Podcasts about Ensure

Caleb talks with branding expert John Dalton about how contractors can move beyond basic advertising and build a brand that actually connects. Dalton explains why strong branding starts with the customer's emotional experience, not just a list of services. He shares the importance of "Clarity plus Consistency," the value of vehicle wraps for tradespeople, and why simple, direct messaging beats clever marketing every time. Key Takeaways: Sell the emotional experience and the "feeling" your work provides rather than just the technical features of your service. Prioritize your vehicle wraps as your most valuable marketing asset by ensuring they are clear, clean, and legible from a distance. Adopt a "less is more" philosophy by removing at least one unnecessary element from every design to improve clarity and reduce cognitive overload. Ensure absolute consistency across your brand by using the exact same fonts and color tones for every customer-facing piece of media. Embrace humility by admitting when you lack expertise in areas like marketing and proactively seeking guidance from professionals to grow. Connect with Auman Landscape

Darren LaCroix says, "The most important part of a presentation is the thought process in the listener's mind." As presenters, we have to be aware of this continually. In this episode, Darren and Mark explore ways that speakers send audiences on 'mental detours,' and dilute their messages…without realizing it. Understanding and correcting these detours will provide greater clarity and help us to become unforgettable.   SNIPPETS:   • Be clear about what you want your audience to think   • Beware the Cherry Tree Effect • Avoid introducing characters near the end of your presentation   • Avoid prompting and audience memory amidst your own story   • Be aware of extraneous unrelated details   • Ensure that props, illustrations, visuals, and media don't hijack your message   • Coined words and humor can overshadow your point   • Copying other speakers style and content are distracting   • Inaccurate quotes and facts can cause audience to tune out   • YOU, the speaker, will clarify or dilute your message       Work with Mark and Darren: https://www.stagetimeuniversity.com/get-a-speaking-coach/   Check Out Stage Time University: https://www.stagetimeuniversity.com

A statement by mediators Qatar and Pakistan says US-Iran talks in Switzerland have made progress, including a mechanism on further technical negotiations. The statement said all sides agreed to set up a high-level committee to oversee progress.

Adrian Wooldridge notes that while pre-modern governance relied on patronage and nepotism, kings often appointed "lowly-born men" of extraordinary ability, like Thomas Cromwell, to ensure stability. Napoleon emerged as a transitional figure, embodying a "career open to talent" while simultaneously reinventing monarchical personas. In the 18th century, French philosophers championed "genius" or brain power as a natural phenomenon the state should discover and utilize. This shift laid the groundwork for modern meritocratic governance, moving away from purely bloodline-based appointments toward a methodology centered on identifying and rewarding intellectual capacity. 21670

Do you ever experience a sudden, overwhelming wave of shame, terror, smallness, or rage that arrives out of nowhere, with no matching present-day cause?This is an emotional flashback. It isn't an overreaction; it is your nervous system doing exactly what it was trained to do a long time ago to keep a younger version of you safe. The problem is simply that it hasn't learned the difference between then and now.In this therapeutic hypnosis session, we work directly with the inner child to build a clear, solid line between the past and the present. You will learn a physical anchoring tool to instantly widen the gap between an automatic reaction and your conscious awareness, allowing your steady, adult presence to step in and offer true reassurance.You don't need to relive anything difficult. You only need to be willing to notice.How to listen:Use headphones for the best experience.Ensure you are in a safe, comfortable position where your body can be fully supported (lying down or seated).Do not listen while driving or operating machinery.Listen consistently to reinforce and strengthen the self-regulation anchor.

How can high-income professionals and first-generation millionaires support their adult children or grandchildren without creating a sense of entitlement? When does financial help empower the next generation, and when does it accidentally hold them back? In this episode, Charlie Mattingly sits down with Amelie Riendl, an Accredited Financial Counselor (AFC), to tackle the complex emotional and financial dynamics of giving to "adult-ish" kids. Take The Pilot Wealth Index to find out if you are on track for retirement! You can find show notes, resources and more at: https://tinyurl.com/5n8bafs3

For more, visit www.BishalSarkar.com.In this powerful episode of the "I Love Public Speaking" podcast, Bishal Sarkar shares key techniques to ensure that your voice commands attention and respect in any setting.Join Bishal Sarkar as he delves into vocal strategies that enhance your presence, from tone and pitch to pacing and articulation.Learn how to project confidence and authority through your voice, making your communication impactful and memorable.Tune in to the "I Love Public Speaking" podcast with Bishal Sarkar to master the art of vocal presence and become a speaker who captivates and influences their audience.

During Ep. 37 of the Ask the Law Firm Seller Show, Jeremy E. Poock, Esq. addresses the following question: Why do purchasing law firms need to hire the lawyers and support staff of a selling law firm? As Poock explains, “There's really four reasons why purchasing law firms need the lawyers and support staff from a selling law firm, and it's broken down into two categories. The first two needs relate to the clients of a selling law firm, and the second two needs [relate] to the clients of a purchasing law firm.   Regarding the first category, as it relates to the clients of a selling law firm, Poock explains that the lawyers and support of a selling law firm fulfill the following 2 needs of a purchasing law firm:   1. Continue representing the clients who comprise the Book of Business that a selling law firm presents to a purchasing law firm; and   2. Facilitate the post-sale “Trust Transfer” of the clients of a selling law firm to the lawyers and support staff of the purchasing law firm.   Regarding the second category, as it relates to the clients of a purchasing law firm, Poock points out the following:   1. As today's Growing Law Firms continue to generate new clients digitally, they need talented lawyers and support staff to provide high quality legal services to those clients, which the experienced lawyers and support staff of a selling law firm can provide, often with minimal, additional training.   2. In addition to needing talented and experienced lawyers and support staff, Growing Law Firms need a stable workforce, which lawyers and support staff from a selling law firm provide because they have a similar need for stability in the form of needing to maintain a reliable, predictable, and safe job.   Taken together, purchasing law firms need the lawyers and support staff of a selling law firm to: (a) Ensure maintaining relationships with the clients of a selling law firm; and (b) Increase the talent pool at a purchasing law firm to provide top notch legal services to clients whom a purchasing firm self-originates, often via digital marketing in today's Digital Era for the legal industry.

