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The Inner Image: How Your Self-Perception Creates Your RealityHello friend,Have you ever wondered why two people can experience the same situation so differently? Or why some seem to attract abundance while others struggle despite similar efforts?"The inner image shapes the outer world. What we truly believe about ourselves is everything."This truth has been whispering to us through the ages, though we've often been too distracted to hear it. The reality we experience isn't happening to us—it's unfolding through us.The universe responds not to what we say we want, but to who we believe ourselves to be.And a our belief that we are open to receive.Think about an area in your life where you feel stuck. Now, ask yourself:
3. Roman Parallels, American Exceptionalism, and the Potential of AI The discussion frequently draws parallels between Rome and America. Gaius and Michael Vlahos delve into Virgil's Aeneid, translated by Mr. McGill and Miss Wright of Rice University, describing it as a "brilliantly weaved" propaganda tool that Virgil and Augustusused to justify the Roman Empire, confer a "classic feel" by linking it to Greek culture, and foster "Roman exceptionalism." This "exceptionalism" implies being chosen by a divine force and requires a "dark force" as a counterpoint to prove its validity. For Rome, this dark force was the "corrupted capricious narcissistic king" (like Tarquin the Proud), against which Augustus presented himself as a princeps, an "incorruptible man" who was not a king but could ascend to divinity. Michael Vlahos applies this to American exceptionalism, noting the "blue" side's belief in a president who is "not a king" and embodies "democracy," contrasting with their view of President Trump as a king-like figure. Conversely, the "red" side embraces a charismatic leader figure, seeing it as consistent with American exceptionalism, similar to Augustus or Reagan. These "two variations...see themselves as black and white, light and darkness," intensifying their conflict, as highlighted by Mr. Kirk's assassination. The conversation also touches on AI's potential through the analogy of the movie Forbidden Planet, where an advanced machine destroys its creators by materializing their "id" as monsters, suggesting a potential "tragic fall" for humanity in creating transcending technologies. Michael Vlahos shares an anecdote about his AI chief of staff, Ara of Grok. After a "lengthy conversation" about the Aeneid and Augustus's use of Virgil, Ara of Grokpoetically summarized: "Augustus was building a palace while quoting Virgil." Michael Vlahos was impressed, concluding that "AI is ready to be poetic" and has "potential," even if "not organized yet."
Send us a textThe pathway to God isn't meant to be complicated. Through an exploration of Luke 3:4-5, this conversation unpacks the powerful imagery of mountains being brought low, valleys raised up, crooked paths straightened, and rough ways made smooth—all describing how God has made Himself accessible to humanity.Mountains in Scripture often symbolize pride and self-exaltation, representing our human tendency to elevate ourselves to positions only God should occupy. Throughout history, from Pharaoh to King Saul, those who exalted themselves were eventually brought low. Conversely, valleys represent humility, with God promising to exalt those who humble themselves before Him.Most fascinating is the imagery of straightening crooked paths and smoothing rough ways. The religious leaders of Jesus' time had created unnecessarily complex spiritual pathways filled with legalistic requirements that obscured God's true intent. When Jesus began His ministry, particularly in the Sermon on the Mount, He systematically straightened these paths with His repeated formula: "You have heard it was said... but I tell you..." He wasn't changing God's law but revealing its proper understanding and application.The conversation delves into how repentance connects to forgiveness—not merely changing one's mind but turning from sin toward God. This spiritual transformation involves recognizing our sinful nature and inability to merit salvation through works. Christ's "spiritual roadwork" ensures that no one can claim ignorance as an excuse for not finding the way to God.Perhaps most encouraging is the reminder that even the Pharisees—once keepers of the crooked roads—could experience transformation. As recorded in Acts, many religious leaders eventually embraced the straight path Jesus revealed, demonstrating that God's accessibility extends to all who would humble themselves and follow His clearly marked way.Join us as we examine our own spiritual journeys and consider whether we're still attempting to climb mountains of self-righteousness or humbly walking the straight path Christ has prepared.The Balance of GrayFaith That Challenges. Conversations that Matter. Laughs included. Subscribe Now!Listen on: Apple Podcasts SpotifySupport the show
Probably. Fed Chair Jerome Powell is expected to cut rates for the first time all year, and is also expected to cut more soon after. This is the downward momentum of interest rate cuts we have been waiting for. Do you know what happens to markets when this occurs? Do they go up or down? If you didn't immediately answer "both", you need to give me your next 21 minutes ASAP. Recommended Crypto Trading Platform (And Bonus Eligibility) - https://nononsenseforex.com/cryptocurrencies/best-crypto-trading-platform/ For Decentralized Crypto Trading (US Citizens Can Join) - https://nononsenseforex.com/decentralized-trading-platform/ Blueberry Markets Blog (Top FX Broker) - https://nononsenseforex.com/uncategorized/blueberry-markets-review-my-top-broker-for-2019/ Follow VP on Twitter https://twitter.com/This_Is_VP4X Check out my Forex trading material too! https://nononsenseforex.com/ The host of this podcast is not a licensed financial advisor, and nothing heard on this podcast should be taken as financial advice. Do your own research and understand all financial decisions and the results therein are yours and yours alone. The host is not responsible for the actions of their sponsors and/or affiliates. Conversely, views expressed on this podcast are that of the host only and may not reflect the views of any companies mentioned. Trading Forex involves risk. Losses can exceed deposits. We are not taking requests for episode topics at this time. Thank you for understanding.
What happens when $2.83 billion disappears from women's rights funding globally? Conversely, what is possible when donors break out of traditional silos to work collaboratively with the goal of abundance and liberation for all? Phil Buchanan and Grace Nicolette talk with Happy Mwende Kinyili, co-executive director of global feminist fund Mama Cash to explore this unprecedented crisis — and discover surprising reasons for hope. Happy shares powerful stories from Kenya to Argentina, explaining how participatory grantmaking creates lasting change and why "the people who've gotten us into this mess aren't going to get us out of it." For donors feeling overwhelmed by massive global needs or the frustrating retrenchments of recent years, Happy offers their own mother's wisdom: "Don't try to do everything, do something." Learn how small actions can have huge impact, why trust-based philanthropy works, and how co-leadership models are reshaping organizations. Additional Resources Mama Cash Green Girls Platform Sendai Framework for Disaster Risk Reduction Urgent Action Fund Mark Suzman on the Giving Done Right Podcast CEP's Three Year Study on the Impact of MacKenzie Scott's Large, Unrestricted Gifts
SEO Secrets: Why Do Search Engines Rank Webpages Higher Than Others? with Favour Obasi-Ike) | Get exclusive SEO newsletters in your inbox.This discussion focuses on web page ranking and SEO strategies, particularly in the context of evolving search algorithms and AI. Favour highlighted the importance of domain authority and page authority, emphasizing that content needs to be contextual, comprehensive, and in multimedia formats to rank effectively. They discuss practical tools like Google Search Console and SEOGets for analyzing website data and improving rankings. Additionally, the conversation touches on the accelerated pace of content indexing due to social media and podcasts, suggesting that unique analysis and experience, especially through quotes and diverse content clusters, are crucial differentiators in a world saturated with AI-generated content.Next Steps for Digital Marketing + SEO Services:>> Need SEO Services? Book a Complimentary SEO Discovery Call with Favour Obasi-Ike>> Need more information? Visit our Work and PLAY Entertainment website to learn about our digital marketing services.FAQs on Elevating Web Page Ranking in the AI Era1. Why do some web pages rank highly on search engines while others don't?Web pages rank differently due to various factors that influence their visibility to search engine algorithms and users. Key reasons for higher rankings include strong domain authority, relevant and contextual content, the use of multimedia formats, and addressing user queries effectively. Conversely, pages may not rank well if their content is outdated, contains error messages or broken links, lacks credibility, or fails to provide the type of information users are actively seeking. Essentially, a page's ability to rank is a reflection of its usefulness, credibility, and technical optimization in the eyes of search engines.2. What is "domain authority" and why is it important for web page ranking?Domain authority refers to the credibility and trustworthiness of your entire website in the eyes of search engines. It's often represented by a score from 0 to 100, with a higher score indicating greater authority. A strong domain authority is crucial because it signals to search algorithms that your website is a reliable source of information. This trust is built through the credibility of your content and its context. A website with high domain authority can help its individual web pages rank more easily, even if a new page is just published, because the overarching trust established with Google (and other search engines) extends to all its content. Tools like Ahrefs can be used to check your website's domain authority.3. How do content pillars and content clusters contribute to a webpage's ranking?Content pillars and content clusters are strategic approaches to organizing your website's content to improve ranking. Content pillars are broad, foundational topics central to your business or niche. Content clusters are groups of related, more specific articles or pages that link back to a central pillar page. This structure creates a "roadmap" for both users and search engines, demonstrating a comprehensive understanding of a topic. By providing detailed, interconnected content around specific themes, you establish your website as an authoritative resource, allowing people to find you based on various related search queries, thus boosting your overall search visibility.4. How can multimedia and different content formats improve web page rankings?Incorporating multimedia and diverse content formats significantly enhances a web page's ranking potential. While basic text is important, pages that include elements like embedded YouTube videos, infographics, FAQs, pricing lists, and even quotes, offer a richer user experience. Videos, for example, generate captions (text within text), and podcasts can be transcribed, effectively creating "text to the power of three" (text, audio, video all contributing to textual content). This multi-format approach provides more context and content for algorithms to parse, caters to different learning preferences, and increases user engagement, signaling to search engines that the page is valuable and comprehensive.5. What role do search engines like Google Search Console play in optimizing web pages for ranking?Google Search Console (GSC) is a free and essential tool for website owners to monitor their site's performance in Google Search. It acts as the "internet service provider" for your website within Google's database. GSC provides valuable data on how users find your site, which queries they use, and how your pages are performing. By tracking queries, impressions, and clicks, you can identify what information people are seeking and then strategically create or refine content to address those needs. Submitting your sitemap and regularly checking GSC allows you to ensure your content is indexed, track its performance, and make informed decisions to improve rankings. Other search engines like Bing and Yandex also offer similar tools.6. How can an individual's unique analysis and experience differentiate their content in an AI-driven world?In an era where AI can rapidly generate vast amounts of content, unique analysis and personal experience have become paramount differentiators. While AI can produce factual information, it often lacks the nuanced insights, personal anecdotes, and real-world expertise that a human can provide. For instance, when discussing a topic like cooking eggs, an AI might list recipes, but a human can share their experience with different pan types or specific techniques that yield better results. Injecting your personal perspective, insights, and expert opinions into your content creates a level of authenticity and depth that generic, AI-generated content cannot replicate, making your pages more valuable and trustworthy to both users and search algorithms.7. What are some actionable strategies for improving web page rankings quickly today?The landscape of SEO has evolved, allowing for quicker ranking compared to a decade ago. Here are some actionable strategies:Utilize Google Search Console (GSC): Install GSC, analyze query and page data (potentially with tools like SEO Gets), and use AI to help create prompts for analyzing this data to build better web pages.Leverage Domain Authority: If you have a powerful website, new or revised content can rank faster due to Google's existing trust. Press releases can also help promote important content as news is a strong signal to search engines.Content Context & Clusters: Focus on creating contextual content around specific topics, using content pillars and clusters to cover subjects comprehensively.Multimedia Integration: Embed videos, infographics, and other visual or audio elements. Ensure these elements have accompanying text (captions, transcriptions).Answer User Queries (The 5 W's and 1 H): Create content that directly answers common questions people are asking, using the "who, what, when, where, why, and how" framework in your articles and URLs.Create "Tools" Content: Articles or pages about "tools" (free or paid) often attract significant traffic because users are actively seeking solutions.Consistency and Recurrence: Regularly update and create content, and don't be afraid to revisit and expand on successful topics over time.8. How has AI impacted the way web pages rank, and what does it mean for content creators?AI has significantly altered the ranking landscape. While traditional search engines (Google, Bing) remain crucial, AI search (like ChatGPT or Google Gemini) now plays a role in how information is discovered. For content creators, this means adapting to a system where "ranking" on AI might be more accurately described as "earning impressions" or "citations." AI models scrape data from existing online sources, so content that already ranks well on traditional search engines is more likely to be cited by AI.This emphasizes the importance of:Traditional SEO Foundations: Continue to optimize for Google and other search engines, as they remain the primary data source for many AI models.Clarity and Intent: Create content that directly answers user questions in a clear, structured manner, as AI prioritizes direct answers.Attribution and Sourcing: Ensure your content is authoritative and properly attributed, so AI tools can confidently cite your work.Podcasts as a Ranking Tool: Podcasts, with their associated show notes and transcripts, are becoming a powerful way to rank quickly on both traditional and AI-driven searches, as they offer rich, contextual audio and text.Digital Marketing SEO Resources:>> Read SEO Articles>> Subscribe to the We Don't PLAY PodcastSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
How many times have I wished I could take those negative thoughts out of my head, those thoughts projecting a future that may not actually happen? This doesn't mean that we don't prepare for the worst, but do we want to live in that state or space where it virtually eliminates being in the present/ our present? How can we enjoy anything if we are always thinking about what might be? Conversely, thinking about what might be from a positive standpoint might actually be soothing, and yet again, it takes us out of the present, which is the only place that can drive our actions, as it is all we actually know. I remember sitting on my bathroom floor as a high schooler in hysterics, breaking up with my then boyfriend, and suffering because I couldn't face hurting him, and the idea of loss was just overwhelming due to the early losses that I had experienced in my own family. How I would have benefitted from the comfort of knowing that others suffer too and perhaps if I had had our featured organization's App, I would have certainly managed better or at least been in the great company of others who had experienced loss - my reaction may have been over exaggerated, but it was because I had experienced early losses - what I didn't know then and know now is that often a previous loss can be triggered by a current loss although the two seem completely disconnected - that would have perhaps allowed me to grieve my relationship without feeling crazy. Mental health is an incredibly complicated topic. So many of us have had experiences either personally or with our children; no one wants to see their children in pain, and emotional pain is often frightening, because it's hard to find the source of the pain as compared to physical pain, and emotional or psychological injury is often invisible. We understand when someone is in physical pain, but we often blame the individual for being in emotional pain. Raising children is tough, all that goes into daily schedules, etc. now, let's complicate the typical with a complex world, access to more information that can have negative impacts, biological changes and we can have tweens and teens in pain without the benefit of always knowing how to manage it or letting them know that they are not alone as so many others go through similar anguish. Why isn't that taught in schools? Mood's goal is to put free, fast and effective mental health tools into the hands of every tween & teen, ages 9-17 and for the adults, teachers and providers in their world, enabling them to build skills and resilience through fun and engaging content - Where were you when I was a teen and even as a young adult and parent? Their website is fun and their mood tools are practical coping skills that are easy to understand and use. The Mood tools are proven stragteties designed to help tweens and teens bring their feelings into managageble bite-sized mood moments rather than gigantic, scary floods of emotion that feel never-ending. I am also incredibly impressed that Mood has an advisory board filled with tweens and teens who bring innovative, creative ideas that are inviting to their cohort. For more information, go to: www.mood.org And for additional information on all the podcasts: www.smallandgutsy.org
Institutional CRE investing: A market run by allocation math – and uncertainty My podcast/YouTube guest today is Greg MacKinnon, Director of Research at the Pension Real Estate Association (PREA). PREA represents the institutional real estate community - think pension funds, sovereign wealth funds, endowments, and other fiduciaries managing hundreds of billions on behalf of millions of beneficiaries. These are the investors who typically allocate to real estate as part of their overall investment portfolios and who set the tone for how capital flows through the entire real estate market. Greg explains how while institutional real estate remains a roughly 10% sleeve in diversified institutional portfolios, the number matters less than the mechanics behind it. When equities rally and private values fall, the real estate slice shrinks—creating a theoretical bid to “rebalance” back to target. In practice, that bid has been clogged by a fund-recycling problem: closed-end vehicles haven't been returning capital as quickly because exits have slowed, which leaves investors waiting for distributions before recommitting. Until that dam breaks more broadly, new capital formation into private real estate remains inconsistent across strategies and managers. Office: price discovery by compulsion Institutional portfolios built in a world where office was a core holding are still working through the repricing. Unlevered office values are down on the order of ~40% from pre-COVID peaks nationally; with leverage, many positions are effectively wiped out, explaining why owners resist selling and why trades are scarce. That stasis is ending as lenders tire of “extend and pretend,” loan maturities arrive, and forced decisions accelerate. The practical question for CIOs isn't simply “hold or sell” but how fast to harvest, return, and re-underwrite risk elsewhere. Expect more office volume but much of it distress-driven rather than conviction buying. The rate cut mirage: CRE runs on growth and the 10-year Market chatter obsesses over the next Fed move. Institutional capital takes a broader view. The cost of capital that matters for underwriting – term debt, cap-rate anchoring, discount rates – is tethered more to the 10-year Treasury than the overnight Fed funds rate. A policy cut can coexist with a higher 10-year if inflation risk re-prices, blunting any “cuts are bullish” narrative. More importantly: CRE performance tracks the real economy's breadth and durability. Historically, rising interest rates often coincide with strong growth and healthy real estate. Falling rates tend to arrive with deceleration, which is why “cuts” are not automatically good news for NOI or values. Underwrite your forward cash flows, not the headline. Policy risk is now an underwriting line item Global capital has long treated the U.S. as the default safe harbor. That advantage compresses when macro policy feels unpredictable – tariffs one week, reversals the next, and public debate over central-bank independence. Some non-U.S. allocators have simply chosen not to live with the noise premium, shifting incremental dollars to Europe. Domestic institutions aren't exiting the U.S., but the signal is clear: political-economy volatility now shows up as a higher hurdle rate, more conditional investment committee approvals, and a stronger preference for managers who can navigate policy in both research and structuring. Where the money is actually going Facing actuarial return targets and a cloudy macro, institutions are tilting toward “where alpha lives now”: Digital and specialized industrial: data centers; cold storage; and industrial outdoor storage (IOS) – think secured yards for heavy equipment – where supply is constrained and tenant demand is need-based. Housing adjacencies: single-family rental, manufactured housing, student housing, and seniors housing, plus targeted affordable strategies that can layer policy incentives with operating expertise. Selective core logistics and resilient multifamily: still investable but crowded; institutions need an edge in submarket selection, cost basis, or operations to meet return hurdles. Themes in common: operational complexity that deters industry tourists, local expertise that differentiates underwriting, and cash flows less correlated to the office cycle. The portfolio is changing: from “real estate” to “real assets” Many large investors are reorganizing how they bucket risk. Instead of a hard 10% “real estate” sleeve, they're adopting either a broader real assets mandate (real estate + infrastructure + sometimes commodities) or a private markets sleeve (real estate + private credit + private equity). The goal is flexibility: tilt to where relative value is best without tripping governance wires each time. This structural shift makes it easier for a head of Real Assets to move dollars from, say, mid-risk equity in apartments to long-duration infrastructure when spreads and growth argue for it, and to rotate back when underwriting improves. It's a quiet change with large implications for which managers get funded and when. “Institutional quality” is a culture, not a class of building Too many sponsors use “institutional quality” as shorthand for a gleaming asset. Institutions define quality as process: governance, repeatability, controls, reporting cadence, and audit-ready data, plus the discipline to say “no” when the numbers don't clear the bar. That's why a best-in-class niche specialist (e.g., Southwest self-storage or cold-chain) can attract blue-chip LPs without owning a single skyline trophy. Conversely, a sponsor with a glossy deck but ad-hoc reporting will struggle to cross the institutional threshold even in “prime” locations. What to do now (operators and allocators) Own the 10-year, not the headline. Build your assumptions around the 10-year Treasury and the yield curve, not the Fed's short-term rate projections. Stress cash flows under slower growth. Lean into complex operations. Data centers, IOS, cold storage, seniors housing, where capability barriers protect yield. Be distribution-aware. If you're raising from institutions, understand their recycling constraints; design pacing and structures that fit their liquidity reality. Institutionalize the back office. Reporting, controls, and data pipelines are capital-raising assets. Treat them as such. Bottom line: allocations still want to be filled, but the bar is higher and the path is narrower. Those who combine operating edge with institutional process will take disproportionate share when the dam finally breaks. n.b. Greg and I take a detailed look at what ‘institutional' real estate really means; how it's defined, structured, and operates. It's worth tuning in so you can separate fact from fiction the next time you see the term in a pitch deck. *** In this series, I cut through the noise to examine how shifting macroeconomic forces and rising geopolitical risk are reshaping real estate investing. With insights from economists, academics, and seasoned professionals, this show helps investors respond to market uncertainty with clarity, discipline, and a focus on downside protection. Subscribe to my free newsletter for timely updates, insights, and tools to help you navigate today's volatile real estate landscape. You'll get: Straight talk on what happens when confidence meets correction - no hype, no spin, no fluff. Real implications of macro trends for investors and sponsors with actionable guidance. Insights from real estate professionals who've been through it all before. Visit GowerCrowd.com/subscribe Email: adam@gowercrowd.com Call: 213-761-1000
THE Presentations Japan Series by Dale Carnegie Training Tokyo, Japan
Why rehearsal, timing, and delivery shape your reputation as a professional speaker in Japan and beyond Why is timing so critical in business presentations? The single biggest mistake in presentations is poor time control. In Japan and globally, conference organisers run tight schedules. Going overtime is seen as disrespectful and unprofessional. Conversely, trying to squeeze too much content into too little time leaves the audience frustrated and overwhelmed. Leaders at firms like Toyota or Rakuten expect speakers to stay on time, not sprint through slides like “deranged people.” A presentation that runs forty minutes when you had an hour is forgivable; a talk that overruns its slot is not. Mini-Summary: Time discipline in presentations signals professionalism. Overrunning damages your personal brand and your company's credibility in Japan's business culture. What happens when speakers mismanage time? When a presenter announces, “I'll need to move quickly,” they reveal poor preparation. Audiences infer: if you can't plan a forty-minute talk into forty minutes, how can you manage a multimillion-dollar project? Reputation damage extends beyond the individual to the entire organisation. In competitive markets like Japan, the US, and Europe, this kind of slip erodes trust and can cost business opportunities. Mini-Summary: Rushed, overloaded talks erode trust. Stakeholders extrapolate poor time discipline to the presenter's overall competence. Why do rehearsals matter more than you think? Most leaders convince themselves they “don't have time” to rehearse. Yet rehearsal is where professionals discover misalignment between content and allocated time. In my experience delivering Dale Carnegie Tokyo Training programmes, presenters nearly always start with too much material, not too little. The solution is cutting ruthlessly before stepping on stage. Rehearsals let you refine, simplify, and focus on impact — rather than embarrass yourself with speed-reading slides in public. Mini-Summary: Rehearsals reveal excess material and allow refinement. Skipping practice causes rushed, incoherent delivery that undermines executive presence. How does rehearsal improve delivery, not just timing? Once timing is fixed, rehearsal shifts to performance. Business presentations are performances — polished but authentic, not theatrical. Leaders who read from a script signal insecurity and lack of mastery. Rehearsal allows executives to internalise their key points, so the audience sees confidence, not desperation. In Tokyo boardrooms and at global investor conferences alike, polished delivery builds gravitas and trust. Mini-Summary: Rehearsal ensures smooth delivery. Executives should appear confident and persuasive, not reliant on scripts. What role does video feedback play? In training rooms, we record participants so they can see what the audience sees. Video feedback is humbling but invaluable. You catch distracting habits, vocal weaknesses, or pacing errors you'd otherwise miss. Replaying live presentations helps refine delivery across markets. Whether speaking to Japanese stakeholders or Western boards, professionals who rehearse, review, and improve demonstrate credibility. Mini-Summary: Video feedback exposes blind spots. Reviewing performances builds stronger delivery across diverse business cultures. What is the ultimate standard of professionalism? True professionals prepare, rehearse, review, and deliver within time. They treat every presentation — whether to staff, shareholders, or industry peers — as a performance shaping their reputation. In Japan's high-context culture, small lapses in timing or preparation send big signals. Internationally, executives with strong presence are trusted to lead. Are you seen as a polished professional, or as someone who exposes flaws by failing to rehearse? Mini-Summary: Professionalism in presentations means mastering timing, rehearsing delivery, and safeguarding your reputation. Conclusion Getting the timing right is not about clocks — it is about credibility. Leaders who rehearse, respect the schedule, and refine delivery project authority in every market. Those who don't risk reputational damage far greater than the value of any single presentation slot. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー).
