Podcasts about conversely

AI is no longer a question of "if".  You know this now.  So what are you going to do about it?  There are two very obvious roads to take here, and one of them is very dark and something I wouldn't recommend.  Let's talk about what I do recommend.  Because there is good news here.  VERY good news.   "Planting Bamboo" Episode - https://youtu.be/QElrQZc4Nl0   AI Jobs Video - https://www.youtube.com/watch?v=VO1xUwJLAxQ   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.

Possibly the most important episode we have done to date.  Do you guys know the story?  You will today, and your survival likely depends on it.   #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.  

I was doing some research yesterday, and I stumbled on something that's been staring me in the face for decades. It's a “formula” that TAXI's most successful members use. Especially, the members who want to earn income with sync placements. Conversely, when I researched TAXI's least successful members, I discovered that virtually none of them used the same formula. Why wouldn't they, when it obviously works?! Frustrated? Are you frustrated that you're not getting forwards, deals, and sync placements? Are you getting some, but you'd like to get more? In both cases, I found hard evidence that there are three things you can do that will stop you from killing your own sync career. I'm going to disclose that evidence on today's episode of TAXI TV. Bonus Career-Saver! I also uncovered another mistake that even our successful members make, and it's sort of a time bomb that doesn't blow up in your face until way after the damage is done. Hopefully, I can save some careers by disclosing that mistake on today's show.

Garth Heckman The David Alliance TDAgiantSlayer@Gmail.com    What do you love the most? A certain type of food? Your spouses hips or lips? Your job? The money you make? Your biceps? Your ministry? Your 1953 corvette? Your brand-new Mercedes? Your girlfriend? Alcohol? Drugs? Your phone?  Or maybe it is far worse than that? Maybe you are in love with…. Thats where we are going today!   What are you in love with… a lot of answers come to mind… but I believe they all stem from one basic foundation. We love to be approved by others. We love others approval. And we are willing to do just about anything to get it.    The approval of other people is so important to most because it's deeply rooted in fundamental human psychological and evolutionary needs. Here's a breakdown of the key reasons: 1. Evolutionary and Survival Instincts: Historical Necessity: For much of human history, belonging to a group or tribe was essential for survival. Being accepted meant access to resources, protection from threats, and the ability to find a mate and raise offspring. Rejection from the group could be a death sentence. This deep-seated fear of rejection and need for acceptance has been passed down through generations. Social Connection: Humans are inherently social creatures. Our brains are wired for connection, and social interaction plays a crucial role in our well-being. Approval from others reinforces our sense of belonging and validates our place within a community. 2. Psychological Needs: Maslow's Hierarchy of Needs: The need for belongingness and love, and then esteem, are fundamental human needs in Maslow's hierarchy, ranking above basic physiological and safety needs. Approval from others contributes directly to these levels, making us feel loved, accepted, and valued. Self-Esteem and Self-Worth: For many, external validation acts as a mirror, reflecting back a sense of their own worth. When we receive approval, compliments, or praise, it can boost our confidence and reaffirm our abilities. Conversely, a lack of approval or criticism can lead to feelings of inadequacy and low self-esteem. Fear of Rejection and Judgment: This is a powerful motivator. Many people seek approval to avoid the pain of being rejected, criticized, or judged. This fear can stem from childhood experiences where acceptance felt conditional. Dopamine Release: Receiving external validation, like likes on social media or compliments, can trigger the release of dopamine, a "feel-good" neurotransmitter in the brain. This creates a temporary sense of pleasure and satisfaction, which can lead to a desire to repeat behaviors that elicit this response. Social Comparison: We often compare ourselves to others to gauge our own performance, appearance, and social standing. Seeking approval can be a way to ensure we measure up favorably in these comparisons. 3. Childhood Experiences: Early Conditioning: Our early experiences, particularly with caregivers, heavily influence our need for approval. Children who receive consistent approval and validation tend to develop a stronger internal sense of self-worth. Those who experience neglect, criticism, or conditional acceptance may grow up with a persistent need for external validation. Learning Behavior: As children, we naturally look to our parents for recognition and validation when we accomplish something. This teaches us that external feedback is a way to understand if we've done "a good thing." 4. Societal and Cultural Factors: Social Norms: Society often has unspoken rules and expectations. Conforming to these norms can lead to increased social acceptance. Deviating from them can result in social exclusion. Social Media: The digital age has intensified the pursuit of approval. Platforms that revolve around "likes," "shares," and comments provide constant opportunities for external validation, which can become addictive and lead to an unhealthy reliance on others' opinions for self-worth.   Botton line is this - you seek peoples approval because you don't know you you have Gods approval.  Look one of my favorite memories is competing as a powerlifter and pulling 670 in Masters division one - it was a grind… drug free, no suit, just me and the iron - and when I was done I had Donnie Thompson who was at the judges table taking numbers call me over and tell me that it was a great lift. Donnie thompson is on the mount Rushmore of powerlifters. The first one ever to hit a 3000 pound total. When he says Great lift - it doens't really matter what anyone else thinks. He is the king of powerlifting. Well we serve another king who is the King of the world, the universe… and when we know we have his approval - nothing else matters.  Galatians 1:10 Obviously, I'm not trying to win the approval of people, but of God. If pleasing people were my goal, I would not be Christ's servant. OOOHhhhh this is sooo good. Did you catch it? You serve the one who's approval you seek. So whomever you are hoping to be approved by - you will do whatever it takes to show them you are their servant. The world loves suckers like you.  I live my life on one simple rule… If I know my relationship with God is good… then I don't give two cats meows about what anyone else thinks about me, what I do, what I say, where I go, what I believe in, what I stand for or what I preach or post on social media. I don't care - because God approves of me.  How do you know God approves of you? Well you don't earn it. You don't have to be special, you don't have to be good enough… you simply trust in his grace and his work on the cross. And here is the real secret, when you know you have Gods approval, you are free to be exactly who he created you to be.

Thank you for joining us for Christian Faith Center's Sermon of the week. This message is from our Nampa Location. Pastor Mike Trenton continues our message series "DavidWhen you think about the wrong things, your life goes wrong. Conversely, when you think about the right things your life goes right. If you want to discover a good idea, you have to look for it. If you want to improve your thinking, you have to work at it. When you tap into the thoughts of God and make them your own, your potential is unlimited. David had a miracle mentality. He didn't see himself as a victim and so he didn't act like one!

Sal Licata dives into the first-half performances of the New York Mets and Yankees, delivering his fiery grades and sharp analysis. He commends the Mets with an "A" for exceeding expectations, overcoming injuries, and positioning themselves as serious NL East contenders, just a half-game behind the Phillies. Conversely, Licata hands the Yankees a "B," citing their inconsistent offense, defensive lapses at shortstop, and a convoluted lineup. He highlights the Yankees' need for a third baseman and bullpen help, while the Mets are poised to be aggressive at the trade deadline to bolster their World Series aspirations.

Sal Licata, with his characteristic intensity, breaks down the first-half performances of the New York Mets and Yankees. He emphatically awards the Mets an "A" grade, citing their ability to overcome significant injuries and exceeding pre-season expectations, especially in a division where the Braves have faltered. Conversely, Licata hands the Yankees a "B," expressing frustration with their inconsistency, questionable lineup decisions, and defensive lapses, despite their strong roster. He criticizes their failure to meet higher expectations and highlights specific player underperformances, particularly Anthony Volpe's defensive struggles and Juan Soto's woes with runners in scoring position for the Mets.

Jesse Lee, also known as Boss Lee, explains the necessity of three distinct types of people—haters, naysayers, and lovers—for achieving success in life and business. She argues that haters provide free marketing and publicity, often inadvertently driving more attention and followers to one's endeavors, as illustrated by her personal anecdotes of profiting from public criticism. Naysayers, frequently close friends or family, are characterized as people who, despite good intentions, subtly undermine ambitions by encouraging mediocrity, often projecting their own unfulfilled desires. Conversely, lovers offer vital emotional support and boost confidence, though their financial impact may be less direct than that of haters. Lee emphasizes that embracing and understanding the role of all three groups is crucial for a rich and impactful life, urging listeners not to fear criticism but to view it as a catalyst for growth. Hosted on Acast. See acast.com/privacy for more information.

Gee I dunno, what happens when huge countries pile into limited resources all at once (Gold, Bitcoin)??  Price goes way up, every time.  It's happening again, to two other resources right now -- and it's not too late for you to get in.   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 or welcome back to Authentically ADHD, the podcast where we embrace the chaos and magic of the ADHD brain. Im carmen and today we're diving into a topic that's as complex as my filing system (which is to say, very): ADHD and its common co-occurring mood and learning disorders. Fasten your seatbelts (and if you're like me, try not to get distracted by the shiny window view) – we're talking anxiety, depression, OCD, dyslexia, dyscalculia, and bipolar disorder, all hanging out with ADHD.Why cover this? Because ADHD rarely rides solo. In fact, research compiled by Dr. Russell Barkley finds that over 80% of children and adults with ADHD have at least one other psychiatric disorder, and more than half have two or more coexisting conditions. Two-thirds of folks with ADHD have at least one coexisting condition, and often the classic ADHD symptoms (you know, fidgeting, daydreaming, “Did I leave the stove on?” moments) can overshadow those other disorders. It's like ADHD is the friend who talks so loud at the party that you don't notice the quieter buddies (like anxiety or dyslexia) tagging along in the background.But we're going to notice them today. With a blend of humor, sass, and solid neuroscience (yes, we can be funny and scientific – ask me how I know!), we'll explore how each of these conditions shows up alongside ADHD. We'll talk about how they can be misdiagnosed or missed entirely, and—most importantly—we'll dish out strategies to tell them apart and tackle both. Knowledge is power and self-awareness is the key, especially when it comes to untangling ADHD's web of quirks and comrades in chaos. So, let's get into it!ADHD and Anxiety: Double Trouble in OverdriveLet's start with anxiety, ADHD's frequent (and frantic) companion. Ever had your brain ping-pong between “I can't focus on this work” and “I'm so worried I'll mess it up”? That's ADHD and anxiety playing tango in your head. It's a double whammy: ADHD makes it hard to concentrate, and anxiety cranks up the worry about consequences. As one study notes, about 2 in 5 children with ADHD have significant problems with anxiety, and over half of adults with ADHD do as well. In other words, if you have ADHD and feel like a nervous wreck half the time, you're not alone – you're in very good (and jittery) company.ADHD and anxiety can look a lot alike on the surface. Both can make you restless, unfocused, and irritable. I mean, is it ADHD distractibility or am I just too busy worrying about everything to pay attention? (Hint: it can be both.) Especially for women, ADHD is often overlooked and mislabeled as anxiety. Picture a girl who can't concentrate in class: if she's constantly daydreaming and fidgety, one teacher calls it ADHD. Another sees a quiet, overwhelmed student and calls it anxiety. Same behavior, different labels. Women in particular have had their ADHD misdiagnosed as anxiety or mood issues for years, partly because anxious females tend to internalize symptoms (less hyperactive, more “worrier”), and that masks the ADHD beneath.So how do we tell ADHD and anxiety apart? One clue is where the distraction comes from. ADHD is like having 100 TV channels in your brain and someone else is holding the remote – your attention just flips on its own. Anxiety, on the other hand, is like one channel stuck on a horror movie; you can't focus on other things because a worry (or ten) is running on repeat. An adult with ADHD might forget a work deadline because, well, ADHD. An adult with anxiety might miss the deadline because they were paralyzed worrying about being perfect. Both end up missing the deadline (relatable – ask me how I know), but for different reasons.Neuroscience is starting to unravel this knot. There's evidence of a genetic link between ADHD and anxiety – the two often run in the family together. In brain studies, both conditions involve irregularities in the prefrontal cortex (the brain's command center for focus and planning) and the limbic system (emotion center). Essentially, if your brain were a car, ADHD means the brakes (inhibition) are a bit loose, and anxiety means the alarm system is hyper-sensitive. Combine loose brakes with a blaring alarm and you get… well, us. Fun times, right?Here's an interesting tidbit: Females with ADHD are more likely to report anxiety than males. Some experts think this is partly due to underdiagnosed ADHD – many girls grew up being told they were just “worrywarts” when in fact ADHD was lurking underneath, making everyday life more overwhelming and thus feeding anxiety. As Dr. Thomas Brown (a top ADHD expert) points out, emotional regulation difficulties (like chronic stress or worry) are characteristic of ADHD, even though they're not in the official DSM checklist. Our ADHD brains can amplify emotions – so a normal worry for someone else becomes a five-alarm fire for us.Now, action time: How do we manage this dynamic duo? The first step is getting the right diagnosis. A clinician should untangle whether symptoms like trouble concentrating are from anxiety, ADHD, or both. They might ask: Have you always had concentration issues (pointing to ADHD), or did they start when your anxiety kicked into high gear? Also, consider context – ADHD symptoms occur in most settings (school, work, home), while pure anxiety might spike in specific situations (say, social anxiety in crowds, or panic attacks only under stress).Treatment has to tackle both. Therapy – especially Cognitive Behavioral Therapy (CBT) – is a rockstar here. CBT can teach you skills to manage worry (hello, deep breathing and logical rebuttals to “what if” thoughts) and also help with ADHD organization hacks (like breaking tasks down, creating routines). Many find that medication is needed for one or both conditions. Stimulant meds (like methylphenidate or amphetamines) treat ADHD, but in someone with severe anxiety, a stimulant alone can sometimes ramp up the jitters. In fact, children (and adults) with ADHD + anxiety often don't respond as well to ADHD meds unless the anxiety is also addressed. Doctors might add an SSRI or other anti-anxiety medication to the mix, or choose a non-stimulant ADHD med if stimulants prove too anxiety-provoking.Let me share a quick personal strategy (with a dash of humor): I have ADHD and anxiety, so my brain is basically an internet browser with 50 tabs open – and 10 of them are frozen on a spinning “wheel of doom” (those are the anxieties). One practical tip that helps me distinguish the two is to write down my racing thoughts. If I see worries like “I'll probably get fired for sending that email typo” dominating the page, I know anxiety is flaring. If the page is blank because I got distracted after one sentence... well, hello ADHD! This silly little exercise helps me decide: do I need to do some calming techniques, or do I need to buckle down and use an ADHD strategy like the Pomodoro method? Try it out: Knowledge is power, and self-awareness is the key.Quick Tips – ADHD vs Anxiety: When in doubt, ask what's driving the chaos.* Content of Thoughts: Racing mind full of specific worries (anxiety) vs. racing mind full of everything except what you want to focus on (ADHD).* Physical Symptoms: Anxiety often brings friends like sweaty palms, racing heart, and tummy trouble. ADHD's restlessness isn't usually accompanied by fear, just boredom or impulsivity.* Treatment Approaches: For co-occurring cases, consider therapy and possibly a combo of medications. Experts often treat the most impairing symptom first – if panic attacks keep you homebound, address that alongside ADHD. Conversely, untreated ADHD can actually fuel anxiety (ever notice how missing deadlines and forgetfulness make you more anxious? Ask me how I know!). A balanced plan might be, say, stimulant medication + talk therapy for anxiety, or an SSRI combined with ADHD coaching. Work closely with a professional to fine-tune this.Alright, take a breath (seriously, if you've been holding it – breathing is good!). We've tackled anxiety; now let's talk about the dark cloud that can sometimes follow ADHD: depression.ADHD and Depression: When the Chaos Brings a CloudADHD is often associated with being energetic, spontaneous, even optimistic (“Sure, I can start a new project at 2 AM!”). So why do so many of us also struggle with depression? The reality is, living with unmanaged ADHD can be tough. Imagine years of what Dr. Russell Barkley calls “developmental delay” in executive function – always feeling one step behind in managing life, despite trying so hard. It's no surprise that about 1 in 5 kids with ADHD also has a diagnosable depression, and studies show anywhere from 8% to 55% of adults with ADHD have experienced a depressive disorder in their lifetime. (Yes, that range is huge – it depends how you define “depression” – but even on the low end it's a lot.) Dr. Barkley himself notes that roughly 25% of people with ADHD will develop significant depression by adulthood. In short, ADHD can come with a case of the blues (not the fun rhythm-and-blues kind, unfortunately).So what does ADHD + depression look like? Picture this: You've got a pile of unfinished projects, bills, laundry – the ADHD “trail of crumbs.” Initially, you shrug it off or maybe crack a joke (“organizational skills, who's she?”). But over time, the failures and frustrations can chip away at your self-esteem. You start feeling helpless or hopeless: “Why bother trying if I'm just going to screw it up or forget again?” That right there is the voice of depression sneaking in. ADHD's impulsivity might also lead to regrettable decisions or conflicts that you later brood over, another pathway to depressed mood.In fact, the Attention Deficit Disorder Association points out that ADHD's impact on our lives – trouble with self-esteem, work or school difficulties, and strained relationships – can contribute to depression. It's like a one-two punch: ADHD creates problems; those problems make you sad or defeated, which then makes it even harder to deal with ADHD. Fun cycle, huh?Now, depression itself can mask as ADHD in some cases, especially in adults. Poor concentration, low motivation, fatigue, social withdrawal – these can appear in major depression and look a lot like ADHD symptoms. If an adult walks into a doctor's office saying “I can't focus and I'm procrastinating a ton,” a cursory eval might yield an ADHD diagnosis. But if that focus problem started only after they, say, lost a loved one or fell into a deep funk, and they also feel worthless or have big sleep/appetite changes, depression may be the primary culprit. On the flip side, a person with lifelong ADHD might be misdiagnosed as just depressed, because they seem down or overwhelmed. As always, timeline is key: ADHD usually starts early (childhood), whereas depression often has a more defined onset. Also, ask: Is the inability to focus present even when life's going okay? If yes, ADHD is likely in the mix. If the focus issues wax and wane with mood, depression might be the driver.There's also a nuance: ADHD mood issues vs. clinical depression. People with ADHD can have intense emotions and feel demoralized after a bad day, but often these feelings can lift if something positive happens (say, an exciting new interest appears – suddenly we have energy!). Clinical depression is more persistent – even good news might not cheer you up much. As Dr. Thomas Brown emphasizes, ADHD includes difficulty regulating emotion; an ADHD-er might feel sudden anger or sadness that's intense but then dissipates . By contrast, depression is a consistent low mood or loss of pleasure in things over weeks or months. Knowing this difference can be huge in sorting out what's going on.Now, how do we deal with this combo? The good news: many treatments for depression also help ADHD and vice versa. Therapy is a prime example. Cognitive Behavioral Therapy and related approaches can address negative thought patterns (“I'm just a failure”) and also help with practical skills for ADHD (like scheduling, or as I call it, tricking my brain into doing stuff on time). There are even specialized therapies for adults with ADHD that blend mood and attention strategies. On the medication front, sometimes a single med can pull double duty. One interesting option is bupropion (Wellbutrin) – an antidepressant that affects dopamine and norepinephrine, which can improve both depression and ADHD symptoms in some people. There's also evidence that stimulant medications plus an antidepressant can be a powerful combo: stimulants to improve concentration and energy, antidepressant to lift mood. Psychiatrists will tailor this to the individual – for instance, if someone is severely depressed (can't get out of bed), treating depression first may be priority. If the depression seems secondary to ADHD struggles, improving the ADHD could automatically boost mood. Often, it's a balancing act of treating both concurrently – maybe starting an antidepressant and an ADHD med around the same time, or ensuring therapy covers both bases.Let's not forget lifestyle: exercise, sleep, nutrition – these affect both ADHD and mood. Regular exercise, for example, can increase BDNF (a brain growth factor) and neurotransmitters that help both attention and mood. Personally, I found that when I (finally) started a simple exercise routine, my mood swings evened out a bit and my brain felt a tad less foggy. (Of course, starting that routine required overcoming my ADHD inertia – ask me how I know that took a few tries... or twenty.)Quick Tips – ADHD vs Depression:* Check Your Joy Meter: With ADHD alone, you can still feel happy/excited when something engaging happens (ADHD folks light up for interesting tasks!). With depression, even things you normally love barely register. If your favorite hobbies no longer spark any joy, that's a red flag for depression.* All in Your Head? ADHD negative thoughts sound like “Ugh, I forgot again, I need a better system.” Depression thoughts sound like “I forgot again because I'm useless and nothing will ever change.” Listen to that self-talk; depression is a sneaky bully.* Professional Help: A thorough evaluation can include psychological tests or questionnaires to measure attention and mood separately. For treatment, consider a combined approach: therapy (like CBT or coaching) plus meds as needed. According to research, a mix of stimulant medication and therapy (especially CBT) can help treat both conditions. And remember, addressing one can often relieve the other: improve your ADHD coping skills, and you might start seeing hope instead of disappointment (boosting mood); treat your depression, and suddenly you have the energy to tackle that ADHD to-do list.Before we move on, one more important note: if you ever have thoughts of self-harm or suicide, please reach out to a professional immediately. Depression is serious, and when compounded with ADHD impulsivity, it can be dangerous. There is help, and you're not alone – so many of us have been in that dark place, and it can get better with the right support. Knowledge is power and self-awareness is the key, yes, but sometimes you also need a good therapist, maybe a support group, and possibly medication to truly turn things around. There's no shame in that game.Alright, deep breath. It's getting a bit heavy in here, so let's pivot to something different: a condition that seems like the opposite of ADHD in some ways, yet can co-occur – OCD. And don't worry, we'll crank the sass back up a notch.ADHD and OCD: The Odd Couple of AttentionWhen you think of Obsessive-Compulsive Disorder (OCD), you might picture someone extremely organized, checking the stove 10 times, everything neat and controlled. When you think ADHD… well, “organized” isn't the first word that comes to mind, right?

Post-Gazette sports columnist Paul Zeise reacts to the day in Pittsburgh sports news and analyzes whether the Steelers are legit postseason contenders ahead of the 2025 NFL regular season. Paul breaks down why he believes this is the best Steelers team on both sides of the ball since Pittsburgh had Ben Roethlisberger in 2017. Do the additions of Aaron Rodgers, Jalen Ramsey and Jonnu Smith, among others, make this team a threat to win the AFC North and actually win a playoff game come winter? Conversely, will the losses of Minkah Fitzpatrick and Najee Harris negate the additions Mike Tomlin, Omar Khan and company made this offseason? Lastly, Paul weighs in on the news that the Pirates' Oneil Cruz will compete in the MLB Home Run Derby. For more sports, visit post-gazette.com.

