Podcasts about Dale Carnegie

About the Guest Cybele Negris is the CEO and Co-Founder of Webnames.ca, Canada's original dot-CA registrar and a provider of hundreds of domain extensions, web hosting, email, security products, and other online solutions. A serial entrepreneur, seasoned board member, speaker, mentor, and columnist, she has grown Webnames into a multi-million-dollar company serving some of the country's largest corporations, governments, law firms, and global Fortune 500 brands. A Hall of Fame inductee of Canada's Top 100 Most Powerful Women and a nine-time winner of the PROFIT W100, Cybele serves as Vice-Chair of the Board of the Royal Canadian Mint and sits on the boards of BCAA and AGF Management, among many others. She is a columnist for Business in Vancouver, a sought-after speaker at events including TEDx, and a passionate mentor. She is also a second-generation Dale Carnegie graduate, part of a family legacy that now spans three generations of graduates. What You Will Learn Why “feeling the fear and doing it anyway” is the key to growth How to recognize and move past imposter syndrome Why authentic, vulnerable leadership builds deeper connection How empowering smart people, rather than commanding them, creates stronger teams The power of mentorship, for both the mentor and the mentee How to turn adversity into a competitive advantage Join us for this episode of the Take Command Podcast as Cybele Negris shares how courage, authenticity, and humility can transform the way we lead and live. Whether you are building a business, wrestling with your own self-doubt, or learning to step outside your comfort zone, this conversation offers honest, practical lessons for leading with resilience in an ever-changing world. Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

Dale Carnegie - author of How to Win Friends and Influence People - taught us that the sound of a person's name is, to that person, the most important and most beautiful sound they will ever hear. Our names are our identities, and when we recognize a person through their name, we honor a major piece of who they truly are. 

Where did the personal-development movement begin—and why have ideas about thought, character, purpose and achievement remained influential for centuries?In this episode, Case traces the movement from ancient philosophy and Benjamin Franklin's system of self-improvement through Samuel Smiles, New Thought, James Allen, Napoleon Hill, Dale Carnegie, Norman Vincent Peale, Stephen Covey and the modern personal-growth industry.Discover how industrialization, social mobility and entrepreneurship helped transform self-improvement into a worldwide movement; which messages have survived; and where personal-development teaching can go too far.As the economy transforms to AI driven processes, entrepreneurship is going to become more prominent and important. And those who are driven to be entrepreneurs will need to understand more about success, habits and how to transform yourself, before you can transform your life. This episode also previews Secret Knowledge Revealed, a new Ready Entrepreneur series examining the original ideas behind some of history's most influential success teachings—and translating them into practical principles for aspiring entrepreneurs today.To have an enjoyable life  in our global, advanced tech society, create value.  To have the business, career, finances and lifestyle you desire, follow a proven path that has delivered in good times and bad.  The path of entrepreneurship. And online entrepreneurship is the fast track for aspiring entrepreneurs.Learn the skills, access the resources and be inspired to live the life of your dreams right here on the Ready Entrepreneur podcastTo find more resources, strategies and ideas for aspiring entrepreneurs visit the Ready Entrepreneur website: https://www.readyentrepreneur.com/To download a free guide for Preparing to Become an Online Entrepreneur, click here:  https://www.readyentrepreneur.com/start/You can get an exclusive discount on the ebook and audiobook version of Recast: The Aspiring Entrepreneur's Practical Guide to Getting Started with an Online Business click here: https://www.caselane.net/recastConnect with CaseFacebook: @readyentrepreneurHQ Instagram: @readyentrepreneur Twitter X: @caselaneworld Pinterest @caselane 

About the Guest: Howard Hochhauser is the CEO of Ancestry, the global leader in family history and consumer genomics. After serving as the company's CFO and COO for more than a decade, he became CEO and quickly led a cultural and business transformation centered on customer focus, employee engagement, and innovation. Under his leadership, Ancestry has renewed growth while leveraging artificial intelligence to make historical records more accessible, searchable, and meaningful for millions of people around the world. Howard is passionate about building organizations rooted in curiosity, transparency, and humility. He believes leadership is about surrounding yourself with talented people, listening carefully, and creating an environment where honest feedback drives continuous improvement. What You Will Learn: Why humility is one of a leader's greatest strengths How curiosity fuels innovation and better decision-making Why feedback should be treated as a gift, not a threat How AI is transforming historical data into meaningful human stories The importance of staying approachable as a leader Why focusing on today's work creates tomorrow's opportunities Join us for this episode of the Take Command Podcast as Howard Hochhauser shares how purpose-driven leadership, curiosity, and humility can transform both organizations and the people within them. Whether you're leading a team, navigating change, or embracing new technology, this conversation offers practical lessons for leading with authenticity in an AI-powered world. Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

Today, we're joined by Alex Yakubovich, co-founder and CEO of Levelpath, the AI-native procurement platform transforming how global enterprises manage indirect spend. We talk about:If software apps must become autonomous to be successful in the futureUsing AI to help build softwareDoes SaaS have a future, or strictly AI as a service?Why the question, “Is SaaS dead” is mootHow some SaaS pricing models can feel icky

In this episode of the Grow A Small Business Podcast host Troy Trewin interviews Thais Saenz, founder of Saenz Global, shares how she built a multiple seven-figure business by specializing in operations for roofing companies. She explains how her company helped a long-term client grow from $3 million to more than $80 million in annual sales. Thais discusses the importance of niching down, building lean teams, embracing technology, and creating systems that support sustainable growth. She also shares lessons on leadership, culture, hiring the right people, and recognizing when team members are no longer the right fit. Most importantly, Thais reveals how personal growth, continuous learning, and taking ownership of problems have been the biggest drivers of her business success. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? Thais Saenz shares that the hardest thing in growing a small business is yourself, explaining that entrepreneurs must move beyond a victim mentality, take ownership of problems, improve their communication, and ensure the right people are in the right roles. What's your favorite business book that has helped you the most? Thais Saenz says her favorite business book is *How to Win Friends and Influence People* by Dale Carnegie. She describes it as her "original gangster" business book, sharing that she has listened to it repeatedly from her early twenties through her late thirties because its lessons on relationships, communication, and influence remain highly relevant and practical today. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Thais Saenz recommends podcasts as a valuable resource for small business growth, particularly *How I Built This* from NPR, which helped her while building her business by showing her that even successful entrepreneurs face challenges and problems. What tool or resource would you recommend to grow a small business? Thais Saenz recommends having strong systems in place to grow a small business, particularly using ClickUp to create transparency and keep the team organized. She also advises hiring an expert to properly set up the system if needed, sharing that she wishes she had implemented it much earlier in her business. What advice would you give yourself on day one of starting out in business? Thais Saenz advises her day-one self to focus more on profit rather than trying to make everyone feel blessed and taken care of. She says she would have built a leaner business, been more disciplined with raises and expenses, and prioritized taking home profit instead of working extremely hard without paying herself. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Your company can only grow as much as you do – Thais Saenz Success is being able to build a life where you can choose how you spend your time – Thais Saenz If you are not going to help the team win you have to be willing to make the tough decision – Thais Saenz      

Business responsibility begins when we stop waiting for better circumstances and start working with the assets already in our hands. We cannot rewrite our upbringing, erase every poor decision or arrange for a white knight to rescue us. We can, however, decide what we will do next. That shift—from wishing to acting—is the foundation of personal accountability, resilience and forward momentum in business. Why is personal responsibility essential for success in business? Personal responsibility matters because progress begins when we accept that our next move is ours to make. Modern business culture constantly exposes us to polished images of success: wealthy founders, star athletes, glamorous executives and perfectly curated careers. The comparison can leave us feeling that we were dealt the wrong hand. Perhaps we lacked money, education, connections, timing or opportunity. Some of those disadvantages may be real, but repeatedly wishing they were different produces no commercial result. In Japan, Australia, the United States or Europe, employers and clients ultimately respond to what we contribute now. Accepting responsibility does not mean denying unfairness or pretending the past was painless. It means refusing to let those facts dictate every future choice. Leaders and professionals become more credible when they replace blame with agency, concentrate on what they can influence and take the first practical step themselves. Do now: Identify one business problem you have been blaming on circumstances and write down the next action that remains within your control. How can professionals stop living in the past? We move forward by accepting the past without allowing it to dominate today's decisions. Everyone has made poor choices, trusted the wrong people, missed opportunities or stayed too long in an unhelpful situation. The productive response is not to deny those experiences, nor to relive them endlessly. The goal is to separate memory from paralysis. A useful mental image is to place the event inside a sealed glass room: it remains visible, so the lesson is not lost, but the worry cannot leak into today. This is similar to the Dale Carnegie principle of living in 'day-tight compartments'—dealing with the demands of the present rather than dragging yesterday and tomorrow into every hour. For businesspeople, this matters because rumination consumes attention, weakens judgement and delays action. Reflection should extract a lesson, define a safeguard and then release energy back into the present. Do now: Write down the lesson from one past setback, the safeguard you will use next time and the decision you will make today. What does it mean to become your own first responder? Being your own first responder means creating a rescue plan instead of waiting for someone else to solve your situation. When a crisis occurs, first responders enter the scene, stabilise the immediate danger and move people toward safety. The same sequence works in a career or business setback. First, stop the damage: reduce unnecessary spending, address the neglected client, apologise for the error or ask for the missing information. Second, stabilise the situation by clarifying priorities and securing support. Third, move toward recovery through consistent action. Mentors, managers and colleagues can help, but they cannot supply our commitment for us. The fantasy of a perfect boss, investor, customer or opportunity arriving at exactly the right moment is comforting and dangerous. In startups, multinationals and small businesses alike, the person closest to the problem usually has to initiate the recovery. Do now: Define the immediate danger, the stabilising action and the first recovery step for your most pressing business problem. What is the locus of control in business? The locus of control is the boundary between what we can influence and what we cannot, and effective professionals work deliberately inside that boundary. Economic conditions, exchange rates, competitors, corporate politics and customer budgets may sit partly or completely outside our control. Our preparation, communication, use of time, relationship-building and follow-through do not. Confusing these categories creates frustration because we spend energy arguing with reality. Strong leaders acknowledge external constraints, but they do not use them as a permanent alibi. They ask better questions: What information can I obtain? Who can I speak with? Which capability can I strengthen? What experiment can I run? This is not simplistic positive thinking. It is disciplined resource allocation. Attention is a scarce executive asset, and every hour spent worrying about an uncontrollable factor is an hour unavailable for a controllable action. Do now: Divide a page into 'Control', 'Influence' and 'Outside my control', then move your next action into the first two columns. Why is time our greatest professional asset? Time is our most democratic business asset because everyone receives it, but results depend on how deliberately it is invested. Money, qualifications, networks and authority are unevenly distributed. Time is also constrained, but every professional still decides how much of it goes to high-value work, low-value activity or avoidance. The language of investment is useful here. A meeting, sales call, training programme or hour of focused work should create a return. That return may be revenue, stronger capability, a better decision, a protected relationship or reduced risk. Busy people often confuse motion with progress, filling the day with email, internal discussion and reactive tasks. Responsible professionals audit where their time goes and redirect it toward the few actions that support their goals. In knowledge work, uninterrupted concentration and thoughtful preparation frequently produce more value than visible busyness. Do now: Review yesterday in 30-minute blocks and identify one activity to stop, one to delegate and one high-value activity to expand. How do vision, goals and action steps create forward momentum? A clear personal vision becomes practical only when it is translated into realistic goals, milestones and scheduled actions. Responsibility is not merely an attitude; it needs an operating system. Begin by describing where you want to be in the near future: the work you are doing, the value you provide, the relationships you maintain and the standards you live by. Next, select a small number of high-priority goals that would make that future more likely. Each goal then needs milestones, deadlines and precise actions. 'Become a better leader' is too vague. 'Hold a monthly development conversation with every direct report and record agreed next steps' can be executed and measured. The same principle applies to sales, financial health, professional development and wellbeing. Small completed actions create evidence that change is possible. That evidence builds confidence, and confidence makes the next action easier. Do now: Choose one 12-month objective, define the 90-day milestone and schedule the first 30-minute action in your calendar. What should leaders and professionals do now? Taking responsibility for ourselves in business does not mean pretending that luck, inequality, bad management or past mistakes do not matter. It means deciding that they will not have the final word. We acknowledge what happened, extract the lesson, focus on the locus of our control and invest our greatest asset—time—in a clear vision and practical actions. Nobody else can complete that process on our behalf. The moment we stop waiting for rescue and begin acting as our own first responder, momentum returns. Quick Actions Accept the facts of the past without continuing to fight them. Separate useful lessons from unproductive worry. Define what is within your control or influence today. Audit how you are investing your time. Translate your vision into measurable goals and scheduled actions. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie 'One Carnegie Award' (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers—Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery—along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyo (ザ営業), Purezen no Tatsujin (プレゼンの達人), Toreningu de Okane o Muda ni Suru no wa Yamemasho (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban 'Hito o Ugokasu' Rida (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and X, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives seeking practical success strategies in Japan.

You send me the questions, I give you the answers, no filter, no spin, straight from the gut. This month: would I actually run for office, how I manage to read a book a week, why Independence Hall is the one thing I'd save in a disaster, my brutally honest advice on stress, and so much more.