A researcher, Edtech expert, and PhD candidate studying the intersection of AI, learning, and human experience, Kris brings a rare combination of academic rigor and real-world application to the question every principal is quietly asking: is all this technology actually helping? His work with Play Piper puts him at the front lines of how kids interact with screens — and what happens when that interaction goes wrong. Kris has been studying and speaking about screen usage in learning environments since 2013, long before most districts had a policy on the subject. AI policy still doesn't exist in most school districts in 2026. Meta and YouTube just lost a major court case over intentionally building products harmful to kids. And the principals who bought Edtech tools during COVID are still living with implementations they never had time to design properly. Kris returns to the RuckusCast to name the problem clearly: technology in schools is being treated as the experience instead of a tool within the experience — and that distinction is costing students more than anyone wants to admit.

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Have you ever wondered if the supplements you are taking are actually doing anything for you, or if you are just throwing money away because of social media trends? I dive into the archives to bring you a compilation of real science to stop the confusion around nutrition and fat burners. I interview an industry formulator who shares why a company's underlying philosophy matters more than flashy ingredient lists, and how an innovative delivery mechanism like focus gum can bypass digestion for immediate results. Next, we look at the power of molecular hydrogen water for inflammation, along with major warning signs to watch out for with poorly built machines. Finally, I detail my favorite daily health hacks, including strategic combinations like pairing collagen with vitamin C and managing tough mornings with sleep deprivation strategies. Key takeaways Look for the foundational philosophy and credibility of a supplement company rather than simply shopping for trendy ingredients. Ensure the products you buy undergo verified testing so you know the label claims are accurate. Practice patience and consistency by giving new supplements at least ninety days to build up foundational networks and show true results. Avoid spending money on carb blockers and fat burners, as they rarely deliver the metabolic value they promise. Support mental focus by looking for methods that deliver immediate absorption while keeping the nervous system calm. Boost skin elasticity and joint function by always pairing daily collagen with regular vitamin C. Blunt cognitive decline on sleep-deprived days by utilizing a strategic, larger morning dose of creatine to restore brain energy. Resources Website: https://milliondollarbodylabs.com/ Book: The Million Dollar Body Method Lean Energy Stack: https://milliondollarbodylabs.com/pages/lean Instagram: @_milliondollarbody

In this episode, I get into something that's becoming more important than ever for membership owners: the ability to actually deliver results.For years, memberships have leaned on giving people more content, more features, more bells and whistles. That was never the right approach, and now AI is exposing it. Members don't want information. They want transformation.I walk through what a results-driven membership actually looks like in practice, from understanding what your members really want, to engineering early wins, to building a culture where progress is recognised and celebrated.If you want your members to stick around for years rather than months, this episode is for you.In this episode:Why content and features are no longer enough to keep members engaged long termThe four membership motivators that drive most memberships, and why knowing yours mattersHow to engineer an early win in the first few weeks of a new member's experienceWhy your members need a clear pathway, not just a content libraryHow to build a results-driven culture by recognising, rewarding, and reinforcing member winsWant a step-by-step framework for engineering a tangible early win for new members in their first 2-3 weeks? Grab the free Early Win Playbook at membershipgeeks.com/478, including worked examples for all four membership motivator types.And if you'd like a wider view of where the gaps in your membership business actually are, our free Membership Healthcheck is built for exactly that.Key Quotes & Takeaways:"Members don't want information, they want transformation. And all these new AI tools are giving them content, they're giving them info. That's covered. Your membership needs to give them something more.""People don't join memberships to stand still. They join because they have an outcome in mind, they have a problem they need solving, they have a goal they want to reach, a transformation they want to undergo.""At no point should your members be in your membership thinking, what should I do in order to move forward? There should always be clarity through your content, through the way in which you engage with people on the precise step they need to take next. The clearer the path, the more members will actually walk it.""They don't want the stuff. They want the results that the stuff makes possible."You might also find useful:Using Onboarding to Give New Members a Warm WelcomeWhy you need a solid member onboarding process21 Quick Tips For Improving Member RetentionHow to Create an Extraordinary Member ExperienceThank You For ListeningWe really appreciate you choosing to listen to us and for supporting the podcast.We would be eternally grateful if you would consider taking a minute or two to leave an honest review and rating for the show.They're extremely helpful when it comes to reaching our audience and we read each and every one personally!Finally, don't forget to subscribe to the podcast to make sure that you never miss an episode.

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.

Don't have time for terrible historical/adventure/archaeology/romance books? Kim and Aimee help you out with a spoiler-free then spoiler-full review of ‘Tomb of the Sun King' by Jacqueline Benson, book 2 in the ‘Raiders of the Arcana' series. Warning: because this book involves histories of Ancient Egypt we go down a bit of a history rabbit hole… so if you don't want some History Chats, skip from 14.30-17.45. (Ensure you have read the first book, ‘Empire of Shadows', because this will spoil it. We also reference the ‘Emily Wilde' series by Heather Fawcett and Elizabeth Peters' Amelia Peabody series.) Want to recommend a book? Send us a text!We LOVE it when our listeners ask us to read books! Please hit us with your suggestions via Instagram @trash.or.treasure.podcast, or email trashortreasurepodcast@outlook.com. 

What if you could see everything in your life as if for the very first time?In this incredibly special and deeply personal episode, Martin shares a profound moment of transformation. Following a recent eye surgery, he opened his eye to find a world flooded with vivid, saturated, and glorious colour. Moving from being partially visually impaired to suddenly seeing the world in high definition—and truly seeing the Anchored app clearly for the first time—inspired a beautiful realization : the ultimate art of a new beginning starts by stopping long enough to appreciate exactly what is in front of us. If you have been feeling anxious, overwhelmed, or trapped inside your own head, this gentle hypnotherapy session is designed to help you hit the reset button, drop your shoulders, and anchor yourself in the safety of the present moment. ⏱️ Episode Chapters00:00 – A Vision of Colour & The Gift of Sight01:07 – Welcome to Calming Anxiety & Project Updates02:06 – Grounding & The Science of the Extended Out-Breath03:49 – Finding Safety: Lessons from a Former Paramedic04:36 – The Window Metaphor: Stepping into Stillness05:37 – Guided Affirmations for Beginning Again08:08 – The 3 Daily Caring Tips09:42 – Returning to the Room & Final Celebrations