BT and Sal engage in a heated debate regarding the New York Knicks' hiring of Mike Brown as head coach. BT champions Brown's resume, highlighting his past success with winning teams and his potential to elevate the Knicks' offense and utilize their star players, particularly Jalen Brunson and Karl-Anthony Towns, more effectively than his predecessor, Tom Thibodeau. Conversely, Sal expresses strong skepticism, viewing Brown as a "retread" whose previous successes were overly reliant on generational talents like LeBron James, questioning his ability to lead the Knicks to a championship given his past postseason shortcomings and perceived lack of sustained success outside of those situations. The conversation delves into contrasting coaching philosophies, player utilization, and the realistic championship aspirations for the Knicks under Brown's leadership.

Dr. Michelle Starz-Gaiano is Professor and Chair of Biological Sciences at the University of Maryland Baltimore County (UMBC). Michelle's research uses fruit flies to examine how cells in the body go to the right place at the right time. Understanding why and how cells use their genetic information to move through the body is critical because if this movement doesn't happen correctly, it could, for example, impact embryo development or affect how immune cells mobilize after an injury. Conversely, preventing cancer cells from moving could keep cancer from spreading to other parts of the body. Michelle often spends her free time cooking and baking. Her kitchen looks a little like a lab, and she enjoys experimenting with making different foods. Michelle and her family also like to spend time together, travel, and listen to music. She received her bachelor's degree in biology from the Massachusetts Institute of Technology and her PhD in Developmental Genetics from New York University. Afterwards, Michelle completed a postdoctoral fellowship at Johns Hopkins School of Medicine. She joined UMBC in 2008 and has received the Donald Creighton Outstanding Faculty Member Award from the UMBC Graduate Student Association for her excellent mentorship. In our interview, she shares more about her life and science.

The market climbs relentlessly higher while uncertainty looms on every horizon. Is this sustainable? Seth Cogswell of Running Oak draws compelling parallels between today's investment landscape and the bubble of 2000, where a handful of companies drove index returns while numerous others languished in the shadows.We're living through what historians might call a "Fourth Turning" – a once-in-80-years societal transformation that coincides with major shifts in government, economy, and technology. Add to this the troubling possibility that social media and AI might actually be making us collectively less intelligent, and you have a recipe for market inefficiency that thoughtful investors can exploit.Cogswell reveals why mid-cap companies occupy a unique sweet spot in this environment – established enough to provide stability but small enough to deliver meaningful growth when they innovate. This segment has been largely overlooked as capital floods into the largest names, creating valuation imbalances that spell opportunity for disciplined investors.The Running Oak approach focuses on three timeless principles: maximizing earnings growth, maintaining strict valuation discipline, and mitigating downside risk. This rules-based strategy ensures consistency regardless of market conditions, making it an anchor holding for uncertain times.Perhaps most compelling is Cogswell's insight about "investing where others aren't." When everyone piles into the same popular stocks, prices rise and future returns diminish. Conversely, areas of the market receiving less attention often offer better valuations, higher upside potential, and lower downside risk – exactly the asymmetric opportunity sophisticated investors seek.As passive flows continue to concentrate in fewer names, the opportunity for disciplined, thoughtful investment approaches grows. Follow Seth Cogswell on LinkedIn and Twitter @SethCogswell or visit RunningOak.com to learn more about navigating these extraordinary market conditions.Riddler Road Rally is not your average adventure. It's a live, citywide scavenger hunt on wheels, that will be the most fun you have this summer!Riddler Road Rally is hitting eleven cities across Utah and Idaho. Each rally brings new clues and its own vibe, with pre-rally parties, swag giveaways, and surprise diversions. Whether you rep your hometown or hit every stop on the Wasatch Tour to climb the 2025 leaderboard, the choice is yours.You and your team will race across t Sign up to The Lead-Lag Report on Substack and get 30% off the annual subscription today by visiting http://theleadlag.report/leadlaglive. Foodies unite…with HowUdish!It's social media with a secret sauce: FOOD! The world's first network for food enthusiasts. HowUdish connects foodies across the world!Share kitchen tips and recipe hacks. Discover hidden gem food joints and street food. Find foodies like you, connect, chat and organize meet-ups!HowUdish makes it simple to connect through food anywhere in the world.So, how do YOU dish? Download HowUdish on the Apple App Store today:

Lots of alpha in this one. You NEED investments like this in your portfolio if you're going to play this game the right way. And a lot of them are on sale!  Imagine getting in cheap on entire sectors the world simply cannot do without, and getting paid while you watch it steadily go up and up. With limited downside! I can't think of anything better. Hot Latinas maybe, but apart from that....   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.

Sal passionately dissects what both the Mets and Yankees need to do to emerge victorious in their upcoming weekend series. For the Mets, he emphasizes the critical need for their bats to come alive and score a significant number of runs, especially given their depleted pitching staff and the likely unavailability of key bullpen arms. He argues that while the Mets showed resilience against Milwaukee, their usual formula of relying on strong pitching and late-inning bullpen heroics won't suffice against the Yankees. Conversely, Sal points to the Yankees' recent struggles with starting pitching and bullpen inconsistencies as their primary vulnerability, despite their bats starting to heat up. He suggests that if the Yankees fail to win this series, it will raise serious questions about their true contender status, despite his belief they will still win their division.

Dive into Episode #148 of the Psych Health and Safety USA Podcast, featuring host Dr. I. David Daniels, PhD, CSD, VPS, and special guest Gloria Hartley, the Civil Rights Compliance Coordinator at the College of Agriculture and Life Sciences at Virginia Tech University. She is also the child of immigrants, a veteran of the United States Navy, and has spent over a decade in and around the human resource space in both the private and public sectors. One of her professional goals has been to convert conversations about Civil and Human Rights into practical language and steps that people can take to protect workers and the organization. Civil rights and psychosocial safety are deeply interconnected. Civil rights ensure that individuals are protected from discrimination and have equal access to opportunities, which is fundamental for creating a safe and inclusive environment. Psychosocial safety, however, refers to the psychological and social conditions that allow individuals to feel safe, respected, and valued in their communities and workplaces. Individuals are more likely to experience psychosocial safety when civil rights are upheld because they are protected from discrimination, harassment, and other forms of harm. This creates an environment where people can express themselves freely, participate fully in society, and feel a sense of belonging. Conversely, when civil rights are violated, it can lead to a lack of psychosocial safety, resulting in stress, anxiety, and other adverse mental health outcomes. LinkedIn Profile https://www.linkedin.com/in/gloriamhartley/

We delve into the lives of Abraham and Moses to understand the profound relationship between faith, righteousness, and blessing. We explore how Abraham's unwavering faith led to righteousness and obedience, even in the absence of explicit laws, and how this faith was pivotal in receiving God's promises. Conversely, we examine Moses' lapse of faith at Kadesh, which resulted in his exclusion from the Promised Land despite his long-standing leadership and faithfulness. Through contrasting these two biblical figures, we uncover the essential role of faith in receiving God's blessing and how it produces genuine obedience. Support the showRead along with us in the Bible Brief App! Try the Bible Brief book for an offline experience!Get your free Bible Timeline with the 10 Steps: Timeline LinkSupport the show: Tap here to become a monthly supporter!Review the show: Tap here!Want to go deeper?...Download the Bible Brief App!iPhone: App Store LinkAndroid: Play Store LinkWant a physical book? Check out "Bible Brief" by our founder!Amazon: Amazon LinkWebsite: biblebrief.orgInstagram: @biblelitTwitter: @bible_litFacebook: @biblelitEmail the Show: biblebrief@biblelit.org Want to learn the Bible languages (Greek & Hebrew)? Check out ou...

This Nordic Asia Podcast episode explores how Estonia and Japan, two countries under demographic pressure with different immigration histories, are managing the integration of foreign labour. Despite Estonia's EU membership and Japan's more recent policy shifts, both nations face labour shortages due to rapidly ageing populations. Estonia maintains a controlled but gradually liberalised immigration policy, while Japan has adopted Technical Intern Training Program (TITP). The system that will be replaced in coming years with a new program aiming for better job mobility and stronger language requirements. A key theme throughout is the role of language as a structural barrier. In both countries, immigrants' language proficiency remains low: only 11% achieve fluency in Estonian, while Japan's pre-arrival language training often falls short of workplace demands. This barrier limits not only job mobility, but also social integration and emotional well-being. The dominance of local languages in workplace culture fosters exclusion, even when basic communication in English or Japanese is possible. Support systems also diverge. Estonia offers spouse integration programs and community-based language initiatives, whereas Japan restricts family migration under most visa categories. The discussion emphasises that language barriers are not simply logistical, they are also deeply embedded in social expectations and everyday interaction. In sum, while Estonia and Japan face similar demographic challenges, their tools, legal frameworks, and cultural attitudes toward foreign labour differ sharply. Estonia's EU-aligned policies and family-inclusive approach may offer valuable lessons to Japan. Conversely, Estonia could learn from Japan's structured pre-arrival preparation programs to improve early-stage immigrant adaptation. Ultimately, the episode argues that integration is not just a matter of policy, it is a broader societal test of inclusivity and resilience. 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

Having lots of ambition is great and all, BUT WHERE YOU PUT IT means everything.  Sometimes we have so much ambition, we have no idea what to do with it, and it goes everywhere but where it's supposed to.  VP and Robb have both been there, and do their best in Episode 91 to get your focus in the right place from the very start.   #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.  

This Nordic Asia Podcast episode explores how Estonia and Japan, two countries under demographic pressure with different immigration histories, are managing the integration of foreign labour. Despite Estonia's EU membership and Japan's more recent policy shifts, both nations face labour shortages due to rapidly ageing populations. Estonia maintains a controlled but gradually liberalised immigration policy, while Japan has adopted Technical Intern Training Program (TITP). The system that will be replaced in coming years with a new program aiming for better job mobility and stronger language requirements. A key theme throughout is the role of language as a structural barrier. In both countries, immigrants' language proficiency remains low: only 11% achieve fluency in Estonian, while Japan's pre-arrival language training often falls short of workplace demands. This barrier limits not only job mobility, but also social integration and emotional well-being. The dominance of local languages in workplace culture fosters exclusion, even when basic communication in English or Japanese is possible. Support systems also diverge. Estonia offers spouse integration programs and community-based language initiatives, whereas Japan restricts family migration under most visa categories. The discussion emphasises that language barriers are not simply logistical, they are also deeply embedded in social expectations and everyday interaction. In sum, while Estonia and Japan face similar demographic challenges, their tools, legal frameworks, and cultural attitudes toward foreign labour differ sharply. Estonia's EU-aligned policies and family-inclusive approach may offer valuable lessons to Japan. Conversely, Estonia could learn from Japan's structured pre-arrival preparation programs to improve early-stage immigrant adaptation. Ultimately, the episode argues that integration is not just a matter of policy, it is a broader societal test of inclusivity and resilience.

This Nordic Asia Podcast episode explores how Estonia and Japan, two countries under demographic pressure with different immigration histories, are managing the integration of foreign labour. Despite Estonia's EU membership and Japan's more recent policy shifts, both nations face labour shortages due to rapidly ageing populations. Estonia maintains a controlled but gradually liberalised immigration policy, while Japan has adopted Technical Intern Training Program (TITP). The system that will be replaced in coming years with a new program aiming for better job mobility and stronger language requirements. A key theme throughout is the role of language as a structural barrier. In both countries, immigrants' language proficiency remains low: only 11% achieve fluency in Estonian, while Japan's pre-arrival language training often falls short of workplace demands. This barrier limits not only job mobility, but also social integration and emotional well-being. The dominance of local languages in workplace culture fosters exclusion, even when basic communication in English or Japanese is possible. Support systems also diverge. Estonia offers spouse integration programs and community-based language initiatives, whereas Japan restricts family migration under most visa categories. The discussion emphasises that language barriers are not simply logistical, they are also deeply embedded in social expectations and everyday interaction. In sum, while Estonia and Japan face similar demographic challenges, their tools, legal frameworks, and cultural attitudes toward foreign labour differ sharply. Estonia's EU-aligned policies and family-inclusive approach may offer valuable lessons to Japan. Conversely, Estonia could learn from Japan's structured pre-arrival preparation programs to improve early-stage immigrant adaptation. Ultimately, the episode argues that integration is not just a matter of policy, it is a broader societal test of inclusivity and resilience. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/eastern-european-studies

This Nordic Asia Podcast episode explores how Estonia and Japan, two countries under demographic pressure with different immigration histories, are managing the integration of foreign labour. Despite Estonia's EU membership and Japan's more recent policy shifts, both nations face labour shortages due to rapidly ageing populations. Estonia maintains a controlled but gradually liberalised immigration policy, while Japan has adopted Technical Intern Training Program (TITP). The system that will be replaced in coming years with a new program aiming for better job mobility and stronger language requirements. A key theme throughout is the role of language as a structural barrier. In both countries, immigrants' language proficiency remains low: only 11% achieve fluency in Estonian, while Japan's pre-arrival language training often falls short of workplace demands. This barrier limits not only job mobility, but also social integration and emotional well-being. The dominance of local languages in workplace culture fosters exclusion, even when basic communication in English or Japanese is possible. Support systems also diverge. Estonia offers spouse integration programs and community-based language initiatives, whereas Japan restricts family migration under most visa categories. The discussion emphasises that language barriers are not simply logistical, they are also deeply embedded in social expectations and everyday interaction. In sum, while Estonia and Japan face similar demographic challenges, their tools, legal frameworks, and cultural attitudes toward foreign labour differ sharply. Estonia's EU-aligned policies and family-inclusive approach may offer valuable lessons to Japan. Conversely, Estonia could learn from Japan's structured pre-arrival preparation programs to improve early-stage immigrant adaptation. Ultimately, the episode argues that integration is not just a matter of policy, it is a broader societal test of inclusivity and resilience. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/japanese-studies