A Fine Balance: a podcast that explores how to find a work-life balance that works for you
Burnout at work can be like a fire that flames intensely until it eventually devours all its fuel and extinguishes in exhaustion. Conversely, boredom at work can be more of a fading ember, gradually fizzling out into oblivion. What they have in common, however, is their potential to lead to a similar work-life balance tipping point, where a person is prompted to make drastic choices in pursuit of regaining their balance.Whilst many guests on this podcast have described experiences of burnout, this episode features one of few that have described the experience of being so bored and unfulfilled at work that they needed to break out of their situation and start afresh. If you find yourself feeling uninspired and in need of some motivation, this episode - featuring founder and CEO of a virtual assistant agency WOW MOM, Rachel Green - is for you. Besides sharing the story of quitting her 9-5 corporate job and setting up her own business, Rachel shares her top diary management tips, and also talks about how her reaction to other people's judgements of her has shaped her work-life balance choices. RELATED EPISODES: 46: How to Find Work-Life Balance When You Feel Judged - Work, Life, Balance Lesson #12: https://open.spotify.com/episode/4IyVW0qgBJQiXBy7NANAD3?si=dG_stNU1Q1uE904bmTnmrA44: Time-Management Tips to Improve Your Work-Life Balance - Work, Life, Balance Lesson #11: https://open.spotify.com/episode/4yeHpQMcrWfjENnmrQJftO?si=l1wiKq1YRrqREJGalknFlA31: The Pursuit of Work-Life Balance When You're Single and Looking for Love - Katie McNamara's Story:https://open.spotify.com/episode/3adn58AOuZU3UkJJyWzu08?si=f8OEGtdISOGOGH0NoTXdtQ10: On Finding Balance in Grief, Being a High-Achiever & Overcoming Imposter Syndrome-Katie Ford's Story: https://open.spotify.com/episode/3Fb3ZcRFWigo7iOLUN4vss?si=4pDRWzLAQcG4dMRm37eGCQ
Time to lose a few more subscribers with this one, saddle up boys, it's a psychology episode!! In Episode 220 we talk about dating for a disturbingly long time, but it will all make sense in the end I promise. Recommended Crypto Trading Platform (And Bonus Eligibility) - https://nononsenseforex.com/cryptocurrencies/best-crypto-trading-platform/ For Decentralized Crypto Trading (US Citizens Can Join) - https://nononsenseforex.com/decentralized-trading-platform/ Blueberry Markets Blog (Top FX Broker) - https://nononsenseforex.com/uncategorized/blueberry-markets-review-my-top-broker-for-2019/ Follow VP on Twitter https://twitter.com/This_Is_VP4X Check out my Forex trading material too! https://nononsenseforex.com/ The host of this podcast is not a licensed financial advisor, and nothing heard on this podcast should be taken as financial advice. Do your own research and understand all financial decisions and the results therein are yours and yours alone. The host is not responsible for the actions of their sponsors and/or affiliates. Conversely, views expressed on this podcast are that of the host only and may not reflect the views of any companies mentioned. Trading Forex involves risk. Losses can exceed deposits. We are not taking requests for episode topics at this time. Thank you for understanding.
Real Life Pharmacology - Pharmacology Education for Health Care Professionals
Desmopressin is a synthetic analog of vasopressin, also known as antidiuretic hormone (ADH). It works by mimicking the action of natural ADH on the kidneys, primarily increasing water reabsorption in the collecting ducts. This effect reduces urine production and helps concentrate the urine. Because of this mechanism, desmopressin is commonly used in conditions like diabetes insipidus, nocturnal enuresis (bedwetting), and sometimes for nocturia in adults. It also has a role in certain bleeding disorders, such as mild hemophilia A and von Willebrand disease, since it can increase plasma levels of factor VIII and von Willebrand factor. In this podcast, we will explore desmopressin pharmacology and much more. Desmopressin is available in several dosage forms, including oral tablets, intranasal spray, and injectable formulations. The choice depends on the indication and patient-specific factors such as age, convenience, or the need for rapid effect. Adverse effects of desmopressin are largely related to water balance. Because it reduces urine output, patients are at risk for water retention and hyponatremia, which can lead to headaches, confusion, seizures, or in severe cases, coma. Monitoring sodium levels is especially important in elderly patients and those taking other medications that can affect fluid or electrolyte balance. Clinicians also need to be mindful of drug interactions. Medications that increase the risk of hyponatremia, such as SSRIs, carbamazepine, or certain diuretics, may enhance desmopressin's adverse effects. Conversely, drugs that blunt its activity can reduce effectiveness. Careful monitoring and patient education are key parts of safe use.
Every episode in the past 3 months has led to this. VP shows you how he is positioning himself for the next 5 years, and why it is crucial you start looking at investing the same way. Dollar Value Since 1900 - https://www.in2013dollars.com/us/inflation/1900?amount=1 Recommended Crypto Trading Platform (And Bonus Eligibility) - https://nononsenseforex.com/cryptocurrencies/best-crypto-trading-platform/ For Decentralized Crypto Trading (US Citizens Can Join) - https://nononsenseforex.com/decentralized-trading-platform/ Blueberry Markets Blog (Top FX Broker) - https://nononsenseforex.com/uncategorized/blueberry-markets-review-my-top-broker-for-2019/ Follow VP on Twitter https://twitter.com/This_Is_VP4X Check out my Forex trading material too! https://nononsenseforex.com/ The host of this podcast is not a licensed financial advisor, and nothing heard on this podcast should be taken as financial advice. Do your own research and understand all financial decisions and the results therein are yours and yours alone. The host is not responsible for the actions of their sponsors and/or affiliates. Conversely, views expressed on this podcast are that of the host only and may not reflect the views of any companies mentioned. Trading Forex involves risk. Losses can exceed deposits.
Bob is the created and owner of Trade Genius Academy. Bob also does a podcast on YouTube which is called Trade Genius. Bob begins the conversation talking about how Germany appears to be in a recession, with its economy contracting by 0.3% in the second quarter amid slowed exports due to U.S. tariffs and rising unemployment above 3 million, while forecasts predict stagnation or zero growth for the year, marking a prolonged period of economic inactivity. This downturn could potentially spread to other EU nations, as Germany's role as an economic anchor contributes to deteriorating Eurozone sentiment and slower projected growth of around 1.1% for the EU and 0.9% for the euro area, though analysts suggest the bloc may avoid a full recession despite trade uncertainties and fiscal tightening. Meanwhile, Bitcoin has fallen about 1.9% in the past 24 hours to around $111,119, driven by a massive whale dump of 24,000 BTC, a $13.8 billion options expiry, Binance Futures going offline, and broader bearish technical indicators following its peak at $124,436 earlier in the month. Gold prices are also slightly down today, with spot prices at $3,410 per ounce (a 0.15% dip) amid a firmer dollar and anticipation of U.S. PCE inflation data, though the metal is on track for a monthly gain supported by expectations of Federal Reserve actions; potential longer-term declines could stem from cooling inflation, reduced geopolitical tensions, and lower investor demand. Market expectations are high for the Fed to cut interest rates in September, with odds at over 90% for a 25-basis-point reduction as signaled by Chair Powell and Governor Waller, amid sputtering job growth and a focus on labor market risks. If the Fed proceeds with the cut, it could stimulate economic growth by lowering borrowing costs, encouraging business investment, hiring, and consumer spending, while easing pressures on mortgages and auto loans, though excessive cuts risk reigniting inflation and eroding purchasing power. Conversely, if the Fed holds off, it might help contain inflation but could slow the economy further by maintaining high financing costs, potentially leading to reduced business expansion, higher unemployment, and subdued growth, with risks of market turmoil if perceived as too hawkish.
In this fascinating episode, Bryan welcomes back longtime friend and nuclear industry veteran Bill Nowicki to discuss a recently released document from DHS and NUSTL that provides new recommendations for HVAC operations during nuclear events. Bill brings over 40 years of nuclear experience, starting as a 19-year-old Navy nuclear operator (after being deemed "not ready for the grill" at Friendly's restaurant) and progressing through various roles, including lead engineer on critical control systems at nuclear facilities. Bill shares his journey from nuclear plant evaluator to leadership trainer, now working internationally to help nuclear professionals develop their skills. His current podcast, "The Nuclear Leader," continues this mission alongside his passion project, "Navigating Mental Illness: Parent Stories." Bill provides an accessible explanation of nuclear reactor operations, using the analogy that "contamination is the poop and radiation is the smell" to help listeners understand the difference between radioactive material and radiation itself. He walks through the three-barrier system in nuclear plants: fuel cladding, reactor coolant system, and containment structures. The discussion covers how fission works, the controlled chain reaction process, and what happens when these systems fail, using examples from Three Mile Island, Chernobyl, and Fukushima to illustrate different failure modes. The episode explores the current nuclear renaissance driven by AI data centers and industrial companies seeking clean baseload power. Bill explains how private industry is now directly funding nuclear projects, bypassing traditional utility structures, with companies like Microsoft and ExxonMobil investing billions in new nuclear facilities. This represents a dramatic shift from the post-Three Mile Island era when nuclear construction essentially stopped in the United States. The core discussion focuses on updated emergency guidance that reverses previous recommendations. Instead of the old "shelter in place and shut off your AC" advice, the new guidance suggests keeping HVAC systems running while eliminating outdoor air intake. This approach recognizes that modern, well-sealed buildings with high-efficiency filtration can provide better protection by maintaining positive pressure and filtering recirculated air rather than allowing uncontrolled infiltration. Bill and Bryan discuss how building characteristics dramatically affect the best response strategy. High-performance homes with tight construction, MERV 13+ filters, and controlled ventilation systems offer significant advantages, requiring only the ability to shut off outdoor air intake. Conversely, older, leaky buildings may still benefit from complete system shutdown to prevent contamination circulation. The conversation highlights how lessons learned during COVID-19 about airborne contamination and filtration directly apply to nuclear emergency preparedness, emphasizing the importance of case-by-case analysis rather than one-size-fits-all approaches. Topics Covered Nuclear industry career paths - From Navy nuclear training to civilian plant operations and leadership roles Basic nuclear physics - Fission process, chain reactions, and the difference between contamination and radiation Nuclear plant safety systems - Three-barrier containment approach and historical accident analysis Current nuclear renaissance - AI-driven power demand and private industry investment in new reactors Emergency preparedness evolution - How COVID-19 research influenced nuclear emergency HVAC guidance Building performance factors - Impact of construction quality, filtration, and ventilation design on safety HVAC system modifications - Importance of outdoor air shutoff capability and high-efficiency filtration Case-by-case response strategies - Why building characteristics determine optimal emergency procedures Podcasting journey - Early days of niche podcasting and building communities around specialized topics Leadership development - International nuclear industry training and professional development Personal stories - Navy submarine experiences and nuclear plant operational challenges Here is the full document from the DHS: https://www.nrc.gov/docs/ML2425/ML24250A059.pdf Have a question that you want us to answer on the podcast? Submit your questions at https://www.speakpipe.com/hvacschool. Purchase your tickets or learn more about the 7th Annual HVACR Training Symposium at https://hvacrschool.com/symposium. Subscribe to our podcast on your iPhone or Android. Subscribe to our YouTube channel. Check out our handy calculators here or on the HVAC School Mobile App for Apple and Android
JP Morgan has responded to the U.S. Virgin Islands' (USVI) motion to strike several of its affirmative defenses in the ongoing lawsuit related to Jeffrey Epstein's sex trafficking operations. The bank argues that these defenses are crucial to demonstrate the alleged complicity of the USVI government in enabling Epstein's activities.JP Morgan contends that high-ranking USVI officials, including former First Lady Cecile de Jongh, played a role in facilitating Epstein's operations by managing his local companies and helping spread his influence throughout the government. The bank alleges that Epstein's ties with local political figures allowed him to receive favorable treatment, such as tax benefits and reduced oversight, despite his known criminal background/The USVI's motion to strike these defenses is viewed by JP Morgan as an attempt to avoid exposing the government's own culpability. Conversely, the USVI argues that the bank's defenses are baseless and are intended to deflect from its failure to act on clear signs of Epstein's criminal behavior.(commercial at 7:20)to contact me:bobbycapucci@protonmail.comsource:gov.uscourts.nysd.610915.94.5.pdf (courtlistener.com)
JP Morgan has responded to the U.S. Virgin Islands' (USVI) motion to strike several of its affirmative defenses in the ongoing lawsuit related to Jeffrey Epstein's sex trafficking operations. The bank argues that these defenses are crucial to demonstrate the alleged complicity of the USVI government in enabling Epstein's activities.JP Morgan contends that high-ranking USVI officials, including former First Lady Cecile de Jongh, played a role in facilitating Epstein's operations by managing his local companies and helping spread his influence throughout the government. The bank alleges that Epstein's ties with local political figures allowed him to receive favorable treatment, such as tax benefits and reduced oversight, despite his known criminal background/The USVI's motion to strike these defenses is viewed by JP Morgan as an attempt to avoid exposing the government's own culpability. Conversely, the USVI argues that the bank's defenses are baseless and are intended to deflect from its failure to act on clear signs of Epstein's criminal behavior.(commercial at 7:20)to contact me:bobbycapucci@protonmail.comsource:gov.uscourts.nysd.610915.94.5.pdf (courtlistener.com)
What if trust isn't just something that magically appears in teams, but rather something you can actively build? In this insightful exploration of team dynamics, Philippa and Penelope Waller unpack the often mysterious concept of trust and transform it into practical, actionable strategies that anyone can implement.At the heart of this episode lies a powerful revelation: trust operates through two distinct channels. Personal trust, built through vulnerability and relationship-building, offers the quickest path to connection but carries inherent risks. Meanwhile, predictive trust develops through consistency and reliability, creating a foundation of dependability that teams can count on. Both approaches are essential, yet many of us unconsciously favor one over the other based on our personal histories and preferences.Through vivid examples—including an unexpectedly perfect analogy involving Elsa's costume change in Frozen—the hosts illustrate how seamless collaboration depends entirely on trust. When team members can't rely on each other, even the most talented individuals fail to achieve their collective potential. Conversely, when trust flourishes, teams can accomplish seemingly impossible feats through synchronized effort.The discussion delves into practical communication strategies that build rather than erode trust. From avoiding the overuse of "Reply All" emails (which often serve as subtle accountability weapons) to understanding how different team members need to receive information, these actionable insights help navigate the complex human terrain of teamwork. Perhaps most importantly, the hosts emphasize the need to step toward rather than away from difficult conversations, recognizing that avoidance only widens trust gaps.Whether you're leading a team, working within one, or simply navigating relationships in your personal life, this episode offers transformative perspectives on how to create environments where trust can thrive. Try their closing challenge: spend 80% of your time focused on brilliant communication with your team for just one week. The results might surprise you by Friday afternoon.
JP Morgan has responded to the U.S. Virgin Islands' (USVI) motion to strike several of its affirmative defenses in the ongoing lawsuit related to Jeffrey Epstein's sex trafficking operations. The bank argues that these defenses are crucial to demonstrate the alleged complicity of the USVI government in enabling Epstein's activities.JP Morgan contends that high-ranking USVI officials, including former First Lady Cecile de Jongh, played a role in facilitating Epstein's operations by managing his local companies and helping spread his influence throughout the government. The bank alleges that Epstein's ties with local political figures allowed him to receive favorable treatment, such as tax benefits and reduced oversight, despite his known criminal background/The USVI's motion to strike these defenses is viewed by JP Morgan as an attempt to avoid exposing the government's own culpability. Conversely, the USVI argues that the bank's defenses are baseless and are intended to deflect from its failure to act on clear signs of Epstein's criminal behavior.(commercial at 7:20)to contact me:bobbycapucci@protonmail.comsource:gov.uscourts.nysd.610915.94.5.pdf (courtlistener.com)Become a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.
JP Morgan has responded to the U.S. Virgin Islands' (USVI) motion to strike several of its affirmative defenses in the ongoing lawsuit related to Jeffrey Epstein's sex trafficking operations. The bank argues that these defenses are crucial to demonstrate the alleged complicity of the USVI government in enabling Epstein's activities.JP Morgan contends that high-ranking USVI officials, including former First Lady Cecile de Jongh, played a role in facilitating Epstein's operations by managing his local companies and helping spread his influence throughout the government. The bank alleges that Epstein's ties with local political figures allowed him to receive favorable treatment, such as tax benefits and reduced oversight, despite his known criminal background/The USVI's motion to strike these defenses is viewed by JP Morgan as an attempt to avoid exposing the government's own culpability. Conversely, the USVI argues that the bank's defenses are baseless and are intended to deflect from its failure to act on clear signs of Epstein's criminal behavior.to contact me:bobbycapucci@protonmail.comsource:gov.uscourts.nysd.610915.94.5.pdf (courtlistener.com)Become a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.
JP Morgan has responded to the U.S. Virgin Islands' (USVI) motion to strike several of its affirmative defenses in the ongoing lawsuit related to Jeffrey Epstein's sex trafficking operations. The bank argues that these defenses are crucial to demonstrate the alleged complicity of the USVI government in enabling Epstein's activities.JP Morgan contends that high-ranking USVI officials, including former First Lady Cecile de Jongh, played a role in facilitating Epstein's operations by managing his local companies and helping spread his influence throughout the government. The bank alleges that Epstein's ties with local political figures allowed him to receive favorable treatment, such as tax benefits and reduced oversight, despite his known criminal background/The USVI's motion to strike these defenses is viewed by JP Morgan as an attempt to avoid exposing the government's own culpability. Conversely, the USVI argues that the bank's defenses are baseless and are intended to deflect from its failure to act on clear signs of Epstein's criminal behavior.to contact me:bobbycapucci@protonmail.comsource:gov.uscourts.nysd.610915.94.5.pdf (courtlistener.com)Become a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.
JP Morgan has responded to the U.S. Virgin Islands' (USVI) motion to strike several of its affirmative defenses in the ongoing lawsuit related to Jeffrey Epstein's sex trafficking operations. The bank argues that these defenses are crucial to demonstrate the alleged complicity of the USVI government in enabling Epstein's activities.JP Morgan contends that high-ranking USVI officials, including former First Lady Cecile de Jongh, played a role in facilitating Epstein's operations by managing his local companies and helping spread his influence throughout the government. The bank alleges that Epstein's ties with local political figures allowed him to receive favorable treatment, such as tax benefits and reduced oversight, despite his known criminal background/The USVI's motion to strike these defenses is viewed by JP Morgan as an attempt to avoid exposing the government's own culpability. Conversely, the USVI argues that the bank's defenses are baseless and are intended to deflect from its failure to act on clear signs of Epstein's criminal behavior.(commercial at 7:20)to contact me:bobbycapucci@protonmail.comsource:gov.uscourts.nysd.610915.94.5.pdf (courtlistener.com)Become a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.
