Podcasts about Formal

When Andrew Blackmon couldn't find a rental tuxedo that actually fit, he didn't just start a company—he rebuilt the entire formalwear supply chain from scratch, turning a strip-mall industry into a nine-figure business with seven flagship stores and showrooms in more than 40 Nordstrom locations. For more on The Black Tux and show notes click here Subscribe and watch Shopify Masters on YouTube!Sign up for your FREE Shopify Trial here.

Andy Burnham is hurtling towards Number 10 on Monday, and there are serious concerns that the country doesn't know what it is getting itself into with him steering the ship. Cabinet predictions are coming in thick and fast, with concerns that Ed Miliband will become the chancellor as the worst-case scenario, and the foreign secretary in the best case. There are also talks of Shabana Mahmood taking on the purse strings, despite critics saying she doesn't have the CV for it. Jeremy also talks Royals and the tragedy that was the World Cup England v Argentina game. The guest lineup for today includes: Formal special advisor to the Conservatives, Charlie Rowley, independent MP for Hull East, Karl Turner, Talk's International editor, Isabel Oakeshott, political commentator, Benedict Spence, TalkSPORT reporter, Max Scott, and royal biographer, Angela Levin. Hosted on Acast. See acast.com/privacy for more information.

"Listen more than you talk." "Try to be as inclusive as possible." "Transparency at all times, especially in bad times." "The founder is the mood maker." "Leadership is all about providing clarity, providing direction, but also letting the individual get to that endpoint themselves."   Sean Travers is the Founder and Representative Director of MESHD, a Tokyo-based executive search firm specialising in deep technology. The company works extensively with Japanese corporations operating in robotics, industrial automation, mobility, artificial intelligence, machine learning and other advanced engineering fields. Born in the United Kingdom and raised in Perth, Western Australia, Travers began his career selling large-scale capital equipment to the mining and resources sector. The work involved multimillion-dollar transactions, extensive travel to remote mining sites and direct negotiations with tough, highly practical decision-makers. This environment shaped his early commercial instincts, resilience and results-oriented leadership style. After marrying his Japanese wife and starting a family, Travers moved to Tokyo more than 20 years ago. With limited Japanese-language ability and few obvious career options for a foreign professional at the time, he entered recruitment. He subsequently built a career in specialist executive search, including establishing the Japan operation of a global energy recruitment company. The 2015 oil and gas downturn became a defining moment. Despite the Japan business performing well, Travers was instructed by overseas headquarters to decide within 24 hours which employees should be terminated. The experience convinced him that even a successful local leader remained vulnerable to decisions made by distant executives. He eventually launched his own company with several long-standing colleagues. Over the following decade, Travers expanded beyond conventional executive search. His businesses have helped establish and incubate specialist recruitment ventures, including firms focused on software, chemicals and hospitality. His leadership journey in Japan has required him to move from a highly directive, perfectionist management style towards a more inclusive approach built on listening, transparency, autonomy, trust and cultural adaptability.   Sean Travers' leadership journey in Japan began far from Tokyo's corporate offices. Raised in Western Australia, he learned to sell multimillion-dollar capital equipment in the mining and resources industry. Success depended on abandoning formal appearances, visiting remote worksites and earning credibility with blunt, experienced equipment operators. It was a demanding commercial education that rewarded toughness, directness and persistence. Those qualities later helped Travers succeed in executive recruitment, but they also created leadership challenges. After moving to Japan more than 20 years ago, he entered the recruitment industry and eventually took responsibility for teams and entire business operations. His initial approach was highly prescriptive. As a perfectionist, he expected employees to follow the methods that had worked for him. Team members with similar personalities often performed well, but many others struggled. Feedback from his manager and trusted friends forced Travers to reconsider his assumptions. Leadership could not be based on expecting everyone to respond to the same instructions, pressure or communication style. He gradually became more attentive to individual differences, emotional reactions and the need to adapt his expectations. This remained compatible with accountability, but it required him to separate high performance standards from unnecessarily militant behaviour. Leading Japanese employees created another layer of complexity. In meetings, employees might nod, indicate understanding and appear to agree, only for Travers to discover later that they did not understand, support or trust the direction. He learned that setting a clear objective was not enough. Leaders must ask questions that confirm understanding, create alternative channels for feedback and consult trusted internal colleagues who can explain how a message was actually received. This awareness also influenced the way he recruited people into his own company. Joining a new boutique recruitment firm involves considerable perceived risk, especially in Japan, where candidates may consult family members and carefully assess a company's stability. Travers found that trust could not be created through a single persuasive interview. Some candidates required regular discussions over 18 to 24 months before they were ready to join. Rather than continually selling the opportunity, he shared honest updates about clients, target industries, business progress and organisational challenges. His commitment to the team was tested during COVID-19. When revenues fell, Travers and his leadership group chose salary deferments rather than headcount reductions. Travers personally went without a salary for approximately two and a half years. The decision reflected both loyalty and commercial logic. Experienced recruiters require considerable time and investment before becoming productive, and rebuilding the team after the recovery would have been expensive and disruptive. Transparency became central to maintaining engagement. However, Travers does not interpret transparency as disclosing every concern to every employee. Leaders must judge which information should be shared across the organisation and which should remain within the leadership team. The purpose is to provide enough truth for employees to understand decisions without creating unnecessary fear or instability. As the company grew, Travers also had to create opportunities for quieter employees to contribute. Weekly all-hands meetings were useful, but the same confident people tended to speak. He therefore began arranging individual lunches and conversations with team members who were less likely to contribute publicly. Anonymous surveys and live digital voting also provided safer channels for candid feedback. The company's culture evolved with its needs. Its early atmosphere was highly sales-driven and dominated by aggressive dealmaking. Travers recognised that a business composed only of competitive "hunters" would struggle to attract the broader mix of people needed for sustainable growth. Team lunches, off-sites, greater financial visibility and discussions about employees' backgrounds and ambitions helped create a more balanced environment. Travers believes the founder's behaviour has a disproportionate impact in a smaller company. The founder becomes the organisation's "mood maker". A leader who arrives visibly discouraged or negative can lower the energy of the entire workplace. Leadership therefore includes the discipline to demonstrate constructive energy even during difficult periods. His advice to new foreign leaders in Japan is grounded in this experience: listen more than they talk, include people without placing them under uncomfortable pressure and remain transparent, particularly when circumstances deteriorate. Japanese-language ability helps, but it does not guarantee success. Character, attitude, discipline and the willingness to understand people matter more. Ultimately, Travers defines leadership as establishing the destination and providing the emotional support, clarity and guardrails that allow others to reach it. Leaders should give employees autonomy, trust them to perform and provide direct feedback when they deviate. The leader sets the endpoint, but the individual must have room to determine the route. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires close attention to what is not stated directly. Travers discovered that apparent agreement in a meeting may not represent genuine understanding, commitment or trust. Japanese employees may nod, acknowledge an instruction and avoid openly challenging a senior leader, while privately remaining uncertain or unconvinced. This makes confirmation essential. A leader cannot simply deliver a clear message and assume it has landed. Questions must be used to test understanding without creating embarrassment. Trusted internal supporters can also provide valuable insight into how particular employees interpreted the discussion. Indirect feedback is especially important. Travers has used respected colleagues to speak privately with employees and uncover concerns that might never be raised in a formal meeting. This resembles a practical form of nemawashi: gathering reactions, identifying resistance and building alignment through quieter conversations before expecting visible consensus. Trust also takes time. Employees and candidates may evaluate not only the leader but also the organisation's long-term stability. Consistent behaviour, repeated contact, honest business updates and a willingness to acknowledge mistakes are more persuasive than a polished recruitment pitch or inspirational speech. Why do global executives struggle? Global executives often struggle because they transfer a leadership formula that succeeded elsewhere without adapting it to the people or context in Japan. Travers initially relied on the direct, forceful style he had developed in Western Australia. He assumed that employees would succeed by following the same methods that had produced his own results. This approach worked with a minority of employees who shared his temperament, but it was ineffective for many others. The experience demonstrated that leadership success is not automatically transferable. The leader must adjust communication, coaching and expectations according to the individual. Foreign executives may also misinterpret politeness as commitment. A meeting can appear successful because no one objects, yet employees may leave without believing in the decision. Executives who dominate discussions, speak too quickly or fail to invite quieter voices may unknowingly suppress the information they need. Another common mistake is treating Japanese-language proficiency as the primary solution. Language is useful, but a fluent executive who lacks humility, emotional intelligence or cultural awareness can still fail. Attitude and behaviour determine whether language becomes a bridge or merely another tool for issuing instructions. Is Japan truly risk-averse? Travers' experience suggests that caution in Japan is often rational rather than inherently risk-averse. A candidate considering a boutique recruitment company must evaluate whether the organisation will survive the next economic downturn. Recruitment is cyclical and frequently acts as a canary in the coal mine: hiring freezes arrive early when an industry begins to weaken. Employees may also seek advice from parents, grandparents, former colleagues or trusted senpai before changing jobs. From a Western perspective, this can look excessively conservative. From the candidate's perspective, however, employment decisions affect family stability, professional reputation and long-term security. Travers responded by extending the courtship process. Some potential hires remained in conversation with the company for 18 to 24 months. During that period, he did not merely sell the role. He provided evidence about the company's clients, industries, performance, challenges and direction. The COVID-19 response also demonstrated how leadership can reduce uncertainty. Rather than cutting employees immediately, the company introduced salary deferments and preserved the team. This decision created risk for the founder, who received no salary for approximately two and a half years, but it provided greater security for employees and positioned the organisation to recover without rebuilding its workforce. What leadership style actually works? Travers advocates an adaptive style that combines direction, accountability, empathy and autonomy. His early top-down approach was too rigid. Over time, he learned that empathy does not require abandoning standards and accountability does not require brutality. The leader must first clarify the endpoint. Employees need to understand where the organisation is today, where it intends to be in the future and which outcomes define success. The leader then provides guardrails and emotional support while allowing individuals to determine how they will reach the destination. Inclusion is also essential. Leaders should actively invite participation from people who do not naturally dominate meetings. Travers uses individual lunches, direct questions, anonymous surveys and live voting to gather ideas from a wider cross-section of the company. He also believes that leaders should explain the reasoning behind decisions, especially when acknowledging mistakes. Employees may disagree with the conclusion, but understanding the decision-making process increases respect and trust. Admitting an error does not necessarily diminish authority. When combined with ownership and a credible explanation, it can strengthen leadership credibility. How can technology help? Technology can create safer and more democratic channels for employee input. In traditional meetings, seniority, confidence and communication style can determine whose ideas are heard. The same employees may repeatedly raise their hands, while quieter people remain invisible. MESHD has used anonymous post-event surveys and real-time digital voting to overcome this limitation. Employees can express support or opposition without being identified publicly. This allows the organisation to measure sentiment more accurately and reduces the pressure to follow the most senior or outspoken person. Technology does not replace personal leadership. Travers still values one-to-one lunches, informal conversations and feedback gathered through trusted colleagues. Digital tools are most effective when they complement human relationships and provide additional routes for honest communication. The broader lesson is that decision intelligence improves when leaders diversify their information sources. Formal meetings, private conversations, anonymous data and operational results each reveal different aspects of organisational reality. Leaders who rely on only one channel risk making decisions from incomplete information. Does language proficiency matter? Japanese-language ability helps foreign leaders communicate, form relationships and understand more of what is happening around them. Travers speaks Japanese and considers it an advantage. However, he does not believe that language proficiency guarantees leadership success. Character, attitude and discipline matter more. Employees observe how a leader responds under pressure, whether commitments are honoured, whether mistakes are acknowledged and whether the leader listens sincerely. These behaviours build or destroy trust regardless of vocabulary level. A leader who speaks imperfect Japanese but demonstrates respect, curiosity and consistency may be more effective than a fluent speaker who assumes language ability provides complete cultural understanding. Fluency can help a leader access information, but it cannot substitute for humility or good judgement. Foreign executives should therefore study Japanese while also developing deeper listening skills. They need to notice hesitation, indirect disagreement and the absence of expected follow-through. Communication success should be measured by shared understanding and action, not by the leader's ability to complete a conversation in Japanese. What's the ultimate leadership lesson? Travers' central leadership lesson is that the leader provides clarity and direction without controlling every step. The organisation may be at point A today and aiming for point Z in two years. The leader must define Z, explain why it matters and create the conditions in which employees can move towards it. Those conditions include emotional support, trust, autonomy and honest feedback. Employees should know the guardrails and performance measures, but they should also have room to use their judgement. When they make mistakes, the leader must respond directly and constructively rather than taking back all control. Leadership also requires personal accountability. Travers learned to admit when decisions had produced negative consequences and to explain the reasoning that led to them. Employees generally responded with greater understanding than he expected. Finally, leadership is visible. In a smaller organisation, the founder's energy affects everyone. The leader becomes the mood maker, particularly during uncertainty. Listening, inclusion, transparency and constructive energy are therefore not occasional techniques. They are daily responsibilities that shape whether people trust the direction and choose to follow. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Como siempre, pueden disfrutar al completo de todas las canciones de hoy en este enlace.