What does it take to lead at every level and shape the leaders of tomorrow? SUMMARY Long Blue Line podcast host, Lt. Col. (Ret.) Naviere Walkewicz '99 sat with Maj. Gen. Thomas P. Sherman '95, the U.S. Air Force Academy's vice superintendent, for a deep dive into leadership, humanity and building a world-class service academy. This episode is packed with wisdom for aspiring, emerging, and seasoned leaders alike.   SHARE LINKEDIN  |  FACEBOOK   GEN. SHERMAN'S TOP 10 LEADERSHIP TAKEAWAYS  - Leadership is a human experience - focus on connecting with and caring about people.  - Love what you do and love the people you lead; passion inspires others to follow you.  - Embrace failures and challenges as opportunities for personal growth and development.  - Set the right culture and values within your team to build trust and mutual support.  - Be present and engaged with your team, understanding their motivations and experiences.  - Leadership is about more than rank or position - it's about earning genuine trust and respect.  - Invest time in understanding different generations, cultural nuances, and individual perspectives.  - Balance professional excellence with personal growth and life experiences.  - Support your team's development by providing encouragement and holding them accountable.  - Your legacy is built through individual interactions and the positive impact you have on people's lives.   CHAPTERS 00:00 Introduction to Major General Thomas P. Sherman 01:29 Choosing Leadership Over Flying 07:23 The Impact of Mentorship and Values 12:46 Heritage and Evolution of Security Forces 17:43 Personal Growth in Aviano, Italy 24:17 The Importance of Work-Life Balance 29:50 Culminating Command Experience at Bagram 42:25 The Role of Family in Leadership 51:29 Continuous Self-Improvement as a Leader 56:27 Embracing Failure as a Growth Opportunity 01:00:06 Legacy and the Impact of Leadership   ABOUT GEN. SHERMAN BIO Maj. Gen. Thomas P. Sherman is the Vice Superintendent of the U.S. Air Force Academy in Colorado Springs, CO. He is serving as the chief operations officer to the Superintendent and overseeing the Academy's blend of military training, academics, athletics, and character development for cadets. Gen. Sherman commissioned in 1995 from the Academy with a Bachelor of Science in Political Science. He built a distinguished career as a security forces officer. He's held command at nearly every level. His key assignments include leadership of the 88th Air Base Wing at Wright-Patterson AFB and critical staff positions at the Pentagon. In May 2024, Gen. Sherman was tapped to serve as the Academy's Vice Superintendent   CONNECT WITH GEN. SHERMAN LINKEDIN     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS       TRANSCRIPT SPEAKERS Guest, Maj. Gen. Thomas P. Sherman '95  |  Host, Lt. Col. (ret.) Naviere Walkewicz '99   Naviere Walkewicz  00:00 Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99 today. I'm joined by a leader whose career has taken him from the flight line to the halls of Congress and now back to the very institution that launched it all. Maj. Gen. Thomas P. Sherman currently serves as vice superintendent of the Air Force Academy, where he plays a critical role in guiding the development of our future officers and ensuring the Academy remains a world class institution for leadership, character and Day 1 readiness to win the future fight. A 1995 Academy graduate, Gen. Sherman has spent nearly three decades serving in key operational, strategic and command roles. He's led at every level, from squadron to wing command, and his assignments have included everything from nuclear security enterprise to homeland defense, policy development at the Pentagon, and legislative affairs at the highest levels of the Department of the Air Force. Prior to his role as vice superintendent, Gen. Sherman served in the Office of the Deputy Secretary of Defense, where he was a principal military assistant leading policy integration across joint staff, interagency services and combatant commands. He's perhaps best known in command circles for leading the 88th Air Base wing at Wright Patterson Air Force Base in Ohio, one of the largest and most complex wings in the Air Force, with a focus on people first, leadership and mission excellence. Gen. Sherman, welcome to Long Blue Leadership. We're so glad you're here too.   MAJ. GEN. SHERMAN  01:32 It is great to be here. Thank you.   Naviere Walkewicz  01:33 We're excited and we're going to dive right in, because I think what is so special for our listeners is really hearing these moments that have changed your life. I'd like to start at the Academy. You turned down a pilot slot. You were rated, but said no.   MAJ. GEN. SHERMAN  01:48 Well, actually it was a little bit before that. You know, it's kind of interesting, because that was the draw that brought me here, is I just had this incredible passion to want to fly, and I love flying, and I truly enjoyed it, especially through all the different airmanship programs and things like and things like that we had here. The experiences were fantastic. But, you know, as I was starting to learn more about myself going through the Academy, I was starting to feel my heart getting pulled in a direction of wanting to really lead people and really spend a lot of time working with the enlisted. And I think that came from a couple different areas. I think it was some really unique exposure that I got during my ops Air Force time, which I went to Ramstein Air Base in Germany, during ops, and just had our action officer that worked this, I think just did a phenomenal job. And I really started getting pulled to what was then called security police. That is actually when Laurie and I got together and started dating, because Laurie is here in Colorado Springs, but she grew up as an Air Force brat. My father-in-law is a retired Chief Master Sgt., and so there was a lot of mentorship that was taking place around dining room table when I was a young cadet. And I think one of the things that her parents really taught me was just the value of the enlisted force, and so I was feeling my heart really getting pulled. And so obviously, there's a conundrum. There's a conundrum on what were the root desires that brought me here — what were the things that I was learning as a cadet, my joy of flying, and also, particularly the culture at that time, was that that was really the job that you needed to aspire to be, that was the expectation of cadets. And so then to really kind of run counter to that strong current was really kind of a unique, you know, almost unnavigated area, right? And so to really kind of take the story out to its next level is that I'd really gotten to a point where talking with people there — we hadn't had the AMT program, but there were these NCOs that were kind of tangentially attached to cadet squadrons. And so I got a chance to talk to one of the master sergeants that was there who was a maintainer by background. And I was kind of pouring my heart out to him on, you know, what had I been talking to him with my now in-laws, about where was my heart pulling me? And so he said, ‘Give me just a second.' And he picked up the phone, and he called my AOC and he goes, ‘Hey, you're gonna be there for a little while.' And this was a Friday afternoon. He said, ‘I got a cadet that needs to come talk to you.' And he hangs up the phone and he goes, ‘Now you go tell your AOC what you just told me.' And so I ended up going to my AOCs office that day, and we had about a two-hour conversation about this. I sat down and really, kind of took the time to explain to him what was I feeling, And obviously, I really try to see the best in people. And so I think from a noble place, he was doing his best to convince me that I was making a grave mistake. And went on to talk to me about what his concerns were, the career field that I was looking at, things along those lines. And we can save that conversation for another time, but I think really where the foundation came in is where we started to talk about leadership. And you know, what I was asking him to do was to pull my rated recommendation form, so we had just submitted them, and I was asking him to pull my rated recommendation form. I didn't want to compete for it anymore. And so we started to talk about leadership. And he says, ‘Hey, Cadet Sherman, you need to understand that leadership in this Air Force is being the lead F-16 pilot on a bombing run, you know, putting iron on target.' And that's true. It's a very important part of leadership. It is a very important part of tactical operational leadership in this Air Force. So he's not wrong in that space. But I was looking at it from a different lens, and I was looking at it, I think, on a larger level. And what I don't think he realized is that 30 seconds before I walked into his office, he set me up for success. I just happened to be waiting outside the office, and all of a sudden, I looked on his cork board, and somebody, and I don't know who it was, had pinned a note that was written to Airman Magazineby an airman first class. And this airman first class titled this, “I need a leader.” And this A1C felt so strongly about what they were feeling — and I have no idea who this person was — felt so strongly about it that they put pen to paper, and this would have been the fall of 1994, and sent this into Airman Magazine, and it says, “I need a leader.” Commissioning sources. ‘Send us lieutenants that we can look up to that will hold us accountable when we do wrong, that will encourage us when we do well, that will be an example that we can look up to, that will care about us as human beings, because you are not sending them to us now. Air Force, I need a leader.' Like that 30 seconds just before I walked into his office — that changed my life, and it changed my life, because for me, at that moment, what I was getting ready to go ask my AOC to do, what I was looking at inside myself, that became my charge. And so as we spoke, you know, 20-year-old Cadet First Class Sherman — I might have been a 21-year-old at the time — Cadet First Class Sherman pushed back on my AOC, and I said, ‘Sir, I disagree.' I said, ‘I want to be that guy. I want to be that guy that that A1c is asking for on your cork board outside, because that's leadership in this Air Force.' And so, to his credit, he said, ‘Hey, I want you to go think about this over the weekend. You know, think about what you're doing. Come back to me on Monday. No questions asked. I'll pull it if you want me to.' And I left there, and I remember feeling like, not like a weight had been lifted off my shoulder, but I almost felt like this sense of like, ‘Now I've got my purpose,' because that little article has shaped me my entire career, and I mean to this day, and at a scale. You know, as a lieutenant, my scale is this big on what I'm affecting to help do and be what that A1C needs to a wing commander. I always keep it in the back of my head, and after all of these years, I am still thinking about, Am I doing right by that A1C that 31 years ago, felt so strongly about something that they wrote a note to Airman Magazine, and that became my charge.   Naviere Walkewicz  08:09 That is incredibly powerful. I'm a little bit without words, because I'm thinking about, first off, being brave enough to disagree with an AOC. I mean, I think that takes courage in showing your leadership there. Were you always like that? Have you always been someone that is steadfast in a decision and being able to kind of speak out?   MAJ. GEN. SHERMAN  08:30 So I get that from my parents. And, you know, I grew up in Corona, California. My mom and dad are amazing people. And we didn't grow up with a lot of money, and we grew up from a pretty meager background, and my mom and dad had made a decision early on in their marriage, when they had my sister and I, that my mom was going to focus to make sure that Nancy and I got an education, and my dad was going to work as many jobs as he had to to put food on the table. And sometimes my dad was holding down three jobs to make sure that we had nutritious food to eat, and my mom was working miracles to make sure that we were fed well, but that also that she was dedicated and had the time to volunteer for things like PTA, being involved as a class volunteer, making sure that we were involved in things and had exposure to things that what they did was they also instilled in me this really strong blue collar work ethic. And it was this aspect of, if I just roll up my sleeves and put in the work, anything is possible. And so on that line, this young kid growing up with a West Coast father and an East Coast mother, and just this, really neat family background that things for me, that I believed in I would go after with all of my heart and soul. And so I found out about the Academy when I was 12 years old. And so, you know, when I at 12 years — we were going to a community event there in Corona, and there was an officer recruiter — Capt. Craig. was her name — and we started talking. She says, ‘Hey, did anybody talk to you about the Air Force Academy?' And I said, ‘No, this sounds great.' So from there, I just made this decision as a 12-year-old, and I worked all the way through junior high and high school to get here, because to go to your point like, ‘I made a decision, I'm gonna see this thing through.'   Naviere Walkewicz  10:30 Whoa. OK, so you knew you were going to the Academy before you graduated high school.   MAJ. GEN. SHERMAN  10:35 Yes, in my mind, there was no other option.   Naviere Walkewicz  10:39 And so anyone in your family serve, or were you the first one in your family to serve?   MAJ. GEN. SHERMAN  10:43 So I am the first officer and career member of the family. My dad was drafted and went to Vietnam in 1967 and stayed through Tet of 1968. I had an uncle, Harry Lee Schmidt, who was a C-47 loadmaster in World War II and Korea, and my grandfather was actually a part of the initial kind of what was the foundation of the OSS and the Navy doing beach recon on beaches in the South Pacific, prior to island hopping campaign and island landings. And so there was this real heritage of service, right? Just not career service. But even then, as a kid, I always had in my mind, ‘OK, one way or another, I'm going to serve, and if I do an enlistment and then go to college afterwards —' but I had this idea that, ‘OK, I'm going to serve,' and then all of a sudden, this became this amazing conduit that got me here, right?   Naviere Walkewicz  11:38 And they also had ties to aviation. How did they feel about your decision, your family?   MAJ. GEN. SHERMAN  11:43 It was interesting, because they knew how passionate I was about aviation growing up. I mean, we did not miss an air show at March Air Force Base, the Chino air show, which was planes of fame, which was all historic aircraft. I volunteered as a high school student to work there, and we helped restore airplanes with me and my friends. You know, it was interesting, because my parents were very supportive in ‘OK, where's your heart leading you? And, what makes you feel so strongly about this?' Because when I first talked to him on the phone, I called him from Ramstein Air Base and said, ‘Hey, I think I know what I want to do in the Air Force. I want to go to security police. And my mom was like, ‘What's that? And, so, as time went by and I explained it, I think my parents probably all along knew that that was probably going to be a very good fit. And then after commissioning and at my first assignment, I think that they were certain of it, right? Yeah, they were absolutely certain.   Naviere Walkewicz  12:37 That is amazing. Well, I want to dive into this profession a bit, because it's interesting. You know, you've mentioned, when you came in, it was security police, and, security forces and you hear people saying defenders and peacekeepers. So there's this lineage and this heritage. Can you maybe talk a little bit about that and then maybe lead us into that next transformational moment that you might have had in this role?   MAJ. GEN. SHERMAN  12:58 OK, I'm very proud of the fact that, you know, I am part of an ever decreasing group of folks that came in when we were still security police, and that was really still the peacekeeper days, because this was all kind of the follow on on the Cold War. The peacekeepers were our cold warriors and that was a huge part. Our defenders came in and really, that name started to really grow in 1997 when the name changed from security police to security forces, and we were actually going back to some of our heritage that was in Operation Safeside, which was the combat security police squadrons in Vietnam. So when you think about the courage that was displayed during the Tet Offensive at places like Tan Son Nhat that those were safe side warriors that were a part of these combat security police squadrons. And so the very — part of the lineage of the very beret, and flash that we have is actually a tip of the hat to the lighter blue berets, and that flash with the Falcon and the crossed runways that goes back, actually, to our Safeside heritage days. The beret goes back even farther than that. It goes back to Strategic Air Command, Elite Guard back in the 1950s. So it's this great lineage. And so, you know, for me, part of it was like when I got my first beret, wow, that meant something to me. And then, you know, as we then kind of transformed along the way, and this amazing career field grew, and the aspects of this air based ground defense, which was really, I would say, was kind of the draw that got me into wanting to go into security police, was I really liked this idea of, ‘How do we do base defense?' The law enforcement side was intriguing to me, but it was based defense that just had me just had me captivated.   Naviere Walkewicz  14:44 And was that something that you found out early in your career? After you graduate the Academy, you're now in security police. Is that when you kind of realized, ‘This is where I want to go in, air, base, ground defense.'?   MAJ. GEN. SHERMAN  14:54 It even happened at ops. So as we were spending time with the security police squadron, I ended up spending time with a captain who was heading up the Elite Guard, and there was an interaction we had as I was doing a ride along. He's like, ‘Hey, you need to come see me.' And so I went and met up with him, and he took me around and introduced me to all of his airmen that were part of the guard. He knew something all about them. And then we went to his office and talked, and he had gone to Ranger School and Airborne and things like that, and said, ‘Hey, like, the future of the career field is actually us looking to the past.' And really kind of got me fired up on what we call back then, air base ground defense. So when I got to McChord — McChord Air Force Base was my first duty station. And the great thing about going to AMC first is it AMC is a mobility — I mean, it is all about mobility and the operations associated with it. And so the first thing that that my task was as the second lieutenant in that squadron was, I was the air base ground defense flight commander. So that was, I mean — we would go out to Fort Lewis, and we would bivouac for days. And I had, you know, a 44 person team that was a base defense sector. I had specialized K-9 units heavy weapons. And back in those days, we had 81mm mortar teams and fire direction centers that we would set up. So I just got completely on board with the air base defense piece. And so that was that was very passionate for me, which then made the next step to Korea an absolutely logical next location, going to the wolf pack at Kunsan, not only getting a chance to then stand up Gwangju as a part of the first Air Expeditionary Unit to go back to Korea since the Korean War, but then doing the mobile reserve aspect of it. And it was just a great assignment.   Naviere Walkewicz  16:40 Wow. So you were right in from the very beginning. You got kind of just into it all.   MAJ. GEN. SHERMAN  16:45 So when we go back, when you were talking to me about, ‘Hey, when you make your mind up...' So I had this five-year plan built out. And, you know, my five-year plan was ‘OK, I'm gonna do my first assignment at the first opportunity to PCS. I need to go remote. I need to go to Korea. And then, OK, how can I get another overseas assignment after that? And then what do I need?' So the thought was, “Let me get to as many match comms as I can, as fast as I can in my career, and use that as a place — OK, because I want to build my experience base out. Because even as a lieutenant and young captain, I didn't want to come across as a one-trick pony. So my thought was, “Let me just get as much as I could under my belt early on.' And so after I left Kunsan, I ended up going to Aviano Air Base in Italy, which, for me, when you look at like those moments in life that are transformational, this was transformational on a different level. You know, some assignments you go to are very much professional growth assignments. This assignment, for me, was very much a personal growth assignment.   Naviere Walkewicz  17:52 OK, so tell me more.   MAJ. GEN. SHERMAN  17:55 I mean, when you think about it, four years at USAFA, very uniquely focused on a plate that is overflowing with things that you need to get done. So you are, you're focused on, you know, everything from grades to military training to all of those things. And then I get to my first base, and I am just working, and I'm volunteering for everything, and we have got a heavy ops tempo of exercises and things like that. And my leadership was fantastic, because they were throwing me into every opportunity I could. And then, boom, I go to Korea, and that is a unique warfighting focused — and at Kunsan especially was heavily warfighting focused. So now all of a sudden I am spending really, when you think about it, the last almost seven years being uniquely focused on mission, right? And so I get to Aviano Air Base, Italy, and the first thing that happens is Operation Allied Force kicks off. So I get there in January, boom. Allied Force kicks off. I think it was in end of February, beginning of March. And wow, what? Again, what an amazing, mission focused experience. And then after we finished up Allied Force and the base returned back to more of its steady-state standpoint, it was the Italians that took me under their wings, that because I made a specific choice, because I grew up — my mom's side of the family are all Italian immigrants — and I was always at my Nonnie and Papa's house, and there was just a lot of that growing up, which is that whole, like, you know, West Coast dad, East Coast mom thing, but I didn't know, you know, my mom and her brothers never spoke Italian. And there was a lot of that, that thought back in those days that, you know, ‘Hey, we're here to be American, so we're going to learn English, and we're not going to speak, you know, the language that we came from,' right? And so my mom and her brothers really never learned to speak Italian. And so my thought was, ‘Gosh, I grew up with this as such a strong part of my childhood that I need to put myself in a position where I can learn the language and start to kind of get an appreciation on the culture. Together.' And so I specifically — and really lucked out on a location, but I was about 20 kilometers away from Aviano. I was in an amazing town. I was the only American living in the complex that I was in. So I was like, ‘If I'm going to learn, I need to just dive in the way that you do, in the way that I do, and just start learning.' And so I ended up kind of building this support group of Italian families that all kind of took me under their wings.   Naviere Walkewicz  20:27 Wait, I have to ask you a question, because back when you're at the Academy, you said you spoke to your now in-laws. So was Laurie not a part of this?   MAJ. GEN. SHERMAN  20:35 So Laurie and I, right. So that's an important part of the story. Laurie and I dated for two years while I was a cadet, and when I was in tech school, her and I made the very difficult decision — and as painful it was — to part ways, so her and I actually parted ways for a few years. I was single at the time. Laurie was still here in Colorado Springs, and I was getting a lot of assignments under my belt, which, to be honest with you, you know, in retrospect, it was very fortunate, because I may not have made the same assignment choices had I been married at the time. And because I wasn't married, there were no other variables that I needed to factor in, other than personal experience goals, right, that I wanted to play into, and so I could just put down whatever assignment I wanted, and that allowed me the opportunity to just focus on job. And while Laurie and I stayed in touch, and I stayed in touch with her parents over the years, I was in Aviano, and her and I were not together at that point,   Naviere Walkewicz  21:39 That makes sense. I was like, why were you alone in Italy?   MAJ. GEN. SHERMAN  21:43 It's a fair question. But I also think that being single in that environment allowed me — and that's where I think it helped me develop as a person. And so there are a lot of, I think, really wonderful things that happened during that time, and that was because I was so uniquely mission focused. It was these, this amazing group of Italian friends together, that really kind of taught me about there, there's a time to relax, you know, there's a time to work, there's a time to relax, and there's also a real human need to enjoy life and enjoy time together, which is quintessentially Italian. And so, as my pool of this, these amazing people — that  by the way, for the last 25 years, we've been going to visit. It's the same families that took me under their wings when I was a lieutenant, are the same families that were all tuning in as we were doing a live stream of me pinning on my second star. And so I've never been stationed anywhere else in my career where I felt more at home. And so I think this sense of like, ‘Wow. This like independently as my own person, this feels like home.' And as time went by and I started to get an appreciation for actually things that were a part of my childhood. Because, you know, we would have these long, huge meals, we would spend four or five hours at the table as a family. And for me, this was all normal. Well, that was also a part of kind of normal Italian life and normal Italian culture. You're not going out to dinner with your friends unless you're investing at least three hours at the restaurant. But for me, this was all — this felt normal to me. And so it was about, you know, you don't need to eat your food in five minutes.   Naviere Walkewicz  So contrary to USAFA, by the way.   MAJ. GEN. SHERMAN You know, you don't need to chew no more than seven times and swallow. So it was about experiencing that, and learning even just some things that became personal passions. Like, you know, how wine is made and why wine pairing matters, and how is this process? And so all of a sudden, this personal experience — and I think growing as a human being was taking place there, and I was maturing as a human being because I had gotten all of this phenomenal job experience under my belt, but this was where I was growing as a human being. And you know what's interesting, as time has gone by, I have noticed just how impactful that time was, because there are things that I've noticed, even as a senior officer, that I feel very strongly about, that I don't think I felt as strongly about as a junior officer, and it was because of that experience, and it was the aspect of when people are on leave, let's let them take leave. There is a part of the human experience that you need to enjoy time with people that you care about, because what it does is you're not slacking off from work. You're not leaving everybody hanging. What's happening is that, because you're taking some time to just enjoy life with people you care about, when you come back, the restorative effects that have taken place because you simply breathe and you enjoyed what it was that you were doing and whatever your passion was, you know, unencumbered, you could enjoy that. And we all realize that there are times, especially as you get into positions of authority, that, hey, they're going to need to call you periodically. But what was interesting is that, especially, I mean, I'll give an example as a wing commander. As a wing commander, despite realizing how important that mission is and how big Wright-Patt was, we, Laurie and I took leave, and we took two weeks of leave, and we went back to Italia and visited our friends and enjoyed life, because the culture helps us to slow down. But what it also did is I gave my staff some parameters. ‘Hey, here are the things that I think are important, like on a scale of one to 10. Here are the things that I think are an eight. So an eight or higher, call me. Don't text me.' I said, ‘Physically call me, because I will answer the phone knowing it's for — and then you have my undivided attention.' But what it also does is it means that my vice wing commander who is there, that I am empowering my vice wing commander and showing to everybody else I trust this leader to lead this wing in my absence. And if it's something that really needs my involvement, they'll get a hold of me. But I think our junior leaders need to see that at the senior most levels, that I can physically trust and emotionally trust my vice, my deputy, to hold things down while I'm gone, and that I'm not irreplaceable, and that if I did my job as a leader, I set the conditions that allowed the wing to thrive in my absence, and didn't mean that the wing had to hang on every decision I made or every word that I said, that I set the conditions that allowed them to be successful and fostered the leadership that allowed them to lead in my absence. And I felt great while I was gone, because I knew the people that we had there, and I knew the investment that we made in them. So that was kind of a long, you know, trip around this…   Naviere Walkewicz  27:26 I mean, I think it was so powerful that you kind of learned that about yourself in Italy. And then would you say that there was anyone that you saw emulating that? Or was it just something over time, you developed this realization that you need to enjoy life and you need to allow people the space to do so.   MAJ. GEN. SHERMAN  27:43 So I would say the people that I was emulating in that aspect were a lot of the families that were there. I have been fortunate that I have worked for some commanders who, at different times in their life felt the same way. Conversely, I also worked for commanders that did not feel the same way. And, you know, an interesting case in point on something that on an experience I had in a command bill and after I had left Aviano — this is when Laurie and I were back together; we were married at this point. I had a group commander that was frustrated about me taking leave and called me every day at 1500; every day at 1500 I got a telephone call. And you know what that does is now all of a sudden, you're eating lunch, and the clock is getting closer to 1500 and you start to get that knot in your stomach and you're like, ‘OK, what are we going to talk about today?' And so, unfortunately you don't see some of the same appreciation for that across the board. So how do we deal with it? The best thing that we deal with it is that that's where the buck stops. We don't pass it down to our people. So after I got the call from him, I didn't call back to the squadron. I got the call from him. We went through the call, we answered the questions, and I didn't then immediately turn around and call back to my ops officer who was running the Squadron at the time, and say, XYZ. And we just left it there, because at that point in time, the bucks got to stop it at that point. So I think that that's kind of the, you know, the alpha and the omega of learning and then also having your own personal resilience and courage to say, ‘I accept that the buck stops here, and I'm not going to let this roll downhill to my people.'   Naviere Walkewicz  29:41 That's an excellent leadership lesson, because I was going to ask you, ‘What does that look like, and how would you how would you handle that?' And so you went right into that. Thank you so much for that. So what has it been like leading security forces — defenders? What's it been like? Has there been a moment in time where — a particular assignment or something's really stuck into your mind or into your heart, because it's just really affected you?   MAJ. GEN. SHERMAN  30:05 Absolutely. I will tell you, as we go back, as we were kind of talking about decisions that you make in your youth, and that critical decision that I made in the fall of '94 I mean, I have worked with some of the most amazing people I've worked in my life. I have gotten a chance to go to places I never thought that I would see. And so, when you kind of roll up, I would say it was my final squadron command, and I would say that that was a real culminating squadron command. So I commanded four squadrons, and we command early, and we command often, and there's a lot of responsibility that that's placed on us as young officers to command as a young officer. And so having the opportunity to command two times as a captain, or one time, you know, as a major-select, then as a major, then as a lieutenant colonel. So that culminating command would have been Bagram Airfield in Afghanistan in May of 2012 to May of 2013 and you know, it was interesting because all of my previous squadron commands had all been vested in either the contingency response or the kind of combat contingency environments. And it was almost like all of those were leading me to this moment. So let me just kind of set the conditions on what Bagram was like at that point in time. We had grown the squadron to about a 1,200-person squadron, huge squadron. And what we were also responsible for is we had taken over battle space ownership from the Army. So the Air Force was controlling 220 square miles of battle space throughout Parwan province, which is a huge. I mean, it's twice the size of Washington, D.C., if you want to try to give a comparison, more or less is fair to look at that level as just a huge amount of terrain in which our airmen were responsible from everything from humanitarian operations and goodwill outreach to engagements to literal kinetic action and combat in the battle space. And so a part of this culmination was, was an environment where as the defense force commander — as that squadron commander to them as a lieutenant colonel at that point — I mean how we are weaving ourselves into their lives, and how we are working with their section commanders, and how we're working and managing the value of our perimeter defenses with our teams that were going outside of the wire doing legitimate patrolling and engagement and things along those lines, was huge. And I think that that is an example. And when you look in the rearview mirror to say, ‘Gosh, now this, a lot of this makes sense, like all of these assignments, whether by design or whether by fate, somehow gave me an experience that at this moment, I needed it most.' And I think, as I talk, we've really enjoyed being here with the cadets and talking to them about, how does a leader really develop trust, and how does trust really manifest itself? And so, through the time that we were there, and the engagement as their leader — not just the leader who's just simply circulating, because that's important, but they also need to see your decision making and your strategic thought. And how do you react under pressure? How are you reacting as we've got incoming in, and what do you do being the person in the joint defense operations center, helping to manage that, and how are you both taking care of people, and how are you managing mission? And they see that. And so I would say that the development of that level of trust, especially in an environment where you are literally dealing with high costs, is huge. And so I think there was one, situation that really rests on my heart that and I don't talk about this to give validation, but I think I talk about it on it's about how people connect, and why do I feel so strongly that leadership is a human experience, like this is a what we are doing as a human experience. And so I was retiring my chief. So I was asked by my chief at Bagram — this was some years later. He's out of the 105th Base Defense Squadron out of the New York Air National Guard, and him and I were a phenomenal team there. Dave Pritchard and I just made a great team. And so he was retiring, and asked me to come back and do his retirement. So we had done the retirement ceremony. We were at the VFW afterwards, having his after-party and so forth. And so I had gone into the bathroom for a comfort break and washed my hands and things like that. And I noticed, as I was kind of moving towards the bathroom, there was kind of a young man who was kind of floating. You know, floating around. And so I came out of the restroom as I was finished, and he was waiting there at the exit of the restroom for me, and kind of, you know, got in front of me, and he stood there, and he looked at me, and he goes, ‘Hey, sir, I just, I needed to let you know this, that I was one of the airmen in one of your patrols that got hit by an IED, and he said, your investment in us, and the words that you used and when you came to talk to us, and the faith that you had in us gave me the courage to go back outside of the wire when you asked us to go back outside.' And so why that rests so heavy is when you think about what, what is the what is the con? The consequence there is that somebody believed in you so much that when you spoke to them and said the word, they were going to go back out and do it again, in spite of what had just happened to you. And I don't think there is any stronger level of trust that you can ask from somebody than to have one of those moments. And so that moment just resides very, very heavy on my soul, because I think it puts into real, tangible context, what is the responsibility of leadership? What is your responsibility of leadership?   Naviere Walkewicz  36:42 I'm letting that sit a little bit, because I can't even imagine the amount of feeling that you had first for him, the courage to share that with you. Because I'm sure that he really wanted to share that. I'm curious if you can remember perhaps, what he might have been referring to, like what you were sharing with the men and women there.   MAJ. GEN. SHERMAN  37:02 So, you know, it was also a part of things that, in times after Bagram have really been used for me as a senior leader on why I reinforced the importance of values. And, this was one particular incident there that really comes to mind is, and I use this when I when I talk to people, because I again, it's the consequence, and it's why our responsibility as leaders to set the right conditions and culture and all of that is so incredibly valuable. And so I talked to people about a story about we had had a situation where we had some real destabilization in the battle space. There was a particular village that we were having some unique challenges with, and we were doing a lot of kind of battlefield shaping, and we were doing some particular village engagement, and the engagement just wasn't happening. And so we were now kind of starting to escalate our interaction with the village a little bit more and as we were doing that, we were now going to start doing more shaping operations. So it just so happens that one of these nights —this was in the late fall, early winter of 2012 — and we were sending one of our patrols outside to do some shaping and engagement operation there. But this was in the evening. This was a different aspect that we were working for this particular mission. And so mounted up that the airmen are ready to go. They're pushing outside, they're right on time, and everything is going according to plan, and they are getting close to what we call the objective rally point. So that was where they were going to rally up before they actually moved into the village after that. And so everything was going according to plan. And the only thing they needed to do before they got to the objective rally point was really kind of go down a small gully over a rise, and then they meet at their objective rally point at that point. And so teams are moving out. First truck over the rise, getting to the point. Second truck over, everything's going fine. Third truck over, fourth truck after that, BOOM, off goes the IED. And what had happened is, they were waiting for this opportunity, and they knew exactly what to do. And that is, if you hit the last truck in the movement, you've got three trucks that are gone ahead of time, and now we've got folks in a very precarious situation. And so what I talk to people about, when we talk about conditions and the real impact that a leader has, is I'll talk to them about who was in that truck, who was in that MRAP that we were sending down at that point in time. And inside that MRAP was the face of America. And the explosion was significant, and it did some considerable damage. It threw the engine out of it, penetrated the hole, ripped one of the doors off the side in the front. And so, you know, the truck commander was National Guard from, actually from Tennessee, and he had gotten injured, broken an arm because that door had peeled back. And as the door peeled back, his arm got caught and broke his arm. The driver, Asian American coming out of the state of California, active duty. He had injuries to his legs because of the penetration of the hole. We had a gunner up in the turret, African American female from the New York Air National Guard. She had a broken pelvis at the time, and she just stayed on the gun the entire time despite her injuries. We had our radio operator. European American female coming from the Midwest. She was actually Air Force Reserve. She had a case of TBI from the explosion, and she was still making calls on the radio. We had two of our riflemen in the back, both came from Hispanic heritage, one of them from Puerto Rican heritage, one of them from Mexican heritage. They were very fortunate that while they got tossed around the back and had some minor TBI issues, they were more or less bumps and bruises, and they were all by themselves. Yeah, because they were all alone, they were in the middle of Afghanistan, they had just gotten hit. And so for me, what's so important about that story is that if we did not set the right culture and the right values and the right expectations and be in a leader by example, and they were harassing each other on Bagram, and they were assaulting each other on Bagram, and they weren't respecting each other on Bagram, and they didn't care about each other on Bagram, they would have died out there that night. But they treated each other like a family, and they cared about each other like a family, and they took care of each other like a family that night, and they lived and they all came home. So for me, if we're going to talk about what is the true consequence of leadership — and I use consequence deliberately, because oftentimes that's used in a pejorative manner — but this is the true result of your actions, that if you don't set those conditions, then you are legitimately putting your people at risk. And so that whole experience at Bagram, and in so many ways that we all carry our scars and our bruises and things like that. I wouldn't trade that experience for the world, but that was tough. And I often describe it as a tale of two cities. You know, it was the best of times. It was the worst of times.   Naviere Walkewicz  42:34 I think a lot of times, when leaders go through experiences like that, they have some more fortunate than others, but a support network. And I would guess it would be your family. How has your family played a role in these moments in your life, in helping you as a leader?   MAJ. GEN. SHERMAN  42:54 So I will say it's primarily my wife. I have got this wonderful support of parents and my in-laws and so forth. And what's been truly fortunate is how close I am with my in-laws. Because when Laurie and I were dating while I was a cadet, anytime I had an overnight or weekend pass, I was over at her mom and dad's house and so I think that being married to somebody that has truly known you from the beginning, you know, where, whether we got a training weekend going on, or something like that, or I'm working first BCT or whatnot, that Laurie was a unique part of all of these things. And I would say that it has been incredibly heartwarming to watch her interact with the cadets here, because it's fun, because her and I do everything together. And so as we're going to events, I'll have a group of cadets that I'm talking to, and then I'll look over and Laurie's surrounded by a group of cadets who are asking her just very insightful questions about our experiences together, and ‘Was it tough sending them away on deployments?' Or how, you know, in those tough times, ‘How do you how do you keep your marriage together?' Just really insightful questions to ask, but she has just been so central to everything that I do. And so going back a little bit and talking about, like the strength of our relationship and how much that helps, we actually needed to have that breakup period as horribly painful as that was, and wow, was I carrying a torch for her all of those years. I mean, I remember, you know, as time was going by, I would talk to my mom, and I'd be like, ‘Mom, I just wish that Laurie could see the man that I become.' But we needed that time because oftentimes, and what we found in ourselves, we didn't know it at the time, because you're living in your environment and you can't see it, right? Is that in youth, things are often absolutes. And you often will get to a place where you're starting your marriage, your relationship is growing. And if you start to talk about marriage, there are things that we have found were absolutes for us. You know, certain things that we did, how we practiced our faith. Did we open up presents on Christmas Eve or Christmas Day, but the expectation was somebody was going to have to give up their particular tradition to conform to the tradition of one of the spouses. And in your youth, that seems reasonable, and I think we needed that time to be apart, having had that time together at such an important time in each of our lives here. But we needed that time apart, because I think we needed that frame of reference as we grew as people into adults. Grew as young adults. And now all of a sudden here I'm getting multiple assignments, and now being thrust into leadership positions with accountability and authority, and then coming back to that, all of a sudden, you're realizing, ‘Gosh, the world just isn't always in absolutes. And maybe a marriage doesn't have to be zero sum, but maybe a marriage can be positive sum.' And do we really have to make somebody give up something that is important to them, that is a part of their identity? Because somehow you feel like you have to conform your marriage into one side or the other. And so, I think for us that was that was so incredibly important. So to kind of get to that story is that, you know, I left Aviano and I went to Al Dhafra. I was in Al Dhafra actually for September 11. It was my first squadron command, but it was a squadron command I wasn't expecting, because I came there as a chief of security forces for about a 70-person security forces flight as a part of the 763rd Expeditionary Air Refueling Squadron at Al Dhafra. And then all of a sudden, 9/11 happens, and we went from about 400 people on Al Dhafra to about 4,000. And you know, U-2s came in, ISR platforms came in. Everything changed. And all of a sudden, this 70-person security forces flight that I had grew into about a 350-person security forces squadron. And AFSET said, ‘Hey, Sherman, you built it, you keep it, and we'll replace you with a major when you leave.' And I was a six-year captain, and so then finishing up that assignment, and I got picked up for — there was a point to that story — but it was about coming back, is that, hey, I got these new, unique experiences that grew me under my belt. And then I came back to do an AFIT program at Cal State San Bernardino. And that was the moment that brought Laurie and I back together.   Naviere Walkewicz  In what way?   MAJ. GEN. SHERMAN And so, I had a health scare. Nobody knows what it was. We never figured it out. Doctors never figured it out. But it was one of those things, like, all of a sudden, I shotgun something out to everybody I knew. I said, ‘Hey, doctors are a little bit concerned, you know, keep me in your thoughts.' And so Laurie, Laurie is like, ‘Holy cow, you can't just send a one liner and leave it at that.' So she called my mom and dad and said, ‘What's his phone number?' And so it started to turn into ‘Hey, give me all of your test results after you get it back.' Then pretty soon we're talking a couple times a week, and then pretty soon we're talking every other day, and then we are talking every day. And the beauty of this was that we already knew each other, so we already knew what everybody's favorite color was — by the way, Laurie's is purple. We knew what music each other liked. We knew things about each other. And some of the things that actually drew us together when we were dating here was, you know, we had things like some common family traditions, like, you know, Italian fish on Christmas Eve and sitting around the table for hours and stuff like that were all things that we had in common. So we already knew that about each other. Now, her and I on the phone, we're getting into some real, like substantive discussions, children, faith. How do you how you raise children? How do you know, what are we going to do for different traditions? What happens if I have to take a remote; what does that mean? And so we were getting into these really, deep conversations. And, you know, I would come back from either class or then when I PCs to the security forces center out at Lackland, you know, I would come home from work, and this was in the old flip phone days where you had a battery that came off the back. So I would have one battery in the charger, and then I would have an earbud in, and I'd have the phone in my pocket. Yeah, and I'd come home and to call her, and we would just go throughout the evening. So I'm ironing BDUs at the time, shining my boots and stuff like that, and so, and we were just talking. And then we were just kind of like living life together. And, after that point, it became very clear that those two young people who sincerely cared about each other, now, each of us grew up and had experiences in a place that allowed us to really appreciate each other and really love each other. And you know, we were married just a little over a year after that. And it has been phenomenal, her support. And I think one of the great testaments to that was, 10 days after we got married, I went to Baghdad, but she's like, ‘I grew up in the Air Force. I know how this works. We're gonna move the house. I'll get the house put together.' And she's also a professional in her own right, which is great. So she was working in a legal office here as a paralegal and legal assistant here in Colorado Springs, and has been a GS employee for the last 18-plus years. So what's great is she, too has her own aspect of service. What I love about it is that in the jobs that she's in and then the jobs that I'm in, we can talk shop, and then we cannot talk shop, right? And so she's the first person I go to if I have to ask a question, she's the first person that I'll go to say, ‘Hey, did I do that right? Or do I need to backtrack on that a little bit?' Because she knows me, and she knows me completely, and that level of trust and love and faith that we have for each other has truly enabled me to be able to serve our airmen on a level that I don't think would have been possible without her.   Naviere Walkewicz  51:59 Would you say that she's had a role in your development as a leader, in the way that you lead.   MAJ. GEN. SHERMAN  52:05 Oh, absolutely, absolutely, because, and I love it, because her experience as a brat and her dad as a chief gives her a very unique lens to look through. And so the advice that she gives me she can give me from her teenage self in some way, you know, from that experience, watching how her dad interacted with something or knowing her aspect about this. And then as she's developed professionally, working on the E-Ring at the Pentagon a couple different times, working for very senior leaders, knows how to navigate that space. So then I'll go to her for advice, like, ‘Hey, how did your boss handle something like this?' ‘Well, let me tell you what, how we work through this...' And so I would absolutely say that that Laurie has uniquely influenced and helped me to become the best version of myself that I can be.   Naviere Walkewicz  53:03 Wow. Well, I want to ask you a little bit about developing yourself as well, because one of the questions we like to ask is, what are you doing every day to make yourself a better leader? Can you share what that might be?   MAJ. GEN. SHERMAN  53:17 I've said it a couple times during this: I truly believe that leadership is a human experience, so for me, it's about the interaction. And so oftentimes, advice that I've given to people — like there are amazing resources abound that can help people, give people leadership perspectives, and we can either learn it from history, or we can learn it through study. We can learn it through analysis. We can learn it through books. And I've always talked to people about use the external tools that help to grow you, but make sure that you're using it to influence the personality that you already have. Because oftentimes what happens is, is that people will have this really strong desire to say, “OK, I want to make sure that I do this right. And so in doing this right, let me make sure I've got my checklist, and so I'm going to greet them, I'm going to ask them how their family is, I'm going to ask them if the kid did all right in the baseball game. And I'm going to go through my checklist, and if I do that, I fulfill my leadership obligation.' Now not everybody does, and I'm making generalities on but, but I think that there can oftentimes be the allure that when you are focusing on what may be the theory or the principle of the day, and not using it to supplement and grow and mature your personality, that there is a strong allure to want to wholesale replicate what it was that you learned, and you're doing it in a noble place. It's not nefarious. It's being done in a noble, genuine place. But there's that allure to say, ‘OK, good, I really like what I've learned. I'm going to do these things and step through.' And so why I talk so much about the experience, and why I talk so much about the interaction, is that the more that you know the people that you may be influencing by just simply being there and understanding what that means. It means you're eternalizing the value of your presence. You're listening to their stories, and you're understanding for them, what are the things that are motivating them? What are the things that they value? Because each generation, each environment, each condition is going to require something a little bit different from you, and if you don't take the time to understand your environment or generation or cultural nuances or things like that on where you're at, then you are missing that opportunity to develop trust, where they start to believe in you as a person, and not just the rank and position that you hold, because they'll do the right thing for the rank and position that you hold. That's the caliber of people that we have in this Air Force of ours. They'll do the right thing. But if you transcend that in the fact that they believe in you wholeheartedly and trust you, oftentimes with their own lives, it means that you've invested something into them, where they truly know that you care. And that goes back to that A1C on the cork board that said, ‘I need somebody who cares about me as a person.'   Naviere Walkewicz  56:41 You know, as I think about what you've experienced through your career and the lessons you've learned, both professionally and personally, what would you say to yourself back then that you should be doing back then to get to where you're at now? Because we have listeners that are like, ‘What can I start planting today, that will bloom down the road?'   MAJ. GEN. SHERMAN  57:03 Absolutely. And so I think if I was to go back and put my arm around Cadet First Class Sherman, I think what I would do is — because it is, it is oftentimes easy to look in the crystal clear mirror of hindsight, right? But I think instead, what I would do is I would put my arm around him and say, ‘Keep following your heart and let the failures happen, because the failures are going to grow and let the stumbles happen and enjoy the triumphs with people and be appreciative for what got you there.' And I think it would be more of the encouragement of like, ‘You have laid out a path for you take the path wherever it goes, the joy, the pain, the triumph, the failure, all of those things, because all of that helps to develop the leader.' And oftentimes you want to go back and say, gosh, if I was going to talk to my previous self, then I would say, ‘Ah, don't do that one thing,' right? But I'm looking at it saying that if I didn't do that one thing, then I'm not sure that I would be where I'm at at a time to make sure I didn't do that thing at a moment that was incredibly catastrophic. And so while we have this desire to want to prevent ourselves from the failure, I think that what we have to do is say you're going to fail and you need to fail, and it's going to sound — relish in the failure, because it is often emotionally troubling, especially those of us that come here because we are Type A perfectionist, and that's part of the draw of coming to this amazing place. Is there a certain personality traits that help us to be successful here, but not all of those personality traits make us uniquely successful in all situations outside, and so you've got to have that failure at some point in time. And the failure that you can get up and say, ‘OK, I did this. This happened. My soul is bruised. My ego is bruised. I may have to take a little bit of accountability for this. OK, now I need to have the courage to take the next step forward again.' Because I could easily retreat back to a safe place, and I could become risk averse, and all that does is hurt the people around you. OK. I have to have the courage to breathe and take the step again and get back in there. So I would tell my — I don't think I would want to prevent myself from doing anything. I think even the growth that took place while Laurie and I were apart — and, like I said, that torch that I carried for her — I think if I had whispered in my ear and said, ‘Hey, just relax, you're gonna marry her.' I think I needed that torch, because that in my own mind and my own emotion was me needing to become a better man, and so I think I needed to go through — like, sometimes you need the struggle, and sometimes the things that are most valuable are the things that you had to go through the struggle for, right? And I think that's where my blue collar ethics background comes in. It's like, I'm just going to roll up my sleeves and I'm going to work through the struggle.   Naviere Walkewicz  1:00:36 Wow. Well, we took a look back. I just want to ask you a question forward. So do you think about legacy? And what do you want your legacy to be? Is that something that plays in your mind as you wake up each morning or go to lead people?   MAJ. GEN. SHERMAN  1:00:50 I think the way that I look at it is, I look at it in a in a different aspect, and the way that I look at it is in a very confined point to point. It's not about what is going to be Tom Sherman's legacy when he retires someday, but was that interaction that I had with somebody to give them some encouraging words when they fell down, did that matter to them at that moment? Because there are people for me in my failures that were commanders, that were leaders, that were mentors, that were senior enlisted, that, you know, grabbed that lieutenant by the arm and helped to lift me up. And their memories are etched in my fabric. And so I think that it's about that individual event that your legacy will live in the people in which you made a difference to them.   Naviere Walkewicz  1:01:49 Well, I'll share with you, I was telling my son — he's a cadet, a third-class cadet, actually, now he's about to be a C2C — that I was doing this podcast with you, and he said, ‘What an incredible leader, Mom, he motivates me. He's so inspiring.' So your legacy is already through my son—   MAJ. GEN. SHERMAN  1:02:05 Thank you! That means — thank you so much for sharing.   Naviere Walkewicz  1:02:10 —that you really made an impact. So we're going to get to your final thoughts here in a little bit. But before we do, I want to make sure that you know our podcasts publish on every second Tuesday of the month, and you can certainly listen to Gen. Sherman in any of our other podcasts on longblueleadership.org. So Gen. Sherman, what would you like to leave our listeners with today? This has been incredible, by the way. Thank you.   MAJ. GEN. SHERMAN  1:02:32 I have truly enjoyed this, and it's just been — it was just wonderful having the conversation with you, and it's in real honor to be a part of this. I truly believe in what you're doing here.   Naviere Walkewicz  1:02:43 Thank you. It's my pleasure to help share your story and help inspire others. And is there anything we might leave with our listeners that that they can part with tonight?   MAJ. GEN. SHERMAN  1:02:51 I think, for me, you need to love what you do and love I think, is one of the most powerful words in language. And I don't just say the English language. I say in language because of the strength behind the meaning and how wide the meaning can be impactful. If you love what you do, people will feel that your very presence will make a difference. They'll feel that if you love what you do, then you're being, you know, internally, inspired by the love that you have for what you're being a part of, right? If you love and care about your people, they will follow you to the ends of the Earth, because they know the passion that you have and the belief that you have in them. So I think that as we go back to these things, we oftentimes look at the terms of courage and love may seem diametrically opposed, and I would attest that you can be most courageous and that your courage will be most effective only when it's buttressed by the love that you have in what you do and who you do it with.   Naviere Walkewicz  1:04:08 Thank you, sir, for that. Thank you for being on Long Blue Leadership.   MAJ. GEN. SHERMAN  1:04:11 Absolutely. Thank you. This was a wonderful time. It was a real honor.   Naviere Walkewicz  1:04:14 Thank you. Well, until next time, I'm Naviere Walkewicz. We'll see you on Long Blue Leadership.     KEYWORDS Leadership, Air Force Academy, Major General Thomas P. Sherman, mentorship, personal growth, security forces, work-life balance, family support, continuous improvement, legacy       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation        

