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What if better real estate returns started with healthier buildings? In this episode, Dave Dubeau interviews developer Tyson Dirksen about sustainable development, mass timber construction, secondary city growth, and why Nicaragua may be one of the most undervalued real estate markets on the planet. They break down how smarter design improves livability, productivity, and long-term investment performance—and where forward-thinking developers are placing their bets next. Get Interviewed on the Show! - ================================== Are you a real estate investor with some 'tales from the trenches' you'd like to share with our audience? Want to get great exposure and be seen as a bonafide real estate pro by your friends? Would you like to inspire other people to take action with real estate investing? Then we'd love to interview you! Find out more and pick the date here: http://daveinterviewsyou.com/ #RealEstatePodcast #GreenDevelopment #PropertyInvesting #RealEstateEducation

Last time we spoke about the Nanjing Massacre. Japanese forces breached Nanjing as Chinese defenders retreated under heavy bombardment, and the city fell on December 13. In the following weeks, civilians and disarmed soldiers endured systematic slaughter, mass executions, rapes, looting, and arson, with casualties mounting rapidly. Among the most brutal episodes were hundreds of executions near the Safety Zone, mass shootings along the Yangtze River, and killings at improvised sites and “killing fields.” The massacre involved tens of thousands of prisoners, with estimates up to 300,000 victims. Women and children were subjected to widespread rape, mutilation, and terror intended to crush morale and resistance. Although the Safety Zone saved many lives, it could not shield all refugees from harm, and looting and arson devastated large parts of the city. Foreign witnesses, missionaries, and diary entries documented the extensive brutality and the apparent premeditated nature of many acts, noting the collapse of discipline among troops and orders that shaped the violence.    #169 Nanjing has Fallen, the War is not Over Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. Directly after the fall of Nanjing, rumors circulated among the city's foreigners that Tang Shengzhi had been executed for his inability to hold the city against the Japanese onslaught. In fact, unlike many of his subordinates who fought in the defense, he survived. On December 12, he slipped through Yijiang Gate, where bullets from the 36th Division had claimed numerous victims, and sailed across the Yangtze to safety. Chiang Kai-shek protected him from bearing direct consequences for Nanjing's collapse. Tang was not unscathed, however. After the conquest of Nanjing, a dejected Tang met General Li Zongren at Xuzhou Railway Station. In a brief 20-minute conversation, Tang lamented, “Sir, Nanjing's fall has been unexpectedly rapid. How can I face the world?” Li, who had previously taunted Tang for over-eagerness, offered sympathy. “Don't be discouraged. Victory or defeat comes every day for the soldier. Our war of resistance is a long-term proposition. The loss of one city is not decisive.” By December 1937, the outlook for Chiang Kai-shek's regime remained bleak. Despite his public pledges, he had failed to defend the capital. Its sturdy walls, which had withstood earlier sieges, were breached in less than 100 hours. Foreign observers remained pessimistic about the prospects of continuing the fight against Japan. The New York Times wrote “The capture of Nanking was the most overwhelming defeat suffered by the Chinese and one of the most tragic military debacles in modern warfare. In defending Nanking, the Chinese allowed themselves to be surrounded and then slaughtered… The graveyard of tens of thousands of Chinese soldiers may also be the graveyard of all Chinese hopes of resisting conquest by Japan.” Foreign diplomats doubted Chiang's ability to sustain the war, shrinking the question to whether he would stubbornly continue a losing fight or seek peace. US Ambassador Nelson Johnson wrote in a letter to Admiral Yarnell, then commander of the US Asicatic Fleet “There is little left now for the Chinese to do except to carry on a desultory warfare in the country, or to negotiate for the best terms they can get”.  The Japanese, too, acted as if Chiang Kai-shek had already lost the war. They assumed the generalissimo was a spent force in Chinese politics as well, and that a gentle push would suffice to topple his regime like a house of cards. On December 14, Prime Minister Konoe announced that Chiang's losses of Beijing, Tianjin, Shanghai, and now Nanjing, had created a new situation. “The National Government has become but a shadow of its former self. If a new Chinese regime emerged to replace Chiang's government, Japan would deal with it, provided it is a regime headed in the right direction.” Konoe spoke the same day as a Liaison Conference in Tokyo, where civilian and military leaders debated how to treat China now that it had been thoroughly beaten on the battlefield. Japanese demands had grown significantly: beyond recognizing Manchukuo, Japan pressed for the creation of pro-Japanese regimes in Inner Mongolia and the north China area. The same day, a puppet government was established in Japanese-occupied Beijing. While these demands aimed to end China as a unitary state, Japanese policy was moving toward the same goal. The transmissions of these demands via German diplomatic channels caused shock and consternation in Chinese government circles, and the Chinese engaged in what many regarded as stalling tactics. Even at this late stage, there was division among Japan's top decision makers. Tada, deputy chief of the Army General Staff, feared a protracted war in China and urged keeping negotiations alive. He faced strong opposition from the cabinet, including the foreign minister and the ministers of the army and navy, and ultimately he relented. Tada stated “In this state of emergency, it is necessary to avoid any political upheaval that might arise from a struggle between the Cabinet and the Army General Staff.” Although he disagreed, he no longer challenged the uncompromising stance toward China. On January 16, 1938, Japan publicly stated that it would “cease henceforth to deal with” Chiang Kai-shek. This was a line that could not be uncrossed. War was the only option. Germany, the mediator between China and Japan, also considered Chiang a losing bet. In late January 1938, von Dirksen, the German ambassador in Tokyo, urged a fundamental shift in German diplomacy and advocated abandoning China in favor of Japan. He warned that this was a matter of urgency, since Japan harbored grudges against Germany for its half-hearted peace efforts. In a report, von Dirksen wrote that Japan, “in her deep ill humor, will confront us with unpleasant decisions at an inopportune moment.” Von Dirksen's view carried the day in Berlin. Nazi Germany and Hirohito's Japan were on a trajectory that, within three years, would forge the Axis and place Berlin and Tokyo in the same camp in a conflict that would eventually span the globe. Rabe, who returned to Germany in 1938, found that his account of Japanese atrocities in Nanjing largely fell on deaf ears. He was even visited by the Gestapo, which apparently pressed him to keep quiet about what he had seen. Ambassador von Dirksen also argued in his January 1938 report that China should be abandoned because of its increasingly friendly ties with the Soviet Union. There was some merit to this claim. Soviet aid to China was substantial: by the end of 1937, 450 Soviet aviators were serving in China. Without them, Japan likely would have enjoyed air superiority. Chiang Kai-shek, it seemed, did not fully understand the Russians' motives. They were supplying aircraft and pilots to keep China in the war while keeping themselves out. After Nanjing's fall, Chiang nevertheless reached out to Joseph Stalin, inviting direct Soviet participation in the war. Stalin politely declined, noting that if the Soviet Union joined the conflict, “the world would say the Soviet Union was an aggressor, and sympathy for Japan around the world would immediately increase.” In a rare moment of candor a few months later, the Soviet deputy commissar for foreign affairs spoke with the French ambassador, describing the situation in China as “splendid.” He expected China to continue fighting for several more years, after which Japan would be too weakened to undertake major operations against the Soviet Union. It was clear that China was being used. Whatever the motive, China was receiving vital help from Stalin's Russia while the rest of the world stood on the sidelines, reluctant to upset Japan. Until Operation Barbarossa, when the Soviet Union was forced to the brink by the German Army and could no longer sustain extensive overseas aid, it supplied China with 904 planes, 1,516 trucks, 1,140 artillery pieces, 9,720 machine guns, 50,000 rifles, 31,600 bombs, and more. Despite all of this, all in all, China's position proved less disastrous than many observers had feared. Chinese officials later argued that the battle of Nanjing was not the unmitigated fiasco it appeared to be. Tang Shengzhi had this to say in his memoirs“I think the main purpose of defending Nanjing was to buy time, to allow troops that had just been pulled out of battle to rest and regroup. It wasn't simply because it was the capital or the site of Sun Yat-sen's mausoleum.” Tan Daoping, an officer in Nanjing, described the battle “as a moderate success because it drew the Japanese in land”. This of course was a strategy anticipated by interwar military thinker Jiang Baili. It also allowed dozens of Chinese divisions to escape Shanghai, since the Japanese forces that could have pursued them were tied down with the task of taking Nanjing. Tan Daoping wrote after the war “They erred in believing they could wage a quick war and decide victory immediately. Instead, their dream was shattered; parts of their forces were worn out, and they were hindered from achieving a swift end”. Even so, it was a steep price was paid in Chinese lives. As in Shanghai, the commanders in Nanjing thought they could fight on the basis of sheer willpower. Chinese officer Qin Guo Qi wrote in his memoirs “In modern war, you can't just rely on the spirit of the troops. You can't merely rely on physical courage and stamina. The battle of Nanjing explains that better than anything”. As for the Brigade commander of the 87th division, Chen Yiding, who emerged from Nanjing with only a few hundred survivors, was enraged. “During the five days of the battle for Nanjing, my superiors didn't see me even once. They didn't do their duty. They also did not explain the overall deployments in the Nanjing area. What's worse, they didn't give us any order to retreat. And afterwards I didn't hear of any commander being disciplined for failing to do his job.” Now back in November of 1937, Chiang Kai-shek had moved his command to the great trinity of Wuhan. For the Nationalists, Wuhan was a symbolically potent stronghold: three municipalities in one, Hankou, Wuchang, and Hanyang. They had all grown prosperous as gateways between coastal China and the interior. But the autumn disasters of 1937 thrust Wuhan into new prominence, and, a decade after it had ceased to be the temporary capital, it again became the seat of military command and resistance. Leading Nationalist politicians had been seen in the city in the months before the war, fueling suspicions that Wuhan would play a major role in any imminent conflict. By the end of the year, the generals and their staffs, along with most of the foreign embassies, had moved upriver. Yet as 1937 slipped into 1938, the Japanese advance seemed practically unstoppable. From the destruction of Shanghai, to the massacre in Nanjing, to the growing vulnerability of Wuhan, the NRA government appeared powerless against the onslaught.  Now the Japanese government faced several options: expanding the scope of the war to force China into submission, which would risk further depletion of Japan's military and economic resources; establishing an alternative regime in China as a bridge for reconciliation, thereby bypassing the Nationalist government for negotiations; and engaging in indirect or direct peace negotiations with the Nationalist Government, despite the failure of previous attempts, while still seeking new opportunities for negotiation. However, the Nanjing massacre did not compel the Chinese government and its people to submit. On January 2, Chiang Kai-shek wrote in his diary, “The conditions proposed by Japan are equivalent to the conquest and extinction of our country. Rather than submitting and perishing, it is better to perish in defeat,” choosing to refuse negotiations and continue resistance.  In January 1938 there was a new escalation of hostilities. Up to that point, Japan had not officially declared war, even during the Shanghai campaign and the Nanjing massacre. However on January 11, an Imperial Conference was held in Tokyo in the presence of Emperor Hirohito. Prime Minister Konoe outlined a “Fundamental Policy to deal with the China Incident.”The Imperial Conference was attended by Prime Minister Fumimaro Konoe, Army Chief of Staff Prince Kan'in, Navy Minister Admiral Fushimi, and others to reassess its policy toward China. Citing the Nationalist Government's delay and lack of sincerity, the Japanese leadership decided to terminate Trautmann's mediation. At the conference, Japan articulated a dual strategy: if the Nationalist Government did not seek peace, Japan would no longer regard it as a viable negotiating partner, instead supporting emerging regimes, seeking to resolve issues through incidents, and aiming either to eliminate or incorporate the existing central government; if the Nationalist Government sought reconciliation, it would be required to cease resistance, cooperate with Japan against communism, and pursue economic cooperation, including officially recognizing Manchukuo and allowing Japanese troops in Inner Mongolia, North China, Central China, and co-governance of Shanghai. The Konoe cabinet relayed this proposal to the German ambassador in Japan on December 22, 1937: It called for: diplomatic recognition of Manchukuo; autonomy for Inner Mongolia; cessation of all anti-Japanese and anti-Manchukuo policies; cooperation between Japan, Manchukuo, and China against communism; war reparations; demilitarized zones in North China and Inner Mongolia; and a trade agreement among Japan, Manchukuo, and China.  Its terms were too severe, including reparations payable to Japan and new political arrangements that would formalize the separation of north China under Japanese control. Chiang's government would have seventy-two hours to accept; if they refused, Tokyo would no longer recognize the Nationalist government and would seek to destroy it.  On January 13, 1938, the Chinese Foreign Minister Wang Chonghui informed Germany that China needed a fuller understanding of the additional conditions for peace talks to make a decision. The January 15 deadline for accepting Japan's terms elapsed without Chinese acceptance. Six days after the deadline for a Chinese government reply, an Imperial Conference “Gozen Kaigi” was convened in Tokyo to consider how to handle Trautmann's mediation. The navy, seeing the war as essentially an army matter, offered no strong position; the army pressed for ending the war through diplomatic means, arguing that they faced a far more formidable Far Eastern Soviet threat at the northern Manchukuo border and wished to avoid protracted attrition warfare. Foreign Minister Kōki Hirota, however, strongly disagreed with the army, insisting there was no viable path to Trautmann's mediation given the vast gap between Chinese and Japanese positions. A second conference followed on January 15, 1938, attended by the empire's principal cabinet members and military leaders, but without the emperor's presence. The debate grew heated over whether to continue Trautmann's mediation. Hayao Tada, Deputy Chief of Army General Staff, argued for continuation, while Konoe, Hirota, Navy Minister Mitsumasa Yonai, and War Minister Hajime Sugiyama opposed him. Ultimately, Tada acceded to the position of Konoe and Hirota. On the same day, Konoe conveyed the cabinet's conclusion, termination of Trautmann's mediation, to the emperor. The Japanese government then issued a statement on January 16 declaring that it would no longer treat the Nationalist Government as a bargaining partner, signaling the establishment of a new Chinese regime that would cooperate with Japan and a realignment of bilateral relations. This became known as the first Konoe statement, through which Tokyo formally ended Trautmann's mediation attempt. The Chinese government was still weighing its response when, at noon on January 16, Konoe publicly declared, “Hereafter, the Imperial Government will not deal with the National Government.” In Japanese, this became the infamous aite ni sezu (“absolutely no dealing”). Over the following days, the Japanese government made it clear that this was a formal breach of relations, “stronger even than a declaration of war,” in the words of Foreign Minister Hirota Kōki. The Chinese ambassador to Japan, who had been in Tokyo for six months since hostilities began, was finally recalled. At the end of January, Chiang summoned a military conference and declared that the top strategic priority would be to defend the east-central Chinese city of Xuzhou, about 500 kilometers north of Wuhan. This decision, like the mobilization near Lugouqiao, was heavily influenced by the railway: Xuzhou sat at the midpoint of the Tianjin–Pukou Jinpu line, and its seizure would grant the Japanese mastery over north–south travel in central China. The Jinpu line also crossed the Longhai line, China's main cross-country artery from Lanzhou to the port of Lianyungang, north of Shanghai. The Japanese military command marked the Jinpu line as a target in spring 1938. Control over Xuzhou and the rail lines threading through it were thus seen as vital to the defense of Wuhan, which lay to the city's south. Chiang's defense strategy fit into a larger plan evolving since the 1920s, when the military thinker Jiang Baili had first proposed a long war against Japan; Jiang's foresight earned him a position as an adviser to Chiang in 1938. Jiang had previously run the Baoding military academy, a predecessor of the Whampoa academy, which had trained many of China's finest young officers in the early republic 1912–1922. Now, many of the generals who had trained under Jiang gathered in Wuhan and would play crucial roles in defending the city: Chen Cheng, Bai Chongxi, Tang Shengzhi, and Xue Yue. They remained loyal to Chiang but sought to avoid his tendency to micromanage every aspect of strategy.  Nobody could say with certainty whether Wuhan would endure the Japanese onslaught, and outsiders' predictions were gloomy. As Wuhan's inhabitants tasted their unexpected new freedoms, the Japanese pressed on with their conquest of central China. After taking Nanjing, the IJA 13th Division crossed the Yangtze River to the north and advanced to the Outang and Mingguang lines on the east bank of the Chihe River in Anhui Province, while the 2nd Army of the North China Front crossed the Yellow River to the south between Qingcheng and Jiyang in Shandong, occupied Jinan, and pressed toward Jining, Mengyin, and Qingdao. To open the Jinpu Railway and connect the northern and southern battlefields, the Japanese headquarters mobilized eight divisions, three brigades, and two detachments , totaling about 240,000 men. They were commanded by General Hata Shunroku, commander of the Central China Expeditionary Army, and Terauchi Hisaichi, commander of the North China Front Army. Their plan was a north–south advance: first seize Xuzhou, a strategic city in east China; then take Zhengzhou in the west along the Longhai Railway connecting Lanzhou and Lianyungang; and finally push toward Wuhan in the south along the Pinghan Railway connecting Beijing and Hankou. At the beginning of 1938, Japan's domestic mobilization and military reorganization had not yet been completed, and there was a shortage of troops to expand the front. At the Emperor's Imperial Conference on February 16, 1938, the General Staff Headquarters argued against launching operations before the summer of 1938, preferring to consolidate the front in 1938 and undertake a large-scale battle in 1939. Although the Northern China Expeditionary Force and the Central China Expeditionary Force proposed a plan to open the Jinpu Line to connect the northern and southern battlefields, the proposal was not approved by the domestic General Staff Headquarters. The Chinese army, commanded by Li Zongren, commander-in-chief of the Fifth War Zone, mobilized about 64 divisions and three brigades, totaling roughly 600,000 men. The main force was positioned north of Xuzhou to resist the southern Japanese advance, with a portion deployed along the southern Jinpu Railway to block the southern push and secure Xuzhou. Early in the campaign, Chiang Kai-shek redeployed the heavy artillery brigade originally promised to Han Fuju to Tang Enbo's forces. To preserve his strength, Shandong Provincial Governor Han Fuju abandoned the longstanding Yellow River defenses in Shandong, allowing the Japanese to capture the Shandong capital of Jinan in early March 1938. This defection opened the Jinpu Railway to attack. The Japanese 10th Division, under Rensuke Isogai, seized Tai'an, Jining, and Dawenkou, ultimately placing northern Shandong under Japanese control. The aim was to crush the Chinese between the two halves of a pincer movement. At Yixian and Huaiyuan, north of Xuzhou, both sides fought to the death: the Chinese could not drive back the Japanese, but the Japanese could not scatter the defenders either. At Linyi, about 50 kilometers northeast of Xuzhou, Zhang Zizhong, who had previously disgraced himself by abandoning an earlier battlefield—became a national hero for his determined efforts to stop the Japanese troops led by Itagaki Seishirō, the conqueror of Manchuria. The Japanese hoped that they could pour in as many as 400,000 troops to destroy the Chinese forces holding eastern and central China. Chiang Kai-shek was determined that this should not happen, recognizing that the fall of Xuzhou would place Wuhan in extreme danger. On April 1, 1938, he addressed Nationalist Party delegates, linking the defense of Wuhan to the fate of the party itself. He noted that although the Japanese had invaded seven provinces, they had only captured provincial capitals and main transport routes, while villages and towns off those routes remained unconquered. The Japanese, he argued, might muster more than half a million soldiers, but after eight or nine months of hard fighting they had become bogged down. Chiang asserted that as long as Guangzhou (Canton) remained in Chinese hands, it would be of little significance if the Japanese invaded Wuhan, since Guangzhou would keep China's sea links open and Guangdong, Sun Yat-sen's homeland, would serve as a revolutionary base area. If the “woren” Japanese “dwarfs” attacked Wuhan and Guangzhou, it would cost them dearly and threaten their control over the occupied zones. He reiterated his plan: “the base area for our war will not be in the zones east of the Beiping–Wuhan or Wuhan–Guangdong railway lines, but to their west.” For this reason he authorized withdrawing Chinese troops behind the railway lines. Chiang's speech mixed defiance with an explanation of why regrouping was necessary; it was a bold public posture in the face of a developing military disaster, yet it reflected the impossible balance he faced between signaling resolve and avoiding overcommitment of a city that might still fall. Holding Xuzhou as the first priority required Chiang Kai-shek to place a great deal of trust in one of his rivals: the southwestern general Li Zongren. The relationship between Chiang and Li would become one of the most ambivalent in wartime China. Li hailed from Guangxi, a province in southwestern China long regarded by the eastern heartland as half civilized. Its people had rarely felt fully part of the empire ruled from Beijing or even Nanjing, and early in the republic there was a strong push for regional autonomy. Li was part of a cohort of young officers trained in regional academies who sought to bring Guangxi under national control; he joined the Nationalist Party in 1923, the year Sun Yat-sen announced his alliance with the Soviets. Li was not a Baoding Academy graduate but had trained at Yunnan's equivalent institution, which shared similar views on military professionalism. He enthusiastically took part in the Northern Expedition (1926–1928) and played a crucial role in the National Revolutionary Army's ascent to control over much of north China. Yet after the Nanjing government took power, Li grew wary of Chiang's bid to centralize authority in his own person. In 1930 Li's so‑called “Guangxi clique” participated in the Central Plains War, the failed effort by militarist leaders to topple Chiang; although the plot failed, Li retreated to his southwest base, ready to challenge Chiang again. The occupation of Manchuria in 1931 reinforced Li's belief that a Japanese threat posed a greater danger than Chiang's centralization. The tension between the two men was evident from the outset of the war. On October 10, 1937, Chiang appointed Li commander of the Fifth War Zone; Li agreed on the condition that Chiang refrain from issuing shouling—personal commands—to Li's subordinates. Chiang complied, a sign of the value he placed on Li's leadership and the caution with which he treated Li and his Guangxi ally Bai Chongxi. As Chiang sought any possible victory amid retreat and destruction, he needed Li to deliver results. As part of the public-relations front, journalists were given access to commanders on the Xuzhou front. Li and his circle sought to shape their image as capable leaders to visiting reporters, with Du Zhongyuan among the most active observers. Du praised the “formidable southwestern general, Li Zongren,” calling him “elegant and refined” and “vastly magnanimous.” In language echoing the era's soldiers' public presentation, Du suggested that Li's forces operated under strict, even disciplined, orders “The most important point in the people's war is that . . . troops do not harass the people of the country. If the people are the water, the soldiers are the fish, and if you have fish with no water, inevitably they're going to choke; worse still is to use our water to nurture the enemy's fish — that really is incomparably stupid”.  Within the southern front, on January 26, 1938, the Japanese 13th Division attacked Fengyang and Bengbu in Anhui Province, while Li Pinxian, Deputy Commander-in-Chief of the 5th War Zone, directed operations south of Xuzhou. The defending 31st Corps of the 11th Group Army, after resisting on the west bank of the Chi River, retreated to the west of Dingyuan and Fengyang. By February 3, the Japanese had captured Linhuai Pass and Bengbu. From the 9th to the 10th, the main force of the 13th Division forced a crossing of the Huai River at Bengbu and Linhuai Pass respectively, and began an offensive against the north bank. The 51st Corps, reorganized from the Central Plains Northeast Army and led by Commander Yu Xuezhong, engaged in fierce combat with the Japanese. Positions on both sides of the Huai shifted repeatedly, producing a riverine bloodbath through intense hand-to-hand fighting. After ten days of engagement, the Fifth War Zone, under Zhang Zizhong, commander of the 59th Army, rushed to the Guzhen area to reinforce the 51st Army, and the two forces stubbornly resisted the Japanese on the north bank of the Huai River. Meanwhile, on the south bank, the 48th Army of the 21st Group Army held the Luqiao area, while the 7th Army, in coordination with the 31st Army, executed a flanking attack on the flanks and rear of the Japanese forces in Dingyuan, compelling the main body of the 13th Division to redeploy to the north bank for support. Seizing the initiative, the 59th and 51st Armies launched a counteroffensive, reclaiming all positions north of the Huai River by early March. The 31st Army then moved from the south bank to the north, and the two sides faced across the river. Subsequently, the 51st and 59th Armies were ordered to reinforce the northern front, while the 31st Army continued to hold the Huai River to ensure that all Chinese forces covering the Battle of Xuzhou were safely withdrawn. Within the northern front, in late February, the Japanese Second Army began its southward push along multiple routes. The eastern axis saw the 5th Division moving south from Weixian present-day Weifang, in Shandong, capturing Yishui, Juxian, and Rizhao before pressing directly toward Linyi, as units of the Nationalist Third Corps' 40th Army and others mounted strenuous resistance. The 59th Army was ordered to reinforce and arrived on March 12 at the west bank of the Yi River in the northern suburbs of Linyi, joining the 40th Army in a counterattack that, after five days and nights of ferocious fighting, inflicted heavy losses on the Japanese and forced them to retreat toward Juxian. On the western route, the Seya Detachment (roughly a brigade) of the Japanese 10th Division crossed the Grand Canal from Jining and attacked Jiaxiang, meeting stiff resistance from the Third Army and being thwarted, while continuing to advance south along the Jinpu Railway. The Isogai Division, advancing on the northern route without awaiting help from the southeast and east, moved southward from Liangxiadian, south of Zouxian, on March 14, with the plan to strike Tengxian, present-day Tengzhou on March 15 and push south toward Xuzhou. The defending 22nd Army and the 41st Corps fought bravely and suffered heavy casualties in a hard battle that lasted until March 17, during which Wang Mingzhang, commander of the 122nd Division defending Teng County, was killed in action. Meanwhile, a separate Japanese thrust under Itagaki Seishirō landed on the Jiaodong Peninsula and occupied Qingdao, advancing along the Jiaoji Line to strike Linyi, a key military town in southern Shandong. Pang Bingxun's 40th Army engaged the invaders in fierce combat, and later, elements of Zhang Zizhong's 333rd Brigade of the 111th Division, reinforced by the 57th Army, joined Pang Bingxun's forces to launch a double-sided pincer that temporarily repelled the Japanese attack on Linyi. By late March 1938 a frightening reality loomed: the Japanese were close to prevailing on the Xuzhou front. The North China Area Army, commanded by Itagaki Seishirō, Nishio Toshizō, and Isogai Rensuke, was poised to link up with the Central China Expeditionary Force under Hata Shunroku in a united drive toward central China. Li Zongren, together with his senior lieutenants Bai Chongxi and Tang Enbo, decided to confront the invaders at Taierzhuang, the traditional stone-walled city that would become a focal point of their defense. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. Nanjing falls after one of humanities worst atrocities. Chiang Kai-Shek's war command has been pushed to Wuhan, but the Japanese are not stopping their advance. Trautmann's mediation is over and now Japan has its sights on Xuzhou and its critical railway junctions. Japan does not realize it yet, but she is now entering a long war of attrition.