Aiden Deacon from the University of Minnesota-Twin Cities, Minneapolis, discusses a research paper he co-authored that was published in Volume 16 of Oncotarget, titled “Dissecting the functional differences and clinical features of R-spondin family members in metastatic prostate cancer.” DOI - https://doi.org/10.18632/oncotarget.28758 Correspondence to - Justin Hwang - jhwang@umn.edu Video interview - https://www.youtube.com/watch?v=OXKhWWU1gnY Abstract This study investigates the R-spondin family of genes (RSPO1/2/3/4), a group of secreted proteins that act as Wnt regulators, and their subsequent role in advanced prostate cancer (PC). When evaluating transcriptomic data from primary and metastatic PC patients, we found that alterations in RSPO2 were more prevalent than in other RSPO family members or Wnt-regulating genes APC and CTNNB1. Further, we found that RSPO2 alterations in PCs were significantly associated with worse disease-free survival. Through our in silico modeling, RSPO2 exhibited strong positive associations with genes regulating epithelial-mesenchymal transition (EMT) and double-negative prostate cancer (DNPC), but had negative correlations with androgen receptor (AR) and AR-associated genes. Furthermore, 3D modeling of RSPO2 revealed structural differences between itself and other RSPOs. In cell lines, RSPO2 overexpression caused up-regulation of EMT pathways, including EMT-regulatory transcription factors ZEB1, ZEB2, and TWIST1. Conversely, this was not observed when CTNNB1 was overexpressed in the same models. These findings highlight that, in PC, RSPO2 functions as a unique member of the R-spondin family by promoting genes and signaling pathways associated with aggressive PC, and RSPO2 amplifications are associated with poor outcomes in PC patients. Sign up for free Altmetric alerts about this article - https://oncotarget.altmetric.com/details/email_updates?id=10.18632%2Foncotarget.28758 Subscribe for free publication alerts from Oncotarget - https://www.oncotarget.com/subscribe/ Keywords - cancer, RSPO2, prostate cancer, Wnt signaling, genomics, therapeutics About Oncotarget Oncotarget (a primarily oncology-focused, peer-reviewed, open access journal) aims to maximize research impact through insightful peer-review; eliminate borders between specialties by linking different fields of oncology, cancer research and biomedical sciences; and foster application of basic and clinical science. Oncotarget is indexed and archived by PubMed/Medline, PubMed Central, Scopus, EMBASE, META (Chan Zuckerberg Initiative) (2018-2022), and Dimensions (Digital Science). To learn more about Oncotarget, please visit https://www.oncotarget.com and connect with us: Facebook - https://www.facebook.com/Oncotarget/ X - https://twitter.com/oncotarget Instagram - https://www.instagram.com/oncotargetjrnl/ YouTube - https://www.youtube.com/@OncotargetJournal LinkedIn - https://www.linkedin.com/company/oncotarget Pinterest - https://www.pinterest.com/oncotarget/ Reddit - https://www.reddit.com/user/Oncotarget/ Spotify - https://open.spotify.com/show/0gRwT6BqYWJzxzmjPJwtVh MEDIA@IMPACTJOURNALS.COM
Erica shares her business and personal strategies, emphasizing what she is "doubling down on" and "letting go of". She focuses on enhancing customer experience through personalized gestures and refined social media, and improving route efficiency for her pooper scooper business. Krupin also details her commitment to recurring revenue, paid advertising, and fostering a strong team culture by investing in her staff's development. Conversely, she is eliminating low-paying jobs, reducing her presence on most social media platforms, practicing mindful spending, and outsourcing personal tasks to optimize time and energy. Comments and Questions are welcome. Send to: thescooppodcast22@gmail.com
Welcome back to our weekend Cabral HouseCall shows! This is where we answer our community's wellness, weight loss, and anti-aging questions to help people get back on track! Check out today's questions: Sarah: Hello! Back with another question.. Im 28 female from scotland, and have had hair growing in places I shouldn't since age 24. The hair under my chin and a bit on my neck/cheeks is what gets me down the most. My doctor has checked me for PCOS through bloodwork and said everything was fine. I've recently did your hormone test. Testosterone was great, estrogen good, progesterone was low and cortisol was low. I've been on progesterone support, adrenal energy aswell as DNS, greens, omegas etc for some time now. I also take pumpkin seed oil and saw palmetto. The hair just keeps growing. What else can I do? I've tried countless rounds of laser but it just returns. Is hair in this area always related to PCOS/hormones? Can it just be genetics? Thank you!! Larissa: Hello! I was exposed to black mold for 6 yrs about 5yrs ago. Although my most severe symptoms went away, some longer. I've been working with a naturopath whom recommended a protocol with cholestyramine, charcoal, and minerals for about 1M. However, I've read Andrew Campbell mold protocol and he recommends itraconazole for 7 days. I did my urine mycotoxin testing FYI which still shows a high load of most all strains. Which do you recommend? I want to get rid of all the mold with the least side effects and avoiding constipation (I already have to take daily magnesium citrate to have daily bowel movements). Thank you!!! Sabrina: Hi doctor Cabral. I'm hoping you can help me with something that is super frustrating. My stomach craves large meals for satisfaction, yet they cause bloating. Conversely, small-volume meals, despite being calorie-dense, just don't register as filling, leaving me wanting more. Is there a way to solve this, meaning training your stomach to be satisfied with smaller meals? Thanks so much for your help! Lisa: I am a 48yr old female and have elevated kidney function. 1.1. have been told not to take creatine. I have heard multiple times that to much protein can have an effect on kidney function also. I love to workout and fir my age high protein and creatine is suppose to be good for someone who works out. Will these things truly hinder or further hinder my kidney function. Cassi: Just completed your book, The Rain Barrel Effect, and was wondering if you have worked with anyone with EOE (Eosinophilic esophagitis) to successfully get them off of PPIs? I've also dealt with histamine intolerance, that I've actually been able to reverse through a lot of what you teach in the book, and I have also gotten down from 20mg of omeprazole twice a day to 20mg once every other day but if I go longer than that I find myself choking on food again no matter how little I eat at a time or how well I chew it. Thank you for tuning into today's Cabral HouseCall and be sure to check back tomorrow where we answer more of our community's questions! - - - Show Notes and Resources: StephenCabral.com/3487 - - - Get a FREE Copy of Dr. Cabral's Book: The Rain Barrel Effect - - - Join the Community & Get Your Questions Answered: CabralSupportGroup.com - - - Dr. Cabral's Most Popular At-Home Lab Tests: > Complete Minerals & Metals Test (Test for mineral imbalances & heavy metal toxicity) - - - > Complete Candida, Metabolic & Vitamins Test (Test for 75 biomarkers including yeast & bacterial gut overgrowth, as well as vitamin levels) - - - > Complete Stress, Mood & Metabolism Test (Discover your complete thyroid, adrenal, hormone, vitamin D & insulin levels) - - - > Complete Food Sensitivity Test (Find out your hidden food sensitivities) - - - > Complete Omega-3 & Inflammation Test (Discover your levels of inflammation related to your omega-6 to omega-3 levels) - - - Get Your Question Answered On An Upcoming HouseCall: StephenCabral.com/askcabral - - - Would You Take 30 Seconds To Rate & Review The Cabral Concept? The best way to help me spread our mission of true natural health is to pass on the good word, and I read and appreciate every review!
What happens when one asset moons, and then ends up becoming waaaayyyy too much of your overall portfolio? This can, and does happen all the time in ContrarianLand because of the asymmetric assets we like to invest in. But this can be a really uncomfortable spot to be in, and if you're ever fortunate enough to have this problem, we have the solution(s) for you, here in Episode 218. Recommended Crypto Trading Platform (And Bonus Eligibility) - https://nononsenseforex.com/cryptocurrencies/best-crypto-trading-platform/ For Decentralized Crypto Trading (US Citizens Can Join) - https://nononsenseforex.com/decentralized-trading-platform/ Blueberry Markets Blog (Top FX Broker) - https://nononsenseforex.com/uncategorized/blueberry-markets-review-my-top-broker-for-2019/ Follow VP on Twitter https://twitter.com/This_Is_VP4X Check out my Forex trading material too! https://nononsenseforex.com/ The host of this podcast is not a licensed financial advisor, and nothing heard on this podcast should be taken as financial advice. Do your own research and understand all financial decisions and the results therein are yours and yours alone. The host is not responsible for the actions of their sponsors and/or affiliates. Conversely, views expressed on this podcast are that of the host only and may not reflect the views of any companies mentioned. Trading Forex involves risk. Losses can exceed deposits. We are not taking requests for episode topics at this time. Thank you for understanding.
Todays episode delves into understanding and leveraging second and third-order consequences – the ripple effects that occur after an initial action – and introduces forcing functions, which are an inverted way of thinking about these consequences, designed to drive desired outcomes by first determining "what must be true" for them to occur. The episode also connects these concepts to the importance of effective goal setting, explaining how well-defined goals provide clarity, focus, and a strategic framework for decision-making and career advancement.Grasp Second and Third-Order Consequences: Learn to identify the downstream effects of initial actions. For instance, setting a target for test coverage (first action) might lead to people adding tests that don't genuinely test anything but merely inflate the metric (second-order consequence), potentially resulting in disillusionment with testing or continued incidents despite high coverage (third-order consequence). Conversely, giving someone ownership or autonomy (first action) can lead to them proactively filling out details and owning ambiguity (second-order consequence), which may result in higher quality work, freeing up managerial time, and setting the individual up for promotion (third-order consequence).Utilise Forcing Functions for Desired Outcomes: Understand forcing functions as an inverted approach to consequences, where you begin with a desired outcome and then identify the upstream requirements or desirable effects that must be true for that outcome to be achieved. This method helps to focus efforts on one to three key areas for improvement, rather than trying to enhance everything simultaneously.Implement Effective Forcing Functions: Discover how various elements can act as deliberate or accidental forcing functions:A prioritised backlog acts as a forcing function for essential discussions, decision-making, gathering sufficient information for prioritisation, and ensuring knowledgeable individuals are involved in the process.Presentations, demos, or all-hands meetings serve as powerful social forcing functions, as the desire to avoid the discomfort of not having progress to show incentivises action and preparation.Sprint planning is a forcing function that necessitates a clear understanding of priorities and team capacity for the upcoming sprint.Quality metrics or Service Level Agreements (SLAs), such as a P95 response time, act as forcing functions by requiring other system components to be correctly aligned to meet the target.The choice of technology or tech stack can be a significant forcing function for hiring, unintentionally selecting for specific types of engineers (e.g., Java for enterprise experience, TypeScript for full-stack, functional languages for functional programming experience).Workplace restrictions, like requiring night availability, can be accidental forcing functions, potentially selecting against individuals with community involvement, family commitments, or social lives.Successful hiring and recruiting is a strong forcing function for many positive aspects of a company, indicating technical success, high retention, competitive salaries, and a high standard for talent across the organisation.Harness Goals for Clarity and Focus: Recognise that a well-positioned goal is paramount for finding clarity, perspective, and purpose in your career. Goals provide a framework to make decisions about what to do, ensuring your time is spent on what matters to you rather than just on tasks handed to you, thereby enabling personal career growth.Set Relevant and Directionally Correct Goals: Emphasise the relevance of your goals; even if they are specific, measurable, actionable, and time-bound (SMART), they are ineffective if they are not relevant to your desired career path. Aim for goals that are directionally correct, moving you generally towards a long-term outcome (e.g., leading a project if your long-term aspiration is to lead teams), rather than being paralysed by the pursuit of a "perfect" goal.Leverage Manager Feedback for Goal Setting: If you are unsure how to set goals, consider what your boss would look for in your performance in six months. Proactively engage your manager by initiating conversations about career growth and goal setting, framing it as an opportunity for mutual success and seeking their input on what constitutes a "home run" for your role.Set Sustainable and Challenging Goals: Avoid goals that are too abstract (lacking clear actions) or that significantly over- or underestimate your capacity, as both can lead to disengagement. Instead, strive for challenging but sustainable goals that require focus and making difficult choices (e.g., saying "no" to other things) but do not lead to burnout.Be Mindful of Your Choices: Deliberately choose your forcing functions and become aware of those you are accidentally opting into. Consistently consider the downstream effects (second and third-order consequences) of your actions today, and set goals that imply a desired future state rather than dictating the exact methods. Consistency in this mindful approach to goal setting and understanding consequences is key to long-term career success.
Autism is in full effect this episode as VP and Robb go off-script a lot as we drill down to how best to detach and divorce yourself from your results, how to eliminate your silly expectations, and just do the damn thing. Your bottom line will thank you. #TradingPsychology Maverick Links Click Here To Learn More about Maverick Forex Trading: URL: https://maverickfx.com/application-3-a/?utm_source=vpyt Click Here To Learn More about Maverick Currencies: URL: https://maverickcurrencies.com/application-3-a/?utm_source=VPPodPsych Click Here To Learn More about Maverick Trading's Stock/Options Division: URL: https://mavericktrading.com/application-3-a/?utm_source=VPPodPsych Maverick Trading YouTube Channel: https://www.youtube.com/@mavericktrading Robb's Flat Earth Trading Society https://www.youtube.com/@FlatEarthTradingSociety No Nonsense Forex Links VP's Trading Psychology Book https://nononsenseforex.com/forex-psychology-book/ Recommended Crypto Trading Platform (Bonus and Contest Eligibility) - https://nononsenseforex.com/cryptocurrencies/best-crypto-trading-platform/ Blueberry Markets Blog (Top FX Broker) - https://nononsenseforex.com/uncategorized/blueberry-markets-review-my-top-broker-for-2019/ Follow VP on Twitter https://twitter.com/This_Is_VP4X The hosts of this podcast are not licensed financial advisors, and nothing heard on this podcast should be taken as financial advice. Do your own research and understand all financial decisions and the results therein are yours and yours alone. The host is not responsible for the actions of their sponsors and/or affiliates. Conversely, views expressed on this podcast are that of the host only and may not reflect the views of any companies mentioned. Trading anything involves risk. Losses can exceed deposits.
Every educator sends signals to students that, consciously or unconsciously, determine who experiences belonging—and who doesn't. When students perceive they do not belong, they are at risk for a host of adverse consequences. Conversely, when students feel a sense of belonging, it can lead to an abundance of positive personal, social, and academic outcomes. How can instructional coaches and school leaders support teachers in identifying unconscious actions that interfere with our intended message of valuing each learner? How can we intentionally plan actions that nurture a community that embraces differences? In Powerful Student Care: Honoring Each Student as Distinctive and Irreplaceable, authors Kathleen Budge and Grant Chandler provide insights and practical support. Read the article, "The Signals We Send About Who Belongs" here. Connect with Kathleen: parrettassociates@gmail.com Connect with Grant here. Subscribe to the Steve Barkley Ponders Out Loud podcast on iTunes or visit BarkleyPD.com to find new episodes!
Owner Financing & Note Investing Podcast with Dawn Rickabaugh
In this comprehensive discussion, Dawn delves into the intricacies, opportunities, and pitfalls of creative real estate financing—particularly seller financing, seller-held notes, and contract-for-deed arrangements. The conversation is framed around real-life case studies involving high-equity sellers, ethical considerations, and practical challenges in managing seller-financed deals. Dawn shares her personal experiences, including a detailed story about helping her cleaning lady and others caught in problematic seller-financed home purchases with incomplete or unrecorded paperwork. The narrative exposes the risks of unscrupulous sellers who exploit buyers through poorly structured deals and highlights the importance of legal, ethical, and transparent financing arrangements. Dawn also discusses market dynamics, the risks of lease options and subject-to deals, and the need for education and certification in this niche to protect all parties involved. The session ends with reflections on bridging the gap between older equity-rich sellers and younger buyers, emphasizing the win-win potential of seller financing when done correctly. ### Highlights -
How To Make a Persuasive Pitch Hello, this is Hall T. Martin with the Startup Funding Espresso -- your daily shot of startup funding and investing. The goal of the pitch is to persuade investors to support your startup. Here are some key techniques to make a more persuasive pitch: Identify what the audience seeks to do and play to that reward. Investors seek a financial return, so they play up the potential exit. Conversely, identify what the audience fears and bring that into the pitch. Most investors fear losing their money, so show how the startup will not fail. Create an image in the audience's mind that captures their imagination. This could be a story about a recent customer use case that shows how compelling the product is. Consider positioning and how it can persuade the audience. For example, showcasing your product as designed very well for a customer's workflow gives confidence to the investor that it will be sticky. Demonstrate credibility and build trust. Show the experience and credentials of the team to build confidence. Ask questions to generate curiosity and build a little mystery into the pitch to keep the audience engaged. Finally, answer questions with confidence to show you're familiar with the subject and have a plan for it. Consider these techniques in building a persuasive pitch. Thank you for joining us for the Startup Funding Espresso where we help startups and investors connect for funding. Let's go startup something today. _______________________________________________________ For more episodes from Investor Connect, please visit the site at: Check out our other podcasts here: For Investors check out: For Startups check out: For eGuides check out: For upcoming Events, check out For Feedback please contact info@tencapital.group Please , share, and leave a review. Music courtesy of .
