequently absent, refuses to work and destroys company property. But when consultants recommend Peter be promoted rather than fired it's the least of Bill's problems as he must investigate missing money and a mysterious fire.  With special guest Leonard Chan (@TheLeonardChan)  Edited by Andrew Ivimey and produced for the From Superheroes network. Visit www.FromSuperheroes.com for more podcasts, YouTube series, web comics, and more.

  Happy Halloween! Today’s spooky special show is hosted by Bill Lumbergh and Tony Stark.   Hunt long enough and it’s likely you’ll run into someone who has no regard for property lines, which is what listener Rob is up against. Tune in this week as good guy Jeff Lindsey weighs in on what to do and catch up on the guy’s seasons (hint: arrows have flown). Follow the Lindseys on the Sportsman Channel and their website: https://www.thelindseyway.com/ Want to leave a question for the guys to answer on air? Go leave a voicemail for us at DruryOutdoors.com.https://www.druryoutdoors.com/extras/podcast.php#.XaddnyVOnnY Subscribe to the show on the platform of your choice: Apple - https://itunes.apple.com/us/podcast/drury-outdoors-100-wild-podcast/id1396669682?mt=2 Android - https://play.google.com/music/listen?u=0#/ps/Iberwy63y5lrowuequvyyrjndsq Stitcher - https://www.stitcher.com/podcast/drury-outdoors-100-wild-podcast YouTube - https://www.youtube.com/playlist?list=PLlIui3XsN0wRxlJoDkrw6MH6HUHeTn-oc This show is proudly brought to you by onX Hunt. Learn more at https://www.onxmaps.com/hunt-app Want to get ahead of your game? Get DeerCast! - https://deercast.com/

The cult classic, Office Space, was released to VHS and DVD 20 years ago this month. It came out in theaters earlier in 1999, but hardly anyone saw it then. It only became popular after the home video release, so it seemed timely to commemorate that event with a set of blog articles reflecting on the quintessential lessons therein. In late 1999, I was early in my professional IT career. Like Peter Gibbons, I was fixing the Y2K bug, working... Read More Read More The post Leadership Lessons from Bill Lumbergh appeared first on Zach on Leadership.

“People, when you arm them with the right information, the right insights, and the right systems and processes, can make great things happen.” What do you think of when you hear the word “boss”? Do you imagine someone like Bill Lumbergh from Office Space? Or maybe your mind does cartwheels and immediately jumps to Bowser and the Koopa squad from Super Mario Bros 3.  However you define “boss,” Jennifer Tejada has a new definition for you: someone who sacrifices, who works tirelessly to build a sense of community, who puts in those early mornings and late nights to make ends meet. Jennifer is the CEO of PagerDuty, a digital operations management company. Its cloud-based platform manages real-time operations for any type of business to ensure its digital services are always on. Since its founding, PagerDuty has drawn a lot of attention from investors, raising over $173 million over the course of several funding rounds. The company went public earlier this year and at one point was valued at $1.8 billion dollars. That valuation, and the relative success of PagerDuty in such a short amount of time, is thanks in no small part to Jennifer’s leadership. Her unique brand of management style was inspired by her father, who ran and operated a hospital when she was young. Growing up, she spent a lot of her free time in that hospital - doing everything from selling Girl Scout cookies and serving pancakes to the night shift, to filing papers and making copies. Those experiences left their mark and today, she’s turned those lessons of community and leadership into inspiration for how she runs PagerDuty. In today’s episode, Jennifer joins Chad to discuss her work with PagerDuty, how she uses her father’s “serving others” mentality on a day-to-day basis, and what she foresees PagerDuty doing in the future. — Don’t forget, we have a new partnership with b8ta! B8ta.com gives you access to some of the most innovative and cutting edge consumer tech products. This week, we will be giving away the Misfit Vapor 2, a sleek touchscreen smartwatch that puts everything you need to stay on top of your day, right on your wrist. Enter the giveaway for a chance to win! — Mission Daily and all of our podcasts are created with love by our team at Mission.org We own and operate a network of podcasts, and brand story studio designed to accelerate learning. Our clients include companies like Salesforce, Twilio, and Katerra who work with us because we produce results. To learn more and get our case studies, check out Mission.org/Studios. If you’re tired of media and news that promotes fear, uncertainty, and doubt and want an antidote, you’ll want to subscribe to our daily newsletter at Mission.org. When you do, you’ll receive a mission-driven newsletter every morning that will help you start your day off right!