Competitors can damage your margins, poach your best people, outspend you, undercut your prices and introduce technology that makes your current offer irrelevant. Worrying about them, however, is not a strategy. The better response is to build a competitive moat before you desperately need one. That means creating distinctive value, stronger client relationships, better delivery systems and advantages that rivals cannot easily or cheaply reproduce. How Much Attention Should We Pay to Our Competitors? Leaders should understand their competitors clearly, but they should not allow competitors to dictate every business decision. The objective is informed awareness rather than corporate paranoia. The intensity of competition depends on the market. In a commodity sector, price and supply capacity may determine almost everything. In a narrow market with only a few suppliers, gaining market share may be extremely difficult. Currency movements, technological disruption, regulatory changes, capital availability and the loss of key employees can also alter the competitive balance overnight. A rival with hundreds of salespeople may reach far more potential buyers than your team of twenty. A heavily funded newcomer may willingly destroy industry pricing to purchase market share. These threats are real, but constantly reacting to them can pull your organisation away from its own strategy. Do now: Identify the three competitor actions that could most seriously affect your revenue, margins or client retention. Why Is Competing on Price So Dangerous? Price competition is dangerous because a rival with deeper pockets can sustain losses for longer than you can. Once buyers become accustomed to discounted pricing, restoring the previous market rate can be painfully difficult. Many companies spend years building their prices to a sustainable level. Then a new entrant arrives and offers a similar product for substantially less. The newcomer may not need to make an immediate profit. It may be funded by a parent company, private equity, venture capital or profits from another division. This creates a zero-sum battle of winners and losers. Smaller firms often cannot match the discount without destroying their own margins. The answer is not always to become cheaper. It is to make direct price comparison harder by changing the value equation. Instead of allowing an apple-to-apple comparison, create a musk-melon-to-apple comparison. In Japan, premium musk melons command extraordinary prices because buyers perceive them as a completely different category of value. Do now: List the services, expertise, guarantees or outcomes that could move your offer beyond a direct price comparison. What Is a Competitive Moat in Business? A competitive moat is an advantage that protects your clients, revenue and market position from attack by rivals.Strong moats are valuable to buyers and difficult, expensive or time-consuming for competitors to copy. A moat might consist of proprietary technology, trusted relationships, specialist expertise, exclusive distribution, superior service, faster delivery, a powerful brand or a deeply embedded client ecosystem. In business-to-business markets, the moat may be the accumulated trust created through years of reliable execution. The irony is that companies usually need to build these defences while business is going well. Unfortunately, good times create complacency. Leaders are busy serving current demand, employees are fully occupied and there appears to be no urgent reason to invest in protection. That is precisely when the work should begin. Once the crisis arrives, the organisation may lack the time, cash or management attention required to respond properly. Do now: Ask what clients would genuinely miss if your company disappeared tomorrow. Their answers reveal the foundations of your moat. Why Do Companies Wait Until a Crisis to Innovate? Companies delay innovation because the cost and inconvenience are immediate, while the danger of doing nothing appears distant. A crisis suddenly reverses that calculation. Our experience at Dale Carnegie Tokyo Training illustrates the problem. Business was surging during 2018 and 2019. Revenue was strong, demand was high and the organisation was occupied with delivering training. Everything looked pretty peachy. Then Japan confirmed its first COVID-19 case in January 2020. Clients began cancelling scheduled programmes, and the outlook changed dramatically. We had no sufficiently developed moat against the disappearance of face-to-face delivery. Dale Carnegie had conducted virtual training internationally since 2010, but introducing it properly in Japan required curriculum translation, instructor development, producer training and financial investment. Before the pandemic, those barriers encouraged us to dawdle. Once survival was at stake, we found the money, time and determination remarkably quickly. In retrospect, the capability should have been built before the crisis. Do now: Identify one strategic capability your organisation keeps postponing because there is no immediate urgency. How Can a Business Create Value Competitors Cannot Copy? Distinctive value comes from solving client problems more completely, conveniently or reliably than the alternatives. The strongest advantages often combine several modest benefits into one difficult-to-replicate system. Leaders frequently believe they already provide sufficient value. The more useful question is: what additional impact could we create for the buyer? A manufacturer might attach consulting, installation, training or maintenance services to a physical product. A professional services company might add diagnostics, benchmarking, follow-up coaching, digital resources or implementation support. A software provider might reduce risk through stronger onboarding, integration assistance and user education. Some additions will cost money without producing an immediate, separate fee. That does not automatically make them a bad investment. Real moats are expensive. If an advantage is cheap and simple to introduce, competitors will reproduce it quickly. The goal is to provide musk-melon value at an apple price—or at a price only slightly above the apple. Do now: Brainstorm ten ways to save clients time, reduce their costs, lower their risk or improve the quality of their results. Should We Build a Competitive Moat When Business Is Strong? The best time to build a competitive moat is when revenue is healthy, clients are buying and the company still has strategic choices. Waiting until sales collapse removes many of those choices. Good times always feel as though they will continue. They do not. Economic downturns, geopolitical shocks, technological change, new regulations, shifts in buyer behaviour and unexpected competitors can all expose weaknesses that were invisible during periods of growth. This does not mean leaders should become pessimistic or divert unlimited resources into defensive projects. It means allocating regular time and budget to resilience, differentiation and innovation. Executives should examine which revenue streams depend on one client, one delivery method, one salesperson, one supplier or one technology platform. They should also test whether their supposed advantages are truly valuable to clients or merely internal beliefs. Moat building should become part of normal strategy, not an emergency activity launched after the castle is already under attack. Do now: Review your strategic plan and assign an owner, budget and deadline to one moat-building initiative. What Should Leaders Do About Competitors Now? Competitors deserve attention, but obsessing over them will not protect your business. The strongest defence is to become more valuable, more distinctive and more difficult to replace. Study the market, understand emerging threats and watch for changes in price, technology, regulation, talent and client expectations. Then turn the attention back to your own organisation. Ask what you can provide that buyers value and competitors struggle to reproduce. Look for ways to combine products with services, expertise with technology and quality with greater speed or convenience. Most importantly, do not wait for the next crisis. Build the moat while the business is healthy, because the moment when you urgently need protection is usually the worst possible moment to begin constructing it. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and an Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language works include Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

The final five minutes of a presentation often determine what the audience remembers about the entire talk. This is the principle of recency at work. People tend to remember most clearly what they heard last. Yet many speakers invest enormous effort in their opening, content and slides, only to allow their conclusion to collapse through poor time management, weak planning or a final sentence that quietly trails off into oblivion. A powerful presentation ending does not happen by accident. It must be designed, rehearsed and delivered with conviction. Why are the final five minutes of a presentation so important? The final five minutes are important because they shape the audience's lasting impression of the speaker and the message. Audience members may forget many of the statistics, examples and explanations they heard during the main body of the presentation. However, they are much more likely to remember the conclusion, especially when it clearly restates the central message and connects it to something relevant in their work or lives. This is particularly important for executives presenting in Japan, where audiences often expect preparation, professionalism and respect for the allotted time. A frantic ending suggests the speaker has not rehearsed properly. A controlled ending signals confidence and credibility. Whether you are addressing a board meeting, delivering a sales presentation or speaking at an industry conference, the conclusion is the final evidence the audience receives about your competence. Do now: Decide what you want the audience to remember after everything else has faded. Build the final five minutes around that one message. What causes so many presentation endings to fail? Most presentation endings fail because speakers include too much content and do not rehearse against the actual time limit. The familiar disaster begins when a presenter suddenly realises there are ten slides remaining and only three minutes left. They apologise, skip important material and race through the deck at a speed no audience can follow. The audience feels cheated. Some of the most useful slides may be abandoned completely, even though those ideas were part of the reason people attended. This problem appears in large multinational companies, small and medium-sized enterprises, startups and professional-services firms. It happens in Tokyo boardrooms, online webinars and international conferences. The technology may change, but poor preparation produces the same result. The solution is painful but simple: trim the presentation. Remove anything that does not directly support the key message. Present the richest residue rather than every fact you discovered during your preparation. Do now: Rehearse with a timer and cut enough material to finish comfortably, not merely technically, within the allocated time. How should a speaker plan the conclusion? A strong conclusion should restate the key message, explain its relevance and direct the audience towards a specific action. The key message must be decided near the beginning of the planning process. It becomes the frame around which the presentation is constructed. The stories, data, examples and visual aids should all strengthen that central idea. During the conclusion, return to the key message using clear and deliberate language. Do not introduce a completely new argument. Instead, help listeners understand why the message matters to them. A leadership audience may need to reconsider how it makes decisions. A sales team may need to change how it approaches buyers. A client may need to approve a proposal or agree to a next meeting. The final call to action should be realistic and specific. "Think about this" is weak. "Review your current presentation and rewrite the final five minutes before Friday" is actionable. Do now: Complete this sentence: "After my presentation, I want the audience to…" Use the answer to shape your conclusion. What should happen after the question-and-answer session? The speaker should reclaim the presentation after the Q&A and deliver a prepared final message. Question-and-answer sessions are unpredictable. An audience member may introduce an unrelated issue, challenge a minor detail or drag the discussion away from the presentation's main purpose. If the event ends immediately after that exchange, the final impression may be shaped by someone else's question rather than by the speaker's message. This is why professional presenters do not allow the Q&A to become the conclusion. They finish the formal content, invite questions and then return to the stage, centre of the room or camera for a brief closing statement. That statement should reconnect the audience to the original theme, summarise the principal benefit and repeat the desired action. In executive and client-facing presentations, this also demonstrates leadership. The speaker remains responsible for the direction of the communication rather than surrendering control to the room. Do now: Prepare a 30- to 60-second post-Q&A close that restores your key message and reinforces the next step. How should the pace and voice change during the conclusion? The conclusion should initially slow the audience down and then build towards a controlled crescendo. Many nervous presenters do the opposite. They rush because they are watching the clock, breathe poorly and allow their words to blur together. Their final sentence loses volume and energy until nobody is certain whether the presentation has actually finished. A professional speaker slows the pace, uses pauses and gives listeners time to process the message. Silence is not the enemy. A well-placed pause creates emphasis and signals confidence. As the presentation approaches its final lines, the speaker can gradually increase vocal energy, conviction and physical presence. Voice, posture, gestures, facial expression and eye contact should combine to strengthen the message. For online presentations, the same principle applies. Look into the camera, sit or stand upright, use purposeful gestures within the frame and finish with a firm vocal landing. Do now: Mark pauses, emphasis and changes of pace directly into your script, then rehearse them until they feel natural. How can a speaker make the ending memorable without sounding rehearsed? The ending becomes natural when the speaker rehearses the structure thoroughly but delivers the words with genuine belief. Some presenters avoid rehearsal because they fear sounding canned. In reality, under-rehearsed speakers are more likely to stare at their slides, search for words and become trapped by their notes. Preparation creates freedom. Once the speaker knows the sequence of ideas, the key phrases and the final line, they can concentrate on the audience rather than on remembering what comes next. Dale Carnegie presentation principles emphasise communicating ideas with enthusiasm, clarity and audience relevance. The aim is not theatrical performance for its own sake. The purpose is to transfer belief, confidence and commitment from the speaker to the audience. The final line deserves particular attention. It should be concise, powerful and easy to deliver. After saying it, stop. Maintain eye contact for a moment and allow the message to land. Do not weaken it with "So, yes, that's about it." Do now: Memorise the final sentence exactly, deliver it with conviction and resist the temptation to add anything afterwards. How to finish a presentation professionally The last five minutes should never become a desperate race against the clock. They are the point where the speaker gathers the argument together, reconnects it to the audience and creates the lasting impression. Plan the conclusion before completing the rest of the presentation. Rehearse the entire talk under realistic conditions. Remove material until you have enough time to slow down, pause and finish with control. After the Q&A, return to the key message. Tell the audience what matters, why it matters and what they should do next. Then increase your energy, bring your voice and body together and deliver a final sentence that sounds like the natural culmination of everything that came before it. Your audience does not merely buy information. They buy your belief, confidence and commitment. Finish strongly and they will remember both your message and you. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, he is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, together with Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language books include Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Building a Home: Navigating Our Deepest Relationships | Shaykh Belal AssadMost fights in life aren't actually about what we disagree on.In this insightful discussion, Sheikh Belal Assaad breaks down the true anatomy of conflict within our homes, marriages, and communities. Disagreement is a natural part of how Allah created us—it's how we learn and grow. The real issue isn't the disagreement itself; it's the tone, the words, and the treatment we choose.Drawing from his book Home Sweet Home and over 20 years of counseling experience, Sheikh Belal shares practical wisdom on how to bridge the communication gap between parents and children, build deep trust, and implement the "5 Ts" of harmonious relationships.What you'll learn in this video:-Why some disagreement is actually healthy and necessary.-How communication barriers form between generations (and how to bridge them).-The power of listening with empathy and sharing vulnerable moments.-The "5 Ts" of a successful relationship: Trust, Transparency, Tolerance, Talking, and Time.-Understanding your partner's unique "love language."0:00 Intro: Disagreement is where we grow1:06 Welcome & the book "Home Sweet Home"1:47 Rights, boundaries & the family as society's cell3:24 Why he wrote it: two decades of counseling5:33 Beyond the "just me and mine" mindset6:58 The migration crossroad & the generational gap8:28 Two broken homes — reconnecting in small moments10:20 The core skill: listening with empathy12:51 Conflict is about tone, not disagreement14:28 The Five Ts of a harmonious relationship16:59 The straw that broke the camel's back18:02 The power of words & love languages20:44 Making time & keeping relationships real21:52 Why we build emotional walls23:22 Breaking the ice (& Dale Carnegie)25:00 Loving for the sake of Allah26:01 Parting advice: taking the first step28:59 Closing

Viele fragen mich, welche Bücher ich für Vertrieb, Kommunikation und Management empfehle, deshalb startet mit dieser Episode eine neue Reihe im Agrarpodcast. Den Anfang macht der Klassiker „Wie man Freunde gewinnt“ von Dale Carnegie. Obwohl das Buch bereits 1936 erschienen ist, sind seine Grundprinzipien erfolgreicher Kommunikation heute aktueller denn je. In dieser Folge erfährst Du, warum Sympathie, ehrliches Interesse und ein respektvoller Umgang entscheidende Erfolgsfaktoren im Vertrieb sind. Ich erzähle außerdem, weshalb mich dieses Buch zu Beginn meiner beruflichen Laufbahn nachhaltig geprägt hat und warum viele seiner Inhalte heute zu meinem ganz normalen Verhalten gehören. Die Beispiele mögen teilweise alt wirken, die Botschaften dahinter sind es nicht. Deshalb gehört dieses Buch für mich zur Pflichtlektüre für jeden, der mit Menschen arbeitet. Meine Bewertung: 4,5 bis 5 von 5 Punkten. Wenn Dir diese Folge gefallen hat, freue ich mich über Deine Bewertung und Dein Feedback. Weitere Buchempfehlungen aus meinem Bücherregal folgen in den nächsten Episoden. Bis dahin wünsche ich Dir wie immer: Reiche Ernte.