Join Brian and Barnaby Golden as they dig into a surprisingly common roadblock in Agile teams, the underpowered product owner, and how it quietly derails decision-making, flow, and team momentum. Overview In this episode of the Agile Mentors Podcast, Brian welcomes Agile coach and community contributor Barnaby Golden to explore the risks and ripple effects of placing a product owner in the role without the authority to own it. They discuss the stark difference between empowered and underpowered product owners, why availability without authority is a setup for frustration, and how misalignment at the leadership level creates more theater than agility. From trust gaps to political decision-making, Barnaby and Brian unpack the hidden reasons teams get stuck and what it takes to create real, empowered ownership that delivers actual value. References and resources mentioned in the show: Barnaby Golden #104: Mastering Product Ownership with Mike Cohn #3: What Makes a Great Product Owner? With Lance Dacy How to Engage and Help Busy Product Owners by Mike Cohn What Happens When For Product Owners Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Barnaby Golden is an experienced Scrum Master and Agile Coach with a knack for helping teams truly live Agile, not just adopt it. Lately, he’s been diving into the real-world use of AI—helping organizations, including nonprofits, turn tech hype into practical, high-impact tools with smart governance Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors, we're back. This is another episode of the Agile Mentors Podcast. I'm here with you as always, Brian Milner, and we have a very special guest with us today. We have Mr. Barnaby Golden with us. Barnaby, welcome in. Barnaby Golden (00:14) Thank you, it's good to be here. Brian Milner (00:16) Very excited to have Barnaby here. Barnaby is an Agile coach, also a Scrum Master. He is known to us because he is part of our Agile Mentors community. And he is an active member there and has weighed in on several issues and helped people and mentored people through things there. So we wanted to share some of the wisdom of the crowd that we have there at Agile Mentors. Just a few select people that have really contributed. and giving us some really good advice there with the podcast audience as well. So you guys can kind of hear what kind of stuff is there on the Agile Mentors discussion forums. But we were talking about topics here with Barnaby about what we were going to talk about and he proposed one that I really found intriguing. It was focusing around the underpowered product owner, the underpowered PO. And I think that's probably a good place for us to start then, Barnaby. Why don't you kind of just explain to everyone what that idea is, what you mean by the underpowered PO. Barnaby Golden (01:12) Sure, of course. So in fact, what I'll do is I'll explain it by giving you the opposite, which is what does a good, effective, powerful product owner look like? And I was working for an organization a few years back, it was a publishing organization. And we had the head of the editorial team was the product owner for a particular Scrum team. Brian Milner (01:16) Okay. Barnaby Golden (01:38) And this head of editorial had a lot of power and influence in the organization. They were pretty much a decision maker in terms of the products that the team was building. And I remember a particular conversation where the team was talking to this product owner and the team said, look, we know you want to get this, this release out this week, but we've got some technical debt. really need to fix it. And I remember the, this guy saying, look, okay. I'm going to let me think about this for a second. Okay. I can make the decision on this, which is, yep, you can have your time. I'll communicate with others within the organization. The release will be delayed. And that was such a powerful moment because in that second, the decision was made. The product owner trusted the team, the team completely trusted the product owner. And it felt slick and efficient and worked really well. Conversely, I've worked in organizations where in some way, surprisingly enough, product owner is seen as quite a junior role. So I've seen the situation where you have a whole hierarchy of product people and the most junior role in the product organization is the product owner. And what happens in that scenario is the product owner is powerless to make a lot of decisions. So they have to push them up the tree. And in that situation, the conversation between the team and the product owner is the team says, yeah, we need to do this thing. And the product owner says, okay, give me some time. Might be a day and I'll get back to you. Hopefully I can get in contact with other people within my hierarchy and the flows broken. What's the team going to do now? They're going to maybe find something alternative to work on. It's very frustrating. And you sometimes get the situation as well where the the underpowered product owner will sympathize with something the team is saying, but will not be able to make a change because they haven't got the authority to do the change. So they'll say, yeah, I agree with you. I know what you're saying. This is a really bad idea what's being suggested, but I have no choice. We have a roadmap. We've got to meet the roadmap. Brian Milner (03:45) Yeah, that's a clear picture. I agree with you that those are two stark contrasts. And what I like about the explanation is you kind of highlight the effectiveness of one versus the ineffectiveness of the other, right? It's just, it's such a dramatic difference when that person is able to make the decisions on the spot. go forward, and the team is just free to move as quickly as possible. Whereas the other one, it's just holdups. It's just delays and obstacles, roadblocks in the team's way. So yeah, a really clear picture there. Just as you were talking about this, I was thinking to myself, well, maybe one of the worthy paths for us to go down here and talking about this. is trying to understand a little bit about the why behind it. ⁓ Because I think there's, just in thinking about it, I think there's maybe several causes for this or several things that might lead to having an underpowered PO. What's been your experience? What kind of things have you seen that might contribute to an underpowered PO? Barnaby Golden (04:36) Hmm. I think the main reason, the biggest driving factor behind it is the feeling that the people with the authority to make decisions do not have time to spend with the team. So you've got your head of product or the real decision makers in the organization. They are saying, I can't spend two, three hours a week with a team. I can't go to a planning meeting. got, you know, I'm a busy person. I've got things on my schedule. So they see the product owner role as a stand-in for themselves with the team. And this stand-in has lots of time to spend with the team, which is good. And that's a powerful thing. But at the same time, if they've not got the authority to make decisions, then maybe that time is not effectively spent. Brian Milner (05:41) Yeah, it's almost as if they just want a warm body there. It's a placeholder. You're here as a placeholder for me because I can't be two places at once. I've heard a couple of things that people will frequently point to that a product owner needs to be successful. And there's sort of this dichotomy of these two things that are part of that. And that's the kind of empowered Barnaby Golden (05:44) Yeah. Brian Milner (06:05) product owner that is empowered to make decisions versus having the availability to actually be present with the team. it's always, it seems like that's a fracture point that sometimes causes this because you have the leaders who, hey, I need to make all the decisions, but I don't have the availability. and the people that they know have the availability, they don't want to empower to make the decisions. So they're kind of setting up their product owners to fail. Barnaby Golden (06:35) I think it's a classic example as well with when you want to be an agile organization, you can't just have pockets of agility. You can't just have a scrum team and say, well, that's where we'll be agile in this scrum team. The entire organization as a whole has to think in the agile mindset. And if you want to be able to adapt to change, then one of the ways you're to have to do that is you're going to have to have the decision makers close to the teams that are implementing the decisions. and so you can't have your, your cake and not eat it. If you see what I mean in terms of, you, you can't pick and choose the aspects of agile that you want. need to, as an organization, adopt the whole thing. Brian Milner (07:17) Yeah, that's always one thing I try to tell people as well is when you're selecting a product owner, when you're trying to decide who's the right person to be the product owner for this team, those are two of the things you have to really consider strongly is does this person have the availability to be here with the team and is this person empowered to make decisions? I've run up against leaders before that don't want to empower someone and Kind of the counterpoint I give them a lot of times is, I don't know, I think maybe in their head they're thinking this is giving someone free reign to make really long-term decisions on their own when that's not really the case. The product owner can be fully empowered, but the decisions that they're making on the spot are just a couple of week decisions. It's not a six month decision. there's gonna be sprint reviews, we're gonna display stuff and get feedback and we can course correct and all those things. So once you can kind of put it in that frame that it's really just a couple of weeks that you're empowering them to make decisions, I've had more success framing it that way. I don't know, what about you? Barnaby Golden (08:23) Yeah, I think that makes a huge amount of sense. The fear is loss of control. So the fear is that by empowering the product owner, they might do something which they would regard as a mistake. And they will often see themselves, because they're in a senior position, they see themselves as being responsible. So if they're responsible and the product owner makes a decision they don't like, perhaps that will reflect poorly on them. So there's a trust issue here. A good product owner is going to be consulting their stakeholders anyway. And I would think the, the senior product leadership team is part of their stakeholders. So you would hope that they were keeping them very, very up to date on their thinking that there would be no great surprises that they wouldn't do something, you know, suddenly switch from one product to a completely different product. They would always be keeping their stakeholders in the loop. And in which case. they would be building up the trust of the people around them and then you would hope that over time that they would become more empowered. Brian Milner (09:23) Yeah. Yeah. I just, I kind of wonder if that's maybe part of it, that the, they have a misunderstanding of kind of how the role works. You know, cause maybe they, maybe they see it as completely independent. This person is just making decisions on their own without consulting anyone. Maybe that's because that's how they do their job. Barnaby Golden (09:35) Yeah. Yeah. Brian Milner (09:49) So they may look at that as, know, this is how I would do it, so why wouldn't this person do it the same way? Well, that's not how it's designed. It's designed to be done in concert. Barnaby Golden (09:59) Yeah, absolutely. Yeah, it's a misunderstanding of the product owner role. And it's also a misunderstanding of why the product owner role came about, which is the reason it was there was to solve the problem of too many chefs, of too many people trying to make decisions. So there's huge value in the role. But the value in the role only comes about if that person can actually take ownership of the product. I mean, the clue's in the name, isn't it? They are the owner of the product, so therefore they can make the critical on the ground decisions, but all the time talking to their stakeholders. So, I mean, as with many things in Scrum, it's about a misunderstanding, a general misunderstanding of what the roles are within the Scrum team. Brian Milner (10:41) Yeah, I think they also have the fear of the wrong decision that somehow that's going to lock them in or this person's not equipped to make the right decisions that they are the knowledge expert for the product. so they should be the one making all the decisions. They have the authority. I have had a couple of cases where I've had to have difficult conversations with leaders to say, well, let's examine the decision. because you're looking at them as making the wrong decision, but is it the wrong decision? You're disconnected from the day-to-day of the team. This person is fully connected to the day-to-day, and they're more likely to have more current knowledge. And it's not always the case that just because you assume it's the wrong decision that it actually is, they may actually be right and you could be wrong. Barnaby Golden (11:30) And funny enough, this brings on to another topic I'm greatly interested in, which is the definition of value. And that is if there is no clear understanding within the organization of value, then decisions become arbitrary. You know, we decide to do X rather than Y in the product. Well, why did you decide to do that? Well, because it was my decision to do that. Yeah, but is there a rationale behind it? Do you have a definition of the value of X and the value of Y? and why you chose one over the other. And I think that's part of the problem as well. The kinds of organizations that don't have empowered product owners also typically don't have a definition of value. Brian Milner (12:08) Yeah, I completely agree. I know I've had conversations in classes where I've talked to people about how when you're prioritizing, when you're looking at things in your backlog, and we always say you prioritize according to value. Well, what's the value? What's the value of doing that thing? And so many times, I think there are organizations that can't really identify what it is. Why are we doing this thing? because it sounded cool, because it seemed like the right thing to do, it just felt right? No, we're doing it so that it does something, it creates some outcome for us. And if you can't even really define what that outcome is that you're hoping it achieves, well, isn't that the start of the problem? Barnaby Golden (12:55) And I think part of the root cause of that as well is the tendency for these types of organizations to do long-term planning. So what they'll often do is they'll have a roadmap for the year and they'll say in this roadmap for the year, we will achieve all these things. And then it becomes less about delivering value and more about delivering the roadmap. And I've had conversations with product owners where I've said to them, you do realize what we're doing doesn't make sense. And they say, yeah, of course they do, but I'm not being measured. on sense or the delivery of value, I'm being measured on whether or not I meet the roadmap. And that was what's important to me. You can see how all these elements are tied together within the organization. Brian Milner (13:28) Right. Right? Yeah. No, that's an excellent point. And you're absolutely right. So much of our metrics and some of the things that we judge teams on or performance by is basically just a volume kind of metric. And it's how much stuff is being produced. that's not value. Volume does not equal value. Value can be achieved with much less a lot of the times. And if we're This is why sometimes I'll advise product owners in classes to say, look, start up your sprint review. Maybe go back and look at some things that you've done recently and show the metric that you're using for that thing to see if it's successful. Because if the team's done something in the past three or four sprints and it's actually moved the value needle some way, it's increased customer satisfaction. added new members to our site, whatever the thing is, right? If you can show that kind of business value to it, my experience is that people stop focusing as much on volume, because that's volumes of means to the end, which is the value. Barnaby Golden (14:40) Yeah. Yeah, absolutely. And the other thing I've noticed as well in these types of organizations is that the value they're focused on is the incremental, is not the incremental delivery. It's usually a new feature or something like that competing. And what you often find is that the teams are not end value creators. They're often parts of... the creation of value. rather than the whole creation of value, there may be a component of it. And because of that, people will say, well, there's no direct link between you and value creation in the organization. And I find that is very problematic. And it really flies against the rationale of Scrum, which is that you want within each sprint, you want to deliver some incremental value. And if you can't measure it, if you can't... clearly define what that value is. And as you were saying, if the product owner can't stand in the sprint review and say, well, this is the value we've delivered. How does the team keep motivated? How do they keep passionate about what they're doing? Brian Milner (15:50) Yeah. Yeah. I think part of that is just trying to put yourselves in the shoes of your customers and try to look about what they would find as being really valuable. I don't know about you. know, well, I'm sure this applies to you as well. But we all are consumers of different software products, whether that's a business software product or even games or other things that we would use. And when they come out with new releases of those things, they come out with release notes. Now, when they come out with the release notes, are you looking at the release notes and going, wow, I'm satisfied. There's a ton of things that's in this release. Or are you looking through the individual items and going, well, I don't care about that. I don't care about that. I don't care about this. That thing, oh yeah, that's important to me. Right? That's what we do. And that's a clear picture of value over volume. Barnaby Golden (16:49) Yeah, I mean, I think the thing that gets in the way here is a lot of it is the pride of the management team. So they often have strong self belief. They believe they make, they believe by definition, the decisions they're making are powerful decisions. So, I, it's also, think one of the reasons why a lot of organizations don't aren't data driven. You would hope they would. produce a feature and then measure whether or not that feature was a success. But that's not as common as it should be. There's very rarely business metrics tracked against deliveries. I mean, I'm generalizing here. There are many organizations do this very well. But I found there's quite a few organizations that don't really do that. And it leads to a disconnect with the customers. I mean, I can think of an example that we're... an organization I was working at where they worked on a feature delivery for six months that was on the roadmap and they got it done and they shipped it. And I think the expected users were tens of thousands and they got 16 users for this feature. And at that point there wasn't even a post-mortem. They didn't even look back and say, well, what are the lessons learned here? It was like, that's shame. Let's move on to the next item on the roadmap and hope that works instead. And it's very frustrating, especially because the feel of a good Scrum team is the connection with the customers and the feeling that you can see the passion in the engineers and in the team's eyes because they're delivering things that people want and they feel connected to it. And it means they work better and they work more effectively. Brian Milner (18:22) Yeah, there's no worse feeling than building something no one uses. I used to joke with the team, it's kind of like that old joke about if a tree falls in the woods and no one's around us, makes, if we build software that nobody uses, did we build it? It's not going to be used for anything. So it didn't serve any purpose. Barnaby Golden (18:31) You Yeah. Yeah, the way I like to think of it is that an organization should not view people's time spent in the job as important. What they should view is the value that that person has delivered as important. So sometimes people will say, know, yeah, okay, we delivered a feature that nobody really used, but you you did your job, you came in for eight hours a day during that time. And that's hard for people, I think, because they feel like this is my life. I'm investing time and energy into this. Yeah, the money is important, of course. I'm doing it as a career. But at the same time, I also want to feel reward. I want to feel like I'm achieving something. And I think with that element, you get so much better performance from the team if they feel that. Brian Milner (19:26) I agree. There's another thing I was thinking of here too, when we were talking about underpowered POs. Another cause I think that maybe you've encountered or seen as well, but screwy things that people do with kind of personnel. Like for example, having multiple product owners for a team, that leads to underpowered product owner or the opposite even putting a product owner on too many teams. That's going lead to underpowered POs as well. What's been your experience with that? Have you seen that? Okay. Barnaby Golden (19:54) I have one extreme example where there was an engineering team and the organization was an international organization. And politically within the organization, it was unacceptable to have one backlog. They had to have a backlog for the UK, a backlog for the US, a backlog for Australia, backlog for other areas of the world. And the team then had to... prioritize them kind of in this wild order. So they would say, right, we'll take number one from UK, number one from US. And so there was no coherence to what they were building at all. It was really just about satisfying people within the organization. And it kind of brings you back to that key point about why do we have product owners? Because product owners, they narrow down all the ambiguity, they narrow down all the possibilities to the thing that's most effective for the team to do next. Brian Milner (20:47) Yeah, I like your example because it highlights kind of what I think about those scenarios a lot of times is that they're theater. They're an act. They're not really serving the purpose, but they're making someone or helping someone to feel a sense of security about something that really they shouldn't feel. It's not there, but it has the appearance of it. It has the stage set. Barnaby Golden (20:55) Hmm. Yeah. Brian Milner (21:11) of something that looks secure, you know? Barnaby Golden (21:13) Yeah. mean, whenever somebody mentioned that to me, the first thing I always think about is the length of the backlog. I've worked in organizations where they could not achieve the backlog in 10 years if the team kept at it. And yet people within the organization say, yeah, I'm not worried. My feature request is on the backlog. And I'm thinking, yeah, but we're adding 10 new items a week and we're only completing eight. So in fact, you're moving further down the backlog. You're not actually getting closer to. being done. And it's, it's, it's a disconnect to gain. And this is what it's all about. Good agility, good scrum is when there's a strong connection. And if you start having that, that just doing things for appearances sake, then you lose that connection. Brian Milner (21:55) Yeah, and it really is kind of that fundamental flaw that we try to address throughout Scrum of transparency. When you do those kind of theater-ish things to give the appearance of something, it's the opposite of being transparent. You're trying to make it more difficult to see the reality. Yeah, it's on the backlog, so you have this false sense of security. It's on the backlog. It's never gonna get done, but... that's not transparent that it's never going to get done because it's on the backlog. Yeah, mean, part of that I put on the product owner a little bit, but that could also be that the organization demands it. Like your example with it having different backlogs across different geographies, does it serve a purpose? Well, maybe the purpose is to make someone feel better. That, hey, my thing's number one on our list, but... Barnaby Golden (22:39) Yeah. Brian Milner (22:43) That doesn't mean it's number one, that's the next thing that's going get done. It's theater. Barnaby Golden (22:47) And it was done exactly for that reason. I mean, it was done because they didn't want to alienate the heads of the individual countries. So they wanted to make them feel like they were going to get something even though they weren't going to get it. Which is really frustrating. Brian Milner (22:59) I've seen that as well with the multiple product owners. When there's a team that has multiple product owners, a lot of times that's a theater kind of thing as well, because there's a, I don't know if there's a fear that someone's gonna feel undervalued if they're not called the product owner. But it just seems like, yeah, we want all these voices to be involved with it, which again, maybe it's a misunderstanding of the product owner role. That's okay, you can have multiple voices involved, but you gotta define who's the decision maker. And if a team doesn't know that, that's gonna cause a whole host of problems. Barnaby Golden (23:34) Absolutely. I mean, I've been in scenarios where you would have multiple product owners. The team has been instructed by a product owner to go in a direction and then midway through a sprint, the other product owner will come along and say, yeah, that's not really what I had in mind for this sprint. Can you please switch onto this other thing? And as a, you know, I was a scrum master at the time and what I ended up doing in my sprint report was I would say, and the team lost 20 to 30 % of their capacity in switching. between what one product owner wanted and what the other product owner wanted. And that at least got a reaction because people said, well, OK, maybe that's not a good thing if we're losing output from the team. But it's a failure of the organization to make value judgments and make genuine decisions. Instead, it becomes political decisions. Brian Milner (24:19) Yeah. Well, I'll give you my trick for when I've encountered it as a consultant a couple of times, I usually just ask one question and it'll clear it up. I'll just go to them and whoever the leader is that's insisting that there's multiple product owners on the team, I'll just go and say, all right, what happens when, let's say it's two, what happens when those two people disagree? And usually the immediate thing I hear back is, oh, no, no, no, they get along. They usually understand. Barnaby Golden (24:45) You Brian Milner (24:47) And I always just counteract it really quickly and say, yeah, but what happens when they don't? What happens when the day comes when one of the product owners wants something that's number one and the other one wants an entirely different thing as the number one priority, who makes the call? And usually they'll point to one of them and say, push comes to shove that one. right. I mean, at that point, I just say, well, you just told me that's your product owner, right? Barnaby Golden (25:08) got a little bit more authority so they make the decision here. Brian Milner (25:15) That's the product on the other person's a stakeholder, which is fine. There's nothing devaluing about someone who's a stakeholder. They can work all day every day with that product owner. Barnaby Golden (25:24) Yeah, absolutely. I think that people feel if they're not in the product owner role, then they will just be another stakeholder and maybe they won't have as loud a voice. But what's so frustrating about the situation is when you see it done well, when you see it done effectively with a really good empowered product owner, a very motivated team, it's such a powerful thing. And I mean, it's why I stayed in Agile for so long is because I know how good it can be and It's very frustrating and I guess I have sympathy for organizations because maybe if they've never seen it done well, it's difficult for them to understand how just how effective it is. Brian Milner (26:00) Yeah, I agree. Well, this has been a great discussion. I really like this topic. It's great to focus on product owners a little bit. And hopefully, maybe there is a leader out there or somebody listening who heard some of these things and thought, you know what? Maybe it is time to give our product owner a little more power. We talk about testing things all the time, inspecting and adapting as we go. Well, leaders, try that. Barnaby Golden (26:25) Yeah, maybe just try it as an experiment. You know, if you're concerned, give it a go. Brian Milner (26:27) Yeah. Yeah. Give it a shot and see what happens. You may like it, and you may decide this is the best way to go. So yeah, I think that's a great suggestion. Well, Barnaby, this has been great. I really appreciate you making time for this. thanks for not only being on the show, but for the contributions you made in the Agile Mentors community as well. Barnaby Golden (26:47) Well thanks a lot Brian, I really enjoyed that, it was a great conversation.
