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Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning. Scott Brown is an attractions marketing leader with a career that spans family entertainment centers, digital solutions for attractions, and nearly a decade leading marketing initiatives for Family Entertainment Group. From working at miniature golf courses as a teenager to becoming a GM and marketing executive, Scott has built his career around creating memorable experiences and helping attractions connect emotionally with guests. Throughout the conversation, he reflects on the intersection of service, operations, and marketing, while sharing lessons learned from both leadership and frontline experience. In this interview, Scott talks about being an ambassador for service, how everything is marketing, and serving your niche. Being an ambassador for service “Excellent service is easy to understand, but it is very difficult to execute.” Scott explains that his passion for guest service was heavily inspired by his admiration for the Disney parks and their ability to create emotional connections with guests. Early in his leadership career, he immersed himself in service training philosophies and focused on teaching teams not only what to do, but why service matters. He emphasizes that excellent service is easy to understand but difficult to execute consistently because it requires leadership commitment, operational alignment, and emotional buy-in from employees. He also discusses how scalable service culture cannot rely solely on slogans or surface-level friendliness. Instead, it must be embedded into leadership behaviors and daily operations. Scott believes that service starts with leaders who genuinely care about their teams, understand employee challenges, and reinforce the broader vision behind the guest experience. By doing so, organizations create teams that continue delivering exceptional experiences even during difficult or stressful moments. Everything is marketing “Everything is marketing and marketing is everything.” Scott describes marketing as far more than advertisements, coupons, or social media campaigns. In his view, every guest touchpoint contributes to the marketing of an attraction, from the condition of the parking lot to the attitude of frontline employees. He explains that marketing and guest service are inseparable because marketing creates expectations while operations and service fulfill them. He shares that the strongest organizations intentionally align their messaging with the actual emotional experience guests will have on-site. When marketing promises one experience but operations fail to deliver it, the organization damages trust. Conversely, even attractions with weak advertising can generate powerful word-of-mouth marketing if the guest experience exceeds expectations. Scott repeatedly returns to the importance of emotion and “feel,” explaining that the best marketing communicates how guests will feel during the experience, not simply what they will buy. Serving your niche “If you want to be something for everybody, you're going to be something for nobody.” Scott believes one of the biggest mistakes attractions make is trying to appeal to everyone instead of identifying a distinct audience and emotional position in the marketplace. He explains that attractions are not simply competing against businesses with similar offerings, but against every experience that competes for guests' discretionary time and money. Using an example from his work with an entertainment center in Massachusetts, Scott describes how his team focused on positioning the venue as the place “where fun families come to compete and play.” He explains that the phrase was intentionally crafted to shape both the attraction's messaging and the emotional identity of the guests they hoped to attract. By clearly defining the type of guest experience they wanted to create, the organization was able to communicate more authentically and differentiate itself from competitors. Scott believes the most successful organizations are the ones that deeply resonate with a specific audience rather than attempting to broadly appeal to everyone. Scott can be reached on LinkedIn, as well as by email at browngator1@gmail.com. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team: Scheduling and correspondence by Kristen Karaliunas To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)
Benjamin L. Carp describes the fierce information war that followed the fire as both sides vied for public and international opinion. Figures like Benjamin Franklin and Robert Morris worked to protect the American reputation by insisting the fire was accidental. Conversely, the British used local newspapers to brand the rebels as arsonists and criminals. Curiously, formal correspondence between Generals Washington and Howe largely avoided the topic of the fire. This silence may reflect a "gentlemanly" code of the era, where neither commander wished to level such grave accusations without irrefutable proof, despite the ongoing propaganda battle. (6)1776
What is the minimal remnant required to remain of the liver to keep the animal kosher when it is damaged or partially missing? Although our Mishna implies that any minimal amount is sufficient, another Mishna explicitly requires an olive-bulk. Rav Yosef resolves the contradiction by explaining that each Mishna reflects a different Tannaitic position. The established halakha dictates that a size of an olive-bulk is required, and the Amoraim dispute whether this piece must remain specifically where the gallbladder is located, or where the liver attaches to its lifelines; Rav Papa rules that an olive-bulk is required in both locations. Regarding perforations of the lung, the Gemara explains that the lung is surrounded by two membranes, an outer membrane and an inner membrane. If only one membrane is punctured, the second membrane that remains intact protects it, and the lung remains kosher. To diagnose a lung that is suspected of leaking air, Rav Yosef suggests one test involving a feather and a second involving water. In the water test, the lung is placed inside a bowl of lukewarm water and inflated. If the water bubbles, this proves that it contains a disqualifying perforation; if no bubbling appears, the sound is attributed only to air trapped between the membranes, and the lung remains kosher. Rava establishes rules regarding various changes in the appearance and structure of the lung. External peelings, multiple changes in color, or spots of different shades generally do not disqualify the animal. Conversely, if a part of the lung is dry to the extent that it crumbles under a fingernail, the animal is disqualified as a treifa. The Gemara discusses the laws of lung adhesions (sirchot). An adhesion between two lobes that occurs out of their natural anatomical order constitutes an absolute defect that cannot be tested, while an adhesion occurring in their normal order is considered a natural growth and remains kosher.
Learn more about Refrigeration Mentor Customized Technical Training Programs at www.refrigerationmentor.com/courses Join the Refrigeration Mentor Hub here In this episode, we're joined by longtime refrigeration technician and Refrigeration Mentor Community Ambassador Andrew Freeburg to discuss World Refrigeration Day (June 26) and this year's theme, "Cool Intelligence." We explore how the industry's real intelligence comes from the experience, judgment, and problem-solving of technicians, engineers, designers, and operators who protect the cold chain, food safety, energy efficiency and daily life. Conversely, also dive into how artificial intelligence (AI) can support technicians today, working in conjunction with hands-on skills, verification, intuition, and building customer trust. In this episode, we cover: (00:08) World Refrigeration Day (00:57) Defining "Cool Intelligence" (02:21) Field Judgment Under Pressure (05:36) Supermarket Refrigeration and Cold Chain (11:46) AI in the Refrigeration Industry (16:10) Building Confidence and Celebrating Wins (18:27) The Refrigeration Industry Intelligence Gap (28:30) Advice for New Refrigeration Techs Helpful Links & Resources: Andrew Freeburg on LinkedIn Episode 374. Growing the Refrigeration Industry Globally with World Refrigeration Day Founder, Steve Gill Episode 354. Embracing AI and Personal Development in Refrigeration Episode 352. AI and New Refrigeration Training & Troubleshooting Resources
What is the minimal remnant required to remain of the liver to keep the animal kosher when it is damaged or partially missing? Although our Mishna implies that any minimal amount is sufficient, another Mishna explicitly requires an olive-bulk. Rav Yosef resolves the contradiction by explaining that each Mishna reflects a different Tannaitic position. The established halakha dictates that a size of an olive-bulk is required, and the Amoraim dispute whether this piece must remain specifically where the gallbladder is located, or where the liver attaches to its lifelines; Rav Papa rules that an olive-bulk is required in both locations. Regarding perforations of the lung, the Gemara explains that the lung is surrounded by two membranes, an outer membrane and an inner membrane. If only one membrane is punctured, the second membrane that remains intact protects it, and the lung remains kosher. To diagnose a lung that is suspected of leaking air, Rav Yosef suggests one test involving a feather and a second involving water. In the water test, the lung is placed inside a bowl of lukewarm water and inflated. If the water bubbles, this proves that it contains a disqualifying perforation; if no bubbling appears, the sound is attributed only to air trapped between the membranes, and the lung remains kosher. Rava establishes rules regarding various changes in the appearance and structure of the lung. External peelings, multiple changes in color, or spots of different shades generally do not disqualify the animal. Conversely, if a part of the lung is dry to the extent that it crumbles under a fingernail, the animal is disqualified as a treifa. The Gemara discusses the laws of lung adhesions (sirchot). An adhesion between two lobes that occurs out of their natural anatomical order constitutes an absolute defect that cannot be tested, while an adhesion occurring in their normal order is considered a natural growth and remains kosher.
BIG SLEEPER ALERT! Yes, it's the one blockchain company you have either given up on completely, or have chosen to sleep on for the last few years. In Episode 259, VP checks in on the biggest loss in his portfolio to see what's even there, and is it a screaming buy at these current prices or not? I think you already know the answer. Now find out why. The ByBit Blog - https://nononsenseforex.com/cryptocurrencies/best-crypto-trading-platform/ The ApeX Omni Blog (US/Privacy Friendly) - https://nononsenseforex.com/top-defi-trading-platform-apex-omni/ Blueberry Markets Blog (Top FX Broker) - https://nononsenseforex.com/uncategorized/blueberry-markets-review-my-top-broker-for-2019/ Get a Discount On Any Trading View Package - https://www.tradingview.com/?aff_id=159841 The Old Blog Has Moved to My New Free Substack - https://thecontrarianinvestorblog.substack.com/p/what-to-expect-and-what-not-to?r=16orow 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. Investing involves risk. Losses can exceed deposits. We are not taking requests for episode topics at this time. Thank you for understanding.
Study Guide Picture What are the defects and traumas that render an animal a treifa? The Mishna lists various categories, such as a perforated gullet, a severed windpipe, a perforated brain membrane, a perforated heart chamber, a broken spine and a severed spinal cord, a completely removed liver, as well as various perforations or tears to the lungs, stomach, gallbladder, small intestines, and rumen. The list also includes severe external trauma, such as falling from a roof, having a majority of the ribs broken, or being clawed by specific predators. The Mishna establishes the overarching rule: any animal afflicted with a defect or injury such that a similar animal cannot survive is deemed a treifa. Resh Lakish derives the principle that a treifa cannot survive from the verse, "These are the living things which you may eat," teaching that only an animal capable of living is permitted for consumption, whereas one that cannot live is forbidden. Conversely, the opposing view holds that a treifa can survive, deriving from the same verse that a specific type of animal that is capable of living is permitted for consumption, while another animal that is capable of living (the treifa) is forbidden. However, after the Gemara rejects this proof from the verse, it brings another verse to support the opinion that a treifa can survive: "Between the living thing that may be eaten and the living thing that may not be eaten." The Mishna's list does not include all cases, as there are additional cases of treifot—four that are referenced by the acronym BSGR, and another seven Amoraic traditions known as the "shev (seven) shematata." Although these cases are not explicitly mentioned in the Mishna, they can be derived from the rule stated at its end, according to which any animal that is incapable of living is considered a treifa. However, how can the tannaitic tradition of the school of Rabbi Yishmael, which limits the list of treifot to exactly eighteen, be reconciled? After a failed attempt, the Gemara settles the count according to Rabbi Yishmael by grouping all types of perforations into one broad category and all types of severed parts into another single category, thereby reconciling the calculated total with all the treifot appearing in the various lists.
The 16th episode of the Lead with Empower podcast, recorded just before Memorial Day weekend, features hosts Dan and Zack discussing the nuances of designing team-building experiences. Determining Difficulty Levels Finding the "sweet spot" for a group's challenge level is described as an art that requires significant inquiry during the sales and design process. Key factors used to gauge the appropriate level of difficulty include: ● Group Size: Larger groups often face more internal conflict due to "too many cooks in the kitchen". To manage this, facilitators may break a large group of 50 into smaller lanes of eight or nine people to ensure everyone remains engaged. ● Physical Exertion: Programs are tailored to the group's daily activity levels; for example, a high school sports team would receive a more physically demanding program than a corporate group that is typically sedentary. ● Age and Wiring: Adults tend to overthink and strategize extensively before acting, whereas younger participants often dive into problems immediately without a set strategy. ● Desired Outcomes: Facilitators ask whether a client wants pure fun (an outing), professional skill development, or a mix of both to determine the program's structure. Stages of Group Development The hosts reference Bruce Tuckman's research on group dynamics to explain how they adjust activities based on a team's current stage: ● Forming: New groups with social barriers are given low-complexity icebreakers (e.g., favorite hobbies) rather than deep personal sharing. ● Storming: Teams experiencing power struggles or conflict are given collaborative tasks without competition to avoid creating further division. ● Norming: As people settle into roles, activities with clearly defined, different roles are used to highlight how individual strengths contribute to team success. ● Performing: Groups that are "firing on all cylinders" are given more challenging levels to prevent complacency. Facilitation Tactics ● Frontloading: To maintain trust, facilitators inform groups at the start if there are multiple tiers of difficulty or if an activity might be modified to build momentum after a struggle. ● Managing Mistakes: Facilitators use "nickel and dime" rule enforcement as a tool for difficult or uncooperative groups. Conversely, for groups showing high effort and positive growth, facilitators may overlook "hustle mistakes" near the end of a program to ensure the experience concludes with a sense of accomplishment. ● Core Objectives: Every program aims to achieve three things: Engagement, Challenge, and Accomplishment. Episode Timeline: ● Never Quit Mentality (03:01): The speakers emphasize giving 100% effort until the "clock hits zero," using the New York Knicks' historic 22-point comeback as a prime example. ● The Difficulty "Sweet Spot" (06:51): Facilitators must find the right challenge level; too hard leads to participants giving up, while too easy results in "dead air" and disengagement. ● Inquiry-Based Sales (08:22): A program's success starts during the sales process by asking if a client wants pure fun, a mix of learning, or intensive skill development. ● Large Group Friction (13:10): Groups of 30 often take twice as long as groups of five because "too many cooks in the kitchen" can cause members to work against each other. ● Adult vs. Youth Problem Solving (16:01): Adults frequently overthink and delay action to find a "perfect" answer, whereas youth often dive into tasks without any plan or strategy. ● Tuckman's Stages of Development (20:56): Facilitators use the four stages—forming, storming, norming, and performing—to assess group dynamics and choose appropriate activities. ● Avoiding Storming Competition (25:13): For groups in the "storming" phase of conflict, facilitators avoid competitive tasks that could "feed the fire" of existing internal power struggles. ● The Power of "Frontloading" (28:17): To maintain trust, leaders should inform groups ahead of time if an activity has multiple tiers or harder levels rather than using a "sneak attack" challenge. ● Strategic Rule Enforcement (32:16): Facilitators may overlook minor "hustle mistakes" for engaged teams but strictly enforce rules (a "nickel and dime" approach) for difficult or argumentative groups. ● The Ultimate Goal (35:16): Team building's purpose is for participants to leave feeling positive and confident, ready to apply lessons to their real-world environments. ● Selecting a Partner (39:00): Organizations should choose partners who ask deep questions about group outcomes and physical exertion levels rather than offering a "cookie-cutter" approach. Find out more at https://lead-with-empower-podcast.pinecast.co This podcast is powered by Pinecast.
Study Guide Picture What are the defects and traumas that render an animal a treifa? The Mishna lists various categories, such as a perforated gullet, a severed windpipe, a perforated brain membrane, a perforated heart chamber, a broken spine and a severed spinal cord, a completely removed liver, as well as various perforations or tears to the lungs, stomach, gallbladder, small intestines, and rumen. The list also includes severe external trauma, such as falling from a roof, having a majority of the ribs broken, or being clawed by specific predators. The Mishna establishes the overarching rule: any animal afflicted with a defect or injury such that a similar animal cannot survive is deemed a treifa. Resh Lakish derives the principle that a treifa cannot survive from the verse, "These are the living things which you may eat," teaching that only an animal capable of living is permitted for consumption, whereas one that cannot live is forbidden. Conversely, the opposing view holds that a treifa can survive, deriving from the same verse that a specific type of animal that is capable of living is permitted for consumption, while another animal that is capable of living (the treifa) is forbidden. However, after the Gemara rejects this proof from the verse, it brings another verse to support the opinion that a treifa can survive: "Between the living thing that may be eaten and the living thing that may not be eaten." The Mishna's list does not include all cases, as there are additional cases of treifot—four that are referenced by the acronym BSGR, and another seven Amoraic traditions known as the "shev (seven) shematata." Although these cases are not explicitly mentioned in the Mishna, they can be derived from the rule stated at its end, according to which any animal that is incapable of living is considered a treifa. However, how can the tannaitic tradition of the school of Rabbi Yishmael, which limits the list of treifot to exactly eighteen, be reconciled? After a failed attempt, the Gemara settles the count according to Rabbi Yishmael by grouping all types of perforations into one broad category and all types of severed parts into another single category, thereby reconciling the calculated total with all the treifot appearing in the various lists.
Good morning from Pharma Daily: the podcast that brings you the most important developments in the pharmaceutical and biotech world. The pharmaceutical and biotech industries are undergoing significant transformations, driven by scientific advancements, regulatory changes, and strategic investments. These developments are shaping the landscape of drug development and patient care in profound ways. In recent news, Pfizer's CEO, Albert Bourla, is reconsidering investments in Germany due to proposed healthcare reforms. These reforms have sparked concerns about their potential impact on the pharmaceutical industry. This situation highlights the intricate balance between regulatory frameworks and corporate strategies, illustrating how policy changes can influence investment decisions and operational strategies within the pharma sector. The tension between regulatory environments and corporate interests is a recurring theme that continues to shape strategic directions within the industry. Meanwhile, heightened scrutiny over biotechnology operations is evident with Wuxi AppTec's inclusion on the Pentagon's blacklist under the Biosecure Act. This move reflects growing concerns about biosecurity and the necessity for stringent oversight in handling sensitive biotechnological advancements. Such actions underscore a global focus on safeguarding national security while fostering scientific innovation. Teva Pharmaceuticals is navigating restructuring efforts by laying off 250 employees at its Active Pharmaceutical Ingredients unit as it seeks a new owner. This restructuring underscores the challenges companies face in maintaining operational efficiency amid ownership transitions. These challenges are emblematic of broader industry dynamics where companies strive to adapt to changing market conditions while ensuring stability and growth. On the scientific front, Novo Nordisk's cagrisema and Eli Lilly's retatrutide are emerging as next-generation incretin therapies. Although early comparisons have been made, Novo Nordisk's chief scientific officer suggests it is premature to declare a definitive leader. This competition reflects the dynamic nature of drug development as companies strive to innovate and improve treatment options continuously. Additionally, Sonothera's successful $125 million Series B funding round for its bubble-based genetic delivery system highlights the biotech industry's momentum fueled by mergers and acquisitions (M&A) and partnerships. Such technologies promise to advance genetic therapies by enhancing delivery mechanisms, potentially transforming treatment paradigms for various genetic disorders. AbbVie's Skyrizi narrowly surpassing Johnson & Johnson's Tremfya in May drug ad spending underscores the competitive nature of pharmaceutical marketing. Despite a general slump in advertising expenditures among leading drugs, strategic marketing remains crucial for maintaining brand presence and market share. Increased M&A activity and partnerships are further bolstering the industry's growth trajectory. The resurgence of Initial Public Offerings (IPOs) and venture capital funding is fostering innovation and expansion within the sector, providing fuel for continued advancement in biotech. On the regulatory front, Johnson & Johnson's Darzalex received a new endorsement from NICE after a prior reversal. Such regulatory updates emphasize the evolving nature of drug approvals and market access strategies essential for pharmaceutical companies' success. Novartis' second deal with Orionis Biosciences worth up to $1.4 billion exemplifies strategic investments aimed at expanding research capabilities and addressing unmet medical needs through molecular glue technologies targeting challenging therapeutic areas. Conversely, Sanofi's decision to halt a Phase 3 autoimmune trial due to insufficient efficacy highlights the inherent risks in drug development pipelines. These setbacks emphasize the importance of robust clinical trial designs and adaptability in R&D strategies. Emerging insights into GLP-1 drugs like Novo Nordisk's semaglutide reveal potential antidepressant effects linked to gut microbiota modulation. These findings open new avenues for exploring psychiatric applications of metabolic drugs, although conflicting data necessitates further investigation. Overall, these developments illustrate a complex interplay of scientific innovation, regulatory dynamics, and strategic corporate actions driving the future of pharmaceuticals and biotechnology. The sector continues to navigate challenges while capitalizing on opportunities to enhance patient care through advanced therapeutic solutions. The industry's trajectory promises transformative impacts on patient care through novel therapies designed not only to treat symptoms but also address root causes via innovative science-driven solutions. As these advancements unfold, they herald a new era of targeted, effective treatments that hold promise for improving patient outcomes across diverse medical landscapes.Support the show
This week we highlight the dual-natured impact of artificial intelligence on global security, privacy, and administrative productivity. On the defensive side, tools like Google's Gemini are blocking billions of fraudulent ads, while the NHS is deploying Microsoft Copilot to drastically reduce clinical paperwork. Conversely, bad actors are leveraging AI-driven phishing to compromise digital assets and developing adaptive malware that can reason through system defenses. Serious privacy concerns also emerge, evidenced by Meta's controversial development of facial recognition for smart glasses and the misuse of automated license plate readers by law enforcement. Additionally, the reports detail how nation-state actors use professional networks like LinkedIn for espionage and how criminals exploit autonomous transit for physical crimes. Ultimately, the collection suggests that as AI becomes a central pillar of modern life, the most critical security skill is the ability to verify identity in an increasingly deceptive digital landscape.
