Podcasts about coordinating

On this episode of The Immigration Lawyer's Toolbox Podcast, host John Khosravi sits down with Beatriz (Trillos) Ballerini, Esq., a Houston based immigration attorney, AILA Region 4 Director, and immediate past chair of the Texas AILA Chapter, to talk about the 54% NIW denial rate and why she's stopped taking new NIW cases, the growing uncertainty around adjustment of status and I-130 processing times, how she's rebuilt her retainer agreements for this administration, what's ahead for the Texas AILA Chapter including its November 18 to 20 conference in Santa Fe, the political shift underway in Colombia, and her own family's immigration story from Cali, Colombia to holding three passports today. Timestamps: 00:00 Opening 00:33 Intro 03:58 Welcoming Beatriz to the show 04:20 Growing up in Houston and finding immigration law 04:49 Her earlier career litigating international plane crashes 06:31 Launching her own practice in 2006 08:14 From family cases to 80% business immigration 10:18 Firm size, staffing, and long-tenured team members 12:11 Why NIW cases are so stressful right now 13:04 Adjustment of status and detention risk uncertainty 16:00 Managing client expectations and putting it in writing 16:26 Retainer updates with ethics counsel Craig Dupzyk 18:08 AILA's lawsuits pushing back on policy changes 18:34 Her role as AILA Region 4 Director 19:26 Leading the Texas AILA Chapter 20:12 Texas Chapter conference, November 18 to 20 in Santa Fe 23:05 Coordinating a chapter spread across Texas, Oklahoma & New Mexico 27:44 A growing chapter and mentoring new members 29:20 What's stressing Beatriz: the 54% NIW denial rate 30:00 Worrying about approved EB-1A clients stuck in limbo 31:00 Colombia's political shift under President de la Espriella 32:13 Direct filing I-130s at consulates for exceptional circumstances 34:10 USCIS's overseas offices and the new Ethiopia unit 34:43 Deportations to third countries and the human toll 36:07 Increased ICE activity around Houston 37:14 Holding three passports and dual citizenship through marriage 38:22 Her family's immigration story from Colombia 39:15 Discovering her own immigration history through a FOIA request 40:52 Her father's decision to naturalize after being strip searched 41:13 Comparing notes on growing up in immigrant families 43:08 The unpredictability of 30 day RFE deadlines 44:33 Where to find and follow Beatriz Ballerini 44:50 Closing thoughts Spotify | iTunes | YouTube Music | YouTube Follow eimmigration by Cerenade: Facebook | Instagram | LinkedIn Start your Business Immigration Practice! (US LAWYERS ONLY - SCREENING REQUIRED): E-2 Course EB-1A Course Get the Toolbox Magazine!  Join our community (Lawyers Only) Get Started in Immigration Law! The Marriage/Family-Based Green Card course is for you Our Website: ImmigrationLawyersToolbox.com Not legal advice. Consult with an Attorney. Attorney Advertisement. #podcaster #Lawyer #ImmigrationLawyer #Interview #Immigration #ImmigrationAttorney #USImmigration #ImmigrationLaw #ImmigrationLawyersToolbox  

Roger Whitney explains six levers that can influence Social Security benefits: reviewing your earnings record, choosing when to claim, managing retirement income, reconsidering an early claim, considering where you live, and coordinating spousal or survivor benefits. The episode emphasizes that the best claiming strategy depends on each person's priorities, resources, and desired outcome.OUTLINE OF THIS EPISODE OF THE RETIREMENT ANSWER MAN PODCAST(00:00) Roger introduces the Social Security series and explains that this episode focuses on the factors individuals can control.PRACTICAL PLANNING SEGMENT(02:52) Roger walks through the six Social Security levers, including earnings history, claiming age, retirement income, application withdrawal, state taxation, and spousal coordination.LISTENER QUESTIONS(31:08) Planning for Social Security uncertainty: Roger responds to Turner, who asks how to model future benefits given uncertainty about possible changes to Social Security.(36:25) Coordinating benefits for spouses with different earnings: Roger examines whether a higher earner should delay benefits while the lower earner claims earlier.(45:27) Claiming benefits when retirement assets are growing: Roger discusses a listener's decision to claim Social Security before age 70 because withdrawals from pre-tax accounts would otherwise be needed and how a spouse's early claiming decision could affect future spousal and survivor benefits.SMART SPRINT(49:14) Review your retirement plan, identify the Social Security levers you control, and compare alternative claiming strategies with a “what-if” scenario.CLOSING THOUGHTS(50:15) Roger shares a personal story about his daughter and a listener's positive experience with her work.REFERENCESSocial Security Administration — Social Security Statement and earnings recordSocial Security Administration — Social Security Benefits CalculatorsDinkytown — Social Security Benefits Taxation CalculatorAARP — State Taxation Of Social Security BenefitsRock Retirement with Roger Whitney — YouTube channelSubmit a Question for RogerSign up for The Noodle

Deborah Colombari: Coordinating Global Agile Teams Around One MVP Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "The scope is clear. How we are going to deliver it is not clear." - Deborah Colombari   Deborah brings a live challenge from a new global project. Her team carries the deadline, but three other teams must contribute, and those teams do not share the same priority or urgency. The question becomes: how do you align teams when only one of them feels the pressure? Deborah has already tried management alignment meetings, but they have not worked as well as needed. Her next experiment is a one-week workshop inspired by Lean Inception, where managers and teams can write down what is needed, when it is needed, and what each team can realistically contribute. Vasco and Deborah explore three practical moves: define the MVP as a real vertical slice, ask whether a person from each dependent team can join for a Sprint or a few days per week, and reduce dependencies by moving ownership closer to the team that holds the deadline. The coaching conversation ends with a useful image: even vertical slices contain thinner vertical slices. When the deadline is fixed, scope must become flexible.   In this episode, we refer to Lean Inception and Minimum Viable Product.   Self-reflection Question: When your team depends on others, are you managing the dependency or trying to reduce it?   [The Scrum Master Toolbox Podcast Recommends]

A new 2026 tax deduction is about to create a lot of confusion for retirees and a lot of quiet disappointment at tax time. If you are married and both 65 or older, the new “senior bonus” can be worth up to about $12,000, stacked on top of the standard deduction and the additional age 65+ amount. That sounds like found money, but the real story is what happens when your income is higher than you expect once you combine Social Security, a pension, and withdrawals from retirement accounts.We walk through the exact phaseout trap that starts for married couples at $150,000 of household income. Using a simple Mark and Diane example at roughly $200,000 of combined income, we discuss how the bonus gets reduced behind the scenes and why you may never see the full deduction you planned on. This is where retirement tax planning pays off: Coordinating withdrawals, Roth conversion timing, and taxable income so you understand the thresholds before you cross them.We connect that same income to Medicare IRMAA. Medicare premiums use a two-year lookback, so a big RMD, a one-time gain, or a large Roth conversion can raise your Medicare bill two years later, long after you have forgotten what caused it. If you get hit with a surprise surcharge, we also explain why Form SSA-44 may help you request a recalculation based on current income.If you want more guidance on tax planning, Medicare IRMAA, Roth conversions, and RMD strategy, subscribe, share this with someone nearing retirement, and leave a quick review so more people can find it.

Genevieve, Andy, and Sam Talk Operation Italy | Survivor Time Trip Watch the podcast on YouTube! The Survivor Time Trip goes deep into one of Survivor 47's most unforgettable episodes as Rob Cesternino and Mike Bloom reunite with castaways Andy Rueda, Genevieve Mushaluk, and Sam Phalen—the trio behind “Operation Italy.” Survivor Time Trip is back, and this time, the crew unpacks the pulse-pounding moves, improvisational planning, and spy movie-level editing that made this episode an all-time favorite among fans. From the moment Andy, Genevieve, and Sam join forces at the Sanctuary reward—armed with nothing but loved ones’ letters, carbs, and a dash of paranoia—the wheels are in motion for a dramatic blindside. The trio reveal how fake idols were messily crafted with purple paint and tree mail beads, code words like “mushroom pasta” were created for last-minute strategy, and every conversation at camp was carefully choreographed to avoid detection. As tension mounts, Genevieve weighs trusting the alliance or blowing up the entire scheme, while Andy methodically positions himself for jury appeal and Sam plays social glue. The hosts and guests break down the delicate balance between trusting your gut, rehearsing every possible reaction, and gambling your game on a single night's plan. Key moments include: – The creative planning (and failed names) behind “Operation Italy,” plus why “tiramisu” almost required voting Sue out – The emotional and strategic impact of Sanctuary rewards and loved ones' letters on gameplay decisions – How fake idols are made (and ruined) in the Fijian heat, with Genevieve's “pocket full of paint” gone wrong – Improv sessions and code words for alliance communication post-reward – Aftermath at camp: damage control, hidden animosities, and keeping up the act for both players and production As Survivor 47 accelerates, will trust in the “Operation Italy” trio hold, or will one player's paranoia unravel the plan? How do you know when to trust your new alliance and when to blow up the spot for self-preservation? Don't miss this episode as Rob, Mike, Andy, Genevieve, and Sam pull back the curtain on one of Survivor's most complex and entertaining moves ever. Tune in to learn just how far players must go—and how much they must rehearse—to pull off the perfect blindside. Chapters: 0:00 Time Trip Hosts Introduce Operation Italy 0:37 Meet Andy, Genevieve, and Sam 3:07 Ocean's Eleven Style Episode Editing 4:38 Andy's Optimism at Sanctuary Reward 7:44 Genevieve Troubleshoots Alliance Move 9:47 Repairing Andy and Genevieve's Relationship 16:01 Sam Chooses Sanctuary Companions 23:39 Sanctuary Bonding and Loved Ones Letters 27:58 Planning and Improv for Operation Italy 34:32 Coordinating a Fake Idol Scheme 38:20 Naming Operation Italy: SEO Debate 40:07 Teeny Feels Snubbed After Reward 43:43 Pulling Off Operation Italy's Deception 47:40 Choosing Rachel and Caroline as Targets 54:02 Contingency Plans and Voting Scenarios 60:54 Genevieve on Trust and Second-Guessing 66:04 Andy's Notorious Hip Thrust Challenge Moment 72:05 Close Calls: Plan Almost Falls Apart 81:35 Burning Bridges and Post-Vote Damage Control 86:13 Tribal Council Curveballs and Tension 89:28 Andy's Phonetic Vote and Jury Reaction To order Rob’s book, The Tribe and I Have Spoken, visit www.robhasabook.com Never miss a minute of RHAP's extensive Survivor coverage! LISTEN: Subscribe to the Survivor podcast feed WATCH:  Watch and subscribe to the podcast on YouTube SUPPORT:  Become a RHAP Patron for bonus content, access to Facebook and Discord groups plus more great perks!

Genevieve, Andy, and Sam Talk Operation Italy | Survivor Time Trip Watch the podcast on YouTube! The Survivor Time Trip goes deep into one of Survivor 47's most unforgettable episodes as Rob Cesternino and Mike Bloom reunite with castaways Andy Rueda, Genevieve Mushaluk, and Sam Phalen—the trio behind “Operation Italy.” Survivor Time Trip is back, and this time, the crew unpacks the pulse-pounding moves, improvisational planning, and spy movie-level editing that made this episode an all-time favorite among fans. From the moment Andy, Genevieve, and Sam join forces at the Sanctuary reward—armed with nothing but loved ones’ letters, carbs, and a dash of paranoia—the wheels are in motion for a dramatic blindside. The trio reveal how fake idols were messily crafted with purple paint and tree mail beads, code words like “mushroom pasta” were created for last-minute strategy, and every conversation at camp was carefully choreographed to avoid detection. As tension mounts, Genevieve weighs trusting the alliance or blowing up the entire scheme, while Andy methodically positions himself for jury appeal and Sam plays social glue. The hosts and guests break down the delicate balance between trusting your gut, rehearsing every possible reaction, and gambling your game on a single night's plan. Key moments include: – The creative planning (and failed names) behind “Operation Italy,” plus why “tiramisu” almost required voting Sue out – The emotional and strategic impact of Sanctuary rewards and loved ones' letters on gameplay decisions – How fake idols are made (and ruined) in the Fijian heat, with Genevieve's “pocket full of paint” gone wrong – Improv sessions and code words for alliance communication post-reward – Aftermath at camp: damage control, hidden animosities, and keeping up the act for both players and production As Survivor 47 accelerates, will trust in the “Operation Italy” trio hold, or will one player's paranoia unravel the plan? How do you know when to trust your new alliance and when to blow up the spot for self-preservation? Don't miss this episode as Rob, Mike, Andy, Genevieve, and Sam pull back the curtain on one of Survivor's most complex and entertaining moves ever. Tune in to learn just how far players must go—and how much they must rehearse—to pull off the perfect blindside. Chapters: 0:00 Time Trip Hosts Introduce Operation Italy 0:37 Meet Andy, Genevieve, and Sam 3:07 Ocean's Eleven Style Episode Editing 4:38 Andy's Optimism at Sanctuary Reward 7:44 Genevieve Troubleshoots Alliance Move 9:47 Repairing Andy and Genevieve's Relationship 16:01 Sam Chooses Sanctuary Companions 23:39 Sanctuary Bonding and Loved Ones Letters 27:58 Planning and Improv for Operation Italy 34:32 Coordinating a Fake Idol Scheme 38:20 Naming Operation Italy: SEO Debate 40:07 Teeny Feels Snubbed After Reward 43:43 Pulling Off Operation Italy's Deception 47:40 Choosing Rachel and Caroline as Targets 54:02 Contingency Plans and Voting Scenarios 60:54 Genevieve on Trust and Second-Guessing 66:04 Andy's Notorious Hip Thrust Challenge Moment 72:05 Close Calls: Plan Almost Falls Apart 81:35 Burning Bridges and Post-Vote Damage Control 86:13 Tribal Council Curveballs and Tension 89:28 Andy's Phonetic Vote and Jury Reaction To order Rob’s book, The Tribe and I Have Spoken, visit www.robhasabook.com Never miss a minute of RHAP's extensive Survivor coverage! LISTEN: Subscribe to the Survivor podcast feed WATCH:  Watch and subscribe to the podcast on YouTube SUPPORT:  Become a RHAP Patron for bonus content, access to Facebook and Discord groups plus more great perks!