Four famous deaths in the last couple weeks, Bill Lumbergh, new unboxing video, and a fantastic deal on video and audio editing software. Got coffee? www.facebook.com/oldnerdreviews --- Support this podcast: https://anchor.fm/oldnerdradio/support

Cult favorite Office Space. So much fun so many great lessons. Today we focus on the managerial styling of Bill Lumbergh. Bill might have been a good "manager" but he was a terrible leader.

This episode is for anyone who wants to effectively orchestrate a development process without becoming the butt of their team’s water-cooler jokes. It's more attainable than you think, because it's all about process. Don't be a Bill Lumbergh - be awesome. Written and read by Jonathan Solórzano-Hamilton: https://twitter.com/jhsolor Original article: https://fcc.im/2GW6xFX Learn to code for free at: https://www.freecodecamp.org Intro music by Vangough: https://fcc.im/2APOG02 Transcript: Laurence Peter formulated the principle that “managers rise to the level of their incompetence” in 1969. In particular, non-technical leaders have earned a poor reputation with software developers. Office Space depicts the non-technical manager in Bill Lumbergh, pictured above. Dilbert provides the classic “Pointy-Haired Boss.” This article is for anyone who wants to effectively orchestrate a development process without becoming the butt of your team’s water-cooler jokes. I’ll share what I’ve learned over the years managing development and release processes as a manager and software architect at UCLA and Stanford University. The biggest lesson I’ve learned is that the key to sustaining successful software releases is completely non-technical. It’s about process. Some aspects of a development process benefit from technical know-how, but it’s not required. Successfully releasing software into production is much more a question of robust process architecture than design or code alone. For the purpose of this article, we’ll assume you’ve already agreed to start building something. The product approval pipeline is a different process. Today we’re focusing on getting the agreed-upon product from concept to production. What to build Your team needs to assemble a clear roadmap for their code. Architects and manufacturers use blueprints. You should too. Your roadmap should include a set of schematics which each fulfill a different purpose. These schematics differ for individual applications. A user-interface mock-up, application architecture diagram, and business process model are common. More detailed component diagrams such as Unified Modeling Language (UML) diagrams and flow models are often useful as well. Technical expertise lets you use these schematics to critique your team’s architecture and ensure they’re on the right track. Even without technical skill, these schematics will be critical. You can use them to drive productive conversations about product completion. No more will you have to draw a “% complete” out of thin air or best-guess from the development team. You can track the status of each item on the diagram to determine how close the app is to completion. You can also project future velocity based on how quickly the team completed prior components. There is no “right” amount of pre-development documentation, but there is one wrong amount: none. Work out with your team what constitutes an acceptable roadmap before they start coding. The first checkpoint in your development process will be to review this documentation and ensure they’ve met this agreement. What not to build Your team can’t build everything. Nor should they. You need to ensure that your developers have a laser focus on what they actually need to build. Why are you building this app in the first place? Define the key differentiation from existing products. 80% of your team’s time should go toward supporting that differentiation. The schematics you should now have will be helpful here. Does your application include a logging component? A sign-up and login process? There are already excellent free, open-source software (FOSS) frameworks in most languages for these components. Some are available under extremely permissive licenses. Tesla provides a great illustration of this concept. Their first key differentiator was to use a lithium-ion battery to make electric cars competitive with gas. Lithium-ion achieved this by reducing battery weight and increasing range. The first Tesla prototype simply converted a pre-existing electric sports car from lead-acid to lithium batteries. Their first production run was mostly a Lotus Elise roadster (a pre-existing sports car) that had a Tesla battery and motor. The lesson for your team is to use what already exists wherever possible. If you can use or adapt a FOSS package, do it. Even if you need to license for-pay code from somewhere else, it’s almost always worth it. Get all the scaffolding in place quickly so you can test your “lithium-ion battery.” Then you can iterate through and replace whatever will help further differentiate your product without stressing about delaying production-readiness. The second checkpoint of your development process is to review the planned architecture with your team and identify what very limited part they intend to build from scratch. If it sounds like something that already exists, and it’s not the core focus of your product, challenge your team to see why they believe they need to re-do it. Don’t just throw it over the wall Once you have identified what pre-built technologies you’ll use, make sure to review these with your production support group. Database and server administrators will need to plan for installing and supporting any new technologies. This is the third checkpoint in your development process: operations readiness. Keeping the production support team in the loop early is 90% of the secret sauce known as “DevOps.” If you haven’t heard of this, DevOps is the idea that software development and production operations teams should unify under common goals. The proposed benefits include much quicker releases, more reliable code, and more time spent developing due to automation. These are all great boons, but they follow from a strong communication process. Automation follows, not replaces, collaboration. Implementation and Testing Now your team writes the code. Collaborate with your implementation team to devise a process for dividing the work among themselves. There’s no one-size-fits-all approach, and this is where the “soft skills” of leadership dramatically outweigh any technical skill. Some developers will want to hog all the “interesting” work and ignore any drudge work. They may believe that they’re the smartest person in the room and should get their pick of assignments. Others may resist change and only want to do the same kind of work they’ve done before. Lead your team into an equitable distribution of work. Challenge everyone to grow appropriately and to share and collaborate. One more technical aspect of the implementation is that the code must include sufficient automated tests. These are code-defined tests that a test system can execute. If the code’s going to crash, don’t you want these guys’ resumes to be on the line instead of your own? (public domain: US Government photo) Manual “test scripts” where a human interacts with the code to see if it works are insufficient and reflect technical debt. Your technical team should at least include unit tests. Test-driven development is a popular approach for