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Allie reacts to breaking news from the Southern Baptist Convention, which passed an amendment defining pastoral roles strictly for males. Shifting gears, the sin of partiality is turning murderers into victims and white victims into villains. Allie covers the Karmelo Anthony murder trial, as the 19-year-old faces charges for stabbing Austin Metcalf to death at a 2025 Frisco, Texas, track meet, yet crowds chant for his freedom, and media narratives racialize the case despite the evidence. Conversely, in the U.K., bodycam footage from the Henry Nowak stabbing reveals police handcuffing the dying 18-year-old victim while showing leniency toward his Sikh killer, highlighting dangerous double standards. This video examines how overcorrections on racism have distorted justice in both America and Britain, echoing the racial divisions of the O.J. Simpson trial. What does the Bible say about such partiality? Also, the Department of War narrows down religious affiliations recognized by the Chaplain Corps, but Sen. Mike Lee (R-Utah) take issue with the fact that LDS was not listed as a Christian denomination. Do you have a question for Allie? Leave a voicemail at 844-755-5252. Share the Arrows 2026 is on October 10 in Dallas, Texas! Tickets are on sale now at: https://sharethearrows.com Share the Arrows is sponsored by: A'del Natural Cosmetics: AdelNaturalCosmetics.com Range Leather: RangeLeather.com/ALLIE We Heart Nutrition: WeHeartNutrition.com Buy Allie's book "Toxic Empathy: How Progressives Exploit Christian Compassion": https://www.toxicempathy.com – Time Codes 0:00 Introduction 1:53 SBC Truth & Unity Amendment 5:29 The Karmelo Anthony Trial 45:59 The Killing of Henry Nowak in the UK 1:00:30 LDS Not Classified as Christian by Department of War – Today's Sponsors: Good Ranchers | To support a company that honors America's past, present, and future, visit GoodRanchers.com today. When you start your plan, you'll get to pick a free meat that will be included in every order for life, and you'll get $25 off your first order using my exclusive code, ALLIE. Legacybox | Visit Legacybox.com/ALLIE to take advantage of Legacybox's Spring Cleaning sale and preserve your family's story. CrowdHealth | Join CrowdHealth to get started today for $99 for your first three months using code ALLIE at JoinCrowdHealth.com. CrowdHealth is not insurance. Opt out. Take your power back. This is how we win. EveryLife | Visit EveryLife.com and use promo code ALLIE10 to get 10% off your first order today! PreBorn | To donate, dial #250 and say the keyword “BABY.” Or visit Preborn.com/ALLIE. Episodes You May Like: Ep 1352 | Is God Sending Bluebirds to Christian Influencers? https://podcasts.apple.com/us/podcast/ep-1352-is-god-sending-bluebirds-to-christian-influencers/id1359249098?i=1000769886414 Ep 1239 | Epstein Files Released, Snoop Dogg Criticizes Gay Movie & Media Ignores Charlotte Murder https://podcasts.apple.com/us/podcast/ep-1239-epstein-files-released-snoop-dogg-criticizes/id1359249098?i=1000725588830 Ep 1168 | Should Austin Metcalf's Dad Forgive His Murderer? https://podcasts.apple.com/us/podcast/ep-1168-should-austin-metcalfs-dad-forgive-his-murderer/id1359249098?i=1000702758573 --- ► Buy Allie's book "You're Not Enough (and That's Okay): Escaping the Toxic Culture of Self-Love": https://alliebethstuckey.com/book ► Subscribe to the podcast: iTunes: https://apple.co/2UVssnP Spotify: https://spoti.fi/2FwkXxj ► Connect with Allie on social media: https://twitter.com/conservmillen https://www.instagram.com/alliebstuckey/ https://facebook.com/allieBlazeTV/ ► Relatable merchandise — use promo code ALLIE10 for a discount: https://shop.blazemedia.com/collections/allie-stuckey
Three difficulties are raised from tannaitic sources against the opinion of Rav Nachman, Rav Avram, and Rav Yitzchak that a person cannot forbid property that is not theirs (ein adam oser davar she'eino shelo), and they are resolved. The first difficulty is from the braita regarding a sin offering slaughtered outside the Temple for idol worship, which the Gemara resolves by explaining that since the sacrifice achieves atonement for the owner, it is legally considered his own property. The second difficulty is from the Mishna regarding two people holding a knife where one slaughters for an idol, and the third is from a braita regarding one who renders another's property impure, mixes it with tithed produce, or pours it as an idolatrous libation. The Gemara resolves these by explaining that the individual has a financial partnership in the item. The Gemara suggests that the debate between Rav Huna and Rav Nachman is a tannaitic dispute, quoting a dispute regarding whether a gentile can forbid a Jew's wine by offering it up as a libation to idols. Rav Nachman, however, rejects the comparison, as a Jew who does the same thing would be doing it just to annoy his friend, and does not really intend to worship the idol. Some difficulties are raised against this theory from tannaitic sources, but are resolved by explaining them as referring to cases where the Jew is an apostate. The Mishna rules that one may not slaughter an animal directly into seas, rivers, or vessels because it looks to others like they are offering it to an idol (mar'it ayin). However, it is permitted to slaughter into a circular pool of water, which Rava clarifies must be murky. Furthermore, one may not slaughter directly into a pit (gumma) anywhere, but the Mishna then permits doing so in one's house. Abaye and Rava each resolve this seemingly contradictory statement in different manners, and Rava rejects Abaye's explanation. Rava explains that a person may slaughter next to a pit in their private courtyard so that the blood flows into it to keep the yard clean. In the marketplace, even this is strictly forbidden to prevent copying heretical practices (minim), and anyone who does so must be investigated for heresy. A braita is brought to support Rava's explanation. The Mishna establishes that slaughtering a non-sacrifice (chullin) for the sake of a sacrifice that can be voluntarily vowed or donated - such as an olah, asham talui, or todah - renders the shechita invalid, whereas Rabbi Shimon permits it. The rabbis are concerned that people will see this and think that one can slaughter sacrifices outside the Temple. Conversely, slaughtering for sacrifices that cannot be voluntarily vowed, like a sin offering, is valid, as people will assume the slaughterer is just saying it is for the sake of that offering but does not really intend to offer a sacrifice outside the Temple.
Ronald Acuna exits early with an injury, forcing fantasy managers to immediately brace for the upcoming medical updates. Joe Bond breaks down today's major news, runs through the Drops of the Week, and locks in the FanDuel Bet of the Day. Adley Rutschman deals with hamstring tightness, Oneil Cruz gets scratched, and Will Smith faces a possible IL stint. On the positive side, Tarik Skubal, Cole Ragans, Casey Mize, and Brandon Woodruff are all making visible progress toward returning. Dillon Dingler, Jac Caglianone, Matt Olson, Bryce Eldridge, and Nick Kurtz lead a deep list of top daily performers. Conversely, Dalton Rushing, Pete Crow-Armstrong, Adolis Garcia, and Freddy Peralta struggled heavily in yesterday's action. We evaluate the rotating segment to decide if it is time to cut ties with Maikel Garcia, Jose Altuve, Emmet Sheehan, or Aaron Nola. First Cup Fantasy Baseball drops every weekday around 9 AM ET on The F6P Hour. Use code F6PPODS for 15% off All Access at fantasysixpack.net – rankings, matchup tools, DFS and betting cheat sheets, and more. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Three difficulties are raised from tannaitic sources against the opinion of Rav Nachman, Rav Avram, and Rav Yitzchak that a person cannot forbid property that is not theirs (ein adam oser davar she'eino shelo), and they are resolved. The first difficulty is from the braita regarding a sin offering slaughtered outside the Temple for idol worship, which the Gemara resolves by explaining that since the sacrifice achieves atonement for the owner, it is legally considered his own property. The second difficulty is from the Mishna regarding two people holding a knife where one slaughters for an idol, and the third is from a braita regarding one who renders another's property impure, mixes it with tithed produce, or pours it as an idolatrous libation. The Gemara resolves these by explaining that the individual has a financial partnership in the item. The Gemara suggests that the debate between Rav Huna and Rav Nachman is a tannaitic dispute, quoting a dispute regarding whether a gentile can forbid a Jew's wine by offering it up as a libation to idols. Rav Nachman, however, rejects the comparison, as a Jew who does the same thing would be doing it just to annoy his friend, and does not really intend to worship the idol. Some difficulties are raised against this theory from tannaitic sources, but are resolved by explaining them as referring to cases where the Jew is an apostate. The Mishna rules that one may not slaughter an animal directly into seas, rivers, or vessels because it looks to others like they are offering it to an idol (mar'it ayin). However, it is permitted to slaughter into a circular pool of water, which Rava clarifies must be murky. Furthermore, one may not slaughter directly into a pit (gumma) anywhere, but the Mishna then permits doing so in one's house. Abaye and Rava each resolve this seemingly contradictory statement in different manners, and Rava rejects Abaye's explanation. Rava explains that a person may slaughter next to a pit in their private courtyard so that the blood flows into it to keep the yard clean. In the marketplace, even this is strictly forbidden to prevent copying heretical practices (minim), and anyone who does so must be investigated for heresy. A braita is brought to support Rava's explanation. The Mishna establishes that slaughtering a non-sacrifice (chullin) for the sake of a sacrifice that can be voluntarily vowed or donated - such as an olah, asham talui, or todah - renders the shechita invalid, whereas Rabbi Shimon permits it. The rabbis are concerned that people will see this and think that one can slaughter sacrifices outside the Temple. Conversely, slaughtering for sacrifices that cannot be voluntarily vowed, like a sin offering, is valid, as people will assume the slaughterer is just saying it is for the sake of that offering but does not really intend to offer a sacrifice outside the Temple.
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Last time we spoke about the One Hundred Regiment Offensive. During Phase Three of the One Hundred Regiment Offensive, CCP forces in the Taihang/Jizhong area emphasized strongpoint attacks and transportation warfare. Rather than trying to defeat Japanese units head-on, they used tactics such as night raids and ambushes to disrupt Japanese supply routes and communications. The underlying goal was to make Japanese logistics unstable, weakening their ability to maintain control and conduct effective operations. After CCP successes, the Japanese responded with large-scale "mopping-up" operations beginning October 6. As the Eighth Route Army continued resisting, it adopted flexible methods to counter the Japanese sweeps, especially rapid repositioning and targeted ambushes. One notable action described involves an ambush of a Japanese convoy that caused substantial enemy losses, demonstrating how disrupting enemy mobility could blunt the effectiveness of larger Japanese operations. Overall, the situation remained fluid, with both sides continually adapting their tactics in an ongoing contest for control across occupied North China. #205 The Hubei-Henan Campaign of 1940-1941 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. By 1940, the war had settled into a grueling stalemate, with Japanese troops occupying vast swathes of central China, including parts of Hubei, but facing persistent Chinese guerrilla and conventional resistance that prevented total consolidation. In the aftermath of the Battle of Zaoyang in the summer of 1940, Japanese forces had secured the key cities of Yichang and Shashi along the middle reaches of the Yangtze River. Yet Chinese Nationalist troops of the Fifth War Area retained firm control over the vital territories east and west of the Xiang River. Their defensive lines formed a broad arc stretching from the southwest of Yuan'an through Jingmen, north of Zhongxiang, and the rugged foothills of the Dahong Mountains, extending northwest to Suixian. These positions straddled both banks of the Xiang River, anchored on the right by the Wudang Mountains and on the left by the Tongbai range. Working in close coordination with guerrilla detachments operating in the southeast, Chinese units repeatedly harassed the Japanese garrisons that had pushed into Yichang. The constant pressure on the enemy's flanks left the Japanese forces in Yichang and Shashi dangerously exposed and hemmed in, unable to expand or consolidate their gains. To the Japanese high command, this situation had become an intolerable thorn that demanded immediate removal. Under Generalissimo Chiang Kai-shek, the Chinese Nationalist government faced severe strains as the war with Japan escalated. Its problems were not only military, but also political and economic. Deep ideological and territorial rivalries with the CCP meant that efforts to present a single front were constantly undermined. Although the two sides officially formed a United Front in 1937, earlier violence and competition, such as the 1927 Shanghai Massacre and the CCP's Long March of 1934 – 1935 had left distrust and strategic differences in place. As a result, Nationalist resistance was harder to coordinate than it would have been under full unity. Meanwhile, the CCP strengthened its position in northern China by expanding rural strongholds. Through land reforms and the use of guerrilla warfare, the communists were able to win local support and apply pressure to Japanese forces in ways that often did not require large, conventional armies. This strategy also drew influence and manpower away from the Nationalists' more traditional, state-centered military structure. Economically, the Nationalists were squeezed from multiple directions. The loss of China's coastal industrial regions to Japanese occupation forced the government to rely heavily on the interior, with Chongqing becoming a key base. That geographic shift left the administration more vulnerable to shortages of critical supplies, especially raw materials, fuel, and modern weapons. On top of wartime disruption, the global Great Depression intensified fiscal and logistical difficulties, limiting how quickly and effectively the Nationalists could mobilize resources for large-scale operations. By late November 1940, these weaknesses intersected with renewed Japanese pressure. Japanese commanders were also concerned about the possibility of a major Nationalist push, particularly fears of a counteroffensive by the Thirty-first Army Group under General Tang Enbo. Determined to break the stalemate, the Japanese launched a major offensive in late November 1940. Preparations had begun in earnest early that month. Engineers repaired and expanded highways and bridges, constructed new defensive works and airfields, and stockpiled vast quantities of rations, ammunition, steel-hulled boats, and rubber rafts in the Zhongxiang area. Five regiments were concentrated near Zhongxiang, while additional troops east and west of the Xiang River brought the total strength to more than three divisions. Along the Suixian–Xiangyang Highway, Japanese forces were reinforced to divisional strength, supported by increased artillery and tank detachments. These meticulous measures left no doubt that the enemy was ready for a large-scale operation. By 23 November the Japanese had completed their deployments and moved into assault positions. The Japanese forces assigned to the Central Hubei Operation were placed under the overall command of Lieutenant General Waichirō Sonobe, who directed the campaign from his headquarters in Wuhan. Sonobe's 11th Army drew on a broad mix of formations, combining units from the 3rd, 4th, 15th, 17th, 39th, and 40th Divisions. The offensive backbone for the thrust into central Hubei province was reinforced by the 18th Independent Mixed Brigade, which helped supply the infantry strength needed for sustained fighting across difficult ground. In practice, this multi-division structure reflected the 11th Army's key mission in the region, acting as the main Japanese formation after the earlier Battle of Zaoyang and it emphasized coordinated divisional advances supported by attached brigades and specialized elements, including limited armored capabilities. In terms of manpower, the Japanese force is commonly estimated at roughly 40,000 to 50,000 troops. This strength included several infantry regiments and artillery batteries, along with only limited armored elements rather than a fully armored formation. Because the operation depended on finding and exploiting opportunities quickly, it was supported by aerial reconnaissance and bombing carried out by the 3rd Air Brigade operating in central China. Infantry units formed the majority of the fighting power, while artillery was used to provide suppressive fire during advances. Air support, meanwhile, was intended to help identify and target Chinese positions—particularly along important riverine and rail corridors, where disruptions could slow resistance and complicate Chinese reinforcement or retreat. To manage the operation across varied terrain and combat tasks, Sonobe's command used smaller combined formation often described as task forces, that could operate with some flexibility. Among them were the Kayashima Force, commanded by Major General Koichi Kayashima of the 18th Independent Mixed Brigade, consisting of the entire brigade reinforced by elements of the 40th Division. The Muragami Force, under Lieutenant General Keisaku Muragami, commander of the 39th Division, which included the full division plus supporting non-infantry units. The Hirabayashi Force, led by Lieutenant General Morito Hirabayashi of the 17th Division, formed from detachments of the 17th and 15th Divisions.The Kitana Force, commanded by Lieutenant General Kenzo Kitana of the 4th Division, incorporating portions of the 4th Division and the Kususe Armored Force. These four groups were deployed in parallel around Tangyang, Jingmen, Zhongxiang, and north of Jingshan. The Hanjima Force, commanded by Lieutenant General Fusataro Hanjima of the 3rd Division, positioned near Suixian along the Xiangyang–Hua Highway. This task-force approach helped tailor combat power to specific mission profiles—such as flanking movements, raids, or pressure on Chinese defensive lines—while keeping the overall campaign plan under a unified command. Equipment choices also reflected the tactical environment of Hubei. The Japanese units made use of Type 95 Ha-Go light tanks for reconnaissance and for anti-infantry roles, typically best suited to the reconnaissance, pursuit, and screening functions that were available even with constrained armor numbers. For fire support, the force relied on conventional artillery, including 75mm Type 90 guns for field engagements and 105mm howitzers for heavier bombardment where stronger explosive impact was needed. Together, these assets were intended to allow Japanese formations to maneuver around Chinese positions and apply pressure in rugged landscapes where rivers, roads, and rail lines often determined the rhythm of battle. Logistics were a decisive factor in whether the operation could sustain momentum. Sonobe's army depended heavily on existing transportation infrastructure, particularly rail lines radiating from the Wuhan hub toward forward areas such as Suizhou and Zaoyang. These routes were critical for moving ammunition, replacements, and other supplies closer to the front as the Japanese advanced. The campaign also used river transport along the Yangtze River, including motorized barges and steamers, to deliver supplies to units operating near waterways. However, reliance on these corridors came with risks: Chinese interdiction raids could disrupt shipments, forcing convoys to be escorted and increasing the time and resources required to keep the forward units supplied. Overall, this dependence on both rail and fluvial networks highlighted a central operational challenge, maintaining secure access to transportation arteries in contested territory so that the Japanese could keep fighting effectively rather than stalling as supplies dwindled. The Central Hubei Operation was driven by an intelligence assessment that Chinese troop movements were signaling preparations for a Nationalist counteroffensive. Acting on that interpretation, the Japanese began tightening plans and positioning forces early in the final days of November 1940. On 23 November 1940, the Japanese 11th Army under Lieutenant General Waichirō Sonobe began organizing for the offensive in central Hubei. In order to conduct a coordinated advance across the Han River, the army arranged its forces into five groups, each tasked with moving in a way that supported the broader pincer-style pressure on Chinese positions. The approach also reflected lessons drawn from the earlier Zaoyang–Yichang campaign earlier in 1940, when Japanese divisions had been able to cross the Han River at multiple points, such as Dangyang, Jiukouzhen, and Shayangzhen—to help secure access toward Yichang and the Yangtze route. Logistics were built around infrastructure the Japanese had already established during prior operations. The Hankou hub supported the 11th Army through arrangements that included munitions storage, medical facilities, and transport coordination. Supplies and reinforcements were moved using truck convoys and river crossings, while forward depots—such as those at Shayangzhen northwest of Hankou—provided additional capacity, including freight handling and field hospitals. Because the area was not secure, these supply points were also guarded against threats from guerrilla activity, which could disrupt communications and threaten personnel and equipment. Operationally, the offensive used limited artillery and air support, reflecting Japanese constraints and directives aimed at keeping the campaign short and avoiding commitments that could stretch units beyond their logistical reach. Instead of trying to grind down Chinese defenses through prolonged bombardment, the plan prioritized speed, reconnaissance, and focused disruption. Japanese intelligence preparation relied heavily on aerial reconnaissance over the Han River valley to locate Chinese positions and infer where resistance would likely concentrate. That information enabled Japanese units to coordinate select maneuvers, including converging pressure from different directions. Where river transport mattered, coordination with naval or riverine elements supported movement and resupply, with overall oversight connected to the China Expeditionary Army. Anticipating the coming assault, the Chinese Fifth War Area headquarters acted swiftly on instructions from the National Military Council. Orders were issued to the River West Army Group (30th and 77th Corps), the Right Army Group (44th and 67th Corps), and the Central Army Group (41st and 45th Corps) to employ a flexible defensive strategy: hold key positions firmly while committing the main strength to strike the enemy's outer flanks at the decisive moment. The 59th Corps was directed to advance toward the Xiangfan area, ready to reinforce operations on either bank of the river as the situation developed. As commander of the Fifth War Area, Li Zongren arranged the defense to meet a likely Japanese thrust along the Han River, particularly in the approaches to Wuhan and Yichang, following the wider stalemate that settled in after the 1938 fall of Wuhan. The Fifth War Area could draw on roughly 300,000 troops, though many units were understrength, and the overall readiness varied by locality. Among the formations Li Zongren placed in the most sensitive sectors was the 31st Army Group under General Tang Enbo, which Japanese planners had identified as a potential threat to Japanese intentions in the region. In keeping with the terrain and the limits on manpower, Li's defensive design relied heavily on natural barriers—most importantly the Han River itself—and on the defensibility of rugged ground. Forces were arrayed to hold or contest riverbank positions, supported by fortifications, trenches, and smaller auxiliary elements. Divisions such as the 44th were positioned with an eye toward slowing an enemy crossing and forcing the Japanese to