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Bilan personnalisé OFFERT : https://www.kinecoachsante.fr/bilan

Le festival musique et mémoire commence ce soir

durée : 00:58:39 - Toute une vie - En choisissant pour deuxième époux Henri II Plantagenêt, roi d'Angleterre, Aliénor est propulsée à la tête d'un empire qui s'étend des Pyrénées à l'Écosse. Commence alors une vie d'itinérance, à cheval ou en Esnecke (le “ferry service” qui traversait la Manche), passant par la Normandie. Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

Aujourd'hui, Bruno Poncet, cheminot, Antoine Diers, consultant, et Barbara Lefebvre, professeur d'histoire-géographie, débattent de l'actualité autour d'Olivier Truchot.

Une vingtaine de soldats ukrainiens participent au traditionnel défilé militaire du 14-Juillet, sous le regard de Volodymyr Zelensky, invité par le président français. Depuis plus de quatre ans, l'armée ukrainienne résiste aux assauts russes sur quelque 1 200 kilomètres de front. À l'heure des drones et des frappes à longue portée, on oublie parfois les hommes qui tiennent les positions, au cœur d'une « kill zone » désormais saturée de drones FPV. Notre correspondant Lucas Lazo a accompagné, il y a quelques jours, une unité ukrainienne lors d'une évacuation de blessés au cœur de cette zone grise, sur le front de Zaporijjia, dans le sud du pays. De notre correspondant de retour de Zaporijia, Les sirènes de Zaporijia résonnent dans la plaine, l'armée russe bombarde la ville. Dissimulés sous une canopée, les hommes du 225ᵉ régiment d'assaut chargent leurs armes, inspectent une dernière fois leur matériel. Les traits tirés par la concentration, Tatar dirige les opérations, l'œil brillant, un tatouage de son unité palpite sur son cou : « On charge le véhicule, et on part vers le point de transbordement où l'on dépose notre infanterie. À partir de là, les fantassins progressent par petits groupes jusqu'aux positions ennemies. Nous évacuons un blessé et acheminons de nouveaux soldats. Nous ne pourrons pas aller plus loin, il y a déjà trop de drones FPV et des drones à fibre optique. » Les deux soldats qui vont relever les blessés savent ce qui les attend : plusieurs kilomètres à pied, à découvert, sous le feu ennemi, jusqu'à une tranchée où ils resteront plusieurs semaines. Superstitieux, le commandant noue à leurs poignets un bracelet orné de l'archange saint Michel : il se veut rassurant : « C'est notre guerre électronique à nous, pour les protéger des drones. » Mais les mains des deux soldats tremblent sur leurs kalachnikovs. Ils soufflent, le regard vide, le visage déformé par l'effroi. « Davaï, davaï ! » Il faut partir. On saute dans un pick-up, pied au plancher. Pas question de traîner dans la « kill zone » : villages détruits, carcasses de voitures, station-service calcinée. Pas une âme qui vive. Les voitures s'arrêtent brutalement… « FPV » Nous courrons nous mettre à l'abri dans une masure abandonnée. Les lignes russes ne sont plus qu'à quelques kilomètres. Tatar nous prévient : des Jdouns, ces drones à fibre optique embusqués au bord de la route, ont été repérés. L'un d'eux a explosé cinq minutes avant notre passage. Notre pick-up s'arrête là. Les deux fantassins repartent sur un quad. Commence alors une interminable attente, dans le silence, ponctuée par les tirs d'artillerie. Trois jours pour ramener les blessés Un tir ami croit savoir Tatar. À l'abri dans notre cabane, les yeux ne quittent pas l'écran du Tchouïka qui capte la fréquence des drones ennemis et nous annonce leur présence. Ils sont plusieurs à tournoyer dans les airs à la recherche de leur cible. Viking enchaîne les cigarettes, le regard inquiet rivé vers le ciel : « Encore un peu de patience. Les gars vont arriver avec les blessés et vous verrez dans quel état ils sont. Le plus difficile, c'est d'atteindre le point où les blessés sont ensuite pris en charge par le véhicule d'évacuation. Parce que jusque-là, il faut marcher. Et quand on est blessé, avec une jambe cassée, un bras cassé ou d'autres blessures, c'est extrêmement compliqué. » Le quad surgit enfin. En quelques secondes, le blessé est hissé à l'arrière du pick-up. Son œil gauche a disparu, à la place, une cavité noire et suintante. Ses jambes ne le portent plus. Son camarade, Vova, 55 ans, l'a traîné sur plusieurs kilomètres. Exténué, en état de choc, il raconte : « On avançait à quatre pattes, grâce aux antidouleurs. Je tirais le matériel. Mon camarade, lui aussi il rampait, mais le troisième était grièvement blessé, avec les intestins perforés. C'est lui que je tractais sur une couverture. Pendant deux jours j'ai tiré le corps d'un mort. Au total, il nous a fallu trois jours pour rejoindre nos lignes. » Trois jours pour sortir de l'enfer de la ligne zéro saturée par les drones, où ces hommes tiennent le front sud de l'Ukraine.

