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Fluent Fiction - Mandarin Chinese: Crisis & Compassion: Mid-Autumn at Tianye Hospital Find the full episode transcript, vocabulary words, and more:fluentfiction.com/zh/episode/2026-10-01-07-38-19-zh Story Transcript:Zh: 黄昏时分，凉爽的秋风轻抚着田野医院的帐篷。En: At dusk, the cool autumn wind gently caressed the tents at Tianye Hospital.Zh: 这里临时搭建了许多急救床位，供不断涌入的患者使用。En: Many emergency beds were set up here temporarily for the continuous influx of patients.Zh: 李俊身穿白色护士服，忙碌地穿梭在病床之间，En: Li Jun, dressed in a white nurse's uniform, busily moved between the beds.Zh: 虽然心情如同这即将沉落的夕阳般沉重，但她依然微笑着安慰身边的病人。En: Although her mood was as heavy as the setting sun, she still smiled to comfort the patients around her.Zh: 李俊是个善于在混乱中保持冷静的护士，但此刻她内心深处的焦虑不安无时无刻不在骚动。En: Li Jun is a nurse who excels at staying calm amidst chaos, but at this moment, an incessant anxiety disturbed her deep inside.Zh: 病人越来越多，医院资源却面临枯竭。En: The number of patients was increasing, yet the hospital resources were depleting.Zh: 她心里希望每个病人都能得到最好的照顾，但能力有限，她感到压力山大。En: She hoped in her heart that every patient could receive the best care, but with limited ability, she felt immense pressure.Zh: 一旁的美琳正拎着一摞病历，疲惫而坚定地对着同事们分配工作。En: Beside her, Mei Lin was carrying a stack of medical records, distributing tasks to her colleagues with a weary yet determined demeanor.Zh: 作为医生，她以快速思维和领导能力见长。En: As a doctor, she was known for her quick thinking and leadership skills.Zh: 然而，面对当前这场突如其来的危机，她忧心忡忡。En: However, faced with this sudden crisis, she was deeply concerned.Zh: 今晚是中秋节，她承诺过要与家人共度，En: Tonight was the Mid-Autumn Festival, and she had promised to spend it with her family.Zh: 可她明白，眼下的重担难以丢下。En: Yet, she understood that the heavy burden at hand was difficult to set aside.Zh: 就在此时，李俊心生一计，En: At that moment, Li Jun had an idea.Zh: 她暂停脚步，深吸一口气，决心向社区寻求帮助。En: She paused, took a deep breath, and decided to seek help from the community.Zh: 她想让志愿者们来处理一些非紧急事务，好让她专注于危重病人。En: She wanted volunteers to handle some non-urgent tasks so she could focus on critical patients.Zh: 与此同时，美琳也放下了自以为是的固执，通过网络向同行们寻求建议，接受了他们的支持与帮助。En: Meanwhile, Mei Lin let go of her stubbornness and sought advice from fellow professionals online, accepting their support and assistance.Zh: 她明白，只有集思广益，才能尽快找到有效的解决办法。En: She realized that only by pooling ideas could an effective solution be quickly found.Zh: 夜幕降临，月亮圆满如镜，象征着中秋团圆。En: As night fell, the moon was full and bright, symbolizing Mid-Autumn reunions.Zh: 病房内，灯光交错着洒下阵阵温暖。En: In the ward, the overlapping lights shed warm glows.Zh: 李俊和美琳远离喧嚣，和志愿者们组成了一个新的护理轮班，使得医院运作缓住了即将濒临崩溃的局面。En: Li Jun and Mei Lin, distancing themselves from the clamor, formed a new caregiving shift with the volunteers, allowing the hospital operations to stabilize from a near-collapse state.Zh: 望着窗外的圆月，李俊和美琳终于有了片刻宁静，En: Gazing at the full moon outside, Li Jun and Mei Lin finally found a moment of peace.Zh: 她们分享着一块月饼，那甜蜜的滋味在口中绽放。En: They shared a piece of mooncake, the sweet taste blossoming in their mouths.Zh: 窗外传来远处人群的欢声笑语，她们心中默默感到一股成就感和深深的联系。En: Laughter and cheer from distant crowds reached from outside the window, filling them with a silent sense of accomplishment and deep connection.Zh: 这个秋天的中秋夜，李俊和美琳学会了新东西。En: On this Mid-Autumn night of autumn, Li Jun and Mei Lin learned something new.Zh: 李俊发现自己能够适应挑战，并依靠团队的力量解决问题。En: Li Jun discovered that she could adapt to challenges and rely on the power of the team to solve problems.Zh: 美琳则懂得接受帮助，学会了从容地分配责任，而非独自抗下所有。En: Mei Lin understood the importance of accepting help and learned to calmly delegate responsibilities rather than bearing everything alone.Zh: 这一天，尽管艰辛，但却是她们人生中难忘的一瞬。En: Despite the hardships, this day became an unforgettable moment in their lives. Vocabulary Words:dusk: 黄昏caressed: 轻抚influx: 涌入amidst: 中间incessant: 无时无刻不depleting: 枯竭immense: 山大weary: 疲惫demeanor: 态度stubbornness: 固执clandestine: 偷偷摸摸clamor: 喧嚣stabilize: 稳定near-collapse: 濒临崩溃gazing: 望着mooncake: 月饼accomplishment: 成就感conglomerate: 集团adapt: 适应delegate: 分配responsibility: 责任unforgettable: 难忘tent: 帐篷crisis: 危机temporarily: 临时acquaintance: 熟人leadership: 领导能力volunteer: 志愿者gleam: 微光realm: 领域
This week, I welcome Debbie Brown, founder and CEO of SmartBird World Travel, to first discuss the latest trending news in travel, including Royal Caribbean purchasing a stake in Sandals, air traffic control issues, and more. Later, Brown provides insights into dealing with a crisis in travel and what steps advisors should take when something goes wrong. She shares real examples of crisis situations she's dealing with now, how connections and contacts with suppliers can help, and much more. The discussion on crisis management in travel begins after the 19-minute mark. Today's episode sponsor: Travel Insured International At Travel Insured International, we believe that power lies in partnership. And that means giving you the tools to streamline your workflow and help protect your reputation. Gain more control over your business (and its bottom line) with a custom Advisor Dashboard featuring a quote manager, commission and conversion tracking, and payment alerts. Plus, our Certified Specialist Program gives you the confidence to offer premium protection as a standard offering. Your clients aren’t alone. Now, neither are you. Visit TravelInsured.com. Where our people, become your people. Have any feedback or questions? Want to sponsor the show? Contact us at Podcast@TravelPulse.com and follow us on social media @TravelPulse.See omnystudio.com/listener for privacy information.
Grandparents Raising Grandchildren: Nurturing Through Adversity
Are you a grandparent who suddenly became the anchor for your grandchildren's future, feeling as if your living room has transformed overnight into a command center? Are you buried under legal forms, switching between crisis management and nurturing, and wondering if anyone sees the full scope of what you're carrying? The reality of kinship care can feel like running a multi-department enterprise in the dark, all while holding together the threads of family.Eleven years ago, Dr. Kristy Smith and her husband went from celebrating their empty nest to welcoming two grandsons into their home, changing their retirement plans in a matter of days. With three business degrees and decades leading in HR and project management, nothing prepared her for the emotional and logistical challenge of navigating foster systems in three different states, making quick decisions with stakes higher than any boardroom. For more information on Dr Smith, to puchase her books, please visit her website.Welcome to "Grandparents Raising Grandchildren: Nurturing Through Adversity." This podcast is your community—a place where your lived experience is honored, your struggles seen, and your triumphs celebrated. Here, you'll find authentic conversation and expert insights on legal, financial, and emotional issues. We'll talk with those who understand the complexities of raising children who have experienced trauma, and we'll share strategies to create stability and love, even in uncertain times.You are not alone in this journey. Together, let's rewrite our families' futures by sharing stories, best practices, and hope—so you can lead your home with the heart and resilience of a true executive, surrounded by a network that understands.Send us Fan MailNew! Grandparents Raising Grandchildren Online Support Circle! Starting Wednesday, October 7th, we meet every other Wednesday from 12:30 PM to 2:00 PM Eastern.A peer-first, confidential space—free from cross-talk, judgment, or unsolicited advice. Guided by certified therapists, specialized family coaches, and counselors who truly understand kinship care. When we look at the child welfare system today, it's clear that the framework we've inherited is completely outdated. We keep trying to "fix" programs, but what if the problem isn't just funding or execution? What if the problem is how we frame the issues in the first place?Ali Caliendo, founder of the Kinship Policy Lab, reminded us that the questions we ask determine the policies we write, the data we collect, and the outcomes we pursue. I want to know how you're doing. Is the podcast giving you what you need? What support are you missing most right now? Send me a Direct Message on Facebook or Instagram or email me directly at laurabrazan@grandparents-raising-grandchildren.org. I read and reply to every message because this community is built on supporting each other!Thank you for tuning into today's episode. It's been a journey of shared stories, insights, and invaluable advice from the heart of a community that knows the beauty and challenges of raising grandchildren. Your presence and engagement mean the world to us and to grandparents everywhere stepping up in ways they never imagined.Remember, you're not alone on this journey. For more resources, support, and stories, visit our website and follow us on our social media channels. If today's episode moved you, consider sharing it with someone who might find comfort and connection in our shared experiences.We look forward to bringing more stories and expert advice your way next week. Until then, take care of yourselves and each other.Want to be a guest on Grandparents Raising Grandchildren: Nurturing Through Adversity? Send Laura Brazan a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/grgLiked this episode? Share it and tag us on Facebook @GrandparentsRaisingGrandchilden Love the show? Leave a review and let us know!CONNECT WITH US: Website | Facebook
Send us Fan MailEpisode Summary: In this episode, Jason Pack, a retired FBI special agent and public information officer, shares insights from his extensive career in law enforcement and crisis communication. He discusses lessons learned from major incidents like the Boston Marathon bombing, the importance of trust and relationships in crisis communication, and how technology and social media are transforming the field.Jason's BIO: Jason Pack is a retired FBI Supervisory Special Agent, former television reporter, and frequent law enforcement and crisis communications analyst for Fox News, CNN, NewsNation, and the BBC. With more than 30 years of experience in public safety, media relations, and emergency response, he has built a unique career spanning journalism, emergency management, law enforcement, and crisis communications. Pack began his career as a firefighter and EMT in East Tennessee before working as a television news reporter and anchor. He later served with the Federal Emergency Management Agency (FEMA), where he deployed to major disasters nationwide, including the Space Shuttle Columbia disaster and the September 11 terrorist attacks. As a FEMA Public Information Officer, he was deployed to Ground Zero in New York City, an experience that inspired him to join the FBI. Following 9/11, Pack served for 20 years as an FBI Special Agent and Supervisory Special Agent. During his career, he led communications efforts and supported some of the nation's most significant crises, including the Boston Marathon bombing, the Pulse Nightclub attack, the Chattanooga military recruiting center shootings, the Nashville Christmas Day bombing, major cyber incidents, child abduction investigations, hostage situations, hurricanes, tornadoes, and wildfires. He also served as an FBI crisis negotiator, Acting Legal Attaché, leader of the FBI National Child Abduction Rapid Deployment Team, and instructor at the FBI Academy and the FBI National Academy. Today, Pack serves as Communications Director for the Tennessee Department of Safety and Homeland Security, overseeing strategic communications for six statewide public safety agencies. He is also CEO of Media Rep Global Strategies, a crisis communications and strategic consulting firm. Pack is the author of the recently published book, The Crisis Code, which shares lessons in leadership, communication, and decision-making drawn from some of the most challenging crises of his career.Jason's LinkedInSupport the showOur premiere sponsor, Social News Desk, has an exclusive offer for PIO Podcast listeners. Head over to socialnewsdesk.com/pio to get three months free when a qualifying agency signs up.