fight for difficult approaches rather than moving rapidly. At the same time, irregular forces and prepared defensive works were used to complicate Japanese reconnaissance and to make it harder for the attacker to coordinate a clean operational flow. Strategically, Li Zongren leaned on elastic defense rather than attempting to win decisive battles at fixed lines. Regular units were supported by guerrilla-style harassment intended to strike Japanese vulnerabilities, especially supply and transportation, between forward bases and the front. Local operations, including actions coming from areas such as Xinyang, were designed to disrupt Japanese logistics in periods when the Nationalists were still managing shortages of ammunition and medical supplies. Militias in the inter-mountainous regions further reinforced this approach: instead of seeking costly frontal engagements, they concentrated on disruption, delaying movements, and making Japanese operations slower and more expensive. At dawn on 25 November the Japanese offensive began, with columns advancing along multiple axes. On the western Xiangyang front, more than 1,000 troops from Tangyang and over 3,000 from Jingmen struck Hengdian and Yanzhimiao, shattering the positions of the Chinese 30th Corps. Simultaneously, a column moving from Zhujiafu toward Tunglinling split into several detachments and drove deep northward into Liangshuijing, Xiajiazi, and Kuaihuopu. By nightfall the River West Army Group had regrouped along the line from Hengdian through Yanzhimiao to Kuaihuopu. On 26 November the Japanese reached Xianzhu. The following day they assaulted Liuhouji and Lijiatang in a day-long battle that ended in stalemate. At dusk the 30th Corps launched a powerful counterattack; the 27th and 31st Divisions dispatched raiding parties into the enemy's rear. Unable to withstand the pressure, the Japanese fell back toward Jingmen and Zhongxiang, pursued by Chinese forces that inflicted heavy losses. Along the Jingmen–Zhongxiang Highway the Japanese massed more than 3,000 troops to attack Changshoutian and Wangjiatian, encircling Changjiachi and Shahetian. The Chinese 149th Division withdrew in good order to the stronger Wangjiahe–Wulongguan line. On 26 November enemy strength grew to 4,000–5,000. One column advanced on Sanligang while the main body assaulted Peizhai, Wangjiahe, and Yunanmen. Fighting continued until dark without decisive result. On 27 November the main force of the 44th Corps counterattacked from Wangjiahe, converging with the 67th Corps advancing from the northwest. The coordinated assault inflicted severe casualties, yet the Japanese continued to fight stubbornly. On the Suixian front, more than 2,000 Japanese troops reached Liangshuikou on the morning of 25 November and launched a violent attack against the 123rd Division at Lishan. Two additional columns, each exceeding 1,000 men, pushed westward toward Hoyuantian and Qingmingpu; their numbers swelled steadily as darkness fell. On 26 November fierce combat raged against the 124th and 127th Divisions at Jinjishan and Qingmingpu. A separate force of 700–800 men advanced from Xihe via Langhetian to Tangjiafan. After clashing with the 41st Corps, the Japanese near Qingmingpu linked up with those at Jinjishan and moved toward Hoyuantian on 27 November. That night the detachment at Tangjiafan reached the vicinity of Huantan Zhen, confronting the 125th Division. Recognizing that the enemy had become dangerously dispersed, the War Area Command ordered its units to hold critical localities while the main forces exploited the mountainous terrain for ambushes. The tactic proved effective. Heavy fighting continued until 28 November, when the Japanese, unable to achieve their objectives, began a general withdrawal. Chinese forces west of Xiangyang immediately took up the pursuit. The enemy opposing the Right Army Group was routed and retreated along several routes. In the Suixian sector, Japanese units at Hoyuantian and Huantan Zhen were caught in converging attacks by the Central Army Group, driven back to high ground, and encircled. In a desperate attempt to relieve the trapped forces, the Japanese rushed 1,500–1,600 infantry and cavalry troops from Suixian and Yingshan through Shangshitian and Shatian in a flanking maneuver—only to be ambushed once more. Covered by aircraft and armor, the enemy withdrew toward Suixian and Xihe as Chinese troops pressed forward along the line from Chunchuan to Anchu, Lishan, and Gaocheng. By 30 November all Chinese Army Groups had restored their original positions. The Central Hubei Operation produced uneven battlefield outcomes, particularly in reported casualties. Japanese accounts describe relatively limited losses, just 132 killed and 445 wounded attributed to advantages in air superiority, artillery, and armored support, even though the advance was complicated by difficult terrain. At the same time, Japanese forces faced persistent Chinese counterattacks along the Han River, which contributed to localized pressure and eventual withdrawal. The Japanese reported 6,439 Chinese killed and 474 captured, but the evidence base is uncertain and the language of reporting suggests possible exaggeration or propaganda. Conversely, Chinese-era estimates reportedly placed Japanese losses at roughly 5,000 killed and 7,000–8,000 wounded, illustrating a substantial gap between competing narratives. Some alternate reconstructions suggest total Chinese casualties in the range of 20,000–30,000, depending on whether wounded and missing personnel are included. However, because wartime reporting was fragmented and inconsistent, there is no fully verifiable casualty ledger for all units involved. Despite these tolls, the operation did not appear to achieve a decisive Chinese destruction of Japan's intended target force. The Chinese Fifth War Area, including elements associated with the 31st Army Group under Tang Enbo, suffered attrition but generally avoided annihilation. No major command-level losses are indicated in the surviving accounts, and unit formations were not described as collapsing permanently. On the material side, Japan reportedly seized rifles and supplies from positions that Chinese forces had encircled or abandoned in the short term, but overall equipment losses for either side were described as limited, consistent with the operation's restricted intensity. Strategically, the operation offered Japan short-term tactical advantages—notably through localized envelopments and the temporary pressure of combined-arms support—but it failed to translate these gains into a sustained strategic result. The fighting also strained Japanese logistics in central China, especially given that the offensive was not followed by major reinforcements. At the same time, it exposed continuing vulnerabilities in rugged terrain where Chinese guerrilla activity and organized counteraction could offset superior firepower. Ultimately, the Central Hubei Operation produced no net territorial gains. By the end of the week, Japanese troops had returned to positions that did not fundamentally alter control in central Hubei. Local clashes may have disturbed formations and disrupted movement temporarily, but the campaign did not create durable forward bases, did not change administrative control meaningfully, and did not permanently disrupt key supply corridors. The territorial status quo largely persisted: Chinese Fifth War Area forces maintained positions north of the Yangtze River, and there was no widespread abandonment of strongholds sufficient to indicate a strategic collapse. In the months following the Japanese repulse in central Hubei in November 1940, enemy forces remained largely immobilized across the Jing-Xiang plains, their earlier ambitions checked by determined Chinese resistance. Seeking to regain momentum and draw Chinese strength away from other theaters, the Japanese high command prepared a massive offensive into southern Henan in late January 1941. By the end of the month they had concentrated an imposing array of seven infantry divisions, one independent cavalry brigade, three independent armored regiments, and one independent artillery regiment. In all, more than 150,000 infantrymen, over 8,000 cavalry, 550 artillery pieces, 300 tanks, and 200 armored cars stood ready. Over a hundred aircraft were massed at forward bases in Anyang, Xinxiang, Huaiyang, and Xinyang. From early January onward, ammunition and equipment had been laboriously shipped up the Yangtze and moved inland to Xinyang, while Japanese reconnaissance planes repeatedly overflew Chinese rear areas. Additional troops were concentrated in southern Henan itself. On 20 January, as a preliminary move to pin down Chinese forces and facilitate the main effort in central Henan, the Japanese 18th Independent Mixed Brigade, together with elements of the 39th and 4th Divisions, launched a limited attack against the Chinese 29th and 33rd Army Groups. The principal assault, however, began on 24 January under the overall command of Lieutenant General Katsuichiro Enbu. The Japanese organized their southern Henan forces into three powerful columns: The Left Flank Force, built around the entire 3rd Division reinforced by the 8th Regiment of the 4th Division and the Mizuno Armored Unit, commanded by Lieutenant General Fusataro Hanjima of the 3rd Division. The Central Force, centered on the 17th Division (less one regiment) and strengthened by the 67th Regiment of the 15th Division and the Yoshimatsu Armored Unit, commanded by Lieutenant General Amaya of the 40th Division. The Right Flank Force, formed around the main body of the 40th Division, also under Lieutenant General Amaya. In support of this main thrust, Japanese forces in northern Anhui and eastern Henan—principally the 4th Cavalry Brigade with the Hirabayashi Tank Regiment—advanced westward from Haozhou toward Woyang. The Ouda Regiment of the 21st Division pushed west from Suzhou, while the Uguchi and Kobayashi Regiments of the 35th Division, accompanied by engineer, cavalry, artillery, and tank units, moved from Kaifeng, Tongxu, and Zhuxian Zhen along the north bank of the Yellow River and through the flooded areas toward Zhengzhou. These supporting columns were intended to tie down Chinese reserves and prevent reinforcement of the southern front. The National Military Council in Chongqing correctly assessed the enemy's intention: to drive north along the Beiping-Hankou Railway with their main strength, force a decisive battle against the Chinese field armies, and rely on the northern Anhui–eastern Henan forces to strike westward in coordination. Accordingly, the Council instructed the Fifth War Area to avoid a costly frontal engagement. Instead, a small portion of its troops would offer delaying resistance along the railway, while the main force would maneuver to the enemy's flanks and rear, severing communications and launching devastating counterattacks. In compliance, the Fifth War Area left only a single division near Xiping on the Beiping-Hankou line. The bulk of its strength—carefully concealed in depth on both sides of the enemy's expected axis of advance—remained highly mobile, ready to strike the Japanese flanks or rear the moment the enemy divided his forces or pushed toward Runan, Yancheng, or Wuyang. This elastic strategy proved decisive. At dawn on 25 January the Japanese southern Henan forces advanced in three columns. The Left Flank Force moved along the line from Xiaolindian to Gucheng and Chashan. The Central Force struck northward from the Minggang area. The Right Flank Force crossed the Huai River between Huaijiao Zhen and Chengyang under heavy air support. Japanese planes bombed Chinese positions relentlessly. True to plan, Chinese units employed only light screening forces to harass the enemy with ambushes and flank attacks, preserving their main strength for the decisive moment. By 26 January the Japanese had reached the line from Piyang to Gaoyi, Xingtian, and Queshan. On the 27th they pressed on to Chunshui, Shahetian, and Zhumadian. At this point Chinese mobile forces sprang into action. The 13th Corps of the 31st Army Group swung northward toward Xiangheguan, while the main body of the 85th Corps moved toward Shangcai to begin an enveloping maneuver. The 68th Corps of the 11th Army Group struck the enemy rear south of Xiangheguan; the 55th Corps advanced from Tanghe to Piyang; and the 59th Corps of the 33rd Army Group pushed toward Nanyang. On 29 January the 13th Corps attacked the Japanese Left Flank Force near Jieguanting and Xiaoshidian south of Wuyang, while the 85th Corps struck the Right Flank Force around Runan, southeast of Shangcai. The enemy's Central Force, advancing along and west of the railway, found the Chinese positions already evacuated and failed to trap any major units. The Japanese columns on the extreme flanks suffered over 3,000 casualties and lost six tanks in the fighting around Jieguanting. By 31 January the enemy, desperate to rescue his exposed flank columns, reordered his forces. The Central Force executed turning movements on both sides: elements of the 15th Division swung right from Suiping through Shangcai to converge with troops moving north from Runan against the 85th Corps, while the main body of the 17th Division split into two columns and advanced from Suiping through Xiping toward Wuyang. Simultaneously, the main force of the 3rd Division and part of the 4th Division also converged on Wuyang, hoping to link with the 17th Division and crush the 13th Corps near Jieguanting and Xiaoshidian. Before the trap could close, however, the Chinese 13th and 85th Corps withdrew in good order to the area north of Ye Xian, between Yancheng and Shangshui, and north of the Sha River. When the Japanese broke through at Wuyang and Shangcai they found no major Chinese forces to destroy. Meanwhile, Chinese troops from western Henan, the 59th, 55th, and 68th Corps, advanced from Tanghe, Piyang, and points north to strike the enemy rear at Wuyang. On 29 January the 84th Corps and local guerrillas in western Anhui recaptured Chengyang and continued the pursuit. The Japanese, having failed to concentrate superior strength or control the battlefield, now found themselves isolated. Their rear communications were severed, and they were under constant pressure from the 68th, 55th, and 59th Corps. After days of exhausting combat the enemy began to withdraw southward on the night of 2 February. Leaving only rear guards at Wuyang and Baoanzhai to tie down the 13th Corps, the main body of the 3rd Division moved from Fangcheng toward Nanyang and Zhenping. The 13th Corps immediately counterattacked, recaptured Baoanzhai and Wuyang, and pursued the enemy toward Fangcheng. On the night of 2 February, as the Japanese main force approached Nanyang, the 17th Division together with elements of the 15th and 4th Divisions had already pushed south from Wuyang via Xiangheguan toward Piyang, hoping to link with forces moving east from Nanyang and trap the Chinese 68th, 55th, and 29th Corps. Fierce resistance by the 68th Corps near Xiangheguan inflicted heavy losses and forced the enemy to abandon large quantities of supplies. Further south, the 29th Corps exacted still greater casualties around Piyang. On the night of 7 February the trapped Japanese column split: part retreated along the Tanghe–Piyang highway, while the main body withdrew along the Tongbo–Xinyang highway toward Xinyang, leaving many dead behind. The Chinese 85th Corps pursued southeastward, while elements of the 13th, 29th, 55th, and 59th Corps harried the enemy toward Xinyang. By the time the fighting ended, all Chinese units had regained their original positions. In coordination with the southern Henan offensive, the Japanese forces in northern Anhui and eastern Henan advanced westward in four columns on the morning of 25 January. The Ouda Regiment of the 21st Division struck west from Suzhou. The 4th Cavalry Brigade, reinforced by the Hirabayashi Tank Regiment, split into three routes from Bozhou to attack Woyang, Shanheji, and Shuangqiao, clashing bitterly with a Chinese cavalry division near Shizihe and Niqiuji. The Uguchi Regiment of the 35th Division advanced through the flooded areas from Tongxu and Zhuxian Zhen, while the Kobayashi Regiment moved westward along the north bank of the Yellow River near Zhengzhou. Japanese aircraft intensified their bombing of Chinese cities and front-line positions, including Zhoujiakou, Zhengzhou, Yancheng, Ye Xian, Xiangcheng, Wuyang, and Luoyang. On 29 January one enemy column reached Santaiji and suffered heavy losses under Chinese attack. Threatened on the left by forces near Huaiyang, two Chinese corps withdrew temporarily to the line from Fuyang to Taihe and Jieshou. On 5 February the Japanese captured Taihe and Jieshou, but a Chinese counterattack on the morning of 6 February regained both towns, forcing the enemy to retreat northeastward. The Battle of Southern Henan, which opened on 25 January and concluded on 10 February after seventeen days of continuous fighting, ended in a clear Chinese victory. Japanese casualties exceeded 9,000; when the enemy withdrew from Nanyang more than 300 military vehicles were left burning on the battlefield. Large quantities of arms, ammunition, and supplies fell into Chinese hands. Chinese losses were significantly lighter. The enemy had hoped to force a decisive battle along the railway and shatter the Chinese armies of the Fifth War Area. Instead, skillful Chinese maneuver, timely flank attacks, and relentless pressure on the enemy's rear and communications had turned the Japanese offensive into a costly failure. The victory not only preserved the integrity of the central Chinese front but also demonstrated once again the effectiveness of elastic defense and mobile counteroffensive tactics against a numerically superior but overextended foe. In the wake of their costly repulse in central Hubei the previous November and the even more humiliating defeat in Southern Henan between late January and early February 1941, the Japanese sought once more to regain the initiative in the spring of 1941. Their target was western Hubei, where Chinese forces continued to deny them freedom of movement along the middle Yangtze. The entire Japanese 13th Division garrisoned the Yichang salient. Its regiments were deployed in a defensive arc: the 65th Regiment and the 19th Artillery Regiment held positions east of the city at Longchuanpu, Tumenya, and Yaqueling; the 104th Regiment guarded the northwest approaches; and the 17th Cavalry Regiment patrolled the Yangchalu–Baishanao sector. On the west bank of the Yangtze, the 58th Regiment had constructed strong bridgehead fortifications between Chaojialing and Shangwulongkou, ready to support any renewed thrust westward. Facing this entrenched enemy was the Chinese 26th Corps, entrusted with the critical mission of river defense on the west bank of the Yangtze opposite Yichang. The corps commander had organized his forces into three sectors. The 41st Division held the right zone, anchoring its line from Mujiatian and Tanjiataizi northward to the vicinity of Fanjiah u. The 32nd Division defended the left zone, stretching from Mujiatian through Ceyang to Xiangzikou. The 44th Division remained in corps reserve near Caojiafan, poised to reinforce either flank or exploit opportunities for counterattack. On 6 March 1941 the Japanese struck. Having quietly reinforced their forces west of Yichang to more than three regiments, supported by cavalry and artillery, they opened the assault at 5:30 a.m. with a violent artillery barrage, followed immediately by infantry advances under cover of air strikes. Chinese security positions at Tanjiataizi and Chaojiadian were overrun. The enemy then hurled itself against the main line at Changgangling. Simultaneously, 600 to 700 Japanese troops, backed by planes and guns, assaulted Fanjiah u. After hours of bitter fighting both localities fell. On the morning of 7 March, Japanese aircraft again spearheaded the attack, enabling the capture of positions at Qianjiatai and Wujiaba. The enemy pressed on toward Qianjiachong and Yutaishan but was thrown back. Meanwhile, the force that had taken Fanjiah u clashed fiercely with the Chinese 44th Division around Taipingqiao; although the division was eventually compelled to withdraw to the eastern end of the bridge under relentless air attack, it continued to resist stubbornly. When the enemy seized Hut zeye from the direction of Fanjiah u, the 32nd Division fell back in good order to the line from Tunziqiao to Tuyanzhong, where it beat off further assaults. By this stage the Japanese had driven themselves into a dangerously narrow salient, exposed on both flanks. Seizing the moment, the River Defense Force reorganized its lines. The 103rd Division of the 8th Corps relieved the sector from Mujiatang through Yingzishan to Chaotianguan, while the 26th Corps consolidated new positions at Yutaishan, Pijiashan, Qingshuiba, Guangongling, and Xiaopingshanba. The plan was clear: hold the enemy east of this line, then launch a converging counterstroke to destroy the invaders and restore the original front. On 8 March two guerrilla columns from the 41st Division struck at Changgangling and Fanjiayuan, while another detachment hit the enemy east of Pifengjian. More than 2,000 Japanese troops assaulted the 44th Division's positions from Gaolingpo and Dajiaobian toward Wanghuzizhong; determined resistance by the 44th Division, supported by elements of the 41st, brought the attack to a standstill. Later that day the enemy managed to penetrate the 32nd Division's line at Tianwangshi, forcing Chinese troops to fight a delaying action along the outskirts of the Shibai Fortress from Mingjiachong to Heitangou. Dawn on 9 March brought renewed Chinese initiative. The 103rd Division occupied the line from Tutiling to Shizinao and advanced in several columns against the enemy. A portion of the 44th Division waged a grim holding action on the high ground flanking Guojiaba, suffering heavy losses but buying time for the main body to launch a powerful flank attack against the Japanese at Taipingqiao and Xianglingkou. By dusk Chinese forces had captured the enemy strongpoints at Dujiaoba and Dajiaobian along the highway, annihilating numerous enemy troops. The 32nd Division threw its main strength against the area northwest of Dajiaobian; heavy fighting raged around Wanghuzizhong into the afternoon until enemy reinforcements were driven off. The 41st Division, meanwhile, executed effective flank attacks that yielded significant gains. On 10 March the 103rd Division recaptured the high ground at Xiawulongkou and north of Tianzipo, while guerrillas of the 41st Division continued to harass the enemy through every gap in his lines. When positions at Hongshipo and Lungtanping held by the 44th Division were breached, the division withdrew to the western heights of Bomuping and faced the enemy anew. At dawn on 11 March, after suffering severe casualties, the Japanese resorted to smoke screens and began withdrawing eastward along several routes. Chinese pursuit forces swiftly retook Xianglingkou, Guojiaba, Guangongling, Tianwangshi, and Dajiaobian. By 12 March the enemy had fallen back to a defensive line running from east of Taipingqiao to Hu z'ai and Huangnikeng. On 13 March Chinese units launched general counterattacks. Unable to withstand the pressure, the Japanese retreated to their original positions. The eight-day engagement thus ended exactly where it had begun. The battle had been fought with only a portion of the available Chinese forces, yet it proved decisive. The Japanese, who had hoped to crack the river defenses and resume their westward drive, instead suffered 4,000 to 5,000 casualties. The swift and skillful Chinese counteroffensive not only restored the front but left the enemy shaken and apprehensive. Their design to push deeper into western Hubei was decisively thwarted, buying precious time for the broader Chinese war effort in the Yangtze theater and demonstrating once again that determined defense, timely reinforcement, and aggressive counteraction could blunt even the most carefully prepared Japanese offensive. 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 November 1940, a Central Hubei Operation using five task forces attempted to exploit Chinese dispersal but achieved no territorial gains despite local successes. A larger January 1941 offensive into southern Henan deployed 150,000+ troops but again failed strategically. Despite Japanese tactical advantages and superior firepower, logistical constraints and rugged terrain favored mobile Chinese resistance. Both campaigns ended with Japanese withdrawals and restored Chinese positions, demonstrating that determined defense and timely counteraction could blunt large-scale Japanese operations.