In episode 268, Josh, Chris, and Mark break down the Federal Communications Commission's newly published proposed rule changes to the E‑Rate program. The conversation explains the scope of the public comment period, where the proposals came from, and what districts, consortia, and vendors should watch for over the coming months. The guys discuss what services could be removed from E‑Rate eligibility, the FCC's questions about screen time, CIPA filtering expectations, and how the Commission is reexamining the program's original connectivity goals. They also dig into the changes to consultant definitions and fee structures, managed internal broadband services (MIBS), and potential unbundling of hardware vs. service costs, and more. Carr Opens E-Rate Program Review to Ensure it Meets Congress's Vision  CoSN Statement Join us July 6th-10th, 2026 – GAMEIS Conference in Savannah, GA Join us at MidwestTechTalk ———— Sponsored by: Meter CyberNut CDWG Fortinet ClassLink NTP Extreme Networks Lightspeed Systems SMC Electric SMC Electric Testimony   CDWG - K12 Solutions & Services Overview Video: https://webobjects2.cdw.com/is/content/CDW/cdw/on-domain-cdw/videos/ssi/k12/mkt94999-k12-ssi-video-full-with-captions.mp4   CDWG - Strengthening K12 Cybersecurity: https://webobjects2.cdw.com/is/content/CDW/cdw/on-domain-cdw/videos/ssi/k12-cybersecurity/mkt94971-k12-cybersecurity-ssi-full-video-with-captions.mp4 ———— Join the K12TechPro Community (exclusively for K12 Tech professionals) Buy some swag (tech dept gift boxes, shirts, hoodies...)!!! Email us at k12techtalk@gmail.com OR our "professional" email addy is info@k12techtalkpodcast.com X @k12techtalkpod Facebook Visit our LinkedIn Music by Colt Ball Disclaimer: The views and work done by Josh, Chris, and Mark are solely their own and do not reflect the opinions or positions of sponsors or any respective employers or organizations associated with the guys. K12 Tech Talk itself does not endorse or validate the ideas, views, or statements expressed by Josh, Chris, and Mark's individual views and opinions are not representative of K12 Tech Talk. Furthermore, any references or mention of products, services, organizations, or individuals on K12 Tech Talk should not be considered as endorsements related to any employer or organization associated with the guys.

Sponsored By:→ Neuro | Go to ⁠https://getneuro.com⁠ and use code ONEDAY at checkout for 15% OFF your entire order.Every single grocery store aisle has been disrupted by better-for-you brands. Every one — except the aisle where the fastest-growing demographic in America shops for nutrition.Jon Bier sits down with Jess Haghani — founder and CEO of Lucille Health — for a conversation about what happens when you spot a gap so obvious it feels impossible that no one has filled it yet. Jess watched her grandmother, Lucille, come home from heart surgery and get handed the same ultra-processed nutrition shakes that haven't meaningfully changed since the 1970s. Products people hide in their basements. Products they're embarrassed to let their grandkids see. A $6 billion category with zero dignity, zero innovation, and no real competition.So she left KKR, went to Harvard Business School, and built the brand she knew had to exist.This episode is a little different. Jess hasn't built a nine-figure business yet. But Jon believes she will and this conversation is why.In this episode:• Why less than 1% of food and beverage innovation is happening for older adults, despite them being the fastest-growing consumer demographic in the world — and why that gap is finally closing• The real story behind Lucille: how watching her 92-year-old grandmother hide a nutrition shake in her basement became the founding moment of a brand built around dignity• What it looks like to take on Abbott and Nestlé with no money, no formulation experience, and no playbook and why that might actually be the advantageFind Jess & Lucille:• Jess on Instagram: https://www.instagram.com/jesshaghani/• Lucille Health: https://www.lucillehealth.com• Lucille on Instagram: https://www.instagram.com/lucillehealth/Timestamps:0:00 - Intro1:21 - Jon's personal experience with his dad's hospital nutrition2:04 - Why do hospitals still serve such poor nutrition products?7:43 - The corruption of big incumbents like Abbott and Nestle9:59 - How big is the older adult nutrition market?11:01 - Why has this category never been disrupted?11:38 - The shame and stigma around products like Ensure and Boost15:25 - Jess's background: London, real estate, KKR, HBS17:02 - The story of Lucille, Jess's 92-year-old grandmother19:51 - Assembling the team and figuring it out step by step25:00 - Should founders pay themselves a salary?31:04 - The broader vision: beyond beverages, full category disruption37:23 - The 70+ demographic has the highest retention rate43:18 - Jon's confidence in Lucille Health's future

HR2 - Kyle Pitts doing everything possible to ensure his contract year is his best year In hour two Grant McAuley, filling in for Mike Johnson, Ali Mac, and Beau Morgan quickly touch on some of the biggest headlines around the local and national sports scene, recap and react to the New York Knicks' 107-106 win over the San Antonio Spurs in Game 4 of the NBA Finals last night, which featured the Knicks rallying from a 29-point deficit, and a game winning tip-in shot by Knicks forward OG Anunoby in the final seconds of the game. Grant, Ali, and Beau also react to and talk about an article written by 92.9 The Game's own Garrett Chapman where he talks about a conversation that he had with Atlanta Falcons Tight End Coach Kevin Koger where Koger highlights a specific moment and meeting that he and Falcons tight end Kyle Pitts had that came just before Pitts' breakout finish last season, and explain why they think Kyle is putting himself in position to have a big season and also putting himself in position to get a big pay day. Then Ali tests Grant's and Beau's knowledge with some Throwback Thursday Trivia for the halftime portion of the show! The Morning Shift crew also continues to recap and react to the Atlanta Braves losing to the Chicago White Sox 2-1 last night in Chicago in Game two of their three game series, talk about the Braves losing their third series of the season with their loss to the White Sox last night, react to the Braves placing their star right fielder and leadoff hitter Ronald Acuña Jr. on the 10-day injured list with a strained left hamstring, react to the Braves also placing right handed relief pitcher Tyler Kinley on the 15-day injured list, backdated to June 8, with right elbow inflammation, explain why they think Acuña Jr.'s slow start, low numbers, and lack of production this season is due to bad luck and injuries, and then close out hour two by reacting to the latest news, rumors, and reports in the NFL as they go In The Huddle!

