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Steve Waid, this one's for you.  Learn more about your ad choices. Visit megaphone.fm/adchoices

US Fed Chair Kevin Warsh who was appointed by Trump is to set to oversee his first meeting, but will he hold rates steady? In Japan, six major ice cream makers have been raided following accusations that they have unfairly raised prices. And the Boss of Mondelez who own Cadbury and Toblerone speaks on why he decided to not exit Russia despite their invasion of Ukraine. Presenter Sarah Rogers Producer: Barbara George and Aleeza Siddiq

In today's episode, you'll discover: 1.     Why choosing yourself — and detaching your worth from a title — is the foundation for building a career and a life on your own terms. 2.     That confidence and authenticity are muscles you build, not gifts you're born with, and you lead best when you show up as your whole self. 3.     A practical, inside-out first step to get unstuck, with health and well-being as the nonnegotiable starting point. To support these three takeaways, I chose a quote from Jack Welch: "Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others." About Jennifer Doty: Jennifer Doty is VP of Customer Operations at ThreeFlow and the author of Just Lead and Find the Right Now Role. With nearly two decades at MetLife behind her, she's now building a portfolio career across speaking engagements, her growing LivePure business, and a solid 9-to-5. Jennifer teaches people to get out of their own way and lead from the inside out to build the life they want. How to Get in Touch with Jennifer Doty: Email:  jenniferdoty0@gmail.com Website: http://jenniferdoty.com/ Stalk me online! Linktr.ee: https://linktr.ee/conniewhitman   Communication Style Assessment (CSA)™:  https://changingthesalesgame.com/communication-style-assessment/

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Steven Rinella talks with Jason Schratwieser. Topics discussed: the history of IGFA and world of fish record keeping; conservation efforts for bluefin tuna and billfish; innovative satellite tagging technology; IGFA record validation process transforming our understanding of marine life; species identification techniques; conservation and sustainable fishing practices; and more. Connect with Steve and The MeatEater Podcast Network Steve on Instagram and Twitter MeatEater on Instagram, Facebook, Twitter, and YouTubeSee omnystudio.com/listener for privacy information.

Am I the Jerk? is the show where you can confess your deepest darkest secrets and be part of the conversation.

This is the episode that almost didn't happen! Power outages, guests dropping, and technical maelstrom... yet despite it all, Jeff and Christian give you their takes on Nintendo's latest Direct, 30 minutes of Fable gameplay, Xbox's dire straits, and more!The Playlist:Christian: Star Fox Switch 2 demo; 007 First LightJeff: As We Descend, Lost Castle 2Parting Gifts!!

The Execution Of Joe HillJump To The AD-FREE Safe House EditionEpisode 487 takes us to Salt Lake City, 1914, where a grocer and his seventeen-year-old son die on a pine floor, and a Swedish songwriter named Joe Hill rings a doctor's bell with a bullet in his lung and a name he will not say. He dies for the silence.Become a supporter of this podcast: https://www.spreaker.com/podcast/true-crime-historian--2909311/support.You can pay more if you want to, but rent at the Safe House is still just a buck a week, and you can get access to over 400 ad-free episodes from the dusty vault, Safe House Exclusives, direct access to the Boss, and whatever personal services you require.We invite you to our other PULPULAR MEDIA podcasts:If disaster is more your jam, check out CATASTROPHIC CALAMITIES, telling the stories of famous and forgotten tragedies of the 19th and 20th centuries. What could go wrong? Everything!For brand-new tales in the old clothes from the golden era of popular literature, give your ears a treat with PULP MAGAZINES with two new stories every week.