Coaching Over Managing: Empowering Leaders to Inspire Growth through Coaching by Terry Ostrowiak https://www.amazon.com/dp/B0GWPZML42 Quantumleapcatalyst.com Synopsis: Coaching Over Managing: Empowering Leaders to Inspire Growth through Coaching is designed to help managers coach rather than simply manage.Autobiography: Terry Ostrowiak is a Business Catalyst who helps open-minded executives in small businesses achieve Quantum Leap Results-hitting targets and goals faster and more easily than they could on their own. His coaching career spans over 40 years across 26 countries. He has organized and conducted coaching and training programs, workshops, and seminars for a range of small and large companies.For 12 years, Terry ran one of the most successful independent Dale Carnegie operations in Johannesburg, South Africa, and was awarded the International President’s Cup three times for generating and conducting quality business.He was appointed Special Adviser to the International Federation of Professional Coaches and Mentors, has hosted his own radio programs in the United States, and is the founder of Dynamus International, a global coaching consultancy based in San Diego, California.With over 40 years of experience coaching, teaching, and training small businesses worldwide, Terry (aka The Quantum Leap Catalyst) shares his approach to what makes a successful coach and what makes a client’s coaching session truly exceptional. Terry has also published a book titled The Greatest Book on Coaching for Small Business, which addresses the challenges faced when running and growing a business to higher levels.

About the Guest: Ania Smith is the CEO of TaskRabbit, the global marketplace connecting people who need everyday tasks done with skilled local "Taskers." Born in Poland, she immigrated to Sioux Falls, South Dakota at 12, learned English, and went on to study business — including an exchange back in Poland — before earning her MBA at Wharton. She began her career in international development, moved through investment banking and consulting at L.E.K., and held leadership roles at Expedia, Walmart, and Airbnb before taking the top job at TaskRabbit at the end of August 2020. Ania is known for her candor about ambition, her belief in running toward growth and discomfort, and her conviction that great leadership is fundamentally human. She leads TaskRabbit (now part of the IKEA family) with a focus on helping Taskers build meaningful income while keeping human connection at the center — even as AI reshapes the way we work. Hear more about her journey from a paper route in South Dakota to the CEO seat in this episode of the Take Command Podcast. What You Will Learn: Why resilience is "getting up after the fall" — and how to stop catastrophizing setbacks Why careers are non-linear, and how lateral moves and new skills set you up to lead How humility ("hire people smarter than you") becomes a leadership superpower Why listening is the single most important skill of a good leader How to build relationships that last by keeping in touch when you need nothing Why human creativity and connection still beat AI's "generating to the mean" Join us for this episode of the Take Command Podcast to explore what it takes to lead with grit, humility, and heart. Ania Smith doesn't claim to have all the answers — she'd rather hire people who do — but her journey offers clear, practical lessons for any leader navigating uncertainty and growth. Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

Main ideas: - Likability is the residue of an interaction: did someone make you feel good, and would you look forward to seeing them again? - It is subjective but not completely arbitrary. Smiling, warmth, tone, body language, humour, listening and word choice are recurring ingredients. - Likability is learnable and effectively free. The speakers reject the idea that people are simply born likable or unlikable. - Messaging can matter as much as the message. A strong idea presented by a disliked person may fail; a weak idea presented by a likable person may spread. - It is a multiplier for competence. Workplaces may reject brilliant performers whom colleagues actively avoid. - Conversation is “social tennis.” Likable people return the conversational ball rather than trying to ace the other person. - Life is a multiplayer game. A useful shift is from “What do I want to do?” to “How can I make this game or interaction better for everyone?” - Being good energy matters. The speakers suggest intentionally creating periods—perhaps once a week—when friends or partners set their problems aside and have fun. - Context changes the recipe. Humour may dominate in public or parasocial settings, while empathy and feeling understood matter more one-to-one. - There is a golden mean. Too little likability becomes abrasive; too much becomes approval-seeking. If it is merely a tool for getting what you want, it becomes manipulation. - Authenticity and mission can compensate for abrasiveness. Musk, Jobs and Trump are presented as examples of people liked by some precisely because they appear uncompromising. - Political likability can be dangerous. Charisma can acquire power, override policy evaluation and attach people to ideas or leaders. - Disagreement need not be disagreeable. Likability includes hearing opposing views, separating people from their ideas, and allowing disagreement without personal rejection. - Ideas themselves can be likable. An emotionally appealing idea can propagate even if its practical outcomes are poor—the speakers use socialism and Marxism as their contentious example. - Growth encourages positive-sum thinking. One speaker argues that low economic growth intensifies tribal and zero-sum conflict, while renewed growth—potentially driven by AI—could encourage openness and cooperation. - Dale Carnegie's practical recipe receives the clearest endorsement: show genuine interest, smile and be warm, remember names, listen more than you speak, discuss the other person's interests, and make people feel sincerely valued.

Rob Heller is a successful entrepreneur, youth development innovator, and founder of the Boost Program, a comprehensive personal development curriculum designed to equip teens and young adults with the essential life, social, and mental health skills that traditional education overlooks. Drawing from a century of personal development wisdom—distilling the teachings of Dale Carnegie, Napoleon Hill, and other thought leaders into accessible, actionable lessons—Rob developed Boost as the "missing course" for today's youth.In this episode, Lily and Rob dive into the creation of the Boost Program and why he thought children needed it. We also get into what makes Boost work and his plans for expansion.For all links and resources mentioned in this episode, head to the show notes: https://www.educatorforever.com/episode192.

7/6/2026 THE 3 MINUTE BLUEPRINT - HOOKING YOUR AUDIENCE FASTEPISODE 1817“We live in a modern world full of TikTok attention spans trying to respond to leadership challenges with Harry Potter answers.” J Loren Norris The 3-Minute Blueprint: Hooking Your Audience FastFive years of working with the Dale Carnegie team Introduced me to a concise communication framework which Dale affectionately called “the Magic Formula”. It has served me well for two decades and is one of the foundational principles of StoryPower Academy. Leaders who are willing to do the work, can distill complex visions into high-impact, 2-3 minute messages that drive rapid action. Any leader can communicate any topic to any audience IF THEY ARE INTENTIONAL ENOUGH. The big challenge is this: most leaders communicate in data, facts, information and commands. When they want to convey something more “personal” they default to safe stories, quote books, anecdotes which are tired and over used. The StoryPower Method encourages and equips leaders to identify, qualify and apply lessons they have personally learned. By crafting the aha moment into stories and those stories into an applicable narrative, metaphor or illustration; team members, board members and customers will better understand the context and the content of information delivered. RESOURCES MENTIONED IN THIS VIDEO:

Nghe trọn nội dung sách nói Quẳng Gánh Lo Đi & Vui Sống trên ứng dụng Voiz FM: https://voiz.vn/play/297/Bất kỳ ai đang sống đều sẽ có những lo lắng thường trực về học hành, công việc, những hoá đơn, chuyện nhà cửa,... Cuộc sống không dễ dàng giải thoát bạn khỏi căng thẳng, ngược lại, nếu quá lo lắng, bạn có thể mắc bệnh trầm cảm. Quẳng Gánh Lo Đi Và Vui Sống khuyên bạn hãy khóa chặt dĩ vãng và tương lai lại để sống trong cái phòng kín mít của ngày hôm nay. Mọi vấn đề đều có thể được giải quyết, chỉ cần bạn bình tĩnh và xác định đúng hành động cần làm vào đúng thời điểm.Tại ứng dụng sách nói Voiz FM, sách nói Quẳng Gánh Lo Đi & Vui Sống được đầu tư chất lượng âm thanh và thu âm chuyên nghiệp, tốt nhất để mang lại trải nghiệm nghe tuyệt vời cho bạn.---Về Voiz FM:Voiz FM là ứng dụng sách nói podcast ra mắt thị trường công nghệ từ năm 2019. Với gần 2000 tựa sách độc quyền, Voiz FM hiện đang là nền tảng sách nói podcast bản quyền hàng đầu Việt Nam. Bạn có thể trải nghiệm miễn phí đa dạng nội dung tại Voiz FM từ sách nói, podcast đến truyện nói, sách tóm tắt và nội dung dành cho thiếu nhi.---Voiz FM website: https://voiz.vn/Theo dõi Facebook Voiz FM: https://www.facebook.com/VoizFMTham khảo thêm các bài viết review, tổng hợp, gợi ý sách để lựa chọn sách nói dễ dàng hơn tại trang Blog Voiz FM: http://blog.voiz.vn/---Cảm ơn bạn đã ủng hộ Voiz FM. Nếu bạn yêu thích sách nói Quẳng Gánh Lo Đi & Vui Sống và các nội dung sách nói podcast khác, hãy đăng ký kênh để nhận thông báo về những nội dung mới nhất của Voiz FM channel nhé. Ngoài ra, bạn có thể nghe BẢN FULL ĐỘC QUYỀN hàng chục ngàn nội dung Chất lượng cao khác tại ứng dụng Voiz FM.Tải ứng dụng Voiz FM: voiz.vn/download#voizfm #podcast #quangganhlodivuisong #dalecarnegie

Develop success from failures. Discouragement and failure are two of the surest stepping stones to success. ~Dale Carnegie Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

If you want to know how to apply Dale Carnegie's How to Win Friends and Influence People to your dating life, Paul Bauer breaks down the ultimate red pill game on this episode of the Come On, Man podcast. Discover 10 powerful communication shifts and NLP relationship psychology techniques that will improve your social skills with women, whether you are on day one or year five of a relationship. Today we break down how to kill the validation-seeking mindset, use specific appreciation instead of empty flattery, steer her toward agreement naturally using pacing and leading, let her feel ownership over ideas, and own your missteps in a way that builds respect instead of killing it. If you've been looking for low-effort, high-return relationship psychology grounded in proven principles, this episode is it.VIDEOS TO WATCH NEXT:Watch this playlist to figure out how to fix your failing marriage: Watch this playlist to help you get over your ex for good: Watch this playlist to develop an unshakable frame and take control of your life: --------------------------------------------FREE EBOOKS➡️ She's Made You Weak: ➡️ Fine... Here's How You Get Her Back: ➡️ The 4 Magic $3X Positions: --------------------------------------------BOOKS AND WORKBOOKS➡️ Find all of my books here: ➡️ Find all of my workbooks here: --------------------------------------------FOLLOW MEFollow on TikTok - Follow on Instagram - Follow on Facebook - Follow on X - Follow on Gettr - Follow on Truth - Follow on Substack - --------------------------------------------COMMUNITIES➡️ Join The W.O.L.F. Pack: ➡️ Become a Spotify Channel Subscriber: --------------------------------------------

Becoming a new leader is one of the most dangerous promotions in business. The person who was promoted for hard work, strong KPIs, early starts, late finishes and personal accountability suddenly becomes responsible for other people's performance. That sounds like career progress, but it can become a trap. Many new managers in Japan, Asia-Pacific, Europe and the US receive little or no formal leadership training. They are expected to work it out alone. The problem is that the skills that earned the promotion are not the same skills needed to succeed as a leader. The new game is leverage, coaching, persuasion and building capability through the team. Why do new leaders struggle after promotion? New leaders struggle because they keep doing the work that got them promoted instead of learning how to lead others. They remain top performers, but they fail to multiply performance through the team. This is common in sales, finance, operations, technology and professional services. A strong individual contributor becomes a team leader and still tries to personally save the numbers. That works for a while, until the organisation raises the target and individual output hits its limit. A leader with ten people has access to eighty hours of team effort in a single day, while one heroic manager has only sixteen hours at most. The leverage is obvious, but many new leaders miss it. Do now: Stop measuring your value only by your personal output. Measure how much better the team performs because of your leadership. How can new leaders stop doing and start leading? New leaders must deliberately shift time from personal production to team development, coaching and performance management. The goal is not to be the busiest player; it is to become the conductor of the orchestra. The orchestra conductor does not play the violin, trumpet or drums. The conductor studies the musicians, aligns timing, manages egos, draws out potential and lifts the whole performance. New managers must do the same. Yes, some may still carry clients or operational responsibilities, especially in SMEs and lean organisations. But over time, they should move those tasks to capable team members and invest more time in developing people. Do now: Audit your week. Reduce low-leverage personal tasks and increase time spent coaching, delegating and improving team capability. How should new leaders balance people and process? New leaders need enough process to protect the organisation and enough freedom to allow creativity, ownership and experimentation. Too many rules kill initiative; too few controls create risk. Compliance matters. Rules protect companies from legal, financial and reputational disaster. We have all seen finance-world examples where weak controls and adrenaline-fuelled risk-taking damaged or destroyed firms. But if every action requires permission, the team stops thinking. In Japanese companies, where stability and process discipline are often strong, leaders must create safe space for ideas while respecting governance. In startups, the danger may be the opposite: too much freedom and not enough control. Do now: Clarify non-negotiable rules, then invite the team to find better paths within those boundaries. Why should leaders encourage ideas from the team? Leaders should encourage team ideas because creativity, ownership and engagement grow when people help shape the solution. If every answer comes from the boss, the team becomes passive. New leaders often let ego get in the way. They think, "I am the boss, so the best ideas should come from me." Or worse, they fear that a talented team member might replace them. That is small thinking. Organisations everywhere are crying out for leaders who create more leaders. A manager known as a "leader creating machine" becomes more valuable, not less. If nobody can replace you, you may be trapped in the same role forever. Do now: Ask the team for options before giving your answer. Build people who can eventually replace you. Why is coaching essential for first-time managers? Coaching is essential because the leader's job is to help people become better than they already are. If everyone keeps working the same way, the team will keep getting the same results. Many new leaders were self-sufficient high achievers. They did not need much help, so they underestimate how much coaching others require. But people do not automatically change because the boss wants better numbers. They may want the company, market, customers or boss to change while they stay exactly as they are. That is where coaching, listening and persuasion become core leadership skills. Dale Carnegie-style leadership is not command and control; it is influence, trust and development. Do now: Schedule regular coaching conversations and focus on behaviour change, not just task updates. What should new leaders study to keep succeeding? New leaders should study leadership deliberately because management skill does not arrive through osmosis.Promotion gives authority, but study builds capability. First-time managers should study delegation, coaching, listening, persuasion, conflict management, motivation and performance accountability. In Japan's consensus-oriented business culture, persuasion and listening are especially important because blunt orders often create surface agreement without real commitment. In Western organisations, speed and directness may be valued, but influence still matters. The Darwinian "up or out" business world does not forgive leaders who refuse to grow. Do now: Treat leadership as a discipline. Study it, practise it and get feedback before small mistakes become career-limiting habits. Final Summary New leaders succeed when they understand that promotion changes the job. What worked before will not be enough now. The leader must stop being only the best player and start building the whole team's performance. Three priorities matter most. First, stop doing everything yourself and start gaining leverage through others. Second, balance process with people so the organisation stays safe while creativity survives. Third, become a genius coach who listens, persuades and develops capability. Study the new role seriously. In leadership, survival and success belong to the people who learn fastest. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Send us Fan MailWhat does it really look like to go from a $2,500 bet to a 9‑figure beverage brand?In this episode of Spartan Leadership, Josh Kosnick sits down with Adam Kroener, co‑founder and president of Carbliss, to break down how he went from putting a drink “in a can” and “selling the shit out of it” to building a massive ready‑to‑drink cocktail company.  Adam shares how a backyard idea turned into a real business, why his wife's 25 “better questions” became their first business plan, and how they ended up doing the exact opposite of what was on that plan once they got into the real world.Adam pulls back the curtain on formulation, distribution, culture, and the realities of scaling, including flying to California to dial in flavor because he didn't know how to describe what he was tasting, honoring his late best friend through the parent company name, and learning to ask experts better questions instead of pretending to know it all.You'll hear the unpolished story behind Carbliss, from early fears and $2,500 on the line to navigating explosive growth, hiring, and building a team that can sell “the shit out of it” without losing who they are.In this episode:• The $2,500 down-payment story and the “put it in a can” moment with his wife• How a non-beverage guy learned to talk to beverage experts and dial in flavor• Turning 25 questions into a business plan they eventually did the opposite of• Honoring a best friend through the parent company behind Carbliss• What it really takes to scale from an idea to a 9-figure brandConnect with Adam Kroener | adamkroener.comDrink Carbliss | https://drinkcarbliss.comFollow Josh Kosnick | joshkosnick.comTimestamps: 00:00 Cold open – “Put it in a can and sell the shit out of it”  00:57 Welcome back + who Adam is and why his story matters  02:23 Army deployment to Iraq and how it shaped his leadership  04:11 From factory floor to leading 1,000+ people in manufacturing  07:41 Early failed business, delusional confidence, and what he learned  10:22 The $2,500 bet and the origin story of Carbliss  12:32 Visionary vs. integrator – building the business with his wife  13:54 Why Carbliss tastes like the name on the can (product and flavor philosophy)39:57 Family, staying grounded, and building a life around the business  01:08:01 Legacy, the real American Dream, and Adam's final leadership lesson#SpartanLeadership #AdamKroener #Carbliss #Entrepreneurship #StartupStory #BusinessPodcast #Founders #Leadership #BeverageIndustry #CPG #DrinkBusiness #SmallBusiness #BusinessGrowth #VeteranOwned #HusbandAndWifeTeamSupport the showCONNECT WITH ME HERE:FacebookInstagramLinkedInTwitterTikTokYouTubeSUBSCRIBE TO THE PODCAST HERE:Apple PodcastsSpotifyYouTube

