Podcasts about Crisis

This week Jeremy welcomes Wade MacNeil of Alexisonfire, Pig Pen, Gallows, and more! On this episode, Jeremy and Wade talk Thursday, beta-max, "Astro-Creep 2000" by White Zombie, the Toronto Blue Jays, guitar lessons from a bass enthusiast, the Misfits, forming Alexisonfire, their first tour with Remembering Never and Beloved (US), being censored internationally, touring Canada, "screamo", the anniversary of the album "Crisis", and so much more!!!  SUBSCRIBE TO THE PATREON for a bonus episode where Wade answered questions by subscribers! FOLLOW THE SHOW ON INSTAGRAM / X

Has The Manosphere Ruined Dating | The Global Dating Crisis by Greg Adams

In my Save The Marriage System Quick-Start Guide, I show the 8 distinct stages of a marriage crisis. But those are the stages of the crisis.  There are also stages to your awareness of the crisis. This is the point where you are aware of the crisis, the level of the crisis, and the potential threat of the crisis.  And just to let you know:  you are NOT at stage 1.  That would be Asleep.  This is the point when you are not even aware that things are in trouble.  You are blissfully unaware of — or choosing to not notice — the looming marriage crisis that is already underway. But then you wake up to find yourself in the midst of a troubled relationship, a hurting marriage! Your spouse may be further along the process, and your marriage may be further along the progression of the crisis.  That is independent of your own awareness of the crisis. In this episode of the marriage crisis, I discuss the 4 stages of crisis awareness, and the 1 thing you need to do — along with some thoughts on how to/how NOT to do that very thing. Listen in below. RELATED RESOURCES FACT of the Crisis Can The Marriage Be Saved? Why It Matters Happy or Hurting? Save The Marriage System

Can social media, YouTube, and online content truly disciple followers of Jesus - or are we trading real spiritual formation for sound bites and algorithms? Ben sits down with YouTuber Allen Parr to wrestle with the future of discipleship in a digital age, the role of the local church, online influence, and how believers can pursue transformation in a world addicted to distraction.----------------------Ben has completely revised and updated his powerful book, Jesus in the Secular World: Reaching a Culture in Crisis—a must-read guide for anyone longing to reach those who may never step foot in a church. Packed with real-world insights and practical strategies, this book could be the breakthrough you've been searching for.Don't wait—get your copy today!Click HERE to check it out on Amazon.For more information, go to: jesusinthesecularworld.com------------------------Questions, comments, or feedback? We'd love to hear what you think! Send them to provokeandinspire@steiger.org, or send us a message on Instagram.Click HERE to receive news, thought-provoking articles, and stories directly in your inbox from Ben, David, Luke, and Chad!Click below to follow the regulars on Instagram!Ben PierceDavid PierceChad JohnsonLuke GreenwoodSend us Fan MailNewest Midroll

You can't just decide to calm down, sorry to say. The Polyvagal Ladder is a simple metaphor for how your nervous system moves: safety at the top, fight-or-flight in the middle, shutdown at the bottom, one rung at a time. Once you can see which rung you're on, a lot of the reactions you've beaten yourself up over start to make sense, and stop feeling like proof that something's wrong with you.the Polyvagal Current - https://www.stucknotbroken.com/polyvagal-current

Get 20% off your first custom blend at:https://truenutrition.com/CYCLINGUse code: CYCLINGThis episode is supported by True Nutrition.Build your own custom protein blend with the ingredients, flavour, and sweetener you want.---VolkerWessels Cycling Team is shutting down after 2026, and Petrolike faces licence threats over unpaid salaries. Two Continental teams, two continents, one systemic problem — the economic model that sustains cycling's development layer is breaking down.Daily cycling intelligence from SEMIPRO CYCLING, produced with AI-assisted research, scripting, and synthetic voice.

A Wall Street Journal op-ed about the University of California's SAT ban sparked a national conversation about college admissions, academic standards and whether students are arriving on campus ready for rigorous STEM coursework.In this episode, Matt speaks with Svetlana Jitomirskaya, professor of mathematics at UC Berkeley and one of the faculty members behind an open letter calling on the University of California system to reinstate standardized testing. More than 1,500 faculty members have signed on, warning that test-blind admissions have masked severe preparation gaps among incoming students.But this conversation is not really about one test. It's about what happens when high school grades no longer signal readiness, when universities lose an objective baseline for admissions, and when students are placed into STEM programs without the math foundation they need to succeed.Svetlana argues that removing the SAT was supposed to expand access, but in practice may be hurting the very students it was meant to help. Without a clear measure of readiness, students from underprepared K-12 systems can arrive at elite universities only to face remedial math, repeated calculus failures, major changes or the collapse of a STEM dream they were told they were ready to pursue.For educators, employers and policymakers, the stakes are bigger than the SAT. This is a conversation about standards, equity, accountability and the future STEM talent pipeline.Resources in this Episode:Read the op ed in the Wall Street Journal: "The University of California Needs the SAT Back"Read the official open letter to the UC Board of RegentsSee more on the episode page: https://techedpodcast.com/svetlana/We want to hear from you! Send us a text.Instagram - Facebook - YouTube - TikTok - Twitter - LinkedIn

On the second part of my conversation with Youssef Salem, we're talking about AI, energy security and the future of the region. Youssef also tells me why the younger generation needs to prepare for greater competition in the AI age and how he's working to inspire them.Youssef Salem is the CFO of ADNOC Drilling. ADNOC is the UAE's primary oil company and 12th largest in the world in terms of production. You can also watch the first part of our conversation where we talk about his personal and professional pivots in your podcast app or our website.This episode is brought to you by EFG Hermes One, your one app for investing in more than 35 stock markets. Start investing today!(00:00) - Coming up... (05:06) - War and energy security (09:30) - Crisis management (12:27) - Building impact (14:16) - Can we integrate the Middle East (15:43) - Podcasting on faith and finance Music ID: 5ROQ12DERYHSUUVQ