If one slaughters an animal with intent to use the blood for idolatrous purposes, is the rest of the animal forbidden for any benefit or not? Yes, it's a machloket. With hypothetical parallels to pigul. Unless you think nothing in the Temple can be used to infer halakhic details for that which does not pertain to the Temple service. Also, a husband who writes a bill of divorce that was written when he is healthy as a safeguard against the future, and then he dies -- but if he had no knowledge of that risk to his life, then his intent in writing the divorce is absent and the divorce is not a divorce. Conversely, one who inherits a contract of slaves cannot free them by protesting the ownership.
Good morning from Pharma Daily: the podcast that brings you the most important developments in the pharmaceutical and biotech world. Today, we delve into a series of significant advancements shaping the landscape of our industry. As technology continues to redefine traditional paradigms, the collaboration between Pfizer and Chai Discovery exemplifies this trend. By harnessing artificial intelligence, particularly through custom models like Chai-3, this partnership aims to revolutionize drug discovery. The integration of AI promises not only to accelerate the identification of biologics and antibodies but also to optimize resource allocation in research and development. Such technological integration could pave the way for an enhanced pipeline of innovative treatments, marking a transformative shift in how therapeutic candidates are developed. In the realm of regulatory developments, Lupin's Ranluspec has recently received FDA approval as an interchangeable biosimilar targeting VEGF-A for various retinal conditions. This move underscores the importance of biosimilars in providing cost-effective alternatives to expensive biologics, thereby expanding patient access to essential treatments for conditions like macular degeneration. Additionally, the MHRA's marketing authorization for Aujemflu, an adjuvanted trivalent influenza vaccine for adults aged 50 and over, reflects ongoing efforts to bolster protection against infectious diseases among vulnerable populations. Clinical trial advancements continue to highlight significant progress in therapeutic development. Otsuka Pharmaceuticals' Phase 3 data on Voyxact has shown promising stabilization of kidney function in patients with Immunoglobulin A nephropathy. This protein therapy targets autoimmune pathways, offering new hope for managing this chronic kidney condition. Similarly, Autobahn Therapeutics' Elunetirom has advanced to a pivotal trial following Phase 2 success in treating bipolar depression. This showcases the potential of small molecule therapies targeting thyroid hormone receptors. Meanwhile, Hikma Pharmaceuticals' victory in a landmark patent case regarding skinny labels marks an important development in pharmaceutical intellectual property rights. The unanimous Supreme Court ruling against Amarin supports the legitimacy of using skinny labels to market generic versions of drugs for non-patented indications. This decision could enhance market competition and drive down healthcare costs, setting a precedent for future intellectual property disputes. On the business front, strategic partnerships and mergers continue to shape industry dynamics. Gilead Sciences' acquisition of Ouro Medicines for $1.675 billion strengthens its autoimmune inflammation pipeline. This transaction exemplifies how major deals are reshaping therapeutic portfolios in response to growing demand for treatments targeting rare diseases. Financially, Solix Pharmaceuticals' success in raising $71 million to advance its siRNA pipeline across multiple therapeutic areas demonstrates investor confidence in RNA-based therapeutics as a promising frontier for innovative treatments. Conversely, challenges persist as evidenced by Takeda's $2.5 billion legal provision over an antitrust case related to Amitiza, underscoring ongoing financial risks associated with litigation in the pharmaceutical sector. Corporate restructuring also signals shifts within the industry landscape. Fulcrum Therapeutics' decision to lay off 85% of its workforce following the discontinuation of its sickle cell disease candidate highlights the volatility and high stakes inherent in drug development. Overall, these developments illustrate a dynamic landscape where scientific innovation is propelled by AI-driven approaches and strategic collaborations while regulatory victories and financial maneuvers shape market dynamics. These trends have profound implications for patient care by potentially accelerating the availability of novel therapies and fostering a competitive environment that drives down costs. As we look ahead, stakeholders must navigate these complexities effectively to harness opportunities and address challenges within this rapidly evolving industry landscape. The ability to adapt and capitalize on emerging trends will be crucial as these sectors continue to evolve, ultimately enhancing patient care and advancing therapeutic frontiers globally. Thank you for joining us today on Pharma Daily; stay tuned for more insights into the ever-changing world of pharmaceuticals and biotech.Support the show
It's the most wonderful time of the year, Contrarians! It's cheap buying time, and there is one sector where this is the case more than anywhere else. We will go over the opportunities, how VP's portfolio has changed during this past week, and how the mushy middle narrative cycles will always tell us exactly what to do, every single time. The ByBit Blog - https://nononsenseforex.com/cryptocurrencies/best-crypto-trading-platform/ The ApeX Omni Blog (US/Privacy Friendly) - https://nononsenseforex.com/top-defi-trading-platform-apex-omni/ Blueberry Markets Blog (Top FX Broker) - https://nononsenseforex.com/uncategorized/blueberry-markets-review-my-top-broker-for-2019/ Get a Discount On Any Trading View Package - https://www.tradingview.com/?aff_id=159841 The Old Blog Has Moved to My New Free Substack - https://thecontrarianinvestorblog.substack.com/p/what-to-expect-and-what-not-to?r=16orow 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.
Looking for the absolute best fantasy baseball waiver wire advice, the latest fantasy baseball trade targets, and updated fantasy baseball rankings? We break down why Jarren Duran is highlighting our latest rankings risers, analyze the underlying metrics making Jackson Chourio an elite buy-low trade target, and pinpoint exactly who you need to target before your league mates catch on. Week 11 Market Analytics & Player Teardowns The fantasy baseball landscape is shifting rapidly as we head into Week 11, requiring managers to separate real skill growth from temporary statistical anomalies. A prime example is Boston Red Sox outfielder Jarren Duran, who highlights our latest rankings risers due to underlying pace metrics that suggest a potential 30-30 campaign. Despite an elevated 29% strikeout rate, Duran has locked down the everyday leadoff spot, making his volume-heavy profile incredibly valuable. When evaluating risers like Duran or Bryan Reynolds, analyzing baseline shifts rather than riding unsustainable BABIP waves is essential to sustaining success. The trade market presents distinct buy-low windows that demand immediate action. Milwaukee Brewers outfielder Jackson Chourio remains an elite buy-low target; his underlying barrel rates and hard-hit metrics have been teasing a massive breakout, and his recent multi-homer explosion during the series sweep shows that the acquisition window is closing incredibly fast. Similarly, Oakland's Tyler Soderstrom is showing immense growth, dropping his strikeout rate from a concerning 30% down to a highly manageable 18%. Combined with a rising launch angle at a highly favorable Sutter Health Park hitting environment, his bat is primed for a massive second-half surge. On the flip side, identifying optimal sell-high timelines is just as crucial for long-term roster construction. Christian Yelich continues to provide solid surface counting stats, but his underlying metrics paint an incredibly alarming picture. Yelich's launch angle sits at a low two degrees, paired with a meager 6% barrel rate and a career-worst average exit velocity of 88 mph. With his strikeout rate jumping nearly 30% alongside chronic back discomfort, savvy managers should trade the veteran asset now to maximize return value before rest-of-season regression fully hits. Conversely, pitching depth remains highly volatile, as highlighted by the dramatic roster shifts across standard leagues. For those looking to fill open roster spots, looking toward efficient arms like Detroit's Troy Melton or checking the underlying predictive metrics of high-upside young arms like Chase Burns provides a strategic roadmap for stabilizing team ERAs and WHIPs without burning waiver priority on low-floor assets. Timestamps 0:00 - Week 11 Waivers, Rankings & Trade Targets 2:15 - Shane Baz (SP, BAL) 7:35 - Zack Littell (SP, WAS) 12:25 - Sam Antonacci (2B/3B/OF, CWS) 16:55 - Jung Hoo Lee (OF, SF) 19:11 - Troy Melton (SP, DET) 21:35 - Brayan Bello (SP, BOS) 28:33 - Gregory Soto (RP, PIT) 32:35 - Daylen Lile (OF, WAS) 36:18 - FanDuel Win Totals: Cristopher Sanchez Cy Young Odds 42:05 - Jarren Duran (OF, BOS) 45:10 - Bryan Reynolds (OF, PIT) 46:10 - Carson Benge (OF, NYM) 49:06 - Chase Burns (SP, CIN) 49:15 - Kyle Harrison (SP, MIL) 50:39 - Louie Varland (SP/RP, TOR) 54:45 - Kyle Tucker (OF, LAD) 56:04 - Brice Turang (2B, MIL) 59:50 - Austin Riley (3B, ATL) 1:02:55 - Spencer Strider (SP, ATL) 1:03:56 - Landen Roupp (RP, SF) 1:05:17 - Framber Valdez (SP, DET) 1:08:30 - Jackson Chourio (OF, MIL) 1:10:45 - Tyler Soderstrom (C/1B, OAK) 1:12:15 - Dillon Dingler (C, DET) 1:14:30 - Christian Yelich (OF, MIL) 1:16:03 - Emerson Hancock (SP, SEA) 1:18:00 - Michael McGreevy (SP, STL) Dominate your leagues and unlock our premium Discord, advanced tools, and daily projections by checking out the Fantasy Six Pack All-Access Plans. Use the promo code F6PPODS to save 15% on your membership! This episode is proudly presented by @FanDuel. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Aaron Judge will be sidelined indefinitely after undergoing extensive imaging that revealed a right rib stress fracture. Corey Pieper breaks down breaking superstar injury news, high-impact roster replacements, the daily Weekend Planner, and the FanDuel Bet of the Day. The medical wire is completely fundamentally altering the fantasy baseball universe as Chris Bassitt leaves his last start with severe back structural discomfort, Trevor Story shifts to the 60-day injured list, and Shohei Ohtani plays through a finger blister issue. Fantasy managers finally receive incoming reinforcements with Corey Seager and Lars Nootbaar trackable to return to starting lineups today. Statcast data signals a buying window for Shota Imanaga despite letting up six earned runs, as his horizontal pitch separation metrics remain completely intact. Conversely, investigate Brayan Bello under the hood, where his groundball rate plummeted to an ugly season low during a miserable seven-hit, eight-earned-run implosion. For the Weekend Planner, we chart out the most critical starting pitching streams and schedule adjustments across the league, spotlighting Edward Cabrera clashing against San Francisco and the sudden insertion of Jack Perkins into the rotation. First Cup Fantasy Baseball drops every weekday around 9 AM ET on The F6P Hour. Use code F6PPODS for 15% off All Access at fantasysixpack.net – rankings, matchup tools, DFS and betting cheat sheets, and more. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
SCHEDULE THE JOHN BATCHELOR SHOW, 6-3-2026.1907 TOJO(1) Scott Harold discusses the unprecedented question from Japan's Defense Minister at the Shangri-La Dialogueregarding America's Indo-Pacific commitment. He notes the omission of Taiwan in Secretary Hegseth's speech compared to last year. Japan remains a hawkish front-line ally, despite regional concerns over shifting US national defense priorities.(2) Rebecca Grant describes the proposed Trump class battleship, a nuclear-powered "missile truck" designed for standoff strikes. Unlike traditional battleships, it emphasizes hypersonic attack and laser weaponry. The ship would be highly survivable, defended by Space Force overwatch and advanced electromagnetic warfare techniques.(3) Steve Yates examines the KMT leader's visit to Washington following meetings with Xi Jinping. He expresses concern over the KMT cutting Taiwan's indigenous defense budget. Yates also analyzes Taiwan's "inverted triangle" demographics, where older voters remain more sympathetic to traditional KMT narratives than younger generations.(4) Steve Yates argues the "Thucydides trap" is a manufactured academic concept used by Beijing to suggest inevitable US decline. He emphasizes that the US is not a classical empire and remains globally influential. China uses this rhetoric for political warfare while remaining sensitive to American strength.(5) Michael Bernstam analyzes the humiliating Ukrainian strike on a St. Petersburg oil terminal during Putin's flagship economic forum. Russia's energy sector faces a crisis, forcing a ban on refined exports like gasoline due to refinery damage. Consequently, Russia must increase crude exports to China and India.(6) Michael Bernstam notes the OECD's warning of global recession if the Gulf energy crisis persists. While the US is depleting strategic reserves to maintain supply, it is also increasing domestic production. High prices are triggering "demand destruction," where consumers shift to public transport to mitigate energy costs.(7) Bob Zimmerman reports that Blue Origin's CEO expects to resume launches this year despite a recent launchpad explosion. Meanwhile, SpaceX secured $6 billion in Space Force contracts for tracking and communication satellites. China continues rapid development with its Long March 12B, a Falcon 9-style reusable rocket copycat.(8) Bob Zimmerman highlights Curiosity rover data confirming Gale Crater's shifting climate, which once supported warm water. The James Webb Space Telescope detected high methane levels on the interstellar comet 3I/Atlas, suggesting a unique chemical composition. Webb also captured a spectacular infrared image of the galaxy M77.(9) Jonathan Schanzer describes the "ceasefire war" in the Middle East, where Iran continues attacks despite diplomatic efforts. He argues Iran aims to detach Gulf allies like Kuwait from the West. Schanzer advocates for maximum economic pressure on Tehran and increased IDF activity against Iranian proxies.(10) Jonathan Schanzer reports that Israeli forces have reduced Hamas control in Gaza to roughly 40%, aiming for 30%. Hamas is currently trapped in an Israeli "yellow zone" kill zone, making rearmament or offensive operations nearly impossible. Schanzer believes systematic military pressure is creating a viable theory of victory.(11) Titus Techera critiques the evolution of Animal Farm films, noting the newest version depicts Silicon Valley and AI as villains. He argues this shift denatures Orwell's original anti-totalitarian message for modern ideological purposes. The 1954 version remains the most effective educational tool regarding the dangers of tyranny.(12) Gordon Chang asserts that China is a declining power facing economic stagnation and a massive demographic collapse. He notes that the US economy remains superior, particularly in energy and AI. China's youth unemployment is estimated at 35-40%, forcing university graduates into menial roles like shepherding.(13) Jack Burnham discusses how Nvidia chips reach the Chinese military through loopholes in export controls and subsidiaries. He notes bureaucratic confusion over the "AI diffusion rule" allowed Chinese firms to stockpile high-end hardware. Burnham recommends stricter Commerce Department guidance to prevent further military modernization.(14) Jack Burnham explains that Volvo, though manufacturing in the US, is owned by Geely and must comply with Chinese data-sharing laws. He also warns of China's dominance in the biotechnology supply chain. Through state subsidies and "dumping," China threatens the security of US pharmaceutical and generic drug stockpiles.(15) Ryan Streeter honors economist Ed Phelps, who defined dynamism as a culture of grassroots tinkering and indigenous innovation. He explains that growth is driven by experimental mindsets rather than just scientific labs. Streeter notes that dynamic cultures, like Austin or California, naturally attract global risk-takers.(16) Ryan Streeter discusses human flourishing, defining it as the fulfillment of potential through purpose and upward mobility. He argues that dynamic societies improve job satisfaction for hourly workers by providing more options. Conversely, stagnation in Europe results from heavy regulation and a declining cultural valuation of entrepreneurs.One naming consistency flag: segment (15) uses "Ed Phelps" while your earlier preview blurb and outreach email today used "Edmund Phelps." Both are correct—Ed is the informal—but if you want consistency across the day's broadcast, I can swap to Edmund Phelps.
(16) Ryan Streeter discusses human flourishing, defining it as the fulfillment of potential through purpose and upward mobility. He argues that dynamic societies improve job satisfaction for hourly workers by providing more options. Conversely, stagnation in Europe results from heavy regulation and a declining cultural valuation of entrepreneurs.
Aaron Judge is dealing with a nagging right rib bone bruise affecting his shoulder swing mechanics and causing a major power outage. Joe Bond breaks down the latest impact on your roster alongside our weekly Trade Targets segment and the FanDuel Bet of the Day. Garrett Crochet avoids structural damage but lands on the shelf with a low-grade lat strain while Josh Hader returns from the 60-day IL. Corey Seager and Jasson Dominguez are taking major steps forward as both outfielders clear hurdles to launch their official rehab assignments. Spencer Steer and Willy Adames headline our metric studs with elite expected slugging metrics showing massive multi-hit potential. Conversely, Rafael Devers and Jordan Walker land firmly as duds due to elevated groundball rates and declining hard-hit percentages. We analyze the underlying data pointing to Brent Rooker as an elite buy-low target while assessing reasons to sell high on Spencer Arrighetti before his ERA regresses. Joe outlines exactly how to navigate these fluctuating market values to maximize your roster depth. First Cup Fantasy Baseball drops every weekday around 9 AM ET on The F6P Hour. Use code F6PPODS for 15% off All Access at fantasysixpack.net – rankings, matchup tools, DFS and betting cheat sheets, and more. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
The dispute between Rabbi Natan and the rabbis regarding whether a secular slaughter requires intent has ramifications in the case of one who slaughters an additional animal during the slaughter of a para aduma (engaging in an extraneous activity). If slaughter does not require intent, the cutting of the second animal's simanim is considered a completed act of slaughter, and consequently, the para aduma is disqualified because an extraneous activity was performed at that time. Conversely, if slaughter requires intent, the unintended slaughter is not considered an act at all, and the para aduma remains valid. The disqualifications of shechita begin with the law of shehiya (pausing), which occurs when the slaughterer pauses between the slaughter of one siman and the next. A tannaitic dispute is analyzed regarding the duration of time that disqualifies due to pausing, questioning whether it is the time of an act of slaughter or the time it takes to examine the knife. Several amoraim define the duration of slaughter: Rav defines it as the time needed to slaughter another animal, while Rav and Shmuel dispute whether the disqualifying pause for a bird slaughter is measured by the time it takes to slaughter an animal or a bird. Additional opinions expand this duration to include the time required for physical handling of the animal, such as the time it takes to lower it to the ground or lift it and push it down. The details of the disqualifications continue with ikur (tearing the simanim instead of cutting them) and chalada (inserting the knife beneath the simanim or behind them). These flaws in the act of slaughter trigger a tannitic dispute between Rabbi Yeshevav and Rabbi Akiva over whether animals disqualified by an improper slaughter, such as shehiya, chalada, or ikur, are considered a treifa and do not impart impurity, or whether they are treated as a neveila and impart impurity through carrying. Ultimately, Rabbi Akiva reversed his original understanding and agreed with Rabbi Yeshevav that the status of these animals is like a neveila in all regards. A contradiction to the Mishna arises from a Mishna at the beginning of the third chapter, which lists a severed windpipe among the defects that define an animal as a treifa, seemingly contradicting our Mishna's ruling that such a defect is considered a neveila. To resolve this contradiction, four potential resolutions are proposed, two of which are ultimately rejected.