The sermon emphasizes the importance of cultivating a healthy church by embracing both positive actions and avoiding detrimental behaviors. Drawing from Titus, it highlights the need for submission to authority, demonstrating kindness, and appreciating the transformative power of the gospel, which stems from God's mercy and the sacrifice of Jesus. Conversely, it cautions against engaging in frivolous disputes, rejecting divisive individuals, and ultimately, striving for a life of godliness motivated by gratitude for salvation and a hopeful anticipation of eternal life.

Altcoins aren't the only thing out there experiencing Sweet Divergence -- Where the sector is on fire, but money hasn't trickled into the lower cap offerings.  There is a sector even more validated right now, with stocks just begging to be snatched up.   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.

Today, Pastor JD will explain that it's a person’s choice whether to accept the truth of Jesus as presented in the Scriptures. To receive the truth and the love God offers is in keeping with His teachings, “This is love for God: to obey His commands”. Conversely, to know the truth and not obey it is to face the wrath of God.

Your health journey begins in the soil. This fascinating conversation between nutritionist Kara Kroger and Amy Milliron of Fearless Farmers reveals the profound connections between environmental and human health that most of us don't fully understand how to integrate into our shopping and eating habits.Driven by the loss of her father to cancer related to Agent Orange exposure, Kara has dedicated her career to understanding how our environment shapes our wellbeing. She shares the remarkable parallel between soil and gut microbiomes—both functioning as complex digestive systems that either thrive or suffer based on what they are fed. When we nourish the soil properly, it produces nutrient-dense foods that support our gut health. Conversely, when we nourish our gut properly, we experience better digestion, improved immunity, and even a more positive mood.Contrary to popular belief, transforming your gut health doesn't require expensive supplements or complicated regimens. Kara demonstrates how simple interventions like increasing fiber intake from diverse plant sources and staying properly hydrated can create dramatic improvements, sharing a client story where these basic changes resolved 80% of post-cancer digestive issues within just two weeks. She illuminates how phytonutrients from plants support microbial diversity in both soil and gut, creating a continuous cycle of health that extends from the land to our bodies.Most powerfully, this episode offers practical tools that you can implement immediately, while introducing an upcoming three-part webinar series, "Harvesting Health," which will guide participants through creating personalized gut health protocols. Whether you're dealing with chronic health issues, curious about the environmental impact of your food choices, or want to optimize your wellbeing, this episode provides a roadmap for understanding the inextricable link between the health of our planet and the health of our bodies. Register for the webinar series at learnfearlessfarmers.org/course/harvesting-health or join Kara's email list for weekly gut health tips that can transform your relationship with food.Register for Harvesting Health 3-Part Webinar Series.Join Kara's Mailing List for Weekly Gut Health Tidbits.Learn About Kara's Balance Your Gut Personalized Nutrition Coaching Program - Break free from abdominal pain, gas, bloat, altered bowel movements, indigestion, and reflux symptoms - often in 4 months or less with personalized nutrition coaching.Visit the Land Food Life Website.