In this session, Rebecca, Josh, Isaiah, and Danny discuss how to best handle crises in their ministries. Youth ministers often play the first responder role, and it's crucial to think proactively of how to handle a crisis well, whether it be with a student, a family tragedy, or leadership.  Resources: Ministering to Students in Crisis - Rooted Ministry Dr. Gordon Bals on Discussing Grief with Teenagers: Grieving, in the life of a teenager, can result from many events (not just death). In this podcast Anna Harris (Rooted Parent Editor) speaks with the remarkable Dr. Gordon Bals about bringing the gospel to a grieving teenager. Dr. Bals specializes in grief, trauma, and religious and spiritual issues. How Are We Preparing Our Kids For Suffering in this World with Michelle Reyes: Examining 1 Peter 4:1-19, author and speaker Dr. Michelle Reyes discusses how Christians suffer at the hands of non-believers, the ways that the believing community should care for each other as fellow suffering Christians, and how to find hope in the midst of suffering. Adopt the "first responder" model for crisis care. Establish a clear communication protocol with church leadership. Prioritize presence and prayer with families in crisis. Proactively set boundaries and recovery practices for personal well-being. Consider Rooted's mentorship program for support. Hosted by: Danny Kwon, author of Teenagers and Mental Health; Becca Heck, M. Div. from Reformed Theological Seminary; Isaiah Marshall, Rooted's Director of Ministry Development; and Josh Hussung, M. Div. in Pastor Studies from the Southern Baptist Theological Seminary.

Professor of Applied Economics at The Johns Hopkins University, Steve Hanke, joins the program to discuss the current economic reality facing the United States.  What began as a discussion on inflation, economic policy, and the direction of the U.S. economy evolved into a much broader and at times tense debate between Sarah and Hanke — one that reflects a growing divide between academia and real-world systems thinking.While Sarah deeply respects education, research, and expertise, she challenges the limitations of highly siloed institutional models that often dismiss broader systems analysis, incentive structures, and real-world complexity. Hanke, coming from one of the world's most revered academic institutions, holds strong conviction in his own economic frameworks and appears far less open to questioning alternative models or interdisciplinary perspectives.The result is a fascinating and revealing conversation that goes beyond economics itself and touches on:institutional authority,academia versus industry,systems thinking,intellectual hierarchy,and the growing tension between credentialed expertise and broader integrated analysis in an AI-driven world.Whether viewers agree with either side or not, this conversation captures a much larger societal shift now unfolding across institutions, media, economics, and public discourse.Visit Steve Hanke's website at SteveHanke.comSign up for the Deep Dive Peptide Webinar at SarahWestall.com/Peptides - Link to the Replay will be postedSee exclusives at SarahWestall.Substack.com

California's Failed Addiction Policies Explained with Laurie Davies | The Hopeaholics PodcastIn this episode of the Hopeaholics Podcast, California Assemblywoman Laurie Davies joins the show for an important conversation about addiction, fentanyl, homelessness, mental health, and the policies shaping recovery across the state. Representing California's 74th Assembly District, Laurie has become a leading voice in the fight to improve treatment access, protect recovery programs, and address the devastating impact of the fentanyl crisis. She shares how personal experiences with addiction, mental illness, and loss have influenced her work and strengthened her commitment to helping vulnerable families. The conversation explores the unintended consequences of policies like Proposition 47, the challenges surrounding homelessness and accountability, and why many people seeking treatment still struggle to find available beds when they are finally ready for help. Laurie also discusses insurance fraud in the treatment industry, legislative efforts to protect patients, and the importance of expanding quality recovery resources throughout California. Throughout the episode, she offers a candid look at what is happening behind the scenes in government and what still needs to change to save lives. From mental health reform and public safety to recovery, faith, and personal responsibility, this conversation tackles some of the most urgent issues facing communities today.#thehopeaholics  #redemption #recovery #AlcoholAddiction #AddictionRecovery #wedorecover #SobrietyJourney #MyStory #Hope #wedorecover #treatmentcenter #natalieevamarieJoin our patreon to get access to an EXTRA EPISODE every week of ‘Off the Record', exclusive content, a thriving recovery community, and opportunities to be featured on the podcast. https://patreon.com/TheHopeaholics Go to www.Wolfpak.com today and support our sponsors. Don't forget to use code: HOPEAHOLICSPODCAST for 10% off!Follow the Hopeaholics on our Socials:https://www.instagram.com/thehopeaholics https://linktr.ee/thehopeaholicsBuy Merch: https://thehopeaholics.myshopify.comVisit our Treatment Centers: https://www.hopebythesea.comIf you or a loved one needs help, please call or text 949-615-8588. We have the resources to treat mental health and addiction. Sponsored by the Infiniti Group LLC:https://www.infinitigroupllc.com Timestamps:00:13:42 - Protecting Treatment Centers and Stopping Fraud00:14:52 - The Insurance Fraud Crisis Hurting Treatment Centers00:18:32 - New Legislation to Protect Addiction Treatment Patients00:22:23 - How Prop 47 Changed Addiction and Homelessness00:24:18 - Prop 36 Passes but Goes Unfunded00:28:40 - Why Consequences Can Help Save an Addict's Life00:30:52 - Homelessness, Addiction and Accountability00:35:01 - Addiction as a Spiritual Problem00:36:47 - Her Family's Experience With Severe Mental Illness00:40:56 - The Crisis of Finding Treatment Beds in California00:41:24 - Every Hour Matters When Someone Asks for Help00:42:05 - Losing a Loved One to Fentanyl00:42:49 - Why She Carries Narcan Everywhere00:52:21 - “You're Only One Person Away From a Fentanyl Death”00:56:14 - The Audit That Exposed Major Oversight Failures