(00:00-7:08) Jackson spends his day drinking just to pass the time. Places to just stop off for one. Stop Off places being sent in fast and furious.(7:16-15:12) Cheers. Ever been to the Cheers bar? Didn't notice any sapphos at the wedding. Didn't go home with anyone, Carl or otherwise. Tim's upset with Mizzou start times. Who's The Boss.(15:22-15:35) And the winner of the Design Aire Heating & Cooling EMOTD is...See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The gang is back together. A dangerous take. Hello, Blaze Jordan. Sittin' pretty on Flag Day. The bullpen....woof. Loving some of these roster transactions. Scholarship season is over. Jackson wants John King back.If the Cardinals are the lede, what's in the two-hole, Doug? Knicks win the NBA Finals? Canes win The Cup? World Cup? Doug forgot the NBA FInals were on. Rick was out on Saturday night. The Blue Train. Who's Rick? The history of the yellow diaper. An exclusive rooster. Light C's. Doug says Stanley Cup should be next. Martin says Knicks. Tim says World Cup. Audio of Taylor Twellman talking about the USA's 4-1 win over Paraguay. Bolstering masculinity. Chris in Des Moines left his mark. Throbbing Sugarfoot.Three teams ahead of the Knicks to win next year's NBA title. Audio of Victor Wembanyama talking about the Spurs “dominating” most of the series but still coming up short. Knick fans wilin', B. People coming to check out the sinkhole.Joined by voice of the Blues, Chris Kerber talking about the Stanley Cup and Carolina finally getting to the mountain top. Kerbs also talks about some offseason Blues topics including the upcoming draft. How far off are The Blues? Lots of draft talk.Might have another Coors Field situation on our hands in Vegas. Jackson has decided he WILL sign at his appearance this coming Friday. Fox Sports breaks down the record-breaking viewership for USA – Paraguay and Zlatan comments it's due to his presence. Waxing your own car. Doug wants American accents and coaches. World Cup, US Open, Cards vs. Royals, and Friday with Papers, how do you do? The TLR video game. The Texas Tech/Brendan Sorsby situation. The FIFA Kansas City World Cup shirts has the St. Louis arch on it. The Tradesman's Entrance.You'll be hearing Free Bird tonight around 9:20 in St. Louis. Updated odds on the World Series. Bullpen concerns starting to show themselves a little bit. Jon Jay said without saying that we shouldn't have Nevin Shapiro on the show during Spring Training. Nevin's adamant that 2019 LSU isn't as good as 2001 Miami. Hanky Panky, Hide The Salami.Friend of the show and future Cy Young winner, Michael McGreevy checks in with us on the phone lines. This should be inetersting after Doug blamed him for yesterday's loss. Still can't quite go 7 innings. Ball flying out of the yard all weekend in Minnesota. Blaze Jordan's arrival. Bittersweet when teammates get sent down and other guys get the call up. Going on MLB Network in New York. The offense different with Nootbar back. Would McGreevy want to hit? Heading to a World Cup game in KC. His interest level in the various things going on in the world of sport.Design Aire Heating & Cooling EMOTDLook Doug, it's James Carlton. The TMA sponsor ecosystem. Us wearing TMA hats outside of the studio is kinda "Dig Me." The passing of former Mizzou Tiger great, Aldon Smith. Doug's barnhof. Bungee jumping accident in Brazil. We're AI Proof on this show. Doug loves pudding.Jackson spends his day drinking just to pass the time. Places to just stop off for one. Stop Off places being sent in fast and furious.Cheers. Ever been to the Cheers bar? Didn't notice any sapphos at the wedding. Didn't go home with anyone, Carl or otherwise. Tim's upset with Mizzou start times. Who's The Boss.And the winner of the Design Aire Heating & Cooling EMOTD is...See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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.

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Andy Freed is the CEO of Virtual, Inc., a strategic consulting, marketing, and professional services firm that supports mission-driven organizations facing multi-dimensional challenges in technology, healthcare, financial services, and life sciences. These include membership groups that unite some of the world's largest brands — like Microsoft, Meta, and Google — to collaborate on shared industry goals. Virtual has been recognized as a best place to work, guided by integrity, collaboration, and client-first values.   With more than 30 years of experience leading organizations through growth and transformation, Andy knows that the best leaders succeed through clear, compelling communication. He has a rare gift for crafting stories and messages that resonate deeply, sparking action, inspiring alignment, and elevating performance — whether he's uniting global coalitions, coaching CEOs, or building high-performing teams.   Andy is even more fanatical about communicating to inspire than he is about Bruce Springsteen (and that's saying a lot) — it's his life's work. From keynote performances to small-group strategy sessions, he brings energy, clarity, and intention to every interaction.  Andy's passion for leadership communication shines through not only in his professional work but also extends to his deep commitment to community engagement. He chairs the boards of MelroseWakefieldHealthcare and Friends of Harvard Water Polo and serves on the boards of Tufts Medicine, Harvard Club of Boston and the Sustainable Media Center. He's also a former Chair of the Harvard Varsity Club and served on the board of the Massachusetts Hospital Association.  

In this episode of the HR Like a Boss podcast, John Bernatovicz speaks with Shaina Lane, founder and CEO of Premier Professional Coaching. They discuss the importance of self-awareness in leadership, the purpose of human resources, and the need for early leadership development. Shaina shares her transformative experiences in public speaking and coaching, emphasizing the significance of supporting the human function in organizations. They also delve into Shaina's book, 'Leadership Is Easy (Said No One Ever),' which outlines 11 essential habits for effective leadership.ABOUT SHAINA LANEShaina Lane is a professional speaker, author, leadership expert, and ice cream addict. Before starting her own business in 2019, she built a career in healthcare and successfully transitioned to HR 15 years later. She has a master's degree in education and more coaching credentials than should be legal. When she's not developing leaders, she's taking comedy classes, training for triathlons, or coming up with increasingly creative excuses to avoid yard work.