Une vingtaine de soldats ukrainiens participent au traditionnel défilé militaire du 14-Juillet, sous le regard de Volodymyr Zelensky, invité par le président français. Depuis plus de quatre ans, l'armée ukrainienne résiste aux assauts russes sur quelque 1 200 kilomètres de front. À l'heure des drones et des frappes à longue portée, on oublie parfois les hommes qui tiennent les positions, au cœur d'une « kill zone » désormais saturée de drones FPV. Notre correspondant Lucas Lazo a accompagné, il y a quelques jours, une unité ukrainienne lors d'une évacuation de blessés au cœur de cette zone grise, sur le front de Zaporijjia, dans le sud du pays. De notre correspondant de retour de Zaporijia, Les sirènes de Zaporijia résonnent dans la plaine, l'armée russe bombarde la ville. Dissimulés sous une canopée, les hommes du 225ᵉ régiment d'assaut chargent leurs armes, inspectent une dernière fois leur matériel. Les traits tirés par la concentration, Tatar dirige les opérations, l'œil brillant, un tatouage de son unité palpite sur son cou : « On charge le véhicule, et on part vers le point de transbordement où l'on dépose notre infanterie. À partir de là, les fantassins progressent par petits groupes jusqu'aux positions ennemies. Nous évacuons un blessé et acheminons de nouveaux soldats. Nous ne pourrons pas aller plus loin, il y a déjà trop de drones FPV et des drones à fibre optique. » Les deux soldats qui vont relever les blessés savent ce qui les attend : plusieurs kilomètres à pied, à découvert, sous le feu ennemi, jusqu'à une tranchée où ils resteront plusieurs semaines. Superstitieux, le commandant noue à leurs poignets un bracelet orné de l'archange saint Michel : il se veut rassurant : « C'est notre guerre électronique à nous, pour les protéger des drones. » Mais les mains des deux soldats tremblent sur leurs kalachnikovs. Ils soufflent, le regard vide, le visage déformé par l'effroi. « Davaï, davaï ! » Il faut partir. On saute dans un pick-up, pied au plancher. Pas question de traîner dans la « kill zone » : villages détruits, carcasses de voitures, station-service calcinée. Pas une âme qui vive. Les voitures s'arrêtent brutalement… « FPV » Nous courrons nous mettre à l'abri dans une masure abandonnée. Les lignes russes ne sont plus qu'à quelques kilomètres. Tatar nous prévient : des Jdouns, ces drones à fibre optique embusqués au bord de la route, ont été repérés. L'un d'eux a explosé cinq minutes avant notre passage. Notre pick-up s'arrête là. Les deux fantassins repartent sur un quad. Commence alors une interminable attente, dans le silence, ponctuée par les tirs d'artillerie. Trois jours pour ramener les blessés Un tir ami croit savoir Tatar. À l'abri dans notre cabane, les yeux ne quittent pas l'écran du Tchouïka qui capte la fréquence des drones ennemis et nous annonce leur présence. Ils sont plusieurs à tournoyer dans les airs à la recherche de leur cible. Viking enchaîne les cigarettes, le regard inquiet rivé vers le ciel : « Encore un peu de patience. Les gars vont arriver avec les blessés et vous verrez dans quel état ils sont. Le plus difficile, c'est d'atteindre le point où les blessés sont ensuite pris en charge par le véhicule d'évacuation. Parce que jusque-là, il faut marcher. Et quand on est blessé, avec une jambe cassée, un bras cassé ou d'autres blessures, c'est extrêmement compliqué. » Le quad surgit enfin. En quelques secondes, le blessé est hissé à l'arrière du pick-up. Son œil gauche a disparu, à la place, une cavité noire et suintante. Ses jambes ne le portent plus. Son camarade, Vova, 55 ans, l'a traîné sur plusieurs kilomètres. Exténué, en état de choc, il raconte : « On avançait à quatre pattes, grâce aux antidouleurs. Je tirais le matériel. Mon camarade, lui aussi il rampait, mais le troisième était grièvement blessé, avec les intestins perforés. C'est lui que je tractais sur une couverture. Pendant deux jours j'ai tiré le corps d'un mort. Au total, il nous a fallu trois jours pour rejoindre nos lignes. » Trois jours pour sortir de l'enfer de la ligne zéro saturée par les drones, où ces hommes tiennent le front sud de l'Ukraine.

durée : 00:59:21 - par : Nathalie Piolé - La playlist jazz de Nathalie Piolé. - équipe : Emmanuelle Lacaze, Fabien Fleurat Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

Avec : Benjamin Amar, professeur d'histoire-géographie. Yael Mellul, ancienne avocate. Et Frédéric Hermel, journaliste et écrivain. - Accompagnée de Charles Magnien et sa bande, Estelle Denis s'invite à la table des français pour traiter des sujets qui font leur quotidien. Société, conso, actualité, débats, coup de gueule, coups de cœurs… En simultané sur RMC Story.

Avec : Benjamin Amar, professeur d'histoire-géographie. Yael Mellul, ancienne avocate. Et Frédéric Hermel, journaliste et écrivain. - Accompagnée de Charles Magnien et sa bande, Estelle Denis s'invite à la table des français pour traiter des sujets qui font leur quotidien. Société, conso, actualité, débats, coup de gueule, coups de cœurs… En simultané sur RMC Story.

Un livre, Un lecteur, émission présentée par Florence Berthout. Elle reçoit Gilles Mure-Ravaud, pour parler du livre « Le secret des secrets » de Dan Brown À propos du livre : « Le secret des secrets » paru aux éditions JC Lattès L'éminent professeur de symbologie Robert Langdon se rend à Prague pour une conférence sur la noétique donnée par son amie de longue date, Katherine Solomon. La scientifique est sur le point de publier un ouvrage révolutionnaire sur la nature de la conscience humaine. Un meurtre sauvage va soudain précipiter leur séjour dans le chaos. Katherine disparaît, et son manuscrit est piraté sur le serveur de son éditeur. Commence alors une course contre la montre dans Prague et ses mystères. Langdon se retrouve pourchassé par une étrange créature mythologique et devient la cible d'une organisation dont le projet pourrait changer à jamais notre conception de l'esprit humain. Dan Brown est l'auteur de nombreux best-sellers internationaux. Da Vinci Code reste aujourd'hui l'un des romans les plus vendus de tous les temps.

C'est l'été : le rythme change à la maison. Que font les filles cet été?  This episode is in French because it's a slice of real, everyday family life — not a scripted lesson, but the kind of natural, spontaneous storytelling that French learners rarely get access to. If you want to hear how a French family actually talks about summer plans, exams, and daily life, this episode is for you. Level: B1-B2. Much of the vocabulary here is everyday and accessible — jobs, weather, family updates — but the episode also touches on more elevated register when discussing Lisa's baccalauréat exam and French literature spanning two centuries, from Graffigny's 18th-century Lettres d'une Péruvienne to Baudelaire's 19th-century prose poems, giving learners exposure to both conversational and more literary French in a single episode. Curious how the rest of the family navigated the infamous French bac exam? Dive into these related episodes: Pour comprendre les débuts du bac dans la famille : https://onethinginafrenchday.podbean.com/e/2224-%e2%80%94-micaela-a-passe-le-bac-%e2%80%94-lundi-27-mars-2023/ La suite de l'aventure du bac de Micaela : https://onethinginafrenchday.podbean.com/e/2257-%e2%80%94-les-epreuves-du-bac-sont-enfin-terminees-pour-micaela-%e2%80%94-lundi-26-juin-2023/ Felicia, elle aussi, face au bac de français : https://onethinginafrenchday.podbean.com/e/2381-%e2%80%94-commentaire-compose-ou-dissertation%c2%a0-c-est-le-bac-de-francais-pour-felicia-%e2%80%94-vendredi%c2%a014%c2%a0juin-2024/ french stories, paris stories, french daily life, authentic french, real french, life in paris, spoken french, learn french — family, summer in france, baccalauréat, french teenagers, viola da gamba, baroque music This episode answers to the following questions:  What is the French baccalauréat exam? How does the French bac oral exam work? Who was Françoise de Graffigny? What is Lettres d'une Péruvienne about? Who wrote Petits poèmes en prose? What is a viola da gamba? Where is Ploërmel, France? What is life like for French teenagers in summer? What jobs do French students do in summer? When is the French grape harvest (vendanges)?