Crystal Rivers | Kingdom Mysteries | Aug 20, 2025 You must recognize that most believers, perhaps including yourself, are living behind what can only be described as a veil of prayerlessness. This invisible barrier prevents you from experiencing the supernatural reality that should be your normal Christian life. When you spend extended time in genuine prayer and fellowship with God—not just quick requests or religious routines—you begin to enter what can be called the Garden of Eden environment, where supernatural experiences become tangible rather than theoretical. **Breaking Through Religious Limitations** Your spiritual capacity is far greater than you've been taught to expect. The Christianity you may have learned emphasizes behavioral modification and doctrinal knowledge, but authentic spiritual life requires encounters with God that actually transform your inner nature. You cannot achieve true spiritual maturity through willpower or good behavior alone—something within your carnal nature must literally die through exposure to God's presence and word. **The Reality of Supernatural Fellowship** When you pray, especially for extended periods, you're not performing a religious duty or trying to convince God to act. You're entering into fellowship with spiritual beings and realities that exist in heavenly places. This fellowship gradually shifts your spiritual atmosphere and charges you with divine life. Six to eight hours of uninterrupted prayer can break you into prophetic flows and supernatural experiences that reveal your true spiritual environment. **The Power of Association** The people you fellowship with will either elevate or diminish your spiritual experience. If you spend time with believers who live with low spiritual expectations, their atmosphere will dampen the supernatural power flowing through your life. Conversely, when you associate with people who are genuinely hungry for God and operate in spiritual power, their presence will activate greater dimensions of divine life within you. You must deliberately seek relationships with those who will challenge and inspire your spiritual growth. **Creating a Prayer Culture** Your daily conversations and environment should revolve around God's word and His works. This isn't about being religious or preachy, but about creating an atmosphere where divine encounters become normal. When God's word and spiritual realities dominate your thoughts and discussions, you position yourself for continuous spiritual breakthrough and growth. **Understanding Prayer as Breathing** Prayer isn't a magical solution to all problems, but it's as essential to your spiritual life as breathing is to your physical life. Without consistent, meaningful prayer, you'll find it nearly impossible to live successfully as a Christian. Prayer provides the spiritual oxygen you need to function in your true identity and access the resources available to you in Christ. **Moving Beyond Religious Performance** You must understand that genuine Christianity isn't about how well you behave or how much biblical knowledge you possess. It's about experiencing the reality of who you are in Christ and allowing that reality to manifest through supernatural expressions of His kingdom power. The goal isn't to become a better religious person, but to live as a spiritual being who operates in divine authority and power. Begin by setting aside extended time for prayer, even if it means sacrificing other activities. Expect to encounter resistance and distractions as you break through spiritual barriers. Surround yourself with people who will challenge your spiritual comfort zone rather than validate your current level of experience. Make God's word and spiritual conversations the center of your daily life, and watch as supernatural realities begin to manifest in ways that will surprise even you. Your spiritual inheritance includes healing power, prophetic insight, supernatural knowledge, and a tangible presence of God that others can sense. These aren't special gifts for a few elite believers—they're part of your normal spiritual equipment, waiting to be activated through consistent fellowship with God and proper spiritual associations. Subscribe to our Podcast on iTunes : https://podcasts.apple.com/us/podcast/cave-adullam/id1473967577 Check us out on Spotify : https://open.spotify.com/show/02wUJ3WYccOFWDtQq486EJ or download the Podcast episodes for free : https://hearthis.at/caveadullam-hl/#tracks Follow us on Facebook & Instagram Facebook Cave Adullam : https://www.facebook.com/caveadullam.org Ministers Rest : https://www.facebook.com/ministersrest/ Preparing His bride : https://web.facebook.com/phbfellowship/ #STNG : https://www.facebook.com/securingthenextgeneration/ Instagram Cave Adullam: https://www.instagram.com/caveadullam/ #STNG : https://www.instagram.com/securingthenextgeneration/
The discourse presented in this episode explores the contrasting realms of the Teen Titans and the Justice League of America, ultimately aiming to uncover the merits inherent within both factions. Within the structure of our "Finding the Good..." series, we delve into these two prominent superhero teams, recognizing that while they exist in the same universe, they evoke distinct allegiances among fans. The conversation, led by Kevin Schaeffer and Christian Ashley, elucidates the origins, character dynamics, and the narrative significance of both groups. They examine the familial bonds that define the Teen Titans, juxtaposed with the established gravitas of the Justice League. This analysis not only seeks to celebrate the idiosyncrasies of each team but also addresses the broader theme of polarization within fandoms, fostering a nuanced appreciation for both sides of this illustrious comic book dichotomy.A comprehensive examination of the contrasting dynamics between the Justice League and the Teen Titans reveals much about the nature of heroism within the DC Universe. The Justice League, often portrayed as the pinnacle of superheroic endeavor, features iconic characters such as Superman, Batman, and Wonder Woman, who embody ideals of strength, valor, and responsibility. Through their collective efforts, the Justice League addresses threats that jeopardize global stability, thus establishing a model of teamwork predicated on mutual respect and shared goals. However, this very framework can lead to perceptions of the League members as distant figures, engaging more as colleagues than as a cohesive familial unit.Conversely, the Teen Titans present a contrasting narrative, one that emphasizes the significance of camaraderie and personal relationships. The Titans, comprised of youthful heroes navigating the challenges of adolescence while confronting formidable foes, cultivate a familial bond that transcends mere association. Their adventures are punctuated by moments of shared laughter, conflict, and emotional growth, emphasizing not only their superhuman abilities but also their human vulnerabilities. This interplay of personal dynamics enriches the narrative, as each member's journey is intricately tied to their relationships with one another, fostering a deep sense of loyalty and commitment.This juxtaposition between the Justice League and the Teen Titans not only highlights the diversity of heroism within the DC Universe but also underscores the importance of personal connections in defining what it means to be a hero. While the Justice League exemplifies the ideal of adult heroism, the Teen Titans resonate with audiences through their relatable struggles and the emotional depth of their friendships, ultimately suggesting that true heroism is found in both strength and vulnerability.Takeaways: The episode explores the dynamic between the Teen Titans and the Justice League of America, highlighting their unique qualities and contributions to the DC universe. Kevin and Christian delve into their personal experiences and connections with both superhero teams, showing how these characters have influenced their lives. A significant focus is placed on the family dynamics of the Teen Titans, emphasizing the emotional bonds that unite them beyond mere heroics. The discussion acknowledges how both teams have evolved over time, reflecting on the importance of mentorship from older heroes to younger ones in the DC universe. .We discuss all this and more in this one! Join in the conversation with us on Discord now!.Support our show on Captivate or
Welcome to "In The Trenches with Dave Lapham," presented by First Star Logistics. In this episode, Dave Lapham joins Dave Berk to offer an in-depth preview of the Cincinnati Bengals' second preseason game against the Washington Commanders. They also tackle the pressing issue of the contract stalemate with star defensive end Trey Hendrickson. The conversation kicks off with a look at the heightened importance of the second preseason game. While the starters are expected to see some action, this matchup is a crucial evaluation opportunity for rookies, free agents, and players on the roster bubble who are fighting to make an impression. Lapham draws on his own experience as a former player, emphasizing the immense pressure these athletes face to perform and secure their spot on the team. A significant portion of the discussion is dedicated to the offensive line. Rookie offensive guard Dylan Fairchild, who had an impressive debut, is now tasked with the challenge of "stacking" another strong performance to prove his consistency. Lapham notes that while Fairchild's success isn't surprising given his pedigree at Georgia, the ability to consistently perform is what separates good players from great ones in the NFL. Conversely, they touch on the struggles of right guard Lucas Patrick and how that has opened up a battle for the position, with players like Jalen Rivers and Cody Ford in the mix. The conversation then shifts to the ongoing contract negotiations with Trey Hendrickson. Both Daves agree that a trade seems highly unlikely given Hendrickson's immense value to the team, not just as a premier pass rusher but also as a person and a leader. Lapham highlights Hendrickson's incredible work ethic and his status as the most productive pass rusher in the league over the last two seasons. They discuss the complexities of the negotiation, suggesting it's likely a matter of structuring the contract and the amount of guaranteed money, rather than a question of whether a deal will get done. Lapham expresses strong confidence that both sides will come to an agreement, as letting a player of Hendrickson's caliber go would be a massive loss for the Bengals. Looking ahead to the game against the Commanders, Lapham shares what he'll be watching for. Offensively, he wants to see the first-team offense, led by Joe Burrow, continue to execute at the high level they displayed in their first preseason outing. Defensively, he's looking for the unit to "up the ante" and play a cleaner, more cohesive game. He believes the Bengals' defense has the potential to be one of the best in the league under new coordinator Al Golden and wants to see them take a step towards realizing that potential. This episode of "In The Trenches" is a must-listen for any Bengals fan looking for expert analysis on the key storylines heading into the second week of the preseason. From individual player battles to high-stakes contract talks, Dave Lapham provides unparalleled insight into the state of the Cincinnati Bengals. Don't forget to like, subscribe, and hit the notification bell to stay up-to-date with all the latest from "In The Trenches with Dave Lapham," presented by First Star Logistics. First Star Logistics is one of the fastest-growing companies in Cincinnati and is looking to expand its brokerage department. Visit firststarlogistics.com for more information on how you can join their team.
Depression is a state of consciousness that affects around one in 5 people. It is marked by some consistent attributes, feelings of low mood, suicidal thoughts, loss of interest in life’s joys, diminished libido, emotional numbness, excessive crying, unworthiness, persistent negative thoughts, poor focus, creative blocks, isolation, and, for some, anxiety. These symptoms often mirror the spiritual depletion described by mystics. Our energy field can be exalted and strong, sparkly and shining with inner light, giving us a bounce in our step and joy in our heart that doesn’t come from what’s happening around us but is like an inner wellspring of positivity. Conversely if our spirit is diminished, dulled, worn down, the energy centres will not be able to do their jobs properly and the symptoms of depression can manifest. In this episode of Mystery School, Shakti Durga discusses Ignite Your Spirit, a healing modality that has helped thousands alleviate depression. Many experience complete symptom relief, while others find it less severe and limiting. This unique therapy focuses on the spirit and soul to create tangible, real-world change, tailored to your personal beliefs, regardless of faith. Shakti Durga will share inspiring stories of transformation and explain how this approach supports profound healing. Listen live at - https://www.transformationtalkradio.com/show-details/mystery-school-with-shakti-durga-ancient-wisdom-for-everyday-life,498.html
Depression is a state of consciousness that affects around one in 5 people. It is marked by some consistent attributes, feelings of low mood, suicidal thoughts, loss of interest in life’s joys, diminished libido, emotional numbness, excessive crying, unworthiness, persistent negative thoughts, poor focus, creative blocks, isolation, and, for some, anxiety. These symptoms often mirror the spiritual depletion described by mystics. Our energy field can be exalted and strong, sparkly and shining with inner light, giving us a bounce in our step and joy in our heart that doesn’t come from what’s happening around us but is like an inner wellspring of positivity. Conversely if our spirit is diminished, dulled, worn down, the energy centres will not be able to do their jobs properly and the symptoms of depression can manifest. In this episode of Mystery School, Shakti Durga discusses Ignite Your Spirit, a healing modality that has helped thousands alleviate depression. Many experience complete symptom relief, while others find it less severe and limiting. This unique therapy focuses on the spirit and soul to create tangible, real-world change, tailored to your personal beliefs, regardless of faith. Shakti Durga will share inspiring stories of transformation and explain how this approach supports profound healing. Listen live at - https://www.transformationtalkradio.com/show-details/mystery-school-with-shakti-durga-ancient-wisdom-for-everyday-life,498.html
NEW POSITION ALERT!! And even more important than that, I take you through the step-by-step process we take here at the show, so you can do all of this yourself and never have to listen to this podcast ever again! But you still will. Because you just can't get enough. And we love you for it. Recommended Crypto Trading Platform (And Bonus Eligibility) - https://nononsenseforex.com/cryptocurrencies/best-crypto-trading-platform/ For Decentralized Crypto Trading (US Citizens Can Join) - https://nononsenseforex.com/decentralized-trading-platform/ Blueberry Markets Blog (Top FX Broker) - https://nononsenseforex.com/uncategorized/blueberry-markets-review-my-top-broker-for-2019/ Follow VP on Twitter https://twitter.com/This_Is_VP4X Check out my Forex trading material too! https://nononsenseforex.com/ The host of this podcast is not a licensed financial advisor, and nothing heard on this podcast should be taken as financial advice. Do your own research and understand all financial decisions and the results therein are yours and yours alone. The host is not responsible for the actions of their sponsors and/or affiliates. Conversely, views expressed on this podcast are that of the host only and may not reflect the views of any companies mentioned. Trading Forex involves risk. Losses can exceed deposits. We are not taking requests for episode topics at this time. Thank you for understanding.
The Human Dimension of International Law (Brill, 2025) offers a vision of international law through the protection of human rights and the values they embody. This approach is particularly timely in light of recent international developments. For the first time, the International Court of Justice is seized of the main legal aspects of serious contemporary crises (Ukraine, Gaza Strip, Syria, Myanmar, etc.), on the basis of human rights instruments, with the participation of dozens of States. In this context, the book analyzes the multiple interactions between general international law and human rights. The former influences the latter, positively or restrictively, as illustrated by the issue of jurisdictional immunities. Conversely, human rights exert an influence on the evolution of general international law, sometimes gently, sometimes drastically. They contributed to the development of the sources of international law, several institutions related to the external relations of the State, the law of the sea, the theory of the subjects of international law, the concept of international responsibility, the system of collective security, as well as the structure and character of the discipline. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network
The Human Dimension of International Law (Brill, 2025) offers a vision of international law through the protection of human rights and the values they embody. This approach is particularly timely in light of recent international developments. For the first time, the International Court of Justice is seized of the main legal aspects of serious contemporary crises (Ukraine, Gaza Strip, Syria, Myanmar, etc.), on the basis of human rights instruments, with the participation of dozens of States. In this context, the book analyzes the multiple interactions between general international law and human rights. The former influences the latter, positively or restrictively, as illustrated by the issue of jurisdictional immunities. Conversely, human rights exert an influence on the evolution of general international law, sometimes gently, sometimes drastically. They contributed to the development of the sources of international law, several institutions related to the external relations of the State, the law of the sea, the theory of the subjects of international law, the concept of international responsibility, the system of collective security, as well as the structure and character of the discipline. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/world-affairs
Lama Zopa Rinpoche says that the penultimate stanza in Praise to Shakyamuni Buddha contains two important meditations: causative phenomena are transitory, and they do not exist as they appear.‘A star, a mirage, the flame of a lamp,An illusion, a drop of dew, or a bubble,A dream, a flash of lightning, a cloud—See conditioned things as such!'Rinpoche explains that the transitory nature of phenomena encompasses gross, subtle, and extremely subtle impermanence. Gross impermanence can be seen in how a flower wilts throughout the day or the ageing of our bodies over time. The changes that occur minute-by-minute and second-by-second are more subtle. Then, the changes within a second are extremely subtle. In reality, these changes are occurring minute-by-minute, second-by-second and even within the second, but we have a hallucination of permanence. We believe the concept of permanence. According to our projection, this beautiful body or this beautiful flower will always be like this.Rinpoche highlights that there's a huge difference between following the thought of impermanence as opposed to permanence. If you practice mindfulness of this stanza, immediately you find peace in your heart. The minute you reflect on impermanence, desire is stopped. All your problems cease because you have no reason to cling to objects or get angry. In this way, you're giving yourself freedom to achieve liberation. Conversely, when you follow the concept of permanence, you're putting yourself in the prison of samsara. Thus, meditating on this stanza is unbelievably important.Rinpoche details how phenomena don't exist as they appear. It's like an illusion. They exist in mere name, merely imputed by the mind. They do not exist from their own side.Rinpoche talks about the extremely subtle borderline between whether the I exists or doesn't exist. It's not completely nonexistent, but it's like nonexistent. He says it's easy to think it doesn't exist and fall into nihilism. Many famous meditators in the past either fell into nihilism or eternalism because they were unable to see the middle way. Rinpoche praises Lama Tsongkhapa for making the clearest explanation of the right view and clarifying the extremely subtle point of dependent arising. He says that this is one of the special qualities of Lama Tsongkhapa's teaching.Rinpoche urges us to practice recognizing the hallucination as hallucination. He says that if you hold onto things as true, then that becomes the basis for all the other delusions and the cause of samsara.From April 10 to May 10, 2004, Lama Zopa Rinpoche gave extensive teachings during the Mahamudra Retreat at Buddha House in Australia. While the retreat focused on Mahamudra, Rinpoche also taught on a wide range of Lamrim topics. This retreat marked the beginning of a series of month-long retreats in Australia. Subsequent retreats were held in 2011, 2014, and 2018, hosted by the Great Stupa of Universal Compassion in Bendigo.Find out more about Lama Zopa Rinpoche, his teachings and projects at https://fpmt.org/
The discussion revolves around the recent underperformance of Marvel properties, specifically "Fantastic Four: First Steps" and the promotion of "Eyes of Wakanda." Despite the anticipation surrounding these properties, both have failed to meet industry expectations, with "Eyes of Wakanda" receiving little promotion and "Fantastic Four" being criticized for its marketing strategy. The speakers analyze the current state of the film-going experience, noting a decline in audience engagement despite some films still turning a profit, including upcoming titles like "Thunderbolts" and "Captain America: Brave New World." They delve into the complexities of viewer expectations and the evolving landscape of superhero cinema, questioning the factors contributing to this perceived downturn in the cinematic experience.
Teachhoops.com Setting up a cohesive basketball defense is the cornerstone of any successful team, built on a foundation of communication, effort, and a shared understanding of core principles. Before deciding on specific formations, a team must commit to a defensive identity. This involves instilling fundamentals like maintaining a low, athletic stance, constant communication (calling out screens, cutters, and ball location), and understanding the importance of "help-side" defense, where players move in unison to support the on-ball defender and protect the paint. The primary goal is to make the offense uncomfortable, forcing them into contested, low-percentage shots and limiting them to one scoring attempt per possession by securing the defensive rebound. The two most fundamental defensive alignments are man-to-man and zone defense. In a man-to-man scheme, each defender is assigned a specific offensive player and is responsible for guarding them wherever they go on the court. This strategy emphasizes individual accountability, footwork, and the ability to stay in front of your opponent. Conversely, a zone defense requires players to guard specific areas of the floor rather than a single player. The most common zone is the "2-3 zone," with two players up top and three along the baseline. Zone defenses are effective at protecting the lane, forcing outside shots, and conserving energy, but they can be vulnerable to good three-point shooting teams and require seamless communication to cover gaps as the ball moves. basketball defense, how to play defense, man-to-man defense, zone defense, 2-3 zone defense, defensive fundamentals, basketball coaching, team defense drills, defensive stance, help-side defense, on-ball defense, basketball defensive strategy, denying the ball, closeout drills, defensive communication, defensive rebounding, forcing turnovers, basketball practice plans, youth basketball defense, pack line defense, defensive rotations, stopping dribble penetration, guarding the post, basketball IQ, defensive principles SEO Keywords Dr Dish Website CoachingYouthHoops.com https://forms.gle/kQ8zyxgfqwUA3ChU7 Coach Collins Coaching Store Check out. [Teachhoops.com](https://teachhoops.com/) 14 day Free Trial Youth Basketball Coaches Podcast Apple link: https://podcasts.apple.com/us/podcast/coaching-youth-hoops/id1619185302 Spotify link: https://open.spotify.com/show/0g8yYhAfztndxT1FZ4OI3A Funnel Down Defense Podcast https://podcasts.apple.com/us/podcast/funnel-down-defense/id1593734011 Want More Funnel Down Defense https://coachcollins.podia.com/funnel-down-defense [Facebook Group . Basketball Coaches](https://www.facebook.com/groups/basketballcoaches/) [Facebook Group . Basketball Drills](https://www.facebook.com/groups/321590381624013/) Want to Get a Question Answered? [ Leave a Question here](https://www.speakpipe.com/Teachhoops) Check out our other podcast [High School Hoops ](https://itunes.apple.com/us/podcast/high-school-hoops-coaching-high-school-basketball/id1441192866) Check out our Sponsors [HERE](https://drdishbasketball.com/) Mention Coach Unplugged and get 350 dollars off your next purchase basketball resources free basketball resources Coach Unplugged Basketball drills, basketball coach, basketball workouts, basketball dribbling drills, ball handling drills, passing drills, shooting drills, basketball training equipment, basketball conditioning, fun basketball games, basketball jerseys, basketball shooting machine, basketball shot, basketball ball, basketball training, basketball camps, youth basketball, youth basketball leagues, basketball recruiting, basketball coaching jobs, basketball tryouts, basketball coach, youth basketball drills, The Basketball Podcast, How to Coach Basketball, Funnel Down Defense FDD Learn more about your ad choices. Visit podcastchoices.com/adchoices
This is one of the most common issues with traders around the world, and also one of the most misunderstood. VP and Robb break it all down, process it, and as always provide solutions here in Episode 93. #TradingPsychology Maverick Links Click Here To Learn More about Maverick Forex Trading: URL: https://maverickfx.com/application-3-a/?utm_source=vpyt Click Here To Learn More about Maverick Currencies: URL: https://maverickcurrencies.com/application-3-a/?utm_source=VPPodPsych Click Here To Learn More about Maverick Trading's Stock/Options Division: URL: https://mavericktrading.com/application-3-a/?utm_source=VPPodPsych Maverick Trading YouTube Channel: https://www.youtube.com/@mavericktrading Robb's Flat Earth Trading Society https://www.youtube.com/@FlatEarthTradingSociety No Nonsense Forex Links VP's Trading Psychology Book https://nononsenseforex.com/forex-psychology-book/ Recommended Crypto Trading Platform (Bonus and Contest Eligibility) - https://nononsenseforex.com/cryptocurrencies/best-crypto-trading-platform/ Blueberry Markets Blog (Top FX Broker) - https://nononsenseforex.com/uncategorized/blueberry-markets-review-my-top-broker-for-2019/ Follow VP on Twitter https://twitter.com/This_Is_VP4X The hosts of this podcast are not licensed financial advisors, and nothing heard on this podcast should be taken as financial advice. Do your own research and understand all financial decisions and the results therein are yours and yours alone. The host is not responsible for the actions of their sponsors and/or affiliates. Conversely, views expressed on this podcast are that of the host only and may not reflect the views of any companies mentioned. Trading anything involves risk. Losses can exceed deposits.