A series of 16 influential political pamphlets published between 1776 and 1783 during the American Revolutionary War (1775-83) titled The American Crisis, or simply The Crisis, by eighteenth-century Enlightenment philosopher and author Thomas Paine — an Englishman living in the colonies who signed his essays anonymously as "Common Sense," the title of his earlier influential work. Each essay, bolstered the morale of the American colonists to fight hard for their independence, appealed to the English to support the colonist's cause, clarified the issues at stake, and denounced any type of negotiated peace. The essays were gathered into one volume in 1882, showcasing the iconic opening line: "These are the times that try men's souls. The summer soldier and the sunshine patriot will, in this crisis, shrink from the service of their country; but he that stands it now, deserves the love and thanks of man and woman." The American Crisis by Thomas Paine at https://amzn.to/4dKKClU Common Sense by Thomas Paine (book) available at https://amzn.to/3MKX77b Writings of Thomas Paine available at https://amzn.to/3MCaFC2 Books about Thomas Paine available at https://amzn.to/4s3qxOg ENJOY Ad-Free content, Bonus episodes, and Extra materials when joining our growing community on https://patreon.com/markvinet SUPPORT this channel by purchasing any product on Amazon using this FREE entry LINK https://amzn.to/3POlrUD (Amazon gives us credit at NO extra charge to you). Mark Vinet's HISTORICAL JESUS podcast at https://parthenonpodcast.com/historical-jesus Mark's TIMELINE video channel: https://youtube.com/c/TIMELINE_MarkVinet Website: https://markvinet.com/podcast Facebook: https://www.facebook.com/mark.vinet.9 X (twitter): https://twitter.com/MarkVinet_HNA Instagram: https://www.instagram.com/denarynovels Mark's books: https://amzn.to/3k8qrGM Audio credits: The American Crisis by Thomas Paine (a LibriVox production read by volunteers and coordinated by Michele Fry, 2014). See omnystudio.com/listener for privacy information.

Many denominations are reporting that there are hardly any young leaders stepping into congregational ministry. Research from LifeWay says that the average age of pastors is 55. We're talking with Jonathan LaBarge abou the Pastoral Leadership Crisis in the U.S. and what we can do about it.

Send us Fan MailThis is the conversation that gets dismissed as "family business." The one we've let fester behind closed doors while the community looks the other way.We're going there. No filters. No "be patient" cop-outs. Real talk.Malika Majesty joins OZ Media to break down the silent crisis nobody wants to own — the mental health collapse, the cycle of abuse, and the misogyny wearing religious clothing in Muslim homes and institutions. We're talking scope. We're talking about accountability. And we're asking the question every community leader hopes you won't ask.IN THIS EPISODE:▸ When we say "silent crisis" — what are we actually talking about? The scope you don't see.▸ Why is this conversation still off-limits in Muslim spaces in 2026?▸ Untreated trauma: what it looks like 10, 20 years down the line in a marriage. In a family.▸ Abuse in Muslim homes — is it getting worse, or are we just finally naming it?▸ "What happens in the home stays in the home" — break that down. Where did that rule come from, and what has it cost us?▸ Why has misogyny in the community actually gotten worse — not better?▸ Mosques, boards, community leaders — are they doing enough? If not, what's actually missing?▸ One policy or practice every mosque should implement tomorrow.▸ Detroit/Metro Detroit resources that exist right now — that most people don't know about.▸ Final word: If you could say one thing to every Muslim person listening right now, what is it?This isn't an attack on the community. It's a survival briefing. Male-heavy audience — this one's for you. Not to point fingers, but to ask: what does accountability actually look like? What are we teaching our sons that we should be teaching our daughters — and vice versa? If "protecting our sisters" is the value, what are the actions that back it up?Hit that like. Share it. Someone in your circle needs to hear this and doesn't know how to start the conversation. More at: Ozmedia313.comFollow us on social media:- Instagram: @motivateme313 or @ozmedia313- Website: ozmedia313.com- Facebook: ozmedia313-TikTok: @ozmedia313-Apple Podcast: ozmedia-Spotify Podcast: ozmediaThis show was sponsored by:-The Family Doc https://thefamilydocmi.com/-Juice Box Juiceboxblend.com-Holy Bowly http://www.myholybowly.com-Wingfellas thewingfellas.com-Hanley International Academy https://www.hanleyacademy.com-Malek Al-Kabob malekalkabob.com-Bayt Al Mocha https://baytalmocha.com/-Chill Box https://www.chillboxstore.com/-Royal Kabob https://www.royalkabob.com/-GEE Preparatory Academy https://www.gee-edu.com/schools/geepreparatory/index#MotivateMe313 #OZMedia #TheSilentCrisis #MentalHealth #MuslimCommunity #RealTalk#EndTheSilence #DomesticAbuse #Misogyny #MuslimMen #ProtectOurSisters #Detroit313 #MetroDetroit #MuslimMentalHealth #BreakingTheCycle #Podcast

Reporter Andrea Eger heads to Inola to find the local residents who actually want a controversial $4 billion aluminum smelter built in their town. Plus, Jennifer Palmer and Maya Henry investigate a major shift in how Oklahoma county jails handle inmate visitations, and Jake Ramsey breaks down the complex factors driving the homelessness crisis in Norman. Catch these stories and more on the latest Long Story Short with Shaun Witt.