durée : 00:05:02 - Alors que l'incendie de la forêt de Justin progresse toujours, l'inquiétude monte à Die où les flammes se rapprochent de jour en jour. Marylène Moucheron était notre invitée ce jeudi matin. Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

AP correspondent Charles de Ledesma reports thousands of mourners participate in the funeral procession held for Ayatollah Ali Khamenei in Najaf, Iraq.

Un site internet, une affiche, un slogan : la campagne commence pour Marine Le Pen qui fait un premier déplacement ce mercredi 8 juillet. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Tim Shearcroft, CEO and Co-Founder of BP Silver Corp. (TSX.V: BPAG) (OTCQB: BPSCF), joins me for an exploration update now that the 2,000-meter Phase 2 drill program has begun at the Cosuño Silver Project in Bolivia. This Phase 2 drilling forms part of a broader ~8,000 m diamond drilling campaign anticipated for 2026.   The Phase 2 drill program is designed to test the broader scale potential of the Cosuño lithocap-hosted hydrothermal system and build on the positive results of the Company's Phase 1 drill program; and will comprise approximately 20 to 24 diamond drill holes. The first drill hole is currently following up on high-grade silver mineralization intersected at the Pocañita Chica target, where discovery drilling returned 5 m grading 600.40 g/t silver, including 1 m grading 1,655 g/t silver.   We then discuss the series of other exploration workstreams that will be commencing over the next couple months, such as: the MAG Survey, IP Survey, more mapping and sampling. Together, these datasets are expected to improve significantly the Company's understanding of the geometry, continuity, scale, and tenor of the vein and breccia systems across Cosuño.   Once this new data gets incorporated into the geological model, then it will lead into prioritizing the targets for the 6,000 meter Phase 3 drill program later this year. Tim also highlighted that Pocañita Grande will be getting its maiden drilling during the Phase 3 program, now that they have been developing roads and site access to this important target.   Click here to follow the latest news from BP Silver Corp If you have any questions for Tim regarding BP Silver, then please email those into me at Shad@kereport.com.     For more market commentary & interview summaries, subscribe to our Substacks:   The KE Report: https://kereport.substack.com/ Shad's resource market commentary: https://excelsiorprosperity.substack.com/     Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security. Investing in equities and commodities involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.    

Retrouvez les partis pris de Louis Sarkozy le Lundi et le Mercredi dans votre chronique "Voix de droite" sur RMC.

Le conseil du jour, c'est une minute pour prendre du recul, respirer, et avancer un peu plus sereinement dans votre travail. Un conseil simple, concret, applicable dès aujourd'hui. Un format court de Happy Work, par Gaël Chatelain-Berry.NOUVEAU : retrouvez moi sur WhatsApp sur la chaîne Happy Work... pas de spam, c'est gratuit et il n'y a que du feelgood !!! : https://whatsapp.com/channel/0029VbBSSbM6BIEm0yskHH2gEt pour retrouver tous mes contenus, tests, articles, vidéos : www.gchatelain.comSoutenez ce podcast http://supporter.acast.com/happy-work. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

durée : 00:11:10 - Les interviews d'Inter - par : Marion L'Hour - Ted Huffman, directeur général du Festival international d'art lyrique d'Aix-en-Provence, est l'invité de la matinale à 7h50. Le festival vient de s'ouvrir et c'est sa première édition en tant que directeur. - invités : Ted Huffman Metteur en scène américain Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

The Ennis Town Bus Service will commence from September. Under the system two routes will traverse the county town every half hour connecting Clarecastle to Ballymaley and the Lahinch Road to the Tulla Road. Clare County Council is currently installing bus stops to accelerate the programme. Responding to Clare Fianna Fáil TD Cathal at the Oireachtas Transport Committee, NTA Director of Public Transport Services Jeremy Ryan says it's on track to be up and running in two months time.

Pour écouter l'émission en une fois, sans pub (ouf !), et avec les Bonus :https://m.audiomeans.fr/s/S-tavkjvmo 6/6Juin 1940. La France s'effondre. Un général presque inconnu refuse pourtant la défaite et s'envole pour Londres. Commence alors un combat hors du commun.Durant quatre années, Charles de Gaulle va affronter les hommes les plus puissants de son temps : Hitler, qu'il défie au nom de la France Libre ; Pétain, héros de Verdun devenu son principal rival ; Churchill, allié indispensable mais souvent exaspéré ; Roosevelt, qui cherche à l'écarter au profit de Giraud ; et Staline, avec lequel il entretient une relation aussi prudente que respectueuse.Comment un homme sans armée, sans territoire et sans véritable pouvoir a-t-il réussi à tenir tête aux maîtres du monde ? Pourquoi ses alliés ont-ils parfois été presque aussi difficiles à combattre que ses ennemis ?À travers cette plongée dans les coulisses diplomatiques et politiques de la Seconde Guerre mondiale, découvrez un De Gaulle plus solitaire, plus combatif et plus audacieux que jamais : l'homme qui, contre tous, refusa que la France sorte de l'Histoire. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

This is your morning All Local update for July 1st, 2026.

Sierra Madre Gold & Silver is entering a new phase of growth following the closing of its acquisition of the Del Toro Silver Mine, adding a second production-ready asset to complement the company's cash-flowing La Guitarra operation. CEO Alex Langer joins Mining Stock Daily to discuss the integration of Del Toro, the exploration potential across the historic mining district, and how Sierra Madre plans to use existing cash flow to fund growth while advancing both assets. The conversation also covers improving permitting conditions in Mexico, the company's expansion strategy, and why Alex believes today's silver market continues to offer a compelling backdrop for producers.