Jeder Mensch trägt verschiedene innere Anteile in sich: etwa den inneren Kritiker, den reifen Erwachsenen oder das innere Kind, das sich nicht geborgen fühlte. Wir können lernen, mit diesen Anteilen umzugehen – und dabei hilft die Schematherapie.**********An dieser Stelle findet ihr die Übung:40:17 - Meditation**********Quellen aus der Folge:Bamelis, L. L., Evers, S. M., Spinhoven, P., & Arntz, A. (2014). Results of a multicenter randomized controlled trial of the clinical effectiveness of schema therapy for personality disorders. American journal of psychiatry, 171(3), 305-322.Carter, J. D., McIntosh, V. V., Jordan, J., Porter, R. J., Frampton, C. M., & Joyce, P. R. (2013). Psychotherapy for depression: a randomized clinical trial comparing schema therapy and cognitive behavior therapy. Journal of affective disorders, 151(2), 500-505.Giesen-Bloo, J., Van Dyck, R., Spinhoven, P., Van Tilburg, W., Dirksen, C., Van Asselt, T., ... & Arntz, A. (2006). Outpatient psychotherapy for borderline personality disorder: randomized trial of schema-focused therapy vs transference-focused psychotherapy. Archives of general psychiatry, 63(6), 649-658.**********Dianes und Main Huongs Empfehlungen:Roediger, E. (2023). Raus aus den Lebensfallen: Das Schematherapie-Begleitbuch 3. Junfermann Verlag.Roediger, E., & Valente, M. (2025). Schematherapie: kontextuell-prozessbasiert-interpersonal. Schattauer.Roediger, E., Frank-Noyon, E. & Behary, W. (2022) Passt doch! Paarkonflikte verstehen und lösen mit der Schematherapie. Beltz. **********Mehr zum Thema bei Deutschlandfunk Nova:Inneres Kind: Wie wir loslassen und nach vorne schauenMentale Gesundheit: Dem inneren Kritiker Einhalt gebietenMentale Gesundheit: Welche Form der Psychotherapie ist die richtige für mich?**********Den Artikel zum Stück findet ihr hier.**********Ihr könnt uns auch auf diesen Kanälen folgen: TikTok und Instagram .**********Ihr habt Anregungen, Ideen, Themenwünsche? Dann schreibt uns gern unter achtsam@deutschlandfunknova.de