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Follow along with Pastor Jordan Rousselle here.

In this conversation, DJ Logory discusses the challenges faced by young men today, including feelings of being 'stuck' and the impact of social media on their mental health and social skills. He shares his personal journey of transformation and how he founded the Be That Guy coaching program to help young men build confidence, discipline, and community. The discussion emphasizes the importance of structure, social skills, and the need for young men to engage in real-life interactions rather than relying on digital communication. DJ also highlights the significance of discipline and focus in achieving personal growth and encourages men to strive for improvement in their lives.TakeawaysYoung men often feel lost and need structure.Social media can exacerbate feelings of inadequacy.Building confidence requires real-life interactions.Discipline is essential for personal growth.Focus is a skill that needs to be developed.Community support enhances accountability.Young men should engage in meaningful hobbies.It's important to limit distractions from technology.Self-reflection can lead to personal insights.Men should strive to be better in all aspects of life.Chapters00:00 The Crisis of Young Men10:05 DJ's Personal Journey and Transformation17:47 The Impact of Technology on Young Men24:30 Social Skills and Real-Life Interactions26:45 The Importance of Real Connections30:35 Building Discipline and Habits37:30 The Power of Focus and Intentionality44:00 Becoming Better Men: Intentional Growth49:28 lifestyle-outro-high-long.wavClick the link for YDP deals (Triad Math, Forefathers, and more) - https://linktr.ee/youngdadpod Click this link for Pod Launch Coaching- https://linktr.ee/podlaunchcoachingInterested in being a guest on the Young Dad Podcast? Reach out to Jey Young through PodMatch at this link: https://www.joinpodmatch.com/youngdadLastly,consider making a monetary donation to support the Pod, https://buymeacoffee.com/youngdadpod.

This episode delivers a powerful examination of constitutional rights, government accountability, personal liberty, self-defense, political activism, free markets, and the ongoing battle to preserve freedom in America and around the world.

"Crisis creates clarity, and philanthropic funding is the best risk capital we have." That's how Hala Hanna reads the moment we're in, and as Executive Director of MIT Solve, she has the data to back it up.MIT Solve has spent a decade brokering the relationship between companies, funders, and the early-stage innovators closing equity gaps in health, learning, climate, and economic opportunity. Their 460 solvers are reaching 430 million lives, have mobilized $87 million in direct funding, and have collectively raised $1.4 billion. And Hala has a front-row seat to the fundamental shift happening in how money moves toward mission.In this episode, you'll hear:Why the most forward-thinking funders are moving from rewarding proximity to power to rewarding proximity to the problem, and what that means for your missionWhat corporate partners actually need from nonprofit partnerships right now, and how to position your org to meet them thereWhy pairing measurable outcomes with storytelling is the real fundraising unlock, and the one question every nonprofit leader needs to answer before walking into a funder conversationYou'll walk away with a sharper read on where philanthropy is heading and a concrete playbook for becoming the partner funders are actually looking for.

The fight over Anthropic's Fable 5 is still unresolved, with new reporting pointing to Amazon's role in triggering the shutdown, sharp disputes over whether the jailbreak was a real national security threat, and growing signs that the path out may be more political than technical. As parties try to resolve the issue in D.C. NLW covers the latest. Check out the new ⁠⁠⁠https://aidailybrief.ai/⁠⁠⁠Brought to you by:KPMG – Research from KPMG and the University of Texas at Austin shows the highest-impact AI users treat AI like a reasoning partner — and those skills can be taught at scale. Learn more at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠kpmg.com/us/Sophisticated⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Bolt - Claim a free month of Bolt Pro - ⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bolt.new/partner/aidb/⁠⁠⁠⁠⁠⁠⁠⁠⁠Outsystems - Stop wondering how AI will change your business and start building the agents that will lead it - http://outsystems.com/Scrunch - The AI customer experience platform - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://scrunch.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Zenflow Work - Agents for knowledge work - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://zenflow.free/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Blitzy - Want to accelerate enterprise software development velocity by 5x? ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://blitzy.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠AssemblyAI - The best way to build Voice AI apps - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.assemblyai.com/brief⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Robots & Pencils - Cloud-native AI solutions that power results ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://robotsandpencils.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The AI Daily Brief helps you understand the most important news and discussions in AI. Subscribe to the podcast version of The AI Daily Brief wherever you listen: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://pod.link/1680633614⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Our Newsletter is BACK: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://aidailybrief.beehiiv.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Interested in sponsoring the show? sponsors@aidailybrief.ai