Fluent Fiction - Norwegian: Uniting Hearts: The Frosty Fight to Save a Family Farm Find the full episode transcript, vocabulary words, and more:fluentfiction.com/no/episode/2026-09-23-07-38-19-no Story Transcript:No: Lars stod ved kanten av eplehagen sin, hjertet tungt av bekymring.En: Lars stood at the edge of his apple orchard, his heart heavy with worry.No: Den kalde morgenluften beit i huden, og han kunne se frosten som allerede glitret på de røde eplene.En: The cold morning air bit into his skin, and he could see the frost already glistening on the red apples.No: Det var tidlig høst, men naturen hadde bestemt seg for å gi dem en forsmak på vinteren.En: It was early autumn, but nature had decided to give them a taste of winter.No: Denne frosten truet med å ødelegge hele årets avling.En: This frost threatened to destroy the entire year's harvest.No: Lars visste at dette kunne bety slutten på familien hans' tradisjonelle eplegård.En: Lars knew this could mean the end for his family's traditional apple farm.No: Astrid, hans praktiske og oppfinnsomme søster, kom raskt for å bistå.En: Astrid, his practical and inventive sister, quickly came to assist.No: "Vi må handle raskt, Lars," sa hun.En: "We must act quickly, Lars," she said.No: "Hvis vi dekker til trærne og bruker varme, kan vi kanskje redde eplene.En: "If we cover the trees and use heat, we might save the apples."No: "Lars nikket, men vissheten om ressursmangelen bekymret ham.En: Lars nodded, but the awareness of resource shortages worried him.No: De hadde ikke nok duker eller lanterner til å dekke hele hagen.En: They didn't have enough covers or lanterns to protect the whole orchard.No: "Hva med Ingrid?En: "What about Ingrid?"No: " spurte Astrid plutselig.En: Astrid suddenly asked.No: "Hun har kanskje noe vi kan låne.En: "She might have something we can borrow."No: "Ingrid var nabobonden.En: Ingrid was the neighbor farmer.No: Hun og Lars hadde sine meningsforskjeller, men Astrid så et glimt av håp.En: She and Lars had their differences, but Astrid saw a glimmer of hope.No: "Jeg vet ikke," sa Lars nølende.En: "I don't know," Lars said hesitantly.No: Han likte ikke tanken på å be om hjelp fra en rival.En: He didn't like the idea of asking a rival for help.No: Men presset fra frosten var for stort.En: But the pressure from the frost was too great.No: Med Astrid ved sin side dro han til Ingrid.En: With Astrid by his side, he went to Ingrid.No: Overraskende nok hilste Ingrid dem med et vennlig smil.En: Surprisingly, Ingrid greeted them with a friendly smile.No: "Jeg så frosten," sa Ingrid.En: "I saw the frost," Ingrid said.No: "Vi må jobbe sammen om vi skal redde avlingene våre.En: "We need to work together if we are to save our crops."No: "Lars følte en sterk lettelse.En: Lars felt a strong relief.No: Ingrid delte sine lanterner og presenninger med dem.En: Ingrid shared her lanterns and tarps with them.No: Tilbake i hagen arbeidet trioen gjennom natten.En: Back in the orchard, the trio worked through the night.No: De dekket trærne med duker og satte opp lanterner langs radene.En: They covered the trees with fabric and set up lanterns along the rows.No: Ingrid, som hadde opplevd noe lignende før, kom med verdifulle tips som var livsviktige.En: Ingrid, who had experienced something similar before, offered valuable tips that were crucial.No: Men i løpet av natten begynte snøfnugg å falle fra den mørke himmelen.En: But during the night, snowflakes began to fall from the dark sky.No: Spenningen steg.En: The tension grew.No: Astrid svingte en lykt over området mens hun ropte oppmuntrende ord til Lars og Ingrid.En: Astrid swung a lantern over the area while shouting encouraging words to Lars and Ingrid.No: De kjempet mot klokken og kulden.En: They fought against the clock and the cold.No: Da morgenen nærmet seg, begynte snøen å avta.En: As morning approached, the snow began to subside.No: Lyset fra den gryende dagen avslørte de delvis snødekte radene med epletrær, men også en bemerkelsesverdig bevart avling.En: The light from the dawning day revealed the partially snow-covered rows of apple trees, but also a remarkably preserved harvest.No: De hadde klart det!En: They had done it!No: Flertallet av eplene var reddet.En: The majority of the apples were saved.No: Lars kjente en dyp takknemlighet.En: Lars felt deep gratitude.No: Ikke bare for avlingen, men også for samarbeidet som hadde vært nødvendig.En: Not just for the harvest, but also for the cooperation that had been necessary.No: Ingrid hadde kommet igjennom for ham på et kritisk tidspunkt, og det minnet ham om at fellesskapet kan overvinne selv de hardeste utfordringene.En: Ingrid had come through for him at a critical time, reminding him that a community can overcome even the toughest challenges.No: Ved daggry sto de tre sammen og så opp mot en klar, blå himmel.En: At dawn, the three stood together and looked up at a clear, blue sky.No: Det var en påminnelse om nye muligheter, vennskap og hva som kan oppnås når man legger rivalisering til side.En: It was a reminder of new opportunities, friendship, and what can be achieved when you put rivalry aside.No: Lars hadde lært verdien av å jobbe i lag — en lærdom han ville bære med seg videre.En: Lars had learned the value of working together—a lesson he would carry with him moving forward. Vocabulary Words:orchard: eplehagefrost: frostglistening: glitrethreatened: truetharvest: avlingpractical: praktiskinventive: oppfinnsomassist: biståawareness: visshetcovers: dukerlanterns: lanternerrival: rivalpressure: pressrelief: lettelsetarps: presenningerdawning: gryendesubside: avtagratitude: takknemlighetcooperation: samarbeidopportunities: muligheterfriendship: vennskaprivalry: rivaliseringcommunity: fellesskapovercome: overvinnechallenges: utfordringercritical: kritiskexperienced: opplevdvaluable: verdifullcrucial: livsviktigencouraging: oppmuntrende
Get the FREE GUIDE to 10 Nonclinical Careers at nonclinicalphysicians.com/freeguide. Get a list of 70 nontraditional jobs at nonclinicalphysicians.com/70jobs. =============== Dr. Jennifer Clements spent years as an emergency medicine physician watching the same patients cycle back through the ER with the same chronic conditions: heart failure, hypertension, obesity, and uncontrlled diabetes. She patched them up each time. And she felt powerless and unfulfilled. COVID accelerated the decision she had already been building toward. She left the ER, completed additional training in integrative medicine, obesity medicine, and health coaching. Then she built a fully virtual practice focused on prevention, weight management, and hormone therapy for menopausal women. In this episode, she walks through how she structured the transition, LLC formation, 1099 contracting, malpractice insurance, working with a healthcare attorney on Medicare opt-out, and building income from multiple sources, including medical writing and a med spa medical director role. Her practice, Living Well MD, is licensed in five states. Show notes and links can be found at nonclinicalphysicians.com/promoting-health/.
Segment 1: Tom Gimbel, job expert and founder of LaSalle Network, joins John to talk about the one question you should ask if you want to have a caring company. Segment 2: Philippe Weiss, President, Seyfarth at Work, joins John to talk about how companies can turn a crisis into a business advantage. Segment 3: Phillip Shaw, Wealth Advisor and […]
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As a resilience professional, where do your responsibilities end? Beyond resilience, are you also accountable for situational awareness, third-party risk, and related functions? And how many tools does it take to manage it all? Hello everyone and welcome to episode 250 of the Resilient Journey Podcast, presented by Anesis Consulting Group! This week we are joined by our friend Vince Davis, a long time emergency management and resilience professional who is now the Chief Operating Officer for Statera. Vince and Mark use the features of Statera as a case study to demonstrate the various things that we, as resilience professionals, need to manage. Things like, exercise development, IT disaster recovery, business continuity, cyber response, situational awareness and much more. Using Statera as an example, this episode provides insight into everything we should be paying attention to. Be sure to follow The Resilient Journey! We sure do appreciate it! Check out the Resilient Journey Hub! Want to learn more about Mark? Click here or on LinkedIn. Special thanks to Bensound for the music.
The former General Counsel and Executive Advisor to the CEO of Starbucks joins us to share the behind-the-scenes of her experience navigating the Philadelphia crisis of 2018, what it was like getting Howard Schultz ready to testify in front of Congress in 2023, and her advice for other businesses experiencing unionization. We also talk about lessons learned from starting her own business.About guest Zabrina Jenkins: Co-founder & Principal, Sidas Strategic Advisors:Prior to starting her own consulting business, Zabrina Jenkins spent nearly two decades at Starbucks, going from the most junior lawyer to General Counsel before later serving as Executive Advisor to the Office of the CEO. She has served as an independent board director for Retail Opportunity Investments Corp. and was appointed by Washington Governor Jay Inslee as a Trustee for Central Washington University.About host Rachel Horgan:Rachel is an independent event producer, emcee and entrepreneur. She worked for the Business Journal as their Director of Events interviewing business leaders on stage before launching the weekly seattle podcast. She earned her communication degree from the University of San Diego.Contact:Email: info@theweeklyseattle.comInstagram: @theweeklyseattleWebsite: www.theweeklyseattle.com
World will live! Worlds will die! And the podcast will never be the same again! Okay, it'll be fine, but we're still diving deep into some Crisis Management with this one. Kevin Miller, author of Two Morrow's The Crisis Companion joins Ian, Murd and Brandon this episode, going into our combined Crisis histories, the mounds of research Kevin achieved to create the Companion (including interviews with a bunch of those involved at DC and Crisis itself), what made Crisis work better than other similar attempts at continuity resets, how close we may have come to Marvel publishing DC instead of what we got (and here's the link to the Jim Shooter biographical interviews we mentioned),the joy that is Silver-Age sillyness, where DC is now in the Waid era, quoting and referencing pages from Murd's Crisis thesis, some of our favorite Crisis moments, the wonder that is George Perez's artwork, how DC should utilize the word Crisis in their crossovers moving forward, what we can do to build the comic book industry forward for further generations, that time Kevin was Lex Luthor on Smallville, and so much more!You can also follow Comic Timing on Bluesky at https://bsky.app/profile/comictiming.bsky.social, on Facebook at https://www.facebook.com/ComicTiming/, and on Instagram at http://instagram.com/comictimingpodcast. And please, if you can, please leave us a review on Apple Podcasts; it helps attract new listeners! Finally, you can join in on the conversation at our Comic Timing Fans group on Facebook, which is a great place to hang out and talk comics.Follow Ian on Bluesky, and on Instagram at http://instagram.com/i_am_scifi. Brent posts regularly to YouTube on his channel, BK's Bullets and can be found on Bluesky and Threads; and you can find Brandon on Bluesky and Twitch!Thanks for listening, we'll catch you next time, and as always, there's always time for comics!Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy
Fluent Fiction - Norwegian: Scaling Crises: Sigrid's Quest for Team Unity in Oslo Find the full episode transcript, vocabulary words, and more:fluentfiction.com/no/episode/2026-08-28-07-38-19-no Story Transcript:No: På en varm sommerdag i Oslo våknet Sigrid med hodet fullt av tanker.En: On a warm summer day in Oslo, Sigrid woke up with a head full of thoughts.No: Hun så ut av de store glassvinduene i kontorskyskraperen, observasjonstårnet for hennes mange drømmer og ambisjoner.En: She looked out of the large glass windows in the office skyscraper, the observation tower for her many dreams and ambitions.No: Der nede myldret byen, men oppe i etasjen deres var det en annen type travle hender; de forberedte seg på team-building.En: Down below, the city was bustling, but up on their floor, there was a different kind of busy hands; they were preparing for team-building.No: Sigrid, prosjektlederen, visste at dette var hennes sjanse til å skinne foran Lars, sjefen hennes.En: Sigrid, the project manager, knew that this was her chance to shine in front of Lars, her boss.No: Kollegaen hennes Ola var allerede på plass.En: Her colleague Ola was already in place.No: Han var alltid i godt humør, full av energiske planer og gode forslag.En: He was always in a good mood, full of energetic plans and good suggestions.No: "Hva med en rebusløp gjennom hele bygningen?" foreslo Ola mens han smilte bredt.En: "How about a scavenger hunt throughout the whole building?" suggested Ola with a wide smile.No: "Bra idé, Ola," svarte Sigrid.En: "Great idea, Ola," replied Sigrid.No: Hun satte opp en liste over aktiviteter som kunne bringe teamet nærmere hverandre.En: She set up a list of activities that could bring the team closer together.No: Hun hadde beslutninger å ta.En: She had decisions to make.No: Valgene føltes viktige, nesten avgjørende for hennes karriere.En: The choices felt important, almost crucial for her career.No: Men snart støtte de på problemer.En: But soon they encountered problems.No: Noen kolleger syntes budsjettet var for stramt, andre fryktet de nye og ukjente aktivitetene.En: Some colleagues thought the budget was too tight, others feared the new and unknown activities.No: Sigrid kjente presset, men Ola stod ved hennes side, klar til å gi henne trygghet.En: Sigrid felt the pressure, but Ola stood by her side, ready to provide her with assurance.No: Da dagen for arrangementet kom, begynte alt godt.En: When the day of the event came, everything started well.No: Humøret var høyt blant de ansatte som samlet seg i lobbyen.En: The mood was high among the employees who gathered in the lobby.No: De skulle starte med å bygge tårn av marshmallows og spaghetti.En: They were going to start by building towers of marshmallows and spaghetti.No: Sigrid hadde også planlagt en utfordrende klatreleke hvor deltakerne skulle samarbeide for å komme seg opp til et mål festet i atriumets høyeste punkt.En: Sigrid had also planned a challenging climbing activity where participants were to work together to reach a target attached at the highest point in the atrium.No: Imidlertid, under klatreleken, sluttet plutselig sikkerhetssystemet å fungere som det skulle.En: However, during the climbing activity, the safety system suddenly stopped functioning as it should.No: Panikken bredte seg blant deltakerne, og Sigrid kunne føle spenningen i luften.En: Panic spread among the participants, and Sigrid could feel the tension in the air.No: Men hun tok et dypt pust.En: But she took a deep breath.No: Hun samlet alle og foreslo at de brukte utfordringen som en leksjon i samarbeid.En: She gathered everyone and suggested they use the challenge as a lesson in collaboration.No: Hvordan løse en krise sammen?En: How to solve a crisis together?No: Med Ola som hjalp til, roet Sigrid folkemengden.En: With Ola's help, Sigrid calmed the crowd.No: Hun veiledet dem gjennom improviserte løsninger og snart var alle med på å snu problemene til noe positivt.En: She guided them through improvised solutions and soon everyone was on board with turning the problems into something positive.No: Det ble en uventet lærepenge i håndtering av stress og beslutningstaking.En: It became an unexpected lesson in handling stress and decision-making.No: Til slutt feiret de med is og latter på takterrassen med utsikt over Oslo.En: In the end, they celebrated with ice cream and laughter on the rooftop terrace overlooking Oslo.No: Lars var imponert over Sigrids evner til å håndtere vanskelige situasjoner med ro og kreativitet.En: Lars was impressed by Sigrid's ability to handle difficult situations with calm and creativity.No: "Du gjorde en fantastisk jobb, Sigrid," sa han.En: "You did a fantastic job, Sigrid," he said.No: Hans anerkjennelse var et øyeblikk Sigrid skulle huske lenge.En: His recognition was a moment Sigrid would remember for a long time.No: Hun hadde ikke bare vunnet respekt, men også funnet ny selvtillit i rollen sin.En: She had not only gained respect but also found new confidence in her role.No: Mellom skyskraperens høyder og dybdene i teamets utfordringer, lærte hun at ekte ledelse ofte handler om å møte uventede utfordringer med hjerte og hjerne, sammen med et støttende team.En: Between the skyscraper's heights and the depths of the team's challenges, she learned that true leadership often involves facing unexpected challenges with heart and mind, together with a supportive team. Vocabulary Words:skyscraper: skyskraperobservation: observasjonambition: ambisjonbustling: myldreproject manager: prosjektlederenscavenger hunt: rebusløpsuggestion: forslagcrucial: avgjørendebudget: budsjettassurance: trygghetclimbing activity: klatrelekeatrium: atriumfunctioning: fungerepanic: panikkcollaboration: samarbeidimprovised: improviserteunexpected: uventethandling: håndteringstress: stressdecision-making: beslutningstakingterrace: takterrasserecognition: anerkjennelseconfidence: selvtillitheight: høydedepths: dybderheart: hjertemind: hjernesupportive: støttendelesson: lærepengelaughter: latter
Are you ready? For this episode of 3:12? HRP's Jessica Reece joins host Tom Simmons to talk National Preparedness Month, the time of year when we all make sure our homes and businesses are ready for potential disasters, both natural and manmade. We'll share the best practices for preparedness from the perspective of a Corporate Health and Safety Officer. In the play hard segment, we'll talk about our own disaster experiences. A reminder that our Play Hard segment is also available in video form! Watch that on our YouTube Channel. Make sure you subscribe, give us a review & check us out on social media!YouTubeLinkedInInstagramTwitterFacebookWebsite
Send us Fan MailEpisode Summary: Erinn Reyes, Director of Communications for the City of Garden City, Kansas, shares insights on municipal communication strategies, crisis management, and building community trust. Discover how her diverse background and recent FBI training shape her approach to transparent, effective public engagement.Erinn's BIO: Erinn Reyes is the Communications Director for the City of Garden City, where she works at the intersection of municipal government communications and public safety messaging, managing everything from crisis communications to community engagement to citywide information strategies. Erinn is passionate about fostering positive relationships between the local government and the community, advocating for transparency, and promoting a safe, informed environment for all residents and followers, all while adding some humor and good human moments along the way. She has proudly served with the City of Garden City since 2015. Before leading the City's Communications Department, Erinn also served as the Public Information Officer for the Garden City Police Department. Erinn earned her Bachelor of Science degree in Mass Communications fromNorthwestern Oklahoma State University and is a graduate of the EmergencyManagement Institute's APIO Program (2024) and the FBI-LEEDA's 177th Media& Public Relations Course (2023).In her spare time, Erinn enjoys reading, playing video games, and spending qualitytime with her family and friends, her two dogs, and her growing guinea pig farm.Erinn's LinkedInSupport the showOur premiere sponsor, Social News Desk, has an exclusive offer for PIO Podcast listeners. Head over to socialnewsdesk.com/pio to get three months free when a qualifying agency signs up.