Last time we spoke about the battle of Luodian. Following a significant counter-offensive, the initial optimism waned as casualties escalated and morale plummeted. The strategically vital town of Luodian became a pivotal battleground, with the Chinese determined to defend it at all costs. Despite heroic efforts, including a daring nighttime assault, the overwhelming Japanese forces employed superior tactics and artillery, steadily gaining ground.  As September progressed, Japanese reinforcements flooded the frontline, exacerbating the already dire situation for the Chinese defenders. By late September, the fierce struggle to control Luodian culminated in a forced retreat by the Chinese forces, marking a significant turning point in the fight for Shanghai. Though they withdrew, the Chinese army earned newfound respect, having showcased their tenacity against a formidable adversary. The battle became a testament to their resilience amid overwhelming odds, setting the stage for the tumultuous conflict that lay ahead in their fight for sovereignty.   #160 The Battle of Shanghai Part 5: Fighting along the Wusong Creek Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. The tides of warfare had shifted in Shanghai. In late September, the Japanese high command dispatched three divisions to the Shanghai area, starting with the 101st Division landing on September 22. This was followed by the 9th and 13th Divisions, bolstering Japan's military presence to five divisions in the city, despite the Chinese forces numbering over 25 divisions. However, the true dynamics of the confrontation revealed a complex picture: while the Chinese boasted numerical superiority, the Japanese divisions, each comprising around 15,000 soldiers, were supported by nearly 90,000 troops when including marines and infantry. China's units, often as small as 5,000 men, made their effective deployment difficult. The Japanese forces also leveraged their advantages in materials, aircraft, and naval artillery, which could effectively target critical positions along the Chinese front. With these reinforcements in place, Japanese commanders, including Matsui, devised a bold strategy: to execute a powerful thrust across Wusong Creek and advance toward Suzhou Creek. The goal was to encircle and annihilate the main Chinese force in a maneuver they had envisioned since their arrival in China.  Ogishima Shizuo, a reservist of the 101st division had just been through his first night at the front. Within his trench, soldiers leapt up from their slumber to a hail of bullets. Ogishima looked over the edge of the trench. It was still dark, making it hard to discern what was happening, but he thought he saw a flash of a helmet in a foxhole near the creek's edge. It wasn't a Japanese helmet. Suddenly, it hit him that the gunfire wasn't a mistake. “It's the enemy! The enemy!” he yelled. Others began to shout as well. “The enemy! They're behind us! Turn around!” Under the cloak of darkness, a Chinese unit had managed to bypass the Japanese lines and launch an attack from the rear. The sound of aggressive gunfire erupted, and a Japanese heavy machine gun joined in the fray. However, most of the bullets were fired haphazardly into the night. A force of 50 Chinese were firing on them. Japanese officers ordered the men to storm their positions, seeing infantrymen leap over their trench into the barrage. The Japanese and Chinese fired at each other and tossed grenades when close enough. The Japanese jumped into the Chinese foxholes and stabbed at them with bayonets. Ogishima thrust his bayonet into the belly of a Chinese soldiers, marking his first kill. He felt no emotion. Within minutes the little battle was over, every Chinese soldier lay dead, it was a suicide mission. Ogishima saw countless comrades dead around him, it was a scene of carnage. It was the morning of October 7, the 101st Division had crossed Wusong Creek from the north in the early hours of October 6, specifically, only half of the division had made it across. The other half remained on the far side, unable to get their boats past the 300 feet of water protected by unseen Chinese machine guns and mortar crews that would open fire at the slightest hint of movement on the northern bank. Dozens of corpses floated in the murky water, serving as grim evidence of the carnage from the previous 24 hours. Ogishima, alongside tens of thousands of Japanese soldiers were entering the most brutal part of the Shanghai campaign. Matsui's vision of a quick and decisive end to the Shanghai campaign, would not come to be. Matsui detailed his plans in an order issued on September 29. The attack was to be conducted from west to east by the 9th, 3rd, and 101st Infantry Divisions. The 11th Infantry Division was assigned to follow the 9th Division, securing the right flank against potential Chinese counterattacks from the west. The 13th Infantry Division would serve as the reserve. The objective was to capture Dachang, an ancient town encircled by a medieval-style wall, and then advance as quickly as possible to breach the Chinese lines north of Suzhou Creek. Matsui had arranged an unusually high concentration of troops; the three divisions were aligned along a front that spanned only three miles. This meant that each division had less than half the front length that the Japanese field manual typically recommended. The decision to compress the divisions into such a narrow front was partly to compensate for the artillery shortcomings that were still hindering the Japanese offensive. The Japanese attackers confronted a formidable and well-prepared enemy. After extensive discussions, the Chinese commanders ultimately recognized that they had no choice but to shorten their front line. Defending Liuhang, a town situated along the route from Luodian to Dachang, had proven too costly, offering no prospect of victory. Chen Cheng, the commander of the Chinese left wing, had often visited Liuhang and understood how dire the situation was. He repeatedly urged that the unwinnable battle be abandoned and that valuable troops be withdrawn to stronger positions. However, his pleas initially went unheeded. Chiang Kai-shek was primarily driven by the belief that war was about securing territory, and he insisted on maintaining control over Liuhang at all costs. Meanwhile the Chinese positions north of Wusong Creek had been breached in numerous places during late September and this caused Chiang Kai-Shek to finally relent. A fighting retreat began on the night of October 1st and would be completed by dawn of the 3rd. The new defensive line extended just over a mile west of the road from Luodian to Dachang, providing the Chinese defenders with excellent opportunities to harass the advancing Japanese Army with flanking fire for several miles as they moved south. At Wusong Creek, the Chinese line curved eastward and followed the southern bank for several miles. The creek provided a significant advantage to the Chinese defenders; despite its name, it would be more accurate to describe it as a river. It reached widths of up to 300 feet in some areas, and in several spots, the southern bank formed a steep six-foot wall. Anyone attempting to scale this barrier under intense mortar fire would be met at the top by rows of barbed wire and heavy machine gun fire. For a full mile south of the creek, the Chinese had spent weeks constructing a dense network of defenses, transforming farm buildings into formidable fortifications linked by deep trenches. They had learned valuable lessons from their German mentors, many veterans of the battles of Somme and Verdun, and they applied these lessons effectively. The Japanese took Liuhang on the 3rd and were met with counterattacks, but these were easily repelled. More confident, Matsui issued new orders on the 4th for the 3rd, 9th and 101 divisions to cross the Wusong Creek and advance a mile south. Beginning on the 5th, the 3 divisions crossed and carved out a narrow bridgehead under heavy resistance. The Chinese were frantic now, as after the Wusong Creek, the last remaining natural obstacle was the Suzhou Creek. Two miles west of the key road from Luodian to Dachang,  battalion commander Yan Yinggao of the 78th Division's 467th Regiment awaited the anticipated Japanese assault. The regiment had fortified three villages near a creek, reinforced with sandbags, barbed wire, and cleared fields of fire, along with deep trenches for troop movement. The 1st Battalion occupied the westernmost village, the 3rd Battalion held the other two, while the 2nd Battalion remained in reserve. The initial Japanese attack began with a heavy artillery bombardment. Despite facing significant casualties, their infantry was forced to withdraw from all three villages. They returned later in the afternoon with an even fiercer artillery assault. The 1st Battalion suffered devastating losses, including its commander, leading to the loss of the village to the Japanese. Yan Yinggao, observing from the rear, dispatched a reinforcement company, but it was quickly annihilated within ten minutes. Simultaneously the Chinese 3rd battalion at Tangbeizhai were nearly encircled. Yan received orders for his regiment to advance over to relieve them, but as they did a Japanese column of 60 soldiers approached from the opposite direction. A battle ensued over the smoking rubbled of the bombed out village. The few survivors of the 3rd battalion made a last stand, allowing the 2nd battle to fight their way in to take up their position. It was a small and temporary victory. Units arriving to the Shanghai theater were being tossed right into the front lines, such as the Tax Police Division. Despite its name they were a fully equipped military formation and quite well training consisting of 6 regiments, roughly 25,000 armed men. Their officers had previously served under the young marshal, Zhang Xueliang. They were rushed to Tangqiaozhan, lying on the road from Luodian to Dachang, bridged by the Wusong Creek. The bridge was crucial to the entire operation, as holding it would enhance the Chinese's chances of delaying the Japanese advance. The Tax Police, stationed at the northern end of the bridge, became surrounded on three sides. Intense fighting ensued, occasionally escalating to hand-to-hand combat. By the second day after their arrival, casualties had escalated significantly, forcing the Tax Police units to retreat south across the bridge, which ultimately fell to the advancing Japanese forces. A crisis atmosphere surrounded the meeting of the 3rd War Zone staff, chaired by Chiang Kai-shek, in Suzhou on October 11. Everyone agreed the previous efforts to halt the Japanese advance south across Wusong Creek had utterly failed. Each engagement resulted in Chinese troops being repelled without regaining significant territory. Chen Cheng proposed an attack in his sector, specifically targeting the area around Luodian. However, most felt that such an operation would not effectively influence the Japanese advance at Wusong Creek and ultimately dismissed the suggestion. Bai Chongxi, whom at this point held an informal advisory role, called for simultaneous attacks along both banks of Wusong Creek, thrusting into the right flank of the advancing Japanese. This would require an enormous amount of troops if there was to be any chance of success. Bai Chongxi was pushing to take 4 divisions from Guangxi, already in transit to Shanghai for the task. Chiang Kai-Shek liked the idea of a single decisive blow and agreed to Bai's idea. The German advisors were not so keen on this one. In fact the Germans were getting depressed over a concerning issue. It seemed the Chinese staff simply talked too much, taking far too long to produce very few decisions. There were a lot of reasons for this, a lot of these figures held to many positions. For example Gu Zhuong, Chiang Kai-Sheks deputy in Suzhou, was a chief of staff and also held two advisory roles. Then there were these informal generals, such as Bai Chongxi. A man such as Bai had no formal command here, yet he was providing views on operational issues. To the Germans who held clear military hierarchies as the bible, it looked obviously chaotic. There was notable hope though. The Germans acknowledged the Chinese were improving their artillery situation. For the first time since the battle for Shanghai began, 6 artillery battalions were moved into positions in the vicinity of Nanxiang, under the unified command of the headmaster of the Tangshan artillery school near Nanjing. From there they could coordinate barrages in the area south of the Wusong Creek.  Sun Liren got off at Nanxiang railway station on October 7th. At 36 he was leading one of China's best units, the 4th regiment of the Tax Police. Within confusion he was assigned to the 88th division, who were fighting the heaviest battles in the campaign. By noon of the next day, nearly all of Sun Liren's regiment were cannibalized, sent as reinforcements to the 88ths front lines. Afterwards all the was left was Sun and a group of 20 orderlies and clerks. At 2pm he got a call from th division, they needed more reinforcements at the front or else a small bridge north of Zhabei would be taken, collapsing their lines. Sun replied he had no troops left only to be told “its an order. If you disobey, you'll be courtmartialed”.  Without any choice, Sun hastily organized dozens of soldiers and marched them to the bridge. As they arrived, his men saw Chinese troops withdrawing away from the bridge. He asked one man what was going on “the officers have all left, we also don't want to die”. To this Sun said he was an officer and would stay and fight with them. The Japanese in pursuit were shocked to see the Chinese turn around attack them. In general the Japanese were surprised by the sudden resilience of the Chinese around the Wusong Creek. Many assaults were being beaten back. In the Zhabei district, much more urbanized, foreigners were watching in awe. A war correspondent wrote “Every street was a defense line and every house a pocket fort. Thousands of holes had been knocked through walls, linking the labyrinth of lanes into a vast system of defense in depth. Every intersection had been made into a miniature fortress of steel and concrete. Even the stubs of bomb-battered walls had been slotted at ground level for machine guns and rifles. No wonder the Japanese Army was months behind its boasts”.  East of the Huangpu River at Pudong, Sun Shengzhi commanded an artillery regiment whom began launching a barrage across the river upon the Gongda airfield, that had been allowing the Japanese air forces to support their infantry. Meanwhile Chinese soldiers rolled a battery of 8 bofor guns 300 yards from the riverbank and at dawn began firing upon aircraft taking off. They reported 4 downed Japanese aircraft and 7 damaged. By mid-October the 88th division took advantage of a lull in the fighting and prepared a ambitious attack aimed at cutting off the Sichuan North road, which the Japanese were using to as a supply line from the docks to units north of the city. The German advisors developed this attack using Stosstruppen tactics taken from WW1. For stosstruppen, the main means of weakening the enemy line was via infiltration, rather than a massive frontal attack. The attack was unleashed on the 18th after a bombardment by artillery and mortars as lightly armed Chinese stormed down the streets near the North railway station and took the Japanese there by complete surprise. They quickly occupied a segment of the Sichuan North Road cutting the Japanese supply chain for many days. Back on the 13th, Kuse Hisao led a company of the Japanese 9th division to perform an attack on Chenjiahang, located due north of Wusong Creek. It was a strategic and heavily fortified stronghold that obstructed the southward advance. As Kuse's men reached its vicinity they stopped to rest with orders to begin the assault at 1pm. The Japanese artillery kicked off the fight and was soon met with much larger Chinese artillery. This was an unpleasant surprise for the Japanese, whom to this point had always had superiority in artillery. Regardless the assault went ahead seeing wave upon wave of attackers fighting through cotton fields and bullets. Kuse's men were forced to crawl through the field. Kuse crawled his way to a small creek to discover with horror it was full of Japanese and Chinese corpses at various stages of decomposition.  The assault on Chenjiahang bogged down quickly. Kuse and his men spent a night amongst the rotting dead. The following day orders arrived for two neighbouring units to renew the assault as Kuse's fell back into the reserve. That day's attempt fared no better, simply piling more bodies upon the field and waterways. The next day Kuse watched Japanese flamethrower units enter the fray as they led an attack over a creek. Men jumped into waist deep water, waded across to fight up slopes through mazes of Chinese trenches. Then to all of their surprise they stormed and unoccupied Chenjiahang without firing a shot. Kuse and his men suddenly saw a grenade come flying at them. Kuse was injured and taken out by comrades to the rear. Chenjiahang and been bitterly fought over for weeks. Alongside Yanghang it was considered two key points necessary for the Japanese to be able to advance against Dachang further south.  Meanwhile Sichuanese troops were being pulled back for the fresh 4 Guangxi divisions to come in. They wore lighter brown uniforms with British styled tin hat helmets. One of their divisions, the 173rd was sent straight to Chenjiahang, arriving before dawn of the 16th. While the handover of positions was taking place, the Japanese launched an intense aerial and artillery bombardment causing significant casualties before the 173rd could even deploy. Later that day, one of their regiments engaged the Japanese and were slaughtered on the spot. Two-thirds of their men became casualties. The battle raged for four days as the 3 other Guangxi divisions moved to the front. There was no break on either side, as one Guanxi officer recalled, “I had heard the expression ‘storm o f steel' before, but never really understood what it meant. Now I do.” By mid October, Matsui's optimism about his southern push was waning. Heavy rain over the past week had slowed his men down considerably. Supplies were taking much longer to reach the front. Intelligence indicated the senior Chinese commanders had moved from Suzhou to Nanxiang, with some in Shanghai proper. To Matsui this meant they were nowhere near close to abandoning Shanghai. Matsui wrote in his diary “It's obvious that earlier views that the Chinese front was shaken had been premature. Now is definitely not the time to rashly push the offensive.” During this rainy time, both sides received some rest as a no-mans land formed. Winter uniforms were arriving for the Japanese 3rd and 11th divisions, causing some encouragement. The 3rd division had already taken 6000 casualties, but received 6500 reinforcements. Matsui estimated their combat strength to only by one-sixth of its original level.  On the 19th Matsui received reports that soldiers from Guangxi were arriving in Shanghai and deploying around Wusong Creek. To relieve some pressure the IJN sent a mock invasion force up the Yangtze to perform a 3 day diversion mission. 8 destroyers and 20 transport vessels anchored 10 miles upriver from Chuanshakou. They bombarded the area to make it seem like a amphibious invasion was imminent. Meanwhile both nations were fighting a propaganda war. On October 14th, China filed a complaint at the League of Nations accusing Japan of using poison gas in Shanghai. To this the Japanese accused them of using gas, specifically mentioning at the battle for Chenjiahang. Early in the campaign they accused the Chinese of using sneezing gas, a chemical adopted during WW1. To this accusation, Shanghai's mayor Yu Hongjun stated to reporters ‘The Japanese sneeze because they've got cold feet.” Back to our friend Ogishima with the 101st. His unit crossed the Wusong Creek early on. Afterwards the fighting became confused as the Chinese and Japanese started across 150 yards of no man's land. Every now and then the Japanese would leap out of trenches and charge into Chinese lines, but the attacks all ended the same. Rows of the dead cut down by machine guns. It was just like the western front of WW1. The incessant rain kept the trenches drenched like knee-deep bogs. Officers who had read about the western front routinely had their men line up for health checks. Anyone trying to fake a disease risked being branded a deserter, and deserters were shot. As Ogishima recalled “The soldiers in the frondine only have one thought on their minds. They want to escape to the rear. Everyone envies those who, with light injuries, are evacuated. The ones who unexpectedly get a ticket back in this way find it hard to conceal their joy. As for those left in the frontline, they have no idea if their death warrant has already been signed, and how much longer they have to live.” Nohara Teishin with the 9th division experienced pure hell fighting entrenched Chinese firing through holes in walls of abandoned farm buildings. Japanese officers urged their men to charge over open fields. Out of 200 men he fought with, 10 were able to fight after the battle. As Nohara recalled “All my friends died there. You can't begin to describe the wretchedness and misery of war.” Watanabe Wushichi, an officer in the 9th division was given orders to secure water supplies for the front line troops. A task that seemed simple enough given the sheer amount of creeks and ponds in the area. However they were all filled with corpses now. For many troops dying of thirst, it became so unbearable when anyone came across an unpolluted well, they would crown around it like zombies turning into a mud pool. Officers were forced to post guards at all discovered water sources. Watanabe was shocked by the Chinese fierceness in battle. At one point he was attacked pillboxes and upon inspecting the captured ones he was horrified to see how many Chinese bodies lay inside still clutching their rifles.  International outcry mounted over the invasion. On October 5th, president Franklin Roosevelt made a speech in Chicago calling for concrete steps to be taken against Japan. “It would seem to be unfortunately true that the epidemic of world lawlessness is spreading. When an epidemic of physical disease starts to spread the community approves and joins in a quarantine of the patients in order to protect the community against the spread of the disease.” Meanwhile Chiang Kai-Shek pushed the international community to sanction Japan and deprive her of oil, iron, steal, all materials needed for waging her illegal war. The League of Nations proved completely inept. On October 21st, Japanese foreign minister Hirota Koki approached the German ambassador in Tokyo, Herbert von Dirksen, asking if China was willing to negotiate. Germany declared she was willing to act as mediator, and to this Japan sent demands. Japan sought for Chinese concessions in north China and a demilitarized zone around Shanghai. Germany's ambassador to Nanjing, Oskar Trautmann conveyed this to Chiang Kai-Shek. Instead of replying Chiang asked the German what he thought. Trautmann said he considered the demands a basis for further talks and gave the example of what happened to his nation at the negotiating table during WW1. To this Chiang scoffed and made it clear he intended to restore the situation to its pre-hostile state before any talks.  Back at the front, Bai Chongxi planned his counterattack into the right flank of the Japanese. The attack was set for the 21st. The Guangxi troops at Chenjiahang were extricated and sent to assembly points. Matsui wrote in his diary on the 23rd “The enemy will launch a counterattack along the entire front tonight. It seems the planned attack is mainly targeted at the area south of Wusong Creek. It will give us an opportunity to catch the enemy outside of his prepared defenses, and kill him there. At 7pm the Chinese artillery began, an hour later troops were advancing east. The left wing of the Chinese attack, led by the 176th Guangxi Division north of Wusong Creek, initially advanced swiftly. However, it soon encountered significant obstacles, including numerous creeks and canals that disrupted progress. Concerned about supply trains lagging behind, the vanguard decided to relinquish much of the ground it had gained as dawn approached, hoping to reclaim it later that night. Meanwhile, the 174th Guangxi Division's assault south of Wusong Creek also struggled. It met unexpectedly strong resistance and had difficulty crossing the canals due to insufficient bridge-building materials. Fearing artillery and air attacks before dawn, this division retreated to its starting line, abandoning the hard-won territory from the previous night. Both divisions then dug in, preparing to withstand a counterattack during the daylight hours, when the Japanese forces could fully leverage their air superiority. As anticipated, the counterattack occurred after sunrise on October 22. In the 176th Division's sector, Japanese forces surrounded an entire battalion by noon, resulting in its complete destruction, including the battalion commander. The main success for the day came from a Guangxi unit that, despite facing an attack from Japanese infantry supported by five tanks, managed to hold its ground. Initially on the verge of collapse, they organized a rapid defense that repelled the Japanese assault. One tank was destroyed, two became stuck in a canal, and two others retreated, highlighting the challenges of tank warfare in the riverine terrain around Shanghai. An after-action report from the Guangxi troops read  “The Japanese enemy's army and air force employed every kind of weapon, from artillery to tanks and poison gas,” it said. “It hit the Chinese front like a hurricane, and resulted in the most horrific losses yet for the army group since it entered the battle.” As the sun rose on the 23rd, Japanese airplanes took to the skies. At 9:00 a.m., they targeted the already battered 174th Guangxi Division south of Wusong Creek. A Guangxi general who survived the assault recounted the devastation: “The troops were either blown to pieces or buried in their dugouts. The 174th disintegrated into a state of chaos.” Other units suffered similarly catastrophic losses. By the end of October 23, the Chinese operation had incurred heavy casualties, including two brigade commanders, six regimental commanders, and around 2,000 soldiers, with three out of every five troops in the first wave either killed or injured. Consequently, the assault had to be called off. Bai Chongxi's counterattack was a complete disaster. Many Guangxi veterans would hold grudges for years for what was seen as a senseless and hopeless battle.  Meanwhile in Zhabei Zhang Boting, the 27th year old chief of staff of the 88th division came to the headquarters of General Gu Zhutong, urging him to move to a safer location, only to be told “Chiang Kai-shek wants your division to stay in Zhabei and fight. Every company, every platoon, every squad is to defend key buildings in the city area, and villages in the suburbs. You must fight for every inch of land and make the enemy pay a high price. You should launch guerrilla warfare, to win time and gain sympathy among our friends abroad.” The command had more to do with diplomacy than any battlefield strategy. The Nine-Powers Conference was set for Brussels the following week and it was important China kept a spectacle going on in Shanghai for the foreigners. If the war advanced into lesser known hamlets in the countryside there would be no talk amongst the great powers. To this explanation Zhang Boting replied “Outside o f the streets of Zhabei, the suburbs consist o f flat land with little opportunity for cover. It's not suitable for guerrilla warfare. The idea o f defending small key points is also difficult. The 88th Division has so far had reinforcements and replacements six times, and the original core of officers and soldiers now make up only 20 to 30 percent. It's like a cup o f tea. If you keep adding water, it becomes thinner and thinner. Some of the new soldiers we receive have never been in a battle, or never even fired a shot. At the moment we rely on the backbone o f old soldiers to train them while fighting. As long as the command system is in place and we can use the old hands to provide leadership, we'll be able to maintain the division as a fighting force. But if we divide up the unit, the coherence will be lost. Letting every unit fight its own fight will just add to the trouble.” Zhang Boting then rushed east to the 88th divisional HQ inside the Sihang Warehouse laying just across from the International settlement. Here a final stand would be made and whose participants would be known as the 800 heroes, but that's a story for a later podcast.  Zhang Boting had returned to his HQ on October 26th, by then the Shanghai situation had deteriorated dramatically. The stalemate around Wusong Creek had suddenly collapsed. The IJA 9th division broke the Guangxi forces and now Matsui planned for a major drive south against Dachang. Before he even had time to meet with his colleagues the 3rd and 9th divisions reached Zoumatang Creek, which ran west to east two miles south of Wusong Creek. In preparation for the continued advance, the Japanese began dropping leaflets over the Chinese positions. Each one offered the soldiers who laid down their arms 5 Chinese yuan each, roughly half a US dollar each at the time. This did not meet much results, as the Chinese knew the Japanese rarely took prisoners. Instead the Guangxi troops continued to retreat after a brutal week of combat. Most of them were moving to prepared positions north and south of the Suzhou Creek, the last remaining natural obstacle to stop the Japanese conquest of Shanghai. In the early hours of the 25th the Japanese gradually realized the Chinese were withdrawing. The Japanese unleashed hundreds of aircraft and employed creeping barrages with their artillery. This may have been the first instance they employed such WW1 tactics during the campaign. The barrage was kept 700 yards in front of the advancing Japanese forces, giving the Chinese ample time to emerge from cover and re-man positions they had abandoned under artillery fire. Despite a general withdrawal, the Chinese also mounted a strong defense around Dachang.  Two strategic bridges across Zoumatang Creek, located west of Dachang, were defended by one division each. The 33rd Division, a recent arrival in Shanghai, was tasked with securing the westernmost bridge, Old Man Bridge, while the 18th Division, also newly arrived, was stationed near Little Stone Bridge, closer to Dachang. However, neither division was capable of stopping the advancing Japanese forces. On October 25, a Japanese column, led by more than 20 tanks, overwhelmed the 33rd Division's defenses and captured Old Man Bridge. As the Chinese division attempted a fighting retreat toward Dachang, it suffered severe casualties due to superior Japanese firepower. By mid-afternoon, only one in ten of its officers and soldiers remained fit for combat, and even the division commander had been wounded. The Japanese force then advanced to Little Stone Bridge, and after intense fighting with the 18th Division that lasted until sunset, they captured the bridge as well. Meanwhile, the 18th Division fell back into Dachang, where their commander, Zhu Yaohua, received a blunt order from Gu Zhutong to hold Dachang at all costs, warning that disobedience would lead to court-martial. Concerned that losing Little Stone Bridge might already jeopardize his position, Zhu Yaohua quickly organized a nighttime counterattack to reclaim it. However, the Japanese had anticipated this move and fortified their defenses near the bridge, leading to a disastrous failure for the Chinese. On October 26, the Japanese unleashed all available resources in an all-out assault on Dachang. The town had been nearly reduced to rubble, with only the ancient wall remaining as evidence of its former population. Up to 400 airplanes, including heavy bombers, targeted Chinese troops in and around Dachang, causing significant casualties among both soldiers and pack animals. A Western correspondent watching from afar described it as the “fiercest battle ever waged in Asia up to that time. A tempest of steel unleashed by Japanese planes, which flew leisurely overhead while observation balloons guided them to their targets. The curtain of fire never lifted for a moment from the Chinese trenches”. Following the aerial assault, more than 40 Japanese tanks emerged west of Dachang. The Chinese forces found themselves defenseless against this formidable armored column, as they had already relocated their artillery to safer positions behind the front lines. Left to fend for themselves, the Chinese infantry was quickly overwhelmed by the advancing wall of enemy tanks. The defending divisions, including Zhu Yaohua's 18th Division, stood no chance against such material superiority and were swiftly crushed. After a brief skirmish, the victorious Japanese forces marched in to claim Dachang, which had become a sea of flames. Matsui observed the scene with deep satisfaction as the Rising Sun banner flew over the smoldering ruins of the town. “After a month of bitter fighting, today we have finally seen the pay-off,”. In stark contrast, Zhu Yaohua faced immediate criticism from his superiors and peers, many of whom believed he could have done more to resist the Japanese onslaught. The weight of this humiliation became unbearable for him. Just two days after his defeat at Dachang, he shot himself in the chest ending his life. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. In late September, the Battle of Shanghai intensified as Japanese forces surged with reinforcements, pressing against Chinese defenses in Luodian. Amidst chaos, Japanese soldiers like Ogishima fought bravely in the trenches, witnessing unimaginable carnage. As October began, the battle's brutality escalated, with waves of attacks resulting in devastating casualties on both sides. However, the Chinese forces showcased remarkable resilience, adapting their strategies and fortifying defenses, marking a significant chapter in their struggle for sovereignty against overwhelming odds.  