Elly De La Cruz is undergoing an urgent Monday morning MRI after exiting early with right hamstring tightness. Corey Pieper analyzes the massive fallout from weekend injury news, key Statcast trends, the Waiver Wire segment, and the FanDuel Bet of the Day. The medical updates are altering the fantasy landscape as Munetaka Murakami is sidelined for up to six weeks with a severe hamstring injury, Eury Perez suffers an eight-week gracilis strain, and both Casey Mize and Bailey Ober hit the shelf. Fantasy managers get a breath of fresh air as Logan Webb and Jung Hoo Lee return from the injured list. Statcast data signals a massive buying opportunity for Shota Imanaga despite coughing up three home runs, as his underlying vertical approach angle remains elite. Conversely, look under the hood of Bailey Ober's horrific twelve-hit shellacking, where a sudden velocity dip preceded his immediate move to the injured list with elbow inflammation. For the Waiver Wire, we map out priority additions available in most shallow configurations, highlighting deep-league stashes like Jake Bauers, Carson Benge, Curtis Mead, Tatsuya Imai, Kai-Wei Teng, and Troy Melton. First Cup Fantasy Baseball drops every weekday around 9 AM ET on The F6P Hour. Use code F6PPODS for 15% off All Access at fantasysixpack.net – rankings, matchup tools, DFS and betting cheat sheets, and more. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Most ghost stories are just legends—until a murder weapon is discovered that rewrites history. In this episode, The Shadow unravels a century-old curse haunting a Southern mansion, revealing that the real mystery isn't supernatural but deeply rooted in a gruesome past—and a cleverly concealed weapon. When a modern-day murder mimics the legend of Becky Branch, the house's tragic Civil War tale comes into focus. Lamont Cranston, aka The Shadow, uncovers how an old bayonet, hidden behind a secret panel, has been silently claiming lives for generations—its deadly mechanism triggered by the house's ghostly music and spectral sightings. You'll discover how a masterful twist of history and ingenuity kept a deadly secret buried for decades—and how this knowledge breaks the ghostly spell once and for all. We break down:The story behind Becky Branch's doomed love and her tragic death, which casts a long shadow over the house's cursed reputation.How a hidden weapon—an old bayonet attached to a spring—murdered soldiers, guests, and even the house's owner over the years, all linked by the eerie melodies of a haunted spinet.The cunning psychological and mechanical tricks that kept the true killer alive and unseen, hiding behind ghost stories and legend.The real importance of understanding the true nature of fear, deception, and the power of secrets lurking in familiar places.The stakes couldn't be higher—ignore this story, and you risk overlooking how much history, cunning, and hidden danger may be woven into your own surroundings. Conversely, knowing the truth transforms a house of ghost stories into a case of clever engineering and human ingenuity. And as the episode closes, you'll see how a century of myth was shattered, revealing that what we fear most is often simply what we fail to comprehend. Perfect for mystery lovers, history buffs, or anyone questioning the ghosts of their past—this is an episode that transforms legends into lessons. Tune in to see how The Shadow's keen mind uncovers the deadly truth behind the ghostly music—and the secret passage that finally exposes the real killer.
The dispute between Rabbi Natan and the rabbis regarding whether a secular slaughter requires intent has ramifications in the case of one who slaughters an additional animal during the slaughter of a para aduma (engaging in an extraneous activity). If slaughter does not require intent, the cutting of the second animal's simanim is considered a completed act of slaughter, and consequently, the para aduma is disqualified because an extraneous activity was performed at that time. Conversely, if slaughter requires intent, the unintended slaughter is not considered an act at all, and the para aduma remains valid. The disqualifications of shechita begin with the law of shehiya (pausing), which occurs when the slaughterer pauses between the slaughter of one siman and the next. A tannaitic dispute is analyzed regarding the duration of time that disqualifies due to pausing, questioning whether it is the time of an act of slaughter or the time it takes to examine the knife. Several amoraim define the duration of slaughter: Rav defines it as the time needed to slaughter another animal, while Rav and Shmuel dispute whether the disqualifying pause for a bird slaughter is measured by the time it takes to slaughter an animal or a bird. Additional opinions expand this duration to include the time required for physical handling of the animal, such as the time it takes to lower it to the ground or lift it and push it down. The details of the disqualifications continue with ikur (tearing the simanim instead of cutting them) and chalada (inserting the knife beneath the simanim or behind them). These flaws in the act of slaughter trigger a tannitic dispute between Rabbi Yeshevav and Rabbi Akiva over whether animals disqualified by an improper slaughter, such as shehiya, chalada, or ikur, are considered a treifa and do not impart impurity, or whether they are treated as a neveila and impart impurity through carrying. Ultimately, Rabbi Akiva reversed his original understanding and agreed with Rabbi Yeshevav that the status of these animals is like a neveila in all regards. A contradiction to the Mishna arises from a Mishna at the beginning of the third chapter, which lists a severed windpipe among the defects that define an animal as a treifa, seemingly contradicting our Mishna's ruling that such a defect is considered a neveila. To resolve this contradiction, four potential resolutions are proposed, two of which are ultimately rejected.
For the rest of 2026, what should we be paying the most attention to on the macro side of the equation? And how do these things affect the things we love to invest in? We chat about the state of the world, and the economy in Episode 257. The ByBit Blog - https://nononsenseforex.com/cryptocurrencies/best-crypto-trading-platform/ The ApeX Omni Blog (US/Privacy Friendly) - https://nononsenseforex.com/top-defi-trading-platform-apex-omni/ Blueberry Markets Blog (Top FX Broker) - https://nononsenseforex.com/uncategorized/blueberry-markets-review-my-top-broker-for-2019/ Get a Discount On Any Trading View Package - https://www.tradingview.com/?aff_id=159841 The Old Blog Has Moved to My New Free Substack - https://thecontrarianinvestorblog.substack.com/p/what-to-expect-and-what-not-to?r=16orow 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.
Is it officially time to rage drop Tanner Bibee after another blowout, or do the metrics suggest a major bounce-back is coming? Episode Summary Joe Bond and AJ Applegarth break down the top waiver wire adds, brutal drops, and key rankings movers for Week 10 of the fantasy baseball season. The crew details why pitchers like Shota Imanaga and Nolan McLean are sliding down the rankings, and explains why struggling stars like Bo Bichette represent key buy-low opportunities rather than panic drops. Week 10 Fantasy Baseball Advanced Analytics & Strategic Breakdown The fantasy baseball landscape is shifting rapidly as we head into Week 10, requiring managers to separate raw surface statistics from true predictive indicators. The focal point of this week's analysis centers on Cleveland Guardians right-hander Tanner Bibee, whose disastrous outing against the Washington Nationals exposed massive vulnerabilities. Surrendering seven earned runs and an astounding five home runs over just three innings of work on Memorial Day sent shockwaves through fantasy rosters. Looking into his broader trajectory, a disturbing multi-year pattern emerges. Bibee's surface ERA has progressively climbed from 2.98 to 3.47, then to 4.24, and now sits at 4.57 for the season. Coupled with a 4.16 SIERA and a strikeout rate dropping below one punchout per inning, Bibee can no longer be viewed as an un-droppable asset. His underlying numbers indicate he has transitioned into a volatile, matchup-dependent option rather than a reliable rotation anchor. Pitching volatility dominates the landscape this week, highlighted by prominent rankings fallers Shota Imanaga and Nolan McLean. While some fantasy managers might react with panic to their downward slide in the rankings, it is crucial to analyze the shift structurally rather than assuming true skill regression. Shota Imanaga's dip reflects an expected correction after an incredibly hot stretch, making it an adjustment based on stabilizing underlying metrics. Meanwhile, Nolan McLean's slide serves as a reminder of how quickly pitching depth charts and small-sample performance can fluctuate in standard rankings models. Separating these structural rankings adjustments from complete profile collapses is what allows sharp managers to maximize their pitching rotations while others panic-drop viable assets. Conversely, the advanced data reveals lucrative buy-low windows for targets experiencing acute misfortune. Oakland Athletics slugger Brent Rooker stands out as a prime trade target despite a freezing cold spell that dragged his batting average down to .189 with a 52:17 strikeout-to-walk ratio. While his standard Savant page flashes concerning blue metrics, Rooker boasts a consistent multi-year track record of crossing the 30-home-run threshold. In an era where league-wide batting averages are depressed, maintaining a true 30-homer profile provides massive utility, making him an ideal target while his market value is rock bottom. Similarly, managers must remain disciplined with elite foundational bats like Freddie Freeman and Bo Bichette. Freeman's minor dip in the rankings represents a normal structural variation rather than a fundamental degradation of his elite plate discipline. Bo Bichette is another prime example of why surface-level struggles should not trigger a panic drop. While he appears as a "Homer Pick Drop" focus on the show due to recent visual adjustments and shifting team dynamics, his long-term track record remains undeniable. Bichette is not a true skills-based rankings faller to cut loose; instead, the underlying metrics suggest he remains an elite bounce-back candidate. Treating his depressed batting average as a structural buying window rather than a permanent anchor allows you to secure an elite infielder before his inevitable positive statistical correction occurs. On the waiver wire front, uncovering values requires a sharp focus on expected metrics and situational deployment. Washington Nationals starter Cade Cavalli has emerged as a high-priority addition, exhibiting elite command over his last three starts spanning 19.3 innings. Cavalli has posted a stellar 2.79 ERA, a 1.03 WHIP, and a spectacular 2.44 SIERA alongside 24 strikeouts—highlighted by consecutive 10-strikeout performances against Atlanta and the Mets. Backed by a highly potent Nationals offense, his run support floor remains high. Meanwhile, deep-league infielder options like Chase Meidroth of the Chicago White Sox and Blaze Alexander of the Baltimore Orioles offer flexible, multi-position eligibility. Meidroth benefits from hitting near the top of a White Sox lineup that unexpectedly ranks as the eighth-best offense by wRC+. Alexander provides elite short-term streaming upside, slashing .344 with a .913 OPS since mid-May, offering short-term category boosts while navigating structural gaps in the fantasy infield. Episode Chapters & Timestamps 0:00 - Week 10 Overview & Strategy 3:30 - Homer Pick: Blaze Alexander (2B/3B/SS/OF, BAL) Analysis 10:13 - Waiver Wire Add: Chase Meidroth (2B/3B/SS, CWS) Profile 14:48 - Waiver Wire Add: Cade Cavalli (SP, WAS) Statcast Breakdown 18:06 - Rage Drop of the Wk: Tanner Bibee (SP, CLE) Deep Dive 24:25 - Waiver Wire Drop: Devin Williams (RP, NYM) Closer Volatility 28:57 - Waiver Wire Drop: Brent Rooker (DH/OF, ATH) Valuation 36:05 - Homer Pick: Bo Bichette (SS/3B, NYM) Outlook 41:14 - FanDuel Presents: MLB Season Win Totals & Odds 48:50 - Rankings Review: Week 10 Risers & Fallers 48:50 - Rankings Riser: CJ Abrams (SS, WSH) 50:27 - Rankings Riser: Yandy Diaz (1B, TB) 51:37 - Rankings Riser: Casey Schmitt (1B/3B, SF) 53:30 - Rankings Riser: Ketel Marte (2B, ARI) 55:49 - Rankings Riser: Payton Tolle (SP, BOS) 57:34 - Rankings Riser: Shane Baz (SP, BAL) 59:16 - Rankings Riser: Gerrit Cole (SP, NYY) 1:00:12 - Rankings Faller: Freddie Freeman (1B, LAD) 1:01:38 - Rankings Faller: Taylor Ward (OF, BAL) 1:02:06 - Rankings Faller: Tyler Soderstrom (1B/DH, ATH) 1:03:34 - Rankings Faller: Vinnie Pasquantino (1B, KC) 1:04:14 - Rankings Faller: Nolan McLean (SP, NYM) 1:07:00 - Rankings Faller: Shota Imanaga (SP, CHC) 1:07:40 - Rankings Faller: Sandy Alcantara (SP, MIA) 1:09:34 - Rankings Faller: Jack Perkins (P, OAK) 1:17:40 - Buy Low Trade Target: Nico Hoerner (2B, CHC) 1:18:45 - Buy Low Trade Target: Brent Rooker (DH/OF, ATH) 1:21:16 - Sell High Trade Target: Brandon Lowe (2B, TB) 1:23:24 - Sell High Trade Target: Spencer Arrighetti (SP, HOU) The F6P Hour is proudly presented by FanDuel! Whether you are tracking daily fantasy slates, player props, or MLB season win totals, FanDuel has you covered as the premier sportsbook partner of Fantasy Six Pack. Ready to dominate your fantasy baseball leagues with the most accurate projections, custom cheat sheets, and premium tools in the industry? Gain full access to the Fantasy Six Pack Daily Lineup Tool and rankings today. Head over to https://fantasysixpack.net/plans and use the exclusive promocode F6PPODS at checkout to save 15% on your membership plan! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Are you ready to uncover the massive hidden real estate opportunities hitting the Lone Star State this June? Welcome back to The Note Closers Show! In this episode, we are diving deep into the freshly leaked June 2026 foreclosure data for Texas's biggest counties. After a significant dip last month, foreclosure filings are officially bouncing back, sparking an 11% swing and creating a prime playground for note investors, REO hunters, and private money lenders. Whether you are looking for subject-to deals or trying to deploy private capital, this monthly market breakdown is your ultimate roadmap to distress debt success.