He turned a $2 million fundraising auxiliary into a $62 million healthcare provider, without being a doctor or a pilot.In this episode of The Quest for Success Podcast, Jam and Dylan Pathirana sit down with Scott Chapman AM, former CEO of the Royal Flying Doctor Service (Victorian Section), for an honest conversation on leadership, impact, and what it actually takes to lead one of Australia's most trusted organisations through crisis after crisis.Scott shares his early life and influences, his unexpected path from teaching into leadership, and the moment he joined the Royal Flying Doctor Service in a role far removed from medicine or aviation. He walks us through how he built genuine conviction around fundraising, the discipline required to grow an organisation responsibly, and the leadership principles that carried him through some of the most difficult periods imaginable, including devastating bushfires and the COVID-19 pandemic.The conversation explores the hardest part of leading a resource-limited organisation: deciding what not to do. Scott reflects on impact-driven leadership, the long-term thinking required even when it demands short-term sacrifice, and why authenticity and trust are the real foundations of any lasting relationship, with donors, staff, or communities. He also opens up about legacy, recognition, retirement, and what success actually means to him after a career spent in service of others.This episode is a powerful reminder that some of the most important leadership lessons come not from titles or credentials, but from a genuine commitment to impact.What we cover:Scott Chapman's early life and influencesDefining success and career beginningsThe unexpected path from teaching to leadershipJoining the Royal Flying Doctor ServiceBuilding conviction in fundraisingLeading through bushfires and COVID-19Deciding what not to do with limited resourcesLegacy and long-term impact in nonprofit workRecognition, retirement, and evaluating new opportunitiesFinal reflections on success and leadershipSome of our favourite quotes:"Impact-driven leadership is about action and results." "Curiosity fuels innovation and cross-pollination." "Authenticity and trust build strong relationships."Chapters:00:00 Introduction and Guest Background02:46 Defining Success and Early Influences04:43 Career Path from Teaching to Leadership08:52 Joining the Royal Flying Doctors Service12:49 Building Conviction in Fundraising18:06 Leading Through Crises: Bushfires and COVID-1926:28 Deciding What Not to Do40:43 Legacy and Impact45:16 Recognition and Retirement47:18 Evaluating Opportunities51:35 Defining Success and Legacy54:36 Final Reflections and Key Traits#QuestForSuccess #ScottChapman #RoyalFlyingDoctorService #Leadership #CrisisManagement #Nonprofit #Fundraising #Legacy #ImpactDrivenLeadership #LongTermThinking #Authenticity #AustralianCharity #BusinessPodcast #InspirationFollow us on all your favourite platforms:Youtube: https://www.youtube.com/@TheQuestforSuccessPodFacebook: https://www.facebook.com/people/The-Quest-For-Success-Podcast/61560418629272/Instagram: https://www.instagram.com/thequestforsuccesspod/Twitter: https://x.com/quest4success_LinkedIn: https://www.linkedin.com/company/the-quest-for-successTikTok: https://www.tiktok.com/@thequestforsuccesspodWebsite: www.thequestforsuccesspodcast.com Please share this around to anyone you think will get value from it : )
How do you lead 16 agencies and serve 8.2 million people without losing sight of the individual? NYC's Deputy Mayor of Health and Human Services Helen Arteaga shows what happens when a leader moves beyond the binary of efficiency vs. compassion, using data and local insights to get both right. In this episode, you'll learn: Why a structured system for serving people from birth through end-of-life means better, consistent care. How to use neighborhood-level data and geographic targeting to serve people before they hit crisis. How to get the right processes in place before feeding data to an AI. The importance of early intervention with babies and children. Why ensuring equal access to good care is so personal for DM Arteaga, and how she honors her father's legacy by doing so. Guest: New York City's Deputy Mayor of Health and Human Services Helen Arteaga Listener Survey: bit.ly/datasmartpod Music credit: Summer-Man by Ketsa About Data-Smart City Solutions Data-Smart City Solutions, housed at the Bloomberg Center for Cities at Harvard University, is working to catalyze the adoption of data projects on the local government level by serving as a central resource for cities interested in this emerging field. We highlight best practices, top innovators, and promising case studies while also connecting leading industry, academic, and government officials. Our research focus is the intersection of government and data, ranging from open data and predictive analytics to civic engagement technology. We seek to promote the combination of integrated, cross-agency data with community data to better discover and preemptively address civic problems. To learn more visit us online and follow us on LinkedIn.
How do you go from supporting one child's development at a time to leading the people and programs that support thousands? Today, Eileen Lombardo-Young answers that question. Eileen is a speech-language pathologist, educator, and Executive Director of Preschool Programs and Services at All About Kids. Her role in making a difference in the lives of children was built case by case through hands-on experience as a provider. A SUNY New Paltz graduate and ASHA-certified clinician, she began her career supporting autistic students ages six to twenty-one, then worked across preschool programs, evaluations, camps, teletherapy, and clinical supervision. Over more than two decades, Eileen has moved from managing a therapy caseload to leading multidisciplinary teams and overseeing Early Intervention, preschool, and school-age services across New York State. Along the way, she has helped therapists grow, families navigate important decisions, and children continue receiving high-quality care even through the uncertainty of COVID. On the All About Kids podcast, we'll explore what direct clinical work taught Eileen about leadership, why talented providers burn out, what parents should really look for in a therapist, how motherhood keeps Eileen grounded, and how she helped navigate All About Kids through the chaos of the COVID crisis. Guest bio: Eileen Lombardo-Young is the Director of Programs and Services at All About Kids ALL ABOUT KIDS LINKS Instagram: https://www.instagram.com/aakcares/ YouTube: https://www.youtube.com/@aakcares LinkedIn: https://www.linkedin.com/company/all-about-kids/ Website: https://aakcares.com/ Substack: https://aakcares.substack.com/
Trudie Mason is joined by Daniel Tran, Director of Communication and Governmental Relations at Casacom, and Victor Henriquez, Public Affairs and Crisis Management specialist at Public Strategy and Conseil. A new Leger survey shows that despite a majority of Canadians believing the U.S tariffs are a threat, whether we should respond with tariffs of our own is splitting the population right down the middle. The amount of time waiting for a doctor on the info santé phone line 811 has increased to an average of 89 minutes this month. A new column in the Journal de Montreal by Josée Legault argues that asking society to simply "coexist" with homelessness risks normalizing a growing humanitarian crisis. How much would you spend on a piece of art? For the city of Saskatoon, the answer is $300 thousand. Despite meeting barely half of their performance targets, government executives received over $200 million in bonuses last year.
Vanessa Havard-Williams OBE explores how the UK is building a credible transition finance market, from stronger policy and transition planning to public finance, insurance and investable projects. Financing the transition to a low carbon economy is often presented as a question of capital: how much money is needed, where it should come from, and which technologies or projects should receive it. But the reality is more complicated. Finance cannot drive the transition in isolation. Companies will only invest at scale where the economics make sense, investors still need an appropriate return, and government policy plays a crucial role in shaping whether transition opportunities are commercially viable. There are also difficult questions around what credible transition finance actually looks like. How should financial institutions support high emitting companies as they decarbonise? How can they distinguish genuine transition from greenwashing? And how can new technologies and first of a kind projects overcome the barriers that often prevent private capital from flowing? That's why this episode explores: What transition finance means, and why clear definitions and credible transition plans matter; Why effective real economy policy is essential if capital is to flow at the scale required; And how government, financial institutions, public finance and insurance can work together to remove barriers and support a whole economy transition. ---------------- Links from this Episode: Scaling Transition Finance: Findings of the Transition Finance Market Review: https://www.theglobalcity.uk/insights/scaling-transition-finance From Planetary Hazard to Financial Stability: Disentangling Climate Risk and Institutional Responsibility (Lisa Sachs Report): https://ccsi.columbia.edu/from-planetary-hazard-to-financial-stability-disentangling-climate-risk-and-institutional-responsibility/ Investor Climate Action: What Finance Can and Can't Achieve (Tom Gosling Interview): https://www.garp.org/podcast/investor-climate-action-what-finance-can-and-cant-achieve ---------------- To find out more about the Sustainability and Climate Risk (SCR®) Certificate, follow this link: https://www.garp.org/scr For more information on climate risk, visit GARP's Global Sustainability and Climate Risk Resource Centre: https://www.garp.org/sustainability-climate If you have any questions, thoughts, or feedback regarding this podcast series, we would love to hear from you at: climateriskpodcast@garp.com ------------------ Today's Speaker Vanessa Havard-Williams OBE is the Senior Independent Director of UK Export Finance and Chair of the UK Export Guarantee Advisory Council. She previously led Linklaters' global environmental and climate change practice, founded the firm's ESG practice, and co-led its Risk and Resilience and Crisis Management teams. In 2024, Vanessa led the UK Government's Transition Finance Market Review. She now plays a leading role in the development of the UK's transition finance market, including as a member of the Transition Finance Council steering group and Chair of its working group on credibility and integrity.
Arnie Spanier continues filling in for Jason Smith, as he debates the insane ticket price hikes that have happened at sporting events and Mike & the crew weigh in. Plus, Mike picks apart the WNBA crisis management team and what they've been dealing with.See omnystudio.com/listener for privacy information.
Crisis Management: What Customers Remember Most A company may not have caused the crisis—but it still owns the customer experience surrounding it. In this episode of The Customer Service Revolution Podcast, Denise Thompson and John DiJulius examine what leaders should do when customers may be at risk, facts are still developing, and the organization's reputation is suddenly on the line. Using recent food-safety concerns and well-known brand crises as examples, they explain why silence, defensiveness, and rigid policies can magnify the original problem—and how a fast, transparent response can help preserve customer trust. The Four Principles of Customer Experience Crisis Management John outlines four actions organizations should take when a crisis occurs: Address the situation immediately. Make the highest-ranking leader the visible face of the response. Take full responsibility for protecting the customer experience. Overcorrect to demonstrate that the organization genuinely cares. Customers do not separate a company from its suppliers, franchisees, distributors, or employees. They remember the brand name connected to the experience—and how that brand responded. What Successful Crisis Responses Have in Common Denise and John revisit several high-profile corporate crises, including Johnson & Johnson's response to the Tylenol poisonings, Domino's reaction to an employee-created viral video, Chipotle's food-safety challenges, and JetBlue's response to severe travel disruptions. The strongest recoveries shared several characteristics: Customer safety came before short-term profits. Leaders communicated quickly and frequently. The organization took visible, decisive action. The crisis led to meaningful operational improvements. Customers were shown what would prevent the problem from happening again. Why Service Recovery Cannot Depend on the Employee You Reach The conversation expands from large-scale crisis management to everyday service recovery. John explains the service recovery paradox: when a company handles a problem exceptionally well, the customer can become more loyal than if the problem had never occurred. But that outcome requires a consistent recovery process. TDG's LEAST model helps employees respond effectively: Listen Allow the customer to explain the situation without interruption, defensiveness, or debate. Empathize Acknowledge what the customer experienced and demonstrate genuine concern. Apologize Take responsibility for the inconvenience or impact, even when the employee or company did not directly create the original problem. Solve Resolve the issue or take ownership of finding someone who can—without forcing the customer to repeat the story to multiple people. Thank Thank the customer for bringing the problem to the organization's attention and creating an opportunity to make it right. Stop Hiding Behind Policy Policies can protect consistency, but they can also prevent employees from using sound judgment. John shares the story of a longtime salon client who was charged for a missed appointment after her husband unexpectedly died. When she questioned the charge, the manager responded, "Sorry, that's our policy." The problem was not an uncaring employee. It was a system that had trained the employee to enforce a rule without giving her the confidence or authority to recognize an obvious exception. Leaders must decide whether onboarding primarily teaches employees what they cannot do—or prepares them to serve customers and one another with judgment, empathy, and ownership. Key Takeaways A company may not have caused a crisis, but it owns the customer experience of that crisis. Customers judge brands by what they do next. Silence allows speculation to control the story. The highest-ranking leader should be visible during a significant crisis. Taking responsibility is different from accepting legal blame. Overcorrecting can demonstrate that customer safety matters more than short-term costs. Employees need a clear service recovery process and enough autonomy to use it. Every transfer forces the customer to relive the problem and often increases frustration. Policies should provide guidance without eliminating judgment and empathy. A crisis can strengthen trust when it produces transparent action and lasting improvement. Memorable Quotes "Customers don't experience your supply chain. They experience your brand." "A company may not have created the problem, but it still owns the customer experience of the problem." "It's never what happens that is the worst thing. It's the cover-up." "Customers rarely judge a brand by whether something went wrong. They judge it by what the brand did next." "Listen like you're wrong." "Whoever gets the initial complaint owns it." "Every time customers have to retell their story, they get angrier." "Remove the word 'policy' from your company's vocabulary." Chapters 00:49 – When your company's name becomes part of the crisis 02:22 – John's destination-wedding revelation 08:40 – Why a supplier's problem becomes your brand's problem 10:19 – Four principles for responding to a crisis 13:05 – What Johnson & Johnson did after the Tylenol poisonings 16:42 – How Domino's confronted a viral reputation crisis 18:30 – Chipotle, food safety, and the cost of responding slowly 19:21 – JetBlue and turning failure into customer protections 24:17 – The service recovery paradox 25:33 – Using the LEAST service recovery model 27:29 – The "Ask Once" ownership promise 29:05 – How leadership attitudes shape customer treatment 33:45 – Why employees should not have to hide behind policy 36:06 – Final lessons for leaders Links: Storytelling blog: https://thedijuliusgroup.com/how-to-be-a-more-effective-leader-by-learning-the-best-way-of-storytelling/ ROX Dashboard: https://thedijuliusgroup.com/rox-dashboard/ The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test: https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors: tdg.click/claudia Ask John! Submit your questions for John, to be aired on future episode: tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership: https://thedijuliusgroup.com/membership/ Books: https://thedijuliusgroup.com/shop/ Contacts: Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com If you want to learn how world-class organizations build cultures customers cannot live without, explore The Experience Revolution Membership. Inside the membership you'll gain access to livestream workshops, practical frameworks, and proven strategies used by organizations around the world. Learn more at https://thedijuliusgroup.com/membership/ Learn More If your organization is working to improve customer experience but struggling to connect it to measurable business outcomes, The DiJulius Group can help. Visit: https://thedijuliusgroup.com Listen to more episodes: https://thedijuliusgroup.com/the-customer-service-revolution-podcast/ Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.