When you are a leader who operates with integrity, being blindsided by someone above you who is scared and reactive, taking it out on you, is one of the most disorienting experiences you can have. You didn't do anything wrong. And yet here you are, managing the fallout of someone else's emotional immaturity while trying to protect your reputation, relationships, and your own steadiness. In this episode, I'm sharing exactly what to do when your boss loses it, and why how you respond in that moment will say more about your leadership than almost anything else. This isn't about becoming a pushover or swallowing what was unfair. But becoming the most emotionally evolved and grounded presence in the room, so you can move things forward. You'll learn the three-step framework for how to deal with a reactive boss or colleague without matching their energy or sacrificing your standing; why emotionally mature leadership requires you to get curious about fear instead of defensive about facts; and how to set a new agreement that breaks the cycle so you're not back in the same conversation a month from now. Because the world doesn't need more leaders who can endure difficult people. It needs leaders who know how to stay human and raise the standard when others have stopped trying. Our mission is to help you become unstoppable, enabling you to do your best work of your career while enjoying more inner peace and freedom. Head to ritahyland.com and sign up to receive podcast announcements and exclusive tips to unleash more of your creativity, productivity, and ingenuity in your work and at home.  If this episode was helpful for you…  Share it with someone who will also benefit from hearing it. That way, we all improve. Also, be sure to leave a review on Apple Podcasts, letting me know what you enjoy about Playing Full Out and any questions you have.  Your topic may be used as the subject for a future episode! Show Notes https://www.ritahyland.com/what-to-do-when-your-boss-loses-it Connect with Rita on LinkedIn: ★Rita (Wetterstroem) Hyland★

We all face challenges in our lives. And I'm not talking about the kind that are thrust upon you. I'm talking about the ones we've created. Facing our own limitations and shortcomings takes a gentle kind of intentional reflection—and it's not for the weak at heart. Today Leslie walks you through how to step back and take a fresh look at your own choices, limitations and challenges, and learn how to work through them and turn them into wins so you don't keep repeating them over and over again. Tune in for this real talk about the person who really controls your life—you!Things mentioned in this episode:#3: The Most Important and Transformational Exercise You'll Ever Do#221-224 A 4-Part Series on How to Become the Boss of Your MoneyOrganized Actor® OnlineLeslie's WebsiteFollow Leslie on Instagram

Tonight on NJ Spotlight News, Republican Justin Murphy talks about challenging Democrat Cory Booker in the November elections - does he have a shot at ousting the Senior U.S. Senator?   Plus, the Boss has a new home - we get the latest on what fans can expect at the new Bruce Springsteen Center for American Music   And, President Trump signed a $70 billion dollar spending plan for ICE and Border Patrol - what does it include?

Eoin Sheahan, Dion Fanning, Ben Symes and Eve Conway are live for Thursday's Newsround, with the World Cup getting underway today as co-hosts Mexico are mere moments away from kicking off for the opening game against South Africa!Viagra Connect 50mg film-coated tablets. Contains sildenafil. For adult men with erectile dysfunction. Subject to suitability. Maximum dosage one 50mg tablet per day. Always read the label.

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INTRO(00:24): Kathleen opens the show drinking a St. Louis Zoo Bier Light Lager from Urban Chestnut Brewing Company in St. Louis.    TOUR NEWS: See Kathleen live on her “Day Drinking Tour.”   TASTING MENU (2:22): Kathleen samples Dill Pickle Slim Jims, US Soccer Baked Cheez-Its, and Hearst Ranch Peppered Beef Jerky.    QUEEN NEWS (11:28): Kathleen shares that Stevie Nicks donated $3M to USC's School of Medicine to honor her longtime ENT specialist, Taylor Swift attends the Toy Story 5 premier, and Missouri cuts $4M in funding for Dolly's Imagination Library.    HOLLYWOOD HAPPENINGS (17:07): HollyBobby provides the latest news in Hollywood.   UPDATES (32:44): Kathleen shares updates on Punch the Monkey's new living conditions, and Canadian grizzly “The Boss” escapes his tracking device.   HOLY SHIT THEY FOUND IT (55:44): Kathleen reads about trail cameras catching wild jaguar cubs for the first time in decades, and a 6-year-old Norwegian boy finds a Viking sword on a school field trip.    WHAT ARE WE WATCHING (1:15:49): Kathleen recommends watching “Dutton Ranch” on Paramount+.   SPORTS NEWS (58:07): Kathleen reports on the Chicago Bears potential move to Indiana, FIFA has released a strict list of items allowed in stadiums,  Mexico is the most expensive team to see at World Cup according to average ticket price, the Dallas Stars and Mavericks are leaving downtown Dallas, and 2,300 football “thugs” have been banned from World Cup by the UK.    FRONT PAGE PUB NEWS (1:01:14): Kathleen shares articles on an Everest guide who survives 6 days eating ice, 3 Argentinian cyclists bike for 9 months to reach Kansas City's World Cup games, Waymo issues a formal apology to the city of Charlotte, the Nashville Zoo takes on a proposed big data center, Target is testing an “elevated shopping experience,” plans are underway for a cruise ship that carries 80,000 people, and the list of states where you're most likely to be killed by lightning is published.    SPANISH PHRASE OF THE WEEK (1:16:19): The Spanish phrase to learn this week is “hay un guía turístico” or “is there a tour guide” in English.   SAINT OF THE WEEK (1:25:18): Kathleen reads about St. Arnulf of Metz, the patron saint of beer makers and bakers.    FEEL GOOD STORY (1:22:48): Kathleen shares a story of the rediscovery of the Ili Pika, a tiny mountain-dwelling mammal in northwestern China. 