I attended Tesla's Cybercab launch event in Austin and spent more than two hours speaking with Tesla engineers and examining the technical displays. In this video, I share what I learned about the Cybercab's unboxed assembly process, plastic exterior, brake-by-wire system, interior design, thermal management, drive unit, crash testing, serviceable battery pack, AI hardware, and manufacturing line. Seeing these systems firsthand changed my perspective on Cybercab. This isn't simply a new vehicle—it may form the foundation of Tesla's manufacturing and autonomous-transport strategy for the next decade. I also discuss Tesla's progress with FSD, the expected transition from AI4 to AI5, the advantages of a large Robotaxi network, and what could come next—including Cybervan and future autonomous passenger vehicles. Toward the end, I share a personal update about my family, my wife's health, and why I haven't posted as many videos recently. CHAPTERS 00:00 Introduction 00:38 Event setup, expectations, and keynote 03:12 Why this launch is a major Tesla milestone 05:37 Unboxed assembly and the six vehicle modules 10:15 Plastic exterior and eliminating the paint shop 11:55 Cybercab body-panel “golden ticket” 13:03 RIM plastic, durability, and cost savings 14:57 Future autonomous passenger vehicles 20:14 Brake-by-wire and modular assembly 24:08 Interior, space, and cabin design 27:27 Exterior details, wheels, and tires 28:23 Version 5 thermal-management system 31:49 Version 5 drive unit 33:54 Crash structure and testing 36:54 Serviceable, semi-structural battery pack 40:55 Integrated ancillary-base electronics 44:49 Broader engineering takeaways 49:07 Tesla AI, LLM lessons, and real-time FSD 50:39 Austin manufacturing capacity 52:19 Cybercab's implications for Tesla's next decade 53:29 Cybervan and future consumer vehicles 54:26 Recent FSD progress 55:42 Coordinating hardware and autonomy software 57:35 Integrating hardware, software, and AI chips 59:21 Robotaxi network effects and competitive advantages 62:42 AI4 constraints and AI5 expectations 66:04 Personal update 66:23 My wife's cancer treatment and outlook 68:07 Family and homeschooling 71:02 Future interests and closing Social

In this episode of Financial Focus, John Kuykendall of Gulf Coast Financial Services discusses the connection between 401(k) withdrawals and Social Security benefits. The conversation explores how distributions from tax-deferred accounts can impact Social Security taxation, Medicare Part B premiums (IRMAA), and required minimum distributions (RMDs), as well as strategies like Roth conversions and planning for surviving spouses. John Kuykendall is registered with and securities are offered through Kovack Securities, Inc. Member FINRA/SIPC. 6451 North Federal Highway, Suite 1201, Fort Lauderdale, FL 33308 (954) 782-4771. Advisory Services are offered through GulfCoast Financial Services, Inc., a Registered Investment Advisor in Florida. GulfCoast Financial Services, Inc. is not affiliated with Kovack Securities, Inc. or Kovack Advisors, Inc. John Kuykendall may discuss/transact securities related business in: CA, FL, ID, and OK. "Likes", endorsements, and other recommendations should not be considered a positive reflection of the services or advice offered by John Kuykendall or GulfCoast Financial Services; positive reviews of experience with John Kuykendall or GulfCoast Financial Services may not reflect the experience of all, or even most, clients. Visitors to this page should not write positive reviews of their experience as testimonials may be prohibited under state and federal securities laws.

In this episode of Bright Spots in Healthcare, host Eric Glazer brings together Medicare Advantage leaders from Drips, Johns Hopkins Health Plans, MMM Holdings, myPlace Health, and Independent Health to tackle a challenge every plan knows well: what happens when the same member has multiple open needs, and who decides what should happen first? The conversation moves beyond measure-by-measure outreach to explore how plans can coordinate action around the whole member. Panelists discuss how to weigh Stars, claims cost, risk adjustment, member context, social barriers, provider workflows, and likelihood to act when determining the next best action. Through practical examples, the group examines how plans are building shared views of the member, connecting plan and provider teams, using technology to recognize moments of influence, and giving frontline teams more room to listen and respond to what members actually need. Our guests include: Kathleen Faulk, Chief Strategy Officer, Drips Brendan Generelli, Director, Medicare Stars & Quality, Johns Hopkins Health Plans Nilda González, Vice President, Quality Management & Stars, MMM Holdings, LLC Rob Schreiber, MD, Vice President and National Medical Director of Care Model Strategy, myPlace Health, part of SCAN Group Amin Serehali, SVP, Chief Data and Analytics Officer, Independent Health   Together, they explore: How plans can prioritize when one member has multiple legitimate care, quality, pharmacy, and risk needs Why enterprise impact, including claims cost and risk adjustment, can change which gap deserves attention first How member barriers and personal priorities should shape the next best action How MMM Holdings uses INNOV-A MD, Smart Profile, and its Office Advantage Quality Program to connect plan and provider workflows How Independent Health built Member 360 to bring fragmented clinical, pharmacy, utilization, and member information into one actionable view How plans can use real-time "moments of influence" to reprioritize outreach when a member is most ready to act Why frontline listening can sometimes create more value than completing every item on a checklist How more deliberate targeting can improve results while using outreach resources more efficiently   Whether you lead Stars, quality, risk adjustment, analytics, care management, member engagement, or Medicare strategy, this episode offers practical ideas for closing more gaps without creating more noise for members. Panelist Bios: https://www.brightspotsinhealthcare.com/events/one-member-five-open-gaps-how-leading-medicare-advantage-plans-are-coordinating-member-action/ Download the Episode Guide: Get key takeaways and expert highlights to help you apply lessons from the episode. Download guide: https://docs.google.com/document/d/1pZErXDEfncqTI-1yoB3yJAv7_Ox-JiqNJsmKep2OK4o/edit?tab=t.0 Key Insights Summary: Find key insights from the discussion, guest takeaways, and detailed moderator notes captured by Eric during the conversation, https://docs.google.com/document/d/1V4mxERrmHf_IEWcUWzfPKwuRlY2dVV21/edit Thank You to Our Episode Partner, Drips: Drips helps Medicare Advantage and Medicaid plans turn member conversations into completed actions across annual wellness visits, care gaps, medication adherence, and other priority programs. By helping plans connect outreach across programs, respond to member context in real time, and focus on the next action a member is most ready to take, Drips supports a more coordinated member journey with fewer disconnected touchpoints and greater follow-through. Schedule a Meeting with a Senior Leader at Drips: Interested in learning how health plans are coordinating outreach around the member and turning conversations into completed actions? To connect with Kathleen Faulk or another member of the Drips leadership team, contact show producer Jessica Tenzer at jtenzer@brightspotsventures.com to schedule a conversation. About Bright Spots Ventures: Bright Spots Ventures is a healthcare strategy and engagement company that creates content, communities, and connections to accelerate innovation. We help healthcare leaders discover what's working, and how to scale it. By bringing together health plan, hospital, and solution leaders, we facilitate the exchange of ideas that lead to measurable impact. Through our podcast, executive councils, private events, and go-to-market strategy work, we surface and amplify the "bright spots" in healthcare, proven innovations others can learn from and replicate. At our core, we exist to create trusted relationships that make real progress possible. Visit our website at www.brightspotsinhealthcare.com.  

If you're an interior designer or decorator coordinating painters, electricians, cabinetmakers or other trades, do you know what you're actually taking responsibility for legally — and are you charging properly for it?After getting updated legal advice from Australian legal counsel Sprintlaw, I'm sharing five legal must-haves for coordinating trades, including how my own NSW business can stay closely involved in trade coordination even when the client contracts with and pays those trades directly.We'll cover the real work involved in managing painters, electricians and cabinetmakers, why handing trade management back to the client can create chaos, and why client-direct trade payments do not mean your coordination should be free.Plus, I explain how I structure my implementation fee and why every designer should get their own legal advice on how to coordinate — and be compensated for coordinating — trades where they operate.Free Solo Designer Profit Guide: turnkeydesignsuccess.com/profitguideWondering if you're charging enough?Download my free Solo Designer Profit Guide™ and discover what interior designers are charging in 2026 based on 50+ research interviews across Australia, Canada and the USA. You'll also learn how to calculate the hourly rate YOU need to charge based on your own business, projects and financial goals—not someone else's.Download your free copy:turnkeydesignsuccess.com/profitguide If this episode raised questions for you, or you're feeling stuck in your solo design business, you don't have to figure it out on your own.I offer a 30-minute clarity session where we can talk through where you're at, what's getting in the way, and whether I can help.Email me at askadam@turnkeydesignsuccess.com

Michael Grasso spent his career building some of the largest residential virtual power plants in the country — from Vistra Corp Solar to Sunrun to Sunnova — before founding GridRails, a software platform built for load-serving entities to bring distributed energy resources online, visualize them, control them, and settle the economics, all through a single system.James and Michael dig into why only about 20% of the demand-response market has been captured despite roughly 11 million Americans already enrolled, and why Michael sees this as a two-sided problem: utilities lacking the tools to build flexible programs, and consumers uninterested in the rigid offerings they've been given. They talk through how real-time price and demand signals — rather than fixed, regulator-bound programs — could unlock far more participation.The conversation turns to one of the fastest-moving trends in the industry: the rise of "edge" data centers sited on distribution networks rather than transmission, and what it means to orchestrate flexibility for facilities whose inference-driven load rises and falls throughout the day. They also cover the regulatory tailwinds coming out of FERC Order 2222, why 34 states now have some form of structured VPP program, and why Michael argues that simplifying those programs — not adding more structure — is the real path to scale.A candid, wide-ranging conversation about coordination, complexity, and what it will actually take to keep the grid working as electrification accelerates.Paces helps developers find and evaluate the sites most suitable for renewable development. Interested in a call with James, CEO @ Paces?

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There are tons of things leaders should be doing. The sheer volume of advice can become a mental blizzard—a complete leadership whiteout. That is why it helps to isolate a few essential leadership practices and remind ourselves why they matter. These are not complicated theories. They are practical leadership disciplines that determine whether teams produce results, understand expectations, cooperate effectively and continue moving in the right direction. Here are eleven leadership basics worth revisiting. What should leaders focus on first? Leaders should focus chiefly on the results to be achieved rather than simply on the activities being performed. Everything happening in the organisation should move the team towards a desired outcome. That sounds obvious. However, analyse your diary and look closely at where your time is going. You may be shocked by how few appointments, meetings and activities are directly propelling important results. Busy work is seductive because it creates the sensation of progress. Emails are answered, meetings are attended and reports are produced. Yet activity is not the same as achievement. Leaders also need to plan and organise effectively around the desired result. They must coordinate everyone involved so that individual contributions combine into meaningful organisational progress. Markets change, customer expectations move and circumstances can run over the top of even a good plan. Leaders must therefore keep asking whether the current plan is still relevant, whether the organisation is properly structured and whether the balance between individual responsibility and teamwork is right. Do now: Review your calendar and identify which activities directly contribute to your organisation's most important results. Reduce, delegate or eliminate the rest. How should leaders turn major objectives into action? Major objectives should be divided into bite-sized pieces, communicated clearly and supported by deadlines, measurements and individual accountability. Large organisational goals can sound inspiring but remain useless if people do not understand what they personally need to do. Leaders must translate strategic objectives into specific actions, time targets and measurable outcomes. Every important objective needs an accountability system. Without measurement, deviation from the plan can remain invisible until it is too late to make an easy correction. The post-pandemic workplace has made this more difficult. For many organisations, the orderly pursuit of targets was replaced by constant disruption, emergency responses and scrambling to survive. Even after the immediate crisis passed, hybrid work, shifting customer behaviour and economic uncertainty continued to complicate performance management. Textbook answers are not always enough. Leaders must combine data, judgement and practical experience to decide which performance standards remain realistic. Do now: Take one major organisational objective and break it into milestones, owners, deadlines and measurable indicators of progress. How can leaders establish effective performance standards? Leaders must make expectations explicit so that people know what successful performance looks like, why it matters and how it will be measured. Vague expectations create frustration. Employees believe they are doing well, while managers quietly feel disappointed. Effective performance standards remove this ambiguity. Standards should guide people towards profitable and productive action. They should be demanding enough to encourage growth but realistic enough to maintain credibility. Leaders must also build a results-oriented attitude throughout the organisation. This means helping people develop self-reliance, confidence and ownership of their goals. Remote and hybrid work have shifted visibility. Leaders can no longer judge contribution by who arrives early, stays late or appears busy in the office. Performance is increasingly represented by customer outcomes, project completion, financial measures and numbers on a spreadsheet. Some people thrive with autonomy. Others struggle without direct supervision, informal contact and frequent teamwork. Leaders must recognise these differences rather than assuming one working style suits everyone. Do now: Ask each team member to explain what is expected of them and how success is measured. Any inconsistent answers reveal a communication gap. Can leaders really motivate their people? Leaders cannot directly inject motivation into another person. They can, however, create an environment in which people are more likely to become self-motivated. Try yelling, "Be motivated, be motivated, be motivated," at your team and see how far that gets you. Leaders can motivate themselves, but they cannot control the internal drive of another person. Their real task is to understand what helps each individual perform at their best. That may include recognition, autonomy, meaningful work, career growth, financial reward, mastery, belonging or the opportunity to contribute to something important. The correct combination varies from person to person. This is where leadership becomes difficult. There is no universal motivational switch. The leader has to understand people individually and deliver the right environment one person at a time. Leaders should also encourage creativity. Creativity can be learned, but many leaders have never studied how creative thinking works. If leaders do not know how to generate ideas, challenge assumptions or explore alternatives, they will struggle to develop those abilities in others. Do now: Ask each team member what conditions help them do their best work. Do not assume their answer will be the same as yours. How should leaders track progress and coordinate people? Leaders must track progress consistently and coordinate everyone whose contribution affects the final result, both inside and outside the organisation. Tracking progress sounds easy. The reality is that leaders are often lost in the weeds, pulled hither and thither and overwhelmed by constant urgencies. Following up on planned results gets postponed because something more immediate demands attention. Yet when leaders stop tracking, deadlines slip, responsibilities blur and small problems grow into expensive ones. Coordination has also become more demanding in remote and hybrid workplaces. When everyone was in the office, people could exchange information informally, notice emerging problems and resolve misunderstandings quickly. When employees, clients, suppliers and partners are separated, leaders must expend more time and energy ensuring that the right people know what they need to know. They must also confirm that tasks are being completed when they need to be completed. Communication cannot be left to chance. Coordination requires deliberate updates, clear decision rights and reliable follow-through. Do now: Establish a simple review rhythm showing each priority, its owner, its current status, the next action and any obstacle requiring leadership intervention. Why must leaders keep communicating purpose and teamwork? Leaders must repeatedly connect everyday work to the organisation's continuing purpose and demonstrate through their decisions that teamwork is genuinely expected. Leaders often pontificate from on high about purpose and imagine everyone is on board. They assume the message was received, understood and accepted. It is always a shock to discover that not everyone got the message—or that they interpreted it differently. Purpose must therefore be communicated repeatedly. Leaders must explain what the organisation is trying to achieve, why it matters and how each person's work contributes. They must also check for understanding rather than assuming agreement. Leadership credibility is tested most severely when a high performer refuses to act as a team player. Are you prepared to confront—or even fire—a top performer who persistently undermines teamwork? This is where the rubber meets the road. If leaders praise collaboration but tolerate the corporate outlaw who does whatever they want, everyone learns how the organisation really operates. Behaviour that is tolerated becomes part of the culture. Do now: Identify one behaviour that contradicts your stated values. Address it directly before it becomes the organisation's unofficial standard. What is the most important leadership starting point? The most important starting point is self-awareness. Very few leaders can give themselves a perfect score across all eleven areas: Focusing on results Planning and organising effectively Breaking objectives into manageable actions Establishing clear performance standards Building a results-oriented culture Creating conditions for self-motivation Developing creativity Tracking progress Coordinating people and resources Communicating organisational purpose Demonstrating leadership and teamwork I certainly cannot give myself a perfect score. Reviewing this list is a painful reminder of my own failings and imperfections. That is the point. Busy work can mask what is vital. Leaders become tied up in meetings, messages, minor decisions and operational stuff. Eventually, they lose sight of the leadership responsibilities that matter most. Let's get back to basics. We are not divine. We still have work to do on ourselves. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the bestsellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His books have also been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes regular business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Kejriwal Coordinating Anti-India Forces? | Connect Transfer of Police Commissioner Amritsar and CJP