Kirsten Dirksen, An Unexpected Career as a YouTube Home & Lifestyle Content Creator Show Notes: Kirsten Dirksen majored in economics and math, but found creative writing to be her passion. She decided to become a magazine writer and interned at the NBC affiliate in San Francisco, where she worked for free for about nine months. Working at NBC and Moving a Women's Network After her internship, she went to work with the NBC elite, which was the old chronicle enterprise. Kirsten became the music person, interviewing bands and creating unique stories for interviews. She eventually moved to New York City to work for Oxygen, a women's network. She then worked freelance in New York City and for other networks, including MTV, where she did music-themed stories. She worked freelance for a while, and the Sundance Channel took her to Spain to do an interview with Javier Bardem. She later met her husband in Barcelona. Reality T.V. and Early YouTube Videos Throughout her career, Kirsten has been passionate about storytelling and experimenting with different topics. She started working with an old Oxygen producer in Spain to film weddings for a reality show called The Knot. They traveled to various locations, and Kirsten edited the shows which took around five weeks to complete. However, when her husband started a website about environmental sustainability, together they made videos and put them on YouTube. The first viral video was about a  micro apartment in New York. The video was picked up and shared on La Republica's homepage. This led to the story being picked up by Good Morning, America. We the Tiny House People and 20 Million Views After videos going viral in 2009, Kirsten and her husband continued posting YouTube videos. Since then she has done about five or six documentaries, with one being a taste-style documentary about the tiny house movement. The other two are family-based, chronicling the tiny house movement and the summer of family love. She has also done documentaries on homelessness, focusing on the experiences of homeless people in California. Kirsten's videos have gained popularity, with her first one being called We the Tiny House People, chronicling the tiny house movement. The second one, Our Summer of Family Love,  was a road trip across the Pacific Northwest and West for the summer. Her other documentaries have focused on homelessness, focusing on solutions and solutions for those living in small homes. Her videos have gained attention and have been viewed over 20 million times on YouTube. She has also been a guest on the show The Tiny House People,  where she shares her experiences with tiny house movements and the challenges faced by homeless people. From Documentarian to Author Kirsten  began in a formal documentary unit in San Francisco and has since focused on documentaries and tours of tiny homes. Her book, Life-Changing Homes, is titled after these homes, which she believes sum up the stories they tell. The books are categorized into 10 chapters, each with a theme that focuses on simplicity, slowness, impermanence, elevation, restoration, underground survival, resurrection, and future. The book covers a variety of houses, from simple to large, and features thought-provoking chapter headings that cover two or three different houses that fit that theme. Each chapter covers about two or three different houses that fit that theme, and Kirsten interviews the owner. The focus is not on a specific category or type of house, but rather on the story itself. Kirsten's work has been praised for its stunning photos and focus on eco-friendly designs, making it an attractive resource for those interested in living in tiny homes. The book is expected to be a valuable resource for those interested in exploring these unique and sustainable living options. The People Who Live in Non-Traditional Dwellings Kirsten discusses the experiences of interviewing people in non-traditional dwellings, such as those in Ontario and California. She highlights the importance of considering what one truly needs out of a home and what skills they have. Some examples include a widow who built a dome home in Ontario, where she had a refrigerator that pops up like a gadget in Willy Wonka's factory. Another example is a chiropractor who bought land near the border of Oregon and started building a tree house and an earth ship along the way. He has a community of people living there. She also mentions the chief architect for Apple who has a small, open home in Sonoma County. He lived on the land first, but then went camping to find the best place to live. He bought two prefabs and kept everything small, with only the bathroom having a bit of a door. His wife and kids enjoyed the openness and connection to the surroundings. Kirsten emphasizes that it's not just about affordability, but also about making the most sense of the space. Sometimes too big houses can be worse than not having the views or being in touch with the surroundings. This is why she came back to the idea of living in a small, open space. The Importance of Simplicity  The conversation turns to Thoreau and his way of thinking about time in nature, simplicity, and well-being. Kirsten discusses the importance of simplicity in her life and how it can impact her content creation. She also mentions a couple who live in the woods called the innermost house, which they call a place to reflect and experiment in simplicity. She talks about the connection between simplicity and high thinking, as seen in a woman who lived in a tiny house in her backyard in Santa Rosa, California back at a time when it was rebellious to live in a tiny, mobile home. Kirsten mentions how the woman found too many possessions cluttered her mind.  Viral Videos and Duds Kirsten shares her experiences with videos that go viral and which ones are more of a dud. One example is a story with a young architect living in a 12th-century mansion in Spain. Another example is a video with Special Operations, a flying car from an off-grid home, which has had 700,000 views in a week. The title of the video is "Special Operations," which is about a special operations vet who lives on land at the top of a mountain and works as a rescue mission and firefighters. Kirsten shares her experience of becoming a content creator and how it has changed her outlook on life and making a living. It wasn't something she planned; however, it has given her a lot of freedom and afforded her an income that allows her to make a living. Plain Living and High Thinking The conversation turns to the process of making a video, including filming, editing, and producing the perfect thumbnail. Kirsten and her husband usually spend two to three hours at a house or location.  The couple also film themselves during their stay, going on runs and shooting in the morning. Kirsten shares stories from many of the productions and the diverse and interesting people she has met along the way. She talks about what motivates and inspires these people to think and live differently. Influential Harvard Professors and Courses Kirsten discusses her experience with Verlyn Klinkenborg whose direction inspired her work back then and today.  Timestamps: 02:22 Internship at NBC and Early Career in Television  06:26: Transition to Freelancing and YouTube  11:03: Growth of YouTube Channel and Documentary Work  11:14: Discovering Unique Homes and Themes for Documentaries  11:36: Impact of Unique Living Spaces on Individuals  30:59: Challenges and Surprises in Content Creation  42:58: Balancing Work and Personal Life  43:09: Influence of Harvard Professors and Writing  Links: Book: https://www.abramsbooks.com/product/life-changing-homes_9781419771897/ Press page: https://faircompanies.com/media-kit/ Channel https://youtube.com/kirstendirksen Instagram: https://www.instagram.com/kirsten.dirksen/ YouTube: Summer of (Family) Love https://www.youtube.com/watch?v=7Iti4JU5ObU We the Tiny House People https://www.youtube.com/watch?v=lDcVrVA4bSQ Trapped in paradise: how we got the homeless situation (part 1) https://www.youtube.com/watch?v=b5XIljwl5hI     Featured Non-profit: The featured non-profit of this episode of The 92 Report is recommended by Eleanor Stafford who reports: “Hi. I'm Eleanor Stafford, class of 1992. The featured nonprofit of this episode of The 92 report is Literacy Volunteers of Massachusetts. LVM is a statewide organization that trains volunteers to provide free, confidential and individualized tutoring to adults in basic literacy and or ESL. I have been the lead basic literacy volunteer trainer for about 20 years now, and have managed the Boston affiliate for the past two years. You can learn more about LVM's work at lvm.org and now here is Will Bachmann for this week's episode.” To learn more about their work, visit: www.lvm.org.