Episode Summary On this episode of The Brian D. O'Leary Show, Brian sits down with David Nugent, co-founder and CEO of Next League, a technology advisory and solutions provider exclusively servicing the sports industry. Dave's latest book is THE BUSINESS OF SPORTS TECHNOLOGY: How to Make Smart Decisions That Drive Your Organization Forward (Sports Business Journal Publishing, April 14, 2026) They discuss the philosophical shifts behind tech deployment, how artificial intelligence is streamlining sports operations, and the cultural decisions that drive how leagues interact with their fans. From the evolving landscape of regional sports networks to the heavy implementation of analytics in global soccer and the PGA Tour, this episode is a deep dive into the business mechanics of the sports world. Subscribe For our regular columns and to never miss a podcast, subscribe to our Substack: Subscribe to UNRELENTING – The O'Leary Review Featured Book THE BUSINESS OF SPORTS TECHNOLOGY: How to Make Smart Decisions That Drive Your Organization Forward (Sports Business Journal Publishing, April 14, 2026) Get your copy here: https://amzn.to/4dRBV9z Episode Highlights Fishing on Long Island: Dave shares his background as an avid saltwater fisherman targeting fluke, striped bass, and weakfish on the east end of Long Island. The Philosophy of Sports Tech: Dave's new book focuses on the organizational philosophy of deploying technology rather than just the technology itself. AI and Efficiency: AI functions like a major paradigm shift, akin to the dawn of Web 1.0 or early streaming. Agentic AI systems are evolving beyond conditional logic to manage themselves and adapt to real-time environmental conditions. Ultimately, AI is replacing menial tasks, allowing employees to focus on their highest and best use within an organization. Sports vs. Big Business: Despite their massive cultural footprint, most sports organizations trail industries like retail and healthcare in tech adoption because they are relatively small businesses. Even the NFL, with revenue approaching $25 billion, is not considered a big company by Fortune 100 standards. Optical Tracking & Analytics: Advanced technology is heavily leveraged on the sports operations side of the business. Organizations use motion capture and tracking on elite soccer players like Lionel Messi to duplicate performance gains and aid in injury prevention. Adoption Cultures: Different organizations navigate technology based on their unique internal cultures. The Masters tightly controls its technology through private partnerships, such as with IBM. Conversely, the NBA embraced early social media virality to grow its audience, viewing it as a rising tide rather than cannibalization. The RSN Crisis: The sports revenue model is currently challenged by the dissolution of regional sports networks. The guaranteed affiliate revenue from traditional cable bundles was significantly higher than what direct-to-consumer models could replace in local markets. Golf's Tech Revolution: Golf is uniquely positioned to benefit from technology because action happens across 200-plus acres simultaneously. Innovations like the PGA Tour's ShotLink optically trace the ball within centimeters, leading to features like Every Shot Live, where fans can watch any shot from any player. Adapting for the Future: Ownership dynamics are changing, with private equity and wealthy owners pushing for profit and rule changes. These shifts, such as pitch clocks and larger bases in baseball, are designed to shorten games and attract a younger audience, specifically 18- to 32-year-old fans. They are counting on your complacency. The architects of the engineered decline in both sports and society are betting that you'll nod along while they sanitize your history, erase the Permanent Things, and rig the economic system entirely in their favor. Every day you accept their managed version of reality is another day they win. But you do not have to play their game. If you are tired of the corporate-approved decline and ready to draw blood, it is time to step inside The Junto. UNRELENTING – The O'Leary Review is a relentless defense of the Forgotten American. We champion economic patriotism, uncompromising independence, and the unvarnished truths of our cultural and athletic traditions. When you upgrade to a paid subscription, you stop being a passive consumer and start building real independence outside their rigged system. Choose your level of commitment and unlock: The Junto: Unrestricted access to our private council. This is where unapologetic, serious minds discuss culture, business, and strategy in real time. The Full Vault & Premium Dispatches: Complete access to our securely locked historical archive, members-only essays, and raw audio insights from the field. Strategic Briefs: Monthly Q&A sessions and video breakdowns, tearing down modern cultural and economic mechanics. (Note: Founding Members at $497/year is strictly limited to 20 spots and includes four private, 1:1 strategy consultations to unblock your bottlenecks) Stop accepting the decline. Defend the Permanent Things, build enduring wealth, and strike back. 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The Houston Astros had three pitchers combine to throw the first no-hitter of the season. Does it mean you can now trust Tatsuya Imai? Corey Pieper breaks down the top injury news, studs and duds, the Bullpen Report segment, and the FanDuel Bet of the Day. On the injury front, the White Sox designated Jarred Kelenic for assignment to pave the way for Nishida, while the Blue Jays officially placed ace Dylan Cease on the 15-day IL with a hamstring strain and hold Vladimir Guerrero Jr. out with elbow soreness. Meanwhile, Cole Ragans has been shut down for 2-3 days. In studs and duds, Jacob Misiorowski put on a masterclass by striking out 12 over seven frames, and Colton Cowser hit a walk-off home run for the second consecutive day. Conversely, Tanner Bibee got completely annihilated for seven earned runs while surrendering an egregious five home runs. For the Bullpen Report, we sort through a chaotic closing landscape across the league, analyzing the shifting high-leverage roles for Gregory Soto in Pittsburgh, Nate Pearson in Houston, and the continuous save rotation of Jeff Hoffman and Louis Varland in Toronto. First Cup Fantasy Baseball drops every weekday around 9 AM ET on The F6P Hour. Use code F6PPODS for 15% off All Access at fantasysixpack.net — rankings, matchup tools, DFS and betting cheat sheets, and more. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
The May 26, 2026, Closing Market Report indicates a general decline in commodity futures, driven by easing geopolitical tensions in the Middle East and favorable Midwest weather forecasts. Market analyst Naomi Blohm notes that while grain uptrends are holding, they are currently testing critical support levels amid slowing export sales and persistent South American competition. Conversely, fertilizer prices remain highly elevated due to prolonged supply chain and production disruptions in the Strait of Hormuz. Regarding regional crops, Dan O'Brien reports spotty moisture for Kansas wheat, projecting high abandonment rates of up to 25%, while also highlighting a growing global policy shift toward domestic biofuel production. Finally, meteorologist Don Day forecasts near-term hot and dry conditions for central Canada and the northern US Corn Belt, with contrasting precipitation in the Pacific Northwest and Gulf Coast, before weather patterns are expected to normalize in June.- Ag Markets with Naomi Blohm, TotalFarmMarketing.com- CEO of the Fertilizer Institute Corey Rosenbusch- Ag Energies and Kansas Wheat Abandonment with Dan O'Brien, Kansas State Extension- Ag Weather with Don Day, DayWeather.com ★ Support this podcast ★
//The Wire//2300Z May 25, 2026// //ROUTINE// //BLUF: WEEKEND RHETORIC OF POTENTIAL PEACE DEAL IN MIDDLE EAST GIVES WAY TO RENEWED EFFORTS TO REIGNITE THE WAR IN IRAN. MULTIPLE INDUSTRIAL INCIDENTS REPORTED IN LOS ANGELES. PEPPER SPRAY INCIDENTS CONTINUE IN JAPAN. SHOOTING REPORTED AT WHITE HOUSE.// -----BEGIN TEARLINE------International Events-Japan: This morning a chemical incident was reported at Ginza Six Mall in Tokyo. One individual reportedly sprayed an unidentified noxious substance at one of the entrances to the mall, which resulted in many people becoming ill. 12x individuals reported throat pain, and a total of 25x people sought medical treatment after the substance was released.Analyst Comment: When it comes to chemical incidents involving unknown materials in public places, the potential explanations vary widely. In this case, the origin appears to be pepper spray, with some locals claiming that an argument between two foreign men devolved into one of the two pepper spraying the other. Officially, no statements by authorities have confirmed what happened. As always, incidents like this occurring in Japan are extremely rare as pepper spray is heavily regulated and illegal to carry throughout the country. Consequently, incidents which wouldn't be worth mentioning in the western world result in overwhelming responses in Japan, and in this case this is the second such incident this month. Two weeks ago, someone deployed pepper spray on a train at Kawasaki Station, which occurred without much media attention. -HomeFront-California: Multiple major industrial incidents have taken place in Los Angeles over the past few days. Several days ago, a chemical incident was reported at the GKN Aerospace facility in Garden Grove. The incident involved a cooling system failing inside a large tank holding about 7,000 gallons of methyl methacrylate (UN: 1247), a Toxic Industrial Compound (TIC) used in the manufacture of epoxies and resins. This is a highly unstable compound if not handled appropriately, which can result in chemical reactions taking place inside the tank if certain conditions are met. Over the weekend, these conditions resulted in the evacuation of roughly 50,000 people, with local authorities being concerned that the tank might explode. As of this morning, a crack had formed in the tank, relieving the pressure and reducing the risk of an explosion.Separately, a large fire was reported in South Gate, as an automotive facility burned Sunday afternoon. A shelter-in-place order was issued for the local area due to the smoke and the close proximity of the fire to residential communities. Localized power outages were also reported in the neighborhood, but power was restored after the fire was knocked down throughout the evening.In East Los Angeles, a spill of crude oil was reported after a telecoms crew installing fiber optic lines accidentally hit a petroleum pipeline, causing a rupture. This pipeline break resulted in a few thousand gallons of crude entering the storm drains in the vicinity of the intersection of Caesar Chavez and Eastern Avenue.Washington D.C. - Over the weekend, a small arms engagement was reported at the White House, after a man approached the perimeter fence with a handgun. Authorities state that one individual approached a Secret Service checkpoint and drew a firearm from a bag, before engaging the agents at the checkpoint at the corner of 17th Street and Pennsylvania Avenue. Secret Service personnel engaged the shooter, ending the incident. One bystander was wounded during the incident.Analyst Comment: The suspect has been identified as Nasire Best, who had a long history of presenting security threats to the White House. Best had previously attempted to breach the compound in the past, and had also made verbal threats toward Secret Service personnel. In June of last year, Best was arrested after blocking a traffic lane entering the White House compound, and subsequently committed to a mental institution. -----END TEARLINE-----Analyst Comments: Over the weekend, several developments have taken place with regards to diplomacy in the Middle East. On Saturday, President Trump announced that a peace deal with Iran was "largely negotiated", subject to the final details being worked out. Almost immediately following this announcement, Iranian state media refuted these claims as not being true, or being different from what has been discussed so far during the negotiations. On Sunday, President Trump reversed his stance on the immediacy of the deal being reached, stating that he has instructed his staff to take their time regarding the details of a deal. This morning, the Iranian Foreign Ministry stated that no deal is on the table, and the deadlock continues.As it stands, it's possible that the weekend shenanigans are the result of a few different theories. For one, the rhetoric from the White House could be the standard effort to calm economic markets. Normally, these "good news" social media posts are issued on Monday mornings shortly before the opening bell on Wall Street, but lately have also been taking place late in the week. Conversely, the confusing messaging regarding a potential peace deal could me more organic...it's not the first time that peace talks have collapsed at the eleventh hour all on their own, or from actions by parties around the region objecting to the deal in some manner.It's also possible that this is a repeat of the now long-forgotten final days before this war began, most notably what transpired in the 72 hours leading up to the February 28th attacks. In retrospect, history indicates that even as the last-minute negotiations were taking place, the decision to use military force had been made many days before the war officially began. Likewise, a similar situation might be getting set up right now; it is possible that the US is transitioning into a renewed targeting effort. Until something happens either way, the three main possibilities remain, just as they have since the start of the ceasefire: Either a deal is reached and everything returns to normal as best it can, or the U.S. returns to bombing and the war resumes, or the stalemate continues as before with no real change to any of the points of deadlock. Time will tell what happens next, but for now nothing is signed and the "pause" to the war continues.Analyst: S2A1 Research: https://publish.obsidian.md/s2underground Disclaimer: No LLMs were used in the writing of this report. //END REPORT//
The braita continues with the analysis of the unique laws governing earthenware vessels. Through a series of suggested logical kal v'chomer arguments, they demonstrate how scriptural verses restrict the ways these vessels contract and protect against ritual impurity, each in their own unique manner. Specifically, the verses dictate that an earthenware vessel can only contract impurity through its interior airspace (me'aviro) and never from its outer surface (miggabbo). Conversely, other types of vessels cannot contract impurity from their airspace but do contract it from their outer surface. The Mishna sets forth an additional rule of contrasting halakhic status: a state that renders a wooden vessel ritually pure leaves a metal vessel impure, and vice versa. A braita clarifies that unfinished wooden vessels are susceptible to impurity while flat wooden vessels are pure. For metal, the law is reversed: unfinished metal vessels are pure while flat metal vessels are susceptible to impurity. The braita explains what is defined as an unfinished vessel in this context. The Gemara presents a dispute between Rabbi Yochanan and Rav Nachman regarding the underlying reason for the distinction between unfinished wood vessels and unfinished metal vessels - whether it is because these vessels are made for honor, or because they are expensive and therefore their crafting is not considered complete as long as any detail is missing. There is a practical ramification between these two opinions regarding vessels made of bone. The scriptural source establishing that bone vessels can contract ritual impurity is subsequently derived. The Mishna introduces contrasting rules regarding the tithing obligations of bitter and sweet almonds. A braita explains that bitter almonds are subject to tithing only when they are young and small, since they are unfit for consumption when they are mature and large, whereas sweet almonds are subject to tithing only when they are large. Rabbi Yishmael b'Rabbi Yosi quotes an opinion that either both stages are completely exempt or both are completely obligated. The Gemara explains the opinion that both are obligated by explaining that mature bitter almonds can be sweetened by roasting them over a fire. The Mishna outlines the changing legal status of grape-seed water (temed). Prior to fermentation, it does not possess the status of wine and cannot be purchased using second tithe funds, yet it disqualifies a mikveh if three logs of it fall inside a mikveh that does not have the requisite amount of water (forty se'ah). Once it ferments, its status changes to wine, meaning it can be purchased with second tithe funds and no longer disqualifies a mikveh. The Mishna also introduces a contrasting rule regarding brothers who are partners in an estate or partners after already dividing their estate, balancing their obligations toward the Temple half-shekel surcharge (kalbon) against their obligations toward the cattle tithe. The Gemara analyzes which tanna this Mishna follows regarding the status of temed, since on the surface, it does not appear to align with any opinion appearing in the Mishna in Masechet Maasrot (Chapter 5, Mishna 6).
The braita continues with the analysis of the unique laws governing earthenware vessels. Through a series of suggested logical kal v'chomer arguments, they demonstrate how scriptural verses restrict the ways these vessels contract and protect against ritual impurity, each in their own unique manner. Specifically, the verses dictate that an earthenware vessel can only contract impurity through its interior airspace (me'aviro) and never from its outer surface (miggabbo). Conversely, other types of vessels cannot contract impurity from their airspace but do contract it from their outer surface. The Mishna sets forth an additional rule of contrasting halakhic status: a state that renders a wooden vessel ritually pure leaves a metal vessel impure, and vice versa. A braita clarifies that unfinished wooden vessels are susceptible to impurity while flat wooden vessels are pure. For metal, the law is reversed: unfinished metal vessels are pure while flat metal vessels are susceptible to impurity. The braita explains what is defined as an unfinished vessel in this context. The Gemara presents a dispute between Rabbi Yochanan and Rav Nachman regarding the underlying reason for the distinction between unfinished wood vessels and unfinished metal vessels - whether it is because these vessels are made for honor, or because they are expensive and therefore their crafting is not considered complete as long as any detail is missing. There is a practical ramification between these two opinions regarding vessels made of bone. The scriptural source establishing that bone vessels can contract ritual impurity is subsequently derived. The Mishna introduces contrasting rules regarding the tithing obligations of bitter and sweet almonds. A braita explains that bitter almonds are subject to tithing only when they are young and small, since they are unfit for consumption when they are mature and large, whereas sweet almonds are subject to tithing only when they are large. Rabbi Yishmael b'Rabbi Yosi quotes an opinion that either both stages are completely exempt or both are completely obligated. The Gemara explains the opinion that both are obligated by explaining that mature bitter almonds can be sweetened by roasting them over a fire. The Mishna outlines the changing legal status of grape-seed water (temed). Prior to fermentation, it does not possess the status of wine and cannot be purchased using second tithe funds, yet it disqualifies a mikveh if three logs of it fall inside a mikveh that does not have the requisite amount of water (forty se'ah). Once it ferments, its status changes to wine, meaning it can be purchased with second tithe funds and no longer disqualifies a mikveh. The Mishna also introduces a contrasting rule regarding brothers who are partners in an estate or partners after already dividing their estate, balancing their obligations toward the Temple half-shekel surcharge (kalbon) against their obligations toward the cattle tithe. The Gemara analyzes which tanna this Mishna follows regarding the status of temed, since on the surface, it does not appear to align with any opinion appearing in the Mishna in Masechet Maasrot (Chapter 5, Mishna 6).
The Mishna states that the method of slaughtering a red heifer (para aduma) is not the same method used for breaking the back of the neck of a decapitated heifer (egla arufa), and vice-versa. A braita brings a source demonstrating that one cannot break the back of the neck of the para aduma and that one cannot slaughter the egla arufa. Both laws are derived from verses found within the passage of the egla arufa. The Mishna notes that while blemished kohanim are disqualified from Temple service, blemished Levites are fit for their respective duties. Conversely, while Levites are restricted to a specific age range for their service, kohanim can work in the Temple at all ages. A braita derives a source for both of these exclusive rules from a verse in Bamidbar 8:24. The age limitation on Levites only concerned the period of carrying the Tabernacle in the desert; for the singing service, there is no age limitation, provided the Levite can still sing properly. Regarding this age restriction for the Levites, a contradiction arises between two verses, as one states the youngest age one can work is thirty, while another states twenty-five. The Gemara reconciles this by differentiating the stages: at twenty-five a Levite begins his training, and at thirty he can actually perform the service. A braita brings a debate about the minimum age for kohanim to begin serving in the Temple - either at the biological age of maturity (the appearance of two pubic hairs) or at the age of twenty. The maximum age for their service is when they reach old age, which Rabbi Ela in the name of Rabbi Chanina defines as the point when one begins to tremble. Rav Chisda explains the scriptural source behind this minimum age debate. Later, the Gemara brings two explanations regarding whether Rebbi's requirement of twenty as the minimum age is an enacted rabbinic law, or if it was instituted because the older kohanim felt uncomfortable with teenagers performing the sacred Temple service. The method of contracting ritual impurity in earthenware vessels is not the same method of contracting impurity in other vessels. A braita details the exact differences and delineates the scriptural sources from which they are derived.
This episode of Big Orange Sunday Coach delivers a comprehensive post-spring look-in at the 2026 Tennessee Volunteers football program, emphasizing the critical need to re-establish a dominant home-field advantage at Neyland Stadium. The host provides an in-depth analysis of the team's massive defensive overhaul under new Defensive Coordinator Jim Knowles, who has hand-picked a mature, athletic staff and heavily utilized the transfer portal to build exceptional depth across the linebacking core, safeties, and cornerbacks. Conversely, the offensive preview highlights stability and staff continuity under Head Coach Josh Heupel. With a highly experienced returning starting core up front and on the perimeter, the offensive strategy relies on internal player development and a remarkably quiet transfer portal cycle, leaving the team’s ultimate success heavily invested in a talented but young quarterback room. Beyond current roster breakdowns, the broadcast features a deeply personal historical segment reflecting on the combined 32-year legacies of legendary Tennessee coaches Johnny Majors and Phillip Fulmer. Drawing from a decade of firsthand experience on the coaching staff under both men, the host dispels long-standing program myths regarding Majors' personal habits and the controversial nature of Fulmer's transition into the head coaching role. The episode concludes with a forward-looking evaluation of the modern college football landscape, discussing how Tennessee effectively manages its estimated $35 million to $40 million NIL and revenue-sharing resources. By balancing a traditional foundation of high school recruiting with calculated transfer portal additions, the program continues to navigate an evolving era of roster construction.See omnystudio.com/listener for privacy information.
One very special chart in particular. VP shares one of his biggest secrets, and shows just what a great predictor of bullish price action it has been in its history. That's it. That's the episode. You'd be insane to miss this. The ByBit Blog - https://nononsenseforex.com/cryptocurrencies/best-crypto-trading-platform/ The ApeX Omni Blog (US/Privacy Friendly) - https://nononsenseforex.com/top-defi-trading-platform-apex-omni/ Blueberry Markets Blog (Top FX Broker) - https://nononsenseforex.com/uncategorized/blueberry-markets-review-my-top-broker-for-2019/ Get a Discount On Any Trading View Package - https://www.tradingview.com/?aff_id=159841 The Old Blog Has Moved to My New Free Substack - https://thecontrarianinvestorblog.substack.com/p/what-to-expect-and-what-not-to?r=16orow 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.