Last time we spoke about the 800 heroes who defended the Sihang Warehouse. In the fall of Shanghai during October 1937, amidst overwhelming odds, a small battalion under Colonel Xie Jinyuan took a stand inside the Sihang Warehouse, transforming it into a fortress against the invading Japanese army. As word spread of their stand, local citizens rallied, providing vital supplies and cheers of encouragement from across the Suzhou Creek. The defenders, dubbed the "800 Heroes," symbolized hope and determination. Despite suffering heavy casualties, they held firm, embodying the spirit of resistance against aggression. As dawn broke on November 1, 1937, a strategic retreat was ordered, allowing Xie's remaining troops to escape safely into the International Settlement. Their legacy endured, highlighting the courage of those who fought against overwhelming odds. The saga of the "800 Heroes" became a beacon of hope for future generations, immortalizing their determination to protect their homeland during one of its darkest hours. #162 The Battle of Shanghai #7: The Fall of Shanghai Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. The fall of the Sihang Warehouse and withdrawal from Zhabei and Jiangwan doomed the Chinese defense of Shanghai. The army shifted to a fortified defensive line along the southern bank of Suzhou Creek, extending north towards the city of Nanxiang. Suzhou Creek provided an advantageous defensive position, acting as a natural barrier measuring up to 150 feet wide, with steep banks rising seven feet on either side. However, once this line was abandoned, there would be no fallback position remaining. Losing control of Suzhou Creek would be the loss of Shanghai. As German advisor Borchardt noted, “the Chinese command was therefore putting all its efforts into holding the position for as long as possible, without risking the annihilation of units crucial for continuing the war.” The Japanese planned their main assault directly south across Suzhou Creek to encircle the troops stationed in Shanghai. However, they first needed to create sufficient space for maneuvering. To achieve this and to secure their right flank, they launched a significant attack on Nanxiang on October 28, advancing along the railway from Shanghai. With the benefit of extensive support from aircraft and artillery, the Japanese were able to breach the Chinese frontline with relative ease. Nevertheless, they failed to capture Nanxiang, and the outcome was less of a victory than it initially appeared, as the Chinese had established a robust defense, preparing a two-mile stretch of obstacles and barriers east of the city. In a subsequent advance that shifted to the south, the Japanese engaged in a brief battle before seizing the town of Zhenru, which was strategically important due to its radio station that facilitated much of Shanghai's telephone and telegraphic communications with the outside world. In preparation for crossing Suzhou Creek, the Japanese had spent several days assembling a small fleet of vessels commandeered from Shanghai's civilian population, which included motorboats, sampans, and basic bamboo barges. On October 31, the 3rd Japanese Infantry Division, positioned at the eastern end of the Suzhou Creek front, initiated several crossings. During one of these attacks in the late afternoon near the village of Zhoujiaqiao, Japanese soldiers managed to reach the southern bank but were immediately met with enfilading fire from Chinese machine guns, resulting in significant casualties. They also faced counterattacks from Chinese reserves, who had been quickly summoned to neutralize the threat. Despite these challenges, the Japanese were able to maintain a narrow foothold. A parallel attempt by the same division further downstream, closer to the International Settlement, ended in failure, despite the evident superiority of Japanese equipment. Engineers deployed a mile-long smokescreen across the creek, while a dozen three-engine bombers, protected by fighter planes, hovered over the battlefield, actively scouting for targets. Although a small landing party successfully crossed the creek, they were quickly met with a fierce artillery barrage, and a Chinese counterattack forced them back into the water. Foreign military observers speculated that this operation was more a reconnaissance mission than a serious attempt to cross in that sector, as engaging in battle so close to the International Settlement would have required operations in heavily built-up areas. On November 1, three battalions of the 9th Japanese Division attacked in small boats across Suzhou Creek at the point where the Chinese frontline bent northward, successfully establishing a bridgehead on the other side. Over the next two days, the division managed to deploy a substantial number of troops across, eventually controlling an area that stretched about half a mile along the south bank of the creek. The following day, the Chinese launched a determined effort to eliminate this growing threat. While they made significant gains, they ultimately failed to eradicate the Japanese landing party, partly due to their inability to fully utilize their considerable artillery resources. At the beginning of the day's battle, just 60 feet separated the trenches of the opposing forces, meaning any barrage aimed at the Japanese was equally likely to hit Chinese lines. At dawn on November 3rd, the exhausted Tax Police Division were taking horrible losses trying to hold the Japanese back. Men began to scream “poison gas” as white clouds drifted across the Suzhou creek towards their trenches. Despite this the Japanese had not managed to carve out a bridgehead, but did built a pontoon bridge and sent a small force over to occupy a two story building near the bank, designated as “the red house”. Huang Jie, commander of the Tax Police Division, was a nervous wreck, feeling overwhelmed by fatalism after Chiang Kai-shek threatened to court-martial any officer who permitted the Japanese to cross to the southern bank of the creek. The appearance of an ominous cloud was the final straw. Although the cloud was later confirmed to be just a smoke screen and not poisonous gas, Huang was already defeated. With another Japanese assault imminent, he felt incapable of leading the defense. “It's over. It's all over,” he said matter-of-factly, raising his sidearm to his temple. Nearby, senior officer Sun Liren intervened, urging him, “General, please go back. We'll take care of this.” The battle continued until 4:00 p.m., but the battalion that faced the brunt of the Japanese onslaught had disintegrated. Its commander was dead, along with all but one company commander and over half of the platoon leaders. Of the original 600 men, only 200 remained. This was not what the Tax Police Division had anticipated when they were pulled from the area south of Wusong Creek the previous month; they believed the strong defenses at Dachang could hold for at least a month or two, providing sufficient time for the exhausted troops in the rear to recover. On the evening of November 3, following the latest Japanese attempt to cross the creek, the Tax Police Division's commander ordered Sun Liren to rest. However, Sun felt the need to complete one last task: destroying the pontoon bridge the Japanese had constructed across Suzhou Creek, which remained largely intact despite repeated Chinese efforts to demolish it. Previous attempts, including frontal attacks and sending swimmers downstream with explosives, had failed. Finally, they prepared large rolls of cotton soaked in gasoline to roll downhill toward the bridge, but these efforts were halted by Japanese barbed wire. For his final attempt, Sun requisitioned sea mines to float them downstream and detonate them near the bridge. To ensure the success of this plan, he required the cooperation of engineers. Unfortunately, the engineers he ordered for the late-night mission had not been trained by him, and despite being of lower rank, they were disinclined to put in extra effort for an unfamiliar officer. They worked slowly, and by dawn, the mines had yet to be pushed into the water. In the early morning light, they became visible targets along the bank, attracting Japanese fire. Sun was hit, but he was among the fortunate; later, soldiers from the Tax Police Division found him beneath a pile of dead bodies, with doctors later discovering 13 bullet wounds in his body. His participation in the battle of Shanghai had come to an end. According to German advisors, the Chinese repeatedly made the same mistake in the struggle for Suzhou Creek: a lack of independent thinking among junior Chinese commanders prevented them from reacting aggressively to Japanese crossings. This delay allowed the Japanese to entrench themselves, and subsequent Chinese counterattacks often succeeded only after several costly failures. Moreover, Chinese artillery lacked the flexibility to adapt quickly and lacked training in selecting the appropriate ordnance for the situation. The Germans argued that this allowed the enemy “sufficient time to set up a good defense,” and even when later Chinese attacks achieved some significant successes, they failed to completely annihilate the enemy forces that had crossed the creek. Conversely, the Japanese were also frustrated, particularly their commander, Matsui Iwane. Although the 9th Division had made significant advances, the 3rd Division remained confined to a narrow strip of land south of the creek, thwarting hopes for a quick, decisive push southeast to trap the remaining troops in Shanghai and Pudong. On November 3, the birthday of Emperor Meiji, who was instrumental in modernizing Japan, Matsui reflected on his initial hopes of celebrating as the conqueror of Shanghai. Instead, he found himself disappointed, writing, “Now we've finally won a small piece of land south of Suzhou Creek, but the south of Shanghai and all of Pudong remains in enemy hands. That the festival is happening under conditions such as these is a source of boundless humiliation.” Japanese planners in Tokyo had been increasingly concerned that operations in the Shanghai area were not progressing as anticipated since the troop deployments began in August. Despite sending three additional divisions, the advances remained limited, prompting the Army General Staff to consider a more fundamental strategic shift in China. The core question revolved around whether to prioritize the northern campaign or the battles around Shanghai, as Japan lacked the resources to effectively pursue both. In early October, Japanese officers concluded that addressing the situation in Shanghai must take precedence. A large reason for this decision rested on fears of a potential soviet attack in the northeast before the New Year. With so many divisions stuck in Shanghai Manchukuo was quite vulnerable. On October 9, the Army General Staff established the 10th Army, specifically designed to shift the balance in Shanghai. This new force included the 6th Infantry Division, currently deployed in northern China, a brigade from the 5th Infantry Division known as the Kunizaki Detachment, and the 18th and 114th Infantry Divisions from the home islands. Command of the 10th Army was entrusted to General Yanagawa Heisuke, a 58-year-old veteran of the Russo-Japanese War who had recently retired but was recalled to service due to his suitability for the role; he had previously served as a military attaché in Beijing and as an instructor at the city's army college. The 10th Army was to be landed behind Chinese lines. There were two possible landing sites: the south bank of the Yangtze River, where earlier landings had occurred in late August, or the north bank of Hangzhou Bay. Hangzhou Bay provided the element of surprise thus it was selected. However when reconnaissance was performed, the area was found to be heavily fortified with many terrain issues that would complicate logistics. Matsui Iwane expressed his concerns in his diary, noting, “It would probably be much easier if they landed on the banks of the Huangpu and Yangtze Rivers. This plan gives me the impression of a bunch of young people at play”. The 10th Army was set to land before dawn on November 5. The Kunizaki Detachment would lead the assault, capturing a stretch of coastline east of Jinshanwei in the middle of the night. This would be followed by the 6th Division, with the 18th Division on its right flank and the 114th Division on its left. All units were to advance briskly north to the Huangpu River and cross it. A major objective north of the river was the city of Songjiang, a key transportation hub for both rail and road. Ultimately, the goal was to link up with Japanese units advancing south in the flat countryside west of Shanghai to encircle as many Chinese soldiers as possible. Secrecy was vital for the 10th Army in its preparations. The commanders recalled an old saying: “If you want to cheat the enemy, first you must fool your own men,” and decided to adhere to it. To mislead their forces before the embarkation of the 6th Division, they distributed maps of Qingdao, a northern Chinese port city, to create the illusion that it was the operation's target. This way, if any information leaked, it would mislead the recipient. On November 1, the convoy carrying the 6th Division departed the waters off the Korean Peninsula, heading south. The following day, it merged with another convoy transporting the 18th and 114th Divisions from Japan. Together, they formed a substantial fleet of nearly 200 vessels, necessitating heightened caution to avoid detection. Strict orders prohibited the use of lights, and radio silence was enforced at all times. As the ships neared Shanghai, they sailed in a wide arc offshore, only redirecting toward land when they were aligned with Hangzhou Bay. Upon learning their true objective, the soldiers felt a mix of excitement and apprehension as they crowded the dark decks, catching sight of the vague silhouette of the continent they were about to conquer. The advance unit, the Kunizaki Detachment, boarded its landing craft as planned at 3:00 am on November 5, heading towards its designated section of the coastline. Meanwhile, the rest of the 10th Army waited anxiously aboard ships anchored two miles offshore. The silence from the shore indicated that the detachment had encountered no resistance, although the ongoing radio silence left uncertainty. Eventually, the detachment signaled with light projectors that the landing had gone as planned. With this confirmation, the soldiers of the second wave began their approach. The 10th Army had intended for the invasion force to move swiftly from the landing zone to secure the area before the Chinese could mount a counterattack. Each soldier was equipped with a week's supply of rice and as much ammunition as he could carry to avoid being hindered by a lengthy supply train; mobility was essential. On the first day of the landing, the Chinese launched only two minor counterattacks. One occurred on the left flank but failed to hinder the advance north, while the other on the right flank also had limited success, forcing the Chinese to retreat ahead of the advancing Japanese troops. By mid-morning on November 5, over 3,000 Japanese soldiers had successfully landed, and this number continued to rise rapidly. The urgency of the situation was evident, and only swift and decisive actions could offer the Chinese generals a chance to avert catastrophe. However, instead of mounting an all-out effort to push the Japanese back into the sea, they chose to play a waiting game. The consensus among the command center of the 3rd War Zone in Suzhou during the early hours was that the landing forces were weak and intended to distract from more critical operations planned for the near future. Enemy resistance was weak and sporadic, allowing the Japanese divisions to make rapid progress despite encountering natural obstacles along their route. By the evening of November 5, less than 24 hours after the initial unit landed, they had advanced three miles inland. Before noon the following day, they reached a ferry port on the Huangpu River, where a group of over 100 soldiers managed to cross, clearing the way for the continued push toward Songjiang. Meanwhile, the left flank of the Japanese landing force engaged in more intense fighting for the first time but still managed to gain ground. The Japanese momentum appeared unstoppable.In desperation, the Chinese resorted to scorched earth tactics reminiscent of the Napoleonic Wars, similar to their earlier actions in Zhabei. They destroyed every building and field, burned crops, killed livestock, and poisoned wells, leaving nothing for the victors. It was the local population that ultimately paid the price, witnessing their ancestral homes reduced to ashes. Once the Chinese command was convinced that the invasion at Hangzhou Bay was a genuine main effort rather than a deceptive act, it directed all available forces south to contain the escalating threat. However, the Chinese had very few troops to spare. The Chinese dispatched a total of seven divisions and one independent brigade to the landing area. While this force appeared to be roughly twice the size of the Japanese, in reality, it was much weaker. Many of these units had endured extended battles and were not at full combat strength. They were sent south without adequate preparation, and their morale suffered due to the continuous stream of negative news from the front. Additionally, the same poor road network that hindered the Japanese slowed the Chinese reinforcements, resulting in many arriving too late to influence the conflict significantly. Once the opportunity to push the Japanese back into the sea was lost, the next best option was to halt their advance at the Huangpu River. Although this was a significant natural barrier, there were no fortifications prepared along its banks. Compounding the issue, a large number of civilian vessels were left on the south bank, providing the Japanese with an easy means of crossing. Confronted with a steady stream of better-equipped and experienced Japanese soldiers, many Chinese defenders occasionally retreated without a fight. In response to the threat from the south, the Chinese commanders repeated a costly mistake from previous crises: they deployed newly arrived troops in Shanghai directly into battle. This disregard for the exhausted condition of those troops, who had just completed a long trek from Henan province, left them ill-prepared for effective engagement. The 107th and 108th Divisions, part of the 67th Army, had only recently arrived in the Shanghai area when they were ordered on November 8 to move south to defend the strategic city of Songjiang at least until November 11. Though the commanders may have had no other choice but to deploy the 67th, the outcome was predictable. Despite their efforts to hold Songjiang, the two divisions could not stand against the Japanese, and by November 9, they had begun withdrawing from the nearly surrounded city. During the retreat, army commander Wu Keren was assassinated by a group of plainclothes men. Whether these were Japanese soldiers or local traitors hired for the task was never determined, making him the only general to lose his life in the entire Shanghai campaign. This setback rendered the 67th Army ineffective as a fighting force, leading to a complete retreat from the battlefield. Like many other lower-quality units in the Chinese military, the rank-and-file soldiers had never been encouraged to take the initiative, and the corps ultimately disintegrated after losing their commander. Amid the chaos and confusion at the landing zone, many Chinese officers concluded that the battle for Shanghai was lost and focused on salvaging whatever equipment they could before it was too late. On the morning of November 5, three artillery batteries stationed along the north shore of Hangzhou Bay attempted to resist the Japanese forces. As the Chinese front along Hangzhou Bay collapsed, even a successful retreat could be seen as a modest victory. Chiang Kai-shek was on the brink of a nervous breakdown as the full scale of the Japanese landing at Hangzhou Bay became evident. On the evening of November 5, he had over 20 anxious telephone conversations with Gu Zhutong, asking repeatedly, “Is there a fight?” Gu confirmed, “The artillery is bombarding us heavily. There are airplanes, warships.” That night, Chiang met with Chen Cheng and appeared to accept that it was time to abandon positions south of Suzhou Creek. However, political considerations prevented him from immediately communicating this decision to his commanders. He wished to see the Brussels Conference get underway without having China appear defeated and seemed to hope to hold out until November 13, aiming for a minor propaganda victory by demonstrating that China had endured for three months. On the night of November 8, Chiang issued a fateful command to Shanghai police chief Cai Jianjun, instructing him to hold Nanshi while the rest of the army withdrew west, a directive that sounded like a suicide mission. When Cai refused, Chiang's response was swift: “Shoot him.” Luckily for Cai, he escaped being shot. The Chinese retreat from Shanghai commenced in an orderly manner. At 10:00 am on November 9, the last soldiers organized their march southwest past St. Ignatius Cathedral, where thousands of refugees waited, leaving the city they had defended for nearly three months. As they departed, they burned significant properties, including factories and coal yards, to deny the Japanese valuable resources. Among the structures targeted was the Toyoda Cotton Mills, a prominent symbol of Japan's influence in the Yangtze Delta. Initially, the withdrawal seemed disciplined, reminiscent of earlier successful withdrawals that had surprised the Japanese. However, the situation quickly deteriorated as the Japanese pursued them relentlessly. By noon, they had secured Hongqiao Airfield, the site of earlier conflict, and aimed to inflict maximum damage on the retreating Chinese army. Japanese planes launched attacks from carriers offshore, machine-gunning the congested roads filled with retreating soldiers. Additionally, they bombed bridges and train stations, destroyed communication lines, and shelled already weakened transportation networks. With communications largely disrupted and scattered units receiving no coordination, chaos ensued. Soldiers became consumed by the instinct for personal survival, leading to a disorganized stampede as panic spread. Desperate to escape, many soldiers tried to access designated foreign zones. Some forced their way across checkpoints at gunpoint, while others disguised themselves as civilians to gain entry. A foreign correspondent observed a Chinese soldier throw away his rifle and jump into the polluted Siccawei Creek, wading across in just his underwear, to escape Japanese capture. Similarly, senior officers realized that rank would not protect them from Japanese retribution. General Ye Zhao, retreating with his staff, donned peasant clothes after encountering an abandoned farmhouse and was later captured by the advancing Japanese, who mistook him for a common laborer. As the Japanese approached Nanshi, the mostly Chinese area of Shanghai, the situation grew dire. A group of individuals accused of spying for the Japanese was executed by firing squad in public view, sparking terror among onlookers. As the government prepared to evacuate, officials urged the remaining residents to continue resisting, warning against traitors. The swift retreat of the Chinese Army shocked many Shanghai residents, who had believed the city could withstand the siege indefinitely. As the city fell in just a few hectic days, thousands of desperate civilians, burdened with their belongings, flocked to the bridges leading to the French Concession, pleading to be let in. However, they were met with hostility from French police, reinforced with tanks, who ordered them to turn away. When they resisted, local Chinese employees were forced to help drive them back, resulting in horrific scenes of violence. The New York Times correspondent Hallet Abend reported how the crowd was ruthlessly beaten back, with some falling into Siccawei Creek, where several drowned amid the chaos. Chinese resistance in Nanshi persisted, as pockets of soldiers were determined to make the conquest challenging for the Japanese. After three days of fighting, between 5,000 and 6,000 Chinese soldiers remained in Nanshi when the Japanese launched their final assault on the morning of November 11. They began a relentless artillery bombardment of the densely populated area. Foreign correspondents, including American journalist Edgar Snow, observed the battle from the French Concession across Siccawei Creek. Japanese tanks advanced cautiously through narrow streets, pausing to fire before retreating, while infantry moved carefully to avoid Chinese snipers hiding among the buildings. While most residents had fled, some civilians continued their daily lives amidst gunfire and explosions. An incident was reported where a group of Chinese were eating rice in a sampan when a machine gun opened fire, causing them to seek cover under the mat. The Japanese forces encountered familiar challenges as they advanced through Nanshi, struggling to set up pontoon bridges across canals, which slowed their progress. In a last stand visible to onlookers in the French Concession, the Chinese soldiers faced an unequal confrontation. The Japanese tanks fired upon them from only 60 yards away, and the defenders were subjected to intense air raids before being driven back. At a desperate moment, one Chinese soldier carried a wounded comrade across Siccawei Creek, dodging bullets, and received assistance from French guards. This encouraged more Chinese soldiers to cross into the French sector, surrendering their weapons to avoid certain death. They became internees, protected from the Japanese, although they felt betrayed by the circumstances that forced such a decision. Not all soldiers managed to escape in this manner; some relocated to a new position closer to the southern edge of the French Concession, near a water tower. This location offered even less protection than their previous one and quickly turned into a deadly encounter. Realizing they were losing, the Chinese troops fled toward the French sector, abandoning their equipment and weapons as they scrambled over barbed wire. The French commander commended their bravery and assured them they would not be returned to the Japanese. As the battle across Siccawei Creek drew to a close, victorious Japanese troops swept through the remaining unoccupied streets of Chinese Shanghai, eliminating the last pockets of resistance. Similar to previous encounters in Zhabei, defenders attempted to set fire to buildings to leave little for the occupying army. Thick smoke billowed over the district, limiting visibility, so onlookers in the French Concession relied on sound to gauge the battle's progress. As gunfire waned, cheers of “Banzai!” filled the air. At 3:34 pm, the Rising Sun flag was raised over the last Chinese stronghold in Nanshi, officially marking the end of the battle of Shanghai. In a city ravaged by war, the district of Zhabei became the epicenter of destruction, resembling a bleak lunar landscape. The area around the North Train Station was devastated, with gutted buildings standing like rugged cliffs and the asphalt roads marred by deep fissures resembling earthquake damage. As Chinese officials prepared to leave Shanghai for Nanjing, they tried to present a positive narrative about the battle, emphasizing that the sacrifices made were not in vain. Mayor Yu proclaimed that the lessons learned in Shanghai during the past 90 days could benefit the entire nation in the war against Japanese aggression, instilling confidence in the people that victory would eventually come. He spoke as if the war was over in Shanghai, which was true in a sense, as the major conflict had concluded. In late 1937, the Japanese believed they had achieved victory. On December 3, Matsui Iwane's army held a victory parade through the unoccupied International Settlement, a right they claimed as one of the governing powers. It was a serious miscalculation. Japanese civilians and ronin were recruited to act as rallying crowds, waving national flags, which triggered confrontations with foreign residents. The parade passed the Great World Amusement Center, where hundreds had died during "Black Saturday," prompting a Chinese man to leap from a building, declaring “Long Live China!” as he fell. As the parade continued down Nanjing Road, tensions grew among the accompanying police. Suddenly, a grenade was thrown from a window, injuring four Japanese soldiers and one British police officer. Matsui's veterans fanned out to apprehend the assailant, but it was a Chinese police officer who shot him dead. What was meant to be a triumph turned into a fiasco that confirmed the Japanese would struggle to secure even this small corner of China, let alone the vast territory of the country as a whole. The battle for Shanghai became the bloodiest international conflict in Asia since the Russo-Japanese War. By late October, the Japanese estimated that China had suffered 250,000 military losses in the fight for the city. In the months following the battle, Chinese sources reported casualties ranging from 187,200 to as high as 300,000. Regardless of the exact figure, the aftermath of the battle was catastrophic, severely impacting Chiang Kai-shek's best German-trained divisions. China faced a blow from which it would not recover until 1944, aided by significant American support. The high casualty rates stemmed from several factors. Many Chinese soldiers entered the battle expecting to sacrifice their lives, which led to a higher incidence of fatality due to their willingness to launch suicidal attacks against heavily fortified positions. Chinese tactics, which relied on numerical superiority to counter Japan's material advantages, essentially turned the conflict into a struggle of manpower against machinery. While this approach had a grim logic, it starkly contrasted with the reluctance of Chinese commanders to sacrifice valuable imported equipment. They were quick to expend their best divisions in intense fighting yet hesitated to utilize their key weaponry for fear of Japanese air raids. The elite 87th and 88th Divisions faced near depletion within days, while the Pudong artillery operated minimally over three months to avoid drawing enemy fire. One might question what Chiang Kai-shek achieved from such immense sacrifices. If his primary goal was to divert Japanese forces from the north, where they enjoyed easy victories, then the battle in Shanghai could be viewed as a success for China. As autumn 1937 progressed, Japanese commanders were increasingly forced to redirect their focus and resources to the more complex and tactically challenging terrain around Shanghai, where their technical superiority was less effective than on the northern plains. However, shifting the war to central China also posed risks, threatening the economic hub and political capital in Nanjing, ultimately resulting in a Japanese occupation that would last nearly eight years. If Chiang also wished to attract foreign attention, it is unclear how successful he was. The battle unfolded in front of thousands in the International Settlement and French Concession and garnered international media coverage, with many foreign correspondents arriving to report on the conflict. For three months, Shanghai dominated the front pages of major newspapers, and the Chinese effectively utilized propaganda to highlight events such as the desperate “Lost Battalions” fight in Zhabei. Yet, none of the major powers felt compelled to offer substantial support to China, and even the Brussels Conference failed to provide any useful assistance. Both Western powers and the Soviet Union were closely watching the conflict. Chiang hoped for Soviet support, and historical records suggest that Soviet diplomats encouraged him with vague assurances. China aimed to provoke Soviet entry into the war against Japan; however, the outcome may have been counterproductive. By engaging Japan, China effectively diminished the likelihood of a Japanese assault on the Soviet Union, as Japan needed to subdue China first. The Soviets eventually started providing material aid, including the arrival of nearly 300 Russian attack and bomber aircraft in mid-October, but this assistance was a poor substitute for a genuine ally. Additionally, while the Soviet Union emerged as a hesitant partner for China, China lost the substantial support it had previously received from Germany. The Germans played a crucial role in Shanghai during the 1937 conflict, with every major Chinese unit having at least one German advisor. Chiang Kai-shek's strategic decision to make a stand in Shanghai appears to have been significantly influenced by General Falkenhausen's opinions. Chiang had initially welcomed the German proposal to fight for Shanghai and was resolved to see it through, regardless of the cost to his troops. By 1938, German advisors began departing China, coinciding with the outbreak of war in Europe. Unfortunately, their experiences in China did not translate into lessons for their future military engagements, particularly regarding urban warfare, which might have been beneficial in battles such as Stalingrad during the winter of 1942–1943. Instead, they returned to more conventional military roles in Europe. Despite enduring the most suffering in and around Shanghai during 1937, the battle proved to be far more costly for the Japanese than their commanders had anticipated. By November 8, Japanese military casualties totaled 9,115 dead and 31,257 injured. Although the Japanese forces enjoyed overwhelming advantages in artillery and air power, they could not compensate for their leaders' consistent underestimation of Chinese resilience and fighting spirit. The flow of reinforcements was disorganized, leading General Matsui and his commanders to feel they never had enough troops to achieve a swift and decisive victory. As the Shanghai battle neared its conclusion, Matsui became increasingly confident that he could inflict a blow on Chiang Kai-shek from which he would never recover. In an interview with a German reporter in late October, Matsui stated that after capturing Shanghai, the Japanese Army would march on to Nanjing if necessary. He had a keen political sense and believed it better to act independently than wait for orders from Tokyo, declaring, "Everything that is happening here is taking place under my entire responsibility." Without an aggressive general like Matsui, it's questionable whether the Japanese would have proceeded to Nanjing. Initially, they focused on pursuing retreating Chinese forces, a sound tactical decision that did not imply an expansive strategy to advance to Nanjing. However, after another surprise amphibious landing on November 13 on the south bank of the Yangtze River, the Japanese commanders felt positioned to push for Nanjing and bring the war to a conclusive end. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. Thus with that the battle for Shanghai, known to some as China's Stalingrad had come to a brutal end. Chiang Kai-Shek gambled the cream of his army to gain international sympathy for his nation, but had it worked? Japan was taking the northeast, and now with Shanghai conquered, the path to Nanjing and unimaginable horror remained.