ORDER MY NEW BOOK (AVAILABLE NOW)!!! — https://bit.ly/49CZ5A0⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Gerry and I are joined by Funny AF top six finalist and stand-up comedian Winston Hodges, who, before he was making Kevin Hart, Chelsea Handler, and Kumail Nanjiani laugh on Netflix, spent four years teaching at a school for kids on the autism spectrum in Virginia. Winston shares some of the wildest classroom stories I've heard on this pod, whether it's getting hit with a globe mid-Civil War lecture, becoming the school's unofficial crisis negotiator, or the one-month average staff retention that meant his coworker Marissa quit on day TWO. He also explains why special education teachers are tough as nails, and how working with kids on the autism spectrum made him weirdly elite at managing other comedians' meltdowns. Then we go fully behind the scenes of Funny AF. Who ran the light by ten full minutes and genuinely thought they killed, the conversation about his late dad that got cut, why some sets got edited harder than others, and how he handled the brutal Threads discourse around the show. Takeaways: Special education teachers are some of the toughest, most skilled humans in the building. The "sweet and gentle" stereotype misses the patience, paperwork, and de-escalation skills the job actually demands. Crisis de-escalation is a transferable superpower. Working with autistic students made Winston better at handling hecklers, talking comics off the ledge, and the kind of active listening most people don't get in their day-to-day life. Reality TV editing is real, but Funny AF wasn't a hit piece. Winston says the team genuinely loved comedy and worked to make everyone look good, even when they could have done the opposite. Don't trust the algorithm to tell you when your favorite comic is in town. Get on their email list, or you'll be the person commenting "when are you coming to my city?" two days after they leave. Comedy used to feel like a brotherhood, comics could trash-talk each other privately but had each other's backs publicly. That solidarity is slipping, and it's a bummer for the whole craft. -- Teachers' night out? Yes, please! Come see comedian Educator Andrea…Get your tickets at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠teachersloungelive.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Educatorandrea.com/tickets⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for laugh out loud Education! — Don't Be Shy Come Say Hi: www.podcasterandrea.com Watch on YouTube: @educatorandrea A Human Content Production Learn more about your ad choices. Visit megaphone.fm/adchoices

When a hard drive crashes, people will spend thousands—or even hundreds of thousands—of dollars to recover what they thought was lost. In this episode, I explore what data recovery can teach us about resilience, meaning, and suicide prevention.In this episode, I discuss:Why we often don't realize the value of something until it's goneHow our bodies, relationships, and memories are more fragile than we thinkThe surprising parallels between data recovery specialists and suicide hotline counselorsHow a single grain of dust—or a single thought—can cause outsized damageWhy emotional crises are often about imbalance rather than total failureThe idea that the story we create from loss may be more valuable than what we lostArticle referenced: https://www.newyorker.com/magazine/2026/04/27/when-your-digital-life-vanishesThrive With Leo Coaching: If you want to reduce your psychological pain, regain your purpose and forge your own path, go to www.thrivewithleo.com to begin your journey.If you or anyone you know is considering suicide or self-harm, or is anxious, depressed, upset, or needs to talk, there are people who want to help:In the US: Crisis Text Line: Text CRISIS to 741741 for free, confidential crisis counseling. The National Suicide Prevention Lifeline: 1-800-273-8255 or 988The Trevor Project: 1-866-488-7386Outside the US:International Association for Suicide Prevention lists a number of suicide hotlines by country. Click here to find them.

Get 20% off your first custom blend at:https://truenutrition.com/CYCLINGUse code: CYCLINGThis episode is supported by True Nutrition.Build your own custom protein blend with the ingredients, flavour, and sweetener you want.---Telefónica wants out of its Movistar cycling sponsorship three years early. This isn't just one team's problem — it's a stress test for the entire WorldTour business model. We break down why it's the most predictable crisis in the peloton and what it means for the sport's financial future.Daily cycling intelligence from SEMIPRO CYCLING, produced with AI-assisted research, scripting, and synthetic voice.

In this packed episode of the Battleground America podcast, the host targets the biggest stories shaping the nation. First, we dive into a striking new Harvard Harris poll showing that 71% of Democrat voters now back deporting criminal illegal immigrants, proving a major base revolt over border safety following the DHS shutdown backfired and handed a massive $70 billion enforcement victory to Republicans. Next, we break down the high-stakes political theater surrounding the SAVE Act after Mitch McConnell and a handful of Republicans blocked it, while exposing why a clean version of the election integrity bill still has a real fighting chance. We celebrate a historic financial milestone as Elon Musk reaches paper trillionaire status after listing SpaceX on the NYSE, creating thousands of working-class millionaires while completely outmaneuvering the Left's targeted legal onslaught. Finally, the host recounts a close call at Greenville's Haywood Mall, demanding a heavy crackdown on local crime and a surge in visible security after a terrifying shootout involving a 17-year-old suspect. Battleground America Podcast, Harvard Harris Poll, Voter Realignment, SAVE Act Senate Vote, Mitch McConnell Hospitalization, Elon Musk Trillionaire, SpaceX NYSE IPO, Haywood Mall Shooting, Greenville Crime Crackdown, Border Security Fundin

In this episode of Here I Am, host Shai Davidai sits down with Rabbi Chaim Steinmetz, senior rabbi of Congregation Kehilath Jeshurun (KJ) on Manhattan's Upper East Side and author of Despite Everything: A Chronicle of Jewish Resilience in the Aftermath of October 7th.Rabbi Steinmetz shares what it means to be a "loving Jew" and how he balances embracing all Jews while navigating deep communal disagreements. Drawing on nearly 20 years leading a congregation in Montreal, he offers a unique perspective on the rise of antisemitism in Canada, warning that the U.S. may be heading down the same path if university-driven ideologies continue to go unchallenged among elites.The conversation dives into the tension rabbis face between staying above politics and stepping into the arena when Jewish survival is at stake, how synagogues should handle platforming anti-Zionist voices, and the importance of grounding yourself in truth when faced with bad-faith propaganda. Rabbi Steinmetz also reflects on how to engage young Jews who live in modern "cocoons," disconnected from community, history, and the generations before them, urging them to "become a butterfly" and reconnect with something larger than themselves.Guests: Rabbi Chaim SteinmetzConsider DONATING to help us continue and expand our media efforts. If you cannot at this time, please share this video with someone who might benefit from it. We thank you for your support!https://gofund.me/30c00151c BUY MERCH!https://hereiam.threadless.com/SUPPORT SHAI ON PATREON!https://www.patreon.com/shaidavidai/about?utm_source=campaign-search-results

We're excited to welcome Stephanie Prestridge to the Tactical Living Podcast

On today's episode, Johnnette Williams is joined by Sue Baars to talk about handling moments of crisis! Listeners text in their questions dealing with relationships and sexual orientation.