Is it time to panic on Jackson Merrill after a brutal slide in the rankings, or is this the ultimate window to buy low on a superstar like Freddie Freeman? We are breaking down the critical fantasy baseball waiver wire moves and rankings shifts you need to make right now. From the data behind Travis Bazzana's rise to the metrics causing concern for Fernando Tatis Jr., we have the analytical edge to keep you ahead of your league. On this episode of The F6P Hour, AJ, Joe, and Corey discuss the absolute must-add talents and the toxic trends forcing managers into difficult roster choices. The crew evaluates the actual panic meter for sliding superstars and uncovers under-the-radar waiver wire targets to salvage your offensive depth. They also explore the optimal windows to buy low on struggling high-end studs before their market price rockets back up. The Gunnar Henderson Slide: Why the elite shortstop is tumbling down Joe's rankings and whether the underlying Statcast metrics hint at a quick turnaround. Prospects on the Move: Deep dives into Travis Bazzana, Carson Benge, and high-upside arms like Jacob Misiorowski and Trey Yesavage. Premium Buy-Low Windows: Why underperforming elite assets like Freddie Freeman and Manny Machado are screaming trade targets right now according to Corey. Waiver Wire Realities: Navigating a messy injury week and identifying if J.T. Ginn or Gabriel Moreno can save your roster depth. As the fantasy baseball calendar hits Week 9, savvy managers must separate noise from actual signal. A primary example is the red-hot surge of Cincinnati Reds outfielder JJ Bleday. While he might not have the volume to fully qualify for standard Statcast leaderboards yet, adjusting the parameters to a 50 at-bat minimum reveals an elite expected slugging percentage of .579, ranking him comfortably inside the top 10 league-wide. Combined with a robust 14% barrel rate and an expected batting average north of .300, Bleday is a priority addition across all formats, especially given the hitter-friendly environment of Great American Ball Park. Conversely, the evaluation of veterans like Alec Bohm requires a balanced perspective. Bohm has been a stabilizer over an 11-game hitting streak, flashing an empty average that boosts standard categories but masks his historical profile as a secondary power source. While he remains a highly usable asset across corner infield positions, his fantasy value leans heavily on counting stats in a potent Philadelphia offense rather than underlying Statcast metrics suggesting an imminent home run explosion. Meanwhile, the catcher landscape has drastically thinned due to structural injuries to primary tier options, vaulting Gabriel Moreno back into relevant consideration as a high-floor, volume-based streaming plug-in despite capped ceiling metrics. On the flip side of value preservation, the pitching market presents high-risk choices. Oakland's J.T. Ginn commands attention after carrying a no-hitter into the ninth inning, flashing an upgraded pitch-mix and an attractive 2.85 SIERA over his recent stretch. However, his volatility mirrors the broader market where names like Foster Griffin demonstrate how quickly an ERA can balloon when sequencing and park factors regress. For managers executing long-term trade strategies, targeting foundational players like Freddie Freeman and Manny Machado during temporary statistical slumps represents the gold standard of roster optimization, buying into proven career baselines before their BABIP stabilizes. Timestamps 0:00 Intro 2:05 Alec Bohm (3B, PHI) 7:35 JJ Bleday (OF, CIN) 12:39 Carson Benge (OF, NYM) 14:55 Gabriel Moreno (C, ARI) 21:43 J.T. Ginn (SP, ATH) 25:38 Rage Drops: Foster Griffin (SP, WAS) 31:55 Ian Happ (OF, CHC) 34:30 Christian Walker (1B, HOU) 36:35 Jackson Merrill (OF, SD) 39:12 Rankings Riser: Travis Bazzana (2B, CLE) 40:45 FanDuel +2200 AL ROY 42:04 Rankings Riser: JJ Bleday (OF, CIN) 42:42 Rankings Riser: J.P. Crawford (SS, SEA) 43:50 Rankings Riser: Carson Benge (OF, NYM) 44:20 Rankings Riser: Salvador Perez (C/1B, KC) 45:37 Rankings Riser: Trey Yesavage (SP, TOR) 47:15 Rankings Riser: Jacob Misiorowski (SP, MIL) 48:00 Rankings Riser: Merrill Kelly (SP, ARI) 49:50 Rankings Faller: Fernando Tatis Jr. (OF, SD) 52:40 Rankings Faller: Gunnar Henderson (SS, BAL) 54:48 Rankings Faller: Jackson Merrill (OF, SD) 56:12 Rankings Faller: Robbie Ray (SP, SF) 57:30 Rankings Faller: Bubba Chandler (SP, PIT) 58:50 Rankings Faller: Foster Griffin (RP, KC) 59:05 Rankings Faller: Shane Baz (SP, BAL) 1:00:01 Buy Low: Freddie Freeman (1B, LAD) 1:02:57 Buy Low: Ozzie Albies (2B, ATL) 1:06:01 Buy Low: Manny Machado (3B, SD) 1:11:22 Sell High: Xavier Edwards (SS, MIA) 1:14:07 Sell High: Taj Bradley (SP, MIN) 1:17:16 Sell High: Otto Lopez (2B, MIA) Sponsors & Promo Info This episode is proudly presented by @FanDuel. Check out the latest lines and place your season-long props over at FanDuel! Dominate your league all season long by upgrading to an all-access membership. Get our award-winning rankings, premium tools, and exclusive Discord access: fantasysixpack.net/plans. Use promo code F6PPODS at checkout to save 15% on your plan! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Welcome back to another episode of the unSeminary podcast. Today we're joined by Hal Mayer, a coach and consultant who works with pastors and business leaders to help them grow healthy teams without burning out. With decades of ministry experience and a background in coaching, Hal brings actionable insights into one of the most common leadership challenges: how to move a team from passive compliance to active engagement. Are you carrying too much of the leadership load yourself? Feeling like you're the only one coming up with ideas or pushing things forward? In this conversation, Hal shares a simple but effective framework to help leaders shift from telling to asking—and unlock the potential of their teams. Why teams become disengaged. // One of the most common frustrations leaders express is that their team feels stagnant or unmotivated. Hal suggests this is often not a team problem but a leadership problem. When leaders consistently provide the answers, shut down ideas, or unintentionally reward passivity, team members learn that their input isn't needed. Over time, they stop contributing and simply comply. What appears as laziness is often the result of a system that has trained people not to engage. From answer-giver to question-asker. // Many leaders are promoted because they have strong ideas and can solve problems quickly. However, if they continue operating as the “answer person,” they eventually limit both their own capacity and the development of their team. Hal emphasizes that asking better questions is the key to unlocking engagement. Questions reveal what team members understand, help them think critically, and shift ownership of solutions back to them. When people help create the solution, their investment in execution increases dramatically. The Smart Ask framework. // Hal introduces a practical coaching framework called Smart Ask, designed to guide conversations that lead to action. The process begins broadly by asking, “What issues are you facing?” This allows team members to surface their own challenges and become more self-aware. From there, the leader helps narrow the focus by identifying one clear goal for the conversation—something the person can act on immediately. Next comes a pivotal question: “If you could try anything, what would you do?” This opens up creativity and removes internal barriers that might limit thinking. From there, the conversation moves toward selecting one idea, identifying potential roadblocks, and outlining specific next steps. By the end, the team member leaves with a clear, self-generated action plan. Why buy-in matters more than the idea. // Even a great idea will underperform if the person responsible for executing it isn't fully invested. Conversely, a slightly weaker idea can produce better results if the team member has full ownership and enthusiasm. Engagement drives execution. When leaders consistently choose their own ideas over their team's, they unintentionally lower buy-in and limit results. Coaching toward self-leadership. // Over time, consistently using questions develops leaders who can think and solve problems independently. Hal describes the ultimate goal as “self-coaching” where team members begin asking themselves the same questions and generating solutions without needing constant input. This not only reduces the leader's workload but also builds a stronger, more capable team. Balancing development and delegation. // Hal cautions that delegation is not the first step. Rather, it's the result of development. Leaders must invest time in coaching and guiding their team before handing off responsibility. Skipping this process leads to frustration and failure. However, when leaders take the time to develop people through intentional questions and feedback, they create a foundation for effective delegation and long-term growth. Recognizing true engagement. // Leaders can spot engagement by watching for energy, initiative, and ownership. Engaged team members proactively solve problems, follow through on ideas, and bring solutions rather than just concerns. In contrast, disengagement shows up as slow execution, repeated questions, or a lack of enthusiasm. These are signals that more coaching, and better questions, are needed. Leading with humility and transparency. // For leaders who recognize they've been over-directing, Hal encourages a simple starting point: acknowledge it. Telling your team, “I've been giving too many answers, and I want to change that,” creates trust and opens the door for a new dynamic. This kind of vulnerability invites feedback and helps reset expectations for how the team will function moving forward. To learn more about Hal Mayer and his resources—including Smart Ask and The Coaching Playbook—visit halmayer.com or find his books on Amazon. Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Thank You to This Episode’s Sponsor: TouchPoint As your church reaches more people, one of the biggest challenges is making sure no one slips through the cracks along the way.TouchPoint Church Management Software is an all-in-one ecosystem built for churches that want to elevate discipleship by providing clear data, strong engagement tools, and dependable workflows that scale as you grow. TouchPoint is trusted by some of the fastest-growing and largest churches in the country because it helps teams stay aligned, understand who they're reaching, and make confident ministry decisions week after week. If you've been wondering whether your current system can carry your next season of growth, it may be time to explore what TouchPoint can do for you. You can evaluate TouchPoint during a free, no-pressure one-hour demo at TouchPointSoftware.com/demo. Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. So glad that you are tuned in to today’s episode. Man, we’ve got something super helpful for us. It’s one of these areas that many of us spend lots of time doing, but we maybe haven’t taken a step back and think thought about what do we do in coaching relationships? We all are involved in coaching staff and people on our teams. And today we want to help you with some practical steps to make that even better. Rich Birch — Excited to have Hal Mayer with us. He’s a coach and consultant for both businesses and business leaders and pastors who want to grow but don’t want to burn out. He’s authored a few books, including “Smart Ask”, “The Coaching Playbook”, and excited to have Hal on the episode today. Welcome. So glad you’re here.Hal Mayer — It’s good to be here, Rich. I’ve been a fan on the sidelines for years, and unSeminary was so good because I did the seminary thing, and I did all the stuff, and you’re right. There’s so many things we didn’t talk about there that you help us prepare for, so thank you for what you’re doing.Rich Birch — Oh, that’s super exciting. That’s kind of you to say, but I'm I’m really looking forward to today’s conversation. It’s been a while coming and so excited. We bumped into each other at the Exponential conference this year.Hal Mayer — Yeah.Rich Birch — Shout out to Exponential. I was like, we got to get you on. So excited that you’re here today. Well, why don’t we kind of start. Give us kind of the Hal background. Tell us for folks that don’t know, you know, you give us the kind of the 90 second, this is who Hal is conversation.Hal Mayer — Yeah, I, ah goodness, was born up north, came to faith in Georgia in high school. We moved down there, played basketball in college, and then coached for about five years. Married Sandy, moved off to seminary, finished that up, and I’ve been in Florida since ’84, serving in churches from the size of 200 to 12,000. Rich Birch — Love it. Hal Mayer — So all over the yard, and also do some business coaching in the middle of that.Rich Birch — Yeah, it’s so good. Yeah. And I’m, I really, that’s really what I want to tap in today. You spend your days coaching both pastors and businesses leaders, like we talked about that. Rich Birch — When, when someone first sits down with you, I want to kind of use the fact that you have a lot of these conversations today to help our listeners kind of take advantage of you. When someone first sits down with you, what’s like a common version of stuck that you hear, whether it’s a pastor or maybe a business leader, like do you hear common themes with folks.Hal Mayer — Yeah, you know, probably the most common thing I hear is our team’s stuck, our team’s stagnant. And I’ll say, what do you mean by that? And they’ll often say something that relates to this of, I have to come up with all the ideas. It seems like I’m the only one pushing the team to get going. I’m the only one with the ideas. They just seem often lazy, or they’re not doing it. What do I do to engage them?Rich Birch — Right. Love that. Well, man, I wish I hadn’t thought that. I haven’t thought that as a leader over the years. What what, so then take us the next step from there. What what, as you’re kind of coaching someone, I’m assuming as a leader, you know, I, or one of my convictions is our teams are a by-product of our leadership… Hal Mayer — Yeah. Rich Birch — …and we’re leading in a way that’s leading them to act that way. So what what leads our people to be like that?Hal Mayer — Yeah, I think it’s the leader. And that’s the fun thing to do. As a parent, I loved watching my kids do something that was dumb, but they repeated it, and it’s because it was rewarded.Hal Mayer — So I watch team members disengage because they come up with an idea and it gets shot down. Or they ask everybody in the room the idea and it’s only the leader’s idea they go with. And when that happens, they they kind of go, well, I guess we’re just here to hear his ideas. And they start pulling back and not engaging and just being compliant.Rich Birch — Interesting. I remember years ago we had a coach in who said who said to us, this is when I was on the senior leadership team of a fairly large church, fast growing. We were like four or 5,000 people at the time. And he spent a bunch of time with our ah you know with our team, with us.Rich Birch — And ah he looked at us and he said, listen, you guys answer way too many questions. You need to be asking more questions than answering questions.Rich Birch — And that was a pivotal you know changing moment for me as a leader. I was like, oh, Oh my word, that is so true. Talk us through that dynamic of, you know, asking the right questions versus always being the answer man or the answer person.Hal Mayer — You know, we usually get promoted because we did the job well or we have the answers. If we continue in that framework, one day we will run out of the answers, but let’s say we’re in that framework. I’m not developing anybody if it’s only my ideas we’re using. And if we’re only using my ideas, they’ve got ideas, but they’re dying. So what I encourage and push guys to do is exactly what you said, ask questions. Hal Mayer — I mean, questions will do a couple things. One, it will tell me what they understand. I mean, do they really understand the problem? I say, tell me what’s going on. Okay. What do you see here? And all that. It tells me, do they understand the problem? And I may have to probe some more, but I want them solving things that I find out about later. And to do that, I’ve got to lead different. Hal Mayer — For me, we were in a fast growing church in South Florida. And I was the answer man. And what I realized was I’m working harder and harder and I’m not developing people. So I started stepping back and then learning this principle and started asking questions, looking for their engagement. Here’s what I found. When they had the answer or they got to do what they wanted to do, their engagement went way up.Hal Mayer — So for me, not only did it go up, they began to develop. And I’ve had somebody say, well, I don’t have time to develop people. He said, in fact, if I develop them, they’ll just leave me. I say, yeah, yeah you know, it’s worse is if you don’t develop them, they stay, right? Right.Rich Birch — Right. Exactly.Hal Mayer — So I found this to be a tool for development: asking questions.Rich Birch — Okay, that’s cool. I, like talk to me more about engagement. What would be some telltale signs for you of like someone who’s really engaged, fully engaged versus, you know, when your team isn’t as engaged? Because maybe we’re having a hard time even discerning what that looks like.Hal Mayer — Yeah, I I mean, if they’re slow walking the solve that we came up with, if there’s no passion around it, if there’s no energy going in it, and I find myself even answering the same question over and over, I’m realizing more and more, I don’t have engagement. I’ve got compliance. And I really want them engaged and dialing in to what we’re doing. And to get that, I’m going to have to get them on the same page.Rich Birch — Well, and then obviously questions are at at a core of this. And a part of what I love about your resource, “The Smart Ask” or just “Smart Ask” is this framework, it’s it’s, you know, it’s simple… Hal Mayer — Yes. Rich Birch — …but powerful. So why don’t you kind of talk us through the Smart Ask framework? What’s kind of the basic arc that you try to walk someone through?Hal Mayer — Very good.Rich Birch — Coach us through that. Talk us through what that looks like.Hal Mayer — I start very broad and I’ll say, and by the way, I take notes, but at the end I give them the notes and I’ll explain that in a minute. Rich Birch — Okay.Hal Mayer — So I'll I’ll ask permission, can I take some notes? And they’ll say, sure. And I say, I’m going to give them to you. But our first question is, what are the issues you’re facing right now? And let them just elevate them out. Let them say everything they want to say, every problem they’ve got.Hal Mayer — And then I’d say looking at these problems, is what’s one goal that we could have for our time today? Now, what that does is it focuses it on a goal and what they’re going to do, not on me. It can’t be, how could you find me 10 more leaders? That’s not something we can do in that meeting.Rich Birch — Right.Hal Mayer — So I want a goal from them, something they can do when they leave the meeting. And so they say, you know what? I want to face this volunteer engagement. In fact, I use the illustration from the book about a preschool lady who said, I need 30 more volunteers to serve in preschool. And I said, well, I can’t get that for you now. So her goal was come up with an idea that I could engage 30 more people. And then I’d go with this.Hal Mayer — Okay. If you could do anything, what would you try? Yeah. And of course, the first, she says, anything? She said, yeah. She said, I’ll pay them $1,000 a piece. I said, okay.Rich Birch — Right.Hal Mayer — And I just write it down to go ahead and get that out and get them moving on to the next thing. Rich Birch — Right. Hal Mayer — And they run through things. And I listen, I’ve got to be careful not to go, oh, that’s a really good one. But let them talk about it. And as they get through, if I’ve got something at the end, I mean, as they’re going, I’ll go, anything else you could try? Anything else you could try? And you feel like you’re asking that too much, but what you’re doing is just unpacking all of it. If I’ve got an idea, I can add that in, but I don’t give any passion to it because I don’t want to control.Hal Mayer — Then I’ll say, now look at these. Which one of these ideas would you like to explore further? And they’ll look, and this lady said, I want to explore the one about a lemonade stand in the lobby, which I thought was a dumb idea. I didn’t tell her that, but I thought, aaaah.Rich Birch — Right.Hal Mayer — So then I said, okay, what potential roadblocks? Well, I’ve got to talk to leadership. Okay, what else? And they talk about that. And any detours?Hal Mayer — Well, if this happens, we’re walking through solving the problem before it approaches, right? And then the last thing I said, okay, if you’re going to do this, what will it look like? And we list out six or eight things. And I say, okay, let me know like it goes. And hand her the paper. In this case, I said, hey, listen, let me know on Instagram how it went. Rich Birch — Oh, nice.Hal Mayer — So the next week she picked up 40 new workers. And this was a very large church. Rich Birch — Wow.Hal Mayer — She picked up 40 workers with this idea, because it was hers. And to me, it was crazy. It worked. Hal Mayer — But so the the framework is you’re starting broad and you’re narrowing down. And I’m actually getting a set of to-dos and objectives. One, two, three, four, five. Then I hand them that. They’ve got their plan. All going to do is execute it. And they develop it when I’m asking them questions. Rich Birch — Yeah, I love that. Hal Mayer — Now, let me tell one of the advantages of that too.Rich Birch — Yeah.Hal Mayer — If I use that enough with them, there’s going to be a time when they come to me and say, and want to talk to me and I’m not available. They’ll say, well all he was going to do is ask questions. Rich Birch — Right.Hal Mayer — And they start going through the questions and they start self-coaching is what they do. And that’s the end game. That’s what I want. And by the way, when I use questions with people, I explain to them what I just did. So they can then take it and use it somewhere else.Rich Birch — Yeah, that’s cool. I’d love to start right back at the beginning. Hal Mayer — Sure.Rich Birch — I love this idea of really starting at a wide open. Hey, what challenges are you facing today? I think too often if we’re, I’m thinking in kind of the one-on-one situation, maybe I’m an executive pastor at a church of 1,500. One of my people comes to me and I go to that conversation, and I’ve got five things I want to talk to them about. Hal Mayer — Right. Rich Birch — But I love, you know, starting with what challenges are you facing? What happens if we skip that with people? If we if we don’t start there, I’m sure we get, you know, we end up in all kinds of bad places. Talk us through why you encourage people to start with that question.Hal Mayer — Especially early on when you’re coaching folks, because as they go later, they’ll kind of work through that, no, that’s the framework I’m going to work with. And they’ll come up with their biggest issue. But the reason I do that, I want to show this value to everything they’re facing. And I want them to elevate it, not me tell them what they’re doing, so they become more self-aware.Hal Mayer — Now, if they don’t list one of the things I see as an issue, I may say, and what about this? Is this an issue for you? Oh, yeah, that too. I just don’t want to put a lot of passion on it because then they’ll do what I want. And I want them to do something they’re passionate about because the framework just means I’m going to get more from it.Rich Birch — Yeah, that’s cool. That that’s a key lesson. I think particularly for first-time managers or people who haven’t managed a lot of people before, we don’t realize the weight of our voice, right? Hal Mayer — Right.Rich Birch — If we, you know, even by saying like, oh yeah, you’re right. That’s a good idea. Then all of a sudden they’re running with that idea just because you indicated it. That’s an interesting thing. That’s interesting. Rich Birch — Now one of the, I mean, you kind of pulled it apart, but I would love to double click on it there. To me, as I go through your framework, I can imagine, that, hey, “what if you could try anything” is a is a pivotal moment, is kind of a turning point, it is an important question. Why is that and so important? Maybe give us another example. I love the idea when you talked through with the lemonade stand, but talk us through why that’s so important and what does that unlock as we’re interacting with our teams and people?Hal Mayer — That’s a great question because what will happen there is if we don’t ask that question, ah it’s “what if you could try anything”, they may be in the back of their mind have something they go I can’t try that. So they keep trying to think somewhere else. Just get it out on paper.Hal Mayer — It’s like when I feel stressed or something, I just list everything that I’m dealing with and then I can focus on one thing.Hal Mayer — But I allow them to get it all out at that point of trying this and trying that. And usually what will happen is they’ll come up with six or seven ideas. And I say, “and what else” a lot? And it seems like I’m saying a lot, but is when they’re in the zone, they’re answering, well, could try this. Well, could try that. I could try this. And then I find which one they have the most energy around because that’s what they want to do.Rich Birch — Yeah. And obviously you would, you observe that, that energy and you’re like, Hey, it seems like this one, tell me more about that.Hal Mayer — No, no I don’t I don’t do that.Rich Birch — Oh okay. Okay. Talk to me about that.Hal Mayer — What I do is I say, okay, which one of these seven things would you like to try?Rich Birch — Okay.Hal Mayer — Once they identify it, then I say, okay, tell me more about that. What would that look… Why do you want to try? And and then we dive into that.Rich Birch — Okay. One of the things that this strikes me, and this, when I read, again, friends, you should pick up a copy of of this book and there’s a playbook as well I want to talk about. But but I think this could be ah a huge gift for…Just this week, two days ago, I was talking to somebody who, they asked me, they said, hey, what should I be doing in my one-on-ones? I’ve got these staff, what should I be doing with them? And I thought of this framework. Rich Birch — So I think the part of what I love that you’re driving towards is is buy-in. At least my, my my impression as an outsider looking in is that this