Small presentation changes can create big gains in persuasion, authority and audience engagement. Most presenters do not fail because they lack intelligence, experience or good content. They fail because their delivery habits are invisible to them. When presenting in Japan, Asia-Pacific, the US or Europe, the audience judges far more than the slide deck. They read eye contact, gestures, facial expression, voice variety, body direction and energy. In corporate boardrooms, sales meetings, leadership town halls and training rooms, these signals either strengthen the message or quietly sabotage it. How should presenters use eye contact to engage an audience? Presenters should use sustained one-on-one eye contact for about six seconds to make each audience member feel personally addressed. Scanning the room is not the same as connecting with people. Many speakers, including politicians in Japan, sweep their eyes across the audience to look engaged, but two seconds per person feels fake. Around six seconds creates the impression, "This speaker is talking to me." Staring longer becomes intrusive and uncomfortable. In a Tokyo sales presentation, a Singapore leadership briefing or a New York investor pitch, eye contact gives the spoken message human weight. Do now: Stop scanning. Speak one complete thought to one person, then move naturally to another person. What should presenters do with their hands? Presenters should use their hands only to strengthen the verbal point they are making. Hands behind the back, crossed in front or buried in pockets reduce openness and persuasive impact. Hands are not decoration; they are emphasis tools. Holding them behind the back may feel safe, but it locks the upper body. Crossing them near the soft organs creates a defensive barrier. Pockets remove a powerful communication channel altogether. Dale Carnegie-style presentation coaching often starts with simple body mechanics because gestures help audiences understand importance, contrast and direction. Do now: Let your arms drop naturally from shoulder height. Keep your hands there until they are needed to reinforce a key point. Why does facial expression matter in presentations? Facial expression matters because the face is the most powerful visual aid a presenter owns. If the face does not match the message, the audience receives mixed signals. Dr. Albert Mehrabian's UCLA research is often cited in communication training because it highlights the importance of congruence between words, voice and facial expression. Presenters spend hours polishing PowerPoint, Keynote or Canva slides, then forget the audience is looking at their face. Good news needs a smile. Bad news needs seriousness. Exciting news needs visible energy. This is true in Japanese executive briefings, global town halls and B2B sales demonstrations. Do now: Match your face to the emotional meaning of the message, not just the words on the slide. How can presenters improve vocal variety? Presenters improve vocal variety by changing tone, speed and strength so the audience does not fall into the boredom zone. A monotone voice kills attention, even when the content is useful. Not everyone has a deep radio announcer or DJ voice, and that is perfectly fine. Speakers work with the voice they have. The goal is range. Japanese can sound flatter than English because of its natural rhythm, but Japanese presenters can still create impact through speed changes, pauses and stronger emphasis. In multinational companies, voice variety helps bridge language, culture and attention span. Do now: Mark the important parts of your talk and deliberately change pace, volume or tone at those moments. Why do toes matter when presenting? Toes matter because the direction of the feet controls how easily the body can address the whole audience. If the toes point away from centre, the speaker unconsciously neglects part of the room. This sounds odd until you see it. A presenter whose feet are angled left will find it harder to turn right. The result is half the audience receives less attention, less eye contact and less energy. In conference rooms, seminar spaces and client briefings, stance affects inclusion. A ninety-degree forward stance keeps the body balanced and ready to rotate naturally. Do now: Before speaking, check your toes. Point them forward so your whole body can speak to the whole room. How much energy should a presenter use? Presenters should match their energy to the content and release it in bursts rather than running at maximum power throughout. Too little energy loses the audience; too much energy exhausts them. Passion, commitment, belief and enthusiasm all travel through energy. The key is control. A leadership message, sales pitch or conference keynote needs emphasis at the right moments. Many speakers make the mistake of fading out at the end, just when the final impression matters most. Audiences remember the finish, so the close must carry conviction, not exhaustion. Do now: Choose the key points where energy must rise, and finish with a bang rather than drifting away. Final Summary Better presenting often comes down to six simple delivery levers: eyes, hands, face, voice, toes and energy. None of these require fancy technology, expensive slide design or theatrical tricks. They require self-awareness, coaching, practice and deliberate correction. Presenters who want greater persuasion power should stop presenting into the void. Engage one person at a time, use hands purposefully, let the face match the message, vary the voice, point the toes forward and control energy for maximum impact. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

卡耐基的人际关系心法，竟是告别哑巴英语的破冰术你害怕开口说英语吗？不妨先做卡耐基教的这一步：问问自己，最坏的结果是什么。最坏不过是你说的英语别人听不懂，对方皱一下眉，或者礼貌地让你重复一遍。然后呢？然后世界不会崩塌，你也不会被警察抓走。那个尴尬的瞬间，最多持续几秒钟。你完全可以接受它——因为即使发生了，你依然活着，甚至比之前多了一次“试错”的经验。当你真的接受了“最坏也不过如此”，你的恐惧就会像泄了气的皮球。这时候，你再试着去改善：提前把要说的话写下来，练两遍；或者先用简单句，慢一点说。你会发现，原本压得你喘不过气的“开口恐惧”，变成了一件你可以掌控的小事。Anything worth doing is worth doing badly the first time.任何值得做的事,第一次都值得把它搞砸。斯多葛哲学把这种做法叫作“预想最坏”。爱比克泰德说，困扰我们的不是事情本身，而是我们对事情的看法。你害怕的不是开口本身，而是你脑海里那个“被嘲笑后无地自容”的画面。当你主动去想象它、接受它，它就失去了吓唬你的能力。中国智慧里，这叫“置之死地而后生”——敢接受最坏的，反而容易迎来最好的。回到你的英语练习：下一次，当你因为害怕而不敢张嘴时，请轻声问自己：“最坏能怎样？”然后，深呼吸，接受那个答案。最后，大胆开口。你会发现，最坏的情况很少发生，而你却因为这一问，获得了前所未有的勇气。New Wordsworst [wɜːrst] adj. 最坏的；最差的 n. 最坏的情况The worst thing you can do is to never try speaking at all.你能做的最坏的事，就是永远不尝试开口说。prepare [prɪˈper] v. 准备；预备Before the meeting, prepare a few key sentences in English.开会前，先用英语准备几个关键句子。accept [əkˈsept] v. 接受；承认You need to accept that making mistakes is part of learning English.你需要接受一个事实：犯错是学英语的一部分。proceed [proʊˈsiːd] v. 继续；接着做After you accept your fear, proceed to take a small step forward.在接受你的恐惧之后，继续向前迈出一小步。improve [ɪmˈpruːv] v. 改善；提高She practices speaking every day to improve her pronunciation.她每天练习口语来提高发音。Quote to learn for todayFirst ask yourself: What is the worst that can happen? Then prepare to accept it. Then proceed to improve on the worst.——Dale Carnegie翻译先问问自己：最坏的结果会是什么？然后做好接受它的准备，再着手去改变这糟糕的局面。——戴尔·卡耐基29期爱趣英文开启限额招募，跟着卡卡老师彻底摆脱懒癌，全面系统提升！公众号：卡卡课堂 卡卡老师微信：kakayingyu002

I'm begging you PLEASE, I'll be your very best friend.In this episode I review Dale Carnegie's classic 'How to Win Friends & Influence People' nearly a century on from its publication. I walk through the book's structure: principles on handling people, making people like you, winning others to your way of thinking and leading without resentment. Timeless advice still shines (smile, remember names, be genuinely interested, listen well) but some parts feels dated (the slow course‑shilling intro and lack of psychological depth on becoming “genuinely” interested). I also dig into the tension at the heart of the book: wanting friends and influence while being told to act without obvious self‑interest.If you got value from the podcast please provide support back in any way you best see fit!Timeline:(00:00:00) Intro(00:01:52) Book structure overview: parts and principles(00:06:31) Key principles sampled: smile, names, listen, importance(00:11:17) Childhood lens on making friends and sorting people(00:13:41) Author background: Dale Carnegie's path and motives(00:17:19) The hard part: becoming genuinely interested(00:20:34) Does it hold up? A dated yet durable self‑help classic(00:22:29) Wrap‑up, support links and what's next Connect with Mere Mortals:Website: https://www.meremortalspodcasts.com/Discord: https://discord.gg/Xs9DjsurFqTwitter/X: https://twitter.com/meremortalspodsInstagram: https://www.instagram.com/meremortalspodcasts/TikTok: https://www.tiktok.com/@meremortalspodcastsValue 4 Value Support:Website: https://www.meremortalspodcasts.com/supportPaypal: https://www.paypal.com/paypalme/meremortalspodcast

John Gravelyn spent most of his career in engineering, managing technical launches at Ford and then Rivian. He grew up wanting to work on cars, but after buying his first house he realized he loved ownership more than the cars themselves. After succeeding at Rivian and later being laid off, he launched his own company, First Principles Partners, where he helps engineers and other analytical professionals approach real estate the way they approach engineering problems. Based in central Michigan, John builds deal-analysis tools and calculators that help investors evaluate properties, and he coaches clients to stay in their analytical strengths while partnering out negotiation and management.     Make sure to download our free guide, 7 Questions Every Passive Investor Should Ask, here.     Key Takeaways Treat real estate like an engineering problem, then partner out the rest Stay in your strongest lane and let others negotiate and manage Learn to delegate early, because leverage beats doing everything yourself Hire fast, fire fast, and keep working the relationship after the hire Get comfortable operating in the gray areas of deals     Topics From Automotive Engineering to Real Estate John spent his career in engineering, working at Ford and then Rivian Buying his first house showed him he loved ownership more than the cars Why an Engineering Mind Is Drawn to Real Estate Every property is variable, unlike automotive work built to cut variability That uncertainty makes real estate a bigger, more interesting problem to solve Building First Principles Partners After Rivian, John got his real estate license to help analytical people invest He helps engineers buy a first home, then scale into owning more property Growth turned out to be more of a marketing challenge than he expected Shifting from Engineering Rules to Investing Reality In engineering a number is fixed, but in deals terms are negotiable Showing clients the numbers and probabilities helps them act in the gray areas Analysis, Acquisition, and Management Analytical investors should own the analysis and avoid negotiating emotionally Partnering with an agent and operators keeps their time on their strengths Learning to Delegate and Leverage Moving into engineering management forced John to delegate and influence Being the central point of a vision creates more leverage than doing it all He frames this as the who not how principle Vetting and Working with Partners John runs an initial vetting, then relies on hiring fast and firing fast He treats partnerships as dynamic and keeps improving the relationship He has been burned, but believes most people want to work with good people    