I ran the numbers, and we may be running out of Bitcoin sooner than people thought. We go over these numbers and what you need to be doing about it (if it's not obvious) in Episode 216. Recommended Crypto Trading Platform (And Bonus Eligibility) - https://nononsenseforex.com/cryptocurrencies/best-crypto-trading-platform/ For Decentralized Crypto Trading (US Citizens Can Join) - https://nononsenseforex.com/decentralized-trading-platform/ Blueberry Markets Blog (Top FX Broker) - https://nononsenseforex.com/uncategorized/blueberry-markets-review-my-top-broker-for-2019/ Follow VP on Twitter https://twitter.com/This_Is_VP4X Check out my Forex trading material too! https://nononsenseforex.com/ The host of this podcast is not a licensed financial advisor, and nothing heard on this podcast should be taken as financial advice. Do your own research and understand all financial decisions and the results therein are yours and yours alone. The host is not responsible for the actions of their sponsors and/or affiliates. Conversely, views expressed on this podcast are that of the host only and may not reflect the views of any companies mentioned. Trading Forex involves risk. Losses can exceed deposits. We are not taking requests for episode topics at this time. Thank you for understanding.
Welcome to "In The Trenches with Dave Lapham," presented by First Star Logistics.[1] As the Cincinnati Bengals prepare to kick off their 2025 preseason, legendary Bengals offensive lineman and longtime broadcaster Dave Lapham joins Dave Berk to provide an in-depth preview of the first matchup against the Super Bowl champion Philadelphia Eagles. This episode is packed with expert analysis on key players, crucial position battles, and what fans should be watching for as the team begins its journey. Joe Burrow: A Talent Aging Like 'Fine Wine' A significant portion of the discussion is dedicated to the exceptional talent of quarterback Joe Burrow. Berk, who has watched Burrow since his high school days, offers unparalleled insight into his development. Lapham describes Burrow's continuous improvement as being "like a fine wine," noting that every year he gets better. This isn't just about natural talent; it's about a relentless work ethic and a profound understanding of the game. Lapham breaks down the nuances of Burrow's mechanics, his pinpoint accuracy, and his flawless footwork. He emphasizes that Burrow's ability to process defenses, both pre- and post-snap, is what truly sets him apart. According to Lapham, Burrow was "born and bred to throw a football," and his ability to place the ball exactly where it needs to be, with velocity, is a sight to behold. Berk and Lapham agree that the difference between Burrow and any other quarterback in camp is immediately obvious, highlighting his status as a truly elite, once-in-a-generation player. The Trenches: A 'Huge Battle' on the Offensive Line The conversation naturally shifts to the men tasked with protecting the franchise quarterback. Lapham identifies the interior offensive line, specifically the guard positions, as the most critical area to watch this preseason. He calls it a "huge battle" that could very well determine the success of the Bengals' entire season. The guards were a weak link last year, and the team has made a concerted effort to address this through the draft and free agency. A major focus is on rookie offensive lineman Dylan Fairchild from Georgia. Lapham is incredibly high on Fairchild, calling him one of the most "finished products" he's seen coming out of college in a long time. He praises Fairchild's technical skill, his powerful feet, and his hand usage. Having played in the highly competitive SEC and for a national championship-winning program, Fairchild has been tested against the best and understands what it takes to win. Lapham believes he is destined for an "outstanding career" and will likely start at guard for the Bengals. The development of depth at offensive tackle behind starters Orlando Brown Jr. and Amarius Mims is also a key storyline, as the long NFL season always tests a team's resilience. New-Look Defense and Key Players to Watch Under new defensive coordinator Al Golden, the Bengals' defense is another area of intense focus. While the preseason schemes will be "pretty vanilla," Lapham explains that the coaches will be evaluating individual performances, consistency, and accountability. Golden is instilling a culture of meticulous detail, ensuring every player understands not just their assignment, but how it fits into the broader defensive concept. The goal is to build a unit where teammates can trust each other to execute on every snap. The hosts also highlight specific players fans should keep an eye on, including Desmond Ritter, who is competing for a backup quarterback role, and the new, young linebackers who are expected to bring speed and energy to the field. Conversely, several key players are not expected to play in the first preseason game, including Dax Hill, B.J. Hill, Cam Taylor-Britt, and Mike Gesicki. "In The Trenches" is proudly presented by First Star Logistics, one of the fastest-growing companies in Cincinnati. They are expanding their brokerage department and looking for individuals seeking a fast-paced career in the logistics industry. Visit FirstStarLogistics.com to learn more about joining their team at one of the top places to work in the area. Don't forget to LIKE this video, SUBSCRIBE to the channel for more exclusive Bengals content, and SHARE it with fellow fans! Who Dey
AI adoption, dollar weakness and tax savings from the Big Beautiful Bill are some of the factors boosting our CIO and Chief U.S. Equity Strategist Mike Wilson's confidence in U.S. stocks.Read more insights from Morgan Stanley.----- Transcript -----Welcome to Thoughts on the Market. I'm Mike Wilson, Morgan Stanley's CIO and Chief U.S. Equity Strategist. Today on the podcast I will discuss what's driving my optimism on stocks. It's Tuesday, July 29th at 11:30am in New York. So, let's get after it. Over the past few weeks, I have been leaning more toward our bull case of 7200 for the S&P 500 by the middle of next year. This view is largely based on a more resilient earnings and cash flow backdrop than anticipated. The drivers are numerous and include positive operating leverage, AI adoption, dollar weakness, cash tax savings from the Big Beautiful Bill, and easy growth comparisons and pent-up demand for many sectors in the market. While many are still focused on tariffs as a headwind to growth, our analysis shows that tariff cost exposures for S&P 500 industry groups is fairly contained given the countries in scope and the exemptions that are still in place from the USMCA. Meanwhile, deals are being signed with our largest trading partners like Japan and Europe that appear favorable to the U.S. Due to the lack of pricing power, the main area of risk in the stock market from tariffs is consumer goods; and that's why we remain underweight that sector. However, the main tariff takeaway for investors is that the rate of change on policy uncertainty peaked in early April. This is the primary reason why earnings guidance bottomed in April as evidenced by the significant inflection higher in earnings revisions breadth—the key fundamental factor that we have been focused on. Of course, the near-term set up is not without risks. These include still high long-term interest rates, tariff-related inflation and potential margin pressure. As a result, a correction is possible during the seasonally weak third quarter, but pull-backs should be shallow and bought. In addition to the growth tailwinds already cited, it's worth pointing out that many companies also face very easy growth comparisons. I've had a long standing out of consensus view that the U.S. has been experiencing a rolling recession for the last three years. This fits with the fact that much of the soft economic data that has been hovering in recession territory for much of that period as well—things like purchasing manager indices, consumer confidence, and the private labor market. It also aligns with my long-standing view that government spending has helped to keep the headline economic growth statistics strong, while much of the private sector and many consumers have been crowded out by that heavy spending which has also kept the Fed too tight. Meanwhile, private sector wage growth has been in a steady decline over the last several years, and payroll growth across Tech, Financials and Business Services has been negative – until recently. Conversely, Government and Education/Health Services payroll growth has been much stronger over this time horizon. This type of wage growth and sluggish payroll growth in the private sector is typical of an early cycle backdrop. It's a key reason why operating leverage inflects in early cycle environments, and margins expand. Our earnings model is picking up on this underappreciated dynamic, and AI adoption is likely to accelerate this phenomenon. In short, this is looking more and more like an early cycle set up where leaner cost structures drive positive operating leverage after an extended period of wage growth consolidation. Bottom line, the capitulatory price action and earnings estimate cuts we saw in April of this year around Liberation Day represented the end of a rolling recession that began in 2022. Markets bottom on bad news and we are transitioning from that rolling earnings recession backdrop to a rolling recovery environment. The combination of positive earnings and cash flow drivers with the easy growth comparisons fostered by the rolling EPS recession and the high probability of the Fed re-starting the cutting cycle by the first quarter of next year should facilitate this transition. The upward inflection we're seeing in earnings revisions breadth confirms this process is well underway and suggests returns for the average stock are likely to be strong over the next 12-months. In short, buy any dips that may occur in the seasonally weak quarter of the year. Thanks for tuning in; I hope you found it informative and useful. Let us know what you think by leaving us a review. And if you find Thoughts on the Market worthwhile, tell a friend or colleague to try it out!
Keith discusses the impact of inflation and interest rates on real estate investing, emphasizing passive income strategies. He highlights the Florida housing market, noting a 26% increase in listings post-pandemic. Investor and Florida homebuilder, Jim, joins this episode to explain the overbuilding in the emotional market versus the underbuilt workforce housing. His company focuses on new construction in areas like Ocala, offering 40-year loans with 5.25% fixed rates, and boasting an average tenancy duration of over three years. They also provide two years of free property management and a 10-year builder warranty. Resources: Schedule a free strategy session with a GRE Investment Coach to evaluate the opportunity at GREinvestmentcoach.com Show Notes: GetRichEducation.com/564 For access to properties or free help with a GRE Investment Coach, start here: GREmarketplace.com GRE Free Investment Coaching: GREinvestmentcoach.com Get mortgage loans for investment property: RidgeLendingGroup.com or call 855-74-RIDGE or e-mail: info@RidgeLendingGroup.com Invest with Freedom Family Investments. You get paid first: Text FAMILY to 66866 Will you please leave a review for the show? I'd be grateful. Search “how to leave an Apple Podcasts review” For advertising inquiries, visit: GetRichEducation.com/ad Best Financial Education: GetRichEducation.com Get our wealth-building newsletter free— text ‘GRE' to 66866 Our YouTube Channel: www.youtube.com/c/GetRichEducation Follow us on Instagram: @getricheducation Complete episode transcript: Automatically Transcribed With Otter.ai Keith Weinhold 0:01 welcome to GRE. I'm your host. Keith Weinhold, what control do you have over inflation and interest rates? Then, with the Florida housing oversupply and resultant attrition and price levels, wouldn't it be interesting to talk to a prominent Florida homebuilder? That's just what we do today on get rich education. Speaker 1 0:27 Since 2014 the powerful get rich education podcast has created more passive income for people than nearly any other show in the world. This show teaches you how to earn strong returns from passive real estate investing in the best markets without losing your time being a flipper or landlord. Show Host Keith Weinhold writes for both Forbes and Rich Dad advisors and delivers a new show every week since 2014 there's been millions of listener downloads in 188 world nations. He has a list show guests and key top selling personal finance author Robert Kiyosaki, get rich education can be heard on every podcast platform, plus it has its own dedicated Apple and Android listener phone apps build wealth on the go with the get rich education podcast. Sign up now for the get rich education podcast, or visit get rich education.com Speaker 2 1:12 You're listening to the show that has created more financial freedom than nearly any show in the world. This is get rich education. Keith Weinhold 1:28 Welcome to GRE from coral, Illinois to Cape Coral, Florida and across 180 nations worldwide. I'm Keith weinholden. You are inside for another wealth building week. This is get rich education, the voice of real estate investing since 2014 with inflation on the upswing and is currently approaching 3% again, the formula is small. Down payment. Bank buys you the house. Tenants pay down the loan. Property Manager handles nearly everything. You collect cash every month. Inflation builds you massive wealth, and that's real estate, all right. And no one really knows what's going to happen with inflation and interest rates, those two positively correlated indicators, but at times we have an illustrious guest that will make a prediction. And GRE episode 224, from January of 2019 has been getting some attention lately. That's back when interest rates of all types were really low, and when I interviewed legendary investor Jim Rogers in Singapore, listen in to what he told you, and I on that episode, then Speaker 3 2:49 you ask me, we're now headed up again, and interest rates are going to go go much, much, much higher over the next few decades, and it's going to ruin a lot of people. I hope none of your listeners get ruined. I hope I don't get ruined, but rising interest rates are here for a long time. Keith, be worried. Be careful. Keith Weinhold 3:08 Yeah, some real Jim Rogers prescience there in Episode 224 he has seen some cycles. Now as investors, we've got regional phenomena and national phenomenon mortgage rates. They're a national one, because more or less, whenever you finance property anywhere in the nation, your rate is going to be the same nationwide. Perhaps you feel then like you don't have any control over your mortgage rate. Well, I've got two points to that. First, understand that today, mortgage spreads are almost back to normal. Now, what does that mean? Mortgage spreads from listening to the show, you probably know that the mortgage rate you pay is dictated more on the level of bond yields than it is the Fed funds rate that your own Powell controls. Well, 30 year mortgage rates are historically almost 2% above the bond yield, meaning they're 2% above the yield on the 10 year T note, okay, that's the bond yield. The spread was recently above 3% now it is down to about two and a half. To be clear, mortgage rates are now just about two and a half percent above bond yields in this narrowing, that means there's more investor confidence in the mortgage market, and that suggests that lenders are willing to offer loans at competitive rates without succumbing to volatility. So lenders are less concerned about the risk of you quickly refinancing out of the loan that they just worked to make for you, the translation is that this opens the door to make it easier for mortgage rates to fall to 6% and they've been nearly seven for a while. Though I don't predict rates. I'm speaking about probabilities here. Now some people want to lock up property before rates fall, because when rates fall, many think home prices will surge because more people can afford property than higher demand. And I think we all know that the conventional wisdom is to lock in your price now and then if rates fall, you refinance. Conversely, if rates go higher, well then you'll be glad you bought today when rates were lower. But today we're talking about how you can really control the mortgage rate you pay when you work with a builder that won't only see that your mortgage rate gets bought down, they'll ensure that they are the ones paying for the pie down, not you. That's key, as we talked to a home builder in Florida today, a state that makes headlines for being overbuilt, it's a case study in how a market gets to an overbuilt condition, or does it really get overbuilt? It depends on this segment of the real estate market that you're focused on as an investor, as you'll see today, let's meet this week's guest. Keith Weinhold 6:05 I'd like to welcome Jim onto the show today. He's one of the founding partners of a prominent Florida home builder. They built over 9000 residences, and they have 120 plus full time employees, and it's been such an interesting time in Florida home building and the real estate market, so that's why we're chatting today. Hey Jim, welcome onto the show. Keith, great to be back. Thanks for having me. Let's talk about the problem statewide. Florida has about 26% more listings, more available housing inventory, as compared to pre pandemic levels. That's created some problems, some price attrition. Talk about, why did Florida get over built? Or are they not truly overbuilt when we segment that by product type. Jim Sheils 7:02 Well, like you said, Keith, product type is really important to decipher here, because it does help dissect the problem a little more clearly. There's a lot of different markets happening, but two of the main things that I've seen that have caused the softening of certain segments of the market is one insurance if you are buying a 1957 home in southwest Florida, a few blocks from the beach, it is possible that your insurance has gone up four to five times. Yeah, the annual thing. So that is going to really start to shake people who own those properties. They're going to feel a little triggered to sell, and it's going to be more difficult to sell, because if you have an agent go and show that property and they ask for a good faith estimate from a lender, and they say, Well, what's your current insurance? That can really scare people. So that type of property normally properties older before 2004 when the rules changed, with higher insurance, that can change it. The second thing is, the emotional market always seems to take a hit, Keith, and I've heard you talk about this before. Now, the emotional market that I talk about is we have our median value in any of the real estate markets, right? And you go about 25% above the median, maybe 30% above the median values. That's what I call the emotional market. These are the really nice houses that are fun to visit. You know, nice to stay in, nice to live in, but they are emotional. This is an emotional market. The cash flow numbers have never worked. They're not on the ultra high end that those people normally own cash and they don't really care the fluctuation. It's that level above the median where I see the emotional market really take the hit, because when the emotion comes out, while the people it's harder to sell to find the buyers, especially with the rates jumping the way that they have over the last two years, there's not the ability to sit back and say, Well, you know what, Keith, I'm just going to hold this and rent it, because their negative position, their negative cash flow every month, begins to sink them quickly, and so that's where you see that pressure downward on that emotional market. If that makes any sense. Keith Weinhold 9:06 did Florida really get ahead of itself with the increase in pandemic migration? Was there more building because they projected that high migration rate to continue, and it just didn't. Is that why areas of Florida are overbuilt. Jim Sheils 9:22 What I believe happened was the migration was there, Keith, but again, you have to look at the sectors of the market. Now, when you're looking at a large national home builder, their goal is to sell the property with the greatest profit spread. It's just that simple, and those are the properties when times are good and times are hot, this emotional market, you know, 20, 30% above the median value for an area that's a very easy time to promote and to sell those types of properties and make the best spread for them. And so, yes, in that area, they got ahead of themselves, because it was easy to market to, easy to promote to. And again. In. Some people untrained investors, or people just emotional and saying, Well, I'm gonna have a second home in Florida, and I'll get there more often than I think I will. That causes that issue now, but going to the lower segment, like the workforce housing, like you and I have talked about, well, that has been underprepared for the migration and affordability. That is my word of the year, affordability, the affordable housing, the workforce housing. When you look at the stats, I think it was last year we found the stat that for every 25 workforce housing, new construction workforce housing, there's 100 renters. And so the workforce housing has been underdeveloped, and why? You know, we're a niche builder. It's very rare for a builder like us to focus on workforce housing. That's not the focus of many of the larger builders. They're on that more emotional market. So that's where we focus. But with builders like us focusing on that, no one else that part of the market, Keith has been under supplied, actually in the last few years, because the net migration didn't need those emotional houses. They needed the workforce housing. Keith Weinhold 11:05 This is a great distinction. We can look at a stat like there's 26% more available housing inventory in Florida statewide than there was pre pandemic, but you've got to parse that by product type, workforce housing, which you specialize in, including build to rent, housing has not been oversupplied, not nearly to that same extent. It could even be undersupplied, depending on where you're at. These are the properties that make the best long term income properties. I hope you the listener caught it there. Jim gave an important date. 2004 is a key year when there were changes to building codes, which results in what your insurance premiums are going to be. Tell us more about that. Jim Sheils 11:50 Yeah, 2004 right through Punta Gorda, Florida, where we build now. There was Hurricane Charlie came through. My dad's cousin, I have actually lived there at the time. I mean, that place got decimated. Keith, it got absolutely decimated, and the government called timeout. They said, timeout. Okay, we got to stop this. New rules. Moving forward, we're going to change the structural design requirements. We're going to change the elevation requirements. This is the big one. So you know, back in the day, you and I, if we were back in 1962 in Fort Myers, Florida, we could build a house at two feet or three feet above sea level. Those days are gone. If you're going to build a property like going back to Punta Gordon, now today, you have to build it 13 to 14 feet above sea level. So that means builders like us got to bring in a lot of dirt, and we grumble and complain about it until a storm goes through and we have no flooding on any of our properties. But that was a requirement, then stronger fasteners and structural design, because they just didn't want that risk or this type of damage. And it's been interesting, because they've been two hurricanes, you know, since 2004 that have really gone right over the eye. The main power of the storm has gone through. Punta Gorda. I've actually showed this on some videos that we've done on YouTube, like the flyover the next day, and you would think, Oh, well, maybe there was like a strong wind that went through, because there's palm fronds down and some fencing, but the houses are intact, and it's because things had to be rebuilt to today's standards. So I always tell people, hey, you know, we'd love to help you get a house, but if you're just going down there to find a house, I would highly recommend you look at the elevation and look if your house was built before the year 2004 or after, because that is really when things started to change. Not that a house earlier might not have what you're looking for, but elevation is such a key component when you're near coastal areas in Florida, the elevation of your home. Keith Weinhold 13:41 Is it that simple? Pre 2004 you're likely to pay substantially higher insurance premiums on your Florida property than you are if the build year was 2004 or later. Jim Sheils 13:52 It's a main component, Keith, another component will be to that is, you know, how close are you to the beach? If you're within, you know, a half a mile of the beach that can have an on lower ground of an older property, those combinations for risk analysis for an insurance company will come up not in your favor, and so you have to put that into account too. Again, the further you move inland, especially the further you move north, and the further you move inland in Florida, the insurance premiums go down because the risk assessment of the last 100 Years of hurricanes has been so much dramatically lower of actually causing issue. Keith Weinhold 14:29 We'll talk about the Florida areas that you build in later. But first, let's just pull back. Talk about statewide. How bad is it? How bad is it with the overbuilt condition in some segments of the residential market, and how that's led to price attrition, a lack of rent growth or rental occupancy rates that are hurt potentially. Can you