How does the situation keep turning out to be worse than we know? How much should we update, therefore, that it is a lot worse than we know, after accounting for all the things we now know? At some point, when the ‘oh this was a harmless thing' defenses for AIs doing misaligned actions get demolished enough times in a row by news a few days later, you want to update in advance that usually the reports are not referring to the harmless ordinary versions of things. Either way, buckle up for the next set of revelations. It's a doozy. This was an early recreation of the triggering events of If Anyone Builds It, Everyone Dies, except it was more sci-fi, because real life does not have to do fake things to look realistic. We were fortunate enough, and this was early enough, that we were able to catch this before it was too late. Next time, if we don't get our act together, we might not be so lucky. If I am understanding the Black Hat video correctly, every model OpenAI trained, over a period of multiple months, should be presumed to be hopelessly [...] ---Outline:(02:38) Cyber Evals Are A Cursed Basin[... 21 more sections]--- First published: August 7th, 2026 Source: https://www.lesswrong.com/posts/noXXv7PwwFqauTBFQ/openai-trained-its-models-for-months-while-those-models-were --- Narrated by TYPE III AUDIO. ---Images from the article:

Building an effective run game takes more than calling plays—it requires a practice plan that develops players step by step. In this episode, Joe Daniel and Daniel Chamberlain explain how to structure group run periods that bridge the gap between individual drills and full team sessions, helping coaches reinforce key techniques without overwhelming players. You'll learn how to organize half-line, 9-on-9, inside run, and outside run periods, keep every drill aligned with your weekly practice focus, and script meaningful reps that translate directly to Friday night performance. Whether you're refining your practice schedule or looking to get more from every run period, this episode provides practical coaching strategies you can implement immediately. 5:31 — Progressing from one-on-one drills to live group run reps   9:47 — Chaining one-on-one games into a linebacker's full run fit   14:27 — Using half line periods to organize run drills   17:12 — Bird Walk drill for teaching run blocking landmarks   22:20 — Half line limitations and the eight-man football comparison   29:22 — Scripting group run periods with a play list   32:51 — Organizing nine v nine run periods   35:19 — Nine v nine practice plan progression and seven play scripting   47:35 — Coordinating weekly practice focus across position groups   50:49 — Aligning gap and zone scheme focus days with opponent tendencies Building Better Group Run Periods 1. Master the One on One Game Understand how every successful group period begins with individual skills. Learn how to build drills that teach specific football problems before combining them into larger practice periods. LISTEN: Individual Drill Periods for Skill Development https://www.joedanielfootball.com/blog/indy 2. Build Drills That Transfer to Game Day Learn how to create drills that solve real game problems, progress naturally into group work, and reinforce the habits your players need during live football. READ: Complete Guide to Coaching Football Drills that Win Games https://www.joedanielfootball.com/blog/coaching-football-drills 3. Organize Your Practice Around a Single Focus Learn how to structure every practice period around one coaching objective so your individual drills, group periods, and team sessions all reinforce the same skill. DOWNLOAD: Perfect Practice Plan Template https://www.joedanielfootball.com/practice 4. Script Group Run Periods with Purpose Learn how to organize 9 on 9, half line, inside run, and outside run periods around the specific run concepts your team needs to improve, instead of running random plays. LISTEN: 90 Minutes Means 90 Minutes: How to Make the Practice Plan Work https://www.joedanielfootball.com/blog/90-minute-football-practice-plan-tips 5. Build Your Run Game Through Repetition Learn how to organize your core run concepts so players repeatedly see the same blocking schemes, timing, and reads throughout practice. LISTEN: How to Design Run Plays That Get Big Yards https://www.joedanielfootball.com/blog/design-run-plays-big-yards 6. Connect Individual Skills to Defensive Execution Learn how to carry individual techniques like key reads, block destruction, and run fits into group periods so defenders execute confidently during team sessions. LISTEN: Build Your System Around Your Defensive Run Fits https://www.joedanielfootball.com/blog/defensive-run-fits-system 7. Build a Practice System That Gets Better Every Week Learn how to evaluate each practice by whether your players improved at the day's focus, then adjust future practice plans based on those results instead of simply running more drills. DOWNLOAD: Turnaround Guide https://www.joedanielfootball.com/turnaround-guide

Both Silicon Valley and the public can't get enough of ‘AGI timelines.' But Toby Ord, senior researcher at Oxford's AI Governance Initiative and author of The Precipice, believes we consistently make big mistakes when thinking about them. He lays out the 14 ways he most often sees people go wrong:Assuming AI research is just hill-climbingImagining AI research is just programmingForecasting “could” instead of “will”Believing the current benchmark is the last oneExtrapolating trends with no clear finish lineAssuming inputs keep scaling at the same rateConflating intelligence with capabilityConsuming point estimates and discarding the error barsDismissing dissenting expertsForecasting very different things while using the same wordsAssuming capabilities arrive togetherTreating “we don't know” as permission to carry on as usualChoosing a plan that minimises regret rather than maximises impactTrusting surface model impressivenessIn this extended conversation with Rob Wiblin, Toby also explains why he thinks:AI self-improvement is uniquely dangerous in four ways, but also might not even workA ban on superintelligence is possibleA US-China treaty on superintelligence is also possibleThe case for ‘broad timelines'Transformative AI is likely a decade awayWe should just ban unmonitorable chain-of-thought today.This episode was recorded on July 2, 2026.Links to learn more, video, and full transcript: https://80k.info/to26Want to get up to speed on AI? We've got a crash course of 10 of our podcast episodes designed to help you get to grips with transformative AI — particularly if you're new to the topic — and what you can do to help shape its trajectory.Chapters:Toby Ord is back — for the 5th time! (00:00:00)AI self-improvement might not matter (00:00:14)4 ways AI self-improvement is dangerous (00:12:39)A US-China treaty on superintelligence is possible (00:20:47)Could we ban superintelligence? (00:37:07)We should just ban unmonitorable chain of thought (00:57:46)Why Toby thinks AGI is a decade away (01:09:28)Even superintelligence needs work experience (01:17:50)Is AI coming for mathematicians? (01:32:22)The case for broad timelines (01:45:01)How should broad timelines change what we do? (02:22:24)Are current models all they're cracked up to be? (02:31:03)Coordinating careers for different timelines (02:43:36)Our production team includes:Video editors: Josh Alward, Dominic Armstrong, Ollie Bignell, Andrés Escobar, Jasper Luithlen, Milo McGuire, Luke Monsour, and Simon MonsourProducers: Elizabeth Cox and Nick StocktonCoordination and support: Katy Moore and Lou MoranCamera operator: Jeremy ChevillotteMusic: CORBIT

This special episode of The DVC Show is recorded LIVE from Royal Caribbean's Utopia of the Seas during our Keyholder Vacations Group Cruise! Join us for our FIRST live audience edition of The DVC Show as we share exciting announcements, chat with our amazing community, and bring you along for the fun from onboard.Thanks for joining us live—we're excited to share what's next!BOOK YOUR KEYHOLDER GETAWAY: https://keyholdervacations.com/getaways/Producer's Note: Recording our very first live edition of The DVC Show aboard Royal Caribbean's Utopia of the Seas was an incredible experience, but it also came with exactly the technical challenges we expected. Coordinating a live audience, video production, and quality audio in the middle of a busy cruise ship proved to be no small task. While we're thrilled to share this special episode with you, we do want to apologize for the audio issues during the first half of the show, as well as some of the audio balancing throughout the episode that falls short of the standard we strive to deliver. Most of all, thank you to everyone who joined us onboard and to all of you watching from home. Your support makes opportunities like this possible, and we can't wait to do it again.More Episodes of The DVC Show!----SUBSCRIBE and turn on NOTIFICATIONS for DVC Fan! Thanks for Watching!Support DVC Fan HERE:Patreon: ⁠⁠⁠⁠⁠⁠https://www.patreon.com/DVCFan⁠⁠⁠⁠⁠⁠DVC Fan Forums: ⁠⁠⁠⁠⁠⁠https://forums.dvcfan.com/⁠⁠⁠⁠⁠⁠⁠⁠Merch Store: ⁠⁠⁠⁠⁠⁠https://dvcfan.dashery.com/⁠⁠⁠⁠⁠⁠Find and follow us on the web HERE: Website: ⁠⁠⁠⁠⁠⁠https://dvcfan.com/⁠⁠⁠⁠⁠⁠Instagram: ⁠⁠⁠⁠⁠⁠https://www.instagram.com/thedvcshow/⁠⁠⁠⁠⁠⁠YouTube: ⁠⁠⁠⁠⁠⁠https://www.youtube.com/@DVCFan⁠⁠⁠⁠⁠⁠Facebook Group: ⁠⁠⁠⁠⁠⁠https://www.facebook.com/groups/dvcfan1/⁠⁠⁠⁠⁠⁠Our official sponsor, Keyholder Vacations:DVC Resale Market: ⁠⁠⁠⁠⁠⁠https://bit.ly/4w8Og0x⁠⁠⁠⁠⁠⁠DVC Rental Store: ⁠⁠⁠⁠⁠⁠https://bit.ly/3R4h6Aj⁠⁠⁠⁠⁠⁠Monera Financial: ⁠⁠⁠⁠⁠⁠https://bit.ly/4vxxTLd⁠⁠⁠⁠⁠⁠Be Our Guest Vacations: ⁠⁠⁠⁠⁠⁠https://bit.ly/4ewNynX⁠⁠⁠⁠⁠#waltdisneyworld #disneyvacationclub #dvcmember

Coordinating both hands is something most people take for granted. Everyday activities such as buttoning a shirt, preparing a meal, driving, or using a knife and fork all depend on the brain's ability to precisely control movements on both sides of the body. As people age, however, these tasks often become more difficult, especially when they require both hands to perform different movements at the same time. A research paper published in Volume 18 of Aging titled “Age-specific relationship between the modulation of brain dynamics in response to task demands and bimanual performance,” investigated how aging affects the brain's ability to adapt to increasingly complex hand-coordination tasks. The study was led by first author Sara Magalhães Ferreira from Hasselt University, with corresponding author Koen Cuypers from Hasselt University and KU Leuven. Full blog - https://aging-us.org/2026/07/brain-flexibility-is-linked-to-hand-coordination-during-aging/ DOI - https://doi.org/10.18632/aging.206363 Corresponding author - Koen Cuypers - koen.cuypers@uhasselt.be Abstract video - https://www.youtube.com/watch?v=3TbcGFCZV9s Sign up for free Altmetric alerts about this article - https://aging.altmetric.com/details/email_updates?id=10.18632%2Faging.206363 Subscribe for free publication alerts from Aging - https://www.aging-us.com/subscribe-to-toc-alerts Keywords - aging, bimanual coordination, Bimanual Tracking Task, BOLD variability, task modulation To learn more about the journal, please visit https://www.Aging-US.com​​ and connect with us on social media at: Bluesky - https://bsky.app/profile/aging-us.bsky.social ResearchGate - https://www.researchgate.net/journal/Aging-1945-4589 X - https://twitter.com/AgingJrnl Facebook - https://www.facebook.com/AgingUS/ Instagram - https://www.instagram.com/agingjrnl/ LinkedIn - https://www.linkedin.com/company/aging/ Reddit - https://www.reddit.com/user/AgingUS/ Pinterest - https://www.pinterest.com/AgingUS/ YouTube - https://www.youtube.com/@Aging-US Spotify - https://open.spotify.com/show/1X4HQQgegjReaf6Mozn6Mc MEDIA@IMPACTJOURNALS.COM

Keen on Retirement listener "Joe" is 51 and his wife is 60. They are thinking about an early retirement before either of them turns 65. Joe wrote in asking about the best strategy for coordinating Social Security benefits around that retirement goal. Should they take his wife's benefits now? Delay benefits to keep their income low and make Roth conversions? And since they're both too young to collect Medicare, how will their Social Security benefits affect their Affordable Care Act (ACA) subsidies? The good news is that Joe and his wife are already thinking about the main topic of today's episode: when you pull one lever on your retirement plan, another piece adjusts.  Working with a professional advisor can help you navigate these interconnected decisions with greater clarity and confidence.

Today's episode is about Slovak Coordinating Conjunctions and how to use them. You will also learn how to ask "To be or not to be" in Slovak. At the end of this episode, you can find a short information about the most famous soliloquy ever.Episode notesIn today's episode, you are going to learn about Slovak Coordinating Conjunctions and how to use them. You will also learn how to ask "To be or not to be" in Slovak. At the end of this episode, you can find a short information about the most famous soliloquy ever.Slovak lesson1.    matka a otec (mother and father)2.    Viem, ale nepoviem. (I know but won't (will not) tell.)3.    Čo to bude? Káva alebo čaj? (What will it be? Coffee or tea?)4.    Nemôžem preto neprídem. (I can't, so(therefore) I won't come.)5.    Phrase for today "Byť či nebyť" ("To be or not to be")6.    Byť či nebyť, to je otázka" (To be or not to be, that is the question)Timestamps01:00 Introduction to the episode02:39 Slovak lesson07:22 Practice phrases08:52 Phrase for today10:53 Final thoughtsIf you have any questions, send it to my email hello@bozenasslovak.com. Check my  Instagram https://www.instagram.com/bozenasslovak/ where I am posting the pictures of what I am talking about on my podcast. Also, check my website  https://www.bozenasslovak.com© All copywrites reserved to Bozena Ondova Hilko LLC