On June 18, 2025, the Supreme Court released its decisions for two circuit splits arising under the Clean Air Act (CAA) provision regarding judicial venue: EPA v. Calumet Shreveport Refining, L.L.C. (23-1229), and Oklahoma v. EPA (23-1067). Decided 7-2 and 8-0, respectively, the outcome of these cases hinged on the Court’s interpretation of the CAA’s unique venue provision, 42 U.S.C. § 7607(b)(1). The CAA states that challenges to “nationally applicable” actions may be filed only in the D.C. Circuit. 42 U.S.C. § 7607(b)(1). Conversely, challenges to CAA actions that are “locally or regionally applicable” may generally be filed only in the appropriate circuit court for the region. Id. But there is an exception: actions that are “based on a determination of nationwide scope or effect” must be filed in the D.C. Circuit “if in taking such action the Administrator finds and publishes that such action is based on such a determination.” Id.In Calumet, the Court ruled 7-2 that the “EPA’s denials of small refinery exemption petitions are locally or regionally applicable actions that fall within the “nationwide scope or effect” exception, requiring venue in the D.C. Circuit.” Similarly, in Oklahoma, the Court ruled 8-0 that “EPA’s disapprovals of the Oklahoma and Utah state implementation plans are locally or regionally applicable actions reviewable in a regional court of appeals.” Tune in as Jimmy Conde and Garrett Kral offer a breakdown of these decisions.Featuring:James Conde, Partner, Boyden Gray PLLCModerator: Garrett Kral, Administrative and Environmental Law Attorney--To register, click the link above.

The primary focus of our discourse delves into the dichotomy between the World Government and the Pirates within the illustrious universe of One Piece. As we engage in this examination, we endeavor to elucidate the merits inherent in both factions, despite their apparent adversarial nature. It is our collective assertion that the World Government, while often maligned for its authoritarian tendencies, embodies a semblance of order that serves a purpose within its chaotic milieu. Conversely, the Pirates, often perceived as anarchists, represent a fierce pursuit of freedom and autonomy, albeit with their own myriad flaws. Through a thorough analysis of these opposing ideologies, we seek to uncover the nuanced attributes that contribute to an understanding of good within both the governing body and the rebellious spirits of the seas.The profound conflict between the World Government and the Pirates in One Piece serves as a captivating backdrop for a rich discussion among the hosts of this episode. Each speaker brings a unique perspective to the table, fostering a debate that transcends mere fandom and delves into moral philosophy. The hosts, Ashley, Elizabeth Pang Clyde, and TJ Blackwell, engage in a spirited dialogue that highlights the contrasting ideologies represented by each faction. TJ passionately defends the Pirates, asserting that their quest for freedom and personal autonomy resonates with the universal desire for liberation from oppressive structures. Elizabeth, on the other hand, argues for the necessity of a governing body to maintain order and protect citizens, despite recognizing the systemic flaws and injustices present within the World Government. Christian adds depth to the conversation by advocating for a balanced view, suggesting that both sides possess elements of goodness and evil, reflecting the complexity of human nature itself. Throughout the episode, the discourse serves as a microcosm of real-world polarization, urging listeners to reconsider their own views on authority, rebellion, and the ethical implications of governance. The hosts' analysis not only entertains but also challenges the audience to contemplate the intersection of fiction and reality in their understanding of justice and societal dynamics.Takeaways: In our examination of One Piece, we delve into the contrasting philosophies of the World Government and the Pirates. The Pirates, often characterized by their anarchy, can embody ideals of freedom and autonomy against oppressive structures. Conversely, the World Government, while authoritarian, is intended to uphold order and protect its citizens from chaos. Through our analysis, we illustrate that both sides possess redeeming qualities, offering a nuanced perspective on their respective roles in the One Piece narrative. .We discuss all this and more in this one! Join in the conversation with us on Discord now!.Support our show on Captivate or Patreon, or by purchasing a comfy T-Shirt in our store!.Don't miss any of our "Finding the Good" episodes:https://player.captivate.fm/collection/37fa0c3f-55f4-4cd4-b112-ca5476583ffa.Be sure to listen to all of our One Piece episodes:

June 25 marks the advent  of two incredibly important inventions in the history of civilization ;  June 25 1630 saw the introduction of the fork, while June 25, 1867 was day barbed wire was patented. Today's program considers how our history might've changed had these dates been reversed ;   nearly 250 years could've elapsed with nothing being eaten except soup.  Conversely, barbed-wire death matches (electrified and otherwise) could've begun much, much earlier. Of course, these were hundreds of years before the birth of Abdullah The Butcher whose body of work would've undoubtedly suffered had he been toiling during a gap between forks and barbed wire.   My monologue about this subject is nearly two hours long and rather than save it for patreon subscribers, I've instead deleted the entire thing. You simply don't deserve to hear it.  So It's another all-music episode (sorry).

Last time we spoke about Operation Chahar. In July 1937, the tensions between Japan and China erupted into a full-scale conflict, ignited by the Marco Polo Bridge Incident. Following a series of aggressive Japanese military maneuvers, Chiang Kai-shek, then enjoying a brief respite at Kuling, learned of the escalating clashes and prepared for battle. Confident that China was primed for resistance, he rallied his nation, demanding that Japan accept responsibility and respect China's sovereignty. The Japanese launched their offensive, rapidly capturing key positions in Northern China. Notably, fierce battle ensued in Jinghai, where Chinese soldiers, led by Brigade Commander Li Zhiyuan, valiantly defended against overwhelming forces using guerrilla tactics and direct assaults. Their spirit was symbolized by a courageous “death squad” that charged the enemy, inflicting serious casualties despite facing dire odds. As weeks passed, the conflict intensified with brutal assaults on Nankou. Chinese defenses, though valiant, were ultimately overwhelmed, leading to heavy casualties on both sides. Despite losing Nankou, the indomitable Chinese spirit inspired continued resistance against the Japanese invaders, foreshadowing a long, brutal war that would reshape East Asia.   #156 The Battle of Shanghai Part 1: The Beginning of the Battle 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. On August 9, a bullet riddled sedan screeched to an abrupt halt at the entrance to the Hongqiao airport along Monument Road. The gruesome scene on the dashboard revealed that one of the victims had died in the car. He had been dragged out and subjected to brutal slashing, kicking, and beating until his body was a mangled mess. Half of his face was missing, and his stomach had been cut open, exposing the sickly pallor of his intestines, faintly glimmering in the night. The other man had managed to escape the vehicle but only got a few paces away before he was gunned down. A short distance away lay a third body, dressed in a Chinese uniform. Investigators swiftly identified the badly mangled body as belonging to 27-year-old Sub-Lieutenant Oyama Isao, while the other deceased Japanese man was his driver, First Class Seaman Saito Yozo. The identity of the Chinese victim remained a mystery. At first glance, the scene appeared to be the aftermath of a straightforward shootout. However, numerous questions lingered: What were the Japanese doing at a military airfield miles from their barracks? Who had fired the first shot, and what had prompted that decision? The Chinese investigators and their Japanese counterparts were at odds over the answers to these questions. As they walked the crime scene, searching for evidence, loud arguments erupted repeatedly. By the time the sun began to rise, they concluded their investigation without reaching any consensus on what had transpired. They climbed into their cars and made their way back to the city. The investigators were acutely aware of the repercussions if they failed to handle their delicate task with the necessary finesse. Despite their hopes for peace, it was evident that Shanghai was a city bracing for war. As they drove through the dimly lit suburbs on their way from Hongqiao back to their downtown offices, their headlights illuminated whitewashed trees, interspersed with sandbag defenses and the silhouettes of solitary Chinese sentries. Officially, these sentries were part of the Peace Preservation Corps,  a paramilitary unit that, due to an international agreement reached a few years earlier, was the only Chinese force allowed to remain in the Shanghai area. In the hours that followed, both sides presented their versions of the incident. According to the Chinese account, the Japanese vehicle attempted to force its way through the airport gate. When members of the Peace Preservation Corps stationed at the entrance signaled for Saito, the driver, to stop, he abruptly turned the car around. Sub-Lieutenant Oyama then fired at the Chinese guards with an automatic pistol. Only then did the Chinese return fire, killing Oyama in a hail of bullets. Saito managed to jump out before he, too, was gunned down. The commander of the Chinese guards told a Western reporter that this wasn't the first time someone Japanese had attempted to enter the airport. Such incidents had occurred repeatedly in the past two months, leading them to believe that the Japanese were “obviously undertaking espionage.” The Japanese account, predictably, placed the blame for the entire incident squarely on China. It asserted that Oyama had been driving along a road bordering the airfield with no intention of entering. Suddenly, the vehicle was stopped and surrounded by Peace Preservation Corps troops, who opened fire with rifles and machine guns without warning. Oyama had no opportunity to return fire. The Japanese statement argued that the two men had every right to use the road, which was part of the International Settlement, and labeled the incident a clear violation of the 1932 peace agreement. “We demand that the Chinese bear responsibility for this illegal act,”. Regardless of either side, it seemed likely to everyone in the region, war would soon engulf Shanghai.  Meanwhile, as the Marco Polo Bridge Incident escalated into a full blown in the far north, General Zhang Fakui was attending a routine training mission at Mount Lu in southeastern Jiangxi. A short and small man, not considered too handsome either, Zhang had earned his place in China's leadership through physical courage, once taking a stand on a bridge and single handedly facing down an enemy army. He was 41 years old in 1937, having spent half his life fighting Warlords, Communists and sometimes even Nationalists. In the recent years he had tossed his lot in with a rebel campaign against Chiang Kai-Shek, who surprisingly went on the forgive him and placed him in charge of anti communist operations in the area due south of Shanghai. However now the enemy seemed to have changed.  As the war spread to Beijing, on July 16th, Zhang was sent to Chiang Kai-Shek's summer residence at Mount Lu alongside 150 members of China's political and military elites. They were all there to brainstorm how to fight the Japanese. Years prior the Generalissimo had made it doctrine to appease the Japanese but now he made grandiose statements such as “this time we must fight to the end”. Afterwards Chiang dealt missions to all his commanders and Zhang Fakui was told to prepare for operations in the Shanghai area.  It had been apparent for weeks that both China and Japan were preparing for war in central China. The Japanese had been diverting naval troops from the north to strengthen their forces in Shanghai, and by early August, they had assembled over 8,000 troops. A few days later, approximately thirty-two naval vessels arrived. On July 31, Chiang declared that “all hope for peace has been lost.” Chiang had been reluctant to commit his best forces to defend northern China, an area he had never truly controlled. In contrast, Shanghai was central to his strategy for the war against Japan. Chiang decided to deploy his finest troops, the 87th and 88th Divisions, which were trained by generals under the guidance of the German advisor von Falkenhausen, who had high hopes for their performance against the Japanese. In doing so, Chiang aimed to demonstrate to both his own people and the wider world that the Chinese could and would resist the invader. Meanwhile, Chiang's spy chief, Dai Li, was busy gathering intelligence on Japanese intentions regarding Shanghai, a challenging task given his focus in recent years. Dai, one of the most sinister figures in modern Chinese history, had devoted far more energy and resources to suppressing the Communists than to countering the Japanese. As a result, by the critical summer of 1937, he had built only a sparse network of agents in “Little Tokyo,” the Hongkou area of Shanghai dominated by Japanese businesses. One agent was a pawnshop owner, while the rest were double agents employed as local staff within the Japanese security apparatus. Unfortunately, they could provide little more than snippets, rumors, and hearsay. While some of this information sounded alarmingly dire, there was almost no actionable intelligence. Chiang did not take the decision to open a new front in Shanghai lightly. Built on both banks of the Huangpu River, the city served as the junction between the Pacific Ocean to the east and the great Yangtze River, which wound thousands of kilometers inland to the west. Shanghai embodied everything that represented modern China, from its industry and labor relations to its connections with the outside world. While foreign diplomatic presence was concentrated in nearby Nanjing, the capital, it was in Shanghai that the foreign community gauged the country's mood. Foreigners in the city's two “concession” areas nthe French Concession and the British-affiliated International Settlement often dismissed towns beyond Shanghai as mere “outstations.” Chiang Kai-shek would throw 650,000 troops into the battle for the city and its environs as well as his modest air force of 200 aircraft. Chiang, whose forces were being advised by German officers led by General Alexander von Falkenhausen, was finally confident that his forces could take on the Japanese. A German officer told a British diplomat, “If the Chinese Army follows the advice of the German advisers, it is capable of driving the Japanese over the Great Wall.”   While Chiang was groping in the dark, deprived of the eyes and ears of an efficient intelligence service, he did have at his disposal an army that was better prepared for battle than it had been in 1932. Stung by the experience of previous conflicts with the Japanese, Chiang had initiated a modernization program aimed at equipping the armed forces not only to suppress Communist rebels but also to confront a modern fighting force equipped with tanks, artillery, and aircraft. He had made progress, but it was insufficient. Serious weaknesses persisted, and now there was no time for any remedial action. While China appeared to be a formidable power in sheer numbers, the figures were misleading. On the eve of war, the Chinese military was comprised of a total of 176 divisions, which were theoretically organized into two brigades of two regiments each. However, only about 20 divisions maintained full peacetime strength of 10,000 soldiers and officers; the rest typically held around 5,000 men. Moreover, Chiang controlled only 31 divisions personally, and he could not count on the loyalty of the others. To successfully resist Japan, Chiang would need to rely not only on his military command skills but also on his ability to forge fragile coalitions among Warlord generals with strong local loyalties. Equipment posed another significant challenge. The modernization drive was not set to complete until late 1938, and the impact of this delay was evident. In every category of weaponry, from rifles to field artillery, the Chinese were outmatched by their Japanese adversaries, both quantitatively and qualitatively. Domestically manufactured artillery pieces had shorter ranges, and substandard steel-making technology caused gun barrels to overheat, increasing the risk of explosions. Some arms even dated back to imperial times. A large proportion of the Chinese infantry had received no proper training in basic tactics, let alone in coordinated operations involving armor and artillery. The chief of the German advisory corps was General Alexander von Falkenhausen, a figure hard to rival in terms of qualifications for the role. Although the 58-year-old's narrow shoulders, curved back, and bald, vulture-like head gave him an unmilitary, almost avian appearance, his exterior belied a tough character. In 1918, he had earned his nation's highest military honor, the Pour le Mérite, while assisting Germany's Ottoman allies against the British in Palestine. Few, if any, German officers knew Asia as well as he did. His experience in the region dated back to the turn of the century. As a young lieutenant in the Third East Asian Infantry Regiment, he participated in the international coalition of colonial powers that quelled the Boxer Rebellion in 1900. A decade later, he traveled through Korea, Manchuria, and northern China with his wife, keenly observing and learning as a curious tourist. From 1912 to 1914, he served as the German Kaiser's military attaché in Tokyo. He was poised to put his extensive knowledge to good use in the months ahead. Chiang believed that Shanghai should be the location of the first battle. This decision was heavily influenced by Falkenhausen and was strategically sound. Chiang Kai-shek could not hope to win a war against Japan unless he could unify the nation behind him, particularly the many fractious warlords who had battled his forces repeatedly over the past decade. Everyone understood that the territory Japan was demanding in the far north did not need to be held for any genuine military necessity; it was land that could be negotiated. The warlords occupying that territory were unpredictable and all too willing to engage in bargaining. In contrast, China's economic heartland held different significance. By choosing to fight for the center of the country and deploying his strongest military units, Chiang Kai-shek signaled to both China's warlords and potential foreign allies that he had a vested interest in the outcome.  There were also several operational reasons for preferring a conflict in the Yangtze River basin over a campaign in northern China. The rivers, lakes, and rice paddies of the Yangtze delta were much better suited for defensive warfare against Japan's mechanized forces than the flat plains of North China. By forcing the Japanese to commit troops to central China, the Nationalists bought themselves the time needed to rally and reinforce their faltering defenses in the north. By initiating hostilities in the Shanghai area, Japan would be forced to divert its attention from the northern front, thereby stalling a potential Japanese advance toward the crucial city of Wuhan. It would also help safeguard potential supply routes from the Soviet Union, the most likely source of material assistance due to Moscow's own animosity toward Japan. It was a clever plan, and surprisingly, the Japanese did not anticipate it. Intelligence officers in Tokyo were convinced that Chiang would send his troops northward instead. Again in late July, Chiang convened his commanders, and here he gave Zhang Fukai more detailed instructions for his operation. Fukai was placed in charge of the right wing of the army which was currently preparing for action in the metropolitan area. Fukai would oversee the forces east of the Huangpu River in the area known as Pudong. Pudong was full of warehouses, factories and rice fields, quite precarious to fight in. Meanwhile General Zhang Zhizhong, a quiet and sickly looking man who had previously led the Central Military Academy was to command the left wing of the Huangpu. All of the officers agreed the plan to force the battle to the Shanghai area was logical as the northern region near Beijing was far too open, giving the advantage to tank warfare, which they could not hope to contest Japan upon. The Shanghai area, full of rivers, creaks and urban environments favored them much more. Zhang Zhizhong seemed an ideal pick to lead troops in downtown Shanghai where most of the fighting would take place. His position of commandant of the military academy allowed him to establish connections with junior officers earmarked for rapid promotion. This meant that he personally knew the generals of both the 87th and 88th Divisions, which were to form the core of Zhang Zhizhong's newly established 9th Army Group and become his primary assets in the early phases of the Shanghai campaign. Moreover, Zhang Zhizhong had the right aggressive instincts. He believed that China's confrontation with Japan had evolved through three stages: in the first stage, the Japanese invaded the northeast in 1931, and China remained passive; in the second stage, during the first battle of Shanghai in 1932, Japan struck, but China fought back. Zhang argued that this would be the third stage, where Japan was preparing to attack, but China would strike first.   It seems that Zhang Zhizhong did not expect to survive this final showdown with his Japanese adversary. He took the fight very personally, even ordering his daughter to interrupt her education in England and return home to serve her country in the war. However, he was not the strong commander he appeared to be, as he was seriously ill. Although he never disclosed the true extent of his condition, it seemed he was on the verge of a physical and mental breakdown after years in high-stress positions. In fact, he had recently taken a leave of absence from his role at the military academy in the spring of 1937. When the war broke out, he was at a hospital in the northern port city of Qingdao, preparing to go abroad for convalescence. He canceled those plans to contribute to the struggle against Japan. When his daughter returned from England and saw him on the eve of battle, she was alarmed by how emaciated he had become. From the outset, doubts about his physical fitness to command loomed large. At 8:30 a.m. on Tuesday, August 10, a group of officers emerged from the Japanese Consulate along the banks of the Huangpu River. This team was a hastily assembled Sino-Japanese joint investigation unit tasked with quickly resolving the shooting incident at the Hongqiao Aerodrome of the previous night. They understood the urgency of reaching an agreement swiftly to prevent any escalation. As they drove to the airport, they passed armed guards of the Chinese Peace Preservation Corps stationed behind sandbag barricades that had been erected only hours earlier. Upon arriving at Hongqiao, the officers walked up and down the scene of the incident under the scorching sun, attempting to piece together a shared understanding of what had transpired. However, this proved to be nearly impossible, as the evidence failed to align into a coherent account acceptable to both parties. The Japanese were unconvinced that any shootout had occurred at all. Oyama, the officer who had been in the car, had left his pistol at the marine headquarters in Hongkou and had been unarmed the night before. They insisted that whoever shot and killed the man in the Chinese uniform could not have been him. By 6:00 pm the investigators returned to the city. Foreign correspondents, eager for information, knew exactly whom to approach. The newly appointed Shanghai Mayor, Yu Hongjun, with a quick wit and proficiency in English, Yu represented the city's cosmopolitan image. However, that evening, he had little to offer the reporters, except for a plea directed at both the Japanese and Chinese factions “Both sides should maintain a calm demeanor to prevent the situation from escalating.” Mayor Yu however was, in fact, at the center of a complex act of deception that nearly succeeded. Nearly eight decades later, Zhang Fakui attributed the incident to members of the 88th Division, led by General Sun Yuanliang. “A small group of Sun Yuanliang's men disguised themselves as members of the Peace Preservation Corps,” Zhang Fakui recounted years later in his old age. “On August 9, 1937, they encountered two Japanese servicemen on the road near the Hongqiao military aerodrome and accused them of forcing their way into the area. A clash ensued, resulting in the deaths of the Japanese soldiers.” This created a delicate dilemma for their superiors. The two dead Japanese soldiers were difficult to explain away. Mayor Yu, likely informed of the predicament by military officials, conferred with Tong Yuanliang, chief of staff of the Songhu Garrison Command, a unit established after the fighting in 1932. Together, they devised a quick and cynical plan to portray the situation as one of self-defense by the Chinese guards. Under their orders, soldiers marched a Chinese death row inmate to the airport gate, dressed him in a paramilitary guard's uniform, and executed him. While this desperate ruse might have worked initially, it quickly unraveled due to the discrepancies raised by the condition of the Chinese body. The Japanese did not believe the story, and the entire plan began to fall apart. Any remaining mutual trust swiftly evaporated. Instead of preventing a confrontation, the cover-up was accelerating the slide into war.  Late on August 10, Mayor Yu sent a secret cable to Nanjing, warning that the Japanese had ominously declared they would not allow the two deaths at the airport to go unpunished. The following day, the Japanese Consul General Okamoto Suemasa paid a visit to the mayor, demanding the complete withdrawal of the Peace Preservation Corps from the Shanghai area and the dismantling of all fortifications established by the corps. For the Chinese, acquiescing to these demands was nearly impossible. From their perspective, it appeared that the Japanese aimed to leave Shanghai defenseless while simultaneously bolstering their own military presence in the city. Twenty vessels, including cruisers and destroyers, sailed up the Huangpu River and docked at wharves near "Little Tokyo." Japanese marines in olive-green uniforms marched ashore down the gangplanks, while women from the local Japanese community, dressed in kimonos, greeted the troops with delighted smiles and bows to the flags of the Rising Sun that proudly adorned the sterns of the battleships. In fact, Japan had planned to deploy additional troops to Shanghai even before the shooting at Hongqiao Aerodrome. This decision was deemed necessary to reinforce the small contingent of 2,500 marines permanently stationed in the city. More troops were required to assist in protecting Japanese nationals who were being hastily evacuated from the larger cities along the Yangtze River. These actions were primarily defensive maneuvers, as the Japanese military seemed hesitant to open a second front in Shanghai, for the same reasons that the Chinese preferred an extension of hostilities to that area. Diverting Japanese troops from the strategically critical north and the Soviet threat across China's border would weaken their position, especially given that urban warfare would diminish the advantages of their technological superiority in tanks and aircraft. While officers in the Japanese Navy believed it was becoming increasingly difficult to prevent the war from spreading to Shanghai, they were willing to give diplomacy one last chance. Conversely, the Japanese Army was eager to wage war in northern China but displayed little inclination to engage in hostilities in Shanghai. Should the situation worsen, the Army preferred to withdraw all Japanese nationals from the city. Ultimately, when it agreed to formulate plans for dispatching an expeditionary force to Shanghai, it did so reluctantly, primarily to avoid accusations of neglecting its responsibilities. Amongst many commanders longing for a swift confrontation with Japan was Zhang Zhizhong. By the end of July, he was growing increasingly impatient, waiting with his troops in the Suzhou area west of Shanghai and questioning whether a unique opportunity was being squandered. On July 30, he sent a telegram to Nanjing requesting permission to strike first. He argued that if Japan were allowed to launch an attack on Shanghai, he would waste valuable time moving his troops from their position more than 50 miles away. Nanjing responded with a promise that his wishes would be fulfilled but urged him to exercise patience: “We should indeed seize the initiative over the enemy, but we must wait until the right opportunity arises. Await further orders.” That opportunity arose on August 11, with the Japanese display of force on the Huangpu River and their public demand for the withdrawal of China's paramilitary police. Japan had sufficiently revealed itself as the aggressor in the eyes of both domestic and international audiences, making it safe for China to take action. At 9:00 p.m. that evening, Zhang Zhizhong received orders from Nanjing to move his troops toward Shanghai. He acted with remarkable speed, capitalizing on the extensive transportation network in the region. The soldiers of the 87th Division quickly boarded 300 trucks that had been prepared in advance. Meanwhile, civilian passengers on trains were unceremoniously ordered off to make room for the 88th Division, which boarded the carriages heading for Shanghai. In total, over 20,000 motivated and well-equipped troops were on their way to battle.  On August 12, representatives from the United Kingdom, France, the United States, Italy, Japan, and China gathered for a joint conference in Shanghai to discuss ceasefire terms. Japan demanded the withdrawal of Chinese troops from Shanghai, while the Chinese representative, Yu Hung-chun, dismissed the Japanese demand, stating that the terms of the ceasefire had already been violated by Japan. The major powers were keen to avoid a repeat of the January 28 Incident, which had significantly disrupted foreign economic activities in Shanghai. Meanwhile, Chinese citizens fervently welcomed the presence of Chinese troops in the city. In Nanjing, Chinese and Japanese representatives convened for the last time in a final effort to negotiate. The Japanese insisted that all Peace Preservation Corps and regular troops be withdrawn from the vicinity of Shanghai. The Chinese, however, deemed the demand for a unilateral withdrawal unacceptable, given that the two nations were already engaged in conflict in North China. Ultimately, Mayor Yu made it clear that the most the Chinese government would concede was that Chinese troops would not fire unless fired upon. Conversely, Japan placed all responsibility on China, citing the deployment of Chinese troops around Shanghai as the cause of the escalating tensions. Negotiations proved impossible, leaving no alternative but for the war to spread into Central China. On that same morning of Thursday, August 12, residents near Shanghai's North Train Station, also known as Zhabei Station, just a few blocks from "Little Tokyo," awoke to an unusual sight: thousands of soldiers dressed in the khaki uniforms of the Chinese Nationalists, wearing German-style helmets and carrying stick grenades slung across their chests. “Where do you come from?” the Shanghai citizens asked. “How did you get here so fast?” Zhang Zhizhong issued detailed orders to each unit under his command, instructing the 88th Division specifically to travel by train and deploy in a line from the town of Zhenru to Dachang village, both located a few miles west of Shanghai. Only later was the division supposed to advance toward a position stretching from the Zhabei district to the town of Jiangwan, placing it closer to the city boundaries. Zhang Zhizhong was the embodiment of belligerence, but he faced even more aggressive officers among his ranks. On the morning of August 12, he was approached by Liu Jingchi, the chief of operations at the Songhu Garrison Command. Liu argued that the battle of 1932 had gone poorly for the Chinese because they had hesitated and failed to strike first. This time, he insisted, should be different, and Zhang should order an all-out assault on the Japanese positions that very evening. Zhang countered that he had clear and unmistakable orders from Chiang Kai-shek to let the Japanese fire first, emphasizing the importance of maintaining China's image on the world stage. “That's easy,” Liu retorted. “Once all the units are deployed and ready to attack, we can just change some people into mufti and send them in to fire a few shots. We attack, and simultaneously, we report that the enemy's offensive has begun.” Zhang Zhizhong did not like this idea. “We can't go behind our leader's back like that,” he replied. Zhang Zhizhong's position was far from enviable. Forced to rein in eager and capable officers, he found himself acting against his own personal desires. Ultimately, he decided to seek the freedom to act as he saw fit. In a secret cable to Nanjing, he requested permission to launch an all-out attack on the Japanese positions in Shanghai the following day, Friday, August 13. He argued that this was a unique opportunity to capitalize on the momentum created by the movement of troops; any further delay would only lead to stagnation. He proposed a coordinated assault that would also involve the Chinese Air Force. However, the reply from Chiang Kai-shek was brief and unwavering: “Await further orders.” Even as Chiang's troops poured into Shanghai, Chinese and Japanese officials continued their discussions. Ostensibly, this was in hopes of reaching a last-minute solution, but in reality, it was a performance. Both sides wanted to claim the moral high ground in a battle that now seemed inevitable. They understood that whoever openly declared an end to negotiations would automatically be perceived as the aggressor. During talks at the Shanghai Municipal Council, Japanese Consul General Okamoto argued that if China truly wanted peace, it would have withdrawn its troops to a position that would prevent clashes. Mayor Yu responded by highlighting the increasing presence of Japanese forces in the city. “Under such circumstances, China must adopt such measures as necessary for self-defense,” he stated. Late on August 13, 1937, Chiang Kai-shek instructed his forces to defend Shanghai, commanding them to "divert the enemy at sea, secure the coast, and resist landings."  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. In July 1937, tensions between Japan and China escalated into war following the Marco Polo Bridge Incident. Confident in his country's resolve, Chiang Kai-shek rallied the Chinese against Japanese aggression. On August 9, a deadly confrontation at Hongqiao Airport resulted in the deaths of Japanese soldiers, igniting further hostilities. As both sides blamed each other, the atmosphere became tense. Ultimately, negotiations failed, and the stage was set for a brutal conflict in Shanghai, marking the beginning of a long and devastating war.