On today's episode, Johnnette Williams is joined by Sue Baars to talk about handling moments of crisis! Listeners text in their questions dealing with relationships and sexual orientation.

Dukes and Bell analyze the devastating news regarding Spencer Strider's extended absence and explore potential trade targets to bolster the Braves' rotation. They also discuss the start of Falcons mandatory minicamp, focusing on the status of Michael Penix Jr. and the attendance of James Pearce Jr. Additionally, Carl provides a review of a new Steven Spielberg film and celebrates Georgia's success in the College World Series. 01:50 - Falcons Mandatory Minicamp 06:02 - James Pearce Jr. Return 14:30 - Spencer Strider Injury Update 18:28 - Braves Trade Market Analysis 29:53 - Georgia Baseball World Series 36:00 - James Pearce Jr. Redux 40:50 - Spielberg Movie Review

First, we speak with The Indian Express' Raakhi Jagga about farmers' protests being staged in five Indian states: Punjab, Haryana, Bihar, Rajasthan and Madhya Pradesh. She shares that the protests stem from a shortage of fertilisers that are required for the paddy season. She discusses the reasons behind this, how it will impact the paddy and more.Next, we speak with The Indian Express' Pratip Acharya about the newly inaugurated Mrinaltai Gore flyover in Mumbai. Videos of the flyover are going viral showing gravel and uneven spots on it. Pratip shares the reasons behind it, what these videos show and mean and what can be expected going forward. (12:12)Lastly, we discuss the turmoil within the Trinamool Congress and the rift developing in the party. (17:59)Hosted by Niharika NandaProduced by Shashank Bhargava, Ichha Sharma and Niharika NandaEdited and mixed by Suresh Pawar

Stephen Grootes speaks to Peter Armitage, CEO of Anchor Capital about the U.S.-Iran deal to end the war, reopen the Strait of Hormuz, the impact on global oil prices and markets, and the uncertain path ahead for Iran’s nuclear programme and regional stability. In other interviews, Chris Yelland, managing director at EE Business Intelligence and energy expert talks about how rising curtailment, payment delays and growing operational challenges at Eskom are squeezing renewable energy producers, threatening project revenues, and pushing the sector toward a financial cliff. The Money Show is a podcast hosted by well-known journalist and radio presenter, Stephen Grootes. He explores the latest economic trends, business developments, investment opportunities, and personal finance strategies. Each episode features engaging conversations with top newsmakers, industry experts, financial advisors, entrepreneurs, and politicians, offering you thought-provoking insights to navigate the ever-changing financial landscape.    Thank you for listening to a podcast from The Money Show Listen live Primedia+ weekdays from 18:00 and 20:00 (SA Time) to The Money Show with Stephen Grootes broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3Nk For more from the show, go to https://buff.ly/7QpH0jY or find all the catch-up podcasts here https://buff.ly/PlhvUVe Subscribe to The Money Show Daily Newsletter and the Weekly Business Wrap here https://buff.ly/v5mfetc The Money Show is brought to you by Absa     Follow us on social media   702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/CapeTalk 702 on YouTube: https://www.youtube.com/@radio702   CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/Radio702 CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

MARIUS BORG HØIBY GUILTY OF RAPE — Four Years, the Skaugum Conviction, a Monarchy in Crisis.Marius Borg Høiby — son of Norway's Crown Princess Mette-Marit — has been found guilty on 34 of 39 charges and sentenced to four years in prison by the Oslo District Court. He was convicted on two of four rape counts, both involving incapacitated women, and acquitted on the other two; one conviction concerned a 2018 assault at the royal residence Skaugum. He was also convicted of domestic violence against former girlfriend Nora Haukland, serious bodily harm, threats, filming women without consent, and breaching restraining orders, and ordered to pay about 640,000 kroner ($61,000) to four women. Both sides may appeal within two weeks.Palace Intrigue is a daily British royal family podcast covering King Charles, Meghan Markle, Prince Harry, Kate Middleton and the House of Windsor. New episodes every day. Follow on Apple Podcasts, Spotify, or wherever you listen. Part of the Caloroga Shark Media network.

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

A look at:Suicide across all races and communitiesThe male loneliness epidemicThe overdose crisis in America and BritainWhy Black communities have seen some of the fastest increases in overdose deathsMental health, trauma, and economic pressureWhat can be done before more lives are lostFeatured Discussion PointsUnited States & United KingdomWhy men account for most suicide deathsThe rise of loneliness and isolationFinancial stress and survival modeSocial media and mental healthFamily separation and relationship strugglesSpecial Focus: Black CommunitiesRising overdose deathsMental health stigmaAccess to treatment and supportTrauma and community violenceSolutions that save lives

This is an audio version of a Rip Out article from the June 2026 issue of JGME, "Supporting Resident and Fellow Mental Health: From Prevention to Crisis" by Avraham Z. Cooper, MD, Jacob L. Bidwell, MD, Alexandra Flannery, MD, and Jessica A. Gold, MD, MS.