In this episode of the Buckeye Weekly Podcast, hosts Tony Gerdeman and Tom Orr discuss which players from the Urban Meyer era they'd add to this year's Ohio State football team to best ensure a national title.

In the May 2026 edition of the PRmoment Podcast, host Ben Smith sits down with new business maestro Andrew Bloch (AAR, PCB Partners) to dissect a shifting UK communications landscape. The overarching theme of the month highlights a widening divide between agencies riding massive waves of momentum and those experiencing localized, procurement-driven hesitation.Before diving into the market data, Ben shares two critical industry diary dates for your radar:AI in PR Masterclass (July 2nd, 2026): Titled The Age of Algorithms, Predictive Analytics, and Risk, this event is a comprehensive guide to navigating future-facing tech. Secure your virtual or face-to-face London spot at PRmasterclasses.com.The Creative Moment Awards: The absolute final entry deadline is closing fast on Friday, 19th June 2026. Ensure your team's best creative work is in the running by submitting over at creativemomentawards.co.Key Themes1. The procurement squeeze and market polarizationAndrew Bloch defines the current climate as one of "cautious optimism" mixed with macro anxiety. Pipelines are active, but growth is unevenly distributed. Agencies with sharp specialisms—particularly in sports, consumer lifestyle, and social—are thriving, while others face gridlocked client sign-offs. Furthermore, clients are heavily relying on procurement to extract maximum commercial impact, shifting expectations entirely away from traditional "column inches."2. The independent "David vs. Goliath" surgeA massive takeaway from May's pitch cycle is the clear dominance of independent agencies over legacy network holding companies. Clients are progressively prioritizing agile storytelling and pure earned media capabilities over sheer corporate scale.3. M&A Strategy: earned media as strategic platform glueWhile private equity (PE) and trade buyers are exercising strict valuation discipline, high-quality independents remain hot targets. Private equity is increasingly viewing standout consumer PR agencies as anchor platforms to bolt on smaller social, data, and AI-enabled services.Major pitch wins & M&A DealsNotable Wins: Words and Pixels scooped the coveted UK/Ireland brief for tech giant Pinterest, beating out legacy networks. Newly launched Joe Public landed Sneak Energy, and The Romans expanded their sports footprint by securing Oakley's global and North American remit. Other wins included Grayling taking the Croatian National Tourist Board and Hope and Glory onboarding Ask Italian.M&A Highlights: Publicis made a massive $2.2 billion bet on tech infrastructure by acquiring data collaboration platform LiveRamp at a 30% premium. Meanwhile, Havas snapped up Paris-based corporate influence firm Format, and Mike Worldwide acquired workplace communications agency Hudson Lake.Quotes from Andrew BlochOn maintaining agency momentum:"In a market like this where budgets could disappear overnight, momentum is really the closest thing you can get to having security... You can't stand still in this market. Standing still is going backwards."On why private equity is hunting for PR firms:"What's really encouraging for the PR space is they're seeing earned media as actually the glue that ties together lots of different bits of the marketing mix."On the resurgence of pure storytelling:"A lot of agencies have almost forgotten the art of storytelling and the art of earned media... Let's not forget how important earned media is. That's where PR is."

In this episode of the Buckeye Weekly Podcast, hosts Tom Orr and Tony Gerdeman pick one Buckeye from the Jim Tressel era that they would add to this year's Ohio State football team in order to best ensure a national title.

Today, Hunter was joined once again by Alex Kornya. In this episode, Alex and Hunter discuss a range of topics including court fines and fees in Iowa and how to pass policies that stop local governments from co-operating with federal immigration enforcement.   Guest: Alex Kornya, Litigation Director, Legal Aid Justice Center, Virginia     Resource: No Immigration Fines https://noimmigrationfines.org/   Legal Aid Justice Center https://www.justice4all.org/   Ability to Pay Calculator https://abilitytopay.org/interview?i=docassemble.ATPCalculator:data/questions/ATP.yml#page1     Contact Hunter Parnell:      Publicdefenseless@gmail.com  Instagram @PublicDefenselessPodcast Twitter                                                                 @PDefenselessPod www.publicdefenseless.com  Subscribe to the Patreon www.patreon.com/PublicDefenselessPodcast  Donate on PayPal https://www.paypal.com/donate/?hosted_button_id=5KW7WMJWEXTAJ Donate on Stripe https://donate.stripe.com/7sI01tb2v3dwaM8cMN Trying to find a specific part of an episode? Use this link to search transcripts of every episode of the show! https://app.reduct.video/o/eca54fbf9f/p/d543070e6a/share/c34e85194394723d4131/home **** ALL OPINONS SHARED BY HOST HUNTER PARNELL DO NOT REFLECT THE THOUGHTS OR OPINIONS OF THE AURORA MUNICIPAL PUBLIC DEFENDER****  

Mike Johnson, Beau Morgan, and Ali Mac react to the news that Texas Tech star quarterback Brendan Sorsby has been granted a temporary injunction against the NCAA that could clear the way for him to play for the Red Raiders in 2026, even after the transfer quarterback was declared ineligible for wagering on college sports, a Texas judge granted Sorsby a preliminary injunction yesterday that prevents the NCAA from punishing him for violating its rules on sports gambling. Mike, Ali, and Beau explain why they think Texas Tech rigged the system to ensure Sorsby would get a judge that would give him a favorable ruling.