Pour écouter l'émission en une fois, sans pub (ouf !), et avec les Bonus :https://m.audiomeans.fr/s/S-tavkjvmo 5/6Juin 1940. La France s'effondre. Un général presque inconnu refuse pourtant la défaite et s'envole pour Londres. Commence alors un combat hors du commun.Durant quatre années, Charles de Gaulle va affronter les hommes les plus puissants de son temps : Hitler, qu'il défie au nom de la France Libre ; Pétain, héros de Verdun devenu son principal rival ; Churchill, allié indispensable mais souvent exaspéré ; Roosevelt, qui cherche à l'écarter au profit de Giraud ; et Staline, avec lequel il entretient une relation aussi prudente que respectueuse.Comment un homme sans armée, sans territoire et sans véritable pouvoir a-t-il réussi à tenir tête aux maîtres du monde ? Pourquoi ses alliés ont-ils parfois été presque aussi difficiles à combattre que ses ennemis ?À travers cette plongée dans les coulisses diplomatiques et politiques de la Seconde Guerre mondiale, découvrez un De Gaulle plus solitaire, plus combatif et plus audacieux que jamais : l'homme qui, contre tous, refusa que la France sorte de l'Histoire. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Le mercato du Paris Saint-Germain est ouvert, mais le premier grand chantier parisien ne concerne peut-être pas les arrivées. Avant de parler d'un nouveau milieu, d'un attaquant, d'un ailier ou d'un gros coup offensif, le PSG doit d'abord clarifier l'avenir de plusieurs joueurs importants ou valorisables. Lee Kang-in, Randal Kolo Muani, Gonçalo Ramos et Gabriel Moscardo figurent aujourd'hui parmi les dossiers susceptibles d'animer le début du mercato parisien. Lee Kang-in intéresserait désormais la Juventus, en plus de l'Atlético de Madrid. Le Sud-Coréen reste un joueur polyvalent, apprécié dans la rotation et capable d'occuper plusieurs positions, mais il n'a jamais totalement installé sa place dans le onze de Luis Enrique. Avec plusieurs clubs intéressés, Paris pourrait être confronté à un choix difficile : garder un excellent joueur de complément ou profiter de sa valeur marchande. Le dossier Randal Kolo Muani reste lui aussi particulièrement complexe. De retour d'un prêt à Tottenham, l'attaquant français demeure associé à la Juventus. La presse italienne a même évoqué la possibilité d'un échange ou d'une opération valorisée autour de 40 millions d'euros. Le PSG doit désormais trouver une solution qui lui permette de récupérer une partie significative de son investissement sans prolonger encore l'incertitude autour du joueur. L'avenir de Gonçalo Ramos pourrait également agiter l'été. Plusieurs clubs sont cités parmi les prétendants potentiels du buteur portugais, et certaines sources affirment qu'il serait désormais ouvert à un départ pour obtenir un rôle plus important. Mais son efficacité, son attitude et son rôle de remplaçant capable de changer un match restent précieux pour Paris. Le vendre pourrait rapporter une somme importante, mais obligerait aussi probablement le PSG à recruter un autre attaquant. Il y a enfin le cas Gabriel Moscardo. Après son prêt à Braga, le jeune milieu brésilien ne semble toujours pas disposer d'une place évidente dans l'effectif professionnel. Un nouveau prêt est envisagé, mais certains observateurs pensent qu'il pourrait être évalué pendant la préparation estivale avant qu'une décision définitive ne soit prise. Le paradoxe est clair : le PSG possède un effectif extrêmement fort, mais aussi plusieurs joueurs de qualité qui pourraient être frustrés par leur statut. Paris doit-il vendre pour récupérer un pactole et ouvrir de nouvelles places ? Ou faut-il conserver un banc très profond pour continuer à dominer toutes les compétitions ? Dans ce live Paris Central, nous allons analyser : pourquoi le mercato parisien peut commencer par les départs ; le futur de Lee Kang-in ; le dossier Kolo Muani avec la Juventus ; l'avenir de Gonçalo Ramos ; le cas Gabriel Moscardo ; les sommes que Paris pourrait récupérer ; les risques sportifs d'un banc affaibli ; et les postes qui pourraient ensuite être renforcés. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Pour écouter l'émission en une fois, sans pub (ouf !), et avec les Bonus :https://m.audiomeans.fr/s/S-tavkjvmo 4/6Juin 1940. La France s'effondre. Un général presque inconnu refuse pourtant la défaite et s'envole pour Londres. Commence alors un combat hors du commun.Durant quatre années, Charles de Gaulle va affronter les hommes les plus puissants de son temps : Hitler, qu'il défie au nom de la France Libre ; Pétain, héros de Verdun devenu son principal rival ; Churchill, allié indispensable mais souvent exaspéré ; Roosevelt, qui cherche à l'écarter au profit de Giraud ; et Staline, avec lequel il entretient une relation aussi prudente que respectueuse.Comment un homme sans armée, sans territoire et sans véritable pouvoir a-t-il réussi à tenir tête aux maîtres du monde ? Pourquoi ses alliés ont-ils parfois été presque aussi difficiles à combattre que ses ennemis ?À travers cette plongée dans les coulisses diplomatiques et politiques de la Seconde Guerre mondiale, découvrez un De Gaulle plus solitaire, plus combatif et plus audacieux que jamais : l'homme qui, contre tous, refusa que la France sorte de l'Histoire. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Muriel prend des neuroleptiques depuis 2016, à la suite dʹune décompensation psychotique marquée par des voix qui l'insultent et lui ordonnent de se suicider. Le traitement l'aide à traverser la crise, mais crée une distance avec le monde, comme une vitre isolante. En 2019, sa psychologue lui suggère de prendre ce médicament à vie, comme l'insuline pour un diabète. Cette comparaison ne convient pas à Muriel. Commence alors un long sevrage d'un an. Les voix reviennent, mais Muriel apprend à faire avec. Jean-Pierre Schuster, psychiatre au Centre Neuchâtelois de Psychiatrie (CNP), décrypte les enjeux de la déprescription : la confusion entre rechute et syndrome de sevrage, l'importance d'une réduction progressive et hyperbolique, et le manque de temps des soignants pour accompagner ces parcours. Journaliste : Adrien Zerbini Réalisation : Sandro Lisci Production : Julie Winz Attachée de production : Adèle OttigerHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Pour écouter l'émission en une fois, sans pub (ouf !), et avec les Bonus :https://m.audiomeans.fr/s/S-tavkjvmo 3/6Juin 1940. La France s'effondre. Un général presque inconnu refuse pourtant la défaite et s'envole pour Londres. Commence alors un combat hors du commun.Durant quatre années, Charles de Gaulle va affronter les hommes les plus puissants de son temps : Hitler, qu'il défie au nom de la France Libre ; Pétain, héros de Verdun devenu son principal rival ; Churchill, allié indispensable mais souvent exaspéré ; Roosevelt, qui cherche à l'écarter au profit de Giraud ; et Staline, avec lequel il entretient une relation aussi prudente que respectueuse.Comment un homme sans armée, sans territoire et sans véritable pouvoir a-t-il réussi à tenir tête aux maîtres du monde ? Pourquoi ses alliés ont-ils parfois été presque aussi difficiles à combattre que ses ennemis ?À travers cette plongée dans les coulisses diplomatiques et politiques de la Seconde Guerre mondiale, découvrez un De Gaulle plus solitaire, plus combatif et plus audacieux que jamais : l'homme qui, contre tous, refusa que la France sorte de l'Histoire. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Pour écouter l'émission en une fois, sans pub (ouf !), et avec les Bonus :https://m.audiomeans.fr/s/S-tavkjvmo 2/6Juin 1940. La France s'effondre. Un général presque inconnu refuse pourtant la défaite et s'envole pour Londres. Commence alors un combat hors du commun.Durant quatre années, Charles de Gaulle va affronter les hommes les plus puissants de son temps : Hitler, qu'il défie au nom de la France Libre ; Pétain, héros de Verdun devenu son principal rival ; Churchill, allié indispensable mais souvent exaspéré ; Roosevelt, qui cherche à l'écarter au profit de Giraud ; et Staline, avec lequel il entretient une relation aussi prudente que respectueuse.Comment un homme sans armée, sans territoire et sans véritable pouvoir a-t-il réussi à tenir tête aux maîtres du monde ? Pourquoi ses alliés ont-ils parfois été presque aussi difficiles à combattre que ses ennemis ?À travers cette plongée dans les coulisses diplomatiques et politiques de la Seconde Guerre mondiale, découvrez un De Gaulle plus solitaire, plus combatif et plus audacieux que jamais : l'homme qui, contre tous, refusa que la France sorte de l'Histoire. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Pour écouter l'émission en une fois, sans pub (ouf !), et avec les Bonus :https://m.audiomeans.fr/s/S-tavkjvmo 1/6Juin 1940. La France s'effondre. Un général presque inconnu refuse pourtant la défaite et s'envole pour Londres. Commence alors un combat hors du commun.Durant quatre années, Charles de Gaulle va affronter les hommes les plus puissants de son temps : Hitler, qu'il défie au nom de la France Libre ; Pétain, héros de Verdun devenu son principal rival ; Churchill, allié indispensable mais souvent exaspéré ; Roosevelt, qui cherche à l'écarter au profit de Giraud ; et Staline, avec lequel il entretient une relation aussi prudente que respectueuse.Comment un homme sans armée, sans territoire et sans véritable pouvoir a-t-il réussi à tenir tête aux maîtres du monde ? Pourquoi ses alliés ont-ils parfois été presque aussi difficiles à combattre que ses ennemis ?À travers cette plongée dans les coulisses diplomatiques et politiques de la Seconde Guerre mondiale, découvrez un De Gaulle plus solitaire, plus combatif et plus audacieux que jamais : l'homme qui, contre tous, refusa que la France sorte de l'Histoire. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