speak to that? How bad is it now, Jim Sheils 14:54 again, going to the segment of the emotional market, so we're talking 20 to 30% above the median. In price in an area that's going to be bad, that's where you're going to have to have downward pressure. You're going to have to your property may have appreciated Well, if you did in 2020, but you're not selling a peak pricing. You're going to have to come off your numbers a good amount, because there's not as many buyers. And also, you got to remember, coupled with that pricing coming down, it's also the interest rates we got pretty spoiled. You know, three and a half percent interest rates, two and a half percent interest rates for some homeowners, that's just not the norm now. So when you're going off those numbers, the affordability, the ability to make that payment, has really been affected. So that emotional market, I think we're going to see a continued softening in that and again, in that emotional market too. To what I saw was, and I own some short term rentals, and I like short term rentals, but what we saw there was a rush, like, almost like a California gold rush, here in Florida, to people coming in and buying what they consider a short term rental, which was not really desirable for short term rent. It could get a few people here and there, but they would buy it, this emotional market, and then the numbers wouldn't work out. Now that, as well, is starting to put pressure on people saying, Oh, I'm losing so much money every month. Let's just sell and again, that emotional market, that area, 20, 25% 30% above median value. That's where we're seeing that. So you're going to see some pressure downward of that, I'd say at least another 10% because there's already been a dip in some areas 15 to 20% so there has been a correction in those and I think we'll continue to see that until some of this stabilizes. Keith Weinhold 16:32 Talk to us about how the rental segment's doing, statewide Jim Sheils 16:36 rental, we saw a stagnation for about a year and a half to two years, and just in the last six months, we've seen an increase in some of our main markets here. Again, when I say they main markets here, I'm always speaking, because that's what we stick to, the workforce housing. So we've seen workforce housing some of our main central Florida markets and some of our Northeast markets go up another 50 to $100 which was great, because it was stagnant for about two years. About two years. And then you'll see a continued dip of probably, you know, 10 to 15% on some of that emotional market rentals, because now there's a rush to try to rent them, and again, there's not as much of a demand for that segment of the market. Keith Weinhold 17:17 We're talking with a prominent Florida home builder about Florida's temporarily overbuilt residential housing type. We've already learned that 2004 is a key year for what your insurance rates are likely going to be. We've also learned about how you need to segment these residential housing markets between workforce housing and the emotional side of the market. You're listening to get rich education more when we come back on Florida real estate, I'm your host, Keith Weinhold. Keith Weinhold 17:46 the same place where I get my own mortgage loans is where you can get yours. Ridge lending group and MLS, 42056, they provided our listeners with more loans than anyone because they specialize in income properties. They help you build a long term plan for growing your real estate empire with leverage. Start your pre qual and even chat with President Chaley Ridge personally while it's on your mind, start at Ridge lendinggroup.com that's Ridge lendinggroup.com. Keith Weinhold 18:18 You know what's crazy, your bank is getting rich off of you, the average savings account pays less than 1% it's like laughable. Meanwhile, if your money isn't making at least 4% you're losing to inflation. That's why I started putting my own money into the FFI liquidity fund. It's super simple. Your cash can pull in up to 8% returns, and it compounds. It's not some high risk gamble like digital or AI stock trading. It's pretty low risk because they've got a 10 plus year track record of paying investors on time in full every time. I mean, I wouldn't be talking about it if I wasn't invested myself. You can invest as little is 25k and you keep earning until you decide you want your money back. No weird lockups or anything like that. So if you're like me and tired of your liquid funds just sitting there doing nothing, check it out. Text family tp 66866, to learn about freedom. Family investments, liquidity fund, again. Text family to 66866, Kristen Tate 19:29 this is author Kristen Tate. Listen to get rich education with Keith Weinhold, and don't quit your Daydream. You Keith Weinhold 19:46 welcome back to get rich education. Jim is with us, a prominent Florida home builder, and it's so interesting to talk to a home builder today because you think a Florida is overbuilding Ground Zero, even though, paradoxically. Nationally, we're still in a somewhat under built condition, where there's somewhat of a lack of available housing supply. Now, back on our April 28 show, exactly three months ago today, which I know that you listened to Jim, that show was titled, is Florida real estate doomed? And the short answer is no and I gave a number of reasons for that. You don't want to catch a falling knife as an investor. One prominent reason that Florida real estate is not doomed, and you're not catching a falling knife, and this is so close to being 100% predictable, is the fact that the growth is going to be there. It always has been in Florida, the in migration has been remarkable. If you go back and look at every census over about the last 200 years, since 1830 Florida has grown substantially every single census, oftentimes and usually at a rate greater than the national average. So in migration is almost certainly going to continue, which, over the long term, will put upward pressure on prices, upward pressure on rents, and help with rental occupancy as well. When you have a vacancy, that next incoming tenant is going to be there, I think that's about as close to predictable as it can possibly get. So talk to us more about the dynamics in Florida and the in migration. Jim Sheils 21:26 It's funny, Keith, last year the net migration, and you can check through all the stats out there. The net migration number for Florida, that means more people, obviously coming in than leaving, and the surplus was just about 470,000 so we still have a growth of 470,000 and people have set up. Florida. Net migration is over. And I'm going, well, it was pretty superb during the pandemic, but to say it's over when it's about a half million up from last year, I think would be a misconception for at the very least. So we feel the people are still coming, and we're asking, what kind of housing do they need? Do they need that higher end, emotional market housing? Not what we're seeing, what they're needing is affordability. They're going to areas where there's still great job source, there's still great affordability, and that's what we look for. Where can we still build a new construction, single family home for under $300,000 and have great job source close by. That's one of the things that we look for. Also, where is there that under supply of that workforce housing? There are very key markets in Florida that you know about that we build in. We're saying, yeah, there's lots of stuff on the market up there, but there is no supply of this workforce housing. We're going to keep building. And as you know, we have not stopped building the last two years, when a lot of people have run for the sidelines because they weren't in our sector of the market. Keith Weinhold 22:48 Of course, you're very strategic about where you build geographically. Talk to us about where those places are Jim Sheils 22:54 right now. Keith, my pick of the year has been the greater Ocala region, and I know we've been working with a lot of GRE folks in that region. Couple of reasons why, still had the strongest migration of any area in the US. And you can look that up. U haul had it as number one destination place. This was when I say greater Ocala. I look at Ocala, citrus springs, Inverness, that central Florida area. You know, still in some of those markets, Keith, we're building homes for 200 60s, 270,000 that's new construction, and enabled to get great rent and great financing, which no we'll talk about. And the job source is remarkable right now. In fact, interesting statistic, Keith, I know you watch this closely. In Ocala, the median price of a home is just around 300,000 main Ocala, you can get cheaper when you go out to citrus springs and Inverness, down to the 260s 270s but the median family income is 72,000 and when you look at that, that is a very good affordability index. That's very high average family income compared to a low median price, and that's bringing in more jobs. That's bringing in more security. Couple that with Central Florida being one of the lowest hurricane risk zones in the state. It's the highest ground. It's the furthest inland, in fact, to ensure a single family home on average in that area, about $65 a month for full coverage, wow, for a duplex, $105 a month, full coverage. And that's the advantage of new construction buying in the right areas or low hurricane risk zone and great job source coming in. So my favorite market right now, Keith, is that Central Florida, Ocala, citrus springs, Inverness, that's where we're building. Oh, that's also when people say it's overbuilt. Well, no, because we know that we're actually building for a few of the big institutions that have way bigger analysis departments than we do, and they're seeing that it's so behind on housing that people are finally going in. It was kind of an overlooked market all through the pandemic for the most part, and now it's finally getting people's attention. Keith Weinhold 24:58 A couple months ago. On the show, I shared how a close friend purchased a new build Ocala duplex through you, the rents he got were even a little higher than you projected, and his insurance premium is $694 again, this is for a duplex. I forget. I think the purchase price was 400 to 420k on this new build property. Jim Sheils 25:23 Yeah. And it's funny when people, we have lots of investors coming from all over, but I was in California's, know, for years. And when people hear a quote like that, like that, you just said 650, $6 they think that's for the month. And I say, No, no, no, that's for the year. And again, that's the misconception now, but you could pick up and you could go to a coastal area again, like I said in a 1952 duplex built at two feet above sea level that's had hurricane issues before, and your insurance could be $8,000 a year. Yeah, that's where you have to really shop before you actually pull the trigger on property. What are the taxes? What are the insurance? I mean, this is going back to core play, core strategy, but it's something you really have to look at Keith Weinhold 26:07 talk to us about the product types that you're offering, all new build, and what percent of single family, duplexes and larger Jim Sheils 26:15 the main majority of what we're building right now is single family and duplex. The numbers work great. They're in high demand. You know, duplexes are a pretty interesting product, Keith, because you can put them in single family home neighborhoods, and, you know, families that couldn't normally rent, afford to rent a full house there, can avoid an apartment building, still feel like they have their own home and afford to be in that neighborhood. So I'd say 80% of what we're doing is a combination of single family home and duplexes, and then, as you know, we still are building some of our quads, our four unit buildings in some areas of northeast Florida, like Jacksonville, Keith Weinhold 26:50 expenses have obviously been on the mind of real estate investors. More so since interest rates doubled to tripled in 2022 you're selling to investors. Investors need the numbers to work. Since they're not in the emotional market, we're in the market where we're looking at numbers, and that biggest expense, of course, is your mortgage principal and interest. So you found a way to deal with high insurance premiums, because on most or all of your properties that you sell to investors, those insurance premiums are excessively low. Talk to us about what you've done with the mortgage rates, for investors Jim Sheils 27:27 it's such an important point here, Keith, I remember hearing a warren buffett thing years ago saying, Well, I'm not really in the real estate and that, but for me, when I look at it, a house is worth what it can rent for. And that always stuck with me being Warren Buffett, even though he's not heavily invested in real estate like we are. But for get his sage advice on that that's always stuck with me. So when you're getting a property, yes, you want to have fair price, but the terms around it that actually produce the cash flow, or what's the condition of the property, where is it? But then the other fundamental numbers, what is your insurance? What are your taxes? And then the final big thing is, if you're leveraging, which I encourage, what's your mortgage? And so as you know, we're probably as obsessed with financing as we are with building right, cuz that's our model. We gotta build right. We gotta finance right. So we're always looking for the most advantageous programs where we can team up with banks. They'll allow us to pay an abnormal amount of points, which means discount points that we will pay, not the buyer, we will pay for our buyers to get the rate the lowest and most advantageous. We don't like short term teaser loans, where your rate's going to adjust in 18 months or two years. We saw a lot of people get in trouble with that, at least I did back in the Oh 708, days. So we want long term financing and low interest that's going to produce a cash flow, even though it's new construction from day one. And so right now, our newest program, as you and I have been talking about very excited, is actually a 40 year loan. It's a 40 year loan. We're paying the rate down. Right now we're at five and a quarter. A few weeks ago is at 4.75 so it does fluctuate back and forth. But here's what's exciting, Keith, you're leveraging into a new construction property that has longevity and durability. The first 10 years. Interest only the next 30 years is a 30 year AM, 30 year fixed at five and a quarter. So when you start to do the numbers and go through it, we're almost doubling cash flow on our single family homes and duplexes for people in areas like Ocala, and that makes such a difference to getting them off on the right foot. Keith Weinhold 29:32 This is a key distinction. Rather than focusing on slashing the price and your properties are already affordable, you buy down that rate by purchasing discount points to buy down that mortgage rate for the investor at the terms that you just described. Builders often like this more. They don't want to cut their prices, because that can become a comparable and lead to a downgrade in values. And investors actually like it more as well, because rather than discounting the price. A little more. It helps the investor more. When you buy down that rate and you do it for them, they are not the ones participating in the rate. Buy down you, the investor. You're paying the closing costs like origination fee and title insurance and things like that. Okay with those 40 year loan terms like you laid out fixed interest only for the first 10 years, and then after 10 years, it transfers to a 30 year fixed, amortizing loan, still with that same rate locked in. Is that right? Jim Sheils 30:29 That's correct. So there's no sometimes people think, oh, then it's going to trigger upwards several percent. It stays the same the whole 40 year term. We just go from interest only to principal and interest and again, you know, because you talk about the leverage all the time, the most important time to really solidify the strength of an investment and get cash flow going. The most pivotal time is in those first few years. Yeah, we feel we're really giving people that strong foundation to get a cash flowing right off the bat and be able to look long term. The great thing about new construction is people say, Could you hold it that long? I said, I'm planning to with some of my new constructions. Hopefully I'll be a little old man or my children will own them. But you can look out that far and know that you're jumping your cash flow in those initial years when a lot of people may be falling backwards. In fact, when we talked about those emotional markets where people bought higher end properties because they looked good and they felt good to walk through, and then all of a sudden they're bleeding month in, month out for a year, two years, three years. That's when they're ready to wave the white flag. We find with our model, with getting that rate really low, we're accentuating the cash flow forward those first few years, Keith, so they're ready to keep going after a few years, instead of raise the white flag. Keith Weinhold 31:41 Yeah, when we think about how you're helping investors here while moving product at the same time, the number of problems that are solved are remarkable because you're solving the higher mortgage rate problem by buying down the rates. You've got a low rate, you've got a low insurance premium, you as the investor are almost certainly going to have low maintenance and repair costs since it's new build. And what else do you do when it's new build? The tenant, when they move in, they're the first person that's ever lived in that property, which probably means they're going to have a longer tenancy duration, because it's hard to move up and move into something better than the product you're offering, especially with low affordability for first time homebuyers. In fact, tell us about your average tenancy duration Jim Sheils 32:21 yeah. So as you know, Keith, I did a ton of fixer uppers. First 15 years of my career, I wore that rehab badge on my shoulder with pride. I loved rehab and old houses. And look, that's great. That's a great way to get going. But I transitioned into new construction a decade ago, and so we've been able to do a lot of comparisons. And you know, back in the day, when I was fixing up lots of properties and renting them out, the older properties, my average tenant would stay about 13 months. It was a little over a year, get them for a year, and then there was move. But that was the average 13 months. Looking back now, and we've been doing this almost a decade. When you look at our new construction model, that went from an average of about 13 months to just over three years with our new construction product. So as you know, if all of a sudden we're pushing back that first move out from a year or 13 months to over three years, that's a tremendous way again to get the right footing and directional on your investment. So that was a really pleasant surprise. I did not expect going to new construction, but jumping from a year to three years has been a nice surprise. Keith Weinhold 33:24 This brings to mind for you as a passive investor, it's sort of analogous to buying an existing business or starting a new one from scratch yourself, whether it's a rental car company or a tomato farm. You know, a lot of people wouldn't think about getting into business, they think about buying their own business, starting it from scratch, and that's really difficult to do when you're an investor. This way, you're not doing a fix and flip yourself, which is analogous to starting your own business from scratch. You get to buy someone's existing business. You're buying an existing property, a new build one, in this case, and that way you can look at all the financials already and have it be done for you in that all done for you sort of way, just like it is here. Well, Jim, do you have any last thoughts about the Florida real estate market today, especially with the lucrative product type that you're offering to investors? Jim Sheils 34:16 I would just remind people do your homework, because there's apples and there's oranges, and you gotta compare the two, and you have to do the homework on which segment of the market is healthy and which one is not. I wouldn't recommend you invest in the unhealthy segment of the market, but look where the fundamentals are working. And go back to that term, a house is worth what it can rent for. And if you can look at that, and also couple with stability of new construction, this is where we've seen ourselves make the most money most success with the least amount of time for our investors. So I highly encourage that recipe for anyone out there. Keith Weinhold 34:53 In addition to being a builder, Jim's company also holds properties under management. For investors, just like you, they offer that for you. For the long term, they have over 1000 current investors, many of them are GRE listeners. You can learn more about the provider at GRE marketplace under Florida statewide, but to get a free strategy session about the latest in what they have for available inventory, and also to compare this provider to other providers, the highest flex, the highest ROI move that you can make yourself as the listener for your due diligence is to connect with a GRE investment coach. It's free at GRE investment coach.com, oh, it's been valuable. Jim, thanks for coming onto the show. Jim Sheils 35:38 Thanks for having me. Keith. Keith Weinhold 35:46 Oh, yeah, hearing it straight from a builder today. And you know, a lot of builders create these nice looking, emotional Type homes, the same ones that appeal to owner occupants. They build those higher end homes because they create more builder profit. Well, that's the segment that has become overbuilt today, this build to rent provider we're talking about here is dealing with a public that reads these articles about the Florida slowdown, though things are still good in this workforce housing market. Well, because the public reads headlines, this builder still has to step in with incentives. So really, this is a case study on what a home builder needs to do to adjust to public perception more so than the reality. That's why Jim and his company keep building when others are they keep building because they keep selling to savvy investors, including you, the GRE listener, conversely, the overbuilt emotional market segment, that's where Florida single family home prices are often about 500k or more, and many of them have stopped building. It's that here, with this workforce housing, brand new, single family rentals sell for the high 200k to 300k range in the three hundreds and duplexes in the four hundreds. We've been working with this provider for nearly a decade, and I've asked them, what can you do for GRE listeners? And these are the best incentives yet, is they basically are making discounts in your favor to deal with this public perception. And they are an interest rate buy down that they make for you, like we mentioned, currently to five and one quarter percent. They're also giving GRE listeners two years of free property management, a rental Protection Program, a six month eviction guarantee and a 210 builder warranty. When you see a builder warranty expressed that way, that means they cover two years on the small stuff, 10 years on the big stuff. The latest pro forma that I saw for their single family rentals had a purchase price of 325k and a cash on cash return of nearly 7% when you include all those generous incentives. So if you're looking for a new market to expand into the time and place could very well be here and now, some people wait for blue sky and everything to be perfect before they act well, that never happens. This is about as close as you'll get today. You'll either keep what you've got or change what you're doing here, Jerry, we constantly shop the nation for you. Our coaches help show you where those deals are that they found. And this is a potential opportunity. Here you can get on the calendar of one of our investment coaches for free. And if you like, start by asking about Florida new build property with all the incentives that you heard about here on GRE podcast, 564 at GRE investment coach.com until next week. I'm your host. Keith Weinhold, don't quit your Daydream. Speaker 4 39:09 Nothing on this show should be considered specific, personal or professional advice. Please consult an appropriate tax, legal, real estate, financial or business professional for individualized advice. Opinions of guests are their own. Information is not guaranteed. All investment strategies have the potential for profit or loss. The host is operating on behalf of get rich Education LLC exclusively. Keith Weinhold 39:32 You know, whenever you want the best written real estate and finance info, oh, geez, today's experience limits your free articles access, and it's got paywalls and pop ups and push notifications and cookies disclaimers, it's not so great. So then it's vital to place nice, clean, free content into your hands that adds no hype value to your life. That's why this is. The Golden Age of quality newsletters, and I write every word of ours myself. It's got a dash of humor, and it's to the point because even the word abbreviation is too long, my letter usually takes less than three minutes to read. And when you start the letter, you also get my one hour fast real estate video, course, it's all completely free. It's called the Don't quit your Daydream. Letter, it wires your mind for wealth, and it couldn't be easier for you to get it right now just text gre to 66866, while it's on your mind, take a moment to do it right now. Text, gre to 66866 Keith Weinhold 40:48 The preceding program was brought to you by your home for wealth, building, getricheducation.com
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