Philipp Leo — Swiss cyber expert, diplomat, and military officer, always two steps ahead of the storm No Password Required Season 7: Episode 7 - Philipp Leo Philipp Leo co-founded Leo & Muhly Cyber Advisory, a strategic advisory firm specializing in cyber risk, resilience, and geopolitics. Now consulting with governments and private firms in Switzerland and abroad, Philipp has served as a UN observer on the Korean DMZ, trained the next generation of Swiss Armed Forces cyber specialists, and taught at the University of Glasgow. He is also part of Europol's network of experts in data protection and cybercrime and has published stateside in MIT Sloan Management Review. In this episode, Philipp shares his journey from a Swiss bank he couldn't wait to leave to the Korean border, and eventually to the boardrooms of executives who still think cyber risk is someone else's problem. He breaks down the three most dangerous misconceptions executives have about cyber risk, why the CISO is too often a poster child rather than a decision-maker, and the challenges to cyber insurance in Europe. Cyber attorney Jack Clabby and co-host Kayley Jerrell talk with Philipp about his live crisis simulation that nobody can win, how to train cyber warriors, and how nation-state cyber conflict is looking more and more like the age of Caribbean pirates. In the Lifestyle Polygraph, Philipp reveals his favorite book, his eye-opening, go-to celebratory drink, and the weight of his luxury umbrella. He also shares his favorite escape when the complexity of modern life gets to be too much and introduces us to a Zurich commuting tradition that involves swimming home through a river. In this episode: Philipp's journey from a Swiss bank he couldn't wait to leave to the Korean DMZ and eventually the boardrooms of Fortune 500 executives (00:27 - 02:22) The three most dangerous misconceptions executives have about cyber risk and why cyber risk is a corporate problem, not a technology problem (04:19 - 05:30) How Philipp's live crisis simulation works, why nobody can win it, and why that's exactly the point (05:49 - 08:47) Why cyber crisis teams have improved dramatically but leadership boards remain the weakest link (06:30 - 08:47) The CISO poster child problem: why most CISOs have the accountability without the authority (09:54 - 11:00) Why cyber insurance in Europe has largely failed to deliver and what happens when attackers find your policy before you do (11:17 - 13:44) The OFAC twist: what happens mid-exercise when a Swiss bank decides to pay and then learns the attackers are on the sanctions list (18:38 - 19:31) Training Swiss Armed Forces cyber specialists and why the first lesson is that the other side plays by no rules (19:47 - 21:37) Whether nation states can ever beat the cyber threat and why the east side of Vienna tells you everything you need to know (21:54 - 23:25) Why nation-state cyber conflict has become remarkably similar to the age of Caribbean pirates (23:46 - 24:23) The Lifestyle Polygraph: Endurance, Campari Red Bull, a three-ounce umbrella, a cabin in the Alps, and swimming home through a Zurich river (00:04 - 12:03) Timestamp Highlights: (00:27) From Swiss banker to UN observer on the Korean DMZ (04:19) The three misconceptions executives have about cyber risk (05:49) The crisis simulation nobody can win and why that's the whole point (09:54) Why the CISO is too often a poster child without real power (11:17) Why cyber insurance in Europe has largely failed (18:38) The OFAC twist that stopped a Swiss bank mid-exercise (19:47) Training Swiss cyber warriors to understand the other side plays by no rules (21:54) Nation states vs. cyber threats: are defenders always outpaced? (23:46) How nation-state cyber conflict mirrors the age of Caribbean pirates (07:25) Always prepared: the three-ounce umbrella that nobody sees Resources & Links: Leo & Muhly Cyber Advisory Philipp Leo on LinkedIn ThreatLocker — Presenting sponsor DerScanner — Supporter of this podcast Cyber Florida — The Mother Ship
Fluent Fiction - Dutch: From Doubt to Determination: A Secret Bunker's Lesson Find the full episode transcript, vocabulary words, and more:fluentfiction.com/nl/episode/2026-07-17-07-38-19-nl Story Transcript:Nl: In de zomer, diep onder de oude school, bevond zich een geheime bunker.En: In the summer, deep beneath de oude school, there was a secret bunker.Nl: Het was donker en koud daarbinnen.En: It was dark and cold inside.Nl: De muren waren van metaal en overal stonden planken vol met blikken soep, waterflessen en EHBO-koffers.En: The walls were metal, and everywhere were shelves full of cans of soup, water bottles, and first aid kits.Nl: Femke liep rond met een zaklamp.En: Femke walked around with a flashlight.Nl: Ze was de leider van de studentenclub voor noodvoorbereiding.En: She was the leader of the student club for emergency preparedness.Nl: Sanne, haar vriendin, volgde haar.En: Sanne, her friend, followed her.Nl: Sanne hielp vaak om de rust te bewaren.En: Sanne often helped to keep things calm.Nl: Joris stond tegen de muur.En: Joris stood against the wall.Nl: Hij zuchtte.En: He sighed.Nl: "Dit is toch allemaal voor niets," zei hij.En: "This is all for nothing," he said.Nl: Femke stopte.En: Femke stopped.Nl: Ze keek Joris recht aan.En: She looked Joris straight in the eye.Nl: "Dit is wél belangrijk.En: "This is important.Nl: We moeten klaar zijn voor noodsituaties," zei ze.En: We need to be ready for emergencies," she said.Nl: Joris haalde zijn schouders op.En: Joris shrugged.Nl: "Er gebeurt nooit iets."En: "Nothing ever happens."Nl: Femke voelde zich vastberaden.En: Femke felt determined.Nl: "Oké, Joris.En: "Okay, Joris.Nl: Jij leidt de volgende oefening.En: You lead the next drill.Nl: Kijk of het zo makkelijk is," zei ze, een uitdaging in haar stem.En: See if it's so easy," she said, a challenge in her voice.Nl: Sanne glimlachte.En: Sanne smiled.Nl: Ze kende Femke goed en wist dat ze Joris iets wilde leren.En: She knew Femke well and knew she wanted to teach Joris something.Nl: De dag van de oefening kwam.En: The day of the drill came.Nl: Joris stond voor de groep studenten.En: Joris stood in front of the group of students.Nl: Hij zag er nerveus uit.En: He looked nervous.Nl: "Alles komt goed, toch?"En: "Everything will be fine, right?"Nl: fluisterde Sanne zachtjes.En: Sanne whispered softly.Nl: Maar al snel begon de chaos.En: But soon chaos began.Nl: Joris wist niet welke route te volgen.En: Joris didn't know which route to follow.Nl: Hij vergat sommige instructies.En: He forgot some instructions.Nl: Femke en Sanne hielpen om de groep rustig te houden.En: Femke and Sanne helped keep the group calm.Nl: Ze lieten de kaarten van de bunker zien en wezen op de nooduitgangen.En: They showed the maps of the bunker and pointed out the emergency exits.Nl: Eindeloos leken de gangen onder de school.En: The corridors beneath the school seemed endless.Nl: Aan het einde van de oefening was Joris zweterig en moe.En: At the end of the drill, Joris was sweaty and tired.Nl: Hij keek Femke met een nieuwe blik aan.En: He looked at Femke with a new perspective.Nl: "Ik begrijp het nu," zei hij zacht.En: "I understand now," he said softly.Nl: "Het is belangrijk."En: "It's important."Nl: Femke glimlachte en gaf hem een klopje op de schouder.En: Femke smiled and gave him a pat on the shoulder.Nl: "Je deed het goed voor je eerste keer," zei ze bemoedigend.En: "You did well for your first time," she said encouragingly.Nl: Sanne knikte instemmend.En: Sanne nodded in agreement.Nl: "We zijn een team," voegde ze toe.En: "We are a team," she added.Nl: Vanaf die dag veranderde Joris.En: From that day on, Joris changed.Nl: Hij kwam naar elke bijeenkomst.En: He came to every meeting.Nl: Hij stelde vragen en hielp met het oefenen.En: He asked questions and helped with practice.Nl: De club groeide hechter, en Joris realiseerde zich de waarde van voorbereid zijn en samenwerken.En: The club grew closer, and Joris realized the value of being prepared and working together.Nl: De bunker was niet alleen een donkere plaats meer voor hem, maar een plek waar hij leerde wat echt belangrijk is.En: The bunker was no longer just a dark place for him, but a place where he learned what truly matters. Vocabulary Words:bunker: bunkershelves: plankencans: blikkenflashlight: zaklampemergency preparedness: noodvoorbereidingcalm: rustsighed: zuchttedetermined: vastberadendrill: oefeningchaos: chaosinstructions: instructiescorridors: gangensweaty: zweterigperspective: blikencouragingly: bemoedigendagreement: instemmendteam: teamquestions: vragenpractice: oefenenvalue: waardeprepared: voorbereidrealized: realiseerde zichemergency: noodsituatiesfollow: volgenendless: eindeloosmetal: metaalpointed out: wezen opnervous: nerveusencouragement: bemoedigingsoftly: zachtjes
Fluent Fiction - Italian: Crisis and Collaboration: Uniting Under Rome's Streets Find the full episode transcript, vocabulary words, and more:fluentfiction.com/it/episode/2026-07-17-22-34-01-it Story Transcript:It: Nel cuore di Roma, sotto le antiche strade, si trovava un bunker sotterraneo.En: In the heart of Rome, beneath the ancient streets, there was an underground bunker.It: Lì, Luca conduceva una sessione di addestramento per la preparazione ai disastri.En: There, Luca was conducting a disaster preparedness training session.It: Era luglio, e Ferragosto si avvicinava.En: It was July, and Ferragosto was approaching.It: Le persone già sognavano il sole e il mare, ma qui dentro, l'atmosfera era tesa e seria.En: People were already dreaming of the sun and the sea, but inside here, the atmosphere was tense and serious.It: Luca, il coordinatore d'emergenza, era un uomo pragmatico.En: Luca, the emergency coordinator, was a pragmatic man.It: Aveva perso un familiare in un disastro passato e desiderava che nessun altro provasse quel dolore.En: He had lost a family member in a past disaster and did not want anyone else to experience that pain.It: Si dedicava anima e corpo al suo lavoro.En: He dedicated himself heart and soul to his work.It: Di fronte a lui c'era Giovanna, una giovane tirocinante con un sorriso solare.En: In front of him was Giovanna, a young intern with a sunny smile.It: Lei voleva dimostrare quanto valesse, ma spesso il suo approccio allegro entrava in contrasto con la serietà di Luca.En: She wanted to prove her worth, but often her cheerful approach clashed with Luca's seriousness.It: I muri di cemento del bunker erano ornati di mappe e forniture d'emergenza.En: The concrete walls of the bunker were adorned with maps and emergency supplies.It: Era un ambiente funzionale, senza fronzoli, dove ogni suono rimbombava.En: It was a functional environment, without frills, where every sound echoed.It: Il rumore dei passi dei tirocinanti riempiva l'aria, mentre Luca enumerava le procedure d'emergenza.En: The noise of the interns' footsteps filled the air as Luca enumerated the emergency procedures.It: La sua voce era ferma, quasi come una marcia.En: His voice was steady, almost like a march.It: "Durante un'emergenza, ogni minuto è prezioso," diceva Luca.En: "During an emergency, every minute is precious," Luca would say.It: Voleva veramente imprimere l'importanza della prontezza nei suoi allievi, specialmente in Giovanna, che sembrava avere la testa altrove.En: He truly wanted to impress the importance of readiness on his trainees, especially on Giovanna, who seemed to have her head elsewhere.It: Ma Giovanna aveva un piano.En: But Giovanna had a plan.It: Sapeva che il gruppo aveva bisogno di coesione.En: She knew the group needed cohesion.It: Propose una semplice esercitazione di team-building tra i tirocinanti.En: She proposed a simple team-building exercise among the interns.It: "Se ci conosciamo meglio, lavoreremo meglio insieme," suggerì, con il sorriso che non lasciava mai il suo viso.En: "If we know each other better, we'll work better together," she suggested, with the smile that never left her face.It: Luca decise di prolungare l'orario di addestramento.En: Luca decided to extend the training hours.It: "Dopo il tramonto capirete l'importanza della disciplina," disse.En: "After sunset, you'll understand the importance of discipline," he said.It: Qualcosa nell'oscurità li avrebbe resi più attenti, pensava.En: He thought something in the darkness would make them more attentive.It: Ma Giovanna non si lasciò scoraggiare e organizzò una piccola attività per migliorare la connessione dei partecipanti.En: But Giovanna was undeterred and organized a small activity to improve the connection among the participants.It: Poi arrivò la sorpresa.En: Then came the surprise.It: Un improvviso allarme di pratica inondò il bunker di luci rosse.En: A sudden practice alarm flooded the bunker with red lights.It: Era una simulazione, ma l'effetto fu devastante; alcuni partecipanti entrarono in panico.En: It was a simulation, but the effect was devastating; some participants panicked.It: La confusione regnava, testando l'autorità di Luca e il sangue freddo di Giovanna.En: Confusion reigned, testing Luca's authority and Giovanna's composure.It: Giovanna, ricordando gli esercizi di gruppo, gridò: "In gruppo, come abbiamo fatto prima!En: Giovanna, recalling the group exercises, shouted: "In groups, like we did before!It: Calma, seguite le procedure!"En: Stay calm, follow the procedures!"It: Le sue parole svolsero il ruolo di un'ancora.En: Her words served as an anchor.It: I tirocinanti collaborarono seguendo il piano clarificato prima.En: The interns collaborated, following the plan clarified earlier.It: Quando l'allarme cessò, l'atmosfera del bunker era cambiata.En: When the alarm stopped, the atmosphere in the bunker had changed.It: Lucas avvicinò Giovanna.En: Luca approached Giovanna.It: "Ottima idea quella del team-building," disse, cedendo.En: "Great idea with the team-building," he said, conceding.It: "Hai dimostrato qualcosa di importante oggi."En: "You demonstrated something important today."It: Così, mentre Roma si preparava al festeggiamento di Ferragosto, nel freddo bunker, una nuova comprensione aveva preso forma.En: Thus, while Rome prepared for the Ferragosto celebration, in the cold bunker, a new understanding had taken shape.It: Luca aveva imparato ad apprezzare le abilità interpersonali e Giovanna, con nuova fiducia, aveva guadagnato il rispetto che tanto desiderava.En: Luca had learned to appreciate interpersonal skills, and Giovanna, with newfound confidence, had gained the respect she so desired.It: Nell'oscurità del cemento, era nata una luce di collaborazione e rispetto.En: In the darkness of the concrete, a light of collaboration and respect was born. Vocabulary Words:the bunker: il bunkerthe intern: il tirocinantethe coordinator: il coordinatorepragmatic: pragmaticodisaster: il disastropreparedness: la preparazionethe session: la sessionetense: tesaserious: seriadedicated: dedicavaconcrete: di cementoemergency: d'emergenzathe maps: le mappesupplies: le forniturethe noise: il rumoreechoed: rimbombavaenumerated: enumeravasteady: fermamarch: la marciacohesion: la coesioneteam-building: di team-buildingdiscipline: la disciplinaundeterred: scoraggiatathe darkness: l'oscuritàsudden: improvvisosimulation: la simulazionepanic: il panicoconfusion: la confusioneauthority: l'autoritàcomposure: il sangue freddo
The final chapter of a bitter ten-year celebrity separation has officially closed, but the shocking details hidden inside the court documents are only just coming to light. We revisit the chilling allegations behind the notorious 2016 plane incident and dissect the heartbreaking reason why the children are actively erasing their father's legacy.Plus, our favourite 90s nice guy Luke Wilson is facing a massive wave of disappointment after debuting an unhinged thirty-year age gap relationship. We break down the double standards of Hollywood's most controversial romances and look at why a famous comedian's recent social media experiment completely exposed the internet's deep-seated hypocrisy.And an existential crisis is hitting the entertainment industry as an actor who does not actually exist books a prime-time movie role. We contrast this terrifying creative shift with a highly anticipated new three-hour blockbuster masterpiece shot entirely on special cameras in real locations. This story will blow you away.Remember The Spill drops the tea twice a day in this feed so follow us for all the latest entertainment news OR you can WATCH our show in full length video on the Apple Podcast app - make sure your phone is up to date and enjoy the watch! Link here.Plus, make our five minute Morning Tea podcast part of your routine to get across the latest entertainment stories first thing. Make sure to follow the Spill feed wherever you get your podcasts. THE END BITS Find and follow us on socials: Instagram: https://www.instagram.com/thespillpodcast/ TikTok: https://www.tiktok.com/@thespillpod Facebook: https://www.facebook.com/thespillpodcast/ Read all the latest entertainment news on Mamamia: https://mamamia.com.au/entertainment/ Support Independent Women’s Media. Your subscription helps us continue to tell the stories that matter to women. Want to join the conversation? Have feedback or a topic you want us to discuss? Send us a voice message or email us at thespill@mamamia.com.au and we’ll get back to you ASAP! Executive Producer: Monisha Iswaran Audio & Video Producer: Michael Kean Mamamia acknowledges the traditional owners of the land on which we have recorded this podcast.Become a Mamamia subscriber: https://www.mamamia.com.au/subscribeSee omnystudio.com/listener for privacy information.