durée : 00:00:31 - Géopolitique - par : Pierre Haski - 23 janvier 2013 David Cameron, alors Premier ministre, annonce un référendum sur l'appartenance du Royaume-Uni à l'Union européenne. Commence alors la folle aventure du Brexit que vous raconte Fabienne Sintes dans un récit exceptionnel que je vous propose de découvrir sur l'application Radio France Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

durée : 00:00:31 - InterNational - par : Pierre Haski - 23 janvier 2013 David Cameron, alors Premier ministre, annonce un référendum sur l'appartenance du Royaume-Uni à l'Union européenne. Commence alors la folle aventure du Brexit que vous raconte Fabienne Sintes dans un récit exceptionnel que je vous propose de découvrir sur l'application Radio France Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

durée : 00:00:31 - Le 6/9 de l'été - par : Pierre Haski - 23 janvier 2013 David Cameron, alors Premier ministre, annonce un référendum sur l'appartenance du Royaume-Uni à l'Union européenne. Commence alors la folle aventure du Brexit que vous raconte Fabienne Sintes dans un récit exceptionnel que je vous propose de découvrir sur l'application Radio France Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

[REDIFFUSION] Bienvenue dans Les Fabuleux Destins, le podcast qui vous fait découvrir des histoires vraies et étonnantes. Cette semaine, partez à la rencontre de quatre récits de survie hors du commun : l'histoire de Mauro Prosperi, trekkeur pris au piège dans le désert lors d'une course de l'impossible ; Juliane Koepcke, jeune fille échouée au cœur de l'Amazonie après un crash d'avion ; Ernest Shackleton, capitaine d'une des expéditions les plus périlleuses de l'Antarctique ; ou encore Aliy Zirkle, qui devra puiser dans ses dernières forces pour affronter l'une des courses de traîneaux les plus dangereuses au monde. Ernest Shackleton, à la découverte de l'Antarctique En 1914, l'explorateur Ernest Shackleton embarque avec 27 hommes et 60 chiens à bord de l'Endurance pour une mission ambitieuse : traverser l'Antarctique à pied. Mais la banquise se referme sur leur navire, les piégeant au cœur d'un désert de glace. Commence alors une lutte inouïe contre le froid, la faim et l'isolement, où chaque décision pèse sur la survie du groupe. Entre courage, sacrifices et volonté de fer, Shackleton doit trouver un chemin impossible pour ramener ses hommes vivants. Un podcast Bababam Originals Ecriture : Clément Prévaux Production : Bababam  Voix : Florian Bayoux Learn more about your ad choices. Visit megaphone.fm/adchoices