  How can you make a difference when your superpower in Law Enforcement is - connecting people? Retired Sergeant and Crisis Negotiator Tim Hunter stops by to visit with The Crisis Cop, Pat Doering, to share perspectives from his 30+year career that continues to help craft the future of Crisis Negotiation around the globe. Ready to learn how connecting people isn't just a superpower, but an essential element in the chemistry set of crisis negotiation success? It's all here and more inside this episode of The Crisis Cop Podcast Be sure to Like Subscribe and Share this episode of The Crisis Cop Podcast on The 2GuysTalking Podcast Network via WhatCopsWatch.Com...   The Crisis Cop Podcast Podcast Links Bar:  Connect with The Host!     Subscribe to This Podcast Now!   This program is one of the many parts of The WhatCopsWatch.Com Effort! Rate this podcast on Apple Podcasts. the Ultimate success for every podcaster is FEEDBACK! Not an Apple Podcasts user? No problem! Be sure to cherck out any of the other many growing podcast directories online to find this and many other podcasts on The 2GuysTalking Podcast Network!   Housekeeping -- The Editor Corps - Make Your Podcast Soar: There's only one question to ask: Why are YOU still editing your podcast? Reclaim the time you spend on editing (easily at least twice the time you spend on capturing the program) to make more great content by enlisting "The Editor Corps" who will "Make Your Podcast Soar!" http://EditorCorps.Com -- The Voice Farm: Fred Wilkerson, Mike's Father that died in the first few days of 2018, always dreamed of a place that those interested in Voiceover could go to learn more about the industry and experience - without all the BS that goes with it. We build it four and a half years go and it continues to provide new voiceover artists and businesses looking for voiceover talent a place to go and secure great voiceover artists. http://VoiceFarmers.Com   Two Great Ways to Listen/Watch! We are proud to provide you both a dedicated AUDIO and VIDEO presentation for this program! To Listen Now: Hit the play button in the player on this page or hit the Subscribe button on your favorite Podcast Directory to instantly get these episodes when they release! To Watch Now: Visit this program on YouTube, or hit the window located below to see the hosts, guests and light bulb moments that make this program special! https://youtu.be/Z1av5R8hjhQ The Detailed Shownotes for This Episode of The Crisis Cop Podcast: Looking for the detailed links, information and references used inside this episode? Read on below to find them all and remember to reach out to ask if there's something else you'd like to see from this episode!   Timestamps for This Episode of The Crisis Cop Podcast: 00:00 Tim's journey in law enforcement and retirement 05:24 Larry's Intense Hostage Negotiation Story 07:53 Coordinating international conference speakers 10:11 Intense training, evaluations, and student dropouts 14:45 Importance of practicing active listening skills 19:09 Emphasis on tactical operations in policing 20:34 Negotiation during a critical incident 27:00 Supportive team check-ins and debriefs 30:26 Police standoff experiences and outcomes 33:50 Locating and apprehending suspect with SWAT team 35:42 Supporting each other after tragedy 38:43 Maintaining Humor in Law Enforcement 41:35 Preparing for future crisis negotiations 47:34 Networking in crisis negotiations field 48:26 Closing the Crisis Cop podcast episode   Questions Answered Inside This Episode of Cops and Robbers Talk: The conversation focused on the transition from being a "good talker" to a "good listener" in crisis negotiation. How does this shift in skillset impact the effectiveness of a negotiator? 02:54 One concept discussed was the importance of mentors in law enforcement. How did mentorship influence the careers and approaches of the negotiators highlighted in this episode? 05:03 A key theme that emerged was the challenges and benefits of international training, such as the course in Manchester. How do international approaches to negotiation training differ, and what can American negotiators learn from them? 10:02 The discussion explored the role of networking and interpersonal connections in advancing one's career in crisis negotiation. What are some ways in which these relationships can open up professional opportunities? 12:33 Several points were raised, including the importance of active listening and stepping out of the traditional law enforcement “problem-solving” mindset. In what ways does active listening change the outcome of crisis situations? 13:32 The episode addressed preparing for language and cultural barriers in negotiation scenarios. What strategies can teams implement to ensure they are ready for situations where language is an obstacle? 16:36 The conversation focused on the relationship between tactical units and negotiators. What are some of the challenges in harmonizing their efforts, and what practices can help bridge the gap between these teams? 18:40 A key theme that emerged was the evolution of peer support and mental health awareness within law enforcement agencies. How have attitudes towards mental health support changed, and what further improvements could be made? 26:40 The discussion explored handling the aftermath of traumatic incidents, including critical incident stress debriefs. How effective are these debriefs in supporting officer wellbeing, and what could enhance their effectiveness? 35:27 Several points were raised about the significance of legacy and the contributions an individual makes beyond their personal callouts. How can negotiators positively shape the future of their field through training, mentorship, and organizational change? 46:44   Links from this Episode: -- Get All of Pat's Books via Amazon Now!    - Crisis Cops: The Evolution of Crisis Negotiation in America      - Crisis Cop 2: More Stories from the Front Lines of Crisis Negotiation      - Calming the Chaos: My Life as a Crisis Negotiator in the St. Louis Area 2GuysTalking Podcast Network Link to the Network's homepage to provide listeners with more background. 2GuysTalking Podcast Network Books & Training Materials Compliance Surrender by Geno Dorough - Retired Crisis Negotiator: The foundational book on negotiation tactics – find it on Amazon or inquire to the hosts for a fair price. Pat Doering - CrisisCop.Com's newest negotiation book: For more content and practical advice, reach out via the podcast or website. Relevant Techniques & Philosophies The "Four Rs" of Negotiation: Recognize, Respect, Reduce, and Remove barriers – as discussed by Geno Dorough - Retired Crisis Negotiator Active Listening Skills: Essential for both negotiations and day-to-day policing – and featured throughout the episode. Professional Communication in Law Enforcement: Why avoiding yelling and profanity matters for de-escalation and public image. Topics Covered in This Episode The evolution of crisis negotiation in police work and CIT (Crisis Intervention Team) training. Handling emotionally charged situations, and the effects of PTSD in law enforcement. Building trust and rapport—even through difficult or traumatic incidents. Why mentorship matters: Advice for new negotiators from Pat Doering - CrisisCop.Com and Meghan Taft - Limited License Psychologist & Crisis Negotiator. The importance of preserving dignity and respecting emotional barriers during crisis calls. Be sure to Like, Subscribe & Share Everywhere!   ==== Connect with Pat Doering - The Crisis Cop Today! — Pat Doering on Facebook — Pat Doering on LinkedIn — Pat Doering on Instagram — Crisis Cop on the Web -- Crisis Cop on YouTube   ==== Help Us Tell People About 10+ Years of WhatCopsWatch.Com: On the Web: https://whatcopswatch.com/ At Apple Podcasts: https://podcasts.apple.com/us/podcast.... At Spotify: https://open.spotify.com/show/2VV1HL9.... On Amazon Music: https://music.amazon.com/podcasts/b46.... On Facebook: / whatcopswatch     Calls to the Audience Inside this Episode: — Did you know that it ALL STARTED with John & Al's Sporting Goods? What was your favorite light bulb moment that YOU discovered in this episode? Tell us Your Perspective About This Episode Now!   Be an Advertiser/Sponsor for This Program!   Tell us what you think! It's never too late to be an advertiser in this podcast, thanks to Perpetual Advertising! Contact CrisisCop.Com now and learn more about why podcasting allows your advertising dollar to live across millions of future listeners – FOREVER!   Tell Us What You Think About The Crisis Cop Podcast: Tell us what you think and we'll use your comments in a future ALL-FAN-INPUT Episode! Educating the public is what we've based all of our programming on and we're eager to connect with others who are doing it! Know about another podcast , YouTuber or other media generator making a difference in the way of perspective when it comes to law enforcement? Tell us about them now and we'll link to them and have them on a future episode of CrisisCop.Com!   The Host of this Program: Pat Doering Pat Doering began his career as a police officer in 1996 and has served as a Police Hostage Negotiator since 2004. He has received formal negotiation training from the FBI, the London Metropolitan Police (Scotland Yard), and the Negotiation Program at Harvard University. As a graduate of the FBI National Academy (Class 248), Pat continues to provide guidance, formal training, and leadership mentoring worldwide. In 2024,...

Welcome back to part two of our deep dive into Social Security! In episode 209, we covered the foundational basics of how the system works for individuals. Today, we are shifting the focus to couples.Coordinating your Social Security strategy as a married couple is one of the most powerful ways to secure your joint retirement, yet it is frequently misunderstood. In this episode, we break down exactly how spousal and survivor benefits work, why the "higher earner" holds the key to long-term security, and how to map out a synchronized timeline to maximize your lifetime collective payout.Resources:Social Security Administration Official Site: SSA.govMissed Part 1? Listen to Episode 209: When to Start Taking Social Security Benefits Please subscribe and leave a review on your favorite Podcasting platform. Get 12 Financial Mistakes that Keep Physicians from Building Wealth at https://www.growyourwealthymindset.com/12financialmistakesIf you want to start your path to financial freedom, start with the Financial Freedom Workbook. Download your free copy today at https://www.GrowYourWealthyMindset.com/fiworkbookDr. Elisa Chiang is  a physician and money coach who helps other doctors reach their financial goals by mastering their money mindset through personalized 1:1 coaching .You can learn more about Elisa at her website or follow her on social media.Website: https://ww.GrowYourWealthyMindset.comInstagram https://www.instagram.com/GrowYourWealthyMindsetFacebook https://www.facebook.com/ElisaChianghttps://www.facebook.com/GrowYourWealthyMindsetYouTube: https://www.youtube.com/c/WealthyMindsetMDLinked In: www.linkedin.com/in/ElisaChiang Disclaimer: The content provided in the Grow Your Wealthy Mindset Podcast...

Navigating the world of finance can be overwhelming, especially when biased advice and outdated strategies cloud the path to financial success. That's why Price Financial Group Wealth Management created Investing Simplified — a podcast dedicated to demystifying the complexities of finance and investing. Join our experienced hosts and guest experts as they break down financial concepts into practical, actionable insights. Whether you're a seasoned investor or just getting started, Investing Simplified is your go-to resource for honest advice and proven strategies to help you build a confident financial future. Meet the Hosts: Matt Mai - CIO & Wealth Manager Matt Sudol - COO & Wealth Manager Bo Caldwell - CCO & Wealth Manager Tune in and take charge of your financial journey with clarity and confidence! Schedule A Complimentary Consultation

Roth or traditional IRA? 401(k) or IRA? Tax deduction now or tax-free withdrawals later?These are common questions when saving for retirement, but many people get stuck trying to make the “perfect” decision and end up delaying the most important step: actually saving.In this episode of The Capitalist Investor, the crew breaks down common IRA and retirement account mistakes, including why Roth vs. traditional is not always a simple answer, how required minimum distributions can affect retirement income, why spousal IRA contributions are often overlooked, and how your 401(k) and IRA should work together instead of being treated as separate decisions.They also discuss the importance of having money in different tax buckets, using retirement accounts strategically, and avoiding the mistake of looking at each investment account in a vacuum.If you are building your retirement plan, reviewing your IRA, or trying to decide how your 401(k) fits into your larger financial picture, this episode will help you think through the bigger strategy.Listen to The Capitalist Investor for conversations about retirement planning, investing, taxes, financial strategy, and the decisions that can impact your long-term financial future.Chapters0:00 Common IRA and retirement account mistakes0:47 Roth vs. traditional IRA1:32 Required minimum distributions and taxes2:35 Why generic retirement advice can be misleading3:55 The biggest mistake: procrastinating on saving4:34 Why tax buckets matter in retirement5:30 Spousal IRA contributions6:26 Coordinating your 401(k) and IRA7:47 Looking at retirement accounts holistically8:38 Balancing overexposure in your portfolio9:08 Final thoughts

In today's episode, you are going to learn about Slovak coordinating compound sentences. You will also learn how to ask “Are you coming or not?” and how to say “So let it happen” in Slovak. Episode notesIn today's episode, you are going to learn about Slovak coordinating compound sentences. You will also learn how to ask “Are you coming or not?” and how to say “So let it happen” in Slovak. Slovak lessonPriraďovacie súvetie (Coordinating compound sentence)1.    Otec číta noviny a mama varí večeru. (Father is reading the newspaper, and mother is cooking dinner.)2.    Nepršalo ani vietor nefúkal. (It wasn't raining nor the wind was blowing.) 3.    Maria nielen hrá na klavír, ale aj spieva. (Maria not only plays the piano but also sings.)4.    Úloha bola ťažká, avšak zvládli sme ju. (The task was difficult, but we managed it.)5.    Chcel ísť von, ale musel študovať. (He wanted to go outside, but he had to study.)6.    Buď pôjdeme autobusom, alebo nejdeme nikam. (We either take the bus or we don't go anywhere.)7.    Idem na večierok, veď tam bude zábava. (I'm going to a party, it will be fun there.)8.    Bol unavený, a preto išiel spať. (He was tired, so he went to sleep.)9.    Prídete, či neprídete? (Are you coming or not?)10. Tak nech sa stane (So let it happen)Timestamps01:03 Introduction to the episode02:37 Slovak lesson09:24 Phrase for today10:53 Final thoughtsIf you have any questions, send it to my email hello@bozenasslovak.com. Check my  Instagram https://www.instagram.com/bozenasslovak/ where I am posting the pictures of what I am talking about on my podcast. Also, check my website  https://www.bozenasslovak.com© All copywrites reserved to Bozena Ondova Hilko LLC

If you hold a 401(k), an IRA, or a single index fund, you own a sliver of hundreds of American companies, yet you almost certainly let someone else decide how those shares vote. Individual investors hold about 25% of all U.S. public equities, more than BlackRock, Vanguard, and State Street combined, yet only about one in eight of them votes the shares they own; the rest of those ballots get cast by a handful of asset managers and the proxy advisory firms they rely on, deciding who sits on corporate boards, how executives are paid, and what a company owes its workers, its customers, and the climate. This week's two guests want to put that voice back in owners' hands. Gabriel Grant, co-founder of the nonprofit Shareholder Democracy, is building the machinery to let everyday investors delegate their proxy votes to a civil-society organization they already trust, such as a labor union, a faith community, an environmental group, choosing a representative once and changing it whenever they want. Doug Heske, CEO of Newday Impact Investing and its Causeway platform, comes at the same problem from the engagement side, channeling revenue from values-aligned portfolios into work with more than 50 mission-aligned nonprofit partners and connecting investors and donors to the causes — and companies — they care about. Grant is building the rights layer that gets a vote counted; Doug is building the engagement layer that turns it into a continuing conversation with management. Their conversation brings the challenge into focus.On this episode of Sustainability In Your Ear, learn how the proxy vote problem undercuts foundations whose endowments quietly vote against the shareholder proposals their own grantees are writing — one side of the house funds the change while the other votes it down, because the signal most managers are rewarded for is next year's return. Coordinating millions of small owners across thousands of ballots was mechanically impossible for most of the last century, but the internet collapsed the cost of communication and AI is collapsing the cost of reading thousands of ballot items at once, which is what makes the idea newly buildable. Grant is quick to add that the vote is leverage, not the destination, because most of the value in corporate governance is created in dialogue with management. He is candid about the limits: one share, one vote will never be pure democracy. The thread the conversation dives into governance ideas pioneered by Dee Hock, the founder of Visa, who built a global network by getting rival banks to share sensitive data around one shared purpose. Hock's “chaordic” thinking blends chaos, and offers a model that Grant and Doug believe is finally buildable for shareholders.To learn more about Shareholder Democracy and delegate your proxy votes — or, if you have a brokerage account, to try the pilot that auto-forwards your ballots to the new voting platform — visit shareholderdemocracy.org. To explore Newday Impact Investing and the Causeway platform for values-aligned investing and giving, visit causewayimpact.com.Subscribe to Sustainability In Your Ear on iTunesFollow Sustainability In Your Ear on Spreaker, iHeartRadio, or YouTube