Greg Brady spoke with Eric Kam, Economics Professor at Toronto Metropolitan University to discuss: 1 - History's worst energy crisis, minus the price shock 2 - United States and Iran reach framework deal to end war and reopen the Strait of Hormuz Learn more about your ad choices. Visit megaphone.fm/adchoices

Patrick K. O'Donnell recounts Jubal Early's 1864 march on Washington, which exploited depleted Union defenses to reach the capital's gates at Fort Stevens. During the crisis, Abraham Lincoln famously stood on the parapet under fire. Early's success was aided by John Singleton Mosby, who conducted the Calico Raid to sever communications and draw off defenders. Mosby's men specialized in close-range pistol swarms, notably routing the Second Massachusetts Cavalry at Mount Zion Church. The arrival of the Union's Sixth Corps eventually forced Early to retreat, narrowly saving the nation's capital from capture. (4)1865

American Evangelical Christianity is in crisis. The story of how it got here is an important part of this series but there are several reasons so many evangelical Christians are discontent and looking for something else, something with historical roots, with a sense of tradition, with a sense of of transcendence, with reverent worship, and with a deeper view of the sacraments. It is the conviction of the Heidelberg Reformation Association that the answer to the longing for more lies not in Rome or in the Eastern Orthodox traditions but, as it were, in Geneva. In this series we will explore the history, theology, piety and practice of Roman Catholicism and the Eastern Orthodox traditions, and we will compare and contrast those two traditions with historic Reformed theology, piety, and practice. This episode of the Heidelcast is sponsored by the Heidelberg Reformation Association. You love the Heidelcast and the Heidelblog. You share it with friends, with members of your church, and others but have you stopped to think what would happen if it all disappeared? The truth is that we depend on your support. If you don't make the coffer clink, the HRA will simply sink. Won't you help us keep it going? The HRA is a 501(c)(3) non-profit organization. All your gifts are tax deductible. Use the donate link on this page or mail a check to Heidelberg Reformation Association, 1637 E Valley Parkway #391, Escondido CA 92027. All the Episodes of the Heidelcast Subscribe to the Heidelcast! Browse the Heidelshop! On X @Heidelcast On Insta & Facebook @Heidelcast Subscribe in Apple Podcast Subscribe directly via RSS Call The Heidelphone via Voice Memo On Your Phone The Heidelcast is available wherever podcasts are found including Spotify. Call or text the Heidelphone anytime at (760) 618-1563. Leave a message or email us a voice memo from your phone and we may use it in a future podcast. Record it and email it to heidelcast@heidelblog.net. If you benefit from the Heidelcast please leave a five-star review on Apple Podcasts so that others can find it. Please do not forget to make the coffer clink (see the donate button below). SHOW NOTES How To Subscribe To Heidelmedia The Heidelblog Resource Page Heidelmedia Resources The Ecumenical Creeds The Reformed Confessions The Heidelberg Catechism The Heidelberg Catechism: A Historical, Theological, and Pastoral Commentary (Lexham Academic) Recovering the Reformed Confession (P&R Publishing, 2008) Why I Am A Christian What Must A Christian Believe? Heidelblog Contributors Support Heidelmedia: use the donate button or send a check to: Heidelberg Reformation Association 1637 E. Valley Parkway #391 Escondido CA 92027 USA The HRA is a 501(c)(3) non-profit organization

Archbishop Vigano issues a blistering homily for Corpus Christi, warning that the rule of the Modernists is an assault on the body of Christ.Sources:https://www.returntotradition.orgorhttps://substack.com/@returntotradition1Contact Me:Email: return2catholictradition@gmail.comSupport My Work:Patreonhttps://www.patreon.com/AnthonyStineSubscribeStarhttps://www.subscribestar.net/return-to-traditionBuy Me A Coffeehttps://www.buymeacoffee.com/AnthonyStinePhysical Mail:Anthony StinePO Box 3048Shawnee, OK74802Follow me on the following social media:https://www.facebook.com/ReturnToCatholicTradition/https://twitter.com/pontificatormax+JMJ+#popeleoXIV #catholicism #catholicchurch #catholicprophecy#infiltration

One Generation From Extinction: Purity in Crisis

In this podcast, I continue my discussion on handling crisis from a biblical perspective (1 Samuel 30:1-20). Listen and be blessed. Shalom! Audio Download

Women can't agree on what's attractive and Belmont Cameli's viral dance may have been the final nail in the coffin. We're discussing the internet's divided reaction, Knicks vs. Spurs and the NBA Finals conversation, the Michael Jackson verdict Netflix documentary, and why Jaafar Jackson's performance in the Michael Jackson biopic still has me in shock.Also: The Eternal Sunshine Tour and Ariana Grande discourse, Kalshi and Polymarket prediction markets explained, Bonnie Blue's disturbing "golden shower" baby shower plans, Golden Tempo's Belmont Stakes victory after winning the Kentucky Derby, the American college student that went missing in Japan, and we finally ask, "WTF is HYROX?"Life updates include witnessing a car chase, people-watching at a porn shop, my obsession with Golden Tempo, and the usual collection of completely unnecessary rants and observations that somehow continue to make it into this public podcast.Thanks for listening and supporting the show! Enjoy!