[REDIFFUSION] Bienvenue dans Les Fabuleux Destins, le podcast qui vous fait découvrir des histoires vraies et étonnantes. Cette semaine, partez à la rencontre de quatre récits de survie hors du commun : l'histoire de Mauro Prosperi, trekkeur pris au piège dans le désert lors d'une course de l'impossible ; Juliane Koepcke, jeune fille échouée au cœur de l'Amazonie après un crash d'avion ; Ernest Shackleton, capitaine d'une des expéditions les plus périlleuses de l'Antarctique ; ou encore Aliy Zirkle, qui devra puiser dans ses dernières forces pour affronter l'une des courses de traîneaux les plus dangereuses au monde. Juliane Koepcke, la miraculé tombée du ciel Juliane Koepcke, 17 ans, embarque avec sa mère à bord d'un vol en plein cœur de l'Amazonie pour rejoindre son père biologiste. Ce qui devait être un voyage ordinaire de Noël se transforme soudain en cauchemar lorsqu'une tempête s'abat sur l'avion. En un instant, tout bascule : le ciel s'embrase, la carlingue se disloque, et Juliane perd connaissance. À son réveil, seule au milieu de la jungle, elle réalise l'impensable : elle a survécu à une chute de 3000 mètres. Commence alors pour elle une épreuve inimaginable, guidée par l'instinct et les souvenirs de ses parents. Un podcast Bababam Originals Ecriture : Clément Prévaux Production : Bababam  Voix : Florian Bayoux Learn more about your ad choices. Visit megaphone.fm/adchoices

Le Paris Saint-Germain vient de réaliser quelque chose d'historique en remportant une deuxième Ligue des champions consécutive. Mais aujourd'hui, la vraie question n'est peut-être plus de savoir si Paris est au sommet. La vraie question, c'est de savoir si le plus dur ne commence pas maintenant. Parce que le PSG n'a plus rien à prouver sur le plan européen. En battant Arsenal en finale après avoir éliminé Monaco, Chelsea, Liverpool et le Bayern, Paris a confirmé qu'il était au sommet du football européen. L'UEFA rappelle d'ailleurs que le club est devenu seulement le deuxième champion de l'ère moderne à conserver sa Ligue des champions. Mais ce qui rend ce PSG fascinant, c'est surtout la manière. Le club parle lui-même d'un football ambitieux, exigeant, spectaculaire et résolument collectif, porté par le travail, la solidarité, la discipline et le dépassement de soi. Avec 45 buts inscrits en Ligue des champions, plusieurs joueurs majeurs comme Kvaratskhelia, Dembélé, Vitinha ou Désiré Doué, et un banc très productif, Paris n'a pas seulement gagné : il a imposé une vraie formule de domination. L'UEFA va encore plus loin en expliquant que Luis Enrique a transformé Paris en l'une des grandes équipes de l'ère moderne, avec une structure très identifiable : Marquinhos et Pacho derrière, Hakimi et Nuno Mendes très hauts, Vitinha et João Neves pour contrôler le jeu, et une ligne offensive multiple avec Barcola, Dembélé, Doué et Kvaratskhelia. Et pourtant, c'est peut-être maintenant que le vrai test commence. Le PSG est jeune — 24 ans et 221 jours de moyenne d'âge — il a remporté cinq trophées cette saison, et il place cinq joueurs dans l'équipe type de la Ligue des champions. Tout semble parfait. Mais dans l'histoire du football, le plus difficile n'a jamais été d'arriver au sommet : le plus difficile, c'est d'y rester. Dans ce podcast Paris Central, on va donc analyser : pourquoi le plus dur commence maintenant pour le PSG si Paris doit encore recruter ou protéger son équilibre comment garder la faim après deux Ligues des champions si Luis Enrique doit changer des choses ou surtout ne rien casser et si le prochain grand défi du PSG, ce n'est plus de conquérir l'Europe… mais de durer au sommet. contact@pariscentral.fr

Pour écouter l'émission en une fois, sans pub (ouf !), et avec les Bonus :https://m.audiomeans.fr/s/S-tavkjvmo 6/6 - Pourquoi Ulysse met-il vingt ans à rentrer chez lui après la guerre de Troie ?Après avoir contribué à la chute de la plus célèbre cité du monde antique grâce au légendaire Cheval de Troie, Ulysse n'aspire plus qu'à une chose : retrouver Ithaque, son épouse Pénélope et son fils Télémaque. Mais les dieux en ont décidé autrement.Commence alors le plus extraordinaire voyage de toute la mythologie grecque.Tempêtes déchaînées par Poséidon, Cyclopes anthropophages, magiciennes redoutables, Sirènes au chant mortel, monstres marins, descente au royaume des morts, naufrages, séductions et promesses d'immortalité : Ulysse va traverser un monde où chaque étape menace de lui faire perdre bien plus que sa vie.Mais derrière ces aventures fascinantes se cache une question universelle : qu'est-ce qui mérite vraiment que l'on se batte ?À travers l'histoire de « l'homme aux mille ruses », Homère ne raconte pas seulement le retour d'un héros. Il raconte la transformation d'un homme qui découvre, au fil des épreuves, que la gloire, la puissance et même l'immortalité ne valent rien face à l'amour des siens et au désir de retrouver sa place dans le monde.Une plongée passionnante au cœur du plus grand récit de voyage jamais écrit, entre mythe, aventure, philosophie et condition humaine. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

5/6 - Pourquoi Ulysse met-il vingt ans à rentrer chez lui après la guerre de Troie ?Après avoir contribué à la chute de la plus célèbre cité du monde antique grâce au légendaire Cheval de Troie, Ulysse n'aspire plus qu'à une chose : retrouver Ithaque, son épouse Pénélope et son fils Télémaque. Mais les dieux en ont décidé autrement.Commence alors le plus extraordinaire voyage de toute la mythologie grecque.Tempêtes déchaînées par Poséidon, Cyclopes anthropophages, magiciennes redoutables, Sirènes au chant mortel, monstres marins, descente au royaume des morts, naufrages, séductions et promesses d'immortalité : Ulysse va traverser un monde où chaque étape menace de lui faire perdre bien plus que sa vie.Mais derrière ces aventures fascinantes se cache une question universelle : qu'est-ce qui mérite vraiment que l'on se batte ?À travers l'histoire de « l'homme aux mille ruses », Homère ne raconte pas seulement le retour d'un héros. Il raconte la transformation d'un homme qui découvre, au fil des épreuves, que la gloire, la puissance et même l'immortalité ne valent rien face à l'amour des siens et au désir de retrouver sa place dans le monde.Une plongée passionnante au cœur du plus grand récit de voyage jamais écrit, entre mythe, aventure, philosophie et condition humaine.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

L'Intelligence Artificielle promet de changer notre monde... Une enquête indispensable pour y voir plus clair.