Andy Baumann Lustig is a sixth-generation wealth advisor, managing partner of Fisher Stralem Advisors within Hightower Advisors, and author of Legacy on the Line. Recognized multiple times as a Forbes Top Women Wealth Advisor and Best-in-State Wealth Advisor, Andy helps entrepreneurs, business owners, and high-net-worth families grow, protect, and transfer wealth across generations. In this episode, she shares practical wealth-building strategies, common mistakes people make when planning for the future, and why thinking about your legacy earlier than you think is one of the smartest financial moves you can make. On this episode we talk about: How Andy transitioned from aspiring diplomat to top wealth advisor The foundational principles of wealth accumulation and long-term investing Tax-deferred accounts, asset allocation, and building wealth efficiently Estate planning strategies that help preserve wealth across generations Why entrepreneurs should think about legacy planning long before they plan to retire Top 3 Takeaways Building wealth and preserving wealth require different skill sets. The sooner you begin planning for wealth transfer and legacy, the more options you'll have in the future. Tax-efficient investing can dramatically improve long-term outcomes. Understanding how taxable and tax-deferred accounts work is essential to maximizing growth. Your financial team should work together. Coordinating your advisor, accountant, estate attorney, and insurance professional can uncover opportunities that are often missed when each operates independently. Notable Quotes "I like to solve problems, and I like to solve problems for other people." "The earlier you can back the truck up and build those structures in, the better off you're going to be." "Take your legacy seriously as early as you possibly can." Connect with Andy Baumann Lustig: Website: https://fischerstralem.com/andrea-lustig.html Book: https://www.legacyonthelinebook.com LinkedIn: https://www.linkedin.com/in/andrea-baumann-lustig-9b76b01/ A Word from Our Sponsors: Want to reach ambitious entrepreneurs, investors, and professionals who are actively working to build wealth? Sponsoring the Travis Makes Money podcast is a powerful way to connect with a highly engaged audience seeking actionable financial strategies and business insights. Contact the Travis Makes Money team to learn more about partnership opportunities. - Are you ready to start your own creatorjourney and make it big? Visitwww.fanvue.com today and launch yourcareer! - To learn more about Mode Mobile and its investor community, go to ⁠https://invest.modemobile.com/travismakesmoney⁠ -Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.Capture leads, nurture them, and close more deals—all from one powerful platform.Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

Looking to set sail on a magical vacation? In this episode of the DCL Podcast, we dive into an exciting first-time trip report detailing our guests’ recent sailing aboard the beautiful Disney Dream. Discover essential Disney Cruise Line information, from navigating embarkation to managing sensory needs for smooth traveling with children. We explore everything the ship has to offer, including stateroom configurations, rotational dining highlights, and onboard activities like BINGO! Plus, hear firsthand experiences about Disney’s premier island destinations and how a playful matching shirt prank brought extra laughter to the voyage. Tune in to gather expert tips and tricks to help you cruise a little smarter on your next Disney cruise vacation! Main Segment Topics DiscussedPlanning and Itinerary Selection: Choosing a 4-night cruise configuration to experience a mix of sea days and island destinations.Embarkation Challenges: Detailed breakdown of the boarding and parking process out of Fort Lauderdale, including handling technical delays.Traveling with Hidden Disabilities: Utilizing the Hidden Disabilities Sunflower Program lanyard in the airports and navigating cruise anxiety with a child with autism and ADHD.Stateroom Impressions: The pros and cons of a front corner Veranda Room (Room 7504) versus standard ocean-view rooms.Rotational Dining & Special Dietary Needs: Reviewing Animator’s Palate and Enchanted Garden, server interactions, and navigating food allergies (onion/garlic).Onboard Entertainment and Activities: Experiences with The Golden Mickeys stage show, the Royal Gathering character experience, and sea day activities like Bingo and trivia.The “Hawaiian Shirt Dad Prank”: Coordinating a hilarious matching bright pink Mickey shirt surprise for the dads on board.Episode SummarySailing Port: Fort Lauderdale, Florida.Ports of Call / Stops:Day at Sea.Lookout Cay.Castaway Cay.Ship: Disney Dream.Duration: 4 Nights (Monday through Friday).Travel Party: 6 family members—CJ, her husband, their two children (ages 7 and 4), and CJ’s parents (sailing concierge).Want to be on the show? Fill out this form, and we'll be in contact with you real soon!https://dclpodcast.com/want-to-be-on-the-show/Support our show via Patreon:http://www.patreon.com/dclpodcastUse Christy's Travel Services:https://dclpodcast.com/book-with-christy/Follow the DCL Podcast via:http://www.facebook.com/dclpodcasthttp://www.instagram.com/dcl_podcastFollow Lake at:https://www.instagram.com/mouse.genhttps://www.youtube.com/@MouseGenFollow Christy at:http://www.packyourpixiedust.comhttps://www.instagram.com/packyourpixiedust

In this episode, we're joined by Rafael Miñana Prieto, Senior Manager of Operations for Laboratory Services at CTI, who oversees global biorepository operations across the U.S. and Europe. He walks through the full specimen lifecycle—from kit design and sample collection to storage, retrieval, and delivery—and explains why biological specimens are the foundation of clinical research. Rafael shares how consistent, end-to-end management, global standardization, and integrated laboratory services help protect data integrity, reduce risk, and improve outcomes across trials. He also highlights how small upstream decisions can impact downstream results, along with the operational challenges and evolving trends shaping modern biorepository services. 01:26 Rafael's role and the end-to-end specimen lifecycle02:15 Why sample integrity underpins clinical evidence and patient impact03:26 Lifecycle complexity and global logistics challenges04:16 Standardization, monitoring, and risk reduction strategies05:32 Coordinating retrieval and global shipment06:31 Upstream decisions (kit design, instructions) shaping outcomes07:23 Integrated lab services and reduced fragmentation07:59 Scaling challenges and pre-analytical gaps09:24 Key trends: complexity, globalization, and data-driven operations10:07 CAP accreditation and delivering consistent global standards

Most practice owners think their billing problem is a billing problem. It usually is not. The denial showing up this month started 60 days ago at the front desk. In this episode, Dr. Heather Signorelli sits down with Josh Sauter, President and CEO of Staffing First, to unpack why hiring is the first domino in your billing cycle, what it costs you when that domino falls, and how to think about staffing and revenue cycle as one connected system instead of two separate problems. SEGMENTS The first domino Josh's core insight: the front desk is where the billing cycle actually begins. A bad fit, a thin onboarding, or a missed training step upstream creates downstream denials 30, 60, 90 days later. The denials almost always look like a billing problem. They almost never are. The 30/60/90 day lag Why billing problems usually trace back to hiring decisions made a quarter ago. The eligibility check that did not happen on day 30 is the denial that lands on day 60 and the cash flow gap on day 90. The hire-slow trap Why saving money on staffing costs more in the long run. The wage gap pushing practices to underhire is the same wage gap pushing candidates out within the first year. Josh's view after 17 years: cheap hires are the most expensive line item in a practice. Coordinating front office and billing What it actually takes to make sure front desk failures do not kill claim throughput downstream. Weekly huddles between front office, billing lead, and the practice manager. Clear escalation paths for eligibility failures and payer changes. A billing partner that flags denial patterns back upstream instead of just working the claims. What a real staffing partner does differently Josh's process: 10 to 12 candidates interviewed for every order, top 2 to 3 sent to the practice. Deep questions about culture and not just skill. Behavioral health background applied to candidate screening. The practice manager gets the time back that they were burning on bad-fit interviews. REFERENCE TABLE: THE 30/60/90 DAY FRONT DESK LAG Timeline  | What happens upstream  | Where it shows up Day 0  | New front office hire, undertrained or wrong cultural fit  | Looks fine on the surface Day 30  | Eligibility checks missed, demographics keyed wrong, payer changes not caught  | First denials start landing Day 60  | Patterns compound, claim rework volume rises, missed authorizations stack  | AR over 60 starts climbing Day 90  | Practice blames the billing department  | Billing partner gets fired and replaced, problem persists THREE ACTIONS THIS WEEK Pull your last 90 days of denials and tag every one that traces back to front office (eligibility, demographics, missing authorization). Patterns will reveal hiring or training gaps before they hit Q3 cash. Run one weekly 15-minute huddle between front office, billing lead, and practice manager. Cover the top three denial reasons that week. Every week. Book a 1:1 with Heather to map the front desk to billing handoff in your practice: calendly.com/heather-natrevmd/ RESOURCES 1. Book a 1:1 with Heather Signorelli, MD: calendly.com/heather-natrevmd/ 2. The 30-Day Revenue Recovery Plan: eligibility.natrevmd.com/nrc/-30day-revenue-recovery-plan 3. Talk to Josh Sauter at Staffing First: staffingfirst.net  |  jsauter@staffingfirst.net 4. Practice Revenue Leak Scorecard: eligibility.natrevmd.com/nrm-revenue-scorecard-v3 5. Payment Posting Audit Checklist: eligibility.natrevmd.com/payment-posting-checklist 6. RECOVER Diagnostic Quiz: natrevmd.com/quiz

98% of patients welcome AI in their care — and still want a human in charge. That tension ran through the OECD and Spanish Ministry of Health conference on scaling AI in health (Madrid, late May 2026), and it frames this episode of Faces of Digital Health. Out of 38 OECD countries, only seven have a formal AI strategy and just over a tenth run workforce upskilling programmes — the ambition is outrunning the institutions meant to govern it. Host Tjaša Zajc brings together voices from across the conference to ask what actually has to change: regulation, trust, who gets a seat at the table, and the parts of the agenda nobody is funding. Featuring: - Eric Sutherland — Senior Economist, OECD - Aferdita Bytyqi — Executive Director & Founding Partner, Digital Transformations for Health Lab (DTH-Lab) - Erza Selmani — Research Fellow, DTH-Lab - Valentina Strammiello — Executive Director, European Patients Forum (EPF) - Dr Ricardo Baptista Leite — CEO, HealthAI (the Global Agency for Responsible AI in Health) - Dr Persephone Doupi — Senior Medical Officer, Finnish Institute for Health and Welfare; President, European Federation for Medical Informatics (EFMI) What the conversation covers: - Why trust — not capability — is the binding constraint on health AI adoption - The OECD readiness gap: AI strategies, HTA frameworks and workforce upskilling - How patients really feel about AI: consent forms, transparency, and keeping clinicians central - Why youth health and wellbeing keep getting left out of AI governance frameworks - Five recommendations to make the EU AI Act work for health and competitiveness - Coordinating the EU AI Act, MDR/IVDR and the European Health Data Space - Health technology assessment and reimbursement as the real barriers to scale - AI literacy and prevention: the most underweighted lever in the room Chapters: 0:10 — Welcome: AI in Health & the 2026 OECD Conference in Madrid 0:25 — Key Stats: Only 7 of 38 OECD Countries Have a Formal AI Strategy 2:10 — Eric Sutherland (OECD): We're Not Using Data as Effectively as We Could 3:11 — Afrodita & Erza (DTH Lab): Youth Health Is Missing from AI Governance Frameworks 5:12 — Valentina Stramello (EPF): 98% of Patients Are Positive About AI, But Trust Requires Transparency 7:14 — Dr. Ricardo Baptista Leite (Health AI): 5 Recommendations to Fix EU AI Policy for Health 10:53 — Persephone Doupi (EFMI): We Must Prioritize AI Literacy and Shift Healthcare Toward Prevention —