Ready to upgrade your eyewear to something functional, fashionable, fun, and affordable? Head to https://goodr.com/COMPOUND to claim $10 off your first order. Visit our YouTube page at: https://www.youtube.com/@the-compound-pod, video episodes are posted at 9 AM CT on Wednesdays.  Visit ParceRum.com and use code COMPOUND for $10 dollars off your next order of a bottle of Rum!  BRUCE BOLT - Texas-based designer of premium batting gloves: Look good. Hit dingers. ⁠⁠⁠https://brucebolt.us/?afmc=HAPP⁠⁠  On this Week's episode of the Compound Podcast with Ian Happ, the guys discuss a wild week of Cubs baseball that saw Ian earn his 1,000th career hit, smash a homer that forced Anthony Rizzo to go shirtless and a whole lot more. Plus, the guys discuss Trey Mancini's return to the bigs, and discuss why recent teams seem to have more playoff success on the road.  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The Season 1 finale of The Dukes of Hazzard may be one of the most important episodes in the entire series. "Double Sting" takes everything that made those first 12 episodes special and blends it into the formula that would define the show for years to come. You've got out-of-town crooks, a clever scheme, Rosco and Boss caught in the middle of the chaos, Daisy stepping up to save the day, and of course plenty of General Lee action. Looking back, this episode feels like the blueprint for what The Dukes of Hazzard would become. The story centers around a fake quarantine that traps nearly everyone inside the Hazard County jail while a pair of bank robbers disguised as Laurel and Hardy pull off their heist. That leaves Daisy and Cooter carrying much of the action outside the jailhouse, leading to some genuinely fun and memorable moments. Along the way, we get rare nighttime footage of the General Lee with its headlights on, plenty of comedy from the guest stars, and one of the most recognizable stunts of the entire series. Most importantly, this episode features what may be the greatest General Lee jump of Season 1—and one that even non-Dukes fans have to admit is impressive. From the action to the humor to the unforgettable stunt work, "Double Sting" closes out the first season in style. Join us as we break down the episode, uncover behind-the-scenes details, and revisit a true Dukes of Hazzard classic. The post K&F Show #368: The Greatest General Lee Jump? // Dukes of Hazzard S1E13 “Double Sting” Review first appeared on The Muscle Car Place.