Pour écouter l'émission en une fois, sans pub (ouf !), et avec les Bonus :https://m.audiomeans.fr/s/S-tavkjvmo 4/6 - Pourquoi Ulysse met-il vingt ans à rentrer chez lui après la guerre de Troie ?Après avoir contribué à la chute de la plus célèbre cité du monde antique grâce au légendaire Cheval de Troie, Ulysse n'aspire plus qu'à une chose : retrouver Ithaque, son épouse Pénélope et son fils Télémaque. Mais les dieux en ont décidé autrement.Commence alors le plus extraordinaire voyage de toute la mythologie grecque.Tempêtes déchaînées par Poséidon, Cyclopes anthropophages, magiciennes redoutables, Sirènes au chant mortel, monstres marins, descente au royaume des morts, naufrages, séductions et promesses d'immortalité : Ulysse va traverser un monde où chaque étape menace de lui faire perdre bien plus que sa vie.Mais derrière ces aventures fascinantes se cache une question universelle : qu'est-ce qui mérite vraiment que l'on se batte ?À travers l'histoire de « l'homme aux mille ruses », Homère ne raconte pas seulement le retour d'un héros. Il raconte la transformation d'un homme qui découvre, au fil des épreuves, que la gloire, la puissance et même l'immortalité ne valent rien face à l'amour des siens et au désir de retrouver sa place dans le monde.Une plongée passionnante au cœur du plus grand récit de voyage jamais écrit, entre mythe, aventure, philosophie et condition humaine. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

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

Le sujet fort de l'actualité foot du jour vu par Jérôme Rothen et la Dream Team.

Pour écouter l'émission en une fois, sans pub (ouf !), et avec les Bonus :https://m.audiomeans.fr/s/S-tavkjvmo 3/6 - Pourquoi Ulysse met-il vingt ans à rentrer chez lui après la guerre de Troie ?Après avoir contribué à la chute de la plus célèbre cité du monde antique grâce au légendaire Cheval de Troie, Ulysse n'aspire plus qu'à une chose : retrouver Ithaque, son épouse Pénélope et son fils Télémaque. Mais les dieux en ont décidé autrement.Commence alors le plus extraordinaire voyage de toute la mythologie grecque.Tempêtes déchaînées par Poséidon, Cyclopes anthropophages, magiciennes redoutables, Sirènes au chant mortel, monstres marins, descente au royaume des morts, naufrages, séductions et promesses d'immortalité : Ulysse va traverser un monde où chaque étape menace de lui faire perdre bien plus que sa vie.Mais derrière ces aventures fascinantes se cache une question universelle : qu'est-ce qui mérite vraiment que l'on se batte ?À travers l'histoire de « l'homme aux mille ruses », Homère ne raconte pas seulement le retour d'un héros. Il raconte la transformation d'un homme qui découvre, au fil des épreuves, que la gloire, la puissance et même l'immortalité ne valent rien face à l'amour des siens et au désir de retrouver sa place dans le monde.Une plongée passionnante au cœur du plus grand récit de voyage jamais écrit, entre mythe, aventure, philosophie et condition humaine. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Pour écouter l'émission en une fois, sans pub (ouf !), et avec les Bonus :https://m.audiomeans.fr/s/S-tavkjvmo 2/6 - Pourquoi Ulysse met-il vingt ans à rentrer chez lui après la guerre de Troie ?Après avoir contribué à la chute de la plus célèbre cité du monde antique grâce au légendaire Cheval de Troie, Ulysse n'aspire plus qu'à une chose : retrouver Ithaque, son épouse Pénélope et son fils Télémaque. Mais les dieux en ont décidé autrement.Commence alors le plus extraordinaire voyage de toute la mythologie grecque.Tempêtes déchaînées par Poséidon, Cyclopes anthropophages, magiciennes redoutables, Sirènes au chant mortel, monstres marins, descente au royaume des morts, naufrages, séductions et promesses d'immortalité : Ulysse va traverser un monde où chaque étape menace de lui faire perdre bien plus que sa vie.Mais derrière ces aventures fascinantes se cache une question universelle : qu'est-ce qui mérite vraiment que l'on se batte ?À travers l'histoire de « l'homme aux mille ruses », Homère ne raconte pas seulement le retour d'un héros. Il raconte la transformation d'un homme qui découvre, au fil des épreuves, que la gloire, la puissance et même l'immortalité ne valent rien face à l'amour des siens et au désir de retrouver sa place dans le monde.Une plongée passionnante au cœur du plus grand récit de voyage jamais écrit, entre mythe, aventure, philosophie et condition humaine. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

durée : 00:19:55 - Les Nuits de France Culture - par : Albane Penaranda - L'humoriste Raymond Devos raconte l'importance de la musique dans sa vie et les nombreux instruments dont il joue, mandoline, clarinette, harpe, guitare, piano... Premier volet d'une série de trois entretiens avec Raymond Devos dans l'émission "Dits et écrits sur la musique" en 1973. - réalisation : Mathias Le Gargasson, Antoine Dhulster, Rafik Zénine, Vincent Abouchar, Emily Vallat, Hassane M'Béchour, INA Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

Pour écouter l'émission en une fois, sans pub (ouf !), et avec les Bonus :https://m.audiomeans.fr/s/S-tavkjvmo 1/6 - Pourquoi Ulysse met-il vingt ans à rentrer chez lui après la guerre de Troie ?Après avoir contribué à la chute de la plus célèbre cité du monde antique grâce au légendaire Cheval de Troie, Ulysse n'aspire plus qu'à une chose : retrouver Ithaque, son épouse Pénélope et son fils Télémaque. Mais les dieux en ont décidé autrement.Commence alors le plus extraordinaire voyage de toute la mythologie grecque.Tempêtes déchaînées par Poséidon, Cyclopes anthropophages, magiciennes redoutables, Sirènes au chant mortel, monstres marins, descente au royaume des morts, naufrages, séductions et promesses d'immortalité : Ulysse va traverser un monde où chaque étape menace de lui faire perdre bien plus que sa vie.Mais derrière ces aventures fascinantes se cache une question universelle : qu'est-ce qui mérite vraiment que l'on se batte ?À travers l'histoire de « l'homme aux mille ruses », Homère ne raconte pas seulement le retour d'un héros. Il raconte la transformation d'un homme qui découvre, au fil des épreuves, que la gloire, la puissance et même l'immortalité ne valent rien face à l'amour des siens et au désir de retrouver sa place dans le monde.Une plongée passionnante au cœur du plus grand récit de voyage jamais écrit, entre mythe, aventure, philosophie et condition humaine. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