In today's episode of Backpacker Radio presented by The Trek, brought to you by LMNT, we're live at the Skylark Lounge in Denver- and we are giving Chaunce a proper send off. For this one, we're joined by Fireball, Elise, Sassafras, Jolly, and of course Jabba. This one is a grab bag of odd games, including the Newlywed Game, a Triple Crown of behind the scenes crisis-management stories, we play Two Lies and a Truth, and Jolly hosts a highly contentious "Judge Jolly" debate between Chaunce and Jabba. This one features some surprise cameos, tequila shots, and signature Chaunce moments. LMNT: Get a free sample pack with any order at drinklmnt.com/trek. Gossamer Gear: Use code "BACKPACKERRADIO" for $20 off LT5 Trekking Poles at gossamergear.com. Hyperlite Mountain Gear: Use code "BPRADIO15" for 15% of hyperlitemountaingear.com Shady Rays: Use code "TREK" for 40% off two or more pairs of sunglasses at shadyrays.com. [divider] Interview with Juliana Chauncey aka Chaunce Time stamps & Questions 00:04:30 - Reminders: Suggest a guest, apply to be a cohost, and support us on Patreon! 00:06:15 - Introducing Chaunce 00:08:14 - Fireball & Chaunce play the Newlywed Game 00:32:30 - Introducing Elise 00:35:50 - Triple Crown of Crisis Management 00:55:15 - Triple Crown of Zach & Elise's Favorite Chaunce Moments 01:11:10 - Garrett's Chaunce Story 01:15:30 - Two Lies and a Truth with Jess 01:44:50 - Judge Jolly 02:35:20 - Chaunce gets a present 02:39:50 - Chaunce gets another present 02:47:00 - Mailbags 02:55:20 - 5 Star Review [divider] Check out our sound guy @my_boy_pauly/ and his coffee. Sign up for the Trek's newsletter Leave us a voicemail! Subscribe to this podcast on iTunes (and please leave us a review)! Find us on Spotify, Stitcher, and Google Play. Support us on Patreon to get bonus content. Advertise on Backpacker Radio Follow The Trek, Chaunce, Badger, and Trail Correspondents on Instagram. Follow Backpacker Radio, The Trek and Chaunce on YouTube. Follow Backpacker Radio on Tik Tok. Our theme song is Walking Slow by Animal Years. A super big thank you to our Bob Peoples Award winner(s) from Patreon: Alex and Misty with NavigatorsCrafting, Alex Kindle, Andrew, Austen McDaniel, Bill Jensen, Brad & Blair Thirteen Adventures, Bret Mullins aka Cruizy, Bryan Alsop, Carl Lobstah Houde, Christopher Marshburn, Clint Sitler, Coach from Marion Outdoors, Eric Casper, Erik Hofmann, Ethan Harwell, Gillian Daniels, Greg Knight, Greg Martin, Griffin Haywood, Hailey Buckingham, Jackson Storm, JaredNotFromSubway, Jason Kiser, Jason "The Snail" Snailer, Luke Netjes, Matty in AZ, Patrick Cianciolo, Randy Sutherland, Rebecca Brave, Rural Juror, Sawyer Products, The Saint Louis Shaman, Timothy Hahn, Tracy 'Trigger' Fawns A big thank you to our Cinnamon Connection Champions from Patreon: Bells, Benjy Lowry, Bonnie Ackerman, Brett Vandiver, Chris Pyle, Dakota J, David Neal, Dcnerdlet, Denise Krekeler, Jack Greene, Jeanie, Jeanne Latshaw, Lloyd Harris, Merle Watkins, Peter, Quenten Jones, Ruth S, Salt Stain, Sloan Alberhasky, and Tyler Powers.
https://youtu.be/NPL9Rg2tw0M Itay Ben Horin, CEO of Ben Horin & Alexandrovitz, one of Israel's leading strategic media consultancies, is on a mission to help people and organizations achieve their goals through strategic communication. As the author of Crisis Management, Itay draws on decades of experience helping businesses, public figures, and institutions navigate high-stakes situations where leadership and communication determine the outcome. In this conversation, Itay introduces The Crisis Management Framework: Stay Prepared, Pull Your Team Together, Work Fast and Slow, Pick Your Entry Point, Decide Strategy, and Select Who Speaks, Where, and When. He explains why preparation is the greatest advantage in any crisis, why leaders must balance urgency with thoughtful decision-making, and how identifying the right audience and communication strategy can turn a defining moment into an opportunity. He also shares how AI is reshaping strategic communications, the growing threat of deepfakes, and why books and long-form conversations remain indispensable in an age of AI-generated content. — 5 Steps to Address a Crisis with Itay Ben Horin Good day. Steve Preda here with the Management Blueprint podcast, and my guest today is Itay Ben Horin, the CEO of Ben Horin & Alexandrovitz, a leading strategic media consultancy in Israel, and also the author of Crisis Management, which just came out in the U.S. Itay, welcome to the show. Thank you. Thank you for inviting me. Yeah, it’s exciting to talk to you. I mean, you’re in Israel. You’re growing your business there, and I look forward to your differentiated perspective on things on this show. But before we launch in, my favorite question: What is your personal “Why,” and how are you manifesting it through Ben Horin & Alexandrovitz? Okay. So our vision in the company is to help people fulfill their goals through the media. We're trying to empower people and organizations to achieve their objectives.Share on X And we do it through the media, through communication, and through social networks. This is our expertise: communication, strategic consulting, public relations, and spokesperson services. My specialty is crisis management, but our company provides all kinds of media consulting. And our “Why” is to help people fulfill their dreams. Our way of helping them is through the media. But there are other goals as well. Yeah. That is interesting. So how does media help people fulfill their dreams? When a person or an organization is talking to one person or two people in a store, or in any other aspect of communication, it has limited power. But when they communicate through the media to thousands or even millions of people—through television, radio, podcasts, or whatever channel exists in modern life—they have the ability to influence more people. So the media helps them. In a good way, and also in crisis management. When something goes wrong, you can use the media to move from a bad situation to a better place. When I talk to people, I tell them that even in biblical times, people had communication and written communication. And it’s the same stories: Love. Hate. Power. Politics. Everything is the same. The only thing that has changed is the technology we use to communicate with people. Once, people shouted from rooftops and used other traditional methods. Today, they can talk from their homes to millions of people. Yeah. And then social media is a big amplifier of messaging. It’s changing politics as well. So, for sure. Now, you’re running a large strategic communications firm, but you wrote this book about crisis management. So what’s different about communication during a crisis compared to business as usual, when you just want to get your message out? I’m a basketball fan, and today is like the NBA playoffs. So I’m saying— The Spurs won. Yeah, the Spurs won. And it’s very interesting to watch a seven-game series. So what I’m saying is that regular communication is like the regular season. You win. You lose. It’s important, but it’s not that important. A crisis is like the playoffs. You can win or lose. If you manage the crisis well, you can be a winner.Share on X You can win the season even if it began with a crisis. But if you lose, you’re out. So a crisis is a moment that can change your destiny—for better or for worse—depending on how you manage it. And I think that’s the difference between crisis management and regular communication. As I said, regular communication is like a very long regular season. Yeah, I love that analogy. So it’s the yin and yang, right? It’s the crisis and the opportunity. How do you turn a crisis into an opportunity? There’s a saying: “Never let a good crisis go to waste,” right? Something like that. Yes. I’m not advising people to get into a crisis. That’s not my advice. But if you have a crisis—and in my book, Crisis Management, I write about many case studies, both good and bad examples of crisis management—in some cases, the way people like Bill Clinton or Barack Obama managed their crises helped make them winners because they handled them well. I also write about companies like McDonald’s and Starbucks, as well as crisis management cases in Israel. If you manage a crisis badly, you can lose your position or even your business. So I’m not advising anyone to seek out a crisis. But when I walk into a room where there is a crisis—and I do that a lot, it’s my day job—I meet a CEO or a manager who is dealing with a crisis, and I tell them: “Please try to look at this moment from another perspective.” “Because these are the moments that define your leadership.” “And if we do well, and if we do our best, you may be remembered as the leader who successfully navigated this challenge.” It’s hard to see that in the moment. But afterward, people often come back to me and say: “I remember what you told me during those moments.” Yeah. That’s when character really shows up, right? In moments of crisis. It’s when everything gets amplified. Yes. So this podcast is called Management Blueprint. We talk about frameworks all the time. So give me a good crisis management framework. Three to five elements. I’m sure you cover them in your book. If someone is in a crisis, what do they need to think about? What steps should they take? Do you have a framework like that? Yeah. So the book is like 20 chapters. Sixteen of them are crisis-management cases from around the world and Israel, including some that I managed. And there are also four chapters about this framework and how to manage a crisis. So the first thing that I will tell you is that the best way to manage a crisis is to be prepared for a crisis. I know it sounds like a cliché, but it's really important. Every minute that you prepare—I call it a golden minute.Share on X Every minute that you prepare for a crisis will count as 10 minutes during the crisis when it begins. Because if you are prepared, if you know who is talking, who is on your team, what the messages are, who your crisis-management advisor is, who your lawyer is, who your accountant is, and who will be in the room, as a manager that’s very important. So that’s the preparation. And even if you don’t prepare, the first thing is to get your team together. I don’t believe that crisis management can be managed from far away. You must be in the same room with all the people and talk together with your team. The second thing is that in a crisis, you need to work very fast and very slowly. Very fast because you need to think fast and react fast because it’s a crisis. You have a lot of phone calls, a lot of WhatsApp messages, and a lot of activity on social networks. A lot of people are talking to you. But you also need to be very sharp, and you need time to think. The most important thing you need to think about is: What is your entry point for the win? Who is your target audience? Is your target audience the general public? The business ecosystem? A regulator? A minister? In most crises, you have a few target audiences. But you must understand which target audience can take you to a win. If you’re a political leader, it’s the public. If you’re a business, it can be the market or the stock exchange. If you’re a producer or a manufacturer and you have a crisis, it can be the regulator. So you must think about who your target audience is and then decide on the strategy. Because there are crises that you cannot win. Going back to basketball, maybe you cannot win the series. But it’s better to lose four games to two than four to zero. And that’s okay because you’re building for the next stage. So you have the team. You have the target audience. You have the strategy. Then you need to decide who is talking to the public and how they are talking. Through Facebook or other social networks? Are you talking to the press? Are you having one-on-one meetings? When are you going to talk? Where are you going to talk? And who is going to talk? The manager? The professional manager? Your legal staff? Your communications staff? These are all the things you need to decide when the crisis begins. And from there, every crisis is different. But that’s where you move forward. Yeah. That’s fascinating. So basically, get your team together. That’s step one. Obviously, you have to be prepared so that you have a team. You have to react fast, but also make room for deep thought. Who’s your target audience? How do you enter this crisis, or where do you need to show up? Decide the strategy. And then who’s going to speak, where, and when. So that’s fascinating. When and where. What is the technology? Are you doing a press conference? Are you doing a press release? Do you go to your LinkedIn page, your Facebook page, or your Instagram page? Every crisis has its own recipe. I’m saying that there are people in my profession who use the same strategy all the time. To talk or not to talk. To be aggressive or not to be aggressive. I think every crisis has its own recipe. There are times when you need to talk. There are times when you need to remain silent. There are times when you need to attack your rivals or your opponents. And there are times when you need to apologize for things that you have done. So every crisis has its own recipe. Yeah, that makes sense. I love it. So I’d like to switch gears a little bit and learn more about your business. What drives growth in your business, in your strategic communications consulting business? So I think there are two main engines. The first engine is more clients. We have clients in all aspects of life.Share on X We have Samsung and Qualcomm from the technology sector. We have a large bank and a large investment house. We work with cities and municipalities. We work with academia. So that’s one engine. And the second engine is adding more services. We started with communications. Then we added social media management. Then we added video. Now we work with influencers and content creators as well. So one way to grow is through more clients. The second way is by expanding the scope of our profession. It’s all around communication, but communication is evolving. Yeah. So when you say more aspects, do you mean more channels? Yes. More channels, more services. How do you see these channels evolving? What’s the big trend? In the past, people shouted from rooftops. Then there were town hall meetings. Then there were newspapers. Then came the internet and social media. And now people are posting and tweeting. So how has this evolved? What’s the bigger picture? What is communication evolving toward? So it’s a good question. I think that the first main understanding is that it’s all together. It’s all synchronized. You talk on television, in the newspaper, and on the radio. Nothing has diminished. Everything is together. But you have more channels, as you said. The most evolving channels are influencers and creators. Now, a lot of my clients are not talking to journalists. They are talking to creators or to social media influencers. And they are the most important when you have a B2C business talking to the customer and the consumer. For businesses that are more B2B, I think the economic press and television are still very important. So it depends on the client-side organization. Who is the organization, and what is the best channel to talk through? Yeah. That’s interesting. What is something that you’re actively trying to figure out in your business right now? I think, like everyone, we’re thinking now about how AI will affect our job and our profession. The first steps of AI are already here. Everybody is using ChatGPT, Gemini, and Claude. We also use ChatGPT and Claude in every program that we have. But I’m sure that there will be more changes. We can see it through the video aspects and the graphic aspects. It didn’t change communication, but it will change it like every profession. So we are trying to think about what is the best way to use it. And also how we can be faster than our colleagues in the profession in using it correctly. And what are some of the challenges with AI? What makes it tricky to implement an AI strategy, if anything? First of all, I think the biggest challenge is that I have 25 years of experience, and my partner also has 25 years of experience. So together, we have 50 years of experience in communications consulting. And we had a big gap between us and all the other competitors. But now, with AI, you can be very young in the profession and still get access to all the knowledge, all the books about the field, and all the crisis case studies. So I think the first challenge is understanding that AI is shortening the gap between those who have experience and those who don’t. I think that’s true in every profession. Yes. So I think that’s challenge number one. Challenge number two is that there is a lot of fake news. I’m working with a very prominent businessman in Israel, and