Note: "Act 1" was a separate published audio podcast.Get an EZ "DEFECTOR" hoodie!*Check out EZ's morning radio show "The InZane Asylum Q100 Michigan with Eric Zane" Click here*Get a FREE 7 day trial to Patreon to "try it out."*Watch the show live, daily at 8AM EST on Twitch! Please click here to follow the page.Email the show on the Shoreliners Striping inbox: eric@ericzaneshow.comTopics:*EZ "ALL IN" on the World Cup.*Camera crashes onto soccer field in Hungary v Kazakhstan match; nearly kills cameraman.*German saxophone man for World Cup has fun with fans*FIFA boss presser crashed by protestor*"Back up Terr!"*Chris K finally sends a video of something he found interesting lol. Lauren Boebert tells reporter to "go eff himself."*For only the 5th time in MLB history, dude hits walk off HR in first game.*Get a load of this "firework." This is a weapon of mass destruction.*Dean Cain laughs at joke; world loses mind.*Douche Congressman acts like he's on the phone to avoid questions.*Asshole of the DaySponsors:West Michigan Whitecaps, Zalenski Outdoor Services, Impact Powersports, Kuiper Tree Care, Frank Fuss / My Policy Shop Insurance, Kings Room Barbershop, Shoreliners,  Ervines Auto Repair Grand Rapids Hybrid & EV, TC PaintballInterested in advertising? Email eric@ericzaneshow.com and let me design a marketing plan for you.Contact: Shoreliners Striping inbox eric@ericzaneshow.comDiscord LinkEZSP TikTokSubscribe to my YouTube channelHire me on Cameo!Tshirts available herePlease subscribe, rate & write a review on Apple Podcastspatreon.com/ericzaneInstagram: ericzaneshowTwitterAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Note: "Act 1" was a separate published audio podcast.Get an EZ "DEFECTOR" hoodie!*Check out EZ's morning radio show "The InZane Asylum Q100 Michigan with Eric Zane" Click here*Get a FREE 7 day trial to Patreon to "try it out."*Watch the show live, daily at 8AM EST on Twitch! Please click here to follow the page.Email the show on the Shoreliners Striping inbox: eric@ericzaneshow.comTopics:*EZ "ALL IN" on the World Cup.*Camera crashes onto soccer field in Hungary v Kazakhstan match; nearly kills cameraman.*German saxophone man for World Cup has fun with fans*FIFA boss presser crashed by protestor*"Back up Terr!"*Chris K finally sends a video of something he found interesting lol. Lauren Boebert tells reporter to "go eff himself."*For only the 5th time in MLB history, dude hits walk off HR in first game.*Get a load of this "firework." This is a weapon of mass destruction.*Dean Cain laughs at joke; world loses mind.*Douche Congressman acts like he's on the phone to avoid questions.*Asshole of the DaySponsors:West Michigan Whitecaps, Zalenski Outdoor Services, Impact Powersports, Kuiper Tree Care, Frank Fuss / My Policy Shop Insurance, Kings Room Barbershop, Shoreliners,  Ervines Auto Repair Grand Rapids Hybrid & EV, TC PaintballInterested in advertising? Email eric@ericzaneshow.com and let me design a marketing plan for you.Contact: Shoreliners Striping inbox eric@ericzaneshow.comDiscord LinkEZSP TikTokSubscribe to my YouTube channelHire me on Cameo!Tshirts available herePlease subscribe, rate & write a review on Apple Podcastspatreon.com/ericzaneInstagram: ericzaneshowTwitterAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 2079: Lisa explains that career success depends on more than simply doing your job well, it also requires building a strong, productive relationship with your manager. She shares practical strategies for improving communication, demonstrating initiative, seeking feedback, and developing a more positive mindset, all of which can lead to greater workplace satisfaction and advancement opportunities. Read along with the original article(s) here: https://digtofly.com/7-ways-to-have-a-good-relationship-with-your-boss/ Quotes to ponder: "Part of your job is to figure out how your manager operates and relate to him or her accordingly." "Managers value employees who not only do their jobs, but look for and carry out new and better ways of accomplishing tasks." "A gratitude journal is a great way to work on yourself, so it's easier to connect with your boss." Learn more about your ad choices. Visit megaphone.fm/adchoices

If you're pre-licensed, you've probably been told that traveling while getting licensure hours is something you can't do. Stay put, finish your hours, then go live the life you actually want. Willow Renée decided she wasn't willing to do it that way.In this episode of The Traveling Therapist Podcast, I sit down with Willow to talk about what it really takes to keep traveling while getting licensure hours before you're fully licensed. She's hit some real roadblocks along the way, and she's refreshingly honest about all of it. If you've ever felt like you have to wait for permission to start building the life you want, Willow's story is a good reminder that you don't.In This Episode, We Explore…How falling in love with the Hakomi method in Mallorca set this whole path in motion.Why a verbal agreement with no contract left her scrambling to find a new supervisor.The two pathways she found for collecting licensure hours while living outside California.The Facebook group message that turned a rough travel day completely around.Her honest take on what she does to fund her travels and trainings right now.Connect with Willow Renée:Website: https://willowreneetherapy.comEmail: willowreneetherapy@gmail.comMentioned in this episode:Facebook post with list of supervisors who support traveling associates: https://www.facebook.com/groups/onlineandtraveling/permalink/2005318196992541The Traveling Therapist Facebook Group: https://www.facebook.com/groups/onlineandtraveling100 Side Hustles for Therapists (free opt-in): https://kymtolson.kartra.com/page/opt-in-100-side-hustlesKym's Resources:Thera AI Hub: https://kymtolson.kartra.com/page/AI-Tools-for-TherapistsBill Like a Boss (for supervisory billing education): https://kymtolson.kartra.com/page/internsprivatepracticeCoaching with Kym (30-min): https://calendly.com/kymtolson/30minCoaching with Kym (60-min): https://calendly.com/kymtolson/60minAre you ready to take the plunge and become a Traveling Therapist? Whether you want to be a full-time digital nomad or just want the flexibility to bring your practice with you while you travel a couple of times a year, the Portable Practice Method will give you the framework to be protected! ➡️ JOIN NOW: www.portablepracticemethod.com/Connect with me:www.instagram.com/thetravelingtherapist_kymwww.facebook.com/groups/onlineandtraveling/www.thetravelingtherapist.comThe Traveling Therapist Podcast is Sponsored by:Berries: Say goodbye to the burden of mental health notes with automated note and treatment plan creation! www.heyberries.com/therapistsAlma: Alma is on a mission to simplify access to mental health care by focusing first and foremost on supporting clinicians www.helloalma.com/kym