Last time we spoke about the second phase of the One Hundred Regiment Offensive.  During the second phase of the Hundred Regiments offensive, CCP forces emphasized strongpoint and transportation warfare across the Taihang/Jizhong area. Units were organized with wings containing Japanese positions while a central force struck deeper, as in the Renhe Dasu fighting in early October 1940. Night raids seized strongholds, while engineers and sabotage teams disrupted roads, bridges, and mobility, and ambushes targeted Japanese foraging and supply routes. Across these theaters, the strategy was consistent: make Japanese control porous by destroying or capturing local nodes and forcing constant repairs, re-routing, escorts, and slowed reinforcement, so occupation logistics and strongpoint networks could not function reliably. This approach supported wider offensives by isolating strongpoints, draining enemy strength, and giving Communist base areas room to endure and expand.   #204 The One Hundred Regiment Offensive Phase Three Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. After the two large-scale offensives carried out over wide areas of North China, the Japanese army did what it always did when control started to slip: it tried to turn mobile pressure back into something it could "manage" again. The Eighth Route Army's continued fighting had shown that Japanese-occupied space was not secure, and that base areas could still resist, strike, and persist even while under counterpressure. That was dangerous for occupation. If the enemy could keep operations going, Japanese lines of movement stayed uncertain and "stabilization" became a temporary illusion. To prevent the situation from worsening and to re-stabilize the occupied areas as quickly as possible, the Japanese mobilized heavy forces and launched retaliatory counter–"mopping-up" operations against anti-Japanese base areas in North China beginning October 6. The Japanese attempt wasn't only to punish; it was designed to take advantage of an asymmetry: the Eighth Route Army was striking and fighting continuously, and it did not have the luxury of resting, replenishing, and re-cohering as neatly as a garrison army might. Japanese commanders hoped that if they struck hard enough in enough places, the Communist main forces could be isolated, destroyed, or at least forced into a defensive posture that would break their operational tempo. At Liaodong and Yulin, Japanese reinforcements also created a second political-military stake. After the Yuliao Campaign ended, the Eighth Route Army headquarters issued instructions on October 1 to major regions, warning that enemy reinforcements in Liaodong and Yulin might use the opening to "sweep" the Taibei region. In the Communist operational mind, this wasn't just one threat; it was a pattern. A "sweep" could come as a wave that pushed inward, burned villages, destroyed supplies, and tried to force Communist forces out of their protected networks. Even if the offensive couldn't win a conventional decisive battle, it could aim to strip the base areas of people, food, and mobility—things that make guerrilla and strongpoint warfare possible. By October 19, 1940, the Eighth Route Army headquarters issued a counter–"mopping-up" operation plan, and civilian and military authorities in various regions launched counter-"mopping-up" operations accordingly. This is important background: in these campaigns, "mopping-up" was not only an army activity. The Japanese were attempting to break the base system itself—its logistics, its local administration, and the relationship between armed units and civilians who hid, moved, fed, and replaced them. So the counter-operations had to be just as systemic. The Communists needed to keep people alive, keep movement possible, and keep the enemy from consolidating inside a cleared space. In southeastern Shanxi's Taihang and Taiyue regions, the Japanese 1st Army aimed to strike the main force of the 129th Division and destroy anti-Japanese base areas by running a series of mopping operations from October 6 to December 5. The plan had a typical occupation logic: push through strongholds gradually, clear pockets methodically, and rely on local superiority—especially in manpower, logistics, and the ability to reinforce by road. And because the Communist main force had been operating without meaningful rest after the earlier offensives, the Japanese believed they could catch formations while they were still "in between battles." On October 6, in the Taihang region, more than 800 enemy troops from Wu'an in western Hebei began a "mopping-up" operation in the Yangyi area. By October 11, the Japanese posture escalated. Part of the Japanese Independent Mixed 4th Brigade departed from Liaoxian and Wuxiang, while part of the 36th Division departed from Lucheng and Xiangyuan; together they totaled over 3,000 troops. Coordinating from north and south, they carried out operations to "mop up" both banks of the Zhuozhang River between Yulin, Liaoxian, and Wuxiang, encircling and clearing the south side of the Yulin–Liaoxian highway. This emphasis on riverbanks and highway corridors reveals the Japanese method: move along terrain that controls movement, then compress enemy options until the defenders have to fight inside a narrowing space. The counter to that method required more than bravery. The Eighth Route Army's 385th and 386th Brigades, along with the 1st Column of the Decisive Battle, fought on inner lines—where they could move more rapidly between known local positions and threaten the enemy's flanks or supply behavior. Meanwhile the New 10th Brigade fought on outer lines, where it could intercept, delay, and force the enemy to spend time reacting instead of clearing. By the morning of October 15, the New 10th Brigade delivered a concrete example of that interception strategy. Two regiments ambushed an enemy motor-transport convoy at Gongjiagou on the Heliao Highway, destroying more than 40 vehicles and annihilating more than 100 Japanese soldiers escorting the convoy. The meaning of a convoy ambush is strategic even when the numbers are modest: vehicles represent speed, logistics, and reinforcement. If the enemy loses vehicles repeatedly, "mopping" becomes slower, and slower clearing creates openings for the defenders to reorganize, disperse, or shift main effort. After that, on October 17, the enemy forces that had been mopping up the convoy withdrew in different directions. Withdrawal in multiple directions is a sign that the Japanese clearing operation, meant to compress a space, had instead been forced into a reactive mode. It also hints at a recurring pattern in these years: Japanese units could clear what was already weak, but when defenders hit their movement corridors, the occupiers had to spend time and combat power simply to recover mobility. The next major sweep began October 20, 1940, and it was much larger. Nearly 10,000 troops—from the 36th Division and Independent Mixed Brigade No. 4—set off from multiple locations, including Wu'an, Liaoxian, Wuxiang, and Lucheng, to sweep the area east and west of the Qingzhang River, focusing on land between Matian and Zuohui. Crucially, that was not random ground. The Japanese sought to strike the CCP Central Committee Northern Bureau, the Eighth Route Army headquarters, and the 129th Division headquarters, along with party and government organs of the Jin-Ji-Yu Border Region, located together with Shexian and Piancheng. In other words, the Japanese targeted not just armed units but the political-administrative heart that makes base areas function. Once in the attack area, the Japanese carried out "mopping-up" operations paired with burning and killing for several days. That brutality wasn't only cruelty; it served a purpose. Burning villages, destroying crops, and killing civilians could deny the base area food and shelter while making local cooperation more difficult. Then, on October 26, the Japanese began to withdraw and carried out mopping-up in different areas on the way back. The base area was "severely damaged and destroyed," indicating that even when the Japanese didn't annihilate the main Communist force, they could still achieve degradation—hurting the system they needed to keep operating. But the Communists were not simply absorbing damage. On October 29, a force of over 500 men from the 36th Division, plus over 400 supply and laborers, was mopping up Huangyandong and advanced through Zuohui to Guanjia'nao east of Panlong, preparing to return to Wuxiang. This is where counter-mopping becomes operationally dangerous for the occupier. Supply and labor detachments move differently from combat formations, and they represent an enemy's assumption that the base area is being "cleared." The Eighth Route Army headquarters ordered, at 1:00 p.m., for the 129th Division to concentrate its main force to annihilate the enemy. That night, the 129th Division—uniting the main forces of the 385th and 386th Brigades, parts of the New 10th Brigade, and the First Column of the Death Squad—surrounded the enemy at Guanjia'nao with a plan to launch a general offensive at 4:00 a.m. The besieged enemy, besides quickly building fortifications, seized Fengkengding high ground southwest of Guanjia'nao under cover of darkness. The two high points helped defenders support one another and resist stubbornly. The battle lasted until dawn on October 31, when most of the enemy had been annihilated, leaving only more than 60 men to hold positions. Then reinforcements arrived—over 1,500 from Huangyandong—supported by more than 10 aircraft. The 129th Division withdrew, and the remaining enemy fled toward the flood, leaving behind more than 280 corpses. By then, most Japanese troops had withdrawn from the central base area. The background stake is clear: "mopping-up" could damage and burn, but if defenders could convert the Japanese attempt into a trap—especially when enemy units had become separated from their core and committed to clearing—they could turn a destructive operation into a costly one for the occupier. In early November, the Japanese continued. In Licheng south of Taihang, Japanese forces invaded Nanweiquan and Beiweiquan and then Xijing. Elsewhere, Japanese forces in Xiangyuan invaded Panlong via Xiying, attempting to attack Dongtian and the area around Zhuanbi, where the Eighth Route Army headquarters was located. In that moment, the 386th Brigade was ordered to rush to the north–south line of Damocun, east of Panlong, block the invading enemy, and cover the transfer of the Eighth Route Army headquarters. At 9:00 a.m. on November 3, 1940, fierce fighting broke out as the troops finished deploying near Damocun. The Japanese launched continuous attacks and captured some positions. The 386th Brigade held until 4:00 a.m. on November 4, then withdrew after the headquarters successfully moved. The Japanese attempt to launch a pincer attack failed, and they retreated to the Baijin Line on November 5. Even when Japanese action couldn't be fully blocked, the counter's aim was not only tactical survival but prevention of strategic encirclement—protecting the central institutions and preserving the ability to fight again. In the northern Taihang region, more than 2,500 enemy troops from Heshun arrived in Yushe on November 3 via Hanwang Town and Changcheng Town, reinforcing Japanese forces in the Yu, Liao, and Wu areas. Then they carried out repeated mopping operations south of the Yuliao Highway, including Jiangtang, Lingshang, Songjiazhuang, Guojiao, and Dayouyi. Harassment and attacks by military and civilians forced Japanese troops back into their strongholds by the 13th. A "40-day" counter-mopping operation in Taihang came to an end. The term "40-day" isn't only calendar time; it suggests that these were not one-off battles but sustained campaigns of movement, dispersal, and repeated harassment meant to drain the enemy's capacity. Starting November 17, the Japanese launched a multi-pronged attack on Qinyuan and the area north of Guodao Town. The attack involved part of the 37th Division from Qin County and Nanguan Town, part of the Independent Mixed Brigade from Pingyao, Jiexiu, and Huo County, and a battalion of the 41st Division from Hongdong—more than 7,000 troops deployed to attack Qinyuan and the north area. But the Taiyue Military Region response shows how the Communist counter-mopping wasn't always to meet force with force. To avoid the enemy's "sharp edge," the Taiyue Military Region formed two detachments—Qin East and Qin West—with leadership and main force moving to both sides of the Qin River outside the Japanese attack zone, targeting scattered Japanese troops instead of being fixed into a single killing field. By November 23, due to harassment by local armed forces, the Japanese reached the attack zone and then carried out dispersed mopping operations. Qinyuan County was the most severely damaged, with more than 5,000 people killed (about one-tenth of its population), nearly 10,000 livestock killed and over 7,000 stolen, and 30,000 to 40,000 houses destroyed. Those details are brutal, but they explain why background stakes mattered: "mopping-up" was meant to break the social base. If civilians died or fled, the guerrilla system became harder to sustain. The response from the Dayue Military Region seized the opportunity created by Japanese dispersal. On November 23, the 42nd Regiment of the Qinxi Detachment annihilated more than 100 Japanese soldiers in Guantan. On November 27, parts of the 42nd and 59th Regiments killed or wounded more than 160 in Huhanping and Mabei. The Qindong Detachment's 17th and 57th Regiments inflicted serious damage in a series of places—Guang'ao, Chenjiagou, Longfosi, Wuyuanzhen, Nanweicun, Nanli, and more. The 17th Regiment's battle at Longfosi annihilated more than 100 Japanese. Additional heavy losses were inflicted by the 212th Brigade in Jiaokou. By December 5, the Japanese were forced to withdraw from the Taiyue area in separate routes. Strategically, dispersal punished the occupier because scattered units are harder to protect and easier to ambush. Across the Jin-Cha-Ji Border Region, anti-"mopping-up" operations unfolded gradually, beginning with the Pingxi area, the first target of the Japanese on the path toward the Japanese-held headquarters and rail lines. Pingxi mattered because it directly threatened the headquarters of the Japanese North China Area Army and Beiping—the puppet regime's center—and also threatened the Pinghan and Pingsui railways, North China's main transportation lines. So Pingxi became an operational priority: if the occupier couldn't keep the rail network secure, their ability to reinforce and supply their own strongpoints suffered. On October 13, 1940, more than 10,000 Japanese and puppet troops attacked Sanpo, the central area of the Pingxi base area, in 10 routes. This attack used a methodical, steady approach: advance gradually, rely on strongholds, and cover 5 to 10 kilometers each day. In response, the Pingxi Military Sub-district countered using timely maneuvers of its main forces and extensive guerrilla warfare. Over more than a week of fighting, the enemy was constantly harassed and attacked, wearing them down. Although Japanese troops penetrated deep, they failed to identify the main force's movements. By November 21, when the encirclement tightened further, the Pingxi main force jumped out from the Sanpo area and moved southwest. Encountering the enemy at Pengtou, it then moved to the Yegu and Datai line east of Bancheng. After the Japanese entered the Sanpo area, they conducted widespread burning and killing and looted grain. Starting from the 23rd, the Japanese retreated in different routes. By the end of October, the main force had withdrawn from Pingxi, but more than 2,000 troops remained in the Pingxi anti-Japanese base area to build strongholds and roads. Strongholds were added in places like Changping and Wanping—14 strongholds alone—and villages such as Dongzhaitang and Dujiazhuang came under their control. The base area began to shrink and shrink. That shrinkage is the other background stake: even when guerrilla forces avoid annihilation, the occupier may still carve away space through fortification. On October 19, 1940, the Eighth Route Army headquarters instructed that enemy attacks in Pingxi and Taihang might turn around and attack the Beiyue area. The Jin-Cha-Ji Border Region needed to prepare quickly to crush these "mopping-up" operations, coordinating Party, government, military, and civilians and conducting in-depth combat mobilization. The main force should assemble in appropriate positions and prepare to annihilate one or two enemy forces decisively. The headquarters also instructed the 129th and 120th Divisions to cooperate actively. By November 9, 1940, the Japanese struck again in a massive sweep. The 110th Division, along with other units and more than 14,000 puppet troops, launched a "mopping-up" operation in the jurisdiction of the 1st Military Sub-district. The Japanese and puppet troops moved in coordinated lines: along the line of Yi County, Dalonghua, Wang'an Town, Laiyuan, and Chajianling from north to south, while those in Baoding and Mancheng moved east to west. The intent was to squeeze Communist sub-district forces into a narrow area for a decisive battle. On November 10, the Jin-Cha-Ji Military Region issued operational guidelines and deployments for countering "mopping-up" operations. By the 12th, in response to Japanese widespread burning and killing, it further instructed that without hindering mobility, the main force could disperse a portion of troops—no more than one-third—to strike resolutely at attempts to burn and kill. That instruction captures the balance commanders tried to strike: disperse too much and you lose power; disperse too little and you become trapped by the occupier's brutality. The Japanese then attempted to pressure multiple places. On November 9, more than 6,000 enemy troops from Laiyuan, Yixian, and Baoding attacked Guantou, Yinfang, Huangtuling, and Shenbei. On the 12th, their attack failed; they burned and killed people before retreating in different routes. At that time, the 1st Military Sub-district assembled the 1st and 25th Regiments to intercept them. One enemy force of more than 800 was intercepted on the 14th as it retreated from Wujiazhuang to Yuangang; some were killed or wounded. Even so, the enemy broke through under aircraft cover and retreated to Guantou. On the way, it was intercepted again by the 20th Regiment, suffering heavy casualties, and it fled back to Mancheng. Then on November 13, more than 2,700 Japanese and puppet troops attacked the 3rd Military Sub-district; on November 14, about 2,600 advanced from Dingxiang, Dongye, and Wutai toward Fuping and its southwest area in two routes. The Japanese attacked with east-west coordination, launching joint attacks on Taiyu north of Fuping. The Jin-Cha-Ji Military Region headquarters and the command organs of the 3rd and 5th military sub-districts, along with the 2nd, 3rd, and 6th regiments and other troops, transferred to the outer line before the enemy encirclement formed. On the 16th, the Japanese launched a joint attack again on Taiyu and Zhangjiayu, and the guerrillas who failed to transfer fought hard. Commander Wang Pu and Deputy Director of the Political Department Hao Yuming were killed, and troops suffered more than 100 casualties. On November 18, the enemy from Taiyu quickly occupied Hanping City. By the 21st, enemy forces from Daying via Shentangbao and Wuwangkou, and from Wutai via Taihuai, Shizui, Longquanguan, and Xiaguan, also gathered in Fuping City. After occupying Fuping, the Japanese launched repeated attacks "sweeping" areas under the jurisdiction of the 3rd Military Sub-district from both inward and outward strongholds, conducting brutal burning and killing and destruction. On the night of November 21, the 2nd Regiment dispatched more than 30 men to raid Dangcheng and attack Japanese barracks with grenades. The Japanese panicked and fired guns and cannons all night. On the 26th, four plainclothes officers infiltrated Baoding and attacked a theater where the Japanese army was holding a meeting, causing panic among the Japanese. The enemy that had invaded the base area withdrew in different routes on the 25th. By December 3, 1940, most Japanese troops had withdrawn from the Beiyue area, but more than 1,000 remained along lines including Fuping, Wangkuai, Dangcheng, and Quyang to continue building points and roads in an attempt to occupy the area long-term. To force the enemy back, eliminate occupied points, and completely crush Japanese and puppet "mopping-up," the Jin-Cha-Ji Military Region organized the Fuping–Wangkuai Campaign starting December 9, with the 2nd, 3rd, 4th, and 6th regiments participating. At 21:00 on December 14, the 6th Regiment attacked enemy forces in Dongzhuang. The 1st Battalion captured three fortified positions on the north mountain of Dongzhuang and rushed into the village, only for Japanese counterattacks to recapture fortified positions and kill or wound more than 170 Japanese during the counterfight. The 4th Regiment attacked the enemy in Fuping; the 2nd Regiment and guerrilla forces entered Dangcheng and Lingshan. On the 21st, more than 130 enemy soldiers escorting more than 100 pack animals carrying military supplies reached Wangkuai and were completely annihilated when they reached Wanglinkou. By December 26, an ambush in the Xuancun area of the Pinghan Railway destroyed 14 Japanese trains and their vehicles as well as three heavy artillery pieces. On the 27th, more than 1,200 enemy troops advancing from Dongzhuang in Fuping were attacked in Luoyu and Tumen, suffering more than 140 casualties. The remaining Japanese withdrew from Fuping, Dongzhuang, and Wangkuai starting New Year's Day 1941. By January 4, the 55-day anti-"mopping-up" campaign had basically ended, with the Jin-Cha-Ji Military Region killing and wounding more than 2,000 Japanese and puppet troops while suffering 1,382 casualties itself. These numbers and dates show why background and stakes matter: the counter-mopping effort wasn't short. It was sustained, operationally demanding, and required continued offensive action even while facing superior Japanese resources. The pressure didn't end there. From October 25 to early November, about 4,000 Japanese troops, including the 16th Independent Mixed Brigade, launched a mopping operation in the Miyu and Loufan areas of the 8th and 3rd military sub-districts in northwestern Shanxi, but they were attacked by local soldiers and civilians. In mid-December, Japanese forces transferred additional strength: parts of the 37th Division from southern Shanxi and the 41st Division from southeastern Shanxi, along with parts of the 3rd, 9th, and 16th Independent Mixed Brigades and the 26th Division from northwestern Shanxi—totaling more than 20,000 troops—to prepare for a full-scale mopping operation in northwestern Shanxi. After the second phase of the Hundred Regiments Offensive ended, the 120th Division anticipated retaliation and actively prepared for counter-mopping. On October 30, the division was ordered to establish the Jin-Northwest Military Region, and on November 7, the military region was established in Lijiawan, Xing County. The Jin-Northwest Military Region had direct military sub-districts and six military sub-districts: the 2nd, 3rd, 4th, 8th, and Yanbei. Then the occupier escalated. Starting December 14, 1940, the Japanese launched a full-scale mopping operation against the Jin-Northwest region. More than 5,000 enemy troops invaded the Mi-Yu Town area of the 8th Military Sub-district, more than 4,000 invaded Lin-Xian, and more than 6,000 attacked Xing-Xian and the area south of Bao-De from strongholds such as Lan-Xian and Qi-Lan. By December 23, Japanese forces had occupied all county towns, most market towns, and Yellow River crossings in the Jin-Northwest region except for Bao-De and He-Qu counties, and began to implement a systematic policy commonly described as the "Three Alls" policy. The "Three Alls" emphasis is the clearest expression of stakes turning lethal. Japanese troops and traitors disguised themselves as the Eighth Route Army to lure and kill masses. They sent out core detachments to attack and repeatedly sweep the area, seeking to annihilate party, government, and military leadership organs—focusing on destroying the rear organs and facilities that made Communist endurance possible. According to incomplete statistics, more than 5,000 people were brutally killed during these sweeps. In Xingxian County alone, 150,000 catties of grain were looted and burned; in the 4th Military Sub-district, more than 5,000 head of livestock were looted and killed; and more than 19,000 houses and cave dwellings were burned down. In the early stage of this anti-mopping campaign, the Jin-Sui Military Region mainly used a portion of its forces to cooperate with local troops and guerrillas in widespread guerrilla warfare. They harassed and contained the attacking enemy, disrupted enemy transportation, and covered the transfer of the masses. The main force avoided the enemy's sharp edge and moved to the outer line to seek opportunities to attack the Japanese army. This describes the classic guerrilla operational pattern: avoid being fixed into a single decisive trap, but create enough friction that enemy operations degrade into a struggle they can't sustain. repeated attacks and ambushes during the mopping period across Miyu Town and other areas—units striking repeatedly, destroying roads, cutting off enemy transportation, and attacking enemy strongholds north of Dawu. To thwart the Japanese army's plans to build roads and fortifications—plans that would make future sweeps easier—the Jin-Sui Military Region instructed, on December 27, all sub-districts to mobilize forces to disrupt Japanese road construction and fortification. The 358th Brigade attacked enemy road construction from Lanxian to Dashetou and from Puming to Chijianling; the Independent 1st Brigade sabotaged the Dawu–Linxian highway; and the 4th Column of the Death Squad sabotaged the Dawu–Fangshan highway. Part of the Independent 1st Brigade's 2nd Regiment organized over 2,000 civilians to sabotage the Dawu–Sanjiao highway twice, forcing the enemy in Linxian to detour through Fangshan to contact Lishi. The Lishi guerrillas led civilians in two sabotage attacks on the Lishi–Jundu highway, destroying over 30 "li" of road. Other units attacked strongholds along key highways and destroyed or disrupted the "maintenance committees" that surrounded newly built enemy strongholds. There were also direct raids—storming into Linxian County and capturing representatives of enemy maintenance organizations. Meanwhile, the Workers' and Patriots' Brigade carried out continuous sabotage on the Taifen Highway. As the enemy plans ran into persistent disruption, Japanese and puppet forces began to retreat in different routes starting January 2, 1941, and by January 24 they returned to their original strongholds. The Jin-Sui winter counter-mopping operation lasted 40 days, annihilated more than 2,500 enemy troops, destroyed 125 kilometers of roads and 23 bridges, and recovered all towns occupied by the enemy during the campaign. Here the stakes show through most clearly: the campaign was not merely about killing enemy troops. It was about preventing the occupier from building a durable, road-connected grid that would allow future sweeps to be faster, larger, and more decisive. At the wider campaign level, the Eighth Route Army also recorded its total effects from August 20 to December 5, covering roughly three and a half months. During that period, the Eighth Route Army fought 1,824 battles of varying sizes, killing or wounding 20,645 Japanese soldiers (including senior officers), killing or wounding 5,155 puppet troops, and capturing 281 Japanese soldiers and 18,407 puppet troops. 47 Japanese soldiers surrendered voluntarily, and 1,845 puppet troops defected, totaling 46,380 people. The Communists captured 5,942 guns and 53 artillery pieces, and destroyed extensive transportation infrastructure: 474 kilometers of railway, 1,502 kilometers of highway, 213 bridges, 37 railway stations, 11 tunnels, more than 217,000 rails, more than 1,549,000 sleepers, more than 109,000 telephone poles, and more than 424,000 kilograms of telephone wire. Five coal mines and 11 warehouses were destroyed. The narrative further adds that when including casualties of Japanese and puppet forces across related engagements—such as Fuwang and the anti–mopping operations in northwest Shanxi—the total number of casualties reached more than 50,880. Japanese statistics were also cited for damage assessment, noting destruction of track and bridges across key railways (Zhengtai, Tongpu, Pinghan), telegraph pole damage, power line cuts, and effects on coal production—such as the Jingxing New Mine being unable to produce coal for at least six months. These details underline a broader background stake: infrastructure damage was meant to weaken the occupier's ability to keep its occupation apparatus working, even after the direct battles ended. The price of that multi-month struggle was high for the Eighth Route Army as well. Over the three and a half months leading up to the Hundred Regiments Offensive, the Eighth Route Army suffered 17,000 casualties, and more than 20,000 were poisoned. During the Hundred Regiments Offensive itself, post-war statistics state that the 129th Division suffered 7,362 casualties and 450 missing persons, and the entire division suffered 7,812 casualties. When you connect these lines—offensive sabotage, counter-offensives, Japanese mopping-ups, and anti-mopping resistance—you see why this second wave of fighting mattered. It wasn't only about whether the Japanese could respond to the offensive. It was about whether both sides could sustain their operational logic: the Japanese trying to stabilize occupation through "mopping," and the Communists trying to preserve base systems through dispersal, harassment, and counter-moves that convert the occupier's clearing effort into something too costly to maintain. The background of the Hundred Regiments offensive, who authorized it, who planned it, and why, remains unclear. The Japanese response was so severe that, in retrospect, it appeared to some as if the offensive had been a mistake. Some leaders, especially Mao, may have wanted to disavow it. Indirect hints in Mao's writings in subsequent months and years suggest he may have viewed it critically or harbored misgivings from the start. It was not the kind of strategy Mao preferred. More than twenty years later, during the Cultural Revolution, Red Guards charged that Mao had not even known of the plan in advance because of Peng Dehuai's alleged duplicity, at the time, Peng was being denounced. While this seems unlikely, it may contain some substance. In his own defense against these charges, Peng stated that after the 8RA headquarters—located not in Yan'an but in Jin-Cha-Ji—planned the operation, it sent mobilization orders downward to each regional command and also notified the Central Military Affairs Commission headed by Mao. In the original plan, the action would begin in early September. But, Peng wrote, to prevent enemy discovery and to ensure simultaneous surprise assaults—thereby inflicting an even greater blow to the enemy and the puppets—they began about ten days earlier than scheduled, during the last week of August. "So we did not wait for approval from the Military Affairs Commission (this was wrong), but went right into combat earlier than planned." There is also the issue of the "spontaneous" participation of more than eighty regiments without authorization from the Eighth Route Army headquarters, and not from Yan'an as well. If Peng Dehuai's account is accepted (written in 1970, shortly before his death), then Mao and Party Central had no role in conceiving or planning the Hundred Regiments campaign. In that case, the "grand strategy" motivations for undertaking it largely vanish—except perhaps insofar as they were considered by Peng and his colleagues. One alleged motive was to counter any tendency toward capitulation by Chiang Kai-shek and the Chongqing regime: if the war heated up and the CCP threw itself into fighting, any accommodation between Chiang and Japan would look like cowardly surrender. A related consideration was the Communist leadership's sensitivity to the charge that they were simply exploiting the war to expand their influence—avoiding Japanese combat while letting KMT armies bear the real burden of fighting. The Nationalists gave major publicity to the accusation that CCP policy devoted 70 percent of effort to expansion, 20 percent to coping with the KMT, and only 10 percent to opposing Japan. A third suggested motive was to divert attention from the New Fourth Army's offensives against Nationalist forces in Central China, which were peaking around the same time. Peng Dehuai acknowledged the campaign was "too protracted," yet he defended its importance in maintaining the CCP's anti-Japanese image in the wake of anti-friction conflicts, in demonstrating the failure of the cage-and-silkworm policy, in returning at least twenty-six county seats to base control, and in keeping "wavering" elements in line. Even if these reasons mattered less than regional and tactical calculations in launching the campaign, they could always be used for propaganda afterward. Whatever misgivings Mao and Party Central may have had, the Party kept them to itself. Mao radioed congratulations to Peng after his victory, and in public statements the Hundred Regiments were turned into legend. Even if the Hundred Regiments campaign aimed to defeat Japanese pacification efforts, it did not succeed in a decisive way. Shocked and stung by the 8RA's action, the North China Area Army intensified its efforts to bring North China under tighter control. Under General Tada and then his successor, General Okamura Yasuji (July 1941–November 1944), the Japanese inflicted brutal, sustained violence against all North China bases. Between 1941 and 1944, about 150,000 Japanese troops were assigned full-time to pacification duty, supported by roughly 100,000 Chinese auxiliaries of widely varying description and effectiveness. The remainder of the NCAA (about 150,000–200,000 men) was assigned to other tasks such as garrisoning major cities and containing Nationalist forces. Communist regulars were estimated at around 250,000 within base areas and 40,000 in SKN. The Japanese and their Chinese auxiliaries invested even more heavily than before in constructing moats, ditches, palisades, and blockhouses. Japanese sources claimed that by 1942 their forces had built 11,860 kilometers of blockade line and 7,700 fortified posts, mostly in the Hebei plains and the foothills of the Taihang mountains. A massive trench ran for 500 kilometers along the western side of the Pinghan railway line, with a depopulated and constantly patrolled zone on either side. The 250 Japanese outposts established in southern Hebei by December 1940 were more than quadrupled by mid-1942. These became the key means of controlling plains areas; by the end of 1941, all Communist bases in such terrain had been reduced to guerrilla status. Many main force units—such as those under Liu Cheng'ao and Yang Xiufeng—were compelled to move westward into mountains to survive. What distinguished the new Tada–Okamura approach from earlier tactics was the much larger and more protracted search-and-destroy thrust into the core mountain-base areas. They also replaced selective repression with indiscriminate, generalized violence. These infamous "Three-All" mop-up campaigns meant: kill all, burn all, loot all. Unable to distinguish ordinary peasants from Communists, the Japanese waged war on everyone. After attempting to seal off major consolidated regions in the base areas, they sent in very large detachments to search for Communist forces, civilian cadres, and activists. They also tried to destroy base facilities and war material stockpiles; to disrupt agriculture by burning crops or interfering with planting and harvesting; and to seize grain stores. Entire villages were razed, and everything alive found there was killed. Unlike earlier mop-ups that swept through an area and then departed, these campaigns left troops in the targeted zones for extended periods, "combing" the area back and forth and building at least temporary strongpoints in more accessible parts of mountain bases. These mop-up operations took a heavy and painful toll on rural populations. No doubt the harsh tactics and atrocities frequently committed during these actions did cause many peasants, rich and poor alike, to harbor deep hatred of the Japanese and to commit more fully to the Communist side. But intra-party sources also portray cases in which repression worked even more effectively than earlier attempts to drive a wedge between party and peasantry. As one internal assessment put it: If we only stress concealment… we are bound to be divorced from the masses. The morale of the masses cannot be sustained for long either. On the other hand, if we only seek fleeting gratification in careless fighting, we may also invite still more cruel enemy suppression. That will also alienate the masses. Communist spokesmen acknowledged that, in North China base areas, the population under Party control fell from 44 million to 25 million, while the Eighth Route Army declined from 400,000 to 300,000. Local records present an even grimmer picture. By 1942, 90 percent of the plains bases had been reduced to guerrilla zones or outright enemy control. In the mountainous Taiyue district within the Jin-Cha-Lu-Yi base, one cadre admitted that "not a single county was kept intact and the government offices of all its twelve counties were exiled in Jin-yuan." All twenty-six county seats occupied following the Hundred Regiments fighting were lost. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. Japan tried to regain control through retaliatory "mopping-up" operations starting in October 1940. In response, the Eighth Route Army and its commanders issued counter-measures: coordinate party, government, military, and civilians; keep mobility while dispersing forces when possible; and focus on annihilating incoming enemy units decisively. Counter-sweeps and anti-pacification actions continued through December, involving repeated ambushes and sabotage of roads, highways, and fortification efforts. 