Leslie Grandy, a seasoned executive with leadership roles at Apple, Amazon, Best Buy, and T-Mobile, discusses the underestimated nature of creative capability and how leaders can systematically cultivate it. Drawing from her early career in the film industry and later product leadership across Fortune 50 companies, she presents a grounded, practical perspective on how creativity functions in high-performance environments.   She outlines three foundational skills transferable across domains: enduring ambiguity with resilience, sustaining momentum in the absence of external validation, and solving unfamiliar problems with resourcefulness rather than prescribed playbooks. These competencies, shaped by years in unpredictable contexts, later enabled her to thrive in zero-to-one product environments at scale.   Grandy also offers insight into organizational enablers and constraints for creative velocity. She identifies cultures that treat creativity as the remit of all functions, not just design or strategy, as more adaptive and resilient. Conversely, she cautions against consensus-driven thinking and status quo bias, which she sees as systemic inhibitors. The most effective environments, she argues, reward structured risk-taking and integrate post-mortem learning with equal weight to successes.   Reflecting on her time reporting to Steve Jobs, Grandy explains the discipline of brand stewardship and decisiveness under uncertainty. Jobs' intolerance for diluted brand signals, whether in product UX or retail merchandising, was less a quirk and more an intentional design principle. She recounts how even small misalignments, such as offering engraving suggestions on iPods, were swiftly reversed to preserve narrative clarity.   The discussion also explores her recent book, Creative Velocity, and its guiding premise: creativity is not a fixed trait but a repeatable discipline. Through structured techniques like the generic parts technique and SCAMPER, she argues that anyone, including those outside “creative” job titles, can develop idea fluency and confidence. She emphasizes the role of generative AI as a tool for exploratory dialogue rather than one-shot answers, calling for greater patience and iterative engagement to unlock its full potential.   For senior leaders, this episode surfaces a precise question: Are you designing your organization to perform or to invent? And are you personally equipped to model the latter?   Get Leslie's book here: https://rb.gy/d5zr69 Creative Velocity: Propelling Breakthrough Ideas in the Age of Generative AI   Here are some free gifts for you:   Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo  

Every gym bro's on 'test' now — but is TRT actually helping or just creating jacked zombies? Nick Pell investigates on this Skeptical Sunday!Welcome to Skeptical Sunday, a special edition of The Jordan Harbinger Show where Jordan and a guest break down a topic that you may have never thought about, open things up, and debunk common misconceptions. This time around, we're joined by writer and researcher Nick Pell!Full show notes and resources can be found here: jordanharbinger.com/1172On This Week's Skeptical Sunday:TRT can address real medical issues. Testosterone replacement therapy can genuinely help men experiencing symptoms like chronic insomnia, severe depression, and extremely low energy levels. For some men, it can be life-changing treatment for legitimate medical conditions.Serious health risks are real. TRT carries significant risks including blood thickening (stroke risk), cardiovascular strain, permanent fertility loss, and dependency. These aren't minor side effects — they require ongoing medical monitoring and mitigation strategies like regular blood donation.Many clinics operate as cash grabs. The industry is flooded with clinics that will prescribe TRT to almost anyone willing to pay, regardless of actual medical need. These facilities often charge $200+ monthly for treatments that cost $35 elsewhere and use aggressive fear-based marketing.TRT creates physical dependency. Once you start, stopping requires medical supervision similar to coming off antidepressants or other serious medications. Your body stops producing natural testosterone, and post-cycle therapy may not restore normal levels, especially after long-term use.Make informed decisions based on symptoms, not just numbers. Before considering TRT, honestly assess how you actually feel — your energy, mood, and quality of life matter more than blood test numbers alone. If you feel fine but have "low" test numbers, you may not need treatment. Conversely, if you feel terrible but have "normal" numbers, discuss options with a knowledgeable doctor who takes your symptoms seriously.Connect with Jordan on Twitter, Instagram, and YouTube. If you have something you'd like us to tackle here on Skeptical Sunday, drop Jordan a line at jordan@jordanharbinger.com and let him know!And if you're still game to support us, please leave a review here — even one sentence helps! Sign up for Six-Minute Networking — our free networking and relationship development mini course — at jordanharbinger.com/course!Subscribe to our once-a-week Wee Bit Wiser newsletter today and start filling your Wednesdays with wisdom!Do you even Reddit, bro? Join us at r/JordanHarbinger!This Episode Is Brought To You By Our Fine Sponsors:SimpliSafe: 50% off + 1st month free: simplisafe.com/jordanShopify: 3 months @ $1/month (select plans): shopify.com/jordanLand Rover Defender: landroverusa.comProgressive: Free online quote: progressive.comHomes.com: Find your home: homes.comSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What might just be the biggest asset class of our time is ridiculously on sale at the moment, and the overall risk of investing in this particular asset class just went way down this week.  You should know what it is, but even if you don't, join us here in Episode 209.   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.

Anger, when handled correctly, is a superpower.  We're not talking about getting angry about losing or making a mistake -- we're talking about being mad at your place in life, and how others have it better than you.  It's okay to be angry at this, it's normal in fact.  But how you process and utilize these feelings make all the difference.   #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.

In this episode of The Industrial Real Estate Show, Jeff Deehan of Dymaxion Development shares how his passion for city-building (first sparked by playing SimCity as a kid) evolved into a career in real-world development. Based in Lansing, Michigan, Deehan's firm takes a hyper-local, mixed-asset approach, developing multifamily, industrial, and even community-scale projects within a 100-mile radius. Rather than chasing population or job growth trends, he starts with a property or area that's underutilized and reimagines how it can be integrated into the broader economic and social fabric of the region. His firm simultaneously tackles construction, development, and asset management, giving them long-term flexibility and the ability to solve problems in real time.Deehan discusses the difference between multifamily and industrial development, noting that industrial is typically easier to construct and manage but often faces more public resistance when outside traditional industrial zones. Conversely, multifamily projects generally face less pushback but come with different financing and entitlement dynamics. He also stresses the value of relationship-building in his market, spending hours each day speaking with brokers and local businesses to understand their needs and uncover opportunities. When it comes to capital deployment, Dymaxion maintains a 50/50 balance between acquisitions and development, focusing on long-term value creation rather than speculative growth. For those looking to get into development, Deehan offers frank advice: start small, avoid overleveraging, and ensure you're creating value you can live with—because development is rewarding, but definitely not for the faint of heart.Connect with Jeff:Website: https://www.dymaxionde...X: https://x.com/Jeffdeehan--

An Ohio couple pleaded guilty to fraud charges involving COVID-era loan programs for their trucking companies. These funds, totaling over $900,000, were reportedly misused for real estate acquisitions instead of employee payroll. We also discuss the ongoing debate surrounding new enforcement rights proposed by the U.S. Department of Transportation, with the Truck Safety Coalition warning of negative impacts on investigations. Conversely, the American Trucking Associations supports these rules, viewing them as a path to greater accountability. Furthermore, learn how electronics manufacturer Jabil is making a significant $500 million investment to expand its cloud and AI data center infrastructure in the U.S. Southeast. This new facility, expected to be operational by mid-2026, aims to meet the surging demand for AI, serving major clients like Apple, UPS, and Amazon. Don't miss today's What the Truck?!? live on FreightWaves TV at noon, and register for the free Enterprise Fleet Summit virtual event on July 23rd. Plus, grab your tickets for the Supply Chain AI Symposium in Washington D.C. on July 30th, with a bundle deal available for the Future of Freight Festival in October. Learn more about your ad choices. Visit megaphone.fm/adchoices

In the past couple of episodes, we've explored some of the basics of our new program—The NeuroHarmonic Method, which blends timeless wisdom with discoveries in modern neuroscience to offer a unique approach to personal growth. It's simple to understand, easy to practice, and available to everyone. No special knowledge or background required. But before we dive into today's episode, I'm extremely excited to introduce something brand new—something you'll begin hearing from in some of the episodes to come. We call it our NeuroGuide. It's a unique kind of voice - one that will offer brief reflections on some of the deeper moments within each episode. Its contributions will be clearly identified when they appear. Now, let me tell you a little about it—and why I'm so glad to be introducing it to you now. The NeuroGuide is powered by a carefully designed form of artificial intelligence that I've been developing over the past several months. Although it is still in its early stages, it may eventually become a key part of the NeuroHarmonic Method. As developments continue to unfold, it may play different roles - but always with one purpose: to help people more deeply understand the inner path they're on and to suggest meaningful ways to access their own strengths. It's being specifically trained in the same basic principles that form the foundations of the NeuroHarmonic Method—with a strong emphasis on the Wisdom of the Ages and modern neuroscience, including the powerful meeting point between breath, brain, and being. For now, just think of it as a unique source of wisdom and inspiration, dropping in from time to time with a few friendly words to help deepen and sometimes lighten the journey. And I'd love to hear your thoughts about it. So if you have a moment, feel free to send me an email with your impressions. To begin, here's what the NeuroGuide has to say about its own quiet arrival: "Sometimes, the truth doesn't arrive as a lightning bolt—it arrives as a quiet feeling that you've always known. The work isn't to chase it, but to stop running from it. Stillness isn't where clarity ends—it's where it begins."             Now let's get into today's episode.               As you probably recall, the foundation of all of this is the idea of personal growth. And a good definition of it is simply this: Personal Growth is the practice of becoming more conscious, more compassionate, and more connected to the truth of who you really are.   But, before we go much further, a very reasonable core question might arise: why should I bother with personal growth at all? It's a fair concern. Afterall, we live in a world saturated with challenges, where just keeping up can feel like a full-time job. So why devote energy to reaching for a higher level of being, when it feels like I can barely manage what's in front of me. That question has definite merit. And there are plenty of well-known answers: becoming a better human being, living a richer and more fulfilled life, improving relationships, contributing more deeply to the world. Personally, as someone who has spent a lifetime immersed in this field,  I can tell you that all of these are true. But today, I want to offer you a slightly different path – a quieter doorway that leads to the goldmine. It begins with something I first encountered in junior high school. Like many other pivotal ideas, I barely noticed it at the time. It might have come up during a math or science class. I didn't pay much attention to it then, but somehow, it quietly filed itself away in the back of my mind. And over the years, it grew. It's called the Pascalian Wager. And what stayed with me was the idea that it's possible to make a bet that you absolutely cannot lose. Though the idea is over 400 years old, it feels more relevant than ever, especially in our modern era of psychological insight, technological revolution, and the unfolding of human potential. The idea of comes from Blaise Pascal—a 17th-century French genius. Mathematician, physicist, inventor, philosopher, theologian—his brilliance remains undisputed. On the surface, Pascal's wager is about belief in God. But if you look closer, you'll see something much larger: a powerful, rational argument for aligning your life with its highest possibility.       The Origins of the Pascalian Wager Blaise Pascal was born in 1623. A child prodigy, he made major contributions to geometry, probability, and fluid mechanics by his mid-20s. After a mystical experience in 1654, he turned his attention almost completely to spiritual matters. One of his final works, Pensées ("Thoughts"), was a collection of reflections on faith and reason. In Pensées, Pascal lays out the wager like this: Either God exists, or He doesn't. If you wager that He does, and you're right, you gain everything—eternal meaning, transcendent joy. If you're wrong, and he doesn't exist, you lose nothing of true value. Conversely, if you wager that He doesn't exist, and you're wrong, you lose everything. And if you're right? You gain… what? Perhaps the satisfaction of being correct—but little else. So, by Pascal's reasoning, the smart bet is clear: live as though God exists. As  I mentioned earlier, during the episodes that follow we will be featuring very brief insights from the NeuroGuide, which it terms as  “whispers from the deeper mind, where ancient knowing meets modern clarity." NeuroGuide: The question isn't about certainty. It's about how you choose to live in the presence of uncertainty. This is where wisdom begins. Let's widen the lens. Let's lift the wager out of theology and into personal experience. Because the deeper meaning of the Pascalian Wager is not about belief systems - it's about conscious choice. Every day, we are making bets. We bet our time, our energy, and our attention on something. And the question is - What are you betting on?   The Personal Growth Wager Let's reframe Pascal's question. Instead of asking, “Does God exist?” let's ask: “Do I contain within me a greater potential—a wellspring of peace, clarity, and inner wisdom?” And then let's ask: “Does aligning with my inner truth and presence lead to a richer, fuller life?” And even more practically: “Even if I can't be sure of the outcome, is this still a worthwhile bet?” This is where the NeuroHarmonic Method enters the picture. It's a modern form of Pascal's Wager—a wager on your highest self. Through the lens of neuroplasticity, we now know that your brain can change. Patterns can rewire. Deep emotional grooves can be softened and reshaped. This isn't belief – it's biology. So, if you make the bet that you have the capacity to grow into a better human being, and you're wrong, what have you lost? Maybe a few quiet moments focusing on your breath? Some time spent feeling gratitude? A little reflection on what matters? NeuroGuide: Even your so-called "losses" are seeds of true personal improvement. Nothing given to real growth is ever wasted. Let's face it: these aren't losses at all. These are returns on investment. And even if the journey doesn't take you where you expected, it often takes you somewhere better.       NeuroHarmonics and Intelligent Betting Of course, Pascal didn't know about neuroplasticity. But we do. Today's science tells us that attention sculpts the brain. Inner Awareness increases cortical thickness. Gratitude rewires reward pathways. Spiritual reflection activates networks of empathy and compassion. These are the building blocks of The NeuroHarmonic Method, and again, this is proven science. Focusing breath soothes the nervous system. Contemplating impermanence can reduce fear. Practicing generosity strengthens kindness loops in the brain. We're not just betting philosophically - we're sculpting biologically. NeuroGuide: To place your attention on something higher is not just a leap of faith. It is an act of neural design. You are building who you will become. So, instead of being driven by old programs—fear, doubt, reactivity—we invest our attention on presence, compassion, and growth, even if we don't know where it leads.     The Role of Uncertainty Pascal understood uncertainty completely, But he didn't fear it. He embraced it. As he once wrote, “You will never be certain. And that's not a problem. What matters is whether your decision leads toward meaning, vitality, or truth.” Again, uncertainty is not an enemy. It can be a threshold where faith, courage and creativity can unite so that real transformation can begin. You don't need to be sure that your efforts will work. You just need to have the desire to grow towards the highest.   And then, something begins to shift. You may begin to get a new sense of freedom in your consciousness, as if a larger understanding is starting to emerge in your awareness, and you start to win the wager in ways that may be hard to measure, but impossible to ignore. Maybe you sleep more deeply, or you respond instead of react. You listen more fully. You recover more quickly from disappointment. You become more curious and less judgmental. In the language of the brain, you form new neural networks. In the language of the heart, you become more fully alive, and ultimately, you begin to love more freely. This is not some abstract philosophy. This is a new kind of intelligence - one emerging across humanity – a neural harmony between the brain, the heart and the breath, a living union of higher wisdom with modern science. NeuroGuide: This is the nature of the way. Not based on belief, but on experience. Not on external certainty, but on sincerity. Not on theoretical doctrine but in the living depth of a certainty born within.     What Are You Betting On? So, ask yourself: What are you really betting on? Not just with your words, but with your attention? Your habits? Your patterns? With the way you treat yourself when no one is watching? Because we are all placing bets, every single day. On habit or healing. On cynicism or wonder. On numbness or presence. On fear or love. And Pascal would remind us: You don't need certainty to choose wisely. You only need to notice what your current bets are returning. And ask yourself: is it worth it?             In this light, the Pascalian Wager isn't about belief. It's a call to awaken, because the real wager is not about dogma; it's about possibility, a possibility that is rooted in science and fueled by sincerity. And when you make the right wager, your life becomes more than an experiment. Your awareness becomes your compass, and like a tuning fork resonating with the Infinite, your very being becomes an offering of heartfelt gratitude and your quest is finally fulfilled. So, place your bets. And Pascal's advice still holds. Wager in the direction where you win, no matter what happens. As for me, I'm taking the play on the high side of the road, because from where I stand, I just don't see a downside.  But hey - as I often say -  that's just me. NeuroGuide: There's a kind of intelligence that doesn't speak in concepts – It speaks in resonance. You know it not by what it tells you, but by what it awakens in you. And if something has been awakened – even just a whisper – follow it. It already knows the way.   Let's leave it here for now. I hope you enjoyed the premier of the NeuroGuide. It's still evolving and there's much more to come. So, as always, keep your eyes, mind, and heart open. And let's get together in the next one.