ensuring that critical code is always tested. You can drive a non-technical conversation with your team about their “test coverage” (the portion of the code that is tested). It’s pretty simple: ask them to list their assumptions. Then ask where and how they test these assumptions. The checkpoint at which the code is believed complete by the developers is referred to in my shop as dev-complete. It means the primary development (dev) process is over, but additional code may be written to address issues that come up in the review process. In an agile development process, you will typically divide the implementation process into multiple checkpoints instead of one all-or-nothing deadline. These are typically called iterations. Refer to the roadmap you defined in the first step. Before starting new component(s), ensure that what you’ve already started is at least dev-complete. This provides you with an accurate view of the speed of development and reduces risk. As you complete the iterations, you can push the code to an environment for “acceptance testing.” This involves pilot or test users (or an internal team playing that role) who interact with the partial product. They test to ensure it meets the design expectations and provide feedback on how it could be better. Acceptance testing is not a substitute for the unit testing mentioned earlier. It serves a different purpose. Letting your development team lean on acceptance testing to catch basic functional bugs is a recipe for disaster. Feedback from the acceptance testers can be incorporated into the next iteration. This is another good reason not to bite off a big chunk of the product all at once. You want to leave room to change course once people start playing with the product. Once you’ve accumulated enough tested code to constitute a sufficient product release, you’re ready to begin the release management process. Looking for bugs in all the right places Your developer or team has reached a point where they believe the code is done. Acceptance testers are satisfied with the way the product is working. The next checkpoint in the process is to validate the belief that you have code ready to become a product. Let’s start reviewing the code! You may not be comfortable or have sufficient technical know-how to review the team’s code yourself. That’s ok! You don’t have to. Your process has to. Work with your team to identify a process for code review that works for them. If you have more than one developer, peer code review works great. If you don’t, are there other developers in your organization outside of your team? Work across team boundaries to establish a peer code review program. If there really is only one developer, then sit down with them and have them walk you through the code. Use your schematics as a reference point, and ask them to tell you how the code accomplishes the schematic’s goals. At the conclusion of the code review process, the developer and reviewer(s) should feel comfortable with being held accountable for the code. The code review is also a good time for reviewing two other critical points: documentation and security. I’ve already written about a sustainable documentation architecture — check it out if you’re interested! Security review should be a part of any code review. In general, this involves taking a second look at the code to spot weaknesses where an attacker could exploit it to reveal private data or gain control of the server. It must be done by a technical person. The Open Web Application Security Project (OWASP) publishes a free comprehensive guide to security review. Your developer can do this if they’re the only one on the team, even if they just run an automated security code analysis tool. There are free tools for helping with this process which are linked through the OWASP wiki. Eject, eject, eject! The code has passed the review process. It’s ready to become a product. But that doesn’t mean it’s ready for production. The last checkpoint to clear is deployment readiness. Is your code in a state where it’s easy to deploy to production? This should involve as few manual steps as possible. It also means you need to have a plan for reverting the change in case the code doesn’t work as planned. This is called a “rollback plan.” If you have a separate software operations team, this is where they come back into the picture. They should review the deployment and rollback documentation and let you know if it’s sufficient. If you don’t have these personnel you can perform this step yourself. Make sure that there are clear, simple instructions for deploying the product. There should be very few manual steps, as each manual step introduces a chance for human error. There should be a clear, sufficient plan for returning to the prior state of affairs if the deployment doesn’t succeed. This may be as simple as restoring a backup, or it may involve customer communication or data conversion. Whether the plan is sufficient depends on how thoroughly your team tested the code, and how widely the product is being released. Consider also any risks associated with the product or with this particular release. Once you’ve passed this checkpoint, push that code into production! Post-release Succeed or fail, it’s important to circle back and review how the process went. Did your team accurately estimate the effort required to release a product? Did the testing adequately model the production scenario? Revisit the implementation and testing checkpoints, and review how well the team performed. How is the product running in production? It’s a good idea to visit the operations staff and obtain their feedback. This further creates trust between the development and operations teams, and will lead to more DevOps benefits down the road. Where are the remaining gaps in your product? If they’re in third-party code, now’s the time to consider whether to customize your packages or re-implement from scratch. Otherwise, you now have input on what to build for the next release. Above all, hold yourself and your team accountable for the results of your effort. Accountability facilitates independence and promotes individual growth. As your team grows accustomed to being held accountable for each step in this process, they’ll adjust their performance accordingly. Conclusion You don’t have to be the least bit technical to run a successful software release process. Technical skill can help, but it can also become a crutch. The key to successful software release is a well-documented, well-understood process for moving software through the pipeline from idea to product. You now have a starting point for drafting your own software release process. What’s most important is that you participate with your team in filling in the blanks and creating a repeatable process that works for all of you. It doesn’t have to be perfect for anyone, but it does have to be understood by everyone. You also need to ensure that the velocity of your product through these checkpoints matches the demand for the product. None of these items need to be multi-day show-stoppers. It could be a simple one-page checklist. You need to define a process that fits your environment. As with any process, you should also iterate. Just like with the code, your first, untested draft isn’t likely to be perfect. Tune the process on each run-through and you’ll end up with a smooth, predictable software release path. And remember to brush your hair. You don’t want it looking…pointy.