The chief executive of the online retailer Debenhams has told the Big Boss Interview Podcast that UK businesses are being harmed by exploitation of the so-called 'de minimis' loophole, which allows competitors in China like Shein and Temu to avoid tax on small packages. Sean Farrington hear why he thinks the government's plans to close the loopholes by 2029 isn't soon enough.Anthropic has released it's Claude Fable 5 AI model - which the company initially said was too powerful to be released to the public - we find out more.And with the World Cup kicking off tomorrow night, venues across the country will be installing big screens to show the football. We speak with a Birmingham-based company that provides big screens to fan parks, pubs, Premier League football clubs, and more.

The 24-year sentence handed down to Sean McGovern in the Special Criminal Court prompted gasps in the packed courtroom.It will also have sent shock waves through organised crime in Ireland and all the way to the Dubai prison where Daniel Kinahan is awaiting extradition back to Ireland and an appointment in the same court.McGovern was a senior Kinahan cartel figure, formerly based in Dubai before his extradition in 2024, and his jail term is among the longest gangland prison terms.He was convicted of directing the murder of Noel Kirwan and the attempted murder of James “Mago” Gately. The evidence against him – including incriminating conversations with other gang members on phones they believed to be deeply encrypted – prompted his guilty plea.So how did the judge explain the 24-year sentence? And what does this mean for the Kinahan cartel? Irish Times crime and security editor Conor Lally explains.Also last month, Lally came into the In the News studio and, in the episode “Nobody is Stopping Until They Are All Dead”, explained the background to this case and how the Garda built their evidence through a mixture of sophisticated data mining and old-style policing.Presented by Bernice Harrison. Produced by Suzanne Brennan, with research by Ellen Clusker. Hosted on Acast. See acast.com/privacy for more information.

New Zealand's largest Primary Health Organisation says it's using AI to reduce administrative burden so clinicians can spend more time with patients. ProCare is a co-operative of GPs and nurses, providing care to more than 700,000 patients across the country. Its group chief executive Bindi Norwell spoke to Ingrid Hipkiss.

Ive literally gotten hundreds of texts, DMs, and emails wanting to know whats going on with Boss Copper and the USFWS memo that came out last month. This is a overview of what we know so far, what we expect to happen, and a hopeful time frame. George and I talk about our EPIC Golf battle. Nesting conditions and more! 

Today, we're talking about a record-breaking payout for damage caused by a Portland pothole, the deep cuts in Multnomah County's $4 billion budget, and Travel Oregon's new executive director. Joining host Claudia Meza are Willamette Week reporter and author Brianna Wheeler and KBOO news director Althea Billings. Discussed in today's episode: Like ‘an explosion': Driver hits pothole, secures what may be heftiest roadway settlement in Portland history [Oregonian] After all-night session, Multnomah County board passes budget with deep cuts; homeless services, DA among them [Oregonian] Former Multnomah County Commissioner Dr. Sharon Meieran's website, fix-multco.com  Travel Oregon Names New Executive Director [Oregon Journalism Project]   Become a member of City Cast Portland today! Get all the details and sign up here.  Who would you like to hear on City Cast Portland? Shoot us an email at portland@citycast.fm, or leave us a voicemail at 503-208-5448. Want more Portland news? Then make sure to sign up for our morning newsletter and be sure to follow us on Instagram. Looking to advertise on City Cast Portland? Check out our options for podcast and newsletter ads at citycast.fm/advertise. Learn more about the sponsors of this June 9th episode: D'Amore Law Sake One pFriem Family Brewers

The Snyder-Gray AffairJump to the AD-FREE Safe House EditionEpisode 486 takes us to a Dutch Colonial on 222nd Street in Queens Village, where a housewife, a Methodist corset salesman, and a crooked Prudential agent put together the most famous botched murder of the Jazz Age. Damon Runyon called it the Dumbbell Murder. The electric chair called it Thursday.Become a supporter of this podcast: https://www.spreaker.com/podcast/true-crime-historian--2909311/support.You can pay more if you want to, but rent at the Safe House is still just a buck a week, and you can get access to over 400 ad-free episodes from the dusty vault, Safe House Exclusives, direct access to the Boss, and whatever personal services you require.We invite you to our other PULPULAR MEDIA podcasts:If disaster is more your jam, check out CATASTROPHIC CALAMITIES, telling the stories of famous and forgotten tragedies of the 19th and 20th centuries. What could go wrong? Everything!For brand-new tales in the old clothes from the golden era of popular literature, give your ears a treat with PULP MAGAZINES with two new stories every week.