now there is a fake AI version of him using his image and talking to the public. It looks like the real person is speaking. And that’s a problem that you need to solve. We are talking to Twitter, Facebook, and Instagram, asking them not to show the ad because it’s fake. But it’s hard. And it’s something new. It wasn’t there in the past. That’s scary. That’s very scary when this happens. Yes. Everything is getting more complex. I also see it as an opportunity because we have a lot of experience, so we know how to manage these situations. But these are new situations. Yeah. I wonder how the world is going to deal with that. One thing we noticed when we created an AI video was that it got a lot fewer likes. Even though it was early on, when there were very few AI videos, and we thought it was a very clever thing, people didn’t really resonate with it. Do you find that this is the case? Or are AI videos now so well done that people don’t realize they’re fake? I think it’s a challenge for the regulators. And I see that they are already doing some work in this area. For example, an AI video will have something written on it saying, “This is an AI video.” You must do that. So I think that if regulators strengthen these requirements across all the platforms—Google, Facebook, ChatGPT, and everything else—then we’ll reach a point where people can watch any video they want, but they will know whether it’s an AI-generated video or a real one. Yeah. That makes sense. So where do you see the growth opportunities for communications businesses like yours going forward? I think, as I said, AI will take us to a place where we can work with more clients in a faster way. I'm one of the founders of a startup called Focus AI that is creating synthetic groups and communities.Share on X We can talk to synthetic figures and better understand the best way to approach messaging and make decisions after interacting with these communities. So this is one path for growth in the profession and also in our business. And it’s something that we are already doing. So that’s one way to move faster. Another thing I’m doing is investing in business books. Because I think people will look for things that are very fast, like AI. But they will also look for things with a lot of depth, like books. And I can see right behind you all the books that you are reading. I believe there are many people who still want a way to go deeply into topics. Because of that, I also wrote my book. And now I’m investing in a business that will bring more and more business books into Israel. That is very interesting. There’s a theory that media consumption is becoming polarized. Very short-form media is becoming more popular, and very long-form media is also becoming more popular. And perhaps books are the long-form media that you’re talking about. And I think podcasts as well. Podcasts are becoming very successful around the world, and also in Israel. Because people want the opportunity to have a one-hour conversation and really understand things. Not just clips from radio interviews or short interviews. So, as you said, more fast and more slow. More sharp and more depth. Yeah. That ties in with your framework. In a crisis, you have to be fast, and you have to be slow at the same time. Who do you recommend should buy your book? Who can benefit from Crisis Management? So I think there are three main target audiences. The first is managers, CEOs, and people who make decisions. They will face crises in their professional lives. I think everyone has a crisis in their life and in their professional life. It’s like back pain. Everybody has it, has had it, or will have it. Nobody lives their life without back pain, and nobody lives their life without a crisis. So the first audience is managers. The second audience is people in my profession: Communications consultants and lawyers who deal with crises. They can benefit from these case studies. And the third target audience is students of communications, business, and law. People who want to gain more knowledge about this subject and this field. Is this just about communicating during a crisis, or is it also about solving the crisis? Or are those the same thing? No. It’s about all aspects of a crisis. Every crisis has a communication aspect. But Crisis Management, the book, and crisis management itself are not just about communication. As I said, when I come into an organization that is in crisis, I’m managing the communications side of the crisis. But there is also a lawyer. There is a lobbyist. There is an accountant. And there are the internal managers of the organization. Everybody has their own target audience. So the book is about the entire crisis. My way is through the media. Yeah. Love it. That’s great. Okay. So if you’re listening to this and you’re running a business, or you’re in a professional-services business, or you’re a politician, or anyone working in a high-stakes environment, I highly recommend Itay Ben Horin’s book, Crisis Management. It just came out. Is it available on Amazon? Yeah. Amazon, Barnes & Noble. It’s everywhere. Yeah. So it’s on Amazon and in the major bookstores everywhere. If you want to learn more, check it out. Where can people reach you if they want to talk to you or someone at your firm? What would be the best entry point? Yeah. My email is open. My LinkedIn is open. I’m very available. My profession is to be available 24/7. So check Itay Ben Horin out on LinkedIn. He’s easy to find there. Yes. And he’s the CEO of Ben Horin & Alexandrovitz, a leading strategic media consultancy in Israel. Do you work outside of Israel as well, or do you focus primarily on the Middle East? Yes. We work outside of Israel. We work with Israeli brands that have communications or business activities around the world. We also work with American and European brands that operate in Israel. So our main focus is Israel, but we work with many clients around the world. We have about 50 international clients. That’s fantastic. So check Itay out. Read his book. And if you enjoyed this conversation, stay tuned because every week we have another entrepreneur with a unique framework coming on the show. Itay, thanks for coming. And thank you for listening. Thank you very much. Important Links: Itay's LinkedIn Crisis Management Book Itay’s Website
Milania is apparently in rehab as we discussed yesterday, so exactly how is she posting a series of pro Teresa and Louie stories on her Instagram? The rumors, and nastiness, grow louder about what exactly happened that fateful night in May behind closed doors of the Giudice household. Teresa hires a top crisis management firm as Louie does not deny anything. More dra-ma from our live show arises - some trolls just do not wanna go away - as we drop additional never before heard audio from our live show, unedited. Last, but not least, Summer House prepares to begin filming down the street next week as the new cast is revealed leaving many asking how and why? @behindvelvetrope @davidyontef Learn more about your ad choices. Visit megaphone.fm/adchoices
Shopify Masters | The ecommerce business and marketing podcast for ambitious entrepreneurs
Leaders Founders behind Ouai, Good Girl Snacks, Heaven Mayhem, Hedley & Bennett, and more share the expensive, embarrassing, and clarifying mistakes that taught them how to build stronger businesses. For more from these leaders click here Subscribe and watch Shopify Masters on YouTube!Sign up for your FREE Shopify Trial here.
Five months after 84-year-old Nancy Guthrie was abducted from her home in the Catalina Foothills of Arizona, shocking new details have emerged surrounding conflicting ransom notes sent to local media. While investigators race to track down the mysterious masked intruder captured on doorbell footage, new questions arise about a bizarre cryptocurrency tactic used by federal authorities. Law&Crime's Jesse Weber breaks down the latest investigative updates alongside Daniel Brunner, a former FBI Special Agent, Crisis Management expert, and FBI SWAT Tactical Operations Team Leader.HOST:Jesse Weber: https://twitter.com/jessecordweberLAW&CRIME SIDEBAR PRODUCTION:YouTube Management - Bobby SzokeVideo Editing - Michael Deininger, Christina O'Shea, Alex Ciccarone, & Jay CruzScript Writing & Producing - Savannah Williamson & Juliana BattagliaGuest Booking - Alyssa Fisher & Diane KayeSocial Media Management - Vanessa BeinSTAY UP-TO-DATE WITH THE LAW&CRIME NETWORK:Watch Law&Crime Network on YouTubeTV: https://bit.ly/3td2e3yWhere To Watch Law&Crime Network: https://bit.ly/3akxLK5Sign Up For Law&Crime's Daily Newsletter: https://bit.ly/LawandCrimeNewsletterRead Fascinating Articles From Law&Crime Network: https://bit.ly/3td2IqoLAW&CRIME NETWORK SOCIAL MEDIA:Instagram: https://www.instagram.com/lawandcrimeTwitter: https://twitter.com/LawCrimeNetworkFacebook: https://www.facebook.com/lawandcrimeTwitch: https://www.twitch.tv/lawandcrimenetworkTikTok: https://www.tiktok.com/@lawandcrimeSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
From election war rooms to global PR disasters, Itay Ben Horin has turned 16 of the world's biggest crises, including the campaign that helped the release of all children hostages in Gaza, into a playbook for how leaders survive the worst day of their careers. Can he help us solve the Jewish hate crisis?X: @Itaybh linkedin.com/in/itayb1"Crisis Management" on Amazon: https://a.co/d/08FOzRRT-- --WHAT IS THEJEWFUNCTION - A 10min EXPLANATIONhttps://youtu.be/5TlUt5FqVgQLISTEN TO THE MYSTERY BOOK PODCAST SERIES:https://tinyurl.com/y7tmfpesSETH'S BOOK:https://www.antidotetoantisemitism.com/FREE AUDIOBOOK (With Audible trial) OF THE JEWISH CHOICE - UNITY OR ANTISEMITISM:https://amzn.to/3u40evCLIKE/SHARE/SUBSCRIBEFollow us on Twitter/Facebook/Instagram @thejewfunctionSUPPORT US ON PATREONpatreon.com/thejewfunction
This episode features Jim Bowie, VP and CISO at Tampa General Hospital, joined by co-host Courtney Guss, Director of Crisis Management at Semperis.Jim began his career in EMS and law enforcement before moving into cybersecurity, giving him a grounded understanding of how operational continuity and human outcomes intersect during a crisis. At Tampa General, he leads teams spanning network security, operations, IAM, and GRC, and has built a training culture centered on adversarial simulation, monthly range of exercises, and regular DR drills.In this episode, Jim argues that rehearsal is the highest-leverage move for resource-constrained security teams and explains why an outage is an outage regardless of cause. He covers why identity is consistently the weak point in every simulation and why the relationships you build before an incident are the ones that matter most.If your organization is still treating recovery as an afterthought, this episode will change how you think about it.Guest BiosJim Bowie Jim Bowie is the Vice President and Chief Information Security Officer (CISO) at Tampa General Hospital (TGH). Jim is an accomplished leader with decades of cybersecurity experience and leadership in threat hunting, incident response, threat intelligence, and security operations. He is a strategist with demonstrated ability to bridge between security, infrastructure, and business needs and has experience leading multiple areas in information technology, including cloud infrastructure and security, with exceptional results in employee engagement and productivity.Courtney Guss Courtney Guss is the Director of Crisis Management at Semperis, with over 20 years of experience spanning cybersecurity, risk management, and crisis response. She specializes in helping organizations navigate high-impact incidents—from ransomware attacks to regulatory reporting—by orchestrating clear, business-aligned response strategies. Courtney is passionate about transforming crisis chaos into operational clarity.Guest Quote "You absolutely need a technology component to your program. But at the end of the day, that tech is surfaced to a person in the chair. And if that person's not up to speed, there's no amount of tech that's going to help them and help you get through a crisis."Time stamps 01:45 Meet Jim Bowie: Veteran Cybersecurity Leader 02:38 Healthcare Crisis Management Challenges 04:18 Training Beats Budget 06:46 Clinician Buy-In 07:00 Community Ripple Effects 10:23 Mutual Aid Agreements 12:45 Hurricane Drills as Cyber Drills 14:39 Adversarial Practice Culture 17:30 Making Training Time Non-Negotiable 20:14 Recovery Focus and Identity 26:35 Conclusion and Final ThoughtsSponsor The HIP Podcast is brought to you by Semperis, the leader in identity-driven cyber resilience for the hybrid enterprise. Trusted by the world's leading businesses, Semperis protects critical Active Directory and Entra ID environments from cyberattacks, ensuring rapid recovery and business continuity when every second counts. Visit semperis.com to learn more.LinksConnect with Jim on LinkedInConnect with Courtney on LinkedInConnect with Sean on LinkedInDon't miss future episodesLearn more about Semperis
NFL Pro-Bowler Stefon Diggs has been vindicated. In this exclusive episode of Killer Cross Examination, host Neil Rockind sits down with legendary sports and entertainment litigation attorney Mitchell Schuster to break down the stunning—and swift—not guilty verdict in the Stefon Diggs trial.SummarySchuster opens up about the frustration of defending a case that he believes should never have been brought to trial in the first place. From dismantling the credibility of the sole prosecution witness on the stand to leveraging undeniable digital receipts and video evidence, Schuster pulls back the curtain on high-stakes celebrity defense strategy.Neil and Mitchell also dive into the shifting trends in public prosecution, the critical danger of "celebrity extortion," and how modern high-net-worth individuals must defend themselves in the court of public opinion before they even step into a courtroom.Plus, get an insider's look into Schuster's other high-profile crisis management cases, including his work on the highly publicized It Ends With Us Justin Baldoni vs. Blake Lively drama, and a sneak peek at his upcoming litigation battle involving the NFL's DK Metcalf.Key Timestamps0:00 – Welcome Mitchell Schuster to Killer Cross Examination1:10 – Inside the 2-Day Stefon Diggs Trial & Verdict3:54 – Who Were the Key Players?5:14 – The Truth Behind the Allegations & the Witness Credibility9:05 – Confronting "Celebrity Extortion" & Shifting Public Perception11:51 – Decisive Cross-Examination Moments & Catching Evasiveness on Camera17:15 – Why the Jury Switftly Rendered a Verdict19:02 – Mitchell Schuster's Background in Crisis Management & High-Profile Law21:28 – Breaking Down the Justin Baldoni & Blake Lively CaseConnect with Us:Like this video and SUBSCRIBE to Killer Cross Examination for more deep dives into the courtroom strategies of top trial lawyers!Follow Neil Rockind on social media for daily legal insights and trial breakdowns.#StefonDiggs #JustinBaldoni #DKMetcalf #CourtroomDrama #TrialLawyer #CelebrityNews #LegalBreakdown #KillerCrossExaminationAbout Neil Rockind - Neil Rockind is a trial lawyer. Neil Rockind is often considered a bet the farm/company type of lawyer, taking on cases where the stakes are “all in.” Neil Rockind appears regularly on television and in the news, defends people in serious court cases, is a regular guest on the Law and Crime Network and also discusses popular trials and cases and current events with other top lawyers around the country. Neil Rockind has won just about every award imaginable, has represented athletes, celebrities, musicians, public figures and has obtained acquittals in all varieties of cases. His nickname is "The Rockweiler" and he's known for his cross examination style.Neil Rockind:Https://www.X.com/neilrockindlawHttps://www.instagram.com/rockindlaw https://www.rockindlaw.com/http://www.killercrossexamination.com/*************************************Subscribe to Killer Cross Examination® PodcastAPPLE: https://podcasts.apple.com/us/podcast...SPOTIFY: https://open.spotify.com/show/424RIys...GOOGLE PODCASTS: https://podcasts.google.com/feed/aHR0...AUDIBLE:https://www.audible.com/pd/Podcast/B0...******************************************Fair Use DoctrineThe contents are under fair use. It may contain copyrighted materials whose use has not been specifically authorized by the copyright owner. This, in our view, is fair use pursuant to section 107 of the US Copyright Law. Fair use allows limited use of copyrighted material without requiring permission from the rights holders, such as for commentary, criticism, news reporting, research, teaching or scholarship. We retain no rights to that material. To the extent the videos capture images or likenesses, we do not own the rights to those images, likenesses, etc and only use them pursuant to the fair use doctrine.All other rights are reserved.