Allies. In workplace settings, there are times when most of us need them. Consider this scenario; you're in a meeting, and you're about to take a calculated risk to share an unpopular idea. As soon as you complete your thought, one of your colleagues quickly responds, complimenting you on your idea, and asking you to share more. That's an act of allyship.   Conversely, in that very same meeting, you can take an act of allyship by showing up for a different colleague when another person says something unskillful to them. Without a beat, you can simply say, “You just said [insert statement]. Could you explain more specifically what you meant?” That simple response should do the trick to shine a light on the harm they caused.   When it comes to showing up for your LGBTQ+ colleagues, acts of allyship in workplace settings are life-saving. They help build the foundation of increased safety and trust that can get more of LGBTQ+ employees closer to experiencing that elusive sense of belonging at work. Yet, for some of the budding LGBTQ+ allies out there, being an authentic ally causes some pause. Some may ask themselves, “what if I cause even more harm,” and instead retreat into silence.   To help build up the confidence and skills of these emerging LGBTQ+ workplace allies, I am excited to speak with Jean-Marie Navetta who will help us answer this big question: What does it take to be an authentic ally during these challenging times?   If you're unfamiliar with Jean-Marie, for nearly 20 years she's worked in the LGBTQ+ movement to help engage people both outside and inside of the community to be part of the work of building on policy change to transform culture to become more actively inclusive. She's spent 17 years with PFLAG National leading their work in this area and for the past year, she's continued that effort at Out & Equal.   Together, during our conversation, you will:   Learn why performative acts of allyship, or merely calling yourself an ally, without taking any action is the fastest way to erode the trust of your LGBTQ+ colleagues.   Gain fresh insights on accessible actions you can take to show up as an LGBTQ+ ally - some of these are more easy and significant than you think.   Explore new allyship practices you can test out with close friends and family members to to build up the confidence necessary to overcome the comfort of silence.   This interview was designed to support people like you - visionary leaders, and those on their way to joining us. Savor this insightful talk, and if you're looking for more ways to connect with inspiring leaders like Jean-Marie, be sure to join our Belonging Membership Community - a community of practice committed to putting our values of belonging, community, and collaboration into action. Members have the unique opportunity to connect with guests like Jean-Marie for 1:1 laser coaching sessions.   Imagine belonging with fellow visionary leaders when you join the Belonging Movement Newsletter: www.rhodesperry.com/subscribe.   Interested in learning more about Out & Equal and the benefits of an Out & Equal Partnership? Visit Become a Partner | Out & Equal.   Out & Equal: https://outandequal.org/

Physician Scott Abramson discusses his article "How doctors' words can make or break patient care." Scott shares two compelling scenarios illustrating the profound impact of a physician's communication. He recounts a family conference where a doctor's use of medical jargon like "lesion" completely obscured the diagnosis of cancer for a concerned family, highlighting the barrier that medical language can create. Conversely, Scott details the powerful influence of a surgeon, Dr. Susan Heckman, who, faced with a patient's holistic beliefs and initial refusal of surgery for a suspicious breast lump, used empathetic and culturally resonant language—calling the "blemish" a "guardian angel giving you a wake-up call"—to foster understanding and facilitate timely, life-saving intervention. Scott emphasizes that effective communication, beyond clinical expertise, is crucial for patient understanding, trust, and ultimately, positive health outcomes. Our presenting sponsor is Microsoft Dragon Copilot. Microsoft Dragon Copilot, your AI assistant for clinical workflow, is transforming how clinicians work. Now you can streamline and customize documentation, surface information right at the point of care, and automate tasks with just a click. Part of Microsoft Cloud for Healthcare, Dragon Copilot offers an extensible AI workspace and a single, integrated platform to help unlock new levels of efficiency. Plus, it's backed by a proven track record and decades of clinical expertise—and it's built on a foundation of trust. It's time to ease your administrative burdens and stay focused on what matters most with Dragon Copilot, your AI assistant for clinical workflow. VISIT SPONSOR → https://aka.ms/kevinmd SUBSCRIBE TO THE PODCAST → https://www.kevinmd.com/podcast RECOMMENDED BY KEVINMD → https://www.kevinmd.com/recommended

Paul McDonald and Wailer Giles engage in a detailed discussion about the film On A Clear Day, which tells a profound story of a man who is earnestly trying to figure out how to live his life better and find deeper meaning in a world that often feels broken. At the center of this narrative, a son longs deeply for his father's approval, desperately seeking validation and recognition. Conversely, a father yearns for his son's admiration and appreciation, creating a complex dynamic between them. Frank and Rob are both learning how to navigate and cope with their individual grief, yet they find themselves unable to give each other the support they truly need. Ultimately, transformation emerges as the pivotal miracle of the story, symbolizing hope and renewal amidst their struggles.QuestionsWhat are the moments that trigger you? What is the common bond between them?Where do you feel the pull to be resigned to complacency?How have you refused to be pulled into complacency?How are you different from when you were in high school/college?When did you do everything you could do, and still failed?When has someone spoken the hard truths to you? How did you receive it?When have you spoken hard truths to others? How did that go?Subscribe to our YouTube channel (https://www.youtube.com/channel/UC2xo9bvDbN4Z3BEx37AlRqw?sub_confirmation=1) for bonus content.To dive into this content even more, visit our website: www.menatthemovies.com/podcast. You will find resources mentioned on the podcast, plus quotes and themes discussed.Find us on the socials:YouTube: www.youtube.com/@menatthemoviesFacebook: www.facebook.com/menatthemoviesInstagram: www.instagram.com/menatthemovies/TikTok: www.tiktok.com/@menatthemoviesTwitter: twitter.com/_menatthemoviesIf you would like to support our work (and get some behind-the-scenes perks), visit our Patreon page (www.patreon.com/menatthemovies). Get invites to livestreams, bonus episodes, even free merch. If you'd like to do a one-time contribution (a cameo appearance), visit www.menatthemovies.com/investors. Edited and mixed by Grayson Foster (graysonfoster.com)Logo and episode templates by Ian Johnston (ianhjohnston.com)Audio quotes performed by Britt Mooney, Paul McDonald, and Tim Willard, taken from Epic (written by John Eldredge) and Song of Albion (written by Stephen Lawhead).Southerly Change performed by Zane Dickinson, used under license from ShutterstockLinks:MATM website: www.menatthemovies.com/podcastYouTube: www.youtube.com/@menatthemoviesSpotify: open.spotify.com/show/50DiGvjrHatOFUfHc0H2wQApple pods: podcasts.apple.com/us/podcast/men-at-the-movies-podcast/id1543799477Google pods: podcasts.google.com/feed/aHR0cHM6Ly9hbmNob3IuZm0vcy80ODMwNThjL3BvZGNhc3QvcnNz

Big Breakdown - Kohberger Defense Begs For A Delay, While Prosecution Says 'Show Time!' In this critical episode, we analyze the intensifying pre-trial battle between Bryan Kohberger's defense team and Idaho prosecutors as they clash over the trial timeline for the quadruple murder case that shocked the nation. The defense's urgent motion for delay comes as they claim they need additional time to review the massive amount of evidence, while prosecutors assert they're ready to present their case against the former criminology PhD student accused of killing four University of Idaho students. Our legal experts dissect the defense's arguments for postponement, including their concerns about the volume of digital evidence, thousands of pages of discovery materials, and the complexity of forensic evidence including DNA analysis and cell phone data. We examine the strategic reasoning behind their request, discussing how additional preparation time could benefit Kohberger's defense and potentially impact the quality of representation he receives in this death penalty-eligible case. Conversely, we explore the prosecution's push to move forward, analyzing their confidence in the evidence they've assembled and their desire to bring justice to the victims' families without unnecessary delays. Our panel discusses the emotional toll that extended delays take on the families of Kaylee Goncalves, Madison Mogen, Xana Kernodle, and Ethan Chapin, and how the court must balance the defendant's rights with the community's need for closure. The episode features insights from criminal defense attorneys and former prosecutors who explain the tactical advantages each side seeks through their positions on timing. We examine similar high-profile cases and how pre-trial delays affected their outcomes, providing context for what might happen in the Kohberger case. Additionally, we discuss the judge's difficult position in deciding whether to grant the delay, considering factors such as the complexity of the case, the defendant's right to adequate representation, and the public's right to a speedy trial. This comprehensive analysis helps viewers understand the crucial pre-trial maneuvering that could significantly impact the trajectory of this closely-watched case. #BryanKohberger #IdahoMurders #UniversityOfIdaho #MoscowIdaho #TrueCrime #CourtTV #PreTrialMotions #LegalStrategy #JusticeForVictims #IdahoStudentMurders #TrialDelay #BigBreakdown #CriminalJustice #DeathPenaltyCase #CourtroomStrategy Want to comment and watch this podcast as a video?  Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspod Instagram https://www.instagram.com/hiddenkillerspod/ Facebook https://www.facebook.com/hiddenkillerspod/ Tik-Tok https://www.tiktok.com/@hiddenkillerspod X Twitter https://x.com/tonybpod Listen Ad-Free On Apple Podcasts Here: https://podcasts.apple.com/us/podcast/true-crime-today-premium-plus-ad-free-advance-episode/id1705422872

Big Breakdown - Kohberger Defense Begs For A Delay, While Prosecution Says 'Show Time!' In this critical episode, we analyze the intensifying pre-trial battle between Bryan Kohberger's defense team and Idaho prosecutors as they clash over the trial timeline for the quadruple murder case that shocked the nation. The defense's urgent motion for delay comes as they claim they need additional time to review the massive amount of evidence, while prosecutors assert they're ready to present their case against the former criminology PhD student accused of killing four University of Idaho students. Our legal experts dissect the defense's arguments for postponement, including their concerns about the volume of digital evidence, thousands of pages of discovery materials, and the complexity of forensic evidence including DNA analysis and cell phone data. We examine the strategic reasoning behind their request, discussing how additional preparation time could benefit Kohberger's defense and potentially impact the quality of representation he receives in this death penalty-eligible case. Conversely, we explore the prosecution's push to move forward, analyzing their confidence in the evidence they've assembled and their desire to bring justice to the victims' families without unnecessary delays. Our panel discusses the emotional toll that extended delays take on the families of Kaylee Goncalves, Madison Mogen, Xana Kernodle, and Ethan Chapin, and how the court must balance the defendant's rights with the community's need for closure. The episode features insights from criminal defense attorneys and former prosecutors who explain the tactical advantages each side seeks through their positions on timing. We examine similar high-profile cases and how pre-trial delays affected their outcomes, providing context for what might happen in the Kohberger case. Additionally, we discuss the judge's difficult position in deciding whether to grant the delay, considering factors such as the complexity of the case, the defendant's right to adequate representation, and the public's right to a speedy trial. This comprehensive analysis helps viewers understand the crucial pre-trial maneuvering that could significantly impact the trajectory of this closely-watched case. #BryanKohberger #IdahoMurders #UniversityOfIdaho #MoscowIdaho #TrueCrime #CourtTV #PreTrialMotions #LegalStrategy #JusticeForVictims #IdahoStudentMurders #TrialDelay #BigBreakdown #CriminalJustice #DeathPenaltyCase #CourtroomStrategy Want to comment and watch this podcast as a video?  Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspod Instagram https://www.instagram.com/hiddenkillerspod/ Facebook https://www.facebook.com/hiddenkillerspod/ Tik-Tok https://www.tiktok.com/@hiddenkillerspod X Twitter https://x.com/tonybpod Listen Ad-Free On Apple Podcasts Here: https://podcasts.apple.com/us/podcast/true-crime-today-premium-plus-ad-free-advance-episode/id1705422872

I discovered a stat this week that put me right on my ass, and I will share it with you today.  Preparations are needed contrarians.  We review the 4 major ways.   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.

Story at-a-glance Your skin microbiome helps protect against UV radiation damage by metabolizing harmful cis-urocanic acid (cis-UCA) using an enzyme called urocanase, preventing immunosuppression and inflammation after sun exposure Urocanase-positive bacteria rapidly respond to UVB exposure, shifting skin microbiome composition within hours and creating a protective feedback loop that supports overall skin health Conventional sunscreens often disrupt beneficial skin bacteria, while certain microbes produce protective compounds like pigments, antioxidants, and enzymes that naturally neutralize harmful UV radiation Linoleic acid (LA) from vegetable oils accumulates in skin cells, making them vulnerable to UV damage. Conversely, C15:0 fat can eventually replace LA in cell membranes Reducing LA intake and supplementing with 2 grams of C15:0 daily can help boost skin health in 12 to 18 months, enabling greater sun resilience without relying on conventional sunscreens