Forbidden Knowledge News host Chris Mathieu explores why UFO disclosure, Skinwalker Ranch, and Sasquatch encounters may be less about the unknown — and more about who controls our understanding of reality — in episode 250 of the Far Out with Faust podcast.Chris Mathieu is the creator and host of Forbidden Knowledge News, an independent podcast exploring UFOs, consciousness, hidden history, paranormal phenomena, and alternative perspectives often overlooked by mainstream media. He is also a documentary filmmaker whose projects include Occult Louisiana and Doors of Perception, investigations into cryptids, anomalous encounters, and the nature of reality itself.In this conversation, Faust and Chris explore the growing tension between direct experience and institutional narratives in an age shaped by AI, information warfare, and competing versions of reality. From the co-opting of alternative media and debates surrounding UFO disclosure to questions about October 7th, hidden history, and elite power structures, they examine how public perception is formed, challenged, and manipulated. The discussion ultimately turns toward consciousness, spirituality, and the possibility that some of humanity's most enduring mysteries may be more connected than they appear.In this episode:• The Alternative Media Takeover: Why Chris believes figures like Tucker Carlson and Candace Owens helped transform the independent media landscape• October 7th and the Power of Narrative: Why Faust never believed the Hamas attack was a surprise• The UFO Disclosure Trap: Why both men distrust official transparency more than official secrecy• What's Really Happening at Skinwalker Ranch: Paranormal phenomena, military technology, and a story involving shape-shifting nanobots• The Sasquatch Encounter That Changed Everything: A Louisiana hunter's experience with telepathic beings and a mysterious Dogman• Tartaria and Historical Resets: Could evidence of a forgotten civilization be hiding in plain sight?• The CIA's Mars Remote Viewing Session: The story that led to one of the episode's strangest conversations• Geoengineering, AI, and the Electromagnetic World: Why Alana Freeland believes the transformation is already underway• The Rothschild Question: How discussions of war, banking dynasties, and hidden influence shaped the conversation• Christianity, Consciousness, and Control: Why both men distinguish personal faith from institutional religion…and much more! The claims may be controversial. The patterns are difficult to ignore.Connect with Christopher Mathieuhttps://forbiddenknowledge.news/https://www.youtube.com/@ForbiddenKnowledgeNewshttps://www.facebook.com/chris.mathieu.7509/https://x.com/ForbiddenKnow10https://www.instagram.com/forbiddenknowledgenews1Join us on PatreonFor uncensored episodes, behind-the-scenes content, and exclusive community access:https://patreon.com/FarOutWithFaustListen on Spotify + Apple PodcastsSpotify: https://open.spotify.com/show/6StPwgq2di3f8uxnc6SmIfApple: https://podcasts.apple.com/us/podcast/far-out-with-faust-fowf/id1533017218FOWF & Faust Checho on socialhttps://www.instagram.com/faroutwithfaust/https://www.instagram.com/theonefaustchecho/https://www.facebook.com/Faroutwithfausthttps://x.com/faustchechohttps://patreon.com/FarOutWithFaustQUESTION THE ANSWERS™we'd love to hear from you

Some couples are starting therapy before there's a crisis, using it to find out what they really need to know before committing to a lifetime together.  Linktr.ee | Apple Podcasts | YouTube | SpotifyFacebook: @ViewpointsOnlineX: @viewpointsradioInstagram: @viewpointsradioFull ArchiveContact UsAffiliates & National Syndication Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Don't Imbibe the Kool-Aid with Pastor David Whitney – This is a spiritual and civic fight. Prayer matters. So does careful study and steady action. Refuse despair. Teach your children the principles that created liberty. The republic is recoverable when enough citizens learn, petition, and persist for the next generation. Take up the work at the local level today and refuse to hand our posterity...

Nestor DupreyJun 12, 2026, 9:01 PM (3 hours ago)to me, MayiLa grave crisis en el suministro de agua, sus causas y efectos; el posible plan de privatización de la AAA y el plan alternativo del PIP; el proyecto de estatus del Comisionado Residente; el junket al desfile puertorriqueño en Nueva York; el posible plan de paz en la guerra Iran-EEUU-Israel; las medidas de liberalización económica en Cuba; las elecciones en Peru.Conducido por Néstor Duprey Salgado y Eduardo Lalo.Síguenos en las redes:Twitter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@PalabraLibrePR⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Facebook: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Palabra Libre PR⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Página web: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Palabra Libre – Más allá del bipartidismo (palabralibrepr.com)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠  

Connecticut senator Chris Murphy joins to discuss multiculturalism, the withdrawal of Joe Biden's presidential candidacy, and his new book, ‘Crisis of the Common Good.' (0:00) Intro (1:36) Responding to the symptom of Trump (5:07) Common good capitalism (7:21) The country's most harmful cults (10:07) Building cultural connections (21:38) Getting personal (24:20) The male loneliness epidemic (27:14) Governing in 2026 (31:51) A ‘Star Wars' analogy (37:59) The Divine Nine (39:30) Too much focus on the executive branch? (43:28) The Democratic plan for Black women and men Hosts: Van Lathan and Rachel Lindsay Guest: Senator Chris Murphy Producer: Donnie Beacham Jr. Social Producers: Bernard Moore and Jon Roemer Video Supervision: Chris Thomas and Jacob Cornett Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode of John Solomon Reports, we uncover a groundbreaking revelation as Tulsi Gabbard, the outgoing Director of National Intelligence, confirms that the United States has been funding foreign biolabs, including those in war zones and adversarial nations like China and Ukraine. Host John Solomon discusses the implications of this disclosure, questioning the necessity of American taxpayer dollars supporting dangerous pathogen research abroad and the risks involved, especially in conflict zones. Gabbard emphasizes that this practice is a troubling legacy of the Dr. Fauci era.Next, Congressman Tom McClintock from California joins the conversation to discuss the ongoing vote counting in his state—a process that has drawn criticism for its prolonged nature and potential for fraud. McClintock shares his insights on the political environment in California and the pressing issues facing Congress, including a potential FISA deal.In the second segment, Colonel Rob Maness provides expert commentary on President Trump's anticipated return to military power and its implications for national security. His insights shed light on the evolving dynamics within the military landscape.Finally, John introduces a new sponsor, Allegiance Gold, highlighting their commitment to transparency and customer service in the precious metals market. Listeners are encouraged to learn more about how Allegiance Gold can provide the best prices and deals.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.