Will York of Thunder Road Guitars PDX joins us to tell the real story behind one of the West Coast's favorite guitar shops. Before Thunder Road Portland became a destination for vintage guitar weirdos, touring players, local lifers, and anyone who enjoys staring at old offsets under flattering lighting, Will was a Gainesville, Florida kid chasing music any way he could. That road eventually led him west to Lollar Pickups, then to Thunder Road in Seattle, and finally to opening the Portland shop in 2017. This episode gets into the unglamorous, deeply human side of building a guitar store: living in the basement of the first shop, putting every penny into the business, surviving the COVID guitar boom, buying a commercial building, learning when to delegate, and navigating a major open-heart surgery scare right in the middle of it all. We also talk vintage guitar shows, rare finds, the difference between selling new and vintage gear, why guitar stores should actually feel welcoming, and why Will still believes the whole thing works best when everyone remembers how lucky we are to play with this stuff for a living. Plus: gold-hardware Jaguars, first-year Jazzmasters, Paul Bigsby lore, TK Smith guitars, Boss pedals, Portland pizza, and a very important reminder that nobody regrets buying the guitar. Selling it? Different story. Support The Show And Connect! The Text Chat is back! Hit me up at (503) 751-8577 You can also help out with your gear buying habits by purchasing stuff from ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Tonemob.com/reverb⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Tonemob.com/sweetwater⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ or grabbing your guitar/bass strings from ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Tonemob.com/stringjoy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Country artist and entertainer Chuck Wicks stops by the Try That In A Small Town podcast for a wild, honest, and surprisingly emotional ride.Chuck opens up about his journey from small-town farm kid and college baseball player to Nashville recording artist, radio host, entrepreneur, and autism dad. He shares the real story behind Stealing Cinderella, what it was like to be turned down by RCA the first time, and how he fought his way back to a record deal.Chuck also talks candidly about raising his nonverbal autistic son Tucker, early intervention, therapies, and the emotional roller coaster of getting an autism diagnosis at Vanderbilt. He explains how that journey has changed his priorities and why he and his wife Cassie (Jason Aldean's sister) feel called to help other parents find resources.From there, the guys dive into:- Chuck's relationship with Jason Aldean and what Jason is really like offstage - How Melorosa Wine was born from Cassie's Cuban family story - Building Shiners, a wild Cirque-style, adults-only residency show in downtown Nashville - The stress of chasing country radio, the power of authenticity, and artists taking shots at radio - The infamous “DipShidiot” segment: road rage, gas station etiquette, youth sports parents, and more Chuck also teases his upcoming movie on Great American Family Network and Amazon Prime, where he sings multiple songs and steps deeper into acting.If you love real Nashville stories, songwriting, small-town values, and unfiltered conversations about parenting, business, and faith, this episode delivers.Subscribe and share if you enjoy the show, and check out the member-only bonus segment for extra songs and stories.3:06 Early mornings, syndicated radio, and sleep routines 5:05 Family trip out West: Jackson Hole, Yellowstone, elk and bison 7:48 Buffalo vs bison and bear talk 10:00 Hunting, backlash on social media, and eating what you kill 13:44 Health, wild game, and clean eating 14:17 Chuck on being 47, staying in shape, and raising his autistic son 15:12 Tucker's autism journey: early signs, testing at Vanderbilt, and therapies 18:49 Nonverbal progress, speech breakthroughs, and hope 19:37 Faith, calling, and why parenting Tucker matters more than career 20:00 Connecting with other autism parents (Joe Don Rooney story) 22:19 Treatments, Lucavorin, red light therapy, and access to resources 24:50 “We wouldn't trade him for anything” – embracing Tucker's journey 26:17 Belt obsessions, airplane routines, and sensory quirks 26:28 Chuck's early life: small-town farm kid and college baseball player 28:46 Discovering his voice in college, almost joining a pop group 31:45 First trip to Nashville, meeting RCA's Jim Catino and singing a cappella 33:56 Development deal, not getting picked up, and starting over 36:18 Four years of grinding, learning to write, and finding his sound 42:40 Second chance: Clint Higham, Chesney camp, and full RCA deal 45:47 Writing Stealing Cinderella from a personal love story 50:00 Singing Stealing Cinderella at Coach Fulmer's daughter's wedding 51:37 Realizing the power of a song to move strangers 52:57 The stress of chasing radio hits and perspective with time 53:18 Other cuts and hits, including Jason Aldean's Don't You Wanna Stay (context: Aldean cut with Thrash) 56:03 How Chuck met Cassie, realized