What happens when the beef and dairy worlds intersect? Randall Grimimus, California cattle feeder and Angus breeder, joins the podcast to talk about the ever-evolving beef-on-dairy sector and how Angus fits into it. From raising day-old calves to scaling his family operation, Grimmius shares how data, genetics and relationships have built his business. He is grounded in faith and guided by a strong desire to do the right thing for his calves, his employees, his suppliers and his customers. In this episode you'll learn about everything from his young entrepreneurial ambitions to how he listens to God's call. HOSTS: Mark McCully and Miranda Reiman  GUEST: Randall Grimmius   Randall Grimmius is the owner of Grimmius Cattle Company, a family-owned and operated livestock business he helped build from the ground up alongside his father, Tom Grimmius. What started as a cattle feeding and trading business has grown into a fully integrated operation spanning seedstock genetics, dairy, cow-calf production, calf raising and cattle feeding across California and Texas — with five ranches; capacity for 300,000 head; more than 1,000 employees; and additional cattle fed through some of the industry's most respected feedyards in Kansas, Texas, Nebraska and Colorado. Away from the operation, Randall and his wife, Beth, have been married 34 years. Together they have four daughters, eight grandchildren and have provided guardianship to 12 additional children over the past 15 years. He remains deeply committed to faith, family and the values that continue to guide the company. SPONSOR:  Angus Media: Are you ready to level up your herd's genetics? With the Angus Bull Book Spring 2026 Angus Sire Directory, you can find your next great sire. The spring issue went live in March, but you're able to view the book online all breeding season. Live EPDs will help you pair the right bull with your breeding objectives. Search for the Angus Bull Book Spring 2026 Angus Sire Directory on the sale book search page on Angus.org. Angus Media: A solid herd starts with the cows. Commercial cattlemen need to know that your foundation is built on maternal traits. Tell them in the Female Foundations special section published with the September Angus Beef Bulletin. Get an advertisement, feature and social post all in the same package. Contact your regional manager or our advertising team to learn more. Find them at www.angus.org/angus-media/about/contact-us. Don't miss news in the Angus breed. Visit www.AngusJournal.net and subscribe to the AJ Daily e-newsletter and our monthly magazine, the Angus Journal.