05/15/25: Fargo Fire Chief Steve Dirksen decided to move up his retirement. Originally planning to retire July 4, he now says his last day will be tomorrow, May 16th. He joins Joel Heitkamp at the KFGO studio to talk about his time in Fargo and as the Chief, and shares some stories from along the way. (Joel Heitkamp is a talk show host on the Mighty 790 KFGO in Fargo-Moorhead. His award-winning program, “News & Views,” can be heard weekdays from 8 – 11 a.m. Follow Joel on X/Twitter @JoelKFGO.)See omnystudio.com/listener for privacy information.

Sportvereine möchten nachhaltig handeln, doch oft stehen sie vor der Herausforderung, wie sie ökologische Massnahmen mit begrenzten Ressourcen und im laufenden Vereinsalltag umsetzen können. Die gute Nachricht: Schon kleine Veränderungen können eine grosse Wirkung haben – sowohl für die Umwelt als auch für den Verein. In dieser Podcast-Folge beleuchten wir, wie Sportvereine ihren ökologischen Fussabdruck reduzieren können.Hier geht's zum ergänzenden Infodossier auf unserer Website.

Zach Dirksen (Fool's Gold Variety Hour) joins us to talk about 2023's overlooked Jason Statham movie Operation Fortune: Ruse de Guerre.  It's a weird movie that nobody noticed, but it's super fun, even if you want it to just generally be better. We also talk about Daredevil and Blank Check more than you might expect. Or exactly as much as you'd expect, given how things usually go around here.

I'd LOVE to hear from you! Now you can send a TEXT MESSAGE! Be sure to leave your contact EMAIL so I can return your message!In this episode of the "My DPC Story Podcast," we hear from Dr. Rachael Dirksen, founder of Remedy Internal Medicine, as she shares about her transition to Direct Primary Care (DPC). Dr. Dirksen shares her compelling journey from a rural upbringing in Charlotte, Iowa, through her medical training and career challenges, ultimately leading her to the DPC model for its patient-centric approach. Highlights include her experiences with AmeriCorps VISTA, the struggle with a $50,000 non-compete, and the value she found in building long-term patient relationships, something that helped keep her going during her fight to get out of her non-compete. Dr. Dirksen discusses the financial feasibility and transparency of DPC compared to traditional fee-for-service practices, and how her DPC practice supports a broad patient demographic, particularly older adults who appreciate the personalized care. The episode underscores the growing appeal and viability of the DPC model, advocating for physicians to seek happier, more fulfilling careers outside insurance-driven constraints. For more insights, subscribe, leave reviews, and explore exclusive content on Patreon. Stay updated on DPC news and resources through dpcnews.com.This episode is brought to you by DrChrono, powered by EverHealth—the #1 mobile, all-in-one EHR solution. Visit drchrono.com/freetrial and discover how easy it can be! Meet DECENT! What the DPC Community has been waiting for - the company building health plans AROUND Direct Primary Care. Learn more about Decent by visiting Decent.com/DPC FREE 1 month trial - HEIDI HEALTH PRO: As Individualized As Your DPC.Support the showBe A My DPC Story PATREON MEMBER! SPONSOR THE PODMy DPC Story VOICEMAIL! DPC SWAG!FACEBOOK * INSTAGRAM * LinkedIn * TWITTER * TIKTOK * YouTube

What if the key to success in the shed industry lies in community, commitment, and a little bit of AI magic? Join us for an engaging conversation with Brian Cope from Patriot Portable Buildings, as we uncover his fascinating journey from building sheds in Graves County, Kentucky, to becoming a leading dealer of portable buildings and carports. Brian's rich experiences with renowned companies like Dirksen and Graceland Portable Buildings offer a unique perspective on the evolution of the shed industry, enriched by personal stories and professional insights.Discover the powerful role of community in the face of adversity, through a touching narrative of resilience following a devastating tornado. From lending a generator to leading a significant fundraising effort, we explore how acts of kindness can spark broader relief efforts and demonstrate the strength of community bonds. Alongside these stories, we discuss the importance of authenticity, passion, and teamwork in achieving success, and how work ethics shaped by agricultural roots and large families underpin the shed industry.As we explore the future of the shed business, we touch on marketing strategies, the role of AI in shaping industry standards, and the influence of brand loyalty and customer trust. Brian sheds light on the significance of commitment in dealership and the power of reviews and referrals, alongside the contributions of key industry figures in expanding from sheds to trailers. This episode is packed with insights for anyone interested in the shed industry or entrepreneurship, and offers a heartfelt appreciation for the teamwork and support that fuel professional achievements.For more information or to know more about the Shed Geek Podcast visit us at our website.Follow us on Twitter, Instagram, Facebook, or YouTube at the handle @shedgeekpodcast.To be a guest on the Shed Geek Podcast visit our website and fill out the "Contact Us" form.To suggest show topics or ask questions you want answered email us at info@shedgeek.com.This episodes Sponsors:Studio Sponsor: Union Grove LumberMy ShedShed HubDigital Shed BuilderiFABCAL

In der elften Folge von Informatik für die moderne Hausfrau spreche ich mit Alexandra Dirksen über Verschlüsselung und sichere Datenübertragung. Alexandra erklärt euch, was ein Schlüsselaustausch ist und wie der dafür sorgt, dass niemand die Nachrichten mitlesen kann, die wir mit verschiedenen Messenger-Apps verschicken. Außerdem sprechen wir über HTTPS (Hyper Text Transfer Protocol Secure, bekannt aus Links wie https://informatik-hausfrau.de) und darüber, was die sogenannten Zertifikate damit zu tun haben. Alexandra gibt euch zudem Einblicke in ihre Forschung, in der sie Indizien dafür sucht, dass bestimmte autoritäre Staaten diese Sicherheitsmechanismen umgehen und auf diese Weise die Kommunikation ihrer Bürger*innen überwachen oder sogar beeinflussen. Wir sprechen außerdem über Alexandras eher ungewöhnlichen Karriereweg, der sie von einer Ausbildung bis hin zum Promotionsstudium führte, und über ihre ebenso ungewöhnliche Freizeitgestaltung als Mitglied verschiedener Metal-Bands. In diesem Zusammenhang machen wir uns auch Gedanken dazu, was der MINT-Bereich und der (Black) Metal gemeinsam haben. Informationen zu Alexandra Dirksen sowie Kontaktmöglichkeiten findet ihr auf ihrer Webseite: https://www.tu-braunschweig.de/ias/staff/alexandra-dirksen Zum Instagram-Account der Band Rană, in der Alexandra spielt, geht es hier: https://www.instagram.com/ranahordes Musik von Rană könnt ihr u.a. hier streamen: https://open.spotify.com/intl-de/artist/4QTaa847bLVRFskaVOO3IR Den Instagram-Account einer anderen, noch recht jungen Band, in der Alexandra spielt, findet ihr hier: https://www.instagram.com/jaeh_zorn Zur Podcast-Episode von "Über Stock, Stein und Startups", in der ich zu Gast war, gelangt ihr über diesen Link: https://ideenwald-oekosystem.de/informieren/podcast/ Hinweis 1: Es besteht die Möglichkeit, in Informatik für die moderne Hausfrau Werbung zu schalten. Bei Interesse kontaktiert mich bitte unter mail@informatik-hausfrau.de. Hinweis 2: Diese Folge ist aus gesundheitlichen Gründen ausnahmsweise mittwochs erschienen. Der Erscheinungstermin hat jedoch keine Auswirkungen auf die kommenden Folgen - diese erscheinen wie gewohnt dienstags. Alle Informationen zum Podcast findet ihr auf der zugehörigen Webseite https://www.informatik-hausfrau.de. Zur Kontaktaufnahme schreibt mir gerne eine Mail an mail@informatik-hausfrau.de oder meldet euch über Social Media. Auf Twitter, Instagram und Bluesky ist der Podcast unter dem Handle @informatikfrau (bzw. @informatikfrau.bsky.social) zu finden.  Wenn euch dieser Podcast gefällt, abonniert ihn doch bitte und hinterlasst eine positive Bewertung, um ihm zu mehr Sichtbarkeit zu verhelfen.  Falls ihr die Produktion des Podcasts finanziell unterstützen möchtet, habt ihr die Möglichkeit, dies über die Plattform Steady zu tun. Weitere Informationen dazu sind hier zu finden: https://steadyhq.com/de/informatikfrau Falls ihr mir auf anderem Wege etwas 'in den Hut werfen' möchtet, ist dies (auch ohne Registrierung) über die Plattform Ko-fi möglich: https://ko-fi.com/leaschoenberger Dieser Podcast wird gefördert durch das Kulturbüro der Stadt Dortmund.

Green on Dirksen's Giant Labor Day Overstock Tent Sale is underway as Mike Quimby visits with the guys.See omnystudio.com/listener for privacy information.

The show continues from Green on Dirksen for the Giant Labor Day Overstock Tent Sale as Mike Quimby stops by after Mark Selvaggio of morning sponsor Selvaggio Steel. See omnystudio.com/listener for privacy information.

Was die „Deutsche Malerei“ zwischen 1874 und 1924 ist, lässt sich gar nicht so genau beantworten und hängt von der herrschenden Kanonisierung ab. Daher ist es spannend, sich vergangene Bewertungen anzuschauen. Wie gut, dass im Jahre 1924 in München eine Ausstellung mit dem Titel „Die Deutsche Malerei in den letzten 50 Jahren“ gezeigt wurde, von der das Hamburger Fremdenblatt vom 21. August 1924 berichtete. Für das Blatt hatte der Kunsthistoriker Victor Dirksen diese Zusammenstellung besucht die dortige Auswahl reflektiert. Dirksen hatte in Berlin studiert und fand 1919 Anstellung als Assistent und wissenschaftlicher Mitarbeiter der Hamburger Kunsthalle. Und eigentlich erfahren wir dann doch mehr über die Vorlieben des Kunstkritikers, als über den Kanon des Museums, da dieser weite Teile der Moderne in seinem Bericht ausklammert. Rosa Leu liest für uns diesen 100 Jahre alten Rückblick.

Pella Christian Grade School Principal Ben Dirksen previews the upcoming academic year.

In this Human Capital Lab podcast episode, we sit down with Ana Dirksen, Chief Growth Officer and co-founder of Better Work Media Group (BMG). Ana discusses BMG's legacy programs, new ventures, and the transformation of talent development post-pandemic. She highlights their renowned CLO Symposium, new virtual CXO practitioner membership, and upcoming initiatives like the CXO Academy. Ana emphasizes BMG's focus on senior-level L&D leaders, their specialized content, and the importance of networking and community among talent professionals. She also invites practitioners to engage with BMG's offerings through newsletters, events, and their Learning and Talent Insights article series. 00:36 Introducing Ana Dirksen from Better Work Media Group 01:03 Ana Dirksen's Professional Journey 02:42 Better Work Media Group: Legacy and New Ventures 05:39 Networking and Community Building at BMG 11:30 Virtual and In-Person Events at BMG 16:03 Opportunities for Practitioners at BMG 22:06 Future Plans and Innovations at BMG 24:35 Closing Remarks and Contact Information Thank you for joining us on the Human Capital Lab podcast journey. We hope you found inspiration and valuable insights from today's discussions. Be sure to share this episode with your colleagues and friends, and stay tuned for our exciting new season. Remember, continuous learning is the key to unlocking the long-term potential of human capital. Connect with the Guests: Ana Dirksen;LinkedIn: https://www.linkedin.com/in/anadirksen/ Website: https://www.betterworkmedia.com Other Resources: https://events.chieftalentofficer.co/2024-chief-talent-officer-summit https://www.chieflearningofficer.com/ Connect with Human Capital Lab; Host: Rich Douglas LinkedIn: https://www.linkedin.com/in/rich-douglas-92b71b52/ Human Captial Lab Links Website: https://humancapitallab.org/ Interested in Being a Guest? https://humancapitallab.org/podcast/ This is a Growth Network Podcasts production.

The U.S. Senate is so sharply polarized along partisan and ideological lines today that it's easy to believe it was always this way. But in the turbulent 1960s, even as battles over civil rights and the war in Vietnam dominated American politics, bipartisanship often prevailed. One key reason: two remarkable leaders who remain giants of the Senate--Republican leader Everett Dirksen of Illinois and Democratic leader Mike Mansfield of Montana, the longest-serving majority leader in Senate history, so revered for his integrity, fairness, and modesty that the late Washington Post reporter David Broder called him "the greatest American I ever met." The political and personal relationship of these party leaders, extraordinary by today's standards, is the lens through which Marc C. Johnson examines in Mansfield and Dirksen: Bipartisan Giants of the Senate (U Oklahoma Press, 2023). Working together, with the Democrat often ceding public leadership to his Republican counterpart, Mansfield and Dirksen passed landmark civil rights and voting rights legislation, created Medicare, and helped bring about a foundational nuclear arms limitation treaty. The two leaders could not have been more different in personality and style: Mansfield, a laconic, soft-spoken, almost shy college history professor, and Dirksen, an aspiring actor known for his flamboyance and sense of humor, dubbed the "Wizard of Ooze" by reporters. Drawing on extensive Senate archives, Johnson explores the congressional careers of these iconic leaders, their intimate relationships with Presidents John F. Kennedy and Lyndon B. Johnson, and their own close professional friendship based on respect, candor, and mutual affection. A study of politics but also an analysis of different approaches to leadership, this is a portrait of a U.S. Senate that no longer exists--one in which two leaders, while exercising partisan political responsibilities, could still come together to pass groundbreaking legislation--and a reminder of what is possible. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

The U.S. Senate is so sharply polarized along partisan and ideological lines today that it's easy to believe it was always this way. But in the turbulent 1960s, even as battles over civil rights and the war in Vietnam dominated American politics, bipartisanship often prevailed. One key reason: two remarkable leaders who remain giants of the Senate--Republican leader Everett Dirksen of Illinois and Democratic leader Mike Mansfield of Montana, the longest-serving majority leader in Senate history, so revered for his integrity, fairness, and modesty that the late Washington Post reporter David Broder called him "the greatest American I ever met." The political and personal relationship of these party leaders, extraordinary by today's standards, is the lens through which Marc C. Johnson examines in Mansfield and Dirksen: Bipartisan Giants of the Senate (U Oklahoma Press, 2023). Working together, with the Democrat often ceding public leadership to his Republican counterpart, Mansfield and Dirksen passed landmark civil rights and voting rights legislation, created Medicare, and helped bring about a foundational nuclear arms limitation treaty. The two leaders could not have been more different in personality and style: Mansfield, a laconic, soft-spoken, almost shy college history professor, and Dirksen, an aspiring actor known for his flamboyance and sense of humor, dubbed the "Wizard of Ooze" by reporters. Drawing on extensive Senate archives, Johnson explores the congressional careers of these iconic leaders, their intimate relationships with Presidents John F. Kennedy and Lyndon B. Johnson, and their own close professional friendship based on respect, candor, and mutual affection. A study of politics but also an analysis of different approaches to leadership, this is a portrait of a U.S. Senate that no longer exists--one in which two leaders, while exercising partisan political responsibilities, could still come together to pass groundbreaking legislation--and a reminder of what is possible. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/history

The U.S. Senate is so sharply polarized along partisan and ideological lines today that it's easy to believe it was always this way. But in the turbulent 1960s, even as battles over civil rights and the war in Vietnam dominated American politics, bipartisanship often prevailed. One key reason: two remarkable leaders who remain giants of the Senate--Republican leader Everett Dirksen of Illinois and Democratic leader Mike Mansfield of Montana, the longest-serving majority leader in Senate history, so revered for his integrity, fairness, and modesty that the late Washington Post reporter David Broder called him "the greatest American I ever met." The political and personal relationship of these party leaders, extraordinary by today's standards, is the lens through which Marc C. Johnson examines in Mansfield and Dirksen: Bipartisan Giants of the Senate (U Oklahoma Press, 2023). Working together, with the Democrat often ceding public leadership to his Republican counterpart, Mansfield and Dirksen passed landmark civil rights and voting rights legislation, created Medicare, and helped bring about a foundational nuclear arms limitation treaty. The two leaders could not have been more different in personality and style: Mansfield, a laconic, soft-spoken, almost shy college history professor, and Dirksen, an aspiring actor known for his flamboyance and sense of humor, dubbed the "Wizard of Ooze" by reporters. Drawing on extensive Senate archives, Johnson explores the congressional careers of these iconic leaders, their intimate relationships with Presidents John F. Kennedy and Lyndon B. Johnson, and their own close professional friendship based on respect, candor, and mutual affection. A study of politics but also an analysis of different approaches to leadership, this is a portrait of a U.S. Senate that no longer exists--one in which two leaders, while exercising partisan political responsibilities, could still come together to pass groundbreaking legislation--and a reminder of what is possible. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/political-science

The U.S. Senate is so sharply polarized along partisan and ideological lines today that it's easy to believe it was always this way. But in the turbulent 1960s, even as battles over civil rights and the war in Vietnam dominated American politics, bipartisanship often prevailed. One key reason: two remarkable leaders who remain giants of the Senate--Republican leader Everett Dirksen of Illinois and Democratic leader Mike Mansfield of Montana, the longest-serving majority leader in Senate history, so revered for his integrity, fairness, and modesty that the late Washington Post reporter David Broder called him "the greatest American I ever met." The political and personal relationship of these party leaders, extraordinary by today's standards, is the lens through which Marc C. Johnson examines in Mansfield and Dirksen: Bipartisan Giants of the Senate (U Oklahoma Press, 2023). Working together, with the Democrat often ceding public leadership to his Republican counterpart, Mansfield and Dirksen passed landmark civil rights and voting rights legislation, created Medicare, and helped bring about a foundational nuclear arms limitation treaty. The two leaders could not have been more different in personality and style: Mansfield, a laconic, soft-spoken, almost shy college history professor, and Dirksen, an aspiring actor known for his flamboyance and sense of humor, dubbed the "Wizard of Ooze" by reporters. Drawing on extensive Senate archives, Johnson explores the congressional careers of these iconic leaders, their intimate relationships with Presidents John F. Kennedy and Lyndon B. Johnson, and their own close professional friendship based on respect, candor, and mutual affection. A study of politics but also an analysis of different approaches to leadership, this is a portrait of a U.S. Senate that no longer exists--one in which two leaders, while exercising partisan political responsibilities, could still come together to pass groundbreaking legislation--and a reminder of what is possible. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/biography

The U.S. Senate is so sharply polarized along partisan and ideological lines today that it's easy to believe it was always this way. But in the turbulent 1960s, even as battles over civil rights and the war in Vietnam dominated American politics, bipartisanship often prevailed. One key reason: two remarkable leaders who remain giants of the Senate--Republican leader Everett Dirksen of Illinois and Democratic leader Mike Mansfield of Montana, the longest-serving majority leader in Senate history, so revered for his integrity, fairness, and modesty that the late Washington Post reporter David Broder called him "the greatest American I ever met." The political and personal relationship of these party leaders, extraordinary by today's standards, is the lens through which Marc C. Johnson examines in Mansfield and Dirksen: Bipartisan Giants of the Senate (U Oklahoma Press, 2023). Working together, with the Democrat often ceding public leadership to his Republican counterpart, Mansfield and Dirksen passed landmark civil rights and voting rights legislation, created Medicare, and helped bring about a foundational nuclear arms limitation treaty. The two leaders could not have been more different in personality and style: Mansfield, a laconic, soft-spoken, almost shy college history professor, and Dirksen, an aspiring actor known for his flamboyance and sense of humor, dubbed the "Wizard of Ooze" by reporters. Drawing on extensive Senate archives, Johnson explores the congressional careers of these iconic leaders, their intimate relationships with Presidents John F. Kennedy and Lyndon B. Johnson, and their own close professional friendship based on respect, candor, and mutual affection. A study of politics but also an analysis of different approaches to leadership, this is a portrait of a U.S. Senate that no longer exists--one in which two leaders, while exercising partisan political responsibilities, could still come together to pass groundbreaking legislation--and a reminder of what is possible. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/american-studies

The U.S. Senate is so sharply polarized along partisan and ideological lines today that it's easy to believe it was always this way. But in the turbulent 1960s, even as battles over civil rights and the war in Vietnam dominated American politics, bipartisanship often prevailed. One key reason: two remarkable leaders who remain giants of the Senate--Republican leader Everett Dirksen of Illinois and Democratic leader Mike Mansfield of Montana, the longest-serving majority leader in Senate history, so revered for his integrity, fairness, and modesty that the late Washington Post reporter David Broder called him "the greatest American I ever met." The political and personal relationship of these party leaders, extraordinary by today's standards, is the lens through which Marc C. Johnson examines in Mansfield and Dirksen: Bipartisan Giants of the Senate (U Oklahoma Press, 2023). Working together, with the Democrat often ceding public leadership to his Republican counterpart, Mansfield and Dirksen passed landmark civil rights and voting rights legislation, created Medicare, and helped bring about a foundational nuclear arms limitation treaty. The two leaders could not have been more different in personality and style: Mansfield, a laconic, soft-spoken, almost shy college history professor, and Dirksen, an aspiring actor known for his flamboyance and sense of humor, dubbed the "Wizard of Ooze" by reporters. Drawing on extensive Senate archives, Johnson explores the congressional careers of these iconic leaders, their intimate relationships with Presidents John F. Kennedy and Lyndon B. Johnson, and their own close professional friendship based on respect, candor, and mutual affection. A study of politics but also an analysis of different approaches to leadership, this is a portrait of a U.S. Senate that no longer exists--one in which two leaders, while exercising partisan political responsibilities, could still come together to pass groundbreaking legislation--and a reminder of what is possible. Learn more about your ad choices. Visit megaphone.fm/adchoices

On this weeks episode, Rich and Mike sit down with Kentucky-based tattooer Lauren Dirksen to talk about Laurens journey in tattooing, red flags and green flags within finding an apprenticeship, what it means to work in a shop that is conducive to growth and care for an artist, and so much more. Tune in to hangout for the newest episode of Pull The Line.

Hi everybody and welcome to today's episode of Attendance Bias. I am your host, Brian Weinstein. I am ecstatic to introduce today's episode, as it features both a knowledgeable guest who is well known within certain circles of the Phish community, and a thorough, wide-ranging discussion about three of the greatest improvisational rock concerts ever played: Phil and Friends at the Warfield Theater in San Francisco on April 15, 16, and 17, 1999.While not a Phish show, or even a Grateful Dead show, this run of concerts was a milestone for both bands. Not only was it the first time that members of the two major jambands shared a stage, it's notable that songs from both Phish and the Grateful Dead were played over the three nights. I've been listening to these shows since soon after they were played and they haven't aged a day. When Charlie Dirksen of Phish.net and The Mockingbird Foundation volunteered to discuss them and tell about what it was like to actually be there, I couldn't wait to hear about it. These shows have lived in my head for over 20 years, so to hear a first-person account of what they were like made for one of my favorite conversations I've ever had for this podcast.This episode easily could have been three hours long–every time a song was mentioned, it took a lot of willpower on my end not to insert yet another music clip. But there was so much to discuss before we even get to the music. Let's join Charlie to chat about his responsibilities at Phish.net, Steve Kimock's guitar wizardy, and where John Molo fits into everything, as we break down Phil and Friends from April 15, 16, and 17 at the Warfield Theater, in San Francisco, CA.

An interview with Marc C. Johnson, author of Mansfield and Dirksen: Bipartisan Giants of the Senate. The book highlights two Senate leaders whose commitment to bipartisanship lead to the passage of groundbreaking legislation, even in tumultuous times.

If you’re anything like Chip and Gini, you have discovered employees doing work for clients that is outside of the scope of work you have agreed to. There are many reasons for this behavior and this episode explores those as well as potential solutions. Whether your team just wants to make clients happy, enjoys doing some work more than others, or simply isn’t aware of the actual scope of work for a project, you will get some practical tips on what to do — as well as a bit of reassurance that you aren’t alone in this. Key takeaways Chip Griffin: “Put an end to over servicing as quickly as possible. Because the longer it happens, the harder it is to undo.” Gini Dietrich: “When your team sees that you’re over servicing and not charging the client, they just assume that that’s how things are done.” Chip Griffin: “What you do is the culture. You don’t create culture. You act in a certain way and others around you mirror that.” Gini Dietrich: “You’re there to help coach the employee through resolving the issue.” Related The difference between over-delivering and over-servicing agency clients The six biggest PR business mistakes I've made View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: Gini, I have a confession. I’ve been doing some work secretly on this podcast, and I haven’t been telling you about it. Gini Dietrich: Oh, was it you or Jen? Chip Griffin: I guess we’ll find out right after this. Okay, fine, you, you, you caught me. I don’t do any actual work. I just sit here on screen and Kibbitz and Jen does all the real work. Gini Dietrich: I know, I know, I’m aware. Chip Griffin: I think, I think she’s secretly been putting in more time than I realize. Oh dear. To, to make the podcast as good as it is. Gini Dietrich: Oh, my. Okay. But that is the topic today. Chip Griffin: That is the topic. Not about Jen. Not Jen. No, we’re not, no, we’re not going to talk about the amount of work that she does or doesn’t do. It’s, you know, that is what it is. But, a lot of you have employees in your agencies who are probably doing work for your clients that you don’t realize that they’re doing. Even if you have a really good time tracking program in place. It’s entirely possible that they’re not reporting it entirely accurately to you. And if you don’t have time tracking, well, then I can guarantee you right there, they’re over servicing clients and you don’t even realize it. Gini Dietrich: Yeah. And part of the reason this, this topic came up is because I relayed a story of how several years ago an employee left and about a month after he was gone, the client called and said, Hey, I really hate to bring this up, but something’s off. And I said, okay, like talk to me about it. And she said, well, you know, when so and so was here working on the account, we got all this stuff done. We did, you know, five blog posts a month or a week, and we did a webinar and we did a white paper and we were doing social media and as she’s talking, my head is going ready to explode because they were paying us $3,000 a month and trust me, that was not in the scope of work. And I said to her. You’re getting all of that every month. And she said, yes. And I said, not every quarter. And she said, no, every month. And so I had to explain to her that I needed to do some investigation, but what it sounded like is that said employee was over servicing. And giving her way more than had been scoped or that she was paying for. And now obviously the new person on the account was doing what was in the scope of work and it felt like less because it was less. and she was like, oh my gosh, I’m so sorry. I hope I didn’t get this person in trouble. And I’m like, well, they’re already gone, so like, can’t be in trouble now. And I did some investigation and found out that sure enough, this person had been over servicing and not tracking their, like they were putting in the proper amount of time. So it looked like we were doing what we were supposed to be doing, but then all the over servicing that they were doing was not tracked at all. And this client, after about three months of that, of the new quote unquote person, she ended up leaving because she wasn’t getting the same amount of service in her eyes that, that she had before. And I was like, well, congratulations. You just got three years worth of free work. So yeah, you! Chip Griffin: Right. And I’ve had similar experiences too. And usually you discover these when an employee leaves, right? That is typically the time when you realize that this has been happening because something falls through the cracks because it wasn’t on the list of things that we’re generally doing. And so now, you know, the client says, well, wait a minute, what about this report? Or what about these things that we’ve been doing? Or why isn’t this being done as quickly and turned around in the same way? Right. It typically shows itself when you have employee turnover. And it can be incredibly frustrating, not just for you, but also for the client, because the client… sometimes the, particularly the day to day, depending on the client relationship, the day to day contact may not even be aware that what they were getting was out of scope. Sure. And so it’s even more jarring to them when it gets taken away. Right. And it does impact them because now their bosses have an expectation. It’s, it’s one of the reasons why I always say whether the, whether it’s out of scope work that you’re aware of or not, you need to put an end to it as quickly as possible. Because the longer it happens, the harder it is to undo. Gini Dietrich: For sure. Yeah. Yeah, yeah. I mean, in this particular instance, it literally had been three years and… this person was just over servicing and over servicing. And I think probably they were afraid to tell them no, or to say, yeah, we’re happy to do that, but you’re, this is what is included in the scope. And we’re going to have to either take some things away or increase our retainer. Like those are your two options. And instead of doing that, they were working overtime in their personal time to keep this, this client happy. And it’s funny because as I think back on it now, like… there were larger clients and more exciting work, in my opinion, that they could have done that with. And for some reason they chose this one client to just literally give her three years worth of work for free. Chip Griffin: Well, I think, I mean, it, it, it’s interesting. I think employees engage in over servicing of clients for a whole range of reasons, right? Sometimes it’s just that they like the client, they’ve got a good rapport. So they want to try to be helpful. Sometimes it’s because, I mean, I know as I think back to my first agency job, you know, I used to over service clients and I used to fib on my timesheets because I was caught in a position as a junior where I was either going to get yelled at by my bosses for spending too much time on a client or I was going to get yelled at by the client for not getting them what they needed. And so as a junior, you try to find oftentimes that path of least resistance where it’s going to be causing the least issues for you. And so you go down that path. You know, and I think part of it too, is frankly, we as leaders often don’t help educate our teams enough. about what the scope even is for a project, right? I mean, if they’ve never seen the scope of work, how do they know it’s not within scope to agree to something? And so, you know, if you want employees to live within scope, they need to know what that scope is, what their limits are, because otherwise they don’t even know to flag it to you. And the final thing I would say is you need to, to look at your own actions as an agency owner when these things happen, because quite often, I know in my case, when I’ve had situations where I’ve discovered this after an employee left, part of me kind of always knew something was going on, you know, if you really, if you’re honest with yourself, you sit there and say, yeah, you know, I, I kind of sensed that maybe something might be going, but I just, I didn’t want to know, I didn’t want to, the client was happy they were paying so I just kind of I turned a gentle blind eye to it. Or in some cases it can be because You know, the leaders are pushing you so much to just do what the client wants and just figure out how to get it within scope. And so, you know, if you’re in that position as, as a leader, where you’re just pushing your team just to get it done, well, then, then you share some of the blame here as well. Gini Dietrich: And I would also add, if you are a kind of leader that quote unquote sets the example and you’re over servicing as well, like I have lots of, of clients who say, well, it’s just my time. I don’t get paid for my time. You do get paid for your time, like the business pays you, it should pay you. So it’s, your time is not free either. And so when people, and I certainly have been guilty of that as well. So when your team sees that you’re over servicing and not charging the client, they just assume that that’s how things are done. Chip Griffin: But I’m glad you said that because I get asked a lot of times by agency owners, you know, how can we create this culture or that culture, or… it all goes back to you as the owner, particularly in a small agency. What you do is the culture. You don’t create culture. Yep. You act in a certain way and others around you mirror that. Yep. And you, you encourage certain behavior. And so that becomes the culture. So you can’t, you can’t sit there and say, well, I need to build a culture of not over servicing unless you yourself are living by that. That’s right. Objective yourself and that you’re telling people about and you’re educating them about and you have to educate them why it’s a bad thing. I mean, I think it’s really important to explain to your team how just one extra hour a week can make a huge difference in the profitability of individual projects. Because it’s very easy to sit there as a junior or even as a senior and say, well, it’s just an extra 30 minutes, just an extra 60 minutes. And then it kind of adds up and now you sit there and say, okay, well, we had budgeted 10 hours a month for this client. We did an extra hour a week. We figured that’s not a big deal. That’s a 40 percent increase in cost. Right. Right. If I went to, because if I go to you and say, can we spend an extra hour a week on this client? Whatever. It’s an hour. But if I go to you and say, I’d like to spend 40 percent more to service this client. You’d say, heck no. And that’s perhaps an extreme example, but these are real. And the problem with most over servicing that employees are doing is it’s, it just keeps adding up because you over service once and it’s not just once. Because once you’ve made the exception that one time, it then becomes the expected behavior. That’s right. And then you, you say yes to something else and now you’ve, you’ve compounded it because you’re already doing the one bit of over servicing you already were doing, now you’re doing a second bit. Yep. And so now, you know, it’s, it’s like Senator Dirksen said many years ago, you know, a billion here, a billion there, and pretty soon you’re talking real money. Actually, it was so long ago, it was probably a million here and a million there, but anyway, you know, nowadays it’s, you know, a trillion here, a trillion there, and pretty soon you’re talking real money. It’s lovely how inflation works. Gini Dietrich: Inflation works. Chip Griffin: But so, so you need to be on top of this as quickly as possible and you need to build a culture where your team is comfortable coming to you. And saying, Hey, I got asked to do this. Is that okay? Can I, is this, is this within scope? And if it’s not, you’ve got to figure out how you work with them to push back. And, and it is the culture because that’s how you behave. If, if so, if someone comes to you and you say, I don’t have time for this, just get it done. Well, now you have condoned the, and I was guilty of that many times. I just – small client, I just don’t even think about it. Not worth my time. Well, it is worth your time because if you’re if you end up over servicing them to such a degree that that 10 minutes of time that you spent solving it three years ago would have headed it off. You would have come out ahead. Yeah. Penny wise pound foolish. Gini Dietrich: Yeah. So how as agency owners, do we mitigate this risk and ensure that this stuff doesn’t happen? I mean, it’s happened to you. It’s happened to me. I’m sure it’s happening to lots of listeners. How do we mitigate it? Chip Griffin: Well, I mean, I think, like I said, first thing is education. You really have to educate your team about what the scope is and why scope matters. Because if you’re not doing those things, then you haven’t even, you know, put the basic building blocks in place. But I think the second thing is, frankly, you got to have time tracking. Yes. And I, I know a lot of you hate this, but you got to have time tracking. Yes. And you have to have, you have to create that environment in which accurate time tracking is never penalized. Never. I don’t care what your utilization rate is. I don’t care if you, if you actually spent more time doing something for, just tell me you did. Right. I need to know. If I don’t know what reality is, I can’t make a change. That’s right. Because if I’m looking at fictitious data, that doesn’t get me anywhere. Gini Dietrich: Right. You don’t know how much it costs to do, realistically do things like if you’re looking at data and saying, Oh yeah, like we were totally in scope with this client, so I’m going to budget the same for the next client that wants something similar. And all of a sudden you’re like, no, actually it costs three times as much. That’s we have to have that kind of data. Just like you have to have data to be able to show results and measure the work that you’re doing for your clients. You have to have the right kind of data to be able to make decisions in your, your business. So I love the idea of not penalizing accurate reporting because that’s what it is. Like I, when I worked for the big agency, they didn’t want me to bill my time for client entertainment. Well, why? Because I’m with the clients. If I weren’t with the client, I’d be at home watching TV, right? Or catching up on emails or something. I would not be. So why would I not tell you that this is what they expect, especially when we’re traveling together, they expect dinner and you know, going out or whatever it happens to be. And that should, that’s time. That’s how we’re paid. So you should know that. And so it ended up that I did the same thing, I just didn’t track that time. Which is dumb, because then they weren’t accurately, and I was exhausted. They weren’t getting an accurate picture of what the client truly expected. Chip Griffin: Well, and again, this starts with you as the owner. You need to be tracking your time, and you need to be honest about the amount of time that you’re spending on various clients. And it’s a real simple test. If you wouldn’t have done, if you wouldn’t have spent that time with that person, if that organization was not a client, it’s client time. That’s right. You don’t get to just say, well, it’s just relationship building or it’s, it’s for the renewal. Those are all things you would not be doing but for the fact that they are a client therefore It is client time and needs to be recorded as such. And if you don’t then you are not getting an accurate picture of how profitable that work is. So you don’t know whether it is priced correctly. And you don’t have the information that you need to price better for the next prospect that comes down the road. You need this information. It needs to be accurate. If you are not encouraging an environment where people report accurately, you are Enron. And for all you youngsters out there, go look it up. Gini Dietrich: You know, I have some friends who do time tracking. And they, they do it well and they expect, you know, everything that we’ve just talked about, but they create buckets in their time tracking system, like admin, where all of this stuff falls. But then it’s all bucketed together. Like client dinners are put into admin, but then it’s bucketed with every other client and then all the admin stuff that you’re doing for the agency. And right. So you can’t, you still don’t have an accurate picture. So if you’re going to subtract, or if you’re going to move that into a different bucket, which is fine, keep it under the client so you know how much extra time they’re spending on things like that, which, which you would consider relationship building or renewal or client entertainment or whatever it happens to be, but keep it under the client in the time tracking system so that you know this is how much actual time we’re spending with this client. Because the actual time you’re spending with the client means you can’t spend it with somebody else. So if it’s not profitable and you’re over servicing, that means that you’re losing, you’re literally leaving money on the table. You’re like, here’s 10 grand, take it, I’m going to walk away. And when you think about it that way, you’re like, no, we’re not going to do this. So you have to actually have accurate data to be able to make the right decisions and to bill correctly. Chip Griffin: Yeah. And those, you know, there are two buckets that most agencies have in their time tracking that are the ones where most of this stuff gets hidden. And that is the admin or internal and business development. Gini Dietrich: Yep. Business development. Yep. Chip Griffin: Back when I was in the agency world, those, those were our two favorite places to bury anything that we didn’t want to have to report otherwise. Either because we were over servicing a client or because frankly, we were just goofing off. Maybe not fully goofing off, but like reading industry newsletters or something, which, which back in those days, folks, came by fax. So we would sit there at the fax machine waiting for, you know, the, the, the various industry newsletters to come in and then we would sit around reading them and we often put that down as business development because you never got penalized for anything that you called business development. That’s right. If you have a lot of time in your business development bucket by a lot of members of your team, you better be growing really quickly. Otherwise, something’s probably being tucked away in there that doesn’t really belong. And so, but but these are, you know, again, if you if you are not even starting to try to track this, and you’re not creating that environment where people are comfortable coming to you and raising these questions, it will go on and it will only get worse over time. These problems do not solve themselves. And over servicing, scope creep, these are the biggest problems that most agencies have. It’s not about getting new clients. Everybody always focuses on, well, we, you know, we got to struggle. We got to get more revenue. And well, yes, but the reason why you’re not focusing on that, you don’t have enough time to do this because you’re wasting so much time over servicing clients. And, and you need to at least be aware of how much of that is going on. And so you need to work with your team members to just come out and be honest with you. And you need to not turn that blind eye towards it. You need to actually ask questions. And when it feels like, jeez, it seems like you spend a lot of time working for, you know, Acme Industries, ask what they’re really up to. I don’t know, maybe even read their weekly reports instead of just kind of skimming past them in your inbox because you’re like, yeah, you know, nobody’s really complaining. Gini Dietrich: Checking out the client’s website. That would give you a clue or two. Right. Chip Griffin: Right. I mean, and this is, this is another one of those places where I will repeat my plea that you have weekly one on ones with all of your direct reports. Ask them questions, make sure they’re talking about different clients, make sure that they’re sharing information with you. If something just doesn’t feel right, ask them about it. Encourage them to do the same with their direct reports, assuming that you’ve got a middle layer of management in your agency. And this is how you surface those things. And you need to make sure that everybody at every level is bubbling this stuff up so that it actually gets dealt with in as near real time as possible. Otherwise, it’s just going to keep getting hidden away and you’ll have happy clients and you’ll have happy ish employees in the near term, but it will all blow up somewhere down the road. Gini Dietrich: Yes, it does. Three years later. Three years later. You’re welcome. Congratulations. Chip Griffin: But, but keep in mind, it is not the employee’s fault. No, no, and that is that is a mistake I often see is that owners get very angry when they find out an employee has been doing this, but it is… there are reasons why it is happening and you need to address those reasons the root causes and not in at least 90 some percent of the cases lay the blame at the feet of the employee. Because most employees are not out to get you. They’re not out to waste your resources. They’re not out to intentionally over service somebody because they can stick it to you. I mean, it does happen, but it’s so rare that that shouldn’t be your response. Your response should be what kind of changes do we need to make? Do I need to make as the owner in order to create a better environment for this not to occur down the road? Gini Dietrich: Yeah. And in my situation, you know, I learned I was really angry at first. But I learned that I wasn’t asking the right questions in our one to ones because I, I do all the things that we talk about, right? I have one to one, I read through what weekly reports in some cases she was hiding the information in the weekly reports because she knew that it was going to explode. But they, like, I could have easily gone to the client’s website and seen that there were five blog posts every week. That were written by us and that is not in scope. I could have very easily checked out their social media. Like I should be doing that anyway, you know, to share stuff or, and so those are the things that I learned is these are the types of questions I should be asking in every one to one. I should be, you know, digging in. I should be visiting client websites and social media at least once a month, just to see what’s going on. You know, in some cases it’s… It comes up automatically when I open my social media and other ways and other cases I have to go search it out But those are the kinds of things that I think you should be doing as the owner to ensure that this stuff doesn’t happen Chip Griffin: Yeah, I think the other one is just to make sure that you’re having regular interaction with your clients. Even once you’ve gotten yourself out of the day to day, right? It’s it’s not Yep. We always preach getting out of the day to day with most of your client work, unless that’s that’s really your passion. That’s why you’re in the business. And so you’ve got some other system you set up, but most agency owners should be pulling themselves out of the day to day. But I often see where that pendulum swings too far and owners have no contact anymore with clients. And so you need to find a way to have the right balance, whether that’s quarterly or semi annually or something like that, having a more meaningful conversation with the clients because usually they will say something in there like, Oh, you know, it’s great that Sally, you know, turns these things around in the middle of the night for us. And you’re like, I’m sorry, maybe I should go ask Sally, what’s going on here, about the middle of the night but, but those are the kinds of things that you will pick up if you’re having those conversations on a regular basis. Not every little thing. I mean, things will still slip through the cracks. You’re not, I’m not going to sit here and tell you that if you implement all of these things, that you will always find everything that’s going on. You will not. But you need to minimize it as much as possible and then learn from each individual circumstance. So when you, when you get burned on one thing, now keep a closer eye out for that specific behavior and make sure that you’re asking those questions, that you’re modeling the right behavior, and that you’re educating your team so that they will at least raise the issue of over servicing sooner rather than later and not just do whatever the client asks just to keep them happy. Gini Dietrich: Yes. And when they get stuck in that, and some of them do, You’re there to help them coach them through it, or even say, like, let’s have a meeting to discuss the overage and what we’re doing and how to do this so that you can teach them. You can coach them through how to how to handle it. Because in some cases, you’re right. There are, there are employees who are for whatever reason, scared to say no to the client. And so they just do the work, and then it gets you into this bad conundrum. Chip Griffin: I think most employees are, and it’s because we as owners tell them that they need to keep the client happy. Right. Fair. And when a client comes to us upset, what do we do oftentimes? We go and we, maybe not literally yell at the employee, but we yell at the employee, effectively. Yeah. So, you know, they are learning that if client unhappy, owner unhappy with me. We need to make clear that that is not what we’re trying to do. And you do need to remember in this and all other things that, that you are not just a manager who is there for accountability. You are there to teach, to mentor, to educate. Because these are folks who don’t have the same level of experience that you do. And frankly, you are doing some of the same bad things that they are doing. Gini Dietrich: That’s right. Yes, you are. Chip Griffin: So pop up the mirror and take a look at all of the things you’re doing to over service clients. Because it’s not just your team. Gini Dietrich: Yeah, absolutely. I mean, It is definitely setting an example of the way that you want. And to your point at the very beginning, which is about culture building, you are the culture. So if you want a culture of accountability and openness and transparency and not over servicing, you have to set that yourself. If you’re not doing those things, nobody else is going to either. Chip Griffin: That is right. And I guess that’s probably a good point to make sure that we’re not over servicing you by staying too long with this episode. So, we will draw this episode of the Agency Leadership Podcast to a close. I’m Chip Griffin. Gini Dietrich: I’m Gini Dietrich. Chip Griffin: And it depends.

Majority Leader Mike Mansfield and Minority Leader Everett Dirksen, with opposing parties, leadership styles, and personalities, were two of the most impactful figures in America in the 1960s. During a period of political turmoil--global superpowers on the brink of nuclear war, the assassinations of JFK, RFK, and MLK Jr., war, and racial strife--two men from different parties shepherded monumental legislation (the Civil Rights Act, the Voting Rights Act, the Nuclear Test Ban Treaty, the Great Society, etc.) through the Senate with bipartisan consensus. How did they pull it off?   In this episode, we talk with author and historian Marc Johnson about these two men, their leadership styles, their relationship with each other (and with Presidents John F. Kennedy and Lyndon B. Johnson), and their accomplishments. Importantly, though, we talk about whether or not it's possible in today's political environment to do what they did the way they did it. We talk about the lessons that political leaders, including those in Oregon politics, can learn from these two men--and how specifically their approach might have been fundamentally different than most politicians' today.    If you enjoy The Oregon Bridge podcast, you will love this book ("Mansfield and Dirksen: Bipartisan Giants of the Senate"). For young people who have only ever known a dysfunctional Congress, it's a beautiful portrait of two fascinating leaders who guided the US Senate during turbulent times. For everyone, it's a reminder of what's possible when exceptional leaders use political power to solve big problems.

07/17/23: Joel Heitkamp and Tyler Axness are joined in the KFGO studio by the Fargo Fire Chief, Steve Dirksen, to have a conversation about the shooting in Fargo last Friday.  Officer Jake Wallin, 23, was killed. Officers Andrew Dotas and Tyler Hawes were critically injured by the gunfire. Fargo Police said they are both currently in critical, but stable condition at a local healthcare facility. The incident happened shortly before 3 p.m. on Friday and within minutes dozens of officers and several ambulances arrived at the scene. Local, state, and federal law enforcement agencies also assisted. A total of five people were hit by gunfire – three officers, a bystander, and the shooter. See omnystudio.com/listener for privacy information.

05/31/23: Joel Heitkamp and Jack Michaels are joined by the Fargo Fire Chief, Steve Dirksen, to talk about everything from firework safety to their new recruits. See omnystudio.com/listener for privacy information.

Philip is one of the co-founders of the Pursuit Conference with a vision of uniting young adults in their pursuit of Jesus.  https://www.thepursuitmn.com

What is the Role of Music in Haitian Culture? Ethnomusicologist Dr. Rebecca Dirksen provides some answers. Don't forget to check out her book to get a fuller treatment of what she disccusses briefly here in Konesans: "After the Dance, the Drums Are Heavy. Carnival, Politics, and Musical Engagement in Haiti." --- Send in a voice message: https://podcasters.spotify.com/pod/show/negmawonpodcast/message Support this podcast: https://podcasters.spotify.com/pod/show/negmawonpodcast/support

In this episode you will get to see how the sausage is made. We feature several phone calls between two of the nation's consummate legislators, Lyndon Johnson, 36th President of the United States (A Democrat) and Representative Gerald Ford, the House Republican Leader. You will get to see some serious wheeling and dealing on the grandest of stages. While LBJ had had a long and personally friendly relationship with Republican Senate Leader Senator Everett Dirksen, his relationship with Gerald Ford had been testy at times. Johnson famously had once said "That Gerald Ford had played too many football games without a helmet".  But fate had put them together, during a very tumultuous, and important moment in American History. and just like with Dirksen, Johnson needed Ford's help. In this episode you will hear Johnson ask for it and occasionally apply a lot of that famous mixture of charm and personality to the  Republican House Leader.So sit back and enjoy the ride as we listen in on Gerald Ford as he works with Lyndon Johnson. TAG: Talking About Guns“Talking About Guns” (TAG) is a podcast created to demystify a typically loaded and...Listen on: Apple Podcasts Spotify Questions or comments at , Randalrgw1@aol.com , https://twitter.com/randal_wallace , and http://www.randalwallace.com/Please Leave us a review at wherever you get your podcastsThanks for listening!!

This Pacific Northwest powerhouse has been pro for 25 years, changing lane's and recreating his focus for relevancy through a heavy presence in the media with influential video parts, cover's in the top mags, contest win's, making moves from air time to slashing and touring, creating the Dirksen Derby not to mention doing big things off the hill though product testing and design but most impressively taking part in climate advocacy work through Protect our Winters. This week we talk what make's a good turn, boot drag, Mt. Bachelor, Morrow Snowboards, Longevity, video effects on culture, a master class discussion on board tech, how to ride really fast and so much more! You can count on one hand the list of pro riders who have stayed relevant and held the status and pay check of an a-grade pro for 25 plus years. Today we are blessed to have one of them sitting in the booth with us and you know we plan on grilling him on the secrets oh how he not only pulled this off over the years but did it in such a way that he would have an effect on a full span of generations through multiple disciplines of the sport in such a way you might think the Josh Dirksen you saw over 20 years ago tossing 900's off jumps and launching casual 16' high one-foot airs on quarter pipes might be a different Josh Dirksen then the one who is in the movie “Deeper” touring on a split board with Jeremy Jones to never been shredded peaks. Join us on this episode of The Bomb hole as we sit down with this Oregonian often referred to as the King Of Mt. Bachelor and do a deep dive into the psyche of this veteran level pro, Josh Dirksen.Special ThanksTen Barrel Pub BeerThe Patreon Members, We would not do this without you!!- https://www.patreon.com/thebombhole Stance | https://www.stance.com Volcom- https://www.volcom.com Mammoth Mountain- https://www.mammothmountain.com DB- https://us.dbjourney.com InstagramJosh Dirksen's instagram @joshdirksen https://www.instagram.com/joshdirksen/?hl=en @thebombhole: https://www.instagram.com/thebombhole/ @Grendiesel : https://www.instagram.com/grendiesel/@E_stone : https://www.instagram.com/e_stone/ Budz Print Shop- www.e-stonephoto.com https://307o96449135872.3dcartstores.com For all things Bomb Hole, go to : https://thebombhole.com/BOMB HOLE STORE: https://thebombhole.com/collections/allWatch the episode on YouTube- https://youtu.be/n4n4TVOz6IEJoin The Bomb Squad on our Patreon page! Props to all of our Patreon members for the support. We could not make these episodes happen without your help! Patreon members get the chance to ask guests questions and find out who we will be interviewing before anyone else. They also receive Bomb Hole merch and a custom Bomb Squad sticker!!! Find out more at https://www.patreon.com/thebombholeShow Notes-Toe/Heel Drag | https://www.snowboardingforum.com/threads/toe-heel-drag.265630/ Thrashin | https://www.youtube.com/watch?v=PiFW3CeFuxQ Juicy Fruit | https://www.youtube.com/watch?v=qRb8O9b2Gf4 Micro Dose Dirksen | https://www.youtube.com/watch?v=FBSNmXTp3Oo Lame Snowboard Movie | https://www.youtube.com/watch?v=9_PrB0glNEs My Own Two Feet | https://vimeo.com/122582209 Destroyer | https://www.youtube.com/watch?v=mqLLQNJSExU Brainstorm | https://www.youtube.com/watch?v=qaJBQM5PyjA Fleeting Time | https://www.redbull.com/us-en/films/fleeting-time Aesmo Boards | https://www.aesmo.at AfterLame | https://www.youtube.com/watch?v=p_unsKYiIoI Dirksen Deeper | https://www.youtube.com/watch?v=53ASw4oDXsw Dirksen Derby | https://dirksenderby.com P.O.W. | https://protectourwinters.org Thanks For Watching!

How deep have we actually drilled into the Earth? Turns out, not very far, just 12,262 metres (40,230 ft) or about 0.3% of the way to the center of the Earth. We talk about the challenges of this feat and about potty training cows. Kola Superdeep Borehole (https://en.wikipedia.org/wiki/Kola_Superdeep_Borehole) Fun Paper Friday Cows are a source of many environmental concerns, but what if we could potty train them? Science News Article (https://www.sciencenews.org/article/cow-cattle-pee-potty-training-bathroom-pollution-ammonia) Dirksen, Neele, et al. "Learned control of urinary reflexes in cattle to help reduce greenhouse gas emissions." Current Biology 31.17 (2021): R1033-R1034. (https://www.sciencedirect.com/science/article/pii/S0960982221009660) Contact us: Show Support us on Patreon! (https://www.patreon.com/dontpanicgeo) www.dontpanicgeocast.com (http://www.dontpanicgeocast.com) SWUNG Slack (https://softwareunderground.org) @dontpanicgeo (https://twitter.com/dontpanicgeo) show@dontpanicgeocast.com John Leeman - www.johnrleeman.com (http://www.johnrleeman.com) - @geo_leeman (https://twitter.com/geo_leeman) Shannon Dulin - @ShannonDulin (https://twitter.com/ShannonDulin)

We've finally arrived in Las Vegas for the kickoff of Fall ‘97. Drew Hitz and Charlie Dirsken join us to recap the tour opener, 11/13/97. Please consider subscribing to Osiris Premium on Memberful, or to Osiris Premium on Apple Podcasts. Thanks for your support. Thanks to our partners at Green Future Wealth—they can help with all of your financial planning needs. And thank you to our sponsors at Smartwool, Passion House, and CashorTrade. Undermine is brought to you by Osiris Media. Executive Producers are Tom Marshall, RJ Bee, Brian Brinkman, Matt Dwyer, and Benjy Eisen. Produced and edited by Brian Brinkman and Eric Limarenko. Mixed and Mastered by Matt Dwyer. Production assistance from Christina Collins and Nick Cejas. Original Music by Amar Sastry. Art by Mark Dowd. Hosted on Acast. See acast.com/privacy for more information.

In arguing for the urgency of moving from anthropocentrism toward ecocentrism, Aaron S. Allen distinguishes between environmental crises and ecological change; argues against the “balance of nature” paradigm; differentiates between strong and weak forms of sustainability; and describes the role that expressive culture and the environmental liberal arts can play in driving awareness and activism. (Encore presentation.) McDowell, Borland, Dirksen, and Tuohy, eds., Performing Environmentalisms: Expressive Culture and Ecological Change University of Illinois Press, 2021 Allen and Dawe, eds., Current Directions in Ecomusicology: Music, Culture, Nature Routledge, 2016 The post Toward Ecocentrism appeared first on KPFA.

Today we are looking at a pivotal show in Phish's history, 8/13/93 from the Murat Theater in Indianapolis. This show features the legendary version of "Bathtub Gin" which is seen as a turning point in the band's ability to jam outside of the structure of their compositions. Charlie Dirksen and Brian Feller, two longtime fans and board members of The Mockingbird Foundation, join us to talk about the magical month of August 1993. Thanks to our partners at Green Future Wealth—they can help with all of your financial planning needs.Undermine is brought to you by Osiris Media. Executive Producers are Tom Marshall, RJ Bee, Brian Brinkman, Matt Dwyer, and Benjy Eisen. Produced and edited by Brian Brinkman and Eric Limarenko. Mixed and Mastered by Matt Dwyer. Production assistance from Christina Collins and Nick Cejas. Original Music by Amar Sastry. Art by Mark Dowd. Hosted on Acast. See acast.com/privacy for more information.

M: 1, W: 2: Both cross country teams win their meet in Lincoln, Nebraska over the weekend! The women's team is on a roll & the men's team is there as well finally getting over the hump!

*Manoumba Records label granted permission to include excerpt of "Dèpi tanbou frape" track by Boulo Valcourt I love foundational work like this! A richly ethnographic and compelling read, After the Dance, the Drums Are Heavy is a study of carnival, politics, and the musical engagement of ordinary citizens and celebrity musicians in contemporary Haiti. The book explores how the self-declared president of konpa Sweet Micky (Michel Martelly) rose to the nation's highest office while methodically crafting a political product inherently entangled with his musical product. It offers a deep historical perspective on the characteristics of carnivalesque verbal play and the performative skillset of the artist (Sweet Micky) who dominated carnival for more than decade-including vulgarities and polemics. Yet there has been profound resistance to this brand of politics led by many other high-profile artists, including Matyas and Jòj, Brothers Posse, Boukman Eksperyans, and RAM. These groups have each released popular carnival songs that have contributed to the public's discussions on what civic participation and citizenship in Haiti can and should be. Drawing on more than a decade and a half of ethnographic research, Rebecca Dirksen presents an in-depth consideration of politically and socially engaged music and what these expressions mean for the Haitian population in the face of challenging political and economic circumstances. After the Dance, the Drums Are Heavy centers the voices of Haitian musicians and regular citizens by extensively sharing interviews and detailed analyses of musical performance in the context of contemporary events well beyond the musical realm. --- Send in a voice message: https://anchor.fm/negmawonpodcast/message Support this podcast: https://anchor.fm/negmawonpodcast/support

When Eric Dirksen received his first electric car in December—a new Tesla Model Y—he didn't know gas prices would spike a few months after. But with fuel costing about $4.20 per gallon on average this week, he's happy with the decision. “Very fortunate at the timing,” he says. Dirksen spent $62 on charging in the last month, roughly the same amount as 15 gallons of gas.

The Scripture Memory Podcast is excited to have our first guest! Dana Dirksen is the founder of Songs for Saplings, a ministry dedicated to developing Scripture memory songs. It is an ancient tradition to use songs to remember truths about God. We have a precedent with Moses and the Israelites singing truths about God to lock them into their memory (Deut. 31:19-22). What does that practice look like in the 21st century? Tune in to learn how to integrate music and make Scripture memory the most enjoyable part of your day!Are you interested in obtaining music from "Songs for Saplings"? Their content is available on all streaming platforms or you can go to music.songsforsaplings.com. Produced by Tyler Rutherford

If you're trying to build a tiny house on a budget, starting with a pre-existing shed can be one of the cheapest ways to do it. Adrian and Katherine Alvarez purchased a $20,000 16x50 Dirksen shed for $10,000 and spent very little to turn it into a home for their family of 3. Shed conversions are their own special animal and the Alvarezes share some great tips and what they wish they knew before they started.Full show notes and images at thetinyhouse.net/210In This Episode:How to find a cheaper shedSite preparation: what they did and what they would do differentlyA little determination and creativity can get you farThings that could add time to your buildCould this money-saving trick work for you?This Week's Sponsor: Tiny House DecisionsTiny House Decisions is the guide that I wish I had when I was building my tiny house. And it comes in three different packages to help you on your unique tiny house journey. If you're struggling to figure out the systems for your tiny house, how you're going to heat it, how you're going to plumb it, what you're going to build it out, then tiny house decisions will take you through the process systematically and help you come up with a design that works for you. Right now I'm offering 20% off any package of Tiny House Decisions for podcast listeners. Head over to https://www.thetinyhouse.net/thd and use the coupon code tiny at checkout!

We talk about life, growing up, and basketball.

We discuss society, funny stories, and wild rants.

I lost this episode, but now I've found it. I don't remember what we discussed. Enjoy!