The data proving empathy is smart business has always been there, it's all we talk about here - but now it's bigger, broader, and more impossible to ignore than ever. Dr. Robert Coleman is Director of Research and Thought Leadership at Dale Carnegie and Associates, where he leads ongoing research into the issues facing leaders, employees, and organizations worldwide. He comes bearing serious receipts in the form of Dale Carnegie's white paper, The Power of Empathy: A Key Soft Skill for the Future of Work. Now in its third consecutive year of global research with roughly 4,000 respondents. This isn't a one-off survey. This is an ongoing comparative study that is building an airtight case for empathy as a core business strategy.Robert walks us through what the data actually shows - and it is compelling. Employees in high-empathy workplaces dramatically outperform those in low-empathy ones on retention, satisfaction, and goal achievement. Teams in high-empathy organizations are significantly more likely to meet and exceed their targets. And here's the stat that stopped me cold: only 14% of employees say they've received training specifically focused on empathy, despite its proven link to performance and retention. Not because employees don't want it, they are craving it. It's the interpersonal skills they know matter most. And yet companies continue to underinvest. We dive deep into the data together and then pull back out to make sense of what it means for your organization and why you need to pay attention right now.To access the episode transcript, go to www.TheEmpathyEdge.com, search by episode title.Listen in for…How one interaction can shape someone's view of your organization.Why roll fit should be addressed from the front end, and not assumed to be fixed later.Statistics around empathy as a retention and job satisfaction driver.Why accountability is important for engagement at all levels. "Without empathy, emotional intelligence loses its effectiveness, because empathy makes it actionable. It's how people experience it, and it is that action piece that transforms emotional awareness into those meaningful leadership outcomes that people are looking for." — Robert Coleman, Ph.DAbout Robert Coleman, Ph.D., Director of Research and Thought Leadership, Dale CarnegieRobert A. Coleman, Ph.D., is the director of research and thought leadership for Dale Carnegie and Associates, where he is responsible for ongoing research into current issues facing leaders, employees, and organizations worldwide.Connect with Robert:Dale Carnegie & Associates: dalecarnegie.com LinkedIn: linkedin.com/in/robertcoleman5 Dale Carnegie White Paper: The Power of Empathy: A Key Soft Skill for the Future of Work: https://www.dalecarnegie.com/en/state-of-organizational-health Connect with Maria:Get Maria's books: Red-Slice.com/booksHire Maria to speak: Red-Slice.com/Speaker-Maria-RossTake the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader LinkedIn: Maria RossInstagram: @redslicemariaFacebook: Red SliceGet your copy of The Empathy Dilemma here- www.theempathydilemma.com

About the Guest: Eric Ries has been a force in entrepreneurship and innovation for over twenty years. He is the creator of the Lean Startup method and the author of The Lean Startup, The Leader's Guide, and The Startup Way. His ideas have shaped how startups and large companies approach growth, decision-making, and innovation. As a founder, Eric has applied his principles with ventures like The Long-Term Stock Exchange (LTSE); Answer.AI, an AI research lab; the Lean Startup Co.; Virgil, a legal services startup; and IMVU, where many of the concepts that became the Lean Startup method were forged. He has served as an entrepreneur-in-residence at Harvard Business School and IDEO. Eric lives in the San Francisco Bay Area with his wife and three children. What You Will Learn: How to create systems and cultures that encourage experimentation and learning Lessons in influencing and leading without formal authority Why long-term thinking matters for both founders and teams The importance of compounding small, deliberate actions over time Insights on how Lean Startup principles can transform established organizations Join us for a deep dive into leadership, innovation, and the mindset that allows founders and executives to build companies that last. Eric's approach is practical, disciplined, and forward-thinking. Tune in to gain strategies that go beyond theory and into the real-world application of building lasting organizations. Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

¿Cómo sacar el máximo partido de las formaciones? Juanda, que se ha leído todos los libros, te cuenta cómo hacerlo en su proyecto de Learning legendario. Los empleados pierden valiosas horas en cursos que no están bien diseñados. Todo cambio empieza por las lecciones de Dale Carnegie. Juanda lo llama «un manual para aprender a tratar con la gente». Lo mejor de sus libros es que puedes llevarlos inmediatamente a la práctica, sales a la calle y compruebas en tus interacciones que sus trucos funcionan.Kapital es posible gracias a sus colaboradores:⁠⁠Página Internacional⁠⁠. Lo mejor de la prensa de todo el mundo.⁠⁠Página Internacional es un nuevo medio digital y papel que publica en español los mejores artículos de las principales revistas y periódicos del mundo. Con una sola suscripción, en Página leerás las piezas esenciales de The Economist, The New York Times, Foreign Affairs, Der Spiegel, Le Monde o The Atlantic. Página nace con el propósito de aportar filtro, acceso y selección, y reunir en un mismo lugar el mejor periodismo global. Como dice Toni Segarra, que estuvo en el podcast y que es socio fundador del proyecto: «Lo sorprendente es que Página Internacional no existiera hace ya tiempo. Lo importante es que exista ahora, en este momento». Puedes formar parte de Página suscribiéndote anualmente, ahora con un descuento de 30 euros si aprovechas el código KAPITAL30. También tienes la opción vitalicia, en la que te prometen una vida entera de buena lectura y sabiduría. ¡Feliz lectura!TaxDown⁠. Tus impuestos bien hechos.¿Declaras bien tus inversiones? Este año, si tienes inversiones, hay nuevos cambios y regulaciones que tienes que saber (DAC8, modelo 721, normativa europea), así que es clave hacerlo bien. Si inviertes, yo te recomiendo TaxDown por ser la forma más fácil de presentar la Renta. TaxDown se integra con la mayoría de brókers, te lo calculan todo, y además cuentan con expertos fiscales en inversiones que revisan tu caso. Así evitas líos y cálculos raros. Si quieres probarlo, puedes usar mi código KAPITAL para obtener descuento. O puedes entrar directamente desde este enlace.Patrocina Kapital. Toda la información en este link.Índice:0:32 Tres leyes de la robótica.9:14 El sesgo ideológico de la IA.15:28 Bauman y la interdenpendencia.27:02 Formaciones online.42:09 Anti-PowerPoint Party.50:13 Acaparadores del micrófono.56:17 Los consejos de Dale Carnegie.1:09:34 Entrenar la improvisación.1:20:33 Hacer las preguntas correctas.Apuntes:Trilogía fundación. Isaac Asimov.Yo, robot. Isaac Asimov.Her. Spike Jonze.La teoría sueca del amor. Erik Gandini.Modernidad líquida. Zygmunt Bauman.Cómo ganar amigos e influir sobre las personas. Dale Carnegie.Cómo disfrutar de la vida y del trabajo. Dale Carnegie.What they don't teach you at Harvard Business School. Mark McCormack.Pre-suasión. Robert Cialdini.Reshuffle. Sangeet Paul Choudary.

Have you ever noticed how hard it is to step away from your phone… even when your  mind and body is asking for a break?The texts, notifications, social media scrolling, and constant pressure to respond to that email can leave you  feeling wired, distracted, and disconnected from yourself. Your mind may say, “Just one more thing,” while your body is quietly tightening, bracing, or whispering that it needs space.And if you've been pushing through for years — caring for everyone else, managing work, family, caregiving, and the invisible weight of modern life — you are not broken. Your body may simply be responding to a world that rarely rewards you how to pause.In this episode, I sit down with Dr. Mary Donohue, founder and CEO of the Digital Wellness Center, whose work blends neuroscience, behavior, and technology. After living with chronic leukemia, caregiving stress, and surviving a heart attack, Mary began looking more closely at digital wellness and how constant connection affects the brain, body, and our ability to pause.Together, we talk about digital overload, micro breaks, nervous system regulation, social media anxiety, and stress-related illness. Mary shares why even a small pause can help your body settle and give you more space before you respond.In this episode, you'll learn:Why midlife women may be especially vulnerable to chronic stress How women over 50 can begin noticing the subtle body cues they've learned to overrideWhat micro breaks can offer when your mind and body feel overstimulatedHow social media anxiety can quietly shape your mood, focus, and sense of calmHow a simple 3 minute micro break can help you regulate you emotional well-being.The connection between technology and mental health in our everyday choicesHow your nervous system staying in a low-grade activation (fight or flight response) can show up without you even knowing it. IWhy giving back, connecting with others, and creating more joy can help you feel more groundedHow technology can become part of the solution when it is designed with human well-being in mindThis conversation is a gentle reminder that the pace of your life may be asking more of your body than it was ever meant to hold.You don't have to wait until you're exhausted, anxious, or completely overwhelmed to give yourself a pause. Sometimes one small moment of space is enough to help you start hearing what your body and brain have been trying to tell you all along.With love and freedom, LaurieClick here to purchase my “Nervous System Regulation Starter Kit” it's $29.99Click here to purchase my book: Sandwiched: A Memoir of Holding On and Letting GoClick here to watch the Barbie clip referenced in this podcastFree ResourcesClick here to schedule a FREE inquiry call with me.Click here for my FREE “Beginner's Guide to Somatic Healing”Click here for my FREE Core Values ExerciseWebsiteConnect with Dr. Mary Donohue: Victoria on LinkedIn: Dr. Mary DonohueVictoria's email: drmaryedonahue@gmail.com RESOURCES MENTIONED:Digital Wellness Center: Founded by Dr. Mary Donohue, this science-backed platform helps people manage digital stress, take healthier microbreaks, and build more balanced technology habits. Message Received: A book written by Dr. Mary E. Donohue, offering a practical seven-step framework for breaking down communication barriers at work, especially across email, digital tools, video calls, remote teams, and generational communication styles. The Happiness Lab: A podcast hosted by Yale professor Dr. Laurie Santos that shares science-backed insights for improving well-being. How to Win Friends and Influence People:  A classic book by Dale Carnegie that shares practical principles for building stronger relationships, improving communication, and positively influencing others. How to Stop Worrying and Start Living: A book by Dale Carnegie that shares practical lessons and real-life stories for managing worry, finding purpose, and living with more peace. Please leave me feedback. I cannot respond so if you'd like me to respond, please leave your email***********************DISCLAIMER: THE COMMENTARY AND OPINIONS AVAILABLE ON THIS PODCAST ARE FOR INFORMATIONAL AND ENTERTAINMENT PURPOSES ONLY AND NOT FOR THE PURPOSE OF PROVIDING LEGAL, MEDICAL OR PROFESSIONAL ADVICE. YOU SHOULD CONTACT A LICENSED THERAPIST IF YOU ARE EXPERIENCING SUICIDAL THOUGHTS. YOU SHOULD CONTACT AN ATTORNEY IN YOUR STATE TO OBTAIN LEGAL ADVICE. YOU SHOULD CONTACT A LICENSED MEDICAL PROFESSIONAL WITH RESPECT TO ANY MEDICAL ISSUE OR PROBLEM.

In today's episode, I sit down with Joe Hart, President and CEO of Dale Carnegie, to talk about leadership, fear, conflict, and the challenges facing younger generations. Joe shares why personal growth is still the best investment we can make, how preparation builds confidence, and why fear loses power when we confront it directly. We also talk about constructive conflict, the danger of unresolved tension, and why young people need stronger communication, identity, and interpersonal skills in a world full of distraction. Joe's insight brings Dale Carnegie's timeless principles into today's conversations around parenting, leadership, and showing up with courage.

Worry in life seems to come to all of us. For some, it can be overwhelming. Join Norb & Al as we discuss this timeless book that outlines proven methods to reduce anxiety in our lives. Resources:

Handling mistakes is one of the hardest leadership tests because everyone is watching. A missed deadline, poor-quality work, lost sale, compliance issue, or public error does not just affect the person involved; it reveals the leader's judgement, emotional control, fairness, and communication skill. Great leaders do not explode, humiliate, or destroy trust when mistakes happen. They investigate, listen, separate the person from the problem, and choose the right response based on whether the individual accepts accountability. In Japan, Australia, the United States, Europe, and across Asia-Pacific, where talent retention and psychological safety matter more than ever, mistake handling is no longer a soft skill. It is a leadership survival skill. Why is mistake handling such a major leadership test? Mistake handling matters because the whole team judges the leader by how they respond under pressure. If the leader reacts with rage, humiliation, or blame, trust and loyalty can collapse very quickly. Mistakes are often public. People see who missed the deadline, lost the client, damaged the quality, or created the operational mess. They also see whether the boss becomes a coach or a corporate executioner. In post-pandemic workplaces, where employees have more career options and lower tolerance for toxic management, public anger is expensive. Leaders who cannot control themselves may win the moment but lose the team. The best leaders protect standards without destroying dignity. Do now: Before responding to a mistake, ask, "What will the rest of the team learn from how I handle this?" What should leaders avoid when employees make mistakes? Leaders must avoid emotional explosions, public humiliation, personal attacks, and instant judgement. These reactions may feel powerful in the moment, but they damage trust, psychological safety, and long-term performance. The classic "rage-athon" boss may have a brilliant résumé, elite education, and impressive title, but none of that matters if they cannot manage their temper. In Japanese boardrooms, US sales teams, European professional firms, or Asia-Pacific regional offices, fear-based leadership produces silence, avoidance, and quiet departures. People stop admitting problems early because they fear the punishment. That means mistakes become hidden until they are much larger and harder to repair. Do now: Never discipline in anger. Pause, gather facts, and protect the person's dignity while still protecting the business. How should leaders investigate a mistake before responding? Leaders should begin with research, not rumours. They must gather facts, understand context, and avoid being manipulated by people who may have their own agenda. When someone says, "You won't believe what Tanaka has done now," the leader should be cautious. Sometimes the messenger is accurate. Sometimes they are positioning, blaming, exaggerating, or trying to damage a rival. Good leaders investigate before forming a view. What happened? Who was involved? What process failed? Was this a one-off error, a capability issue, a workload problem, a systems issue, or misconduct? For serious mistakes, leaders should quietly ask, "Is this person worth saving?" Do now: Separate evidence from opinion. Do not let the first emotional report become the official truth. Why should leaders begin mistake conversations with rapport? Leaders should begin with rapport because people listen better when they do not feel personally attacked. Honest appreciation lowers anxiety and keeps the conversation productive. This does not mean pretending the mistake is minor or avoiding the issue. It means starting with evidence-based appreciation for what the person has done well before moving into the problem. Dale Carnegie's Principle #22, "Begin with praise and honest appreciation," is practical here. The appreciation must be specific, not fluffy. For example, refer to a project they delivered, a client they helped, or a behaviour you have personally observed. This creates a fairer emotional climate for accountability. Do now: Start with credible appreciation, then move clearly and calmly to the issue that must be addressed. How do leaders discuss the mistake without attacking the person? Leaders should focus on the problem, not the human being. The goal is to depersonalise the issue while still making accountability clear. A good mistake conversation allows the employee to explain what happened first. Then the leader fills in gaps, corrects misunderstandings, and listens carefully for ownership. Are they accepting responsibility, or are they blaming everyone else? Dale Carnegie's Principle #24, "Talk about your own mistakes before criticising the other person," can reduce defensiveness and create psychological safety. The leader might say, "I have made mistakes under pressure too, so let's work through exactly what happened and what we need to fix." Do now: Use calm questions, active listening, and shared problem-solving. Do not label the person as careless, useless, or unreliable. What should leaders do when someone accepts accountability? When someone accepts accountability, the leader should restore, reassure, and retain them. The aim is to fix the problem, rebuild confidence, and keep a valuable person moving forward. If the person owns the mistake, the leader should appreciate that honesty and focus on recovery. What needs to be repaired? What support is required? What process must change so the mistake does not repeat? The individual may already feel embarrassed, anxious, or demotivated. Dale Carnegie's Principle #26, "Let the other person save face," and Principle #29, "Use encouragement. Make the fault seem easy to correct," are powerful in this moment. Accountability should become a bridge to improvement, not a trapdoor to humiliation. Do now: Thank them for taking responsibility, agree on corrective action, and make it clear they can recover. What should leaders do when someone refuses accountability? When someone refuses accountability, the leader must restate the facts, reinforce standards, and make consequences clear. Avoiding responsibility cannot be allowed to become normal behaviour. Some employees blame colleagues, deny evidence, or resist every attempt to help them recover. In that case, the leader should calmly restate the seriousness of the issue and reference company policy, compliance requirements, or performance standards. Dale Carnegie's Principle #28, "Give the other person a fine reputation to live up to," can help. For example: "I know you are professional enough to take accountability for your work, so let's recover from this properly." If resistance continues, formal next steps may be required. Do now: Be fair, factual, and firm. Give the person a chance to step up, but do not excuse persistent denial. When should leaders retain, move, or replace someone after a mistake? Leaders should retain people who accept accountability and can recover, but they may need to move or replace people who repeatedly deny responsibility or do not fit the role. The decision should be based on behaviour, capability, and future contribution. Sometimes the person is on the wrong bus. Sometimes they are on the right bus but in the wrong seat. If they have strengths that fit another area, a transfer may be the humane and commercially sensible option. If coaching, feedback, and support do not change the behaviour, release from the organisation may be necessary. This should not be framed as revenge. It may be better for the person to find work where they can succeed and contribute. Do now: Ask whether the person can realistically succeed in the current role. If not, consider reassignment before termination where appropriate. Final summary Mistake handling is not just about correcting one employee. It is about showing the whole team what kind of leader you are. Rage destroys trust. Rumours distort judgement. Personal attacks damage loyalty. Calm research, rapport, accountability, reassurance, and clear consequences protect both people and performance. The best leaders handle mistakes through a simple but demanding sequence: research, begin with rapport, identify the issue, restore those who accept accountability, reinforce standards with those who do not, and then decide whether to retain, move, or replace the person. FAQs Should leaders punish employees for mistakes? Leaders should not rush to punish mistakes; they should first understand the facts and the employee's accountability. Deliberate misconduct, repeated negligence, and honest errors require different responses. Why is public anger dangerous for leaders? Public anger teaches the team that mistakes are unsafe to discuss. That drives problems underground and damages trust, loyalty, and retention. What if the employee accepts responsibility? If the employee accepts responsibility, help them fix the problem and rebuild confidence. This is the moment to restore, reassure, and retain whenever possible. What if the employee blames everyone else? If the employee refuses accountability, restate the facts and make standards and consequences clear. Give them a chance to recover, but do not normalise avoidance. How do leaders protect psychological safety while maintaining standards? Leaders protect psychological safety by attacking the problem, not the person. They can be calm, respectful, and supportive while still insisting on accountability and improvement. Quick actions for leaders Pause before reacting to a mistake. Gather facts before forming a judgement. Begin the conversation with specific, honest appreciation. Focus on the issue, not the person's character. Listen for accountability. Reassure those who take responsibility. Reinforce standards with those who deny responsibility. Decide whether to retain, move, or replace based on behaviour and fit. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Few conversations leave you inspired to think differently about your career, leadership, and personal purpose. My discussion with Paul Comfort did exactly that. Through his own experiences and insights, Paul shared valuable lessons about discovering purpose, building meaningful relationships, and intentionally shaping a fulfilling career path.Paul Comfort is a nationally recognized transportation executive, bestselling author, keynote speaker, educator, and thought leader in public mobility and leadership development.  He is also the creator and host of the widely followed Transit Unplugged podcast and video series.  His upcoming book, Find Your X Factor: Follow Your Personal Treasure Map to Purpose, reflects many of the themes we discussed — discovering the intersection between your passions, abilities, and purpose.Throughout our discussion, several powerful ideas emerged:• How much does your very first job shape the trajectory of your career — even if you ultimately end up somewhere completely different? Paul emphasized that while your starting point may not define your destination, it often establishes the habits, skills, and mindset that influence every opportunity that follows.• What happens when your interests, passions, and natural abilities finally intersect? According to Paul, this intersection is the “sweet spot” of your best self — the place where purpose, fulfillment, and impact align. Finding that intersection is not just a career strategy; it is often the clearest path toward discovering your purpose in life.• What if your current role does not fully align with both your passions and strengths? Paul encouraged the idea that even if you cannot immediately find the perfect combination, having at least one — either meaningful interests or strong abilities — present in your work can provide fulfillment and motivation while you continue building toward something greater.• How do you actually discover who you are and what you want? Paul spoke about the importance of reflection: taking time to evaluate your experiences, recognize what you have consistently been good at, and identify the moments that energized you most. Once that intersection becomes clear, intentional action becomes the bridge between where you are and where you want to go.• Why is follow-up one of the most overlooked keys to successful networking? As Paul explained, meaningful relationships are rarely built in a single meeting. The real value of “I met a man” moments comes from intentional follow-up, continued engagement, and the creation of authentic connections over time.• And what if communication does not come naturally to you? Paul offered practical encouragement: communication is a skill that can be developed. Whether through programs like Dale Carnegie speaking courses or by intentionally studying effective communicators as role models, growth in communication and public speaking can dramatically improve leadership presence and confidence.Our conversation was a reminder that successful careers are rarely accidental. They are built through reflection, intentionality, relationships, continuous learning, and the courage to align your work with who you truly are. Paul Comfort's insights challenge us not simply to pursue careers, but to pursue purpose.  For more information about Paul and his resources, go to https://findyourxfactor.ai/.Send us Fan Mail

Send us Fan MailWhat does it take to walk into a room full of strangers and walk out with real connections? In this episode of Navigating the Customer Experience, host Yanique Grant sits down with Alexandra Silva Labarr, internationally recognized speaker, author, and founder of Xandra Marketing and PR. Known as the Networking Queen, Alexandra brings over 25 years of experience in marketing, business development, and sales to a conversation that is practical, personal, and deeply inspiring.Alexandra's journey is one of remarkable resilience. After decades in corporate America, she bet on herself and launched her own marketing firm just before COVID hit, shutting down the in person networking she had built her reputation on. Instead of retreating, she pivoted, went digital, gave back to her community, and emerged stronger. Today, Xandra Marketing and PR helps businesses take full ownership of their marketing, from social media and branding to digital presence and messaging strategy.Her story starts at 13 years old, when she lost her mother. That experience taught her that finding the right people and leaning on them is not weakness, it is strategy. That understanding became the foundation for everything she has built since, including her Power of Networking Community, now with 15 chapters across South Florida. She is also the author of three books: The Power of Networking, Show Up Scared, and Show Up Scared: Teen Edition, which became an Amazon bestseller and has taken her into schools and universities across the country.In this episode Alexandra walks us through her Seven Essential C's of Networking and highlights the two people struggle with most: Courage and Common Ground. She explains why most people have courage and confidence backwards, and why showing up scared is the only real path to confidence. She also gets practical, giving you a step by step approach for exactly what to say at a networking event, how to approach a group already in conversation, how to introduce yourself without leading with a pitch, and how to craft a 30 second commercial built around the pain you solve.Alexandra also shares her thoughts on follow up, encouraging listeners to pick up the phone and let people hear their voice, because authenticity lives in your voice and people do business with people they can feel.Topics covered include the Seven C's of Networking, courage vs confidence, building common ground, crafting your 30 second commercial, follow up strategy, AI tools for entrepreneurs, and details on the Show Up Scared teen event at the Mayfair Hotel in Coconut Grove on June 23rd.Featured Resources:The Power of Networking by Alexandra Silva Labarr available on AmazonShow Up Scared by Alexandra Silva Labarr available on AmazonShow Up Scared: Teen Edition by Alexandra Silva Labarr available on AmazonHow to Win Friends and Influence People by Dale Carnegie available on AmazonIt's Not Who You Know, It's Who Knows You available on AmazonBooks by John C. Maxwell available on AmazonBooks by Brené Brown available on AmazonClaude AI: claude.aiShow Up Scared Teen Event: June 23rd at the Mayfair Hotel, Coconut Grove, FL. Visit alexandrasilvabar.com for full event details and tickets.Connect with Alexandra Silva Labarr:Google her name and everything will appear including her website, social media profiles, upcoming events, and speaking opportunities. She is especially active on LinkedIn and responds to every message personally.Website: alexandrasilvalabarr.comConnect with Navigating the Customer Experience:Follow us on X @NavigatingCX and join our private Facebook group, Navigating the Customer Experience Community. You can also find us on LinkedIn and at yaniquegrant.com.If this episode added value to you, please share it with a fellow business owner, leave us a review, and subscribe so you never miss a new episode. Thank you for listening and until next time, keep navigating forward.

Espero que os guste el video!! De vuelta.. mil gracias por los 1.000 subscriptores. :) Por cierto recuerda que si quieres miel no tienes que patear la colmena.DALE CARNEGIE. Cómo ganar amigos e influir sobre las personashttps://amzn.to/4c4lPK6Podéis ver mas contenido en instagram: https://linktr.ee/untecitoconluOs mando un abrazo!

“At the end of your life, all you really have are the relationships you've built – and the stories you can tell.”That idea stayed with me after this conversation.In business, we often talk about strategies, funnels and growth. But behind every opportunity – every client, every collaboration, every breakthrough – there's a relationship.In this episode, I sit down with Riley McGhee to explore how those relationships actually begin.Not with a pitch.Not with a script.But with a simple, human conversation.Riley shares his Authentic Outreach framework – a practical way to reach out, build trust and create opportunities without sounding transactional or forced. We talk about why most outreach feels fake, how to start conversations that people want to respond to, and how to turn those conversations into meaningful business outcomes.But what made this conversation stand out for me is something deeper.Instead of just talking about tactics, Riley talks about the principles behind them.Why being genuinely interested in others makes you more interesting.Why many experts struggle to explain what they do.Why we often build offers based on what we think – instead of what the market actually needs.And he shares a powerful story of how one message to  @markleruste  led to a relationship that shaped his entire career.Because in the end, business is about people.What You'll Learn:- Why most outreach fails (and what to do instead)- How to start conversations that feel natural- The 3-step framework to build real relationships- How to turn conversations into opportunities- Why clarity is the key to better offers and presentationsIn This Episode: 00:46 – What “Authentic Outreach” Really Means04:51 – Why Outreach Feels Inauthentic (“Pitch Slap”)08:09 – How to Start Conversations That Get Replies11:39 – The 3 I's Framework (Intro, Interest, Invite)11:48 – Be Interested to Be Interesting14:44 – Why “Being Normal” Wins in Business28:08 – Turning Conversations into Opportunities (The Invite)33:26 – Calls vs Webinars: What's the Right Next Step?37:51 – Why Most Offers Don't Work38:33 – Simplify to Clarify (Trim the Fat)43:39 – The Curse of Knowledge in Sales49:39 – The Message That Changed His Career01:02:15 – Why Relationships Hold True ValueIf you want to build stronger relationships, communicate more clearly, and create more opportunities – this episode will change how you think about outreach.We hope you enjoy it.———————Riley McGhee:  - LinkedIn: https://www.linkedin.com/in/rileymcghee - Website - & Newsletter: https://leverageaccelerator.co Podcast & YouTube: https://leverageaccelerator.co/podcast Recommended books: - How to Win Friends and Influence People by Dale Carnegie ———————IDEAS ON STAGE RESOURCES - Timeless Presenter (book) – early access: https://bit.ly/timeless-presenter-early-list - Confident Presenter (book) – free copy: https://bit.ly/confident-presenter-free- Business Presentation Revolution (book): https://www.ideasonstage.com/resources/books/business-presentation-revolution-book/ - The Confident Presenter Scorecard: https://ideasonstage.com/score - Free Web Class: https://www.ideasonstage.com/uk/events/   #IdeasOnStagePodcast #CommunicationSkills #BusinessDevelopment #ClientCommunication #RelationshipBuilding

About the Guest Janice Bryant Howroyd is the Founder and CEO of The ActOne Group, a global workforce solutions company operating in more than 30 countries. She is recognized as the first African American woman to build a multi-billion-dollar enterprise. A best-selling author and global speaker, she has been honored for entrepreneurship, leadership, and innovation, and has advised leaders across business, government, and education. Her work focuses on connecting people to opportunity through a deeply human-centered approach to business. What You Will Learn: Why “no shortcuts, no excuses” is a leadership mindset for long-term success How asking better questions and listening drives stronger outcomes Why resilience is essential when facing adversity How AI is changing work but increasing the need for human skills Why people must remain at the center of leadership and growth Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