In this episode of KSL Brightside Afterparty, guest host Valerie Cameron from the KSL Movie Show joins us. On this episode, we discuss a beachgoer's real-life “Top Gun” experience. We have an update from Yellowstone about the Bison who attacked a man over the weekend. And Ethan sees a kindred spirit in a shirtless man who attacked a Waymo in downtown L.A.

In today's lesson, we're going to look at 10 must-know Luxembourgish phrases that native speakers use all the time. These are the kinds of expressions you'll hear at work, when you're out with friends, or just chatting with family.The goal is to help you sound more natural and feel more comfortable in everyday conversations. And as a bonus, once you start recognizing these phrases, you'll also find it much easier to understand native speakers - even when they speak quickly. If that's something you struggle with, I've shared more about it here: Why is spoken Luxembourgish hard to understand.So let's dive in and start making your Luxembourgish sound more natural from today.

Mexico is taking the extraordinary step of filing formal criminal complaints in the United States over the deaths of Mexican nationals during ICE operations, while also pursuing civil lawsuits against private immigration detention companies. The move comes as outrage grows over the killing of longtime Houston resident Lorenzo Salgado Araujo and after the U.N. High Commissioner for Human Rights called for independent investigations into deaths and alleged excessive use of force during U.S. immigration enforcement. Dina Doll reports. Visit https://meidasplus.com for more! Remember to subscribe to ALL the MeidasTouch Network Podcasts: MeidasTouch: https://www.meidastouch.com/tag/meidastouch-podcast Legal AF: https://www.meidastouch.com/tag/legal-af MissTrial: https://meidasnews.com/tag/miss-trial The PoliticsGirl Podcast: https://www.meidastouch.com/tag/the-politicsgirl-podcast Cult Conversations: The Influence Continuum with Dr. Steve Hassan: https://www.meidastouch.com/tag/the-influence-continuum-with-dr-steven-hassan The Weekend Show: https://www.meidastouch.com/tag/the-weekend-show The Ken Harbaugh Show: https://meidasnews.com/tag/the-ken-harbaugh-show Majority 54: https://www.meidastouch.com/tag/majority-54 On Democracy with FP Wellman: https://www.meidastouch.com/tag/on-democracy-with-fpwellman Uncovered: https://www.meidastouch.com/tag/maga-uncovered

According to canon law, filing the appeal lifts the excommunications until the appeal process is resolved.Sponsored by Nelson Insurance Advisorshttps://www.nelsonplan.comSources:https://substack.com/@returntotradition1Contact Me:Email: return2catholictradition@gmail.comSupport My Work:Patreonhttps://www.patreon.com/AnthonyStineSubscribeStarhttps://www.subscribestar.net/return-to-traditionBuy Me A Coffeehttps://www.buymeacoffee.com/AnthonyStinePhysical Mail:Anthony StinePO Box 3048Shawnee, OK74802Follow me on the following social media:https://www.facebook.com/ReturnToCatholicTradition/https://twitter.com/pontificatormax+JMJ+#popeleoXIV #catholicism #catholicchurch #catholicprophecy#infiltration

Mexicanos califican su satisfacción con la vida con 8.6, revela Inegi IMSS alcanza cifra histórica de casi 23 millones de empleosNASA identifica la montaña más alta del Sistema SolarMás información en nuestro podcast#grc