There is a con called the Spanish Prisoner. A letter arrives from a stranger: a wealthy man sits in a foreign jail, and for a small advance to free him, he will reward you many times over. The trick is at least four hundred years old. It is also, give or take a few details, the email sitting in your spam folder this morning. I keep that in mind whenever someone tells me cybercrime is a technology problem. The tools change. The mark does not. We are still robbed through the same prehistoric wiring: a flash of fear, a moment of greed, a decision made in panic before the slow part of the brain wakes up. That is the thread I pulled on with Sarah Armstrong-Smith at InfoSecurity Europe. Sarah spent nearly thirty years in cyber and crisis leadership, was Chief Security Advisor at Microsoft, and now runs Secure Horizons. She has written two books on the human side of all this and sits on the UK Government Cyber Advisory Board. After all of it, she says the thing most people in her position will not say out loud: whatever we are doing is not working. More tools, more money, more people, more AI, and the problem keeps getting worse. Attack, wake-up call, attack, wake-up call. How many wake-up calls, she asks, does anyone need? I asked what keeps her up at night. She described an industrial accident on the scale of 9/11, triggered through a network: the first time a cyber incident kills people in numbers. We have been lucky so far. She doubts luck is a plan. The industry loves a big number, and the number is exactly where the human disappears. X million records stolen, Y terabytes gone. The day before, my friend Geoff White sat in this same chair and described a ransomware attack that shut down a hospital, which meant a woman missed the cancer appointment she had counted on. That is an Armageddon, and it has a name and a face. Sarah, as it happens, knows Geoff's work well enough to carry a line from him on the back of her book. The human element keeps finding the same small circle of people willing to talk about it. So how do we move this from a line item to a fact of society? Her answer is collective resilience. There is no prize for being the last one standing, because we are all wired into the same supply chain, the same dependencies, the same brittle web. And the smallest businesses, the ones without a war chest to ride out the storm, are the ones we discuss the least. Then a statistic. Close to half of all crime in the UK is now fraud or cyber. Around one percent of policing is pointed at it. Read those two numbers again. We fund what we can see, and we want officers on the street because a visible patrol both deters the thief and reassures the neighbourhood. The crime that actually empties our accounts happens somewhere we have agreed not to look. Follow the money, Sarah says, and you rarely stop at one criminal's pocket. It pays for the next thing: drugs, weapons, and more often than people imagine, the trafficking of human beings. Will AI save us? She did not flinch. Whatever you build to detect, the other side uses to evade. The asymmetry holds. Technology is part of the answer and never the whole of it, because the problem was never only technical. So what do we carry forward, and what do we leave behind? We carry the person behind the number: the one who misses the appointment, the small shop that never reopens. We leave behind the fantasy that a clever enough machine will spare us the harder work, which is teaching a whole society to recognize the Spanish Prisoner when it arrives, wearing this year's technology. Sarah's books are linked below, with a second edition on the way. Geoff's conversation is part of this same coverage. And if you want more of these, the newsletter lives at marcociappelli.com. Let's keep thinking. — Marco Co-Founder ITSPmagazine & Studio C60 | Creative Director | Branding & Marketing Advisor | Personal Branding Coach | Journalist | Writer | Podcast: An Analog Brain In A Digital Age ⚠️ Beware: Pigs May Fly |
Fluent Fiction - Hindi: Courage Amidst Chaos: Rohan and Anaya's Flood Rescue Tale Find the full episode transcript, vocabulary words, and more:fluentfiction.com/hi/episode/2026-06-17-07-38-20-hi Story Transcript:Hi: बादल घने थे, और भारी बारिश ने पूरे गेटेड कम्युनिटी को घेर लिया था।En: The clouds were dense, and the heavy rain had surrounded the entire gated community.Hi: वो हरा-भरा स्वर्ग अब बाढ़ की चपेट में था।En: That lush paradise was now in the grip of a flood.Hi: पानी की धाराएं पार्क और सड़कों पर नाच रहीं थीं।En: Streams of water were dancing across the park and roads.Hi: सभी घरों के सामने बाढ़ का पानी पहुँचने लगा।En: Floodwaters started reaching in front of all the houses.Hi: माहौल में चिंता और हलचल पसर गई थी।En: Anxiety and commotion spread throughout the atmosphere.Hi: रोहन, जो हमेशा समुदाय की सुरक्षा के लिए तत्पर रहता था, जल्दी से एक प्लान बनाने लगा।En: Rohan, who always remained eager to ensure the community's safety, quickly started devising a plan.Hi: “हमें सबको सुरक्षित स्थान पर ले जाना होगा,” उसने सोचा।En: "We need to get everyone to a safe place," he thought.Hi: लेकिन ये कोई आसान काम नहीं था।En: But this was no easy task.Hi: लोग घबराए हुए थे।En: People were panicked.Hi: बच्चे रो रहे थे।En: Children were crying.Hi: बड़ों के चेहरे पर चिंता की लकीरें साफ दिख रही थीं।En: The lines of concern were clearly visible on the faces of the adults.Hi: अनाया, रोहन की पड़ोसी, हमेशा कुछ नया करने की चाह रखने वाली लड़की, इस संकट में भी अलग विचारों के साथ सामने आई।En: Anaya, Rohan's neighbor, a girl always eager to try something new, came forward with different ideas even in this crisis.Hi: “रोहन, हमारी गाड़ियाँ बड़ी हैं, क्यों न हम उनसे लोगों को सुरक्षित स्थान पर ले जाएँ?En: "Rohan, our vehicles are large, why don't we use them to take people to a safe place?"Hi: ” उसने सुझाव दिया।En: she suggested.Hi: रोहन ने कहा, “पर गाड़ियाँ पानी में फँस गईं तो?En: Rohan replied, "But what if the vehicles get stuck in the water?Hi: हमें लोगों को सुरक्षित निकालने के लिए एक ठोस योजना चाहिए।En: We need a solid plan to evacuate the people safely."Hi: ”अनाया मुस्कुराई, “कभी-कभी थोड़ी हिम्मत भी दिखानी पड़ती है, रोहन।En: Anaya smiled, "Sometimes we have to show a little courage, Rohan.Hi: मैं एक दूसरी योजना सोच रही हूँ।En: I'm thinking of another plan."Hi: ”समुदाय के कुछ सदस्य अनाया के साहसी विचारों का समर्थन कर रहे थे।En: Some members of the community were supporting Anaya's daring ideas.Hi: वहीं, कई लोग रोहन की व्यवस्थित योजना पर भरोसा कर रहे थे।En: Meanwhile, many trusted Rohan's systematic plan.Hi: समय कम था, और पानी बढ़ता जा रहा था।En: Time was short, and the water was rising.Hi: दोनों ने आखिरकार एक साथ काम करने का निर्णय लिया।En: Eventually, both decided to work together.Hi: अनाया ने अपनी योजना के अनुसार, बड़े वाहन और छोटी नावों का बंदोबस्त किया।En: According to Anaya's plan, arrangements for large vehicles and small boats were made.Hi: रोहन ने उनकी मदद से लोगों को लाइन में खड़ा करवाया और एक सुरक्षित स्थान की ओर प्रस्थान करने लगे।En: Rohan helped organize the people into a line, and they began to depart towards a safe location.Hi: जल्द ही, दोनों की मिली-जुली योजना सफल साबित हुई।En: Soon, their combined plan proved successful.Hi: सभी लोग सुरक्षित स्थान पर पहुँच गए।En: Everyone reached the safe place.Hi: इस संकट के बाद, रोहन को अहसास हुआ कि किसी भी समस्या का समाधान करने के लिए केवल तरीके पर ही नहीं बल्कि साहस और नवीन विचारों की भी जरूरत होती है।En: After this crisis, Rohan realized that solving any problem requires not just methods but also courage and innovative ideas.Hi: बारिश रुकने के बाद, जब सब कुछ सामान्य हुआ, तो रोहन और अनाया की दोस्ती और भी गहरी हो गई थी।En: When everything returned to normal after the rain stopped, Rohan and Anaya's friendship deepened even more.Hi: दोनों ने समझ लिया था कि मुश्किल समय में एकजुट होकर ही किसी भी चुनौती का सामना किया जा सकता है।En: They understood that during tough times, facing any challenge requires unity. Vocabulary Words:dense: घनेgated: गेटेडlush: हरा-भराparadise: स्वर्गgrip: चपेटstreams: धाराएंfloodwaters: बाढ़ का पानीanxiety: चिंताcommotion: हलचलeager: तत्परdevising: बनानेconcern: चिंताpanicked: घबराएcourage: हिम्मतevacuate: निकालनेdaring: साहसीsystematic: व्यवस्थितsolid: ठोसtrust: भरोसाunity: एकजुटताinnovativeness: नवीनताorganized: खड़ा करवायाdepart: प्रस्थानsuccessful: सफलcrisis: संकटrealize: अहसासchallenge: चुनौतीunite: एकजुटface: सामनाreturn: वापसी
Michael McFaul and John Batchelor discuss the 1962 Cuban Missile Crisis as a pivotal moment of near-nuclear obliteration that underscores the necessity of modern crisis management. McFaul emphasizes that a critical failure during this era was the lack of direct communication and a tendency to guess the adversary's intentions. While the Soviet Unionwas the primary threat in 1962, today the People's Republic of China has emerged as a major, revolutionary power player. McFaul argues that modern diplomacy must prioritize clear information and established prevention mechanisms to stabilize relations with both Russia and China. (1)1902
What does it take to advise Heads of State, broker back-channel diplomatic deals, and operate inside the world's most complex political environments, all while building a global firm from scratch?In this episode, Julian sits down with Vlada Galan, geopolitical strategist, crisis management expert, and founder of Oracle Advisory Group. Vlada advises Heads of State across five continents, has worked on elections and conflicts in over a dozen countries, and was awarded a medal by the Ukrainian government in 2023 for her work on behalf of her home country.But the bio only tells part of the story. Vlada arrived in America at six years old with her mother, a cardboard sign, and two words of English. Everything she's built—a Harvard master's degree, a multimillion-dollar advisory firm, a career at the highest levels of global power—came entirely from scratch.This is a conversation about what power actually looks like from the inside, what separates the people who own the table from everyone else trying to get a seat at it, and what a Ukrainian immigrant who once knew two words of English learned about success that most people never figure out.— Episode Chapter Big Ideas (timing may not be exact) —0:00 — Intro1:35 — Finland trip: disconnecting in the Arctic Circle7:50 — What do the people who own the table actually have?11:51 — "Everything you need is within yourself”—did she believe it on Day 1?15:06 — Standing outside the private city club: the three A's of overcoming imposter syndrome18:16 — How she found her way into geopolitical consulting22:03 — Why she prefers the harder, less glamorous engagements25:53 — What the first 48 hours of a crisis actually look like28:09 — Track 2 diplomacy: the back-channel work that never makes the news32:20 — Managing personal identity and professional neutrality as a Ukrainian consultant36:30 — The bank governor story: aggression as an asset40:45 — How to be the honest advisor in a room full of yes people43:41 — The most enjoyable part of running her own firm45:05 — How she takes care of herself: weight training, cooking, and real disconnection48:18 — How she determines what's a good fit as a client50:20 — The biggest misconception about her field54:05 — The hardest part of building something from nothing55:23 — Book recommendations57:44 — What would that six-year-old girl on the plane say?— Key Quotes from Vlada Galan — “If you want to hang on for the long term and develop a reputation for actually bringing change and bringing results, be the no person because that is the person in the room that is the most courageous to say what they actually think, no matter what the consequences might be.”"People will test your boundaries. The more you allow them to cross those boundaries and steamroll you, the more they're going to take advantage of that.”"You learn a lot more from losing than you do from winning. That acquiring of knowledge that you actually get from failing is exactly how you become successful."— Connect With Vlada Galan —Website: https://oracleadvisorygroup.com/ Book website: https://success-mentality.com/Instagram: https://www.instagram.com/vladagalan/— Connect with Julian and Executive Health —LinkedIn — https://www.linkedin.com/in/julianhayesii/X — https://x.com/thejulianhayesDon't let your biology become the bottleneck to the enterprise you're building. Book a private call —https://www.executivehealth.io/contactWebsite — https://www.executivehealth.io/***DISCLAIMER: The information shared is not meant to treat or diagnose any condition. This is for educational, informational, and entertainment purposes. The content here is not intended to replace your relationship with your doctor and/or medical practitioner. Consult your provider before making any decisions.