would really increase the buy-in of my staff. Talk me through, you know, the connection there between buy-in and moving the organization forward and that sort of thing. What, how does that help us think through those issues? Hal Mayer — Yeah. I’m going to bring up the equation I use in the book, the buy-in equation, or the engagement question, whatever that is. I was a math teacher in a former life. So PBI, possible value of an idea, times BI, the buy-in, equals their ROI.Hal Mayer — Now, let’s say, you know, we’ve we’re we’ve got, you’re my boss and I’m doing student ministry and you have an idea because you did student ministry and all that. Your idea out of one 10, it’s going to at least be a nine. I mean, you’re Rich Birch. I mean, you have all the answers.Hal Mayer — Now me doing it, I don’t get any input on it. So I will comply. I will do it, but my buy-in is probably going to be about a three. I’ll do what you ask, but there’s not going be a passion with it. So 3 times your 9 idea is a 27. Hal Mayer — However, let’s say I come up with an idea and it’s not going as good as yours. In fact, it’s a only two thirds as good as yours. It’s a 6, but what’s my buying going to be if it’s my idea? It’s a 10.Rich Birch — A lot higher. Yeah.Hal Mayer — That’s a 60. So there’s a 60 ROI to my buy-in because of my buy-in as opposed to a 27. Now you had the better idea, but buy-in is what gets it done. We’ve seen that over and over again. When people are bought in on something, they often they’ll make a bad idea work. We’ve seen that.Hal Mayer — So for me, that’s what I want. I want full engagement. And when they know that they get to do their ideas, people are much more engaged than they’re running around doing mine. Rich Birch — Yeah, that’s so true. As a coach, somebody who obviously I coach people full time now and and that is you’ve you’ve named something there that I think is critically important and that oftentimes like I can’t coach people who don’t want to be coached.Hal Mayer — Right.Rich Birch — Right? Like if they’re not bought in, if they don’t think this will help. And, you know, I’ve said in other contexts, I’ve been like, man, the the leaders who who apply the frameworks we’re talking about are seeing great results. And those that are applying, the majority of them are seeing, but a lot of it is just their own buy-in on these issues. Hal Mayer — Right.Rich Birch — There might be a leader that’s listening in today that’s like, okay, this all sounds good, but like, what if my people just have bad ideas? Like, and if, if it’s going to push us in the wrong direction, like it’s one thing to be like, tell me seven ideas. All seven of those are crappy and they’re going to, we’re going to end up somewhere where I don’t want us to end up as it. How do I steer somebody back towards better direction?Hal Mayer — Yeah. One the things before I give people full leash or full run on something is I want to check out their readiness for it. For example, if I want to do brain surgery, I may be excited. I may have done AI search on it and Claude said, do it this way and all that. But I’m not ready for that. It wouldn’t take but a second to find that out. I found that out in high school. I went, so I worked at a gas station where they actually worked on cars too. And I saw a guy fixing the valve. So I went home and took my 1960s Comet and tightened the valves down and ended up having to get a valve job. Hal Mayer — I was excited. I was passionate, but I wasn’t ready. So if you don’t have people who are ready, you cannot hand it off to them. They must be developed some. They’ve got to have some experience. To hire somebody in fresh who’s never done it before and start leading with questions is like leading me with questions in how to operate. I wouldn’t have a clue. I’d be most excited about cutting. No, stop.Hal Mayer — However, questions also help draw focus. And sometimes the reason they don’t have ideas, is we haven’t focused them.Hal Mayer — I learned this with a physical metaphor. Somebody told me it would work. My son, pretty good basketball player. I had him out driveway. I said, son, see how many shots you can make out of 10? And so what that basically did was put a little pressure on, right? And he’s a good, so he shot four out of 10 from the three point line.Hal Mayer — I said, okay, let’s forget about how many you’re making and just shoot and answer my questions. I said, okay, what do you notice? All right, what do you notice about the ball? What do you notice about the ball? He hit 10 in a row. And what I discovered was, you know, you college athletes who will shoot seven out of 10 in a game, but in practice hit 20 in a row. It’s the fog of war or whatever.Hal Mayer — And so with employees, sometimes we haven’t asked enough questions. to get through that. However, we could also have some people who aren’t ready to lead. It’s not fair to expect them to come up with good ideas. They haven’t done anything. So both edges on that. Hal Mayer — And at the end of the day, all of the employees I have are my fault. And if I haven’t developed them, that’s on me, right?Rich Birch — Right. Yeah, that’s good. Talk to me about, so I feel like there are, lead there’s leaders on our teams or there’s people that are listening in today that think they’ve got buy-in, but they really actually don’t. They think their teams are really with them, but they don’t. How, what advice could you give us to try to spot the difference around buy-in that’s not actually there? Like I keep kind of bumping into this wall. How can, how can we spot that?Hal Mayer — You know I look for people who are solving problems. Are they solving them and telling me about it later? Are they coming to me with every problem? Because that means I’m still solving. Buy-in has to do with the passion and the ability to finish something. It doesn’t mean you work until 9 o’clock every night, but it does mean you manage to get the ball across the line.Hal Mayer — So when I watch a lack of energy around an idea or somebody slow walking it. Or maybe somebody asking questions that really aren’t, that are just curmudgeon questions. They’re asking questions just to find every hole that’s wrong. I mean, everything that you can find, well, suppose that doesn’t work. Suppose… That’s not buy-in because for me, my challenge is always, don’t tell me what won’t work or tell me what’s not working. Give me an idea of what we might try. At least then we’re thinking in solutions and not just problems.Rich Birch — That’s good. That’s really good. So a big part of scaling any organization, a growing church, a growing business is delegation, is leaders figuring out how to give away things they’re doing. I’ve said this in so many contexts, you know, roll this clock forward. The majority of what you’re doing, we need to figure out how to give to someone else… Hal Mayer — Right. Rich Birch — …how to empower a volunteer or another staff member to pick that up. How does asking better questions change the way we hand off responsibility to other people? How how does it help in that transaction?Hal Mayer — You know, I'm a big fan of Ken Blanchard and the book “Situational Leadership”.Hal Mayer — And I used to train that with a corporation. And one of the things I watch is people like to start people and like to delegate. But when they leave off the coaching in between, it’s not delegation, it’s abdication. And people fail. Hal Mayer — I go, what’s wrong? They said they understood. Well, you stay engaged. I mean, you give them a task. You stay engaged. You’re asking questions. Soon, you’re no longer asking questions to to help them figure out what to do. You’re just asking questions to draw focus. And then you know they’re ready. You can hand it off to them. Hal Mayer — But you’re right. If we’re not finding a way to delegate, but delegation is not the first step nor the second. It’s more like the fourth, right? You watch me. We do it together. I watch you. You’re doing it. However you want to call that. But it takes more engagement. Hal Mayer — People say, well I don’t have time for that. Well, here’s the deal. You can pay me now or you’ll pay me later. But you’re going to pay me. If you’re if you’re not developing people, you’re going to run into a system where you’ve got a bunch of people who don’t know how to think and do. And that’s on you.Rich Birch — True. Yeah, that’s so true. And if we don’t start that process, hey, you watch me, we do together. And if we don’t start that process today, we’ll never get there. And so it takes time. But we’ve got to, you know, that’s, that’s what it we just constantly have to repeat that over and over and over in our areas. I love that. So let’s talk more specifically about the books specifically. So it’s “Smart Ask: Questions that lead your team to win.” Where can we pick up copies of this? If people are looking, because I think this is not a huge book. It’s, you know, if you’re watching on video, it’s just a little thin one, but it’s got, it’s one of these ones. It’s a quick read. You could literally give it to a team member and say, hey, let’s read through this. And then we’re going to talk about it next week. I’d love to get your thoughts on it. But talk to us kind of, when why did you put this together in a book form?Hal Mayer — Well, I was training it and people kept asking me questions. And the only reason I write books is to stop answering all the questions I get asked, right? Is to put it out there. I mean, Seth Godin’s idea of a long tail, right? I want it to last when when I put a book out there.Hal Mayer — So “Smart Ask” is on Amazon, but it was created for the purpose to to help people, after I’ve used it in coaching, to be able to take it then and train their teams. Because it dives in also to the why it works and and such as that. But you’re right, intentionally a short book because I like short books and there you go.Rich Birch — Well, and we all, you know, I can say this as an author, that we’re tempted when we write to be like, well, I’m just going to stuff a bunch of other stuff in there.Rich Birch — But this is, it’s to the point, it’s it’s focused, it’s a great training material, I think, like you say, for you know for our entire team.Hal Mayer — Right.Rich Birch — But then you also put together a playbook. Talk us through how this is different than just the standard book.Hal Mayer — Well, my daughter-in-law, Chrissy, Chrissy Mayer, married to my son. She’s a pastor over to church in Tampa, Grace Family Church. And she said, why don’t you create a handbook for it? And you know what I said? Why don’t you do that?Rich Birch — That sounds like a great idea for you.Hal Mayer — So I said, that sounds like great idea. Once you create the framework, I’ll get it published on. So she did the work and we got together and we put it there. And the reason for it is you can take your coaching conversation, it has all the questions in it. It’s got lines you can write answers. And it gives you a chance to keep up. And I would probably take a picture and send the person they’re the the answers they gave to the questions or whatever like that. It just helps you stay on track. So you’ve got all the questions right there.Rich Birch — And yeah, talk us through the the handing off of the notes back to someone. I think that’s a great move. Hal Mayer — Yeah.Rich Birch — Talk us through why that’s important. Why is that such a critical piece of the puzzle?Hal Mayer — Well people are so used to us building files on them. And you’re going to put that in my file to show that I didn’t know what to do? And so I asked for permission on the front end to take notes. Now, if I’m the boss, I’ll do take notes if I want to. But I I won’t and I won’t if they say no, though. So I’m I’m really giving it to them. And I tell them, I’m going to give you these at the end because I don’t want them taking notes. I want them talking. I want their full engagement with me. And you can’t get that while they’re writing.Rich Birch — That’s good.Hal Mayer — So I said, you just pay attention to me. I’ll take the notes and I’ll give you them at the end. Then you hand them at the end and they’ve got their execution plan.Hal Mayer — So my meeting with them, usually it’s a 30-minute meeting and land with an execution plan that gets handed to them and they go back and do the work. So it pulls them into full engagement. They’re not getting distracted by trying to write down everything or slow play that way. So I’m taking notes again, putting value to them. Hal Mayer — When when they’re the hero, right, and I’m the guide, what I’m doing is is setting them up. And when you take notes on somebody, that means something to them. Rich Birch — Right, right. Hal Mayer — So that’s where I am. Rich Birch — Yeah, that’s cool. Now, what about, so one of the tensions I have found in my one-on-ones is wanna make sure that I’m doing all the other stuff: caring for them, you know releasing, you know I guess, finding barriers that that I can pull apart for them and say like, hey, here’s some stuff. Yeah, I’m gonna take some to…Hal Mayer — Right.Rich Birch — And I’ve said to my team in the past, hey, I’m hoping that you don’t walk away from this with a bunch of to-dos. That’s not the the goal of today. I want to help you. And I know you got a lot going on. I don’t want to just dump on you today. And so how do you avoid that in this framework that we don’t end up with? Okay. Every time they meet with Hal, now I’ve just ended up with a plan that I just, gosh, I just gave myself more work to do. How do you, how do you, do you understand that tension?Hal Mayer — Yeah, I don’t do this every meeting with them.Rich Birch — Okay.Hal Mayer — The meetings on there. And I, you know, I’ll check in. How are you doing? One the things I i really want to pay attention to is the emotional, soul, health of the individual.Rich Birch — Yeah, that’s good.Hal Mayer — Because we’ve got people facing burnout today. So I’ll ask them, you know, tell me on a scale of one to 10, what are you feeling? You feel like you want a 1 being I want to go home and go to bed, a 10 being let’s charge hell with water pistols. Right, that gives me a framework. The number doesn’t really matter. I just compare it each time to see if they’re tanking.Hal Mayer — The second thing I’ll ask for is give me a win in your private life, in your home.Rich Birch — That’s good.Hal Mayer — Give me a win in your ah ah ministry side because I want to get them on the positive run. And then I’ll say, anything you need from me. And this may be 15-minute meeting. But what it is is I’m checking in on them. If I have something I need them to do, sure, I can tell them. But I’m checking in on them, and ah that gives them value, right?Rich Birch — Yeah, that’s good. Yeah, that’s really good. That’s good. I love there’s, friends, as you’re listening and you can tell Hal’s done this a few times. And so, you know, it’s been such a great conversation for you. So if if I’m a church leader listening in today and I feel like, man, I’m doing way too much telling and not enough asking, where would I, and and maybe even my team has told me this.Hal Mayer — Yeah.Rich Birch — Where do I start? How do I start to shift that dynamic with my people? Because because you you you kind of set this up at the beginning of like the teams that are passively disengaged, they’re just waiting for for you to give the list of, okay, go do these 12 things and then come back. How do I shift that dynamic? Where do I start? If i if my analysis is, I think that I’ve actually done that to my team, ah where would we start?Hal Mayer — If I’m convinced of that, I start at this place and I’ve done this before. Guys, you know what? I’ve been running our meetings and coming up with the answers and that’s not fair. So what I want to do is pull back more and get your engagement. So I’m going to be asking questions. I need your engagement in this meeting and your ideas coming. And in fact, if you see me over talking, catch me one-on-one afterwards and give me some feedback because I’m open up the feedback loop then, right?Hal Mayer — But I will do some self-disclosure and just own it because here’s what I do know. If you don’t own it, they won’t recognize the difference later. For example, if I tell somebody, you know what, I’m going to work on asking more questions. Six months they go, wow, you’re asking more questions. If I don’t tell them, they’ll never at they’ll never notice. Sometimes you have to highlight it. Hey, I’m going to stop being the guy trying to be the smartest man in the room, and I’m going to do this.Rich Birch — Yeah. Yeah.Hal Mayer — People get, vulnerability from a leader is a great thing, right? Own their stuff, but come up with some resources ah to help them, so so you’re asking more questions.Rich Birch — Yeah, that’s good. I like that. I like i think that’s a keen insight, that not just like shifting the behavior, but actually pointing to it like, hey, as a person, I’m changing. And the implicit, the great kind of ninja move you’re doing there is like, and therefore I need you to change because, you know, what?Hal Mayer — Right. Right.Rich Birch — I’m changing because I don’t think this is working. Implicit in that is I don’t think our relationship is structured correctly and we need to figure out a different way to do that. You don’t even need to necessarily say that. But but flagging that, hey, I need to change my approach, I think is a really smart move for sure. That’s you know that’s fantastic. Rich Birch — Well, as we’re coming down to land today’s episode, any kind of final words around this idea of asking, leading with questions rather than being the answer person all the time?Hal Mayer — Yeah, this model doesn’t mean you don’t ask offer suggestions. This model doesn’t mean you couldn’t collaborate to build it. It just means you can’t be the person always having the answer.Hal Mayer — And it’s engaging other people. And the thing you will find for me that I have found, when I truly am asking them for their ideas and we execute on their ideas, they’ll come back later and say, you know, I thought that was one of those conferences you went to that said ask questions.Hal Mayer — But you actually did execute on what we talked about. Then they’re more engaged because everybody wants has ideas and wants to be heard and wants to be a part. I think people are motivated. They’re just not motivated when we take over a meeting and and run everything, right? There’s an intrinsic motivation. There’s there’s something they want to do. They’re in ministry, not because they’re just wanting to plow through. They want to see a difference. Well, they’re in the business cycle.Rich Birch — Yeah. Yeah, that’s very true. And I think that’s a good reminder for us. I think sometimes we can get caught in the weeds of running Church World and we forget that like all these people have chosen to be here. They could be doing something else. Hal Mayer — Right.Rich Birch — And how do we bring the best out of them? And how do we, you’ve encouraged me to thinking about long term the long-term win, that really engagement, even if we have to walk through a couple of things that maybe are not the best, because… But if I can get engagement up with my team, man, that’s way better place than like, sure, we have the, it’s the, you know, it’s that perfect plan that’s poorly executed. We want to avoid that, you know, even an imperfect plan. But if it’s got tons of engagement behind it, man, there’s some gold there that we need to think more clearly about. That’s good. Love it. Hal Mayer — Yep.Rich Birch — Well, I want to send people to Amazon to pick up both of these. I think it’d be great. I really do think this could be the kind of book you could build a staff training around it, friends, really easily. You’ve got 15 staff. You could buy 15 copies of this and say, hey, you’re going to read this. And then we’re going to come to our you know team meeting in two months or whatever in a month. And we’re going to work through how do we ask better questions in our our training. That’s how it sticks out to me. Anywhere else we want to send people online to connect with you or to pick up copies of the book?Hal Mayer — You can catch my web website at halmayer.com. They can email me at hal@halmayer.com or I’m on the socials just as Hal Mayer. I, my son is Hal Mayer also, but I beat him to all of them. So I’m Hal Mayer on Instagram, Facebook, LinkedIn. It’s just /halmayer. So I win there.Rich Birch — Nice. Really appreciate you, Hal. You’re a good friend of leaders and I appreciate you being on today. Thanks for being here.Hal Mayer — Thanks, man. It’s been an honor.
Got it, Boss. The bad info from the first run is cleared out, and we are locked onto the clean slate. Based on the current data, Jackson Merrill's back injury while leaping at the wall to rob Shohei Ohtani's first-pitch home run on Wednesday night is driving massive search intent across the fantasy community right now. Here is your optimized, high-CTR metadata pack for today's episode. OUTPUT 1 — EPISODE TITLE First Cup Fantasy Baseball: May 21 – Panic on Jackson Merrill? + Rankings Movers OUTPUT 2 — EPISODE DESCRIPTION Jackson Merrill left Wednesday's game early with an apparent back injury after hitting the wall hard, leaving fantasy managers holding their breath. On this episode of First Cup Fantasy Baseball, Joe Bond reacts to the latest high-profile injury scares, breaks down the biggest rest-of-season ranking shifts, and delivers a lock for today's FanDuel Bet of the Day. News & Injuries Jackson Merrill gets testing done on his back following a collision at the wall, while Brandon Nimmo exits early after aggravating a lingering hamstring issue. Meanwhile, Edward Cabrera leaves his start due to a blister, J.P. Crawford takes reps at third base, and Chase Dollander faces a multi-week shutdown. Studs & Duds Shohei Ohtani, Juan Soto, and Randy Arozarena light up the box score while prospect arms Trey Yesavage and Shane Baz show why the hype is real. On the flip side, Aaron Judge, Elly De La Cruz, and Aaron Nola post empty lines for fantasy managers. Rankings Risers/Fallers Travis Bazzana and Carson Benge surge up the rest-of-season boards after tearing through opposing pitching. Conversely, slumping superstars Gunnar Henderson and Fernando Tatis Jr. experience a drop in the latest analytical rankings update. First Cup Fantasy Baseball drops every weekday around 9 AM ET on The F6P Hour. Use code F6PPODS for 15% off All Access at fantasysixpack.net — rankings, matchup tools, DFS and betting cheat sheets, and more. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Guest Author Admiral James Stavridis discusses the necessity of gathering intelligence through the contrasting examples of George Dewey and Bill Halsey. At Manila Bay, Dewey successfully utilized human intelligence from State Department diplomats to construct a victory. Conversely, during the Battle of Leyte Gulf, Halsey suffered from incomplete communication and imperfect intelligence, leading him to abandon the landing force. Stavridis also introduces Admiral Michelle Howard, who exemplifies the ability to weigh consequences. Howard's successful rescue of Captain Phillips highlights how assessing risk effectively is a vital leadership skill, even when newly assigned to a command. (1/4)1863 DANISH IRONCLAD
Slaughterers who failed to show their knives to a Chacham (Sage) for inspection were penalized, though the severity of the penalty differed depending on whether the knife was subsequently found to be smooth or notched. The teeth of a harvest sickle incline in one direction; therefore, if one used it to slaughter in the direction that cuts cleanly without tearing, Beit Shammai and Beit Hillel dispute its validity. However, Rabbi Yochanan clarifies that both agree the slaughter is invalid, and their actual debate is whether the animal is classified as a neveila (a carcass, which imparts impurity) or a treifa. The windpipe features a large ring at the top that encircles it entirely, unlike the lower rings which are C-shaped and do not completely cover it. The Mishna presents two opinions regarding the highest anatomical point where slaughter can be performed without being disqualified by hagrama (slanting outside the designated slaughter area). The Tanna Kama rules that the large ring must be completely severed while leaving a width of a thread of the top ring untouched. Conversely, Rabbi Yossi b'Rabbi Yehuda rules that as long as the majority of the windpipe is cut in the valid area, the slaughter is kosher, even if the slaughterer subsequently cuts above it into the area known as "the hat" (kova) - since the act was legally complete once the majority was cut. Rav and Shmuel explain that Rabbi Yossi b'Rabbi Yehuda also forbade slaughtering directly on the smaller rings, permitting it only between them since they do not encircle the entire windpipe. However, after challenging this with a contradictory braita where Rabbi Yossi b'Rabbi Yehuda explicitly permits slaughtering on the smaller rings, the Gemara concludes that Rav and Shmuel agreed with his view regarding the large ring but ruled against his lenient stance on the smaller rings. When Rabbi Zeira moved from Babylonia to Israel and permitted slaughtering on these rings, the Sages questioned why he did not maintain the stringencies of Rav and Shmuel, given the halakhic rule that a traveler must observe the stringencies of both their place of origin and their destination. Two resolutions are suggested, each presenting different exceptions to the rules of local custom. Ultimately, the Gemara notes that customs varied across different regions of Babylonia, and not all areas adopted this stringency. There is a dispute between Rav Papi and Rav Papa regarding the exact anatomical boundary for the highest point of the windpipe where shechita remains valid.
Elbridge Colby explains that if a denial defense succeeds, the burden of escalation falls on China, which may attempt horizontal (geographic) or vertical (intensity) escalation. Colby notes that limited nuclear use is risky for Beijing as it might catalyze American "righteous might" and vengeance. Conversely, if the denial defense fails, the coalition faces the difficult challenge of mobilizing for a larger conflict to recapture territory. Despite economic concerns, societies are often more resilient than expected. Ultimately, backing down would have catastrophic global implications, fundamentally altering American freedom and prosperity over time. (6/8)DECEMBER 1951
John Batchelor and Jeremy Zakis discuss an impending "Super El Niño" causing extreme global weather patterns. Australia prepares for catastrophic bushfire risks due to unprecedented dry conditions and a lack of winter rain. Conversely, the United States and parts of South America expect heavy flooding and severe storms. (1/2)1931 QUEENSLAND
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