Send us Fan MailUnlock the secret to rapid growth in early childhood education—without burning out your team or drowning in disjointed systems. Laura Biederman, from Ebenezer's eight locations, reveals how she transitioned from classroom teacher to business leader, and the surprising lessons she learned along the way. If your expansion feels overwhelming or you're managing chaos with patchwork technology, this episode is your blueprint for smarter decisions and sustainable growth.Laura shares her candid journey. From being thrown into the deep end without formal management training to realizing she was actually running a business all along. She reveals the crucial shift in mindset needed to lead with confidence, make tough decisions sooner, and embrace the leadership role you might not feel fully prepared for. You'll also hear how her team uses personality assessments and streamlined systems to improve collaboration, reduce turnover, and create a healthier, more efficient workplace.Bamboo HR: https://www.bamboohr.com/homepage-customerLaura's email address: lbiederman@ebenezerchildcare.comDare to Lead book: https://www.amazon.com/Dare-Lead-Brave-Conversations-Hearts/dp/0399592520The personality compass:https://www.leadrighttoday.com/uploads/9/4/1/6/9416169/personalitycompassandtests.pdfThanks for Listening

El municipio de Bullas ha dado inicio a su programación de verano, una iniciativa que busca promocionar el patrimonio, la gastronomía y la cultura local a través de experiencias de enoturismo como las "catas a la fresca" en el jardín de la Casa Don Pepe y eventos especiales en rincones emblemáticos de Mula, como el convento de San Francisco. Esta oferta cultural ha coincidido con la celebración del Día Internacional del Caballo, efeméride que ha servido de hilo conductor para repasar éxitos musicales inspirados en los equinos, destacando figuras como Bonnie Tyler, por su labor en el rescate de caballos, o artistas como Patti Smith y María Dolores Pradera. Sin embargo, la jornada se ha visto ensombrecida por la actualidad trágica del incendio de Los Gallardos en Almería, que ha calcinado miles de hectáreas y ha provocado la pérdida de vidas humanas, movilizando a efectivos de la UME y el plan Infoca en labores de extinción y rescate.

Impulsan iniciativa para legalizar la eutanasia en CDMX IMSS registra cifra histórica de empleos en junioEmbajada de EE. UU. alerta por fraudes con IAMás información en nuestro podcast#grc

De acordo com especialistas, a Lei de Bases da Educação do país prevê a necessidade de massificação das línguas ancestrais nas escolas fortalecendo a identidade local

Segmento enfrenta desafios ligados à regularização ambiental, à rastreabilidade e ao cumprimento de critérios socioambientais cada vez mais valorizados pelos compradores.

United Kingdom correspondent Grace Thomas spoke to Lisa Owen about Prime Minister Keir Starmer issuing a formal government apology for thousands of historic forced adoptions in England and Wales, as well as the German government introducing tough new rules for workers making it harder to have a sick day.

The Smart 7 is an award winning daily podcast, in association with METRO, that gives you everything you need to know in 7 minutes, at 7am, 7 days a week…With over 20 million downloads and consistently charting, including as No. 1 News Podcast on Spotify, we're a trusted source for people every day and we've won Gold at the Signal International Podcast awardsIf you're enjoying it, please follow, share, or even post a review, it all helps... Today's episode includes the following:https://x.com/PolitlcsUK/status/2072643539008197109/video/1 https://x.com/SkyNews/status/2072665516116771117/video/1 https://x.com/BBCPolitics/status/2072678220676080047/video/1 https://x.com/Channel4News/status/2072653838968901758/video/1 https://x.com/BBCr4today/status/2072594508651409432/video/1 https://x.com/i/status/2072698385446949343 https://x.com/i/status/2072706806950887488 https://x.com/i/status/2072711510023917948https://youtu.be/FqDj1g4yn6s Contact us over @TheSmart7pod or visit www.thesmart7.com or find out more at www.metro.co.uk Voiced by Jamie East, using AI, written by Liam Thompson, researched by Lucie Lewis and produced by Daft Doris. Hosted on Acast. See acast.com/privacy for more information.