What you'll learn in this episode: Why bad reviews aren't as damaging as you think The golden rule: perception is reality—valid or not How to respond without being defensive The PRO framework (Problem, Result, Offer) for impactful reviews Why stacking good reviews matters more than fearing bad ones
Host Piya Chattopadhyay speaks with Kelley Lee, Canada Research Chair in global health governance at Simon Fraser University, about Canada's travel restrictions amid the Ebola outbreak, and what past events can tell us about how and when to use travel measures to mitigate health risksCriminologist Michael Kempa unpacks what recent shoplifting data says about who's stealing and why, and culture critic Rachel Shteir explores the story that shoplifting has told about society over timeEconomists Soumaya Keynes and Chad P. Bown discuss their guidebook to the new normal of economic battle, How to Win a Trade War, and offer advice to Canada about taking on the worldNavigator founder Jaime Watt sheds light on how crisis management works, and how it's changed in today's fast-paced and politically polarized information environment
Most child care owners do not think about crisis management until they are already in the middle of one, and by then emotions are high, information is moving fast, and every response matters. In this episode, Jennifer sits down with Marsha Archer, president of M-Squared PR and Crisis Management, for a practical conversation about what it really means to protect your brand before something goes wrong. Together, they talk about how social media is changing the pace and pressure of crisis response in 2026, what belongs in a real crisis plan, and why your brand is about so much more than a logo or website. Marsha also shares how trust is built long before a crisis ever happens, what owners need to document and monitor now, and when it is time to bring in an expert. This is one of those conversations that feels preventative, practical, and incredibly important, because, as Marsha says, it is not a matter of if. It is a matter of when. Key Takeaways: [4:11] Crisis planning matters long before a crisis ever happens. [4:39] A crisis usually starts when something pulls you completely out of your normal day. [5:35] Social media is one of the biggest drivers of crisis in 2026. [7:37] Every school should have a real crisis manual in place. [9:51] A strong plan includes a crisis team, templates, and clear next steps. [13:45] Facts need to be documented right away while everything is still fresh. [15:39] Google Alerts and Talkwalker help you monitor your name, brand, and industry. [17:38] Your brand includes every interaction tied to your name, not just your logo. [21:13] Negative reviews should be acknowledged calmly and moved offline when needed. [25:17] Great reputation building often starts with everyday moments inside your school. [29:16] Child care is not just the child care business. It is the trust business. [30:58] Building trust in small moments helps you lead better in bigger ones. [33:42] Your crisis plan should include contacts, templates, tools, and after-hours access. [36:45] The first few hours of a crisis can shape the entire outcome. [41:45] How do you know when it's time to bring in an expert? [46:14] Have the plan before you need it, and keep it updated! Quotes: "It's not a matter of if, it's a matter of when. Because it's bound to happen, and you just want to make sure you're prepared." — Marsha [4:30] "The number one driver of what's really interrupting the day-to-day and creating a crisis is social media, and not just social media as we see it, but how social media has grown." — Marsha [5:50] "Parents want clarity, licensing wants accuracy, and attorneys want facts." — Marsha [13:45] "Everything that is attached to your name completes your entire brand reputation." — Marsha [18:55] "We're in the childcare business, but what you're really in is the trust business." — Jennifer [29:44] "Building trust when it's small equals even more trust when it's bigger." — Marsha [30:58] Sponsored By: ChildCare Education Institute (CCEI) Use code CCSC5 to claim a free course! Mentioned in This Episode: Kris Murray @iamkrismurray Jennifer Conner The Child Care Success Company The Child Care Success Academy The Child Care Success Summit Grow Your Center Childcare Education Institute: Use code CDARenewal22 to get $100 off your renewal Marsha Archer — LinkedIn | @Msquaredpr | @Britishprgirl
As the FIFA World Cup 2026 approaches, emergency managers, stadium operators, law enforcement, hospitals, transportation agencies, airports, and public safety leaders are entering a critical final phase of readiness. In this episode of the Disaster Tough Podcast, John Scardena breaks down the six core pillars of Dynamic Population (DyPop) emergency management planning and response that every host city, venue, and public safety organization should be focusing on before major global events.Drawing from real-world experience supporting stadiums, large-scale events, emergency services, and national preparedness initiatives, this episode explores how emergency management must move beyond paperwork and become an integrated operational support function for those protecting life, property, and continuity of operations during high-consequence events.Topics include mass care and reunification planning, multilingual emergency communications, public information and public relations coordination, rumor control, counter-terrorism readiness, CBRNe response considerations, drone threats, situational awareness, human trafficking awareness, evacuation procedures, crowd behavior analysis, medical transport coordination, triage planning, hospital surge coordination, transportation disruptions, and emergency coordination between stadiums and cities.This episode also highlights the importance of collaboration between emergency managers, law enforcement, fire services, hospitals, transit systems, organized fan groups, and federal partners including the FBI, Secret Service, National Guard, and emergency response agencies supporting the FIFA World Cup and other mega-events. Listeners will gain practical insights into:FIFA World Cup emergency preparedness Stadium emergency management best practices Dynamic population response planning Emergency evacuation coordination Public safety and crowd management Mass casualty incident preparedness Medical surge and triage operations Human trafficking awareness during large events Drone and counter-UAS security concerns Public information officer (PIO) coordination Crisis communications and rumor control Stadium security and situational awareness Emergency management leadership during major events Multi-agency coordination for mega-events Transportation and transit disruption planning Cultural considerations during international sporting events Whether you are preparing for the FIFA World Cup, Olympics, Super Bowl, concerts, conventions, or other large-scale gatherings, this episode provides actionable emergency management strategies to help communities improve readiness, strengthen coordination, and protect the public during complex events involving dynamic populations. Disaster Tough Podcast continues to bring together emergency management leaders, first responders, military experts, public safety professionals, and crisis leadership practitioners to improve national readiness and resilience through real-world lessons learned and operational discussions.
Episode DescriptionIn this episode of the Emergency Management Network Podcast, Todd DeVoe and Andrew Boyarsky introduce a new long-form series, The 48 Laws of Emergency Management.This series explores the hard-earned lessons, leadership principles, operational realities, and unwritten rules that define the profession of emergency management. Drawing inspiration from decades of field experience, philosophy, crisis leadership, disaster policy, and organizational behavior, Todd and Andrew discuss why emergency management is far more than plans and checklists. It is about people, decision-making, trust, adaptation, communication, and leadership under pressure.This opening episode serves as an overview of the series and lays the foundation for future conversations. The discussion examines how emergency managers operate in ambiguity, why relationships matter more than org charts, and how the profession continues to evolve in an increasingly complex world.Whether you are a new emergency manager, a seasoned practitioner, or simply interested in leadership and crisis management, this series aims to challenge assumptions and encourage deeper thinking about the profession and its future.Show NotesThe Emergency Management Network launches a new ongoing series: The 48 Laws of Emergency Management. Hosted by Todd DeVoe and Andrew Boyarsky, this series examines the deeper realities of emergency management through practical experience, philosophy, leadership lessons, and honest conversation about the profession.Emergency management is often taught through doctrine, frameworks, and plans, but the real work of the profession happens in the face of uncertainty. This series explores the lessons that emergency managers learn over years of disasters, activations, political environments, public expectations, and operational pressures.In this introductory episode, Todd and Andrew discuss:* Why emergency management is fundamentally about people* The unwritten rules of leadership during a crisis* How emergency managers build influence without direct authority* Why relationships matter more than organizational charts* The importance of trust, communication, and credibility* The tension between policy and operational reality* How philosophy and systems thinking apply to emergency management* Leadership lessons from military command philosophy and disaster response* Why is adaptability one of the profession's most important traits* The future challenges facing emergency management professionalsThe conversation also explores how emergency management has evolved into a profession that requires strategic thinking, emotional intelligence, operational competence, and the ability to work across disciplines and political environments.This episode sets the stage for future installments, in which Todd and Andrew will break down individual “laws” and discuss the practical application of each principle in real-world emergency management.TagsEmergency Management, Emergency Management Network, EMN, Todd DeVoe, Andrew Boyarsky, Disaster Response, Crisis Leadership, FEMA, IAEM, Public Safety, Emergency Planning, Incident Command, EOC, Community Resilience, Disaster Recovery, Crisis Communication, Leadership, Systems Thinking, Homeland Security, Disaster Policy, Emergency Preparedness, Emergency Operations, Crisis Management, Disaster Leadership, Emergency Manager, Organizational Leadership This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit emnetwork.substack.com/subscribe
What happens when everything you've built… disappears overnight?In this powerful episode of Dancing in the Discomfort Zone, Anne Bonney sits down with Lisa Pagotto, founder of Crooked Compass (https://www.crooked-compass.com/) to talk about resilience, reinvention, and the courage to lead when there is absolutely no clear path forward.When the pandemic shut down global travel, Lisa's entire business came to a halt for nearly three years. No revenue. No team. No roadmap. Most people would have waited it out.Lisa? She learned how to fly… and accidentally built a second business that saved the first.This conversation is packed with real-world lessons on: Leading before there's proof (and why waiting is a trap) The truth about resilience (hint: it's NOT “just push harder”) How to recognize burnout before it breaks you Why discomfort, travel, and uncertainty make you stronger The mindset shift that turns crisis into opportunityAnd here's the truth most people don't want to hear:
In this episode of The Missions Show, Alex sits down with ABWE's Director of International Security and Crisis Management, Bill Gruppen, to discuss the difficult balance between missionary safety and gospel risk-taking in some of the world's most dangerous places. Drawing from decades of experience in law enforcement, emergency response, and security, Bill shares how God redirected his professional skill set into missions work through TACTICA Ministries and ABWE. Together, they explore how missionaries prepare for crises, make difficult stay-or-go decisions in conflict zones like the Middle East and Ukraine, and seek to remain faithful witnesses without embracing unnecessary danger. Bill explains how emergency response ministries can strengthen long-term church planting efforts by building relationships, serving communities in moments of suffering, and opening doors for gospel ministry. Key Topics: Why missionary safety and gospel risk must be held in biblical balance How ABWE missionaries navigate conflict zones and crisis situations Bill Gruppen's journey from law enforcement and emergency response into missions The role of TACTICA Ministries in reaching first responders with the gospel ABWE's vision for disaster relief and crisis response teams Encouragement to pray for missionaries and first responders serving under pressure If you would like to know more about International Security and Crisis Management, visit International Security and Crisis Management. Support the work of Bill and Cindy Gruppen at Bill and Cindy Gruppen | give.abwe.org. Do you love The Missions Show? Have you been blessed by the show? Then become a Premium Subscriber! Premium Subscribers get access to: Exclusive bonus content A community Signal thread with other listeners and the hosts Invite-only webinars A free gift! Support The Missions Show and sign up to be a Premium Subscriber at missionsshow.com/premium The Missions Show is powered by ABWE. Learn more and take your next step in the Great Commission at abwe.org. Want to ask a question or suggest a topic? Email alex@missionsshow.com.
In this episode of Disaster Tough Podcast, John Scardena breaks down the latest FEMA developments, including the FEMA Review Council recommendations and @Cameron Hamilton's nomination for Senate confirmation. More importantly, this episode focuses on what emergency managers, crisis leaders, and public safety professionals should actually do when major news occurs. Rather than getting consumed by rumors, predictive analysis, or “what if” thinking, this episode challenges leaders to focus on operational readiness, credibility, adaptability, and mission execution. John introduces practical leadership concepts like the “So What? Now What?” mindset and the “Washing Machine” framework: Keep, Stop, Enhance, or Start.
How do leaders stay steady in the storm of tough choices? This week, I sit down with Jack Briggs, a retired major general with a 30-year career in the military who is also a highly seasoned, for a masterclass in pressure-tested decision making.The episode debunks the myth that high-stakes choices are unique to the military or boardroom. Instead, Jack argues, “pressure is pressure,” whether the risk is reputational, operational, or personal. The discussion highlights the three traits of the best decision makers: anchoring decisions in firm principles, seeking help with humility, and making the call… decisively, not reactively.Listeners will come away with four essential questions to use in any crisis and learn why reframing “crises” into a set of solvable problems is vital for calm, effective leadership. This conversation is a must for anyone seeking practical, repeatable strategies to lead well, even when the stakes—and the anxieties—are high.What You'll Learn- Anchor your decisions in principles.- Lead with humility and build your team.- Distinguish between problems and crises.- The power of a structured decision framework.- Be decisive and own the outcome.- Focus on your sphere of influence.Podcast Timestamps03:18 Jack's origin story: from the Thunderbirds to the Air Force Academy05:37 When leadership first appeared: Boy Scouts, the leadership laboratory, and the Eagle Scout07:37 The Air Force Academy as a leadership lab: authority vs. responsibility10:42 Being the snowplow: how to delegate without abandoning accountability14:11 Leadership is a science and an art: training the recipe, then adapting it16:41 Combat to boardroom: why pressure is pressure regardless of context19:19 Defending North America: leading at continental scale21:28 The three characteristics of the best decision makers23:24 The archer analogy: principles, input, decisiveness26:45 What leaders get wrong: fighting the fight they wish they had28:06 Mob rule, Moses, and principled decision-making32:11 Crisis vs. problem: why language matters under pressure33:10 Snowstorms and problem buckets: a real-world example35:26 The four questions for high-stress decisions40:01 Checklists that work: laminate it and they will keep it43:18 Humility plus decisiveness: being disagree-able45:36 Choosing the least worst option and owning it48:35 Final thoughts: stop chasing outcomes, start leading in your three feetKEYWORDSPositive Leadership, Decision Making, Decision Making Under Pressure, Humility, Air Force Career, Military Leadership, Air Force Academy, Leadership Lab, Principles-Based Decisions, Delegating Authority, Crisis Management, Operational Risk, Financial Risk, Reputational Risk, Pressure in Leadership, Crisis vs Problem, Crisis Communication, CEO Success
In Hour 2 of the show, Jonas, Knox, Brady Quinn, & LaVar Arrington ponder the crisis management handling of the Diana Russini and Mike Vrabel saga since Russini reportedly saved a old man and a dog. Plus, the guys go over the Dexter Lawrence trade, Cardinals draft rumors, FSR IR, and more!!See omnystudio.com/listener for privacy information.
"What a chiropractor does is to make sure the body works inherently better, the way that nature designed it." - Dr. Peter Kevorkian Dr. Peter Kevorkian is a distinguished chiropractic practitioner, educator, and the current president of Life Chiropractic College West. With a profound belief in the body's innate ability to heal, Dr. Peter focuses on healthcare that champions human connection and the body's natural intelligence. He is passionate about promoting a proactive approach to health, encouraging alignment and adaptability to optimize body function. Throughout his illustrious career, Dr. Peter has been a staunch advocate for personal responsibility in health and conscious living, inspiring countless individuals with his holistic approach to chiropractic care. Episode Summary: In this engaging episode of "Oh My Health, There Is Hope," host Jana Short welcomes the esteemed Dr. Peter Kevorkian to discuss the transformative power of chiropractic care. The conversation delves deep into the understanding of healthcare not just as a response to pain, but as a proactive endeavor to maximize the human body's natural capabilities. Dr. Peter shares his journey and insights as the president of Life Chiropractic College West, guiding the next generation of chiropractors. Dr. Peter Kevorkian highlights the importance of fostering a symbiotic relationship with our bodies and the environment. The discussion emphasizes the need for a healthcare system that prioritizes wellness and vitality over crisis management. Through personal anecdotes and expert knowledge, Dr. Peter provides an inspiring narrative on how chiropractic care can enhance overall well-being, demonstrate the body's ability to heal itself, and shift paradigms about healthcare. The conversation challenges listeners to rethink their understanding of health insurance and personal responsibility for health. Key Takeaways: Chiropractic care is not just a response to pain but a proactive health strategy that supports the body's natural healing processes. Dr. Peter Kevorkian emphasizes the significant impact of aligning healthcare practices with the body's innate intelligence and adaptability. Building an effective chiropractor-patient relationship involves clear communication and a mutual engagement in the therapeutic process. The current healthcare system tends to focus more on crisis management rather than wellness and vitality. Dr. Kevorkian proposes that healthcare should evolve to focus on individuals' overall well-being, emphasizing personal responsibility. Resources: https://lifewest.edu/ https://www.instagram.com/life_west/ https://www.facebook.com/LifeChiropracticCollegeWest/ https://x.com/LifeWestCollege ✨ Enjoying the show? Stay inspired long after the episode ends! Jana is gifting you free subscriptions to Ageless Living Magazine and Best Holistic Life Magazine—two of the fastest-growing publications dedicated to holistic health, personal growth, and living your most vibrant life. Inside, you'll find powerful stories, expert insights, and practical tools to help you thrive—mind, body, and soul.
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