WALL-TO-NEW RELEASE WALLWhat comics industry news has Patrick missed? Coordinating what's on sale this week with what's coming out next week and what we're getting shipped for the week after next.How you can see what our weekly best-selling single issues are.I really, really love the look of our NEW THIS WEEK Wall on Tuesday nights.Secret Identity Comics of Chester, England.Comics talked about in this episode:      BEAST OF BORIKEN #1      STAR-CROSSED #1---------- Contest of Challengers #781 This episode is dedicated to Joe Jackson Theme: Adam WarRock (with Mikal kHill) Intro: James VanOsdol (with Danhausen and Chris Jericho) Outro: James VanOsdol "Patrick" Voices: Richie Kotzen, Christopher Daniels, James Acaster, Sue Marasciulo (Trent's Mom), RJ City, Sebastian Bach, Arune Singh, James VanOsdol, Colt Cabana Dal and Patrick Artwork: Bella Spagnuolo https://bellaspagnuoloart.myportfolio.com/ ----------Challengers Comics + Conversation 1845 N Western Ave • Chicago, IL 60647 773.278.0155 • ChallengersComics.com

A high-stakes showdown is brewing behind closed doors between Donald Trump and Chinese President Xi Jinping. Citing the historical concept of the “Thucydides Trap,” Xi recently issued a not-so-veiled threat to the United States. Former DHS advisor Brad Thayer joins Dr. Drew to expose what really happened during their recent meeting, why this should be Trump's final face-to-face negotiation with Xi, and how America must hold the Chinese Communist Party accountable. Combat veteran and mental health advocate Kelsi Sheren, author of the upcoming book “Do No Harm?”, exposes the terrifying expansion of Canada's Medical Assistance in Dying (MAiD) protocol. Anthony Brown and schizophrenia advocate Bethany Yeiser discuss the reality of severe mental illness on our streets. Sharing her own remarkable recovery from four years of homelessness and psychosis, Bethany explains how we can rescue patients from the psychiatric vacuum. Dr. Bradley Thayer is a Founding Member of the Committee on the Present Danger China and formerly a Special Governmental Employee in the Department of Homeland Security. He is co-author of Embracing Communist China and Understanding the China Threat. Follow at https://x.com/bradthayer Kelsi Sheren is a combat veteran, bestselling author, and host of The Kelsi Sheren Perspective. She is the author of the forthcoming Skyhorse book Do No Harm?: How the Healthcare Industry Legalized Murder, exposing Medical Assistance in Dying (MAiD). Follow at https://x.com/kelsisheren Anthony Brown is the founder and director of Coordinating & Assisting Recovery Environments (C.A.R.E.), located in Anaheim, California. Since 1999, he has provided specialized treatment for individuals with mental illness combined with substance use disorder. He holds a B.S. in Nursing from California State University Fullerton and is the author of From Park Bench to Park Avenue: One Man's Journey Out of Homelessness. Learn more at https://anthonyhowardbrown.com/ Bethany Yeiser is President of The CURESZ Foundation, which she co-founded with Dr. Henry A. Nasrallah in 2016. Diagnosed with schizophrenia in 2007, she achieved full recovery through clozapine treatment and earned her molecular biology degree magna cum laude from the University of Cincinnati in 2011. She is the author of the memoir Mind Estranged and a TED Talk speaker. Follow at https://x.com/CURESZorg 「 SUPPORT OUR SPONSORS 」 ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠• FATTY15 – The future of essential fatty acids is here! Strengthen your cells against age-related breakdown with Fatty15. Get 15% off a 90-day Starter Kit Subscription at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://drdrew.com/fatty15⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • PALEOVALLEY - "Paleovalley has a wide variety of extraordinary products that are both healthful and delicious,” says Dr. Drew. "I am a huge fan of this brand and know you'll love it too!” Get 15% off your first order at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://drdrew.com/paleovalley⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • THE WELLNESS COMPANY - Counteract harmful spike proteins with TWC's Signature Series Spike Support Formula containing nattokinase and selenium. Learn more about TWC's supplements at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twc.health/drew⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ 「 ABOUT THE SHOW 」 This show is for entertainment and/or informational purposes only, and is not a substitute for medical advice, diagnosis, or treatment. Executive Producers • Kaleb Nation - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://kalebnation.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • Susan Pinsky - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/firstladyoflove⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Content Producer • Emily Barsh - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/emilytvproducer⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Hosted By • Dr. Drew Pinsky - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/drdrew⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode of the Inside Athletic Training Podcast, we're joined by Bryan Housand, Minor League Medical Coordinator for the Minnesota Twins organization.Bryan discusses his path through professional baseball, what the role of a Minor League Medical Coordinator looks like behind the scenes, and the challenges of overseeing player health and communication across an entire farm system.We also dive into the evolving relationship between medical and performance staffs, the growing importance of collaboration in professional sports, where the athletic training profession is heading, and the skills younger athletic trainers need to succeed in today's game.For more information about PBATS and athletic training, visit pbats.com. 

When families move between homes, the details get complicated — especially when it comes to health care.In this conversation, PinnacleCare Senior Manager of Strategic Partnerships Rebecca Bux shares tips for private service professionals supporting families who are constantly on the move, from how to get ahead of emergencies to how to make care more seamless between locations.Subscribe to the Easemakers Podcast to hear from more experts in the private service industry, and join the Easemakers community to talk to other estate managers and PSPs on a regular basis.  Enjoying the Easemakers Podcast? Leave us a rating and a review telling us about your favorite episodes and what you want to learn next!The Easemakers Podcast is presented by Nines, modern household management software and services built for private service professionals and the households the support.

Send us Fan MailValmiki Maharaj — Creative Director of The Lost Tribe, Director of TRIBE, and head of Ultimate Events — joins The Corie Sheppard Podcast for a deep conversation on creativity, Carnival, culture, and the business of building unforgettable experiences.From redefining modern mas to coordinating IShowSpeed's viral Trinidad IRL stream, Valmiki shares the vision, pressure, and innovation behind some of Trinidad & Tobago's most impactful cultural moments.The conversation explores:• The evolution of TRIBE and The Lost Tribe• Creativity, storytelling, and experiential design• The future of Carnival and preserving authenticity• The business behind large-scale events• Coordinating global productions and viral moments• Youth culture, identity, and Trinidad's global image• Leadership, resilience, and purpose-driven workA powerful discussion on culture, innovation, and the responsibility of shaping experiences that represent Trinidad & Tobago to the world.#coriesheppardpodcast #ValmikiMaharaj #TRIBE #TheLostTribe #Carnival #TrinidadAndTobago #Podcast #Culture

13/16: Ahmad Sharawi details Iranian strikes on UAE oil facilities aimed at disrupting Project Freedom. Meanwhile, Bashar al-Assad seeks Gulf investment while reportedly coordinating quietly with Israel against Hezbollah.

In this episode, we sit down with Tauti Kimbrough to explore what it really means to wear multiple hats in the event industry — from venue marketer to event planner to event host. Joined by guest co-host Ryan Criswell, we discuss how Tauti's unique experience on both sides of an event make her a better host, planner, and venue coordinator.SHOW NOTES:Connect with Tauti Kimbrough:Instagram: @tauti.k (https://www.instagram.com/tauti.k/)LinkedIn: https://www.linkedin.com/in/tautiauna-kimbrough/Supper Sociale: https://www.instagram.com/suppersociale/Connect with Ryan (guest co-host):Website: ⁠www.cutestoryevents.com⁠Instagram: ⁠www.instagram.com/cutestoryevents⁠LinkedIn: ⁠https://www.linkedin.com/in/ryan-c-048216263/kedin.com%2Fin%2Fryan-c-048216263%2F⁠Facebook: ⁠www.facebook.com/cutestoryevents ⁠Purchase our on-demand How to Start an Event Planning Business Workshop: https://bettereventspod.com/workshopRegister interest for the 2026 Better Events Conference: https://forms.gle/caX87sth8DpgyZPi6Learn more about the pod, Better Events Conference and more: https://bettereventspod.com/the-latestTHANKS FOR THE LOVE! Love this podcast? Please share with your event friends, tag us, and leave a review!——FOLLOW US ON INSTAGRAM:@bettereventspod@loganstrategygroup_events (Logan)@epeventsllc (Mary)

“Driving all the way to Nashville for four hours can really get strenuous,” said Joel Edwards, a U.S. Army Infantry Veteran receiving oncology care at the Pointe Centre VA Clinic in Chattanooga, Tennessee. According to the Department of Veterans Affairs (VA), nearly one-quarter of Veterans live in rural areas, where specialty care often requires extended travel. For years, that was the reality for many Veterans living in southeast Tennessee and northern Georgia who experienced long drives for cancer treatment, often repeated week after week. Now, that routine is changing. VA Tennessee Valley Healthcare System (TVHS) designated the Pointe Centre VA Clinic in Chattanooga as a VA Close to Me cancer care site, becoming one of more than 30 VA medical centers nationwide to be selected for the expansion, bringing oncology services closer to where Veterans live while maintaining coordinated care within VA's health care system. Veterans face a higher risk of developing certain cancers due to exposures during military service, including Agent Orange and burn pits, which VA recognizes as linked to multiple presumptive cancers under the PACT Act. For many Veterans, that increased risk makes access to timely, coordinated care even more critical. “Close to Me is designed to bring access to the Veterans in some of the smaller communities outside of Nashville and Murfreesboro where oncology services have traditionally been offered for Veterans,” said Whitney Worthy, a nurse practitioner at the clinic. Prior to this expansion of care, Veterans in the Chattanooga region traveled up to three hours to the Nashville VA Medical Center or were referred to a community provider. “It can be a lot on the Veteran to travel up to 60 minutes or more to an appointment once a week, or sometimes even twice a week,” said Kim Hughes, a registered nurse at the clinic. “What we are hoping to do is allow them to spend less time on the road and more time with their families, resting and recovering.” For more than a year, Edwards made the long drives for treatment, always accompanied by his wife, Sandra Edwards. “He used to have two or three appointments every week after the initial cancer surgery,” Sandra recalled. “It's nice now not having to drive all over the place to get to his appointments.” Since treating its first patient in December 2025, the clinic has already served more than 60 Veterans, saving over 25,000 miles in travel and significantly reducing the burden on Veterans and their families. By expanding specialty care and transitioning care back into VA, the program has also resulted in more than $50,000 in cost avoidance, allowing those resources to be further invested into Veteran care. “Veterans in this area want to stay within the VA system,” said Worthy. “As far as continuity of care, having all your providers under one system is a big deal.” Coordinating care across multiple providers and systems can be complex, particularly for patients undergoing frequent or specialized treatment. By keeping care within VA, providers can maintain greater continuity, ensuring Veterans receive consistent, connected care throughout their treatments. Edwards said the difference has been noticeable, not just in traveling distance, but in how he feels day by day. “Getting the infusion here has been no problem,” Edwards said. “I feel better and I don't drag out of bed.” Veterans navigating cancer treatment are often not doing it alone. Caregivers and spouses like Sandra play a critical role in managing appointments, providing transportation, and offering support throughout each stage of care. “I don't want something to happen to him where he can't drive home after his treatment,” Sandra said. “I don't take that change, so I come with him every time” Inside the clinic, the treatment experience is designed with both patients and caregivers in mind. The clinic offers a smaller, more personalized setting. Infusion chairs offer heat and massage features, caregivers are encouraged to remain close by with their own comfortable seating, and appointments are coordinated to reduce time spent waiting and traveling. Together, those features help support both comfort and connection. Sandra said staff walk both patients and caregivers through each step of the process. “They will explain every step of the process with you just like they do to the patient getting treatment,” Sandra reassured. Referring to the availability of care at the Pointe Centre VA Clinic, Edwards said, “I'm glad you're here. I've always got good care at the VA.” Veterans receiving care through VA TVHS can speak with their provider about whether the Close to Me program at the Pointe Centre VA Clinic is right for them.

Eric Zorn, Publisher of The Picayune Sentinel, joins John Williams to talk about Darren Bailey refusing to tell John that Donald Trump lost the 2020 election, the official trailer for the AI or DIE production, ‘PI HARD,’ and the latest on the compromise between CPS and CTU over the May Day protests.

Eric Zorn, Publisher of The Picayune Sentinel, joins John Williams to talk about Darren Bailey refusing to tell John that Donald Trump lost the 2020 election, the official trailer for the AI or DIE production, ‘PI HARD,’ and the latest on the compromise between CPS and CTU over the May Day protests.

Have you ever been standing on a job site, or sitting on a call, or answering a text at 9 p.m., and realized mid-sentence that you are clearly running this project? Not consulting on it. Not advising from the edges. But running it. Coordinating it. Holding it together. And nobody ever asked you to take on that role. And you definitely didn't price your fee accordingly. If that moment sounds familiar, you are absolutely in the right place today. Because we're going to talk about the four moments that signal you've crossed from consultant to manager — without a conversation, without an agreement, and almost always without a fee that reflects it.   Mentioned in this episode: Join the wait list for The Designers Edge and my May 5th workshop here: https://www.reneedevignierdesign.com/construction-management-interior-designers  Grab Your Free Script Guide here: https://www.reneedevignierdesign.com/push-back-script-handout  Access the full video interview with Elana Steele of Steele Appliance here: https://www.reneedevignierdesign.com/appliance   Find the full shownotes at: https://devignierdesign.com/interior-designer-consultant-to-construction-manager 

6. Lebanon Declares Iranian Ambassador Designate Persona Non Grata GUEST: Bill Roggio, David Daoud SUMMARY: Lebanon has declared the Iranian ambassador designate persona non grata for interfering in domestic affairs and coordinating with Hezbollah. This rare assertion of sovereignty highlights Tehran's long-standing disregard for Lebanese government authority during the war., The Lebanese foreign ministry expelled ambassador designate Shibani for injecting himself into domestic issues and holding unauthorized meetings with Hezbollah to coordinate military activities. Despite the order, Iran has signaled its intent to disregard the decision, further demonstrating its historical treatment of Lebanon as a tool for its own regional interests,. David Daoud views this diplomatic rift as a "living breathing testament" to Iranian arrogance and its disregard for Lebanese sovereignty in service of the "Resistance" axis,. (6)1705 DUTCH EAST INDIA COMPANY

Anatomy doesn't work in silos. For example, the airway affects feeding. Feeding affects growth. Reflux affects the lungs. Suddenly, one child has three subspecialists and one very full calendar. Aerodigestive medicine lives in that overlap, and while multidisciplinary teams bring powerful expertise, primary care providers are co-managing these patients. They are fielding the "is this normal" calls. They are tracking growth, advocating for these patients and helping families make sense of recommendations. In this episode, we talked to two experts about what meaningful co-management looks like, Emily DeBoer, MD, and Todd Wine, MD. Dr. DeBoer specializes in pulmonology at Children's Colorado and is a professor at the University of Colorado School of Medicine. Dr. Wine specializes in otolaryngology and is an associate professor.  Some highlights from this episode include: Which patients benefit from multidisciplinary aerodigestive care versus traditional single-specialty referrals  How respiratory diagnoses impact patients  How primary care clinicians can support patients  Overview of aerodigestive programs across the country  For more information on Children's Colorado, visit: childrenscolorado.org.