Some clients do not attack your deal in one dramatic bite. They take tiny pieces—one discount request, one scope change, one extra demand, one more profile review—until your margins, time, and energy are stripped away. In sales, consulting, professional services, and corporate training, leaders need to recognise the "piranha client" early. The danger is not always a bad person or a bad company. Often, it is a pattern of incremental pressure that looks harmless in isolation but becomes commercially toxic over time. What is a piranha client in sales and professional services? A piranha client is a customer who erodes your deal through repeated small demands rather than one obvious negotiation attack. They ask for "just one more" discount, "just one more" concession, or "just one more" change until the original agreement barely resembles the final delivery. Unlike a shark-style negotiator who takes one huge bite, the piranha client works through accumulation. In B2B sales, consulting, training, recruitment, technology implementation, and agency work, this often appears as volume discounts, extra stakeholders, expanded scope, and constant approval loops. Post-pandemic, when many service firms were hungry for revenue, these patterns became even harder to resist. Do now: Track every concession in writing. Small bites become big losses when nobody totals them. Why do clients keep asking for more discounts? Clients keep asking for discounts because each successful concession teaches them that more pressure may produce a better price. If the seller has not created a clear commercial boundary, the buyer naturally tests the limits. In large companies, especially new divisions or procurement-heavy organisations, buyers may not reveal the full deal size upfront. A supplier agrees to the first discount, then a second tranche appears, then a third. By the time the total opportunity is visible, the seller is already trapped inside a "big discount" corner. This happens across Japan, the US, Europe, and Asia-Pacific, but it is especially painful in high-touch service businesses where labour, expertise, and delivery capacity cannot be infinitely scaled. Do now: Price each stage as though more scope may follow. Set a hard stop before negotiations begin. How can scope creep damage a service business? Scope creep damages a service business by quietly increasing delivery obligations without increasing revenue. The client may see each request as reasonable, but the supplier absorbs the extra time, coordination, risk, and opportunity cost. In training, consulting, and advisory work, scope creep often appears as new requirements, additional audiences, more reporting, special customisation, extra meetings, or new approval layers. For SMEs and boutique firms, the impact is sharper than for large multinationals because fewer people carry the operational load. During COVID-19 and the post-pandemic recovery, external trainer availability, client uncertainty, and shifting schedules made this even more complex. A deal that looked profitable on paper can become unattractive once hidden delivery costs are included. Do now: Define scope, exclusions, decision rights, and change fees before delivery starts. Why is trainer or consultant selection a hidden negotiation risk? Trainer and consultant selection becomes risky when the client treats expert availability as unlimited. In reality, quality delivery depends on certified people, scheduling constraints, and proven fit. In the training industry, certification is not a light administrative step. Dale Carnegie trainer development, for example, involves long preparation, specialist training, and accreditation standards. That means a client asking to review more and more profiles is not simply requesting choice; they may be consuming scarce operational capacity. This issue appears in other fields too: legal partners, executive coaches, cybersecurity consultants, enterprise software architects, and medical specialists all face similar constraints. Quality depends on expertise, not infinite substitutions. Do now: Explain the certification, experience, and availability logic early. Choice should support quality, not undermine delivery. When should a business push back on a demanding client? A business should push back when discount pressure, scope creep, and difficult behaviour combine into a pattern.One tough request is negotiation; repeated erosion is a warning signal. Many service firms operate with an informal "no idiots" policy, although the actual wording is often stronger. The principle is simple: some revenue is not worth the operational damage, staff stress, or reputational risk. Leaders at startups, SMEs, and established firms need to ask whether the client is building a partnership or simply extracting value. In Japan, where long-term relationships and trust matter, the pushback should be polite, structured, and commercially clear. In more aggressive procurement cultures, the same principle applies, but the language may be firmer. Do now: Decide your walk-away point before emotion, sunk cost, or fear of lost revenue takes over. How can salespeople protect margins without damaging relationships? Salespeople protect margins by making trade-offs explicit: more value requires more budget, and lower price requires reduced scope. The goal is not to be difficult; it is to be professionally clear. A useful approach is to offer options. For example: "At this price, we can deliver this scope. If you want the additional requirement, here is the revised fee." This frames the conversation around value rather than resistance. Sales leaders should train teams to avoid automatic concessions, especially with large companies that reveal requirements gradually. Procurement may respect a supplier more when the boundaries are clear. The key is to stay calm, factual, and consistent. Do now: Never give a concession without receiving something in return—volume, timing, commitment, payment terms, or reduced complexity. Final summary The piranha client is dangerous because each bite looks small. A discount here, a profile request there, a slight requirement change, a new tranche of work, another internal stakeholder—none of it seems fatal until the supplier reviews the final margin and delivery burden. For executives, salespeople, consultants, trainers, and professional service leaders, the lesson is clear: protect the deal before the feeding frenzy begins. Set commercial boundaries, define scope, track concessions, communicate scarcity, and be prepared to walk away when the partnership becomes toxic. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. Would you like me to now prepare the WordPress-ready version with spacing and the bio?

Neste episódio especial do Agro Resenha Podcast com a Dale Carnegie Brasil, conversamos com Edil Morissugui sobre gestão, pecuária, liderança e um tema muitas vezes subestimado no campo: a água como fator estratégico de produtividade. A partir de uma trajetória marcada por trabalho duro, crises, empreendedorismo e estudo contínuo, o episódio mostra como planejamento, análise de contexto e execução técnica podem transformar resultados no agro. Um papo direto para quem atua na pecuária e quer tomar decisões melhores, produzir com mais eficiência e enxergar oportunidades onde a maioria só vê problema. PARCEIRO DESTE EPISÓDIO Este episódio foi trazido até você pela Dale Carnegie Brasil! Transforme sua carreira e seus resultados com a Dale Carnegie! Há mais de 100 anos, desenvolvemos líderes confiantes, comunicadores poderosos e profissionais de sucesso. Nossos treinamentos comprovados impulsionam seu desempenho e o de sua equipe. Descubra o poder do seu potencial! Dale Carnegie: construindo o sucesso de vidas e negócios há mais de 100 anos. Site: https://dalecarnegiebrasil.com/Instagram: https://www.instagram.com/dalecarnegiebrasil/LinkedIn: https://www.linkedin.com/company/dalecarnegiebrasilYouTube: https://www.youtube.com/@dalecarnegiebrasil INTERAJA COM O AGRO RESENHAInstagram: instagram.com/agroresenhaTwitter: x.com/agroresenhaFacebook: facebook.com/agroresenhaYouTube: youtube.com/agroresenhaCanal do Telegram: https://t.me/agroresenhaCanal do WhatsApp: https://bit.ly/zap-arp-01 E-MAILSe você tem alguma sugestão de pauta, reclamação ou dúvida, envie um e-mail para contato@agroresenha.com.br FICHA TÉCNICAApresentação: Paulo OzakiProdução: Agro ResenhaConvidado: Edil Morissugui e Albeneir MeloEdição: Will OliveiraSee omnystudio.com/listener for privacy information.

Kokorogamae is one of those Japanese ideas that sounds ancient, but lands right in the middle of modern business. It means clarifying your true intention before you act. In leadership, sales, supplier relationships, and corporate culture, that intention leaks out in everything we do. People notice. Clients notice. Staff notice. And in the age of LinkedIn, Google reviews, Glassdoor, and instant reputation damage, the market notices very quickly. What does kokorogamae mean in Japanese business? Kokorogamae means your inner stance, your true intention, and the attitude sitting behind your actions. It combines kokoro, often translated as heart, spirit, or mind, with kamae, the stance taken in martial arts before action begins. In traditional Japanese disciplines such as shodo calligraphy, ikebana flower arrangement, tea ceremony, and martial arts like kendo or aikido, the master prepares the mind before moving the hand. The ink is ground carefully. The flower stems are stripped with attention. The body settles before training begins. Business should be no different. Before leaders, salespeople, executives, and entrepreneurs act, they need to ask: what is my real intention here? Do now: Before your next major decision, ask: "Is my kokorogamae self-serving, client-serving, team-serving, or enterprise-serving?" Why does true intention matter in leadership? Leadership trust begins before the leader speaks, because people read intention faster than they read strategy documents. A boss may talk about coaching, empowerment, and people development, but the team quickly senses whether the real goal is their growth or the boss's promotion. In Japan, where long-term relationships, hierarchy, reputation, and group harmony still influence business behaviour, kokorogamae matters deeply. The same is true in the US, Europe, and Australia, but the cultural signals differ. A multinational may call it leadership authenticity. A startup may call it founder values. An SME may simply call it "doing the right thing". Whatever the label, employees know when leaders are using them as stepping stones rather than investing in their capability. Do now: Leaders should ask their team, directly or anonymously: "What do you believe my true intention is when I manage you?" How does kokorogamae affect company culture? A company's culture is the accumulated evidence of its real intentions, not the slogans written on the wall. Values like integrity, teamwork, ESG, compliance, and inclusion mean little if daily behaviour says, "We win by squeezing whoever has less power." This becomes obvious in supplier relationships. Some global corporations talk loudly about ethics and governance while imposing 60-day, 90-day, or even 120-day payment terms on small suppliers. For a large company, that may be cash-flow management. For a small business, cash is oxygen. SMEs often pay each other on 30-day terms because they understand survival pressure. That is kokorogamae in action: partnership versus domination. Do now: Review your payment terms, procurement rules, and supplier conversations. They reveal your company's real ethical stance. What is the right kokorogamae in sales? The right kokorogamae in sales is not to get the sale; it is to earn the reorder. A single transaction is easy to chase, but lifetime buyer value is built through trust, suitability, and long-term partnership. Salespeople under pressure can drift into bad intention. A low base salary, high commission structure, or aggressive manager can push them to recommend whatever has the best margin rather than what best serves the client. That may work once. It rarely works twice. In B2B sales, especially in relationship-driven markets like Japan, the reorder, referral, and reputation are far more valuable than the quick win. The buyer remembers whether you solved their problem or just solved your quota problem. Do now: Sales leaders should measure repeat business, referrals, retention, and customer trust, not just monthly revenue. What happens when a business has bad kokorogamae? Bad kokorogamae eventually becomes visible, and today it becomes visible at internet speed. In the past, a poor operator could move from client to client, town to town, or deal to deal, leaving unhappy buyers behind. That game is much harder now. LinkedIn posts, online reviews, business forums, search engines, and AI-driven summaries can surface reputational patterns very quickly. A person who fails to pay suppliers, mistreats partners, or sells poor-quality products may think each incident is isolated. It is not. Digital reputation compounds. One public complaint can trigger others, and suddenly the market sees the pattern. In 2025 and beyond, your kokorogamae is no longer private. It becomes searchable. Do now: Audit what clients, suppliers, staff, and partners would say about your intention when you are not in the room. How can executives build better kokorogamae? Executives build better kokorogamae by aligning intention, action, incentives, and accountability. It is not enough to privately believe you are ethical; your systems must reward ethical behaviour. Start with leadership questions. Are managers promoted for developing people or merely hitting numbers? Are salespeople rewarded for client success or only revenue? Are suppliers treated as partners or pressured because they lack bargaining power? Are internal teams encouraged to beat competitors or fight each other for political advantage? Toyota-style continuous improvement, Dale Carnegie-style human relations, and modern leadership development all point to the same lesson: intention becomes behaviour when it is reinforced every day. Do now: Align KPIs with the behaviour you claim to value: trust, repeat business, talent growth, collaboration, and client outcomes. Final summary Kokorogamae is the quiet force behind business success. It is your real intention before the meeting, before the sale, before the negotiation, before the leadership decision. When it is right, people feel it. When it is wrong, people expose it. In modern business, especially in reputation-sensitive markets like Japan, trust is not a branding exercise. It is the outward proof of your inner stance. The secret ingredient is not mysterious. Clarify your true intention, align it with ethical action, and build relationships that can survive scrutiny. Quick actions for leaders and salespeople Ask what your team, clients, and suppliers believe your real intention is. Reward repeat business, referrals, and long-term trust. Stop using power imbalances as a business model. Treat suppliers as partners, not pressure points. Make your kokorogamae visible through consistent behaviour. FAQs What is kokorogamae? Kokorogamae is a Japanese concept meaning your true intention or inner stance before action. In business, it describes the attitude behind leadership, sales, negotiation, and trust. Why is kokorogamae important in sales? Kokorogamae matters in sales because buyers sense whether you want to help them or merely close them. The best sales intention is to earn the reorder, not just win the first transaction. How does kokorogamae relate to leadership? Leadership kokorogamae is the real intention behind how a leader treats their team. Staff quickly know whether the boss wants to develop them or use them. Can bad kokorogamae damage reputation? Yes, bad kokorogamae can damage reputation quickly because poor behaviour is now searchable and shareable.LinkedIn, reviews, forums, and AI search make business behaviour more visible than ever. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

About the Guest Jake Rawson leads Craft Sportswear North America with a focus on innovation, resilience, and performance. Inspired by the principles of Dale Carnegie, he has built a culture that values collaboration, encouragement, and incremental improvement. Beyond business, Jake applies the same endurance mindset to family and coaching, proving that small, consistent actions can lead to extraordinary outcomes. Whether guiding his team, developing athletes, or mentoring his children, he turns lessons into action and emphasizes the power of patience, persistence, and positivity. What You Will Learn: How treating business like an endurance sport drives long-term success The power of small, incremental gains in leadership and personal growth Practical applications of Dale Carnegie's principles in work and life Why saying “yes” to opportunities can unlock hidden potential Building confidence, resilience, and positive habits in yourself and others Join us for a candid conversation about perseverance, mindset, and growth. Jake isn't just running a business—he's running the long game, stacking wins, and showing how small steps lead to big results. Tune in today and discover the incremental edge in life and leadership. Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

Summary In this insightful interview, Josh Bledsoe shares practical principles from Dale Carnegie's teachings that enhance leadership, communication, and stress management across military and civilian life. Discover how living in compartments, asking open-ended questions, and embracing vulnerability can transform your personal and professional relationships. Guest Links Instagram: Josh Bledsoe 85 Dale Carnegie Training Linkedin Chapters 00:00 Introduction and Guest Background 02:22 Josh Bledsoe's Military and Civilian Roles 03:40 Challenges of Guard and Reserve Leadership 05:22 Stress Management and Living in Compartments 07:19 The Power of Resetting and Showing Up Positively 08:52 Human Nature and Timeless Principles 10:51 Modern Communication and Dale Carnegie's Relevance 12:58 Conciseness and Digital Communication Pitfalls 14:55 The Value of Face-to-Face Communication 17:26 Involving Others and Distributing Responsibility 20:28 Delegation, Trust, and Leadership 23:33 Creating Ownership and Buy-In 26:03 Post-Traumatic Growth and Resilience 32:13 Turning Pain into Growth 38:11 Listening Skills and Human Connection 44:32 Problem Solving and Framing the Right Questions 51:46 Overcoming Ego and Asking for Help 57:00 The Power of Asking for Help and Self-Improvement 01:01:34 Embracing Valleys and Peaks in Life 01:04:24 Authentic Connection in a Digital World 01:04:30 Where to Find Josh Bledsoe and Dale Carnegie Resources   To contribute to the the Post-Traumatic Growth of Veterans click here. To learn more about Mission 22's impact and programs, visit www.mission22.org or find us on social media. IG: @mission_22. Tiktok: @_mission22