she was Jason Aldean's sister, and dating into the Aldean family 1:00:13 The day after: Jason Aldean's “blessing” phone call 1:02:30 Why Cassie's three kids changed how Chuck approached relationships 1:03:58 Blended family life: ages of the kids and how fast time moves 1:05:25 What Jason Aldean is really like offstage: loyalty, mystery, and staying the same guy 1:06:29 Jason's laugh, tight inner circle, and “it could all go away” mindset 1:08:01 Melorosa Wine: starting a wine company with Jason Aldean 1:09:00 Where to find Mellorosa (online, Kroger, ABC, Princess Cruises, Dubai) 1:09:33 The Cuban family story behind the name and “toast to freedom” 1:10:59 Shiners: Cirque-level, adults-only, comedy show in the historic Woolworth building 1:13:35 Writing Shiners during Covid and building a Nashville residency 1:16:10 The history and civil rights importance of the Woolworth building 1:20:20 What to expect at Shiners: moonshiners, aerial acts, crowd work, and “if you're easily offended…” 1:22:02 DipShidiot segment: explaining the bit 1:22:33 Gas station chaos: Bucky's pump hogs and parking-lot etiquette 1:25:29 Red velvet “Whitey” vs “Witty's” custard mix-up 1:27:31 Red Clay Strays controversy: “radio is dead” comment and why radio still matters 1:30:39 Burning bridges you haven't crossed yet and respecting country radio 1:35:05 Youth sports parents losing their minds vs just being a dad 1:38:01 CMT Awards “edit the chorus” story and learning to be grateful 1:41:03 Road rage story: 75 in a 70 and killing them with kindness 1:43:45 Locker room etiquette: naked close talkers and lifetime fitness stories 1:45:44 Manscaping, gym talk, and ridiculous visual bits 1:46:00 Chuck's upcoming movie: Great American Family Network & Amazon Prime 1:47:04 Coloring hair, beard guard settings, and aging on camera 1:50:02 Closing: Melorosa Wine, Shiners, Chuck's music, coffee collab, and podcast wrap ______________________________________________________________________________________________SPONSORS: The Try That in a Small Town Podcast is powered by e|spaces!Redefining Coworking - Exceptional Office Space for Every BusinessBook a tour today at espaces.comFrom the Patriot Mobile studios:Don't get fooled by other cellular providers pretending to share your values or have the same coverage. They don't and they can't!Go to PATRIOTMOBILE.COM/SMALLTOWN or call 972-PATRIOTRight now, get a FREE MONTH when you use the offer code SMALLTOWN.Original Brands - Our original sponsor since the beginning!!Original brands is starting a new era and American domestic premium beer, American made, American owned, Original glory.Join the movement at www.drinkoriginalbrands.comPeacemaker Coffee CompanyFounded by retired police officer/chief Chris Morris, Peacemaker delivers clean, low-acidity coffee while supporting police, firefighters, EMS, military, veterans, teachers, dispatchers, and medical personnel through donations and programs.https://www.peacemakercoffeecompany.com/________________________________________________________________________________________________Follow/Rate/Share at www.trythatinasmalltown.com -For advertising inquiries, email info@trythatinasmalltown.comProduced by Jim McCarthy and www.ItsYourShow.coSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What keeps gifted professionals from building the business their impact deserves? In this episode, Dr. McKinley interviews Adam Roach, a world-class business growth expert. They discuss the hidden fears that sabotage growth: self-doubt, sales resistance, insecurity, and the exhausting need to prove yourself. Discover how identity, mindset, and courage intersect so skilled professionals can finally scale their influence, income, and meaningful contribution.To Order Doug's Books: The Resiliency Quest, Mad About Us Visit Doug's Website: https://www.dougmckinley.com/ Receive a Free Leadership Resource: Leadership Guide Learn more about Adam's work: https://ilovecoachingco.com/ 

President Donald Trump announced on Tuesday that he's appointing the head of the Federal Housing Finance Agency, Bill Pulte, as acting Director of National Intelligence. The news comes after Tulsi Gabbard announced she was resigning from the position amid her husband's battle with cancer. So who is Bill Pulte? From what we know, Pulte is another Trump-henchman type whose only qualification for the high-stakes position seems to be the ability to do just about anything Trump wants him to do. And that's raised red flags among many people, including our guest, Arizona Democratic Senator Mark Kelly. He serves on the Senate Intelligence and Armed Services Committees.And in headlines, Russia launches a massive attack against Ukraine, Secretary of State Marco Rubio testifies on Capitol Hill, and whac-a-mole? More like whac-a-manhole! Videos of people popping out of New York City sewers are popping up online.Show Notes: Call Congress – 202-224-3121 Subscribe to the What A Day Newsletter – https://tinyurl.com/y4y2e9jy What A Day – YouTube – https://www.youtube.com/@whatadaypodcast Follow us on Instagram – https://www.instagram.com/crookedmedia/ For a transcript of this episode, please visit crooked.com/whataday