This week's guest is a director who paid for her own shoots on weekends while account-managing in advertising, got threatened with the sack the morning after directing one of her now-best-known music videos, and learned the hard way that one cruel comment from a boss can almost stop a creative life before it starts. We get into why the most specific story is the one that travels, why she's stopped polishing and started chasing the energy of a scene, and what it actually takes to build a directing career when there is no blueprint. Stick around for one of the most moving answers about a film cue you'll hear all year. Lucrecia is an Argentine-British director who's moved from London to a mountain in Mallorca and is taking her music-video and commercial work into her first narrative shorts. Lucrecia's Latest Spot for Ensure: https://lucreciadirector.com/portfolio/ensure-3 Where to find Lucrecia: Website: https://lucreciadirector.com Instagram: @lucreciadirector New episodes of Having a Gas with Greg — follow to get them: https://open.spotify.com/show/1l6y0WXB4kkcEK0hFL5Ubl

How A Good Lawyer Builds Trust And Communicates With ClientsSteve Palmer draws on decades of courtroom experience—and real questions from clients—to lay out the essentials for building a strong defense and a productive client-lawyer relationship.1. What Should Your Lawyer Actually DO?According to Steve Palmer, beyond simply representing you, your lawyer should:Thoroughly investigate the case: This means interviewing key witnesses—even if the police already have—and reviewing all physical and digital evidence (05:30).Pursue relevant evidence: Don't overlook crucial items like cell phone records that could prove your location or contradict the prosecution's narrative (07:13).Consult experts when necessary: Whether it's DNA, digital forensics, or another field, your lawyer should know when input from an expert could move the needle (10:03).2. The Importance of CommunicationPoor communication is the #1 cause of client dissatisfaction. Steve Palmer explains:Your lawyer should explain the legal process in terms you understand.Communication should be ongoing—text, email, in-person—so you always know the status of your case (16:25).Don't be afraid to ask questions! If you're unclear, demand clarification until you're comfortable (13:20).3. Trust and Second OpinionsTrust is built on clear, honest discussion of both good and bad news.If you're considering a second opinion or switching lawyers, weigh the pros and cons carefully. Sometimes a new perspective is invaluable—sometimes, it can delay or complicate your case (21:00).4. The Downside of “Online-Only” RelationshipsHiring based only on online impressions may lead to mismatched expectations or comfort levels.Insist on a face-to-face (or at least a video) meeting to establish trust and communication styles (18:14).Action Steps for ClientsAsk questions from the start. Make a wishlist for what you want your lawyer to do and follow up for accountability (22:54).Ensure communication matches your needs. If you're not getting enough info or don't feel confident about your decisions, don't let it slide.Switching lawyers? Think carefully—sometimes it's the right move, but sometimes the grass isn't greener.Submit your questions to www.lawyertalkpodcast.com.Recorded at Channel 511.Stephen E. Palmer, Esq. has been practicing criminal defense almost exclusively since 1995. He has represented people in federal, state, and local courts in Ohio and elsewhere.Though he focuses on all areas of criminal defense, he particularly enjoys complex cases in state and federal courts.He has unique experience handling and assembling top defense teams of attorneys and experts in cases involving allegations of child abuse (false sexual allegations, false physical abuse allegations), complex scientific cases involving allegations of DUI and vehicular homicide cases with blood alcohol tests, and any other criminal cases that demand jury trial experience.Steve has unique experience handling numerous high publicity cases that have garnered national attention.For more information about Steve and his law firm, visit Palmer Legal Defense. Copyright 2026 Stephen E. Palmer - Attorney At LawMentioned in this episode:Circle 270 Media Podcast ConsultantsCircle 270 Media® is a podcast consulting firm based in Columbus, Ohio, specializing in helping businesses develop, launch, and optimize podcasts as part of their marketing strategy. The firm emphasizes the importance of storytelling through podcasting to differentiate businesses and engage with their audiences effectively. www.circle270media.com

In this episode of the Deer IQ podcast we are talking food plot details for success - part 2 with our seed and plot expert Brian Haynes. We are addressing why plots fail, really a wide variety of things that will keep yours from failing, and help you to dial in the nuances of a great whitetail food plot. We discuss how to get immediate screening cover - essential for low intrusion hunting that I preach, lime products and a big SCAM to watch out for, the fertilizer solution - how to do it without breaking the bank, and practical weed control solutions.. and more!• Get a Smart Land & Hunting Plan HERE: https://deeriq.com/land-and-hunting-plans/• Take the Deer IQ Test 360 HERE: https://deeriq.com/full-assessment/______________________________________________** Season 3 Quiz: https://deeriq.com/season-3-quiz/ __________________________________________GENERAL INFO about ALL Deer IQ Resources HERE: https://deeriq.com/services/ Website: https://deeriq.com  Facebook Private Group: https://www.facebook.com/groups/511109237864762  Deer IQ  FREE Journal: https://deeriq.com/journal/  Pressured Public Lands Hunting Guide:  https://deeriq.com/public-land-hunting-guide/  Newsletter Signup: https://deeriq.com/signup/  Patreon - Contribute Financially to Deer IQ: https://www.patreon.com/DeerIQPatreon   Scent Control Regimen: https://deeriq.com/scentcontrol-regimen/ Episode # 137Guest: Host Adam Lewis, Brian HaynesIQ ranking - 5