Episode DescriptionThis archival conversation with Jim Kwik moves beyond memory tricks and into something more fundamental: how we think, learn, and make decisions.Jim breaks down why most people forget nearly everything they read, why repeating the same mistakes isn't always about logic, and how modern life is quietly degrading attention and memory. He explains how the brain filters information, how habits form, and why focus—not intelligence—is often the real differentiator.James pushes the conversation into practical territory: decision-making, fear, performance, and building a life around what actually matters. Together, they explore frameworks for improving memory, reducing distraction, and making better choices—along with the deeper idea that learning is the core skill behind everything else.This episode isn't just about remembering more. It's about thinking better.What You'll LearnWhy most people remember only 1–2% of what they read—and how to improve retentionThe difference between reading speed, comprehension, and retention (and why all three matter)How the brain acts as a filtering and deletion system, not a storage deviceA practical framework for decision-making using multiple mental perspectives (Six Thinking Hats)How digital overload, distraction, and “digital dementia” are weakening focus and memoryWhy habits—not knowledge—drive performance, and how to build them using motivation, ability, and triggersThe four traits behind high performance: growth, grit, giving, and gratitudeTimestamped Chapters[02:00] Introduction to Jim Kwik and memory training[02:29] Why people forget what they read[03:09] Reading vs comprehension vs retention[03:50] The importance of remembering love, life, and lessons[04:25] Why people repeat the same mistakes[05:05] Emotional memory vs logical memory[06:29] Blame vs responsibility in reducing stress[07:11] The brain as a filtering and deletion device[08:17] Why we remember only 1–2% of books[08:24] The Zeigarnik Effect explained[10:15] Note-taking: handwriting vs typing[11:17] Learning through rewriting and modeling[12:18] Decision-making and simplifying life[13:40] Maker time vs manager time[17:33] Why you shouldn't check your phone in the morning[18:06] Brainwave states: alpha, beta, and focus[19:00] Jim Kwik's high-performance clients[20:25] Childhood brain injury and learning challenges[21:08] Knowledge as power in the modern economy[22:09] Decision-making and outside perspectives[23:22] The Six Thinking Hats framework[26:46] Decision-making through perspective shifts[28:40] Facing fear and building confidence[30:33] Digital overload and information fatigue[31:17] Social media and comparison psychology[33:11] Fear, rejection, and self-worth[34:20] Overcoming learning and public speaking fears[35:02] “Your mess becomes your message”[36:24] Jim Kwik's turning point and learning journey[38:15] Discovering how to learn[40:03] Deep immersion vs spaced learning[41:34] Speed reading breakthrough moment[42:33] Digital overload, distraction, and dementia[44:02] Why checking your phone rewires your brain[45:17] Outsourcing memory vs training your brain[47:00] Busyness vs productivity[48:18] Biological decision-making and intuition[49:03] Sleep deprivation and performance[52:00] Post-traumatic growth vs stress[53:00] Learning to say no and focus[54:27] Essentialism: “Hell yes or hell no”[55:14] Applying the Six Thinking Hats to real decisions[58:15] What school fails to teach[59:09] Building a career from learning challenges[01:01:00] First teaching experience and entrepreneurship[01:03:00] Overcoming fear of public speaking[01:08:39] Turning knowledge into income[01:10:00] The power of learning as a superpower[01:11:30] Finding what to learn and why[01:12:52] Growth mindset and learning from failure[01:13:34] The four Gs: growth, grit, giving, gratitude[01:15:12] Building grit through discomfort[01:17:19] Why fundamentals matter more than new ideas[01:18:22] Habit formation: motivation, ability, trigger[01:20:00] Time, priorities, and skill-building[01:23:40] Focus vs intelligence[01:24:27] Learning through teaching[01:25:25] High-performance mindset examples[01:27:25] Jim Carrey and freeing people from concern[01:29:58] “I don't get ready, I stay ready”[01:32:00] Building daily habits for performance[01:33:00] Giving mindset and learning faster[01:34:01] Teaching as a tool for mastery[01:36:00] Gratitude as a performance tool[01:38:00] Health, energy, and peak performance[01:41:00] Bringing it all together: love, life, and lessonsAdditional ResourcesJim Kwik — https://www.kwikbrain.comKwik Brain Podcast — https://www.kwikbrain.com/pages/podcastLimitless by Jim Kwik — https://www.amazon.com/dp/1401958230podcastThe Power of Now by Eckhart Tolle — https://www.amazon.com/dp/1577314808Thinking, Fast and Slow (decision-making reference context) — https://www.amazon.com/dp/0374533555How to Win Friends and Influence People by Dale Carnegie — https://www.amazon.com/dp/0671027034Think and Grow Rich by Napoleon Hill — https://www.amazon.com/dp/1585424331Psycho-Cybernetics by Maxwell Maltz — https://www.amazon.com/dp/0399176136Six Thinking Hats by Edward de Bono — https://www.amazon.com/dp/0316178314See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

About the Guest: Wemimo Abbey grew up in Lagos, Nigeria, where he witnessed his mother borrow at 400% interest to fund his education. That early experience inspired him to co-found Esusu, helping millions of Americans get credit for paying rent and access fair financial services. Abbey has been recognized on the TIME100 NEXT List and named EY Entrepreneur of the Year in 2023. He serves on the SEC Small Business Capital Formation Advisory Committee, the Smithsonian National Portrait Gallery, the University of Minnesota Crookston Board of Trustees, LEDA, and co-chairs the LACMA Director Circle. He graduated magna cum laude from the University of Minnesota and earned an M.P.A. from NYU's Robert F. Wagner Graduate School of Public Service. What You Will Learn: How to turn early adversity and rejection into entrepreneurial success The power of resilience, faith, and purpose in leadership Why failure is a stepping stone and “falling forward” accelerates growth Strategies for building mission-driven companies that create tangible impact Lessons on teamwork and collaboration: going far together, not just fast alone Discover how to lead with impact, embrace failure as a tool for growth, and create opportunities for others while building a sustainable business. Join Joe and Wemimo for a conversation full of inspiration, practical wisdom, and the mindset needed to make a difference. Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

One habit that has created some of the most meaningful conversations in our home is something surprisingly simple: family book club. It's not formal or complicated. Sometimes it's just reading a book over a few weeks and sitting down on a Sunday to talk about it for twenty minutes. But those conversations have opened the door to ideas and discussions that might never have happened otherwise. Recently, our family read the classic How to Win Friends and Influence People by Dale Carnegie, and it sparked one of the most practical conversations we've had in a long time. At first glance, the title sounds like it's about influencing people out in the world—at work, at school, or in business. But as we talked about it together, we realized the principle that stood out most actually applies right inside our homes. One of the central ideas from the book is simple: don't criticize, condemn, or complain. Criticism might feel productive in the moment, but it usually puts people on the defensive. When someone feels attacked, their instinct is to justify themselves rather than grow. Encouragement, on the other hand, creates openness. When people feel valued first, they're far more willing to listen and improve. Chris shared a couple recent experiences with our kids' sports that brought this lesson into focus. After a game, his instinct was to point out what they could have done better. The intention was good—he wanted to help them improve—but the criticism didn't land the way he hoped. Instead of helping, it left them discouraged and defensive. The next time, he tried something different and simply told them how much he loved watching them play. What surprised us was that later they came back and asked for feedback themselves. When people feel encouraged first, they become much more open to influence. That conversation led us to a realization we've been thinking about a lot lately: a person to be loved is always more important than a problem to be solved. As parents, it's easy to focus on fixing things—behavior, performance, mistakes. But when the relationship comes first, growth tends to follow naturally. And when we get it wrong (which happens often), modeling repair—apologizing, resetting, and trying again—can be just as powerful as getting it right the first time. For us, the real value of family book club isn't just reading the book—it's the shared experience of learning together. Whether it's through books, videos, or conversations around the dinner table, creating moments where a family learns together can shape the culture of a home in ways that last far beyond the conversation itself. LINKS: All Links Family Brand!  stan.store/familybrand familybrand.com/quiz familybrand.com/retreats.   Links For This Episode: How to Win Friends and Influence People' by Dale Carnegie: https://amzn.to/4bdF0k7 Smith Family Book Club Book List: https://www.amazon.com/shop/ourfamilybrand/list/1C9YQEQMOSQJS?ref_=cm_sw_r_cp_ud_aip_sf_list_spv_ofs_mixed_d_SF4M1KEH4THWG32NS5XV  Episode Minute By Minute: 00:00 – The Smith family book club tradition 02:45 – Why families should read books together 04:30 – The impact of How to Win Friends and Influence People 06:30 – Why social skills feel harder for kids today 07:30 – The principle: Don't criticize, condemn, or complain 09:00 – Why criticism backfires 10:30 – A parenting example from youth sports 12:30 – Encouragement vs criticism 14:00 – A person to be loved vs a problem to solve 15:30 – Modeling repair as parents 18:30 – Ideas for starting your own family book club 21:30 – Creating shared learning experiences as a family 25:00 – Letting kids choose the books

In this episode of Pillars of Wealth Creation, Todd sits down with Clare Baukham of Clear Art Reserve to explore what art investing looks like and how it can fit into a diversified wealth-building strategy. Clare shares her journey from financial advisor to art syndicator, creating opportunities for investors to participate in high-value artwork through a structured, shared-ownership model. She explains how studying what billionaires do to build and preserve wealth shaped her investment philosophy, leading her to focus on alternative assets and long-term strategy. A key framework she discusses is her “3 P's” approach — Predict, Plan, and Persevere — anticipating trends, creating a clear roadmap, and staying disciplined through market cycles. Clare also shares how the value of the arts appreciates and how investors can share in profits when a piece is sold. At the same time, she emphasizes that art investing requires proper research and understanding before jumping in. This episode offers a clear look at art as an alternative asset and practical insight into building wealth through strategic, informed investing. Favorite Book/s: The Artist's Deduction by Robert Irwin, How to Win Friends and Influence People by Dale Carnegie & The Science of Getting Rich by Wallace D. Wattles Pillars of Wealth Creation 1. Vision 2. Standards 3. Belief System Clare Baukham is the founder of Clear Wealth Group and a financial professional with over a decade of experience in wealth planning and alternative investments. After building her career as a financial advisor, she expanded into art investment syndication, helping investors access curated fine art opportunities as part of a diversified strategy. Clare is passionate about teaching the principles she has learned from studying high-net-worth individuals and focuses on helping clients build lasting wealth through strategic planning and disciplined execution. If you would like to connect with Clare, connect with her on Instagram @clarebaukham or visit either of her websites: clearwealthgroup.com or clear-art-reserve.com YouTube: www.youtube.com/c/PillarsOfWealthCreation Interested in coaching? Schedule a call with Todd at www.coachwithdex.com Listen to the audio version on your favorite podcast host: SoundCloud: https://soundcloud.com/user-650270376 Apple Podcasts: https://podcasts.apple.com/.../pillars-of.../id1296372835... Google Podcasts: https://podcasts.google.com/.../aHR0cHM6Ly9mZWVkcy5zb3VuZ... iHeart Radio: https://www.iheart.com/.../pillars-of-wealth-creation.../ CastBox: https://castbox.fm/.../Pillars-Of-Wealth-Creation... Spotify: https://open.spotify.com/show/0FmGSJe9fzSOhQiFROc2O0 Pandora: https://pandora.app.link/YUP21NxF3kb Amazon/Audible: https://music.amazon.com/.../f6cf3e11-3ffa-450b-ac8c...

The origins of self-help writing are often traced back to ancient times. This episode talks through some early versions of it, the goal-setting advice of a founding father, and the beginnings of the modern self-help genre. Research: Brady, Diane. “Charles Manson’s Turning Point: Dale Carnegie Classes.” Bloomberg Businessweek. July 22, 2013. https://web.archive.org/web/20130925204803/http://www.businessweek.com/articles/2013-07-22/charles-mansons-turning-point-dale-carnegie-classes Britannica Editors. "Lunyu". Encyclopedia Britannica, 29 Jan. 2019, https://www.britannica.com/topic/Lunyu Britannica Editors. "Norman Vincent Peale". Encyclopedia Britannica, 27 May. 2025, https://www.britannica.com/biography/Norman-Vincent-Peale Carnegie, Dale. “How to Win Friends and Influence People.” London. Vermillion. Digital: https://dn720004.ca.archive.org/0/items/english-collections-1/How%20To%20Win%20Friends%20And%20Influence%20People%20-%20Carnegie%2C%20Dale.pdf Fairbanks, Douglas. “Laugh and Live.” New York. Britton Publishing Company. 1917. https://www.gutenberg.org/cache/epub/12887/pg12887.txt Fontaine, Carole R. “A Modern Look at Ancient Wisdom: The Instruction of Ptahhotep Revisited.” The Biblical Archaeologist, vol. 44, no. 3, 1981, pp. 155–60. JSTOR, https://doi.org/10.2307/3209606 Franklin, Benjamin. “The Autobiography of Benjamin Franklin.” HENRY HOLT AND COMPANY. 1916. https://www.gutenberg.org/files/20203/20203-h/20203-h.htm#X Battiscombe G. “THE INSTRUCTION OF PTAH-HOTEP AND THE INSTRUCTION OFKE'GEMNI: THE OLDEST BOOKS IN THE WORLD.” London. John Murray. 1906. https://www.gutenberg.org/files/30508/30508-h/30508-h.htm Lilienfeld, Scott O. and Hal Arkowitz. “Can positive thinking be negative?” Scientific American. May 1, 2011. https://www.scientificamerican.com/article/can-positive-thinking-be-negative/ Ray, J. D. “Egyptian Wisdom Literature.” Wisdom in Ancient Israel. Ed. John Day, Robert P. Gordon, and Hugh Godfrey Maturin Williamson. Cambridge: Cambridge University Press, 1995. 17–29. Stableford, Brian. “Samuel Smiles.” Ebsco. 2023. https://www.ebsco.com/research-starters/history/samuel-smiles Seneca, Lucius Annaius, and Garth D. Williams (tr.). “On the Shortness of Life.” https://ia601705.us.archive.org/25/items/SenecaOnTheShortnessOfLife/Seneca%20on%20the%20Shortness%20of%20Life.pdf Tabor, Nick. "Dale Carnegie". Encyclopedia Britannica, 20 Nov. 2025, https://www.britannica.com/biography/Dale-Carnegie See omnystudio.com/listener for privacy information.