[REDIFFUSION] Attention, dans cet épisode, nous allons parler de scènes violentes qui pourraient heurter la sensibilité des plus jeunes ! Bienvenue dans les Fabuleux Destin, le podcast pour découvrir des histoires vraies et étonnantes. Cette semaine, découvrez une toute nouvelle saison sur l'un des plus grands mystères de l'histoire du crime. Vous connaissez très certainement Jack l'Éventreur, l'un des tueurs les plus sanguinaires jamais retrouvé. Mais connaissez-vous réellement les dessous de l'enquête ? Dans cette saison, plongez au cœur du quartier de Whitechapel à Londres et suivez l'investigation journalistique autour de l'affaire Jack l'Éventreur, vous découvrirez peut-être le véritable coupable. Une série de meurtres abominables  Nous sommes à Londres, le 7 août 1888. Le jeune journaliste Thomas Harding se hâte à travers les rues animées de Fleet Street, le quartier des médias de l'époque, pour rejoindre son bureau, au sein du prestigieux Daily News. Lorsque Thomas arrive dans les bureaux du Daily News, l'un des grands quotidiens libéraux et progressistes de l'époque, il voit une partie de son équipe s'agiter. La Metropolitan Police a retrouvé cette nuit une prostituée lardée de 39 coups de couteau dans le quartier lugubre et misérable de Whitechapel. Thomas est intrigué par l'affaire. Il saisit tout de suite l'opportunité et demande à son rédacteur en chef de travailler sur le cas de cette femme… Commence alors l'une des enquêtes les plus mystérieuses de l'histoire du crime…  Un podcast Bababam Originals Ecriture : Mary-Lou Oeconomou Production : Bababam (montage Julien Roussel) Voix : Florian Bayoux Learn more about your ad choices. Visit megaphone.fm/adchoices

Voici la soirée de lancement du financement participatif de la saison 2026 de GoR,diffusée le 03/06/2026 en direct sur Twitch depuis le studio de Gozu à l'ancienne et retransmis ici en podcast.❗Participez au financement participatif sur ULULE pour la prochaine saison ❗Une soirée animée par MisterMv, Fibre Tigre, Lâm, Lydia et DazUne production GozultingMontage du podcast par Zu====Ecoutez Game of Roles sur Apple Podcasts: podcasts.apple.com/fr/podcast/game…ic/id1350491357Ecoutez Game of Roles sur n'importe quelle app de podcasts: rss.acast.com/game-of-roles-magicRejoignez-nous :Sur le twitter de Qualiter : twitter.com/dequaliterSur la chaine Twitch de Qualiter: twitch.tv/dequaliter❗Participez au financement participatif sur ULULE pour la prochaine saison ❗ Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

#976: Join us as we sit down with Brooke Shields – actress, model, bestselling author, entrepreneur, and cultural icon. From iconic roles in Pretty Baby, The Blue Lagoon, and Endless Love to Broadway, television, and bestselling books, Brooke has remained one of the most influential and recognizable women in entertainment for decades. Expanding into entrepreneurship, Brooke recently launched Commence, a hair wellness brand designed for  women over 40 focused on scalp and hair health. Alongside her career, she has remained a vocal advocate for women's issues, mental health awareness, and arts education. In this episode, Brooke opens up about growing up in the spotlight, why education always came first, her experience with postpartum depression, navigating motherhood and longevity, and how she's empowering women to embrace every stage of life while raising confident, resilient daughters.   To Watch the Show click HERE   For Detailed Show Notes visit TheBossticks.com   To connect with Brooke Shields click HERE   To connect with Lauryn Bosstick click HERE   To connect with Michael Bosstick click HERE   Read More on The Skinny Confidential HERE   Head to our ShopMy page HERE and LTK page HERE to find all of the products mentioned in each episode.   Get your burning questions featured on the show! Leave the Him & Her Show a voicemail at +1 (512) 537-7194.   To Shop Commence visit http://shopcommence.com and use code SKINNY for an additional 10% off bundles for a limited time.    This episode is sponsored by PVOLVE Head to http://pvolve.com/skinny and use code SKINNY for 15% off sitewide, or on class packs at a Pvolve studio near you.   This episode is sponsored by FRE Nicotine Try FRE Nicotine Pouches today at http://FREpouch.com and use code SKINNY for 25% off for NEW customers only. WARNING: This product contains nicotine. Nicotine is an addictive chemical.   This episode is sponsored by Nutrafol For a limited time, Nutrafol is offering our listeners $10 off your first month's subscription and free shipping when you visit http://Nutrafol.com and enter promo code SKINNYHAIR.   This episode is sponsored by BetterHelp You don't have to say yes to everything this summer. Find support in therapy. Sign up and get 10% off at http://BetterHelp.com/SKINNY.   This episode is sponsored by The Skinny Confidential  Shop the limited edition Eden Rock x The Skinny Confidential collab at https://boutique.oetkerhotels.com and at http://shopskinnyconfidential.com. While supplies last.    This episode is sponsored by Polymarket Polymarket is now available in the U.S. App Store, with pop culture markets launching very soon. Download the app now and use code SKINNY to skip the waitlist and be first in line when those markets go live.   This episode is sponsored by Beekeeper's Naturals Go to http://beekeepersnaturals.com/SKINNY or enter code SKINNY to get 20% off your order.   This episode is sponsored by Function Health Function provides 160+ lab tests for $1/day and member pricing on MRI and CT scans. Join at http://functionhealth.com/SKINNY or use gift code SKINNY25 for a $25 credit toward your membership. Produced by Dear Media

Brooke Shields joins us for a candid conversation about aging, identity, motherhood, and what it means to step into your most expansive decade yet. Known for her iconic roles in The Blue Lagoon, Pretty Baby, and Suddenly Susan, Brooke reflects on life in the spotlight and how her perspective has shifted over the years. Now in her early 60s, she opens up about parenting adult daughters, beauty standards, body image, and why she rejects the idea that women become less visible with age. She also shares the story behind launching her haircare brand Commence in her late 50s, plus the beauty treatments, wellness routines, and confidence shifts shaping this chapter of her life.  A Sony Music Entertainment production.  Find more great podcasts from Sony Music Entertainment at sonymusic.com/podcasts and follow us at @sonypodcasts  To bring your brand to life in this podcast, email podcastadsales@sonymusic.com Learn more about your ad choices. Visit podcastchoices.com/adchoices