Today, Caroline and Tayrn are thrilled to welcome Katie Tamony to the podcast! Katie spent a decade (2001 to 2011) as the Editor-in-Chief of Sunset Magazine, celebrating the seamless indoor-outdoor living of the West Coast. Today, she heads up marketing and trend forecasting for Monrovia, one of the country's premier plant nurseries. Celebrating its 100th anniversary this year, Monrovia grows over 4,000 varieties of plants—from trees and shrubs to perennials and exquisite edibles—across thousands of acres in the US. Katie joins us to discuss the fascinating world of plant breeding, the top landscape trends shaping our backyards, and why you shouldn't be afraid to aggressively prune your plants! Quick Gardening Trends & Takeaways: Patio Culture: More people are focusing their gardening efforts on patios and balconies. Instead of just the traditional "thriller, filler, spiller" container combinations, homeowners are embracing wellness and luxury by potting single, stunning statement plants with lush, broad leaves. The "Easy Sunday" Garden: Think of a Nancy Meyers movie landscape. This highly tailored look relies on the luxurious, year-round structure of traditional boxwoods paired with classic flowering shrubs like hydrangeas, roses, and camellias. This trend limits color palettes (like all white or white-and-blue) and utilizes mass plantings of a few varieties rather than a chaotic mix. The Modern Meadow: A blend of wild and refined, this trend is incredibly popular with younger homeowners. It focuses on biodiversity by mixing native grasses with pollinator-friendly perennials like salvia, lavender, and agastache to invite bees, butterflies, and hummingbirds into the yard. Exquisite Edibles: Gardeners are looking beyond basic tomatoes and berries. Thanks to clever plant breeding, people are now growing exotic fruits like kiwis and figs in colder hardiness zones, or even planting compact apple trees in patio containers. Look closely at the branching: When shopping for shrubs, check if the plant is evenly branched on all sides. Good branching indicates the plant was pruned frequently and properly cared for at the nursery, meaning it will hold its shape much better in your yard. Buy plants with tight buds: We are often dazzled by fully blooming plants at the garden center, but you will get a much longer bloom time at home if you purchase a plant that is still tightly budded (like peonies, which should be bought when the "eye" is just coming up). Don't be afraid to prune: Many gardeners are too timid, but aggressive pruning is incredibly healthy for your plants. Cutting back perennials, hydrangeas, and trees at the right time helps them return fuller and with more blooms. Dig a wider hole, not a deeper one: When planting, dig a hole that is at least twice as wide as the plant's root ball. Ensure you aren't burying the plant too deep; the soil should just cover the root ball. Mix your native dirt with soil amendments, add a slow-release fertilizer into the hole, and always finish with a top layer of mulch to suppress weeds and retain moisture. What You'll Hear on This Episode: 00:00 Welcome & Introduction 03:00 Katie's background at Sunset Magazine and joining Monrovia 06:00 Monrovia's 100-year history and the only annual plant they grow 09:00 The top four landscaping trends: Patio Culture, Easy Sunday Garden, Modern Meadow, and Exquisite Edibles 15:00 The history of founder Harry Rosedale and the iconic green Monrovia pots 20:00 Why branching matters and why you shouldn't be afraid to prune 25:00 The science of plant breeding, plant hunters like Dan Hinkley, and bringing fragrance back to roses 32:00 The debate between native plants, invasives, and cultivars 43:00 Nursery shopping tips and why fall is the best time to plant large shrubs 54:00 The Nitty Gritty White Rose and using unique shrubs for your indoor cutting garden Also Mentioned in This Episode: SunBelievable Sunflower: The only annual Monrovia grows! It stays compact and bushy, making it a perfect pot filler that produces up to 1,000 blooms from spring until the first frost. Centennial Ruby Hydrangea: Monrovia's special 100th-anniversary release. It boasts a never-before-seen ruby color that ages to deep charcoal, with sturdy stems and thick leaves that hold blooms for 130 days. Nitty Gritty White Rose: A compact rose popularized by designer James Farmer, who planted masses of them in containers around his pool for a stunning, bouquet-like effect. Fatsia 'Camouflage': A beautiful statement plant with variegated foliage discovered by plant hunter Dan Hinkley. Cutting Garden Shrubs: Step outside the box for your floral arrangements by clipping from shrubs like Leucadendron, compact Crape Myrtles, or Loropetalum. Explore the Plant Finder Tool at Monrovia.com to find the perfect plants for your zip code. Follow Monrovia on social media: @monroviaplants. Learn more about your ad choices. Visit megaphone.fm/adchoices

What happened to Grace Schara—and what can families learn from her story? In this powerful and emotional conversation, Mark and Amber Archer sit down with Scott Schara, father of Grace Schara, a 19-year-old young woman with Down syndrome whose death during a hospital stay launched Scott into years of research, advocacy, and public education. Scott shares his family's journey, the legal battle that followed, his concerns about the modern healthcare system, and practical steps families can take to advocate for loved ones in medical settings. The discussion also explores the concepts of the Hegelian Dialectic, the Banality of Evil, personal responsibility, discernment, and why Christians must evaluate every system through the lens of Scripture. Whether you agree with every conclusion or not, this conversation challenges listeners to think critically, ask questions, and prepare their families to navigate difficult medical decisions with wisdom and conviction. In This Episode ✅ Grace Schara's story
 ✅ The hospital experience that changed Scott's life
 ✅ The lawsuit against Ascension Health
 ✅ Medical protocols and patient advocacy
 ✅ The Hegelian Dialectic explained
 ✅ The Banality of Evil explained 
✅ Why informed consent matters
 ✅ Medical power of attorney considerations
 ✅ Biblical discernment and personal responsibility 
✅ Finding hope through suffering and faith in Christ Fearless Features https://www.fearlessfeatures.org Scott Schara https://www.ouramazinggrace.net Scott's Book Is the Government Legally Killing Us? https://a.co/d/09lMlGDZ Scott's Newsletter / Research https://ouramazinggrace.substack.com/ Deprogramming with Grace's Dad https://rumble.com/c/c-2054162 Related Article Schara Family Speaks Out After Jury Sides With Hospital in Wrongful Death Suit 
https://thenewamerican.com/us/healthcare/schara-family-speaks-out-after-jury-sides-with-hospital-in-wrongful-death-suit/ Scott Schara's Suggested Family Protection Steps The following are recommendations Scott shared during the interview: 1. Develop a Relationship with an Independent Medical Professional - Find a doctor who does not rely on Medicare or Medicaid reimbursement systems. - Seek objective medical opinions whenever possible. 2. Take Personal Responsibility for Research - Don't rely solely on medical professionals. - Read, study, and understand diagnoses and treatment options yourself. 3. Have a Durable General Medical Power of Attorney - Designate someone you trust to make medical decisions if you cannot. - Ensure that person understands your wishes. 4. Create Written Medical Directives - Clearly state treatments, medications, procedures, or interventions you do or do not consent to. - Review and update regularly. 5. Understand Hospital Consent Forms - Read everything before signing. - Ask questions regarding consent, treatments, biologics, vaccinations, and procedures. 6. Avoid Passive Participation - Ask why a treatment is recommended. - Request alternatives and supporting evidence. 7. Never Assume the Hospital Is Automatically Acting in Your Best Interest - Maintain awareness. - Verify information. - Ask questions respectfully but confidently. 8. Always Have a Dedicated Advocate Present - Have a trusted family member present whenever possible. - Ensure they know your wishes and can communicate them clearly. 9. Establish Leadership in Medical Interactions - View medical professionals as service providers rather than unquestionable authorities. - Be proactive rather than reactive. 10. Don't Leave Vulnerable Family Members Alone - Especially children, elderly parents, or disabled family members. - Maintain a continuous advocate presence whenever feasible. 11. Ground Decisions in Faith Rather Than Fear - Scott emphasizes that freedom from fear begins with confidence in Christ and eternal hope.

🧭 REBEL Rundown 🔑 Key Points 🧩 Human Factors: The unseen behaviors, distractions and considerations critical in emergency medicine and the ICU, influencing patient care beyond just medical knowledge.🎯 System Design: Effective system design directly impacts team performance by creating environments that facilitate optimal decision-making. 🏥 Real-world Application: The application of human factors in healthcare leads to better team dynamics, reduced stress, and improved patient outcomes. 👷🏽‍️It’s Everyone’s Job: Building a culture of adaptability and openness to change can lead to better healthcare delivery, communication and interprofessional relationships🛠️ Practical Solutions: Start the conversation in departments for actionable and pragmatic changes to current healthcare environments to enhance practitioner efficiency and patient care quality. Click here for Direct Download of the Podcast. 👀Previously Covered and Related Content: REBEL EM: Titles Don’t Make LeadersREBEL MIND: Moving from Junior to Senior Leadership in Emergency CareREBEL MIND: The Dunning-Kruger EffectREBEL MIND: Growth vs Fixed Mindset 📝 Introduction Welcome back to Rebel MIND, the podcast where we sharpen the person behind the practitioner. MIND stands for Mastering Internal Negativity during Difficulty. This series emphasizes productivity, provider performance, and team optimization to ensure we are at our best during high-pressure situations. In this episode, host Dr. Mark Ramzy chats with special guests and master educators about the concept of human factors.Dr. Chris Hicks is an emergency physician and trauma team leader at St. Michael’s Hospital in Toronto, Assistant Professor in the Department of Medicine at the University of Toronto, and co-founder of Advanced Performance Healthcare Design, a physician-led simulation and design group. Dr. Andrew Petrosoniak is an emergency physician and trauma team leader at St. Michael’s Hospital, and Medical Director of the Unity Health Toronto Simulation Program. He’s an Assistant Professor at the University of Toronto where his research focuses on simulation for systems and design improvement and optimizing the care of the bleeding patient. Along with Dr. Hicks, he’s also President of Advanced Performance Healthcare Design, a consulting firm that works with high-performance teams and uses simulation to enhance and design better healthcare spaces Cognitive Question How can the integration of human factors improve decision-making and performance in emergency medicine and critical care environments? ️What are Human Factors? In the context of healthcare, human factors encompass the interplay between humans, the systems they work within, and the effectiveness of their interactions. It includes elements like communication, system design, environmental conditions, and behavioral patterns affecting individual and team decision-making processes. It’s the collective impact of individual behaviors, team dynamics, and the physical environment on performance and outcomes. The aim is to eliminate issues arising from human error by creating systems and environments that naturally guide and support optimal performance. 🏥How This Applies to the Emergency Department or ICU? Efficient integration of human factors in high-pressure settings like the Emergency Department (ED) or Intensive Care Unit (ICU) helps mitigate the risks associated with stressful and chaotic environments. By focusing on system designs that account for human behavior, healthcare professionals can reduce errors, enhance team coordination, and ultimately improve patient care. This is crucial as teams are often required to make rapid, life-saving decisions in these environmentsThe design of clinical spaces can either hinder or help efficient care. Poorly arranged equipment or cluttered workspaces increase stress and impede decision-making. Implementing structured design principles, such as dedicated equipment zones and clear visual cues, can streamline workflows and enhance team coordinationIt actually helps pave the way for more efficiency because you end up “working smarter instead of harder”.It speaks directly to the Daniel Kahneman’s theory of Type 2 Thinking – which is a slow, analytical cognitive process requiring deliberate thoughtWe’ll likely create a whole dedicated episode to this but if you want to read more ahead of time on it, check out his book Thinking, Fast and Slow ⏩Immediate Action Steps for Your Next Shift **Assess Your Environment**: Take note of any clutter, noise, or layout issues in your workspace that could hinder optimal performance. Identify problem areas that could be optimized.**Recognizable Hard-Stop** – Implement a “Stop-Point” Check for areas or issues that involve more than just patient safety (ie. workflow inefficiencies, sign-out, throughput, etc). Use predefined benchmarks during procedures to ensure clarity and efficiency.**Foster Open Communication** – Encourage an environment where every team member feels comfortable discussing their thoughts and decisions without fear of judgment.**Prototype Solutions** – Work with colleagues to identify problems and brainstorm quick, cost-effective solutions that could be tested in your department.**Role Clarity and Preparation** – Ensure roles are clearly defined and team members are prepared with necessary resources readily available during high-stakes scenarios.**Test and Refine** – Conduct quick pilot tests of new setups or processes during quieter times and gather feedback from your team. Conclusion Human factors play a critical role in shaping healthcare outcomes. Through structured system designs and attention to team dynamics, it is possible to reduce inefficiencies and enhance both patient care and provider well-being. It requires a shift in perspective from seeing design and systems as separate from human behaviors, to seeing them as intricately linked. By incorporating these principles, healthcare professionals can create environments that inherently support better, safer, and more effective patient care. 🚨 Clinical Bottom Line Incorporating human factors into healthcare isn’t just about preventing errors—it’s about creating an ecosystem where the healthcare team is empowered to perform at their best, even under the most challenging conditions. Implementing small, iterative changes can create a meaningful impact, paving the way for improved systems and processes. This starts by redesigning systems and environments with human factors in mind, which can significantly improve both the efficiency of care delivery and the safety of the healthcare environment. Further Reading Petrosoniak A, Hicks C. M&M rounds 2.0: the future of performance improvement. CJEM. Feb 2025PMID: 39979684Petrosoniak A, Hicks CDesign, build, train, excel: Using simulation to create elite trauma systems. International Anesthesiology Clinics. Publish Ahead of Print.Request the Article herePetrosoniak A, Hicks C, et al. Design Thinking-Informed Simulation: An Innovative Framework to Test, Evaluate, and Modify New Clinical Infrastructure. Simul Healthc. 2020 Jun 2020.PMID: 32039946Bleetman A, et al.Human factors and error prevention in emergency medicine. Emerg Med J. May 2012PMID: 21565880Hayden EM, et al.Human Factors and Simulation in Emergency Medicine. Acad Emerg Med. 2018 Feb 2018PMID: 28925571 Meet the Authors Mark Ramzy, DO Co-Editor-in-Chief Cardiothoracic Intensivist and EM Attending RWJBH / Rutgers Health, Newark, NJ Chris Hicks, MD, Med Co-Founder of Advanced Performance Assistant Professor of Emergency Medicine, University of Toronto, Canada Andrew Petrosoniak, MD, MSc Co-Founder and President of Advanced Performance Medical Director of Unity Health Toronto Simulation Program Showing Slide 1 of 3 The post REBEL MIND – Human Factors: The Hidden Architecture of Emergency & Critical Care Medicine appeared first on REBEL EM - Emergency Medicine Blog.