Episode 141:  “Tuesdays With Morley” This week Host Dave Bledsoe opens his Christmas Stocking to find a carton of Morley's and a bottle of generic whiskey.  Just what he asked for.   (We cannot WAIT!) Along the way we discuss the Deep State and the mystery surrounding the shadowy cabal of middle managers and career bureaucrats that REALLY run the government.  (Bill Lumbergh is the Master of Us All).  We are also DEEPLY shocked that Senators might create a black money Pentagon department that funnels money to a personal friend and campaign donor and tell no one about doing so!  (Shocked!)  There is even some math this week where we attempt to determine how fast going a mile second REALLY is, only find that while it's impressive it's actually not remotely out of the realm of what technology allows.  (Dude, seriously, it's only 3,600 MPH, rockets do seven times that going into orbit!) Also, Blink 182?  Seriously? In the Wayback, we head to September 18th, 1947 and the formation of the Deep State! Our Sponsor this week is Morley Cigarettes, in a movie, have a Morley!  We open the show the Musings of a Cigarette Smoking Man and close with what we want for Christmas this year! Show Music: https://www.jamendo.com/track/421668/prelude-to-common-sense The Show on Twitter: https://twitter.com/TheHell_Podcast The Show on Facebook: https://www.facebook.com/whatthehellpodcast/ The Show on Soundcloud www.whatthehellpodcast.com Give us your money on Patreon  https://www.patreon.com/Whatthehellpodcast The Show Line: 347 687 9601 Citations Needed: Harry Reid Saves the Universe https://www.nytimes.com/2017/12/16/us/politics/pentagon-program-ufo-harry-reid.html This TOTALLY Happened! https://www.inquisitr.com/2939994/grey-aliens-signed-treaty-with-eisenhower-in-1954-after-u-s-government-rejected-overtures-from-nordic-or-pleiadian-aliens/ The only REALLY freaky part of this story. https://www.nytimes.com/2017/12/16/us/politics/unidentified-flying-object-navy.html President Dwayne Elizondo Mountain Dew Herbert Camacho https://www.thedailybeast.com/luis-elizondo-former-director-of-the-pentagons-aerospace-id-program-says-some-ufos-still-defy-explanation If you can't trust the guy from Blink 182 who CAN you trust? http://www.nydailynews.com/news/national/tom-delonge-hints-pentagon-ufo-disclosure-beginning-article-1.3705817 Learn more about your ad choices. Visit megaphone.fm/adchoices

Being a leader can be challenging. You want to be Mel Gibson in Braveheart but you fear you might come off like Bill Lumbergh from Office Space. This can be especially challenging if you have just found yourself in a leadership position for the very first time. In this Episode of the Neon Noise Podcast, we are joined by Candela Iglesias. Candela is the author of "Build Your Dream Team: Leadership based on a passion for people" which is a must-read for anyone that manages a team of any shape or size.

In this week’s episode: Exodus 1-4.  Dan Libenson, President of the Institute for the Next Jewish Future, explains why God has a lot to learn about mentoring Moshe at the Burning Bush, and how sometimes, it is better NOT to walk in the ways of God if it means that you cannot grow and learn to be a better leader. I was going to insert a picture of Dan Libenson, but then I realized that folks would connect the header and the image. Dan is a distinguished leader and wise mentor. Bill Lumbergh is NOT.