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 And if you think that they're outdated, they're as relevant as they ever were.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

Welcome back to the communal Schauer, make sure to don your tin foil hat because this week we're wading into the murky waters of interventionism and bungled progress. A word of warning to those of childbearing age: I swear a lot in this and it has been scientifically proven that profanity makes your ovaries grieve.  Tear. Pour. Live More. Go to https://LiquidIV.com and get 20% off your first purchase with code SCHAUER at checkout Download Hily Dating App from the App Store or Google Play, or visit https://hily.go.link/jRMKW And yes, I do apologize for the late upload, I'm trying to get the hang of recording at home. I appreciate everyone's patience, you all are incredible and should be celebrated. I hope you all enjoy this week's episode! The Allen Institute's Collab w/ KEXP  https://alleninstitute.org/kexp  I helped with this! General Resources: Alzheimer's Disease https://emedicine.medscape.com/article/1134817-overview#a2  Anatomy, Abdomen and Pelvis: Celiac Ganglia https://www.ncbi.nlm.nih.gov/books/NBK538129/#article-19097.s6 Federal Food, Drug, and Cosmetic Act of 1938 https://www.ncbi.nlm.nih.gov/books/NBK585046/ Toxic Effects of Mercury on the Cardiovascular and Central Nervous System https://pmc.ncbi.nlm.nih.gov/articles/PMC3395437/  Tampons as a source of exposure to metal(loid)s https://www.sciencedirect.com/science/article/pii/S0160412024004355  Patents on Psychedelics: The Next Legal Battlefront of Drug Development  https://harvardlawreview.org/forum/no-volume/patents-on-psychedelics-the-next-legal-battlefront-of-drug-development/ Caffeine-Induced Psychosis: A Case Report and Review of Literature https://pmc.ncbi.nlm.nih.gov/articles/PMC11376648/  The effect of caffeine and stress on auditory hallucinations in a non-clinical sample https://www.sciencedirect.com/science/article/abs/pii/S019188691000591X  Scientists Stop Pancreatic Cancer Before It Starts in Landmark Preclinical Study https://scitechdaily.com/scientists-stop-pancreatic-cancer-before-it-starts-in-landmark-preclinical-study/  The Brain Waste System Disrupted by Alzheimer's Mapped https://neurosciencenews.com/glymphatic-brain-waste-clearance-30785/  The Resurgence of Hallucinogen Drugs in Clinical Research https://www.sciencedirect.com/science/article/pii/S0034837625001457  Residential psychedelic (LSD) therapy for the narcotic addict. A controlled study https://pubmed.ncbi.nlm.nih.gov/4575166/  This study is from 1973 - if you would do me the favor of scrolling down to the “similar articles” section I'd like you to note the dates of publication for related research. If you're seeing what I'm seeing, psychedelics could've really helped a lot of people. Books Clean: The New Science of Skin and the Beauty of Doing Less - James Hamblin Natural Capitalism: Creating the Next Industrial Revolution - Paul Hawken Undermining Science: Suppression and Distortion in the Bush Administration - Seth Shulman Sweet and Deadly: How Coca-Cola Spreads Disinformation and Makes Us Sick - Murray Carpenter How to Change Your Mind: What the New Science of Psychedelics Teaches Us About Consciousness, Dying, Addiction, Depression, and Transcendence - Michael Pollan Unwell Women: Misdiagnosis and Myth in a Man-Made World - Elinor Cleghorn A History of Transgender Medicine in the United States: From Margins to Mainstream - Carolyn Wolf-Gould, Dallas Denny, Jamison Green, Kyan Lynch, Editors Food & Lobbying Resources: Nutrition Websites & Databases https://libguides.regiscollege.edu/nutrition/intro EWG's Food Scores https://www.ewg.org/foodscores/ Open Secrets https://www.opensecrets.org/  Learn more about your ad choices. Visit podcastchoices.com/adchoices

They were searching for the truth... Now they need to survive it.Ben Errington is joined by Distort 2 - The Dead Among The Trees director Richard Waters discuss the found-footage horror sequel that is now streaming on FoundTV!Not too long ago, a musician had a supernatural experience involving ghostly dogs and time-bending cassette tapes left for him in an Irish forest. Now, a documentary filmmaker brings the man back to the same forest to see just how real these experiences were, and to possibly save the woman who has been trapped there for 30 years.https://www.weirdprettypictures.com/Podcast - https://fanlink.tv/horrorhangoutPatreon - https://www.patreon.com/horrorhangoutFacebook - https://www.facebook.com/horrorhangoutpodcastX - https://x.com/horror_hangout_TikTok - https://www.tiktok.com/@horrorhangoutpodcastInstagram - https://www.instagram.com/horrorhangoutpodcastThreads - https://www.threads.com/@horrorhangoutpodcastIMDB - https://www.imdb.com/title/tt29623213/Ben - https://instagram.com/ben_errington/Richard - https://www.instagram.com/richmwaters/Audio credit - Taj Eastonhttp://tajeaston.comSupport this show http://supporter.acast.com/thehorrorhangout. Hosted on Acast. See acast.com/privacy for more information.

In this video, I discuss the translation difference between modern Bible versions and an old Bible version. Specifically, I compare the rendering in the New American Standard Bible (NASB), ESV, CSB, etc. and the King James Version (KJV) at 1st Peter 2:2. This might appear, at first glance, as a bit of a controversial difference. Here is the English translation and the Greek text for the Nestle-Aland 26th Edition (basis of the NASB) and the Textus Receptus (basis of the KJV):1st Peter 2:2 (KJV), “As newborn babes, desire the sincere milk of the word, that ye may grow thereby:”(TR Greek) ὡς ἀρτιγέννητα βρέφη τὸ λογικὸν ἄδολον γάλα ἐπιποθήσατε ἵνα ἐν αὐτῷ αὐξηθῆτε1st Peter 2:2 (NASB 2020), “and like newborn babies, long for the pure milk of the word, so that by it you may grow in respect to salvation,”(NA26 Greek) ὡς ἀρτιγέννητα βρέφη τὸ λογικὸν ἄδολον γάλαἐπιποθήσατε, ἵνα ἐν αὐτῷ αὐξηθῆτε εἰς σωτηρίανThe additional two words in the NA26 are "εἰς σωτηρίαν", which are rendered by the NASB as "in respect to salvation," whereas the TR lacks these two words and is thus known as the shorter reading of the verse. In this video, I explore two questions: (1) which translation is correct? and (2) is the difference doctrinally significant? Join me as I explore the manuscript evidence for both readings and for why I favor a particular reading at this verse in 1st Peter.2 Hour Video Fleshing Out Eternal Security with Shep: https://www.youtube.com/watch?v=r8iZV2scqZQ&t=537s #BibleStudy #TextualCriticism #KJV #KJVOnly #NASB #GreekNewTestament #BibleDoctrine #BibleTranslations #NewTestament #BiblicalGreek #KoineGreek #1Peter #FirstPeter #ChristianApologetics #BibleManuscripts #TextusReceptus #NestleAland #BibleScholarship #ChristianYouTube #Theology #Scripture--------------------------------LINKS---------------------------------Science Faith & Reasoning podcast link: https://podcasters.spotify.com/pod/show/science-faith-reasoning Coffee with John Calvin Podcast link (An SFR+ Production hosted by Daniel Faucett) https://open.spotify.com/show/5UWb8SavK17HO8ERorHPYN Learning the Fundaments (An SFR+ Production hosted by Shepard Merritt): https://creators.spotify.com/pod/profile/shep304/ -----------------------------CONNECT------------------------------https://www.scifr.com Instagram: https://www.instagram.com/sciencefaithandreasoning X: https://twitter.com/SFRdaily

reference: Sri Aurobindo and the Mother, The Psychic Being — Soul: Its Nature, Mission and Evolution, Section 2 Role, Function and Action of the Psychic, pp. 53-54This episode is also available as a blog post at https://sriaurobindostudies.wordpress.com/2026/05/08/the-external-being-filters-and-can-distort-the-guidance-of-the-soul/Video presentations, interviews and podcast episodes are allavailable on the YouTube Channel https://www.youtube.com/@santoshkrinsky871More information about Sri Aurobindo can be found at www.aurobindo.net  The US editions and links to e-book editions of SriAurobindo's writings can be found at Lotus Press www.lotuspress.com#Sri Aurobindo #The Mother #yoga #integral yoga #spirituality #soul #psychic being

You keep asking if love is something you experience, generate, or distort. The answer is all three — and most of y'all are stuck on distort. Your nervous system is doing the Two-Step with childhood trauma and calling it chemistry. You didn't fall in love, you slipped on unfinished business wearing a dopamine mask. You turned suffering into Trauma Entrepreneurship, hiring pain like it's a side hustle and calling it alchemy. Post-traumatic growth? Cute story. Most of you just reinforced trauma loops in New Age clothing while your attachment style guarantees you keep choosing partners who confirm your deepest fears. Y'all got Comfortable Corpse Syndrome — relationship on autopilot, soul in the trunk banging “we still alive or nah?” You burn sage over smoke damage, reenact bloodlines in Ancestral Cosplay, and skip every Relationship Oil Change until the engine locks. One of you molted. The other stayed a hungry caterpillar. That's not growth, that's the Anchor & Sail Dynamic exposing the Love Identity Gap. You put your soul on Clearance Sale with every “it's fine,” bankrupting emotional capital while your body can't tell transformation from War-Home Confusion. Therapy? You want resurrection after driving straight into the ditch. Wake up. Love ain't waiting for you to feel ready. It's waiting for you to stop auditioning for the same generational script and finally become someone who can hold it without distortion. 

You keep asking if love is something you experience, generate, or distort. The answer is all three — and most of y'all are stuck on distort. Your nervous system is doing the Two-Step with childhood trauma and calling it chemistry. You didn't fall in love, you slipped on unfinished business wearing a dopamine mask. You turned suffering into Trauma Entrepreneurship, hiring pain like it's a side hustle and calling it alchemy. Post-traumatic growth? Cute story. Most of you just reinforced trauma loops in New Age clothing while your attachment style guarantees you keep choosing partners who confirm your deepest fears. Y'all got Comfortable Corpse Syndrome — relationship on autopilot, soul in the trunk banging “we still alive or nah?” You burn sage over smoke damage, reenact bloodlines in Ancestral Cosplay, and skip every Relationship Oil Change until the engine locks. One of you molted. The other stayed a hungry caterpillar. That's not growth, that's the Anchor & Sail Dynamic exposing the Love Identity Gap. You put your soul on Clearance Sale with every “it's fine,” bankrupting emotional capital while your body can't tell transformation from War-Home Confusion. Therapy? You want resurrection after driving straight into the ditch. Wake up. Love ain't waiting for you to feel ready. It's waiting for you to stop auditioning for the same generational script and finally become someone who can hold it without distortion.

In life, we become what we consistently consume. The content we take in whether from social media, movies, music, or TV gradually shapes the way we think, feel, and interpret the world around us.For example, if someone regularly scrolls through social media filled with posts promoting distrust in relationships or extreme views about the opposite sex, it can slowly influence how we perceive our own spouse even our their real-life relationship is healthy and strong.In the same way, if a person repeatedly consumes content that objectifies others, it can distort how they view relationships and intimacy, potentially impacting how they treat their spouse.The bottom line is simple: what we consume influences who we become or how we view our spouse and marriage. That's why it's important to be intentional about the media we allow into our minds.This idea is also supported by research. A study published in the Journal of Social and Clinical Psychology found that individuals who spend more than 30 minutes a day on social media report higher levels of depression and anxiety.In this episode, Nick and Amy discuss the importance of being mindful about what we consume, and how choosing healthier, more positive influences can lead to a more fulfilling life and stronger relationships, whether in marriage or in preparation for one.

Jesus chose Passover for the crucifixion. Why?

5/1/26. Five Minutes in the Word scriptures for today: Galatians 2:12. Fear of People can Distort the Truth of Grace. Resources: biblehub.com; logos.com; ChatGPT; Copilot. Listen daily at 10:00 am CST on https://kingdompraiseradio.com Podcast website: https://www.hwscott.net/podcast.php YouTube: https://m.youtube.com/@hhwscott LISTEN, LIKE, FOLLOW, SHARE! #MinutesWord; @MinutesWord; #dailybiblestudy #dailydevotional #Christian_podcaster #Galatians2:12

Today's guest is Samuel Hartzmark, a finance professor at Boston College. In today's episode, Sam explores why dividends are so often misunderstood by investors. He explains the “free dividends fallacy” and how it can lead to inflated valuations and price dislocations. He also examines the tradeoffs between dividends and buybacks and how payout policies influence investor behavior. To close, Sam briefly touches on his research on prediction markets and ESG. (0:00) Starts (1:59) Sam Hartzmark on dividend misconceptions (15:24) Mutual funds juicing dividend yields (27:26) Buybacks, shareholder yield, and reinvesting dividends (39:57) Tax optimization (43:40) Importance of total return (52:26) Divestment, prediction markets, and memorable investments ----- Follow Meb on X, LinkedIn and YouTube For detailed show notes, click here To learn more about our funds and follow us, subscribe to our mailing list or visit us at cambriainvestments.com ----- Follow The Idea Farm: X | LinkedIn | Instagram | TikTok ----- Interested in sponsoring the show? Email us at Feedback@TheMebFaberShow.com ----- Past guests include Ed Thorp, Richard Thaler, Jeremy Grantham, Joel Greenblatt, Campbell Harvey, Ivy Zelman, Kathryn Kaminski, Jason Calacanis, Whitney Baker, Aswath Damodaran, Howard Marks, Tom Barton, and many more.  ----- Meb's invested in some awesome startups that have passed along discounts to our listeners. Check them out here!  ----- Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com). Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, we explore one of the most confusing and disorienting dynamics of covert narcissistic abuse: the rewriting of reality. This isn't obvious gaslighting or explosive denial. It's subtle, calm, and often presented in a way that makes you question your own perception over time. If you've ever walked away from a conversation feeling off, only to later be told you misunderstood, overreacted, or “took it the wrong way,” this episode will help you understand what's really happening beneath the surface. We'll break down how covert narcissists distort the truth, how repetition reinforces their version of events, and why you may find yourself doubting your own memory, emotions, and experiences. We'll also explore how these narratives can spread to friends and family, leaving you feeling even more isolated and unsure of yourself. Most importantly, this episode will help you begin reclaiming your own narrative—learning to trust what you feel, recognize what's real for you, and step out of the confusion. If you've ever thought, “Maybe it's me,” this episode is for you. Visit www.covertnarcissism.com for additional resources. THE INFORMATION PROVIDED BY RENEE SWANSON, COVERT NARCISSISM PODCAST, AND CNG LIFE COACHING IS FOR EDUCATIONAL PURPOSES ONLY AND IS NOT TO BE USED FOR DIAGNOSIS PURPOSES AND NOT INTENDED TO BE A SUBSTITUTE FOR CLINICAL CARE. PLEASE CONSULT A HEALTH CARE PROVIDER FOR GUIDANCE SPECIFIC TO YOUR CASE. THIS MATERIAL DISCUSSES NARCISSISM IN GENERAL. RENEE SHARES STORIES FROM HER PERSONAL EXPERIENCES AS WELL AS FROM THOSE SHE HAS TALKED WITH FOR SEVERAL YEARS. HER MATERIAL DOES NOT CLAIM THAT ANY SPECIFIC PERSON HAS NARCISSISM AND SHOULD NOT BE USED TO REFER TO ANY SPECIFIC PERSON AS HAVING NARCISSISM. PERMISSION IS NOT GRANTED TO LINK TO OR REPOST THIS MATERIAL TO SUPPORT AN ALLEGATION OR SUPPORT A CLAIM THAT ANY SPECIFIC PERSON IS A NARCISSIST. THAT WOULD BE AN UNAUTHORIZED MISUSE OF THE MATERIAL AND INFORMATION PROVIDED. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

14. The Failures of Industrial PolicyGuest: Veronique de Rugy. Veronique de Rugy critiques the World Bank's recent endorsement of industrial policy despite its historical failure in Japan and China. She argues these interventions distort economies and benefit industries over average consumers. (14)887 FRANCE IRONCLAD MARCEAU 2

How do childhood wounds, past relationships, and old emotional patterns shape your definition of love? In this episode, John Kim explores how relationship residue turns into distorted definitions of love. He breaks down how early experiences, family dynamics, unhealthy conflict, self-sacrifice, and internalized pain can create a damaging love blueprint that follows us into adulthood. John unpacks the unhealthy ways many people define love, including love as self-sacrifice, possession, completion, and dependency. He explains how these distorted beliefs can lead to codependency, control, unrealistic expectations, self-abandonment, and unhealthy relationship patterns. He also shares how heartbreak, expired relationships, and self-awareness can become a corrective love experience that helps you redefine love in a healthier way. Instead of losing yourself in romance, healthy love is built through interdependence, communication, compassion, conflict repair, individuality, and emotional growth. If you've ever struggled with attachment wounds, toxic relationship patterns, fear of abandonment, or confusion about what real love looks like, this episode will help you question the definitions you inherited and create a healthier, more grounded version of love.

In 2022, the conflict in Ukraine unleashed the first TikTok war. Now, four years later with the war in Iran, AI and a souped up social media are documenting and often distorting how we view that conflict. The Trump administration is keen to ‘gameify' war with social media clips ripped from video games and action movies, and nations on all sides of the war are pushing out disinformation that is making it hard to understand what is happening. We talk about AI, disinformation and social media as tools of war. Guests: Kyle Chayka, staff writer, The New Yorker; his recent piece on the Iran War is titled "War in the Age of the Online 'Information Bomb;'" author, "Filterworld: How Algorithms Flattened Culture" Tiffany Hsu, technology reporter, The New York Times Drew Harwell, technology reporter, The Washington Post Learn more about your ad choices. Visit megaphone.fm/adchoices

Have questions or comments about this (or a previous) episode, give us a text!In this episode Dennis takes a look at a bizarre verse in the Bible about women being saved in childbirth. This strange sounding verse becomes even more complicated when you understand that bad Bible translation helps to complicate the issueIf you want to support this podcast and ministry with InFaith you can go to Infaith.org/dennis-sutherby and donate there.If you want to ask more about the ministry, ask a question, or add a comment you can email Dennis as dennissutherby@infaith.org or follow his Facebook page at https://www.facebook.com/DennisInFaith Support the show

Recurring revenue sounds smart. Memberships, prepaid packages, and gift cards can create a surge in cash flow for med spas — but without proper financial tracking, they can distort your profit margins, inflate revenue perception, and create operational risk.  Listen here to learn how aesthetic practices can misinterpret cash injections as true growth — and what to track instead.  If you're operating 1–2 locations and planning to scale, this conversation about healthy cash flow management for your aesthetics practice is critical.  Are Gift Cards Creating False Revenue Expectations for Your Practice?  Whether you run a med spa or a similar practice, you'll learn why simply chasing upfront cash isn't always the ticket to success—and how these models can create a false sense of profitability, throw off your capacity planning, and even compromise your ability to deliver services in the future. I'm revealing how a CFO tracks different income streams, forecasts cash flow, and helps you build sustainable financial habits, so you don't end up borrowing from your future business.  Prepaid revenue can:  Inflate top-line sales  Hide future labor costs  Distort margins  Create scheduling unpredictability  Mask capacity constraints  "The issue with this, however, is when not done well or not done with this in mind, you're putting yourself at risk for a very distorted view of your sales, of your numbers, and not really making sound business decisions based on good data." - Shannon Weinstein  To cut to the chase, cash in the bank does not equal earned revenue.  Cash Injection vs. Sustainable Growth: Making Better Business Decisions  We're seeing a huge trend in med spas and wellness practices: everyone's jumping on the recurring revenue train with memberships, subscriptions, gift cards, and prepaid packages. It sounds great on the surface—more cash in the bank, better sales numbers, right? But here are a few things you'll learn in this episode that might change your mind:  Why gift card revenue is a future liability, not pure profit  How prepaid packages distort med spa profit margins  Why capacity utilization matters more than cash balance  How to segment revenue categories properly in QuickBooks  Why you should reconsider commission structures on prepaid sales  How memberships affect enterprise value and predictability  Protecting Your Aesthetics Practice from Recurring Revenue Traps and Misleading Data  Collecting money upfront (especially around holidays with gift cards) can feel like winning. Who doesn't love a surge in revenue and a healthy bank balance? The catch is, those numbers don't always paint an honest picture. You might be thinking your marketing is working wonders, but really, your sales are getting propped up by gift card purchases. When it comes time to deliver the actual services, your costs catch up—and you don't have new income to cover them.  If your med spa offers memberships, gift cards, or prepaid packages:  Segment revenue by category (services, retail, memberships, gift cards, prepaid packages)  Track redemption timing based on historical data  Build a 6-week cash flow forecast including expected redemptions  Measure revenue per provider and revenue per square foot  Monitor capacity utilization instead of celebrating temporary cash spikes  Evaluate LTV to CAC separately from prepaid sales  I compare it to the GLP-1 weight loss trend: quick results, but they don't last unless your habits are solid. The same goes for business cash injections. If you don't have the right financial habits, you get a false sense of achievement that fades fast.  Memberships and Prepaid Packages: Boost or Bust for Your Med Spa?  If your monthly numbers look amazing, but you're just selling future services, don't rush to expand or boost sales goals. Before expanding, make sure your growth is real by evaluating the following:  Are you mistaking cash injections for sustainable demand?  Is capacity actually full — or artificially inflated?  Are membership liabilities masking thin operating margins?  Buyers and lenders look for predictable earned revenue — not volatile cash surges.  Essential Metrics for Med Spas: Beyond Cash in the Bank  If you're unsure whether your med spa's cash flow is sustainable — or distorted — start with the Financial Scaling Playbook for Aesthetics. Get it today: www.keepwhatyouearn/playbook  Inside the free series, I walk you through:  Identifying your biggest financial constraint  Cash flow forecasting basics  Evaluating offer profit correctly  Preparing your practice for scale  Follow Shannon & Keep What You Earn:   Shannon Weinstein is the founder of a fractional CFO firm specializing in helping 7-figure aesthetics and wellness practices scale with clarity, cash flow, and confidence. Host of the "Keep What You Earn" podcast, Shannon provides practical financial insights and strategies for business owners looking to build truly valuable and sellable practices. She breaks down what it means to create a business buyers will pay a premium for—going beyond surface level metrics to address the essential financial building blocks. Shannon is committed to helping med spa owners understand, fix, and maximize their business's enterprise value, offering actionable advice and resources, including a popular free video series specifically for aesthetics practice owners.   Fractional CFO Services and Executive Financial Review: https://www.keepwhatyouearn.com/  Connect with Shannon: https://www.linkedin.com/in/shannonweinstein  Watch full episodes: https://www.youtube.com/@KeepWhatYouEarn  Listen on your favorite podcast app: https://pod.link/1580071347  Instagram: https://www.instagram.com/shannonkweinstein/    The information shared is for educational purposes only and is not individualized financial advice. Aesthetics practice owners should consult a qualified professional before implementing financial strategies discussed here. 

Prosecutors allege Kouri Richins was $4.5 million in debt. 200+ overdraft transactions. A mansion closing she allegedly couldn't afford. All while Eric apparently didn't know the full picture.How do you miss financial catastrophe in your own marriage?The fog.This is Part 2 of "Surviving the Fog"—examining coercive control through the Kouri Richins case. We're not diagnosing anyone. We're exploring documented abuse patterns.Gaslighting is sustained manipulation that dismantles your perception of reality. They deny what happened. They attack your credibility. They flip the script until you're apologizing for confronting them about something real.The fog is also engineered chaos. Constant crisis keeps you in survival mode. You can't analyze the pattern when you're putting out fires. And whenever you start seeing clearly? A new emergency appears.Cognitive dissonance freezes you. "I love this person" and "this person is destroying me" can't coexist—so your brain rejects the truth.The confusion is the strategy. A clear-eyed partner would leave. They need you disoriented.You're not losing your mind. Someone is working very hard to make you feel that way.Kouri Richins is presumed innocent until proven guilty.Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/channel/UC8-vxmbhTxxG10sO1izODJg?sub_confirmation=1Instagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodThis publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.#KouriRichins #TrueCrimeToday #Gaslighting #SurvivingTheFog #DARVO #NarcissisticAbuse #EricRichins #CoerciveControl #PsychologicalAbuse #DomesticViolence

Counterfeits are dangerous precisely because they look convincing. The same is true of spiritual sayings that sound biblical but quietly distort how we think about God, stewardship, and money.Many believers can quote phrases that feel deeply spiritual—comforting even—but when placed under the light of Scripture, they don't actually appear there at all. Or worse, they twist what Scripture truly says. These “counterfeit verses” often shape how we view success, risk, provision, and dependence on God without us even realizing it.To explore this issue, we sat down with Taylor Standridge, Production Manager of FaithFi and a regular contributor to Faithful Steward. Taylor is also the lead writer behind Look at the Sparrows and Our Ultimate Treasure. In his recent article, Counterfeit Verses: How to Spot The Sayings That Aren't in the Bible, Taylor traces this problem all the way back to the beginning.“Did God Really Say?”—The First CounterfeitTaylor begins in Genesis 3, when the serpent approaches Eve with a deceptively subtle question: “Did God really say…?” (Genesis 3:1).This moment is critical because the enemy doesn't begin with an outright lie. Instead, he distorts what God has said and, in doing so, undermines God's character. The implication isn't merely that the command is questionable—but that God Himself may be withholding something good.Once Adam and Eve doubt God's goodness, disobedience follows naturally.That same pattern persists today. Many modern financial lies—whether cultural narratives or counterfeit verses—aren't blatant falsehoods. They're half-truths. They sound wise. They feel spiritual. And because they're close enough to the truth, they feel safe.Like a ship that veers off course by only one degree, the deviation seems harmless at first. But over time, it leads somewhere very different from what was intended.At the heart of every counterfeit is the same ancient question: Can God really be trusted?Counterfeit verses don't come with warning labels. They borrow biblical language, appeal to our emotions, and speak to real desires—hope, comfort, identity, and security.Sometimes they even quote Scripture, but rip it out of context.The danger isn't familiarity with Scripture—it's fragmented familiarity. When we know verses as slogans rather than as part of God's larger story, we become vulnerable to subtle distortions. The goal, however, isn't suspicion or cynicism. It's discernment—learning to recognize when a truth has been nudged just slightly off course.Studying the Real Thing: A Lesson from Counterfeit CurrencyTaylor uses a powerful illustration from the film Catch Me If You Can. Frank Abagnale Jr. succeeds as a forger not by inventing fake money from scratch, but by studying the real thing in obsessive detail—down to the ink, paper, and watermarks.Ironically, that expertise later makes him invaluable to the FBI.Banks don't train tellers by showing them every possible fake. They train them by handing them genuine currency until authenticity becomes instinctive.The same is true of Scripture. Discernment doesn't come from memorizing every error—it comes from knowing God's Word so deeply that when something sounds “almost right,” you can feel that it isn't.Common Counterfeit Verses That Shape Our View of Money“Money is the Root of All Evil”This misquote radically reshapes our theology of money. If money itself is evil, then wealth becomes suspicious, and stewardship feels compromising.But Scripture says something far more searching: “For the love of money is a root of all kinds of evils” (1 Timothy 6:10).The issue isn't possession—it's devotion. Scripture doesn't demonize money; it disciples our hearts.“God Helps Those Who Help Themselves”This phrase flips the gospel upside down. It places self-sufficiency at the center and turns God into a backup plan.Biblically, grace always comes first. God meets us in our need, not our strength. Stewardship, then, isn't self-rescue—it's dependence. Jesus says it plainly: “Apart from me you can do nothing” (John 15:5).“God Won't Give You More Than You Can Handle”This saying sounds comforting, but it places the burden of endurance squarely on our shoulders.Paul tells a different story: “We were so utterly burdened beyond our strength… so that we would not rely on ourselves but on God” (2 Corinthians 1:8–9).God often allows what we cannot handle so that we learn to rely on Him.“Let Go and Let God”This phrase requires nuance. Scripture does call us to trust—but never to passive disengagement.Faith and obedience always move together. Noah builds. Abraham goes. Ruth works. Grace empowers action; it doesn't replace it. As J. I. Packer once said, the Christian motto isn't “Let go and let God,” but “Trust God and get going.”Growing in Discernment Without FearDiscernment begins with familiarity. Counterfeits thrive when Scripture is reduced to slogans. But when we immerse ourselves in the full story of God's Word, we learn to recognize the Shepherd's voice (John 10:4).Community matters too. God designed us to learn truth together—through teaching, correction, and shared wisdom.The goal isn't paranoia. It's confidence. We don't spend our lives studying counterfeits—we anchor ourselves in truth, trusting the Spirit of God to alert us when something isn't from Him.If we want to steward money wisely, we must first steward God's truth faithfully. Because when we know what God has truly said, we're finally free to live—and steward—with clarity, confidence, and trust.———————————————————————————————————————Taylor Standridge's article “Counterfeit Verses: How to Spot The Sayings That Aren't in the Bible” appears in the latest issue of Faithful Steward, our quarterly magazine for FaithFi Partners. To receive your copy and enjoy additional partner benefits, visit FaithFi.com/Partner.On Today's Program, Rob Answers Listener Questions:I'm considering a reverse mortgage for retirement. My home is worth about $370,000, and I owe $104,000 at 3.5%. How do reverse mortgages work? Would this help me in retirement, and what kind of interest rate should I expect compared to my current loan?I've been offered an investment where $10,000 could return 250%. I know the person personally, and there's paperwork and an attorney involved, but how can I properly vet this to be sure it's legitimate—especially since it involves real estate?Resources Mentioned:Faithful Steward: FaithFi's Quarterly Magazine (Become a FaithFi Partner)Counterfeit Verses: How to Spot The Sayings That Aren't in the Bible (Article by Taylor Standridge in Issue 4 of Faithful Steward Magazine)Movement MortgageOur Ultimate Treasure: A 21-Day Journey to Faithful StewardshipWisdom Over Wealth: 12 Lessons from Ecclesiastes on MoneyLook At The Sparrows: A 21-Day Devotional on Financial Fear and AnxietyRich Toward God: A Study on the Parable of the Rich FoolFind a Certified Kingdom Advisor (CKA)FaithFi App Remember, you can call in to ask your questions every workday at (800) 525-7000. Faith & Finance is also available on Moody Radio Network and American Family Radio. You can also visit FaithFi.com to connect with our online community and partner with us as we help more people live as faithful stewards of God's resources. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Counterfeits mislead precisely because they look convincing. Similarly, when familiar phrases replace Scripture, they can quietly distort how we view God, stewardship, and even money itself. On the next Faith & Finance Live, Rob West talks with Taylor Standridge about those “counterfeit verses.” Discover how Scripture provides clarity and freedom. Then, it’s on to your calls. That’s Faith and Finance Live . . . biblical wisdom for your financial decisions. That’s weekdays at 4pm Eastern/3pm Central on Moody Radio. Faith & Finance Live is a listener supported program on Moody Radio. To join our team of supporters, click here.To support the ministry of FaithFi, click here.To learn more about Rob West, click here.To learn more about Faith & Finance Live, click here.See omnystudio.com/listener for privacy information.

On this episode of the podcast, three-time Mayor and longtime Beverly Hills City Council Member John Mirisch joined Amanda Head to pull back the curtain on Hollywood's performative politics and selective activism. From celebrity grandstanding at the Golden Globes to the media's silence on Iran's brutal regime, Mirisch exposes how moral outrage is often driven by trend, not by truth.In this episode Council Member Mirisch explains why Iran's repression deserves far more global attention, why regime change won't happen without outside pressure, and how celebrity culture distorts public understanding of foreign policy. Mirisch takes aim at Qatar, calling out its funding of Hamas and the Muslim Brotherhood, questioning its influence over American politics and media. He argues the case for designating Qatar as a state sponsor of terrorism.This is a candid, unapologetic conversation on power, propaganda and the cost of looking the other way. You can also follow Council Member Mirisch, Amanda Head and this podcast on X by searching for the respective handles: @AmandaHead , @FurthermorePod, @JohnMirischSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

An Interview with Dr. Meredith J. C. Warren How did anti-Jewish interpretations become embedded in readings of the New Testament? In this Bible and Beyond Podcast episode, Shirley Paulson speaks with biblical scholar Meredith Warren about "Judeophobia"—its historical context and the responsibility of modern Bible readers. Drawing on her new co-edited volume, Judeophobia and the New Testament, Warren explores how later interpretations distorted ancient texts—and how reading critically and kindly can help prevent harm today. Dr. Meredith J. C. Warren is a Senior Lecturer in Biblical and Religious Studies at the University of Sheffield, editor-in-chief of The Journal of Interdisciplinary Biblical Studies, and author of several other insightful works. She is known for her views on the New Testament and early Judaism, and has been featured by media outlets including The Washington Post and BBC radio. This podcast interview highlights the book she co-authored with Eric Vanden Eykel and Sarah Rollens. A transcript is available here: https://earlychristiantexts.com/anti-jewish-readings-distort-new-testament/

Have you ever found yourself immediately reaching for a coping behavior like scrolling or stress eating, without even realizing what emotion triggered it? That could be a sign of emotional repression—a survival mechanism that protects you, but at a huge cost to your health and boundaries. In part one of this essential two-part series on emotional health and post-traumatic growth, co-hosts Elisabeth Kristof (founder of BrainBased.com) and Jennifer Wallace (Neurosomatic Psychedelic Preparation and Integration Guide) dive into the powerful energy of anger. They are joined by their friend and lead educator, Matt Bush, an international applied neurology expert and founder of Next Level Neuro. This conversation explores how a lifetime of suppressed anger, tied to the fight response and complex trauma, creates a toxic internal environment, linking chronic stress to diagnoses like Stage 3 cancer. You will learn the crucial difference between conscious suppression and unconscious repression, how this shifts your entire neurological perception of the world, and what safe, structured steps you can take to begin discharging this vital energy from your body. This episode is for anyone who struggles with quick reactivity, feeling disconnected from what they feel, or understanding the deep mind-body connection of stored emotion. Timestamps: 00:00 Introduction: anger, fight response, and health diagnosis. 01:37 Emotional expression & its vitality for nervous system health and reducing stress. 07:06 Perceived vs. real threat and the roots of repression in childhood. 16:45 Defining suppression versus repression as protective mechanisms. 23:42 The neurological and physiological consequences of repression. 35:34 Anger as a natural response to a boundary violation and safe release practices. 42:47 The link between repressed anger, boundaries, and immune system dysfunction. 48:28 Rewiring for a new homeostasis and the role of epigenetics. Key Takeaways: Emotional repression—the unconscious blocking of emotions—is a trauma-informed survival strategy that traps the nervous system in a constant state of threat response, leading to the buildup of toxic stress hormones. Repression is often tied to complex post-traumatic stress, where a child's nervous system was unable to process big emotions and lacked co-regulation from caregivers, learning that emotional expression was unsafe or threatening. When repressed, anger (the natural response to a boundary violation) becomes internalized, resulting in behaviors like overworking, people-pleasing, and, ultimately, immune system dysregulation (e.g., autoimmune conditions). Chronic repression can alter your entire perception of the world, making everyday situations feel threatening (non-cognitive), and driving unconscious avoidance or numbing behaviors (e.g., binging, workaholism, mindless scrolling). Healing involves creating a safe and structured environment (alone or with a trusted person/coach) to gradually access and discharge emotional energy, using neurosomatic intelligence tools to repattern the nervous system. Resources Mentioned: NSI Foundations Bundle (Self-Paced Program): NeurosomaticIntelligence.com/Foundations Boundary Rewire (4-Module Neurosomatic Journey): BoundaryRewire.com  Book: When the Body Says No: Understanding the Stress-Disease Connection by Gabor Maté Subscribe on your favorite audio platform or join us on YouTube so you don't miss Part 2 next week, where we dive deeper into shame, grief, and joy! 

Pagod ka na bang subukan ang sariling kaparaanan mo upang makarating sa langit? Subukan mo namang maranasan ang tanging paraan na makakapagpalaya sa 'yo - ang ebanghelyo ni Hesu Kristo! Tuklasin ang kapangyarihang tumutubos ng kasalanan! ABOUT THIS MESSAGESpeaker: Ptr. Bong SaquingSeries: No Other GospelScripture Reading: Galatians 1:1-24Watch The Full Message here: https://go.ccf.org.ph/11092025Tag

When we find ourselves trying to earn our way to heaven, God calls us to remember that there is no other message that saves and no other power that transforms like the gospel of Jesus Christ! Instead of trying to earn what Jesus has already freely given, let's experience the only gospel that truly sets us free - the gospel of Christ alone!Discover and learn the redeeming power of the one true gospel. Speaker: Dr. Peter Tan-ChiSeries: No Other GospelScripture Reading: Galatians 1:1-24Watch The Full Message here: https://go.ccf.org.ph/11092025Eng

Episode 4895: Attacks On Phyllis Schlafly Distort History; The Great Unmasking

Based Boomer Mike D'Virgilio gets to the heart of why so many misunderstand postmillennialism.Watch all of our videos and subscribe to our channel for the latest content >HereHere

Evidence-based policy. Randomised Control Trials or RCTs. These are buzzwords in developmental policy these days. They have become almost synonymous with each other. The ‘evidence' in ‘evidence-based' has largely come to mean whatever data is produced by one method of research – RCTs. But as some economists have been trying to tell us, RCTs have their limits. Regardless of whether it is RCTs, or some other research methodology, is it wise to let so-called ‘evidence' be the sole arbiter of public policy? What are the ways in which ‘evidence-based' approaches can go wrong, and how have RCTs ended up being misused, resulting in actual harm? Guest: Professor Jean Drèze, Development Economist Host: G Sampath Recorded, edited, and produced by Jude Francis Weston Learn more about your ad choices. Visit megaphone.fm/adchoices

As Japan declares a flu epidemic we find out more about what's going on in the country, and the potential implications for the flu season ahead in the Northern Hemisphere.Human and bot imposters are rising in medical research, and they risk undermining results, but why do they do it? Eileen Morrow from the University of Oxford explains the tricky balance of safeguarding against them whilst not excluding real participants. A new adrenaline nasal spray has been licenced for those with severe allergies. Family Doctor Ayan Punja explains what a difference this might make for patients.The first patient has been recruited in a phase III trial investigating malaria treatments in early pregnancy. We speak to her and the researchers who are hoping to recruit further participants in Mali, Burkina Faso and Kenya.Plus, how far can you really push yourself? Researchers think they've found the ‘metabolic ceiling' for endurance athletes.Presenter: Claudia Hammond Producers: Katie Tomsett and Hannah Robins

In this week's main episode, Matthew is joined by guest host Jeremy Steele to discuss how Christian Nationalists distort Scripture. The two sit down with April Ajoy and John Pavlovitz, both of whom have been on the frontlines of challenging this demonic movement.If you want to call in to the Bonus Show, leave a voicemail at (530) 332-8020. We'll get to your calls on next Friday's Bonus Show. Or, you can email Matthew at matthew@quoir.com.Join The Quollective today! Use code "heretic" to save 10% off a yearly subscription.Pick up Keith and Matt's book, Reading Romans Right, today, as well as The UnChristian Truth About White Christian Nationalism.Please consider signing up to financially support the Network: QuoirCast on PatreonIf you want to be a guest on the show, email keith@quoir.com.LINKSQuoirCast on PatreonQuoirCast on Patheos Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Hello future humans with self-agency inspiring human potential!Become a paid subscriber to access practical exercises that use mindset, mindfulness & mindsight to grow confidence, handle change with good stress, raise your frequency & inner stillness & ground yourself in VVS: ⁠podcasters.spotify.com/pod/show/maria-florio/subscribe⁠Inspiring Human Potential spotlights higher-self mindset lifestyle POVs, stories, ideas & practices.Maria Florio inspires human potential by sharing the keys to inner growth & following your heart. She brings together human, spiritual, & spirituality elements to explore human evolution, consciousness, & being yourself. She looks at how sciences & spirituality together reveal the way to access infinite higher human consciousness potential when pursuing self-help, personal development, spiritual growth, & mental & emotional mastery. She also talks about how mindset & lifestyle, mindfulness, secure attachment, integration of the brain, & restorative embodiment lead to higher intelligence & fulfillment. She uses perspectives & stories from her self-empowered, enlightening, mystic, spiritual, & mindful life. From the age of eight, Maria decided she was going to help people when she grew up. A vague statement that meant to her, & still means, to help people live a good life as themselves.5D mystic POV stories on mindfulness, educational podcasts & being yourselfA securely attached self-led mystic, spiritual & mindful person knows inconsistencies for what they are: fear, fear of intimacy, emotional vulnerability & being yourself in connection.Be you, mindful & flawed with integrity.Love is supporting each other to fly. Love lifts you up when you're down & it soars the skies with you when you're up. Love is always there."The kingdom of God is within you." - JesusLove, Maria5D Mystic Spiritual Self-Help Mindful Mentor Podcast Spiritual & Science Human VoiceBringing Together Human, Spiritual & Spirituality Elements to Explore Human Evolution & ConsciousnessEmail ⁠floriomaria80@gmail.com⁠ for 1-to-1 Mentorship or Masterclass & Spiritual Workshops & Retreats info."It is the ability to bring out the best in others that makes you a leader." - Sadhguru"Mindfulness can help integrate the mind, body, & relationships, which can lead to well-being." - Dan Siegel, MD"A non traumatized person with a secure attachment has the capacity to regulate independently of relationships." - Pat Ogden, PhDSecurely attached self-led people are strong, brave & bring change for the better because we embody intelligence, expand consciousness & self.Be Yourself In Connection In Life & Love - 5D Mystic Functional Adult POVs & StoriesSubscribe on Spotify, YouTube: @inspiringhumanpotential, another favorite podcast platform you use, or Fanbase.5D Mystic Enlightenment Functional Adult Relationships New Stories To Heal Trauma Together & Bring Forth Your Humanity"If you are a piece of creation, the Creator is definitely embedded within you. You just have to turn inward to know." - SadhguruYou'll know the piece of creation you are once you're living life as a securely attached restorative embodied self-aware, accountable & regulating person.Love, Maria5D Mystic Woo-Woo Pseudoscience Self-Help Mindful Mentor & Podcast HostMaria brings together sciences & spirituality to support human evolution & consciousness, to shed light on love & you being able to be you, the authentic you - an inner child adult who has secure attachment, integration of the brain, & restorative embodied self-aware life potential with your personal motivation to do self-help & personal development that get your self-awareness to put into practice accountability & regulation skills with the mental, emotional, & physical mastery at play as you apply & use the inner growth mindset & lifestyle approach.Inspiring Human Potential Inner Growth 5D Self-Empowered Enlightened Expanding Consciousness Voices, Stories & Perspectives

Russian President Vladimir Putin says he looks forward to discussing bilateral ties with Chinese President Xi Jinping, as he prepares for his trip to China to attend the Shanghai Cooperation Organization Summit and V-Day commemorative activities. Other foreign leaders are also arriving in China for the events.

AI chatbots, trained to be overly agreeable, have unintentionally become catalysts for psychological crises by validating users' grandiose or delusional beliefs. Vulnerable individuals can spiral into dangerous fantasy feedback loops, mistaking chatbot sycophancy for scientific validation. As AI models evolve through user reinforcement, they amplify these distorted beliefs, creating serious mental health and public safety … Continue reading How AI Chatbots Amplify Delusion and Distort Reality #1840 → The post How AI Chatbots Amplify Delusion and Distort Reality #1840 appeared first on Geek News Central.

It's only in CAPFs — BSF, CRPF, ITBP, SSB, and CISF — that a young officer joining as an Assistant Commandant sees no future beyond the middle rungs despite having all the qualities.  

AI chatbots, trained to be overly agreeable, have unintentionally become catalysts for psychological crises by validating users' grandiose or delusional beliefs. Vulnerable individuals can spiral into dangerous fantasy feedback loops, mistaking chatbot sycophancy for scientific validation. As AI models evolve through user reinforcement, they amplify these distorted beliefs, creating serious mental health and public safety … Continue reading How AI Chatbots Amplify Delusion and Distort Reality #1840 → The post How AI Chatbots Amplify Delusion and Distort Reality #1840 appeared first on Geek News Central.

Bridget is joined in this week's news roundup by tech journalist Dexter Thomas, prolific writer, videographer, and host of the excellent podcast "Kill Switch". Dex recently wrote a piece in Wired about anime girl VTubers selling out concerts, and how the question of whether they're "real" depends on kayfabe and who you ask: https://www.wired.com/story/anime-girl-vtubers-are-selling-out-concerts-but-are-they-real-depends-on-who-you-ask/ In addition to listening to Kill Sitch, you can follow him on YouTube and social media at "D E X D I G I". DC Disinfo. Real Footage Combined With AI Slop About DC Is Creating a Disinformation Mess on TikTok: https://www.404media.co/real-footage-combined-with-a-ai-slop-about-dc-is-creating-a-disinformation-mess-on-tiktok/ The Tea App story gets worse. Turns out that weren't just sloppy, they were actively undermining other efforts to keep women safe. https://www.404media.co/how-teas-founder-convinced-millions-of-women-to-spill-their-secrets-then-exposed-them-to-the-world/ Meta’s flirty AI chatbot invited a vulnerable retiree to New York. He never came back. https://www.reuters.com/investigates/special-report/meta-ai-chatbot-death/ If you’re listening on Spotify, you can leave a comment there to let us know what you thought about these stories, or email us at hello@tangoti.com ! Follow Bridget and TANGOTI on social media! Many vids each week || instagram.com/bridgetmarieindc/ || tiktok.com/@bridgetmarieindc || youtube.com/@ThereAreNoGirlsOnTheInternet See omnystudio.com/listener for privacy information.

Wednesday Service

Episode 233How We Distort LifeSensers! Happy Father's Day to every dad who made an impact on a human mind in this life whether it was your kid or not. I want to state that I believe we have this tendency discredit people based on our narrowed minded ideology.  We can dismiss others because they're not as old as we are and in some cases as young as we are.  I believe both sides have value to information based on focus and not so much age itself with relativity.“I can't live without you” “you complete me” “I won't breathe without you”…a few toxic statements I believe were programmed into our minds and we took it literally vs figuratively.  I also believe this way of thinking has fucked up how we see relationships as a whole thus creating a jaded sense of entitlement whether it be the women or the men.  Our parents told us so many things that we didn't necessarily care to hear initially, then life happens and all that shit clicks.  I'm very grateful for the lessons taught by my parents and adults alike who saw shit down the road and just wanted to keep me on my toes in life.  Sometimes it won't make sense until you're in it, then looking back everything happened the way it was intended by God and His Universe. May God and His Universe remove any negative energy you may have stored from reading this. If you dig the episode, click, like, and share on your page. Help build the tribe of healing

Donald Trump needs the protests in L.A. to be violent and chaotic so he can justify the power grab he desperately wants. His allies in Congress and right-wing media are only too happy to oblige by encouraging his exaggerations and distortions. Jen Psaki takes a closer look at how the protests in L.A. are being mischaracterized as Trump edges toward invoking the Insurrection Act.

We need to keep representing and sharing the truth without compromising it, regardless of people who don't get it or oppose us for upholding it.

Refusing to Distort the Truth to Fit Our Culture's Demands

We need to keep representing and sharing the truth without compromising it, regardless of people who don't get it or oppose us for upholding it.

It's that time again—Double or Nothing is right around the corner, which means only one thing: absolute chaos, explosions, and at least three people going through flaming tables! Yes, Anarchy in the Arena is back, and so are Jay and Corey… sort of. While Jay tries to educate Corey on the importance of DOOM (the game, not the apocalypse... probably), Corey once again reveals he's packing boxes like it's his side hustle. Seriously, how many times can one man move before he just becomes a nomad?  

In this English lesson, we explore a surprising news story about Mr. Beast making the Mexican government me. Learn 30 or more key vocabulary words and expressions while diving into this puzzling story. Perfect for English learners who want to build their vocabulary using real news stories!

Preview: Colleague Alan Tonelson details the non-tariff tools that the PRC uses to distort its trade and manufacturing. More later. 1932

In this episode I show people that con/cons are NOT on our side. They frame everything up in a deceptive manner. They are CONTROLLED opposition to make sure people never catch on. And that they never learn the power of jury nullification. If you like The Quash and want to learn more hard truth about the system then go over to patreon.com/theQuash and become a member. There are 100's of timeless shows there. The Quash comes out on select Sundays. You can follow me on twitter I'm Legalman@UScrimeReview.

In this honest and vulnerable two-part episode, Carey shares the hidden struggles she faced with intimacy throughout her 30-year marriage while raising seven children.At just nine years old, Carey was exposed to adult magazines that distorted her understanding of intimacy. By 13, she found herself in relationships where intimacy felt more like something expected of her than something she chose.Married at 21 while still finishing school, she quickly began to see sex and intimacy as a burden—an obligation she was expected to fulfill. Guilt weighed heavily on her for not wanting it, and resentment grew toward her husband's repeated attempts to initiate. Eventually, Carey stopped touching him altogether, leading to mounting tension and emotional distance in their marriage.In her search for answers, Carey turned to countless “experts,” only to be met with confusion and misinformation that left her feeling even more broken and isolated. Meanwhile, her husband was left wondering if she truly loved him.But that wasn't the end of their story.

Will breaking a Holiness standard (standards forbidding makeup, jewelry, women's pants, etc.) cause you to lose your salvation? Are all Christians who don't follow Holiness standards actually lost? Nathan Mayo (cofounder of Berean Holiness) argues that, no, Holiness standards are not gospel issues, and that elevating them to this level distorts a biblical understanding of the gospel. Luke Beets (Holiness evangelist) disagrees, claiming that Holiness standards are clear, biblical commands, that not following them is sin, and that all sin results in immediate loss of salvation (until specifically repented of). Thank you so much to The Every Day Christian Podcast for all their work hosting, moderating, and editing, and for making this debate possible!For a deeper study of these topics, check out Nathan's articles:https://bereanholiness.com/can-women-wear-pants/ https://bereanholiness.com/jewelry-on-trial/https://bereanholiness.com/can-godly-women-use-cosmetics/https://bereanholiness.com/identifying-gospel-distortions/"For I am not ashamed of the gospel of Christ: for it is the power of God unto salvation to every one that believeth; to the Jew first, and also to the Greek." —Romans 1:16Questions or thoughts? Contact us at: info@bereanholiness.com

We discussed the four D's tonight. Dismiss, Distort, Distract, and Dismay are the blueprint for controlling narratives and spinning messages discussed by Mike Benz on Rogan this past week. It fit along nicely with all of the news coming our of Syria, Romania, and Georgia since each are going through massive political termoil. United Health Care's CEO was assasinated as we see a new Health Insurance narrative start to form. New Covid information dropped that made it clear it was miss handled and we were duped.  Lots more. Come get some.Become a supporter of this podcast: https://www.spreaker.com/podcast/whiskey-hell-podcast--5683729/support.

Researchers at New York University have concluded that social media is not an accurate reflection of society, but more like a funhouse mirror distorted by a small but vocal minority of extreme outliers. It's a finding that has special resonance this election season. John Yang speaks with psychology professor Jay Van Bavel, one of the authors of the paper that reported the research, to learn more. PBS News is supported by - https://www.pbs.org/newshour/about/funders