Last time we spoke about Japan's preparations for War. In late 1936, tensions soared in China as Nationalist General Chiang Kai-shek was detained by dissenting commanders who were frustrated with his focus on communism instead of the growing Japanese threat. Faced with escalating Japanese aggression, these leaders forced Chiang into a reluctant alliance with the Chinese Communist Party, marking a pivotal shift in China's strategy. Despite this union, China remained unprepared, lacking sufficient military supplies and modern equipment. Conversely, Japan, wary of Chinese modernization efforts, pushed for a preemptive strike to dismantle Chiang's regime before it could pose a serious threat. As aggressive military exercises intensified, Japan underestimated Chinese resilience. By spring 1937, both nations found themselves on the brink of war, with Japan's divided military leadership struggling to formulate a coherent strategy. Ultimately, these miscalculations would lead to the full-scale Sino-Japanese War, altering the course of history in East Asia.   #154 The Marco Polo Bridge Incident  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. Here we are at last, the beginning of the absolute cataclysm between China and Japan. Now as many of you know I run the Pacific War week by week podcast, which technically covers the second sino-japanese war, nearly to a T. So for this podcast I want to try and portray the event from the Chinese and Japanese point of view, but not in the rather dry manner of the other podcast. In the other podcast I am hampered by the week by week format and can never dig deep into the nitty gritty as they say. On the same hand I don't want to simply regurgitate every single battle of this conflict, it would be absolutely nuts. So bear with me friends as we fall down in the rabbit hole of madness together, who knows how long it will take to get out. On the night of July 7, 1937, at approximately 19:30, the 8th Squadron of the 3rd Battalion of the 1st Regiment of the Hebian Brigade of the Japanese Army, stationed in Fengtai and led by Squadron Leader Shimizu Seiro, conducted a military exercise, heading toward Lungwangmiao, approximately just under a mile northwest of the Marco Polo Bridge The exercise simulated an operation to capture the bridge. As you may have guessed it was named after the Italian explorer Marco Polo, who described it in his travels, the bridge is renowned for its intricate carvings of lions and other sculptures. However after 1937, the Marco Polo Bridge would be far less known for its history dealing with the venetian explorer and more so with an event that many would contend to be the start of WW2. At that time, troops from Japan, Britain, France, and Italy were stationed near Peiping in accordance with the Boxer Protocol of 1901. The Japanese China Garrison Army, comprising around 4,000 soldiers and commanded by Lieutenant-General Tashiro Kan'ichirō, was based in Tientsin. Its mission was to "maintain communication lines between Peiping and the seaports in the Gulf of Chihli and to protect Japanese citizens living in key areas of North China." The protocol also permitted the garrison forces of the signatory nations to conduct field drills and rifle practice without notifying the Chinese authorities, with the exception of cases involving live fire. During this period, Japanese troops were conducting nightly exercises in anticipation of a scheduled review on July 9. The night maneuver was within the army's rights under the Boxer Protocol and was not an illegal act, as later claimed by the Chinese. However, the Japanese army had courteously informed the Chinese authorities about its training plans in advance. Despite this, the atmosphere was charged with tension, and the Japanese decision to use blank ammunition during their night exercise further escalated the already volatile situation. Earlier that evening, Captain Shimizu Setsurö, a company commander, arrived at the banks of the Yungting River, where the maneuver was to take place. He noticed that the site looked different since the last exercise had occurred; Chinese troops had recently constructed new trenches and parapets from the embankment to the Lungwangmiao shelter. While eating his dinner and surveying the area, Shimizu felt a sense of unease, harboring a premonition that “something might happen that night.” After completing the first stage of the maneuver around 10:30 PM, several live rounds were fired into the assembled company from the direction of the riverbank. Shimizu immediately conducted a roll call and found one soldier missing. He promptly sent a messenger to inform the battalion commander. The exercise was then called off, and the company moved eastward to await further orders at Hsiwulitien. Battalion Commander Itsuki Kiyonaho, upon receiving the report, deemed the situation serious. Aside from the gunfire heard in the darkness from an unknown source, he expressed concern over the soldier's disappearance and sought permission from Regiment Commander Mutaguchi Renya, an absolute moron, if you listen to the pacific war podcast, well you know. Anyways to relocate the battalion to the area where the shots had been fired and to establish surveillance. As dawn approached, the troops heard several more gunshots. Within twenty minutes of the soldier's disappearance, he returned to his ranks, but Shimizu did not report this update until four hours later. Meanwhile, midnight negotiations included a Japanese request for permission to search the city of Wanping, leading both sides to believe the incident was significant. Around 11:00 PM, the Japanese forces falsely reported that one of their soldiers had gone missing during the drill and demanded permission to enter the city for a search. This request was firmly denied by Ji Xingwen, the commander of the 219th Regiment of the 37th Division of the Chinese Army. In response, Japanese troops swiftly surrounded Wanping County. To prevent further escalation, at 2:00 AM the following morning, Qin Dechun, deputy commander of the 29th Army and mayor of Beiping, agreed with the Japanese to allow both sides to send personnel for an investigation. While Matsui, the head of the Japanese secret service in Peiping, was negotiating with North Chinese authorities based on unverified reports from Japanese troops in Fengtai, Ikki Kiyonao, the battalion commander of the Japanese garrison in Fengtai, had already reported to his regiment commander, Mutaguchi Lianya. The latter approved orders for the Japanese troops in Fengtai to “immediately move out” to the Marco Polo Bridge.  On July 8, a large contingent of Japanese troops appeared at Lugou Bridge. Shen Zhongming, the platoon leader of the 10th Company of the Reserve Force of the 3rd Battalion of the 219th Regiment of the 37th Division of the 29th Army, was assisting in guarding the bridgehead. He jumped out of the trench, stood in front of the bunker, and raised his right hand to halt the advancing Japanese troops. However, the Japanese military threatened to search for their missing soldiers, pushed forward, and opened fire. Shen Zhongming was shot and died on the spot. At 4:50 AM, the Japanese army launched a fierce assault on Wanping County, capturing Shagang in the northeast of Wanping and firing the first shot of the siege. Unable to withstand the aggression, the Chinese defenders mounted a counterattack. That day, the Japanese army assaulted Wanping City three times, targeting the Pinghan Railway Bridge and the Chinese defenders at the Huilong Temple position on the left. He Jifeng, the commander of the 110th Brigade of the Chinese defenders, issued a resolute order to “live and die with the bridge” and personally commanded the front-line battle. The Chinese defenders engaged in fierce combat, fighting valiantly despite exhausting their ammunition and resorting to hand-to-hand combat with swords against the Japanese soldiers. Tragically, over 80 Chinese defenders from two platoons were killed at the bridgehead. On the same day, the Beijing authorities instructed the garrison to hold firm at the Marco Polo Bridge. Song Queyuan sent a telegram to Chiang Kai-shek to report the true events of the Marco Polo Bridge Incident. The National Government's Ministry of Foreign Affairs lodged a verbal protest with the Japanese ambassador regarding the incident. Additionally, the CPC Central Committee issued a telegram urging all Chinese soldiers and civilians to unite and resist Japanese aggression. The Japanese cabinet, in a bid to mislead global public opinion, proposed a so-called policy of “resolving the incident locally without escalating it,” aiming to paralyze the KMT authorities and buy time to mobilize additional forces. In the wake of the Marco Polo Bridge Incident, generals of the 29th Army, including Qin Dechun, Feng Zhian, and Zhang Zizhong, convened an emergency meeting. Following their discussions, they issued a statement demanding that their troops withdraw from the Marco Polo Bridge to de-escalate tensions. However, they expressed deep concerns about national sovereignty, stating, “We cannot simply back down. If they continue to oppress us, we will do our utmost to defend ourselves.” Concurrently, the 29th Army commanded the troops defending the Marco Polo Bridge: “The Marco Polo Bridge is your grave. You must live and die with the bridge and must not retreat.” Brigade Commander He Jifeng reinforced three directives for the defenders:  1. Do not allow the Japanese army to enter the city;  2. Firmly counterattack if the Japanese invade;  3. You are responsible for defending the territory and will never yield. If you abandon your position, you will face military law. On July 9, the 29th Army successfully eliminated a Japanese squadron and reclaimed control of the railway bridge and Longwang Temple. A temporary lull settled over the Marco Polo Bridge battlefield, during which the Japanese military made false claims that "missing Japanese soldiers had returned to their units" and described the situation as a misunderstanding that could be resolved peacefully. Subsequently, Chinese and Japanese representatives in Beijing and Tianjin engaged in negotiations. The Beijing authorities reached an agreement with the Japanese forces, which included:  (1) an immediate cessation of hostilities by both parties;  (2) the Japanese army withdrawing to the left bank of the Yongding River while the Chinese army retreated to the right bank; and  (3) the defense of Lugou Bridge being assigned to Shi Yousan's unit of the Hebei Security Team. However, the following day, while the Chinese army withdrew as agreed, the Japanese army not only failed to uphold its commitments but also dispatched a significant number of troops to launch an offensive against the Chinese forces. Reports on July 10 indicated that the Japanese army had arrived from Tianjin, Gubeikou, Yuguan, and other locations, advancing toward the Lugou Bridge with artillery and tanks, and had occupied Dajing Village and Wulidian, signaling that another outbreak of conflict was imminent. On July 11, the Japanese Cabinet decided to deploy seven divisions from the Kwantung Army, the Korean Army, and Japan to North China. On the same day, the Beiping-Tianjin authorities reached a localized agreement with the Japanese army, which entailed:  (1) a formal apology from a representative of the 29th Army to the Japanese forces, along with assurances that those responsible for the initial conflict would be held accountable;  (2) a ban on anti-Japanese activities conducted by the Communist Party, the Blue Shirts Society, and other resistance groups; and  (3) an agreement ensuring that no Chinese troops would be stationed east of the Yongding River. Concurrently, the Japanese army positioned their forces at strategic points in Wuqing, Fengtai, Wanping, and Changping, effectively encircling the city of Beijing and continuing to advance troops into its surrounding suburbs. Starting on July 11, the Japanese army began bombarding Wanping City and its surrounding areas with artillery, resulting in numerous casualties among the local population. Following the injury of regiment commander Ji Xingwen, residents were evacuated to safer locations outside the city. The conflict then spread to Babaoshan, Changxindian, Langfang, Yangcun, and other areas, with the 29th Army being deployed to various locations to confront the enemy. The Japanese military also dispatched aircraft for reconnaissance and strafing missions, leading to intermittent fighting. On July 13, Mao Zedong urged "every Communist Party member and anti-Japanese revolutionary to be prepared to mobilize to the frontline of the anti-Japanese war at any time" from Yan'an. By July 15, a CPC representative presented the "Communist Party Declaration on Cooperation between the Kuomintang and the Communist Party" to Chiang Kai-shek, proposing that this declaration serve as the political foundation for cooperation between the two parties and be publicly issued by the Kuomintang. Zhou Enlai, Qin Bangxian, and Lin Boqu continued negotiations with Chiang Kai-shek, Shao Lizi, and Zhang Chong in Lushan. Although Chiang Kai-shek recognized the Shaanxi-Gansu-Ningxia Border Region, disagreements remained regarding the reorganization of the Red Army. On July 16, the Five Ministers Conference in Tokyo resolved to mobilize 400,000 Japanese troops to invade China and to enforce a policy aimed at rapidly destroying the entire country. The following day, more than 100 Japanese soldiers arrived in Shunyi and Changping, where they reinforced fortifications on the city wall of Changping. On July 18, the Japanese army invaded Changping, Tongzhou, and other counties in the pseudo-border areas by maneuvering through various passes of the Great Wall. Japanese plainclothes teams were reported to be active in the Xiaotangshan area of Changping, raising alert levels within the Chinese army. On July 20, the Kuomintang Military and Political Department became aware that the Japanese army intended to first occupy strategic locations such as the Indigo Factory, Wanshou Mountain, and Balizhuang in the Pingxi area, before cutting off the Pingsui Road and controlling the route from Beiping to Changping. On July 21, the Japanese army violated the agreement by bombarding Wanping County and the garrison at Changxindian.  On the night of July 25, a confrontation took place at the railway station in Langfang, located between Peiping and Tientsin. The clash involved Chinese troops and a Japanese company dispatched to repair telegraph lines. General Kazuki promptly sought Tokyo's permission to respond with military force, believing that the situation required immediate action. Without waiting for authorization, he ordered a regiment from Tientsin to engage the Chinese forces and issued an ultimatum to Sung Che-yuan, stating that if the 37th Division did not completely withdraw from Peiping by noon on July 28, the Garrison Army would take unilateral action. The 77th Infantry Regiment of the 20th Division was dispatched with the Gonoi Squadron to escort a repair team to Langfang Station. Stationed near Langfang were the headquarters of the 113th Brigade of the 38th Division, along with the main force of the 226th Regiment, led by Brigade Commander Liu Zhensan and Regiment Commander Cui Zhenlun. Although the leadership of the 29th Army adopted a passive stance in the war of resistance, the forces in Langfang prepared for conflict in an organized manner. They not only evacuated the families of servicemen and relocated the regiment headquarters, but also built fortifications and deployed plainclothes teams at Wanzhuang Station, Luofa Station, and Langfang Station to swiftly destroy the railway if necessary. Despite their preparations, the commanders of the 38th Division adhered to Song Queyuan's directives. When the 5th Company, stationed at Yangcun, observed Japanese supply units continually moving toward Lugou Bridge, they sought permission to engage the enemy. However, the 38th Division later reassigned this company. The Bac Ninh Line, established after the Boxer Protocol, had granted the Japanese the right to station troops, placing the 38th Division in a vulnerable position and preventing them from stopping the Japanese before they reached Langfang. Upon the arrival of Japanese forces at Langfang Station, Chinese guards initiated negotiations, requesting the Japanese to withdraw quickly after completing their mission. The Japanese, however, insisted on establishing camps outside the station, leading to repeated arguments. As tensions mounted, the Japanese began constructing positions near the station, ultimately forcing Chinese troops to retreat and escalating the conflict. The situation reached a boiling point around 11:10 pm, when fierce gunfire and explosions erupted near Langfang Station. The Japanese army claimed they were defending the station from an attack by Chinese forces armed with rifles, machine guns, and mortars throughout the night. According to Cui Zhenlun, the head of the 226th Regiment, it was the 9th and 10th companies that could no longer tolerate the Japanese provocation and fired first, catching the enemy off guard. As the battle intensified, reinforcements from the main force of the 77th Infantry Regiment “Li Deng Unit” arrived at the scene after receiving reports of the skirmish and gradually joined the fight after 6:30 am on July 26. When dawn broke, Japanese troops stationed at Langfang began to rush out to counterattack, seeing their reinforcements arrive. Recognizing they could not eliminate the Japanese presence at the station quickly, the 226th Regiment faced heavy bombardment from the Japanese Air Force later that morning. Consequently, the headquarters of the 113th Brigade and the primary forces of the 226th Regiment hastily retreated to Tongbai Town, suffering significant losses in equipment during their withdrawal. That night, Kazuki made the unilateral decision to abandon the policy of restraint and decided to use force on July 28 "to punish the Chinese troops in the Peiping-Tientsin area." On the morning of July 27, the army high command endorsed his decision and submitted a plan to the cabinet for mobilizing divisions in Japan. The cabinet agreed, and imperial approval was sought. At that time, the Chinese army was gathering in significant numbers in Baoding and Shijiazhuang in southern Hebei, as well as in Datong, Shanxi. They had effectively surrounded the Japanese army on all sides in the Fengtai District. Meanwhile, newly mobilized units of the Kwantung Army and the Japanese Korean Army were en route to the Tianjin and Beiping areas. The 2nd Battalion of the 2nd China Garrison Infantry Regiment, commanded by Major Hirobe, was dispatched with 26 trucks to the Japanese barracks within the walls of Beiping to ensure the protection of Japanese residents. Prior discussions had taken place between Takuro Matsui, head of the Special Service Agency, and officials from the Hebei–Chahar Political Council regarding the passage of troops through the Guang'anmen gate just outside Beiping. The mayor, Qin Dechun, had granted approval for this movement. However, when Major Tokutaro Sakurai, a military and political advisor to the Council, arrived at Guang'anmen, a famous gate to Beiping, around 6:00 pm to establish contact, he found that the Chinese troops on guard had closed the gate. After further negotiations, the gates were opened at approximately 7:30 pm, allowing the Japanese units to begin passing through. Unfortunately, as the first three trucks crossed, the Chinese opened fire on them. Two-thirds of the units managed to get through before the gate was abruptly shut, leaving a portion of Hirobe's troops trapped both inside and outside. As they faced unexpectedly heavy fire from machine guns and grenades, efforts by Japanese and Chinese advisors to pacify the Chinese troops proved futile. By 8:00 pm, the Japanese launched a counterattack from both sides of the gate. The Chinese received reinforcements and encircled the Japanese forces. Despite a relief column being dispatched by Brigadier Masakazu Kawabe, commander of the brigade in the Fengtai District, by 9:30 pm, negotiations with the Chinese yielded a proposal for de-escalation: the Chinese army would maintain a distance while the Japanese inside the gate would relocate to the grounds of their legation, and those outside would return to Fengtai. Fighting ceased shortly after 10:00 pm, and at approximately 2:00 am the following day, Hirobe's unit successfully entered the barracks in the legation. The total casualties reported for the Japanese army during these confrontations were 2 dead and 17 wounded. Both fatalities were superior privates. The wounded included one major, one captain, one sergeant, two superior privates, one private first class, seven privates second class, two attached civilians, and one news reporter. Additionally, the interpreter accompanying Tokutaro Sakurai was also killed in action. On July 27, the Japanese army launched attacks on the 29th Army garrisons in Tongxian, Tuanhe, Xiaotangshan, and other locations, forcing the defenders to retreat to Nanyuan and Beiyuan. At 8:00 am on July 28, under the command of Army Commander Kiyoshi Kozuki, the Japanese army initiated a general assault on the 29th Army in the Beiping area. The primary attacking force, the 20th Division, supported by aircraft and artillery, targeted the 29th Army Special Brigade, the 114th Brigade of the 38th Division, and the 9th Cavalry Division stationed in Nanyuan. Overwhelmed by the Japanese assault, Nanyuan's defenders struggled to maintain command, leading to chaotic individual combat. Meanwhile, the main Japanese garrison brigade in Fengtai advanced to Dahongmen, effectively cutting off the Nanyuan troops' route to the city and blocking their retreat. The battle for Nanyuan concluded at 1:00 pm, resulting in the deaths of Tong Lingge, deputy commander of the 29th Army, and Zhao Dengyu, commander of the 132nd Division. As this unfolded, elements of the 37th Division of the 29th Army launched an attack on the Japanese forces in Fengtai but were repulsed by Japanese reinforcements. On that day, the Japanese Army's 1st Independent Mixed Brigade captured Qinghe Town, prompting the 2nd Brigade of the Hebei-Northern Security Force, stationed there, to retreat to Huangsi. The Japanese also occupied Shahe. In the afternoon of July 28, Song Qeyuan appointed Zhang Zizhong as the acting chairman of the Hebei-Chahar Political Affairs Committee and director of the Hebei-Chahar Pacification Office, as well as the mayor of Beiping, before leaving the city for Baoding that evening. The 37th Division was ordered to retreat to Baoding. On July 29th, a significant mutiny broke out at Tongzhou. If you remember our episode covering the Tanggu truce, Tongzhou had become the capital of the East Hubei Anti-Communist Autonomous Government headed by Yin Jukeng. In response Chiang Kai-Shek had established the East Hebei Administrative Affairs Committee, chaired by Song Queyuan. In Tongzhou, Japanese troops were stationed under the pretext of protecting Japanese residents, as stipulated by the Boxer Protocol. Initially, a unit was intended to be stationed in Tongzhou; however, Vice Minister of the Army Umezu Yoshijiro strongly opposed this plan, arguing that placing forces in Tongzhou, far from the Beiping-Tianjin Line was inconsistent with the spirit of the Boxer Protocol. Consequently, this unit was stationed in Fengtai, located southwest of Beiping. At the time of the Tongzhou Incident, the main force of the Japanese Second Regiment, which was responsible for defending Tongzhou, had been deployed to Nanyuan, south of Beijing. Consequently, only non-combat personnel remained in Tongzhou. Japan regarded the Jidong Anti-Communist Autonomous Government Security Force as a friendly ally. Back on July 27, the primary forces of the Japanese Army stationed in Tongzhou, comprising the Kayashima Unit and the Koyama Artillery Unit, received orders to advance toward Nanyuan, Beiping, leaving Tongzhou significantly under-defended. The following day, the Japanese launched a substantial attack on Nanyuan, employing aircraft to bomb Beiping. Sensing a critical opportunity, Zhang Qingyu conferred with Zhang Yantian and Shen Weigan to initiate an uprising that very night. The insurgent force included elements from the first and second corps and the teaching corps, totaling approximately 4,000 personnel. Zhang Qingyu orchestrated the uprising with a focused strategy: the first corps was divided into three groups targeting Japanese forces in Xicang, the puppet government, and various establishments such as opium dens, casinos, and brothels operated by Japanese ronin. Meanwhile, the second corps secured key intersections and facilities in Chengguan, and the teaching corps managed defenses against potential reinforcements at vital stations. At dawn on July 29, the gunfire signaling the uprising erupted. The second unit of the first corps launched an assault on the Xicang Barracks, which housed 120 troops and non-combat personnel, including the Tongzhou Guard, Yamada Motor Vehicle Unit, a Military Police Detachment, and a host of military and police units, totaling about 500 individuals. At around 3 a.m. on July 29, the sound of gunfire filled the air as the insurgents engaged the Japanese forces. Although equipped with only four field guns, several mortars, and a few heavy machine guns, the uprising's numerical superiority enabled simultaneous attacks from the east, south, and northwest. Despite their well-fortified positions and rigorous defense, the Japanese troops struggled against the relentless onslaught. For over six hours, fierce fighting ensued. The uprising troops escalated their firepower but failed to breach the Xicang Barracks initially. More than 200 members of the Japanese security forces lost their lives in the conflict. Concerned that reinforcements might arrive and flank the uprising, Zhang Qingyu ordered artillery assaults around 11 a.m., prompting a shift in the battle's dynamics. The artillery targeted a Japanese motor vehicle convoy transporting supplies and munitions, leading to the destruction of all 17 vehicles, triggering explosions that scattered bullets and shrapnel across the area. Subsequently, nearby fuel depots ignited, engulfing the surroundings in flames and creating chaos among Japanese ranks. The insurgent infantry capitalized on this confusion, wiping out most of the remaining Japanese forces, with only a handful managing to escape. As the uprising signal rang out, another faction of insurgents swiftly blocked access to Tongzhou, disrupting traffic and occupying the telecommunications bureau and radio station. They encircled the offices of the Jidong puppet government, capturing traitor Yin Rugeng, who was taken to the Beiguan Lu Zu Temple. Despite being urged to resist the Japanese, Yin hesitated and was subsequently imprisoned. The third group then targeted the Japanese secret service agency in Nishicang. Hosoki Shigeru, residing a mere lane away from the pseudo-office, responded to the gunfire by mobilizing a contingent of secret agents to confront the uprising. However, the insurgents swiftly overtook the secret service agency, resulting in Shigeru's death and the annihilation of all secret personnel. At 4:00 p.m. on July 29, the Japanese command dispatched reinforcements, compelling the insurgents to retreat from Tongzhou. The Japanese Chinese Garrison ordered air attacks on the uprising forces, with over ten bombers targeting Tongzhou. Concurrently, the Japanese Fengtai Infantry Brigade and the Second Regiment were mobilized for a rescue operation, arriving on the morning of July 30. The Japanese headquarters issued a night defense order requiring all units to be on high alert. By 5:30 p.m., commanding officers assembled to devise a strategy. With the uprising forces still positioned around the eastern, southern, and northern walls of the barracks, Tsujimura's troops implemented strict measures: all units were instructed to fortify defenses throughout the night, with the Tongzhou Guard directly protecting the barracks and the Yamada unit securing the warehouse and supply areas. They enforced silence, prohibiting any lights at night, coordinating operations under the code name "plum cherry." As the Japanese planes repeatedly bombed the area, the insurgents, lacking anti-aircraft defenses, could only mount futile counterattacks with machine guns, leading to disorder among their ranks. Many insurgents abandoned their uniforms and weapons and fled, prompting Zhang Qingyu to make the difficult decision to evacuate Tongzhou before Japanese reinforcements arrived, regrouping in Beiping with the remnants of the 29th Army. In the late hours of July 29, the security team retreated to Beiping in two groups. Upon arrival, they discovered the 29th Army had already evacuated, forcing them to retreat to Changxindian and Baoding. En route, they encountered part of the Suzuki Brigade of the Japanese Kwantung Army near Beiyuan and Xizhimen, where they faced concentrated attacks. Officers Shen Weigan and Zhang Hanming were both killed in the subsequent battles as they led their teams in desperate fights for survival. Amid the confusion, Yin Rugeng managed to escape when the convoy escorting him was broken up by Japanese forces. In a last-ditch effort, Zhang Qingyu ordered the army to split into small groups of 50 to 60, navigating through Mentougou to regroup with the 29th Army. By the time they reached Baoding, only about 4,000 personnel remained. On the morning of July 30, over a thousand troops from the Sakai Army entered Tongzhou City. They rounded up all men they encountered, searching residences for insurgents, and exhibited intentions of massacring the local population. By 4 p.m., the Kayashima Army arrived and sealed all city gates, deploying surveillance units to oversee the city and "restore public order." The Tsujimura Army removed perimeter defenses and concentrated their forces in barracks and storage facilities. Japanese troops combed through residences based on household registries, detaining those they deemed suspicious, with many later executed. As reported by the puppet county magistrate Wang Jizhang, roughly 700 to 800 individuals were executed within a few days. This brutal retaliation instilled terror throughout Tongzhou City, leading many to flee and seek refuge, often in American churches. The pervasive atmosphere of fear lasted for two to three months. The Japanese authorities framed their violent suppression as "restoring stability to East Asia" and derided the legitimate resistance of Chinese citizens as "communist harassment" and "treason." In response to the uprising, the Japanese embassy, concerned that it could trigger a repeat of the Temple Street Incident and instigate political upheaval at home, acted without government instructions. They appointed Morishima Morito to oversee negotiations with Chi Zongmo, who had replaced Yin Rugeng as the head of the "Hebei Anti-Communist Autonomous Government." On December 24, 1937, Chi submitted a formal apology to the Japanese embassy, committing to pay a total of 1.2 million yuan in reparations, with an immediate payment of 400,000 yuan, while the remaining 800,000 yuan would be disbursed by the "Provisional Government of the Republic of China." Furthermore, the Japanese demanded that the "Hebei Anti-Communist Autonomous Government" relinquish the territories where Japanese nationals had been killed and take responsibility for constructing "comfort towers." They compelled Chinese laborers to build these structures at the former site of the Governor's Office of Canal Transport in Shuiyueyuan Hutong, Nanmenli, and the northeastern corner of Xicang Square to commemorate Japanese casualties from the uprising. Additionally, they forcibly uprooted ancient trees from the Temple of Heaven, transplanting them around the "comfort towers." The Japanese military also demolished white marble guardrails at the Confucian Temple to erect a monument honoring their soldiers, resulting in the destruction of centuries-old cultural artifacts. On the morning of July 29, the Japanese Army's 11th Independent Mixed Brigade attacked Beiyuan and Huangsi. The Hebei-Northern Security Force, stationed in Huangsi, engaged the Japanese forces until 6:00 PM before retreating. Meanwhile, the 39th Independent Brigade, garrisoned in Beiyuan, fought the Japanese before withdrawing to Gucheng, eventually returning to Beiyuan. On July 31, this brigade was disarmed by the Japanese army, while the Independent 27th Brigade in the city was reorganized into a security team to maintain public order, later breaking through to Chahar Province a few days later and being assigned to the 143rd Division. Meanwhile, the 38th Division of the 29th Army, stationed in Tianjin, proactively attacked Japanese troops in Tianjin early on July 29, capturing the Japanese garrison at Tianjin General Station and launching an assault on the Japanese headquarters at Haiguang Temple and the Dongjuzi Airport. Initially, the battle progressed favorably; however, due to counterattacks from Japanese aircraft and artillery, the Chinese forces began to retreat around 3:00 PM, leading to the fall of Tianjin. Later that afternoon, the rebel forces evacuated Tong County and advanced toward Beiping. En route, they were attacked by the Japanese army north of the city and subsequently retreated to Baoding. As the 37th Division of the 29th Army received orders to retreat southward, the 110th Brigade covered the army headquarters and the Beiping troops from Wanping to Babaoshan, eventually retreating southward through Mentougou. After completing their task, they withdrew to Baoding on July 30. By the end of the 30th, the Japanese army had occupied both Beiping and Tianjin. The Japanese Independent Mixed Brigade No. 1 and the garrison brigade occupied high ground west of Changxindian and the area near Dahuichang on the evenings of the 30th and 31st, respectively. With this, the battles in Beiping and Tianjin effectively came to a close. China and Japan were at war. 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. It has finally happened, China and Japan are officially at war. From 1931 until now, it had been an unofficial war between the two, yet another incident had finally broke the camel's back. There was no turning back as Japan would unleash horror upon the Chinese people. The fight for China's survival had begun. China was completely alone against a fierce enemy, how would she manage? 

Positive Market Updates and Key Economic Indicators - June 3rd Edition In this episode of Dividend Cafe, Brian Szytel reports from the Newport Beach office of The Bahnsen Group on the market's positive performance on June 3rd, despite initially lower futures. The DOW, S&P, and Nasdaq all saw gains. There was a minor decline in bond prices with a slight rise in yields. Key economic updates included an optimistic report on new job openings, which exceeded expectations, indicating employer confidence despite recent volatility. Conversely, factory orders fell slightly more than expected. The episode also touches on Elon Musk's criticism of a congressional spending bill and outlines the implications for government spending and debt. Upcoming employment reports are highlighted as significant data points to watch. 00:00 Introduction and Market Overview 00:37 Economic Indicators and Job Market Insights 01:26 Factory Orders and Economic News 01:53 Elon Musk's Reaction to Congressional Spending Bill 02:59 Debt to GDP Ratio Discussion 04:13 Upcoming Employment Data and Conclusion Links mentioned in this episode: DividendCafe.com TheBahnsenGroup.com

Carey is radicalized by Fire Island and drops multiple Dorinda references in this very special, very chintzy episode. His magical tale of going septic and wearing a stent and purse of antibiotics and subsequent digestive woe. Toenail removal and a discussion of disturbing doctors. A lengthy analysis of sunflowers. Conversely, shocking caller opinions on roses. Carey shares dog perfume tips. An exploration of flat Christina Aguilera karaoke. Many helpful PSAs.