Hello & welcome to this episode, where I thought it might be good to see out the end of Pelvic Pain Awareness month with an extract from my new Female Pelvic Pain online course updates to share some great articles from 2026 that I think are moving the conversation forward.We start with an overview of female pelvic pain assessment, focusing on evidence-based assessment frameworks and clinical strategies. I'm exploring a key research paper from 2026 by As Sanie et al. on chronic pelvic pain evaluation, which recommends an organ-system-based approach considering gynecologic, gastrointestinal, musculoskeletal, urologic, neurologic, and vascular sources, and we'll also explore the 2026 EAU Guidelines in the course contenI do emphasise the importance of trauma-informed care, including creating safe environments, obtaining ongoing consent, and validating patient experiences. I've outlined a comprehensive assessment protocol in the course updates, covering external physical examination of the pelvic floor, vulvar structures, and abdominal wall, incorporating strategies to check for issues like hernia and ACNES, the importance of Carnett's test, along with the use of patient-reported outcome measures like the Central Sensitization Inventory and Pain Catastrophizing Scale. The discussion also highlights the need to address nociplastic pain mechanisms, central sensitization, and the interplay between peripheral pathology and central pain amplification in chronic pelvic pain management.Some of the talking points:Review and utilize the VAMP protocol in the vulvar pain module for assessment of vulvar, anorectal, musculoskeletal/myofascial, and perineal/periurethral structures in relevant patients.Ensure inclusion of trauma-informed care principles in all patient interactions, including ongoing consent, patient-led goal setting, and environmental safety considerations.Screen patients for risk factors and comorbidities such as obesity, physical inactivity, depression, anxiety, sleep disturbance, ACEs, and genetic/epigenetic factors as part of the pelvic pain assessment.Use and recommend appropriate patient-reported outcome measures (e.g., Central Sensitization Inventory, Pain Catastrophizing Scale, DAS, PSEQ, Tampa Kinesiophobia Scale) to guide treatment planning and monitor progress.Encourage the use of bowel and bladder diaries to identify patterns and connections between symptoms and lifestyle factors in patients with chronic pelvic pain.Provide pain neuroscience education to patients, emphasizing the role of central sensitization and the importance of addressing inflammatory load through sleep, stress management, and non-nociceptive movement.Review and reference the section on pelvic venous disorders in the vulvar pain module when assessing patients with post-coital pain, heaviness, or dragging sensation with prolonged standing.Consider the use of 3D anatomy models during patient education to facilitate understanding and empowerment.In the module, provide a detailed review of the physical exam, including tests for the abdominal wall (e.g., screening for hernias, Carnett's test).Emphasize the importance of a holistic, interdisciplinary, and patient-centered approach to goal setting and treatment planning for chronic pelvic pain patients.Want to learn more? The updated Pelvic Pain Assessment module is live now - if you're already enrolled, you have access to it now, and if you'd like to join us to explore the new modules on assessment, vulvar pain and sexual health as well as the upcoming new and expanded module on endometriosis, bladder pain syndrome and pudendal neuralgia then visit CelebrateMuliebrity.com and join us before the price increases next month to reflect the extra content (for clarity, if you're already a student, you'll automatically get the upgrade!)

Dr. Henry Miller criticizes the anti-vaccine stances of cabinet officials, calling it "statistical murder." He argues for maintaining mandates to ensure herd immunity and protect vulnerable populations against diseases like COVID. (13/16)1918

1. Support for Law Enforcement during Police Week Highlights bipartisan legislation to improve benefits for officers and their families. A specific bill aims to: Speed up death/disability benefit decisions (within 270 days). Expand eligibility to partially disabled officers. Core message: Police deserve greater respect, faster support, and fulfilled government commitments. 2. Fixing Bureaucratic Delays The current system for officer benefits is described as slow and inefficient, with cases delayed for years. The proposed reforms are framed as a common-sense fix to government inefficiency. Key theme: Government failure vs. responsibility to public servants. 3. “Trey’s Law” (Child Sexual Abuse Reform) Inspired by a victim who was silenced by a legal non-disclosure agreement (NDA). The law would: Ban NDAs that silence child sexual abuse victims. Ensure victims can speak freely about their abuse. Already passed in multiple states; advancing federally. Central idea: Protect victims and prevent legal systems from enabling abuse. 4. Human Rights Pressure on China A bipartisan Senate resolution calls on the U.S. President to: Advocate for release of political prisoners in China. Focus especially on: Religious leaders (Christian pastors) Pro-democracy activist Jimmy Lai Passed unanimously (100–0), signaling strong political unity. Strategy: Use unified U.S. political pressure as leverage in foreign diplomacy. 5. Foreign Policy Goals with China Broader objectives mentioned: Encourage China to influence Iran. Expand U.S. trade (e.g., agriculture, Boeing deals). Promote American economic interests. 6. Criticism of The New York Times & Israel Lawsuit Israel is suing The New York Times for defamation. Allegations center on a controversial column accusing Israel of abuses. The reporting is false, biased, and politically motivated. Media outlets are misrepresenting facts about Israel and Hamas. Please Hit Subscribe to this podcast Right Now. Also Please Subscribe to the 47 Morning Update with Ben Ferguson and The Ben Ferguson Show Podcast Wherever You get You're Podcasts. And don't forget to follow the show on Social Media so you never miss a moment! Thanks for Listening YouTube: https://www.youtube.com/@VerdictwithTedCruz/ Facebook: https://www.facebook.com/verdictwithtedcruz X: https://x.com/tedcruz X: https://x.com/benfergusonshowYouTube: https://www.youtube.com/@VerdictwithTedCruzSee omnystudio.com/listener for privacy information.