"Leadership is probably the ability to influence in a positive way." "There is no the right way or the wrong way; there is the best way." "What I do not accept is people not trying." "Status quo is a no-go." "A good leader would be able to grow not just a company, but also grow the people." Christian Baudat is Country General Manager Japan for The Ascott Limited, one of the world's leading serviced residence and hospitality groups. A graduate of the École hôtelière de Lausanne in Switzerland, he began his international hotel career with Hilton in Tokyo in 1985. His career has included senior leadership and general management roles in Japan, Singapore, Switzerland, the United Arab Emirates and across the wider Middle East and North Africa region. Baudat has led hotel openings, major rebranding projects, operational turnarounds and large-scale teams, including roles at Hilton Tokyo, Hilton Tokyo Bay, Hilton Nagoya, Hilton Tokyo, Hilton Fukuoka Sea Hawk and Hilton Tokyo Odaiba. Before joining Oakwood and subsequently leading Ascott's Japan operations, he served as a regional vice president for Rotana, overseeing more than twenty properties across several countries. His long career in Japan has given him a practical understanding of how to combine global hospitality standards with Japanese expectations around respect, harmony, communication and customer service. Christian Baudat's leadership journey began with a desire to leave his small Swiss hometown and see the world. After graduating from the École hôtelière de Lausanne, he entered the Hilton management trainee programme and arrived in Tokyo in 1985. His first assignment in Shinjuku placed him immediately inside one of the world's most demanding hospitality markets. Over the following decades, he built an unusually broad career across hotel openings, restaurant operations, rebranding assignments, general management roles and regional leadership responsibilities in Japan, Singapore, Switzerland and the Middle East. His leadership philosophy has been shaped by the realities of working across cultures and by the particular communication dynamics of Japan. One of his earliest lessons was that agreement cannot be assumed simply because someone says "yes". In Japanese business, "hai" can mean that a message has been heard, rather than that it has been accepted or that action will follow. Baudat therefore places great importance on validation. For him, leadership requires checking whether people truly understand the intent behind a message, whether they believe in it and whether the message has travelled accurately through the organisation. This is especially important in hierarchical organisations, where messages can become diluted as they pass through middle management. Baudat avoids relying solely on formal reporting lines. He spends time close to the operational frontline, speaks directly with associates, observes service delivery and confirms whether leadership messages remain alive at lower levels of the organisation. This approach is not intended to undermine managers. Rather, it is a way of ensuring that leaders understand what is happening in reality, not merely what appears in reports or formal meetings. Baudat also emphasises that directness must be balanced with humility and respect. Early in his career, he encountered experienced colleagues who regarded a young foreign manager as a possible threat. He learned that authority alone would not create commitment. Respecting experience, acknowledging expertise and demonstrating a willingness to learn were essential. Even when disagreement occurred, he found it important to return to the conversation, restore working relationships and avoid allowing conflict to become permanent. His experience also highlights the changing nature of work in Japan. In the past, employees in hospitality often had fewer career alternatives and might have accepted traditional expectations more readily. Today, employees are more likely to assess whether a role fits their aspirations, lifestyle and values. Talent shortages have also shifted the balance of power. Leaders can no longer assume that staff are easily replaceable. Instead, they need to understand why people are struggling, whether a role suits their strengths and how coaching, support or reassignment may unlock their potential. This creates a new leadership imperative. Rather than dismissing employees who do not immediately fit a conventional model, leaders must be curious. They need to diagnose whether a problem comes from poor instructions, insufficient training, unclear expectations, different personal values or an unsuitable role. Baudat sees this as a central responsibility of contemporary leadership: giving people a genuine chance to improve while maintaining clear standards. Innovation is another key theme in his approach. Baudat encourages people to look beyond their own industry, observe trends in fashion, retail, technology and food, and bring fresh ideas into hospitality. He believes that leaders must create an environment in which experimentation is protected. In Japan, uncertainty avoidance can make people reluctant to suggest ideas that might fail. Effective leaders must provide air cover, take responsibility for sensible experiments and ensure that people receive credit when their ideas succeed. Leadership, in Baudat's view, is not about being the source of every answer. It is about creating the conditions in which people can contribute, learn and grow. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires a high level of sensitivity to indirect communication, hierarchy and harmony. Baudat's central lesson is that apparent agreement should be checked rather than assumed. A response of "yes" may indicate that someone has heard a message, not that they support it or intend to act on it. Leaders must validate understanding through follow-up conversations, observation and direct contact with the people responsible for execution. The Japanese emphasis on consensus can make nemawashi especially important. Before a major decision is formally announced, informal groundwork often helps leaders understand concerns, identify resistance and build alignment. Formal processes such as ringi-sho may represent the visible decision process, but the real work of consensus-building often happens earlier through respectful discussion and relationship management. Why do global executives struggle? Global executives can struggle when they arrive with strong assumptions, immediate solutions and little patience for local context. Baudat believes that leaders entering Japan should not assume the organisation is broken or that overseas experience automatically provides the correct answer. His preferred approach is a structured ninety-day process: the first month is spent absorbing information, the second month processing what has been learned and the third month communicating direction and beginning execution. The mistake is to act before understanding the people, the history and the operating culture. Leaders need to recognise what existing employees have already achieved and respect the systems that have kept the organisation functioning. Change is sometimes necessary, but change imposed without listening can create resistance, confusion and disengagement. Is Japan truly risk-averse? Japan has a strong preference for reliability, quality and avoiding visible errors. This can make people reluctant to experiment, particularly when mistakes may affect reputation or create embarrassment. However, Baudat does not believe that this means Japanese organisations cannot innovate. The issue is not an absence of ideas. It is the need for leaders to create psychological safety around testing, learning and adjusting. He makes a clear distinction between failure and not trying. Experiments may not always succeed, but standing still is not acceptable. Leaders must demonstrate that responsible attempts will be supported. When an innovation does not work, the response should be to examine the learning, refine the idea or move on, rather than punish the person who took the initiative. What leadership style actually works? Baudat advocates a leadership style built on visibility, respect, personal credibility and practical support. He does not believe leaders should remain in an office and manage only through reports. He prefers to walk the operation, speak with people, recognise good work and identify issues quickly. When serious matters arise, he handles them privately and respectfully rather than publicly embarrassing someone. His style also includes being mindful of personal presence. A senior leader's authority, physical presence, tone of voice and communication style can all be intimidating. Baudat has learned to reduce unnecessary barriers by sitting with people rather than speaking down to them, moving away from a formal desk setting and creating a calmer environment for important conversations. How can technology help? Technology can strengthen decision intelligence by helping leaders see patterns, identify operational issues and make better-informed choices. Data, AI tools and digital twins may enable hospitality organisations to test service flows, anticipate demand, model staffing needs and evaluate guest preferences. However, Baudat's experience suggests that technology cannot replace human judgement, frontline observation or emotional intelligence. Hospitality remains a people business. Technology may improve speed, consistency and insight, but leaders still need to understand staff, guests and the human realities behind operational data. The strongest use of technology is therefore to support better conversations and better decisions, not to remove leaders from the people they lead. Does language proficiency matter? Japanese language ability is valuable, particularly for leaders who intend to remain in Japan for the long term. It signals commitment, reduces communication distance and helps leaders pick up nuance. Baudat learned Japanese out of necessity when he was responsible for large teams with limited English ability. He acknowledges that language skills need not be perfect to be useful. The important point is whether the message can be understood. At the same time, language proficiency is not the first requirement for success. A leader without strong Japanese can still listen carefully, observe body language, work with trusted interpreters and remain alert to tone, silence and context. The most important ability is not speaking every word perfectly. It is understanding what is really being communicated. What is the ultimate leadership lesson? For Baudat, leadership is the ability to influence people and the environment in a positive way. It requires trust, growth and humanity. A good leader grows the company, but also grows the people within it. High intelligence alone is not enough. Leaders with low emotional intelligence may achieve results temporarily, but they risk becoming isolated and losing the confidence of the people around them. The ultimate leadership lesson is that influence is earned. It is earned through listening, keeping promises, supporting people when they face obstacles, recognising their contribution and having the courage to make difficult decisions when necessary. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Research reveals a worrying trend regarding the wellness of HR. While HR professionals are tasked with managing company culture and supporting workforce wellness, the vast majority of us lack adequate support. Clinical psychologist Dr. Jo Burrell shares insights from three years of research to highlight how organizational systems can better HR from chronic stress. Here are some of what she had to share: - Only 13% of HR professionals feeling well-supported at work and this metric has not moved. - But HR professionals who feel supported experience fewer mental health issues, take less sick leave, and are far less likely to leave the profession. - While chatting with friends helps, formalized systems like peer supervision and coaching make sure we move the dial. - Connecting with others in HR normalizes our challenging professional experiences. - Action needs to come from three places: individual, employer, and associations. 00:00 Intro 00:59 The numbers aren't changing 03:40 Support matters 06:30 Our normal approaches don't work 08:58 Formal versus informal support 11:33 Support frameworks 14:06 When you don't trust your manager 15:39 Three levels of responsibility 20:26 Facilitation compared to DIY 22:32 If you're solo 25:13 Connect with Jo and learn more **Find Dr. Jo Burell** Website: https://www.ultimateresilience.co.uk/ LinkedIn: https://www.linkedin.com/in/dr-jo-burrell-04901a96/ **Find Andrea (me)** Website: https://thehrhub.ca/ LinkedIn: https://www.linkedin.com/in/andrea-adams1/

Mandy Weiner speaks to Dr Azar Jammine, Chief Economist at Econometrix reflecting on the non-informal agricultural sector shedding 120 000 jobs between March 2025 and March 2026. They also reflect on what needs to be done in order to create more jobs. The Midday Report with Mandy Wiener is 702 and CapeTalk’s flagship news show, your hour of essential news radio. The show is podcasted every weekday, allowing you to catch up with a 60-minute weekday wrap of the day's main news. It's packed with fast-paced interviews with the day’s newsmakers, as well as those who can make sense of the news and explain what's happening in your world. All the interviews are podcasted for you to catch up and listen to. Thank you for listening to this podcast of The Midday Report Listen live on weekdays between 12:00 and 13:00 (SA Time) to The Midday Report broadcast on 702 https://buff.ly/gk3y0Kj and on CapeTalk https://buff.ly/NnFM3Nk For more from The Midday Report, go to https://buff.ly/BTGmL9H and find all the catch-up podcasts here https://buff.ly/LcbDdFI Subscribe to the 702 and CapeTalk daily and weekly newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567See omnystudio.com/listener for privacy information.

Catch Up on the latest leading news stories around the country with Mandy Wiener on Midday Report from 12:00 to 13:00. The Midday Report with Mandy Wiener is 702 and CapeTalk’s flagship news show, your hour of essential news radio. The show is podcasted every weekday, allowing you to catch up with a 60-minute weekday wrap of the day's main news. It's packed with fast-paced interviews with the day’s newsmakers, as well as those who can make sense of the news and explain what's happening in your world. All the interviews are podcasted for you to catch up and listen to. Thank you for listening to this podcast of The Midday Report Listen live on weekdays between 12:00 and 13:00 (SA Time) to The Midday Report broadcast on 702 https://buff.ly/gk3y0Kj and on CapeTalk https://buff.ly/NnFM3Nk For more from The Midday Report, go to https://buff.ly/BTGmL9H and find all the catch-up podcasts here https://buff.ly/LcbDdFI Subscribe to the 702 and CapeTalk daily and weekly newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567See omnystudio.com/listener for privacy information.

This week on Conflict Managed we welcome Gavin McMahon. Together we explore: Is this a technology problem or a people issue? Formal vs. informal practices (how it should work vs. how it does work) Boiling down business to the most basic parts Leadership storytelling: leadership – the choices I make; storytelling – the amplification of those choices through stories Developing collective good habits (culture) through storytelling Building story narratives (showing), instead of telling ‘Why it's good' meetings What's better this week than next week? Improvement by inches. Conflict Managed is available wherever you get your podcasts and on YouTube @3pconflictrestoration Gavin McMahon builds things. Once, it was submarines, sports cars, and steel plants—big, complex systems built on logic and precise plans. But plans have a funny way of falling apart when people get involved. As Gavin tried to figure out why, one truth became clear: People don't move without a story. Business is more than just strategy and execution—it is persuasion and inspiration too. So he switched gears, traded engineering for business, and earned an MBA in Innovation, Strategy & Information Technology from the Institute Theseus in France. Today, as CEO and co-founder of fassforward, he helps companies shape strategy, leadership, and culture through storytelling. Over the years, he's worked with some of the world's biggest brands and learned that even the best ideas will go nowhere if they aren't told well. Now, he's written a book about it, Story Business: Why Stories Rule the World and How They Can Reinvent Your Business. In Story Business, Gavin McMahon takes you on a journey from ancient cave paintings to billion-dollar tech unicorns, revealing how storytelling is a powerful—and undervalued—tool for driving business success.   Conflict Managed is produced by Third Party Workplace Conflict Restoration Services and hosted by Merry Brown. #ConflictManagement #WorkplaceCulture #Communication #Connection #Podcast

"I think what I know now is to be a little more slow." "My style was to steal the best from Japan and the U.S." "What I would do is pick your fights." "Someone who can make a decision without all the information." "A leader can function gracefully with an abundance of ambiguity." Robert Roche is the President and CEO of Oak Lawn Marketing, the company behind the Shop Japan brand. His career in Japan began as an exchange student at Nanzan University in Nagoya, followed by law school in Denver and further study in Nanzan's law department. He returned to Japan without a conventional corporate career path and built his business through persistence, experimentation and a willingness to learn from failure. Early ventures in importing were unsuccessful, but they led to the creation of H&R Consultants and eventually Oak Lawn Marketing. Roche helped pioneer the infomercial and direct-response television shopping model in Japan, building a major business from Nagoya before it became widely known in Tokyo's foreign business community. He later established Acorn International in China, adapting a related television-shopping model to a very different market. His career reflects deep adaptability across Japan, China, media, retail, entrepreneurship and large-company partnerships, including working with NTT Docomo as a major shareholder in the business. Robert Roche's business story is a powerful lesson in entrepreneurial leadership, cultural adaptability and decision-making under uncertainty. His path did not begin with a polished strategy, venture capital or a prestigious corporate appointment. It began with an exchange programme at Nanzan University in Nagoya, an interest in Japan, a willingness to learn Japanese and an instinct that he could build something of value despite having no obvious roadmap. His first ventures were failures. Imported clamshells for cultured pearls did not work. Neon clocks did not work. The experience gave Roche an early and memorable lesson: buying products is easy; selling them is difficult. Rather than treating these setbacks as reasons to retreat, he used them as practical education. That resilience later became central to the development of Oak Lawn Marketing and Shop Japan. The company's breakthrough came through television shopping. Roche initially sold parallel-imported products such as Tiffany goods and Lands' End bags, before being introduced to Japanese television retailing. He had to learn every part of the operation: presenting products on television, answering calls, packing goods, applying shipping labels and even cleaning the office. The experience gave him an unusually grounded understanding of direct-response retail. It also demonstrated that leadership credibility is built when leaders understand the real work of the organisation. As the business grew, Roche and his colleagues recognised an opportunity in imported infomercials. They secured products that were already successful overseas, localised them for Japan and bought television time to reach Japanese consumers directly. Oak Lawn Marketing became a Japan market-entry specialist, acquiring exclusive rights to successful products and adapting media, language, labels, customer service and fulfilment for the Japanese market. Growth created new leadership challenges. Roche describes a company that scaled quickly, often without elegant systems or conventional management infrastructure. Recruiting was difficult in Nagoya, and hires from elite corporations often struggled with the radically different pace, ambiguity and hands-on demands of an entrepreneurial company. He learned that individuals needed the right cultural bridge before moving from highly structured institutions into a fast-moving, experimental business. Roche's leadership evolved over time. Earlier in his career, speed, impatience and relentless momentum helped propel the company forward. Later, he realised that patience, long-term planning, automation and more thoughtful communication were equally important. His experience in China reinforced this lesson. Japan required encouragement for people to take initiative; China often required leaders to channel intense entrepreneurial energy. He came to see the two markets as yin and yang: both dynamic, but requiring very different leadership responses. His ultimate leadership definition is especially relevant for executives in Japan: leadership is the ability to make decisions without complete information and to function gracefully amid ambiguity. It is a lesson that combines entrepreneurship, cultural intelligence, decision intelligence and the humility to understand that there are multiple valid paths to the same goal. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires an appreciation of process, relationships and organisational harmony. Formal authority alone is rarely enough. Effective leaders need to understand how nemawashi, informal consensus-building, supports later decisions; how ringi-sho processes formalise approval; and how trust is often built through consistent behaviour rather than forceful declarations. Roche's experience shows that Japanese workplaces can contain deeply valuable traditions of respect, service and collective responsibility. The aim is not to discard these practices as outdated, but to distinguish useful traditions from unproductive ones. Why do global executives struggle? Global executives often struggle because they mistake unfamiliarity for inefficiency. A leader arriving from headquarters may see different communication patterns, slower consensus-building or less visible individual initiative and conclude that the organisation lacks capability. Roche argues that this reaction misses the point. Japan has a high-quality workforce, strong attitudes towards responsibility and significant organisational knowledge. The challenge is to separate material differences from immaterial differences and to avoid imposing headquarters habits where they do not improve results. Is Japan truly risk-averse? Japan is often described as risk-averse, but Roche's experience suggests a more nuanced view. The issue is not necessarily fear of risk; it is uncertainty avoidance and the preference to reduce exposure before acting. In a direct-response television business, decisions had to be made rapidly, media had to be purchased and products had to be tested before perfect information was available. This required a more entrepreneurial rhythm. Japanese organisations can act decisively when leaders provide enough context, credibility and confidence that the downside is understood and managed. What leadership style actually works? Roche's preferred style blends the best aspects of Japan and the United States. It values work ethic, respect, disciplined execution and attentiveness to detail, while also encouraging speed, experimentation and direct accountability. It avoids a simplistic choice between command-and-control leadership and consensus-only leadership. The most effective approach is situational: clear about outcomes, flexible about pathways and patient enough to allow people to contribute. It also requires the discipline not to react emotionally when employees lack historical knowledge or make uninformed comments. How can technology help? Technology can help organisations become more deliberate rather than merely faster. Roche sees a need for greater understanding of data science, sales technology, algorithms, automation and decision intelligence. Digital twins, predictive modelling and customer data can help organisations test offers, improve fulfilment, forecast demand and reduce wasted effort. However, technology is not a replacement for judgement. It should support better decisions, not create false certainty. Leaders still need to assess ambiguity, understand customers and make choices before all information is available. Does language proficiency matter? Language proficiency matters because it signals effort, respect and a willingness to understand the local environment. Roche's Japanese enabled him to build relationships, negotiate with regional media figures and understand the realities of Japanese business beyond the expatriate bubble. Full fluency is not the only requirement, but even a practical level of Japanese can deepen trust and reduce distance. It also helps global executives recognise the important difference between what is said formally and what is communicated through context, timing and relationships. What's the ultimate leadership lesson? Roche's core lesson is to pick the right fights. Leaders should identify non-negotiable business outcomes while remaining open about how those outcomes are achieved. They should avoid dismissing local practices simply because they differ from headquarters norms. Strong leadership combines clarity, patience, humility, cultural intelligence and the courage to act amid incomplete information. The best leaders understand that several paths may lead to the same mountaintop. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

New users get $50 when they play their first $5 lineup on https://www.prizepicks.com using code: OpTic OpTic Gaming Merch: https://shop.opticgaming.com/ Check out the OpTic SCUF collection and use code “OpTic” for a discount: https://scuf.co/OpTic Check out the OpTic Podcast here: https://podcasts.apple.com/us/podcast/optic-podcast/id1542810047 https://open.spotify.com/show/25iPKftrl0akOZKqS0wHQG 00:00 - Intro 02:32 - Father's Day 05:31 - HECZ Forgot His Phone 07:28 - OpTic Texas vs KOI 09:40 - Karma and FormaL on the MPC Meta 18:14 - SND and Overload Work 20:07 - PrizePicks 21:44 - It's Been a Weird Qualifier Stage 24:44 - Huntsmen Update 25:48 - Neptune Situation 29:47 - Props to Gotaga 31:47 - Major 4 Bracket 34:24 - Niko Gets His First Major 37:36 - INSANE Magixx 4K 39:42 - Stats Heading into Major 4 41:22 - Challengers is in Shambles 44:32 - Norway Takes Over Times Square 45:15 - Japan is LOVING Mexican Culture 46:49 - Max Velocity Has Tornado Drones Now 47:51 - Greatest Guinness G Split Ever?! 48:52 - Mexico Fans Run Oklahoma Drill in Cones 49:28 - He Found $125,000 of Unreleased Adidas 52:27 - Ronnie Feig's New Balance Silhouette 53:34 - Ultimate 1/1 Draft Learn more about your ad choices. Visit megaphone.fm/adchoices

0:00 Intro 0:05 Wedding 2:24 Formal complaint 7:16 Baby born 8:45 Conflict 12:21 Hospital room Learn more about your ad choices. Visit megaphone.fm/adchoices

Aristóteles permanece como um dos pilares da civilização ocidental. Afastando-se das abstrações puras de seu mestre Platão, o pensador grego direcionou o foco do conhecimento para a observação prática, para a matéria e para os fatos concretos do mundo visível. Ao longo de sua trajetória, desenvolveu estudos fundamentais em áreas como biologia, física, lógica, ética e política, cujos reflexos estruturam a sociedade contemporânea. Neste vídeo, a Brasil Paralelo apresenta as contribuições do filósofo que sistematizou a Lógica Formal por meio do silogismo, lançou as bases do método científico na ilha de Lesbos e propôs conceitos como o 'Telos' (propósito), a transição entre potência e ato, e a busca pela 'Eudaimonia' — a realização plena da vida por meio da excelência e do cultivo das virtudes. Compreenda como as teorias constitucionais modernas e o pensamento científico ocidental derivam diretamente do esforço intelectual realizado no Liceu de Atenas.

Teaching Counselling – A New Career Path? - The Reality of Self-Employment in Counselling In Episode 380 of the Counselling Tutor Podcast, your hosts Rory Lees-Oakes and Ken Kelly take us through this week's three topics: Firstly, in ‘Ethical, Sustainable Practice', they explore AI and regulation in counselling practice - looking at the current regulatory landscape, ethical responsibilities, and what practitioners need to consider when using AI tools. Then in ‘Practice Matters', Rory speaks with Sarah Henry about teaching counselling as a potential career path - exploring the transition from practitioner to educator and the skills required to support future counsellors. And finally, in ‘Student Services', Rory and Ken discuss the reality of self-employment in counselling - examining what it takes to build and sustain a private practice as a business. AI and Regulation in Counselling Practice [starts at 03:13 mins] In this section, Rory and Ken explore AI and regulation in counselling practice, examining the developing regulatory landscape surrounding AI in counselling and psychotherapy, and what ethical practitioners need to consider before integrating AI tools into their work. Key points discussed include: AI tools sit within a practitioner's professional responsibility - counsellors remain accountable for how these tools are used in practice. The UK regulatory landscape includes medical device regulation, UK GDPR, data protection legislation, professional ethics, and evidential standards. Practitioners should carefully review what data an AI tool collects, where it is stored, how it is used, and whether clients have provided informed consent. The Shared AI Charter for counselling and psychotherapy organisations emphasises client-centred ethics, transparency, human connection, equality, and ongoing evaluation. NICE is increasingly evaluating digital health technologies, encouraging practitioners to look for independent evidence supporting any AI tool they use. Key considerations include purpose, evidence, data protection, consent, bias, impact on the therapeutic relationship, and accountability if something goes wrong. Teaching Counselling – A New Career Path? [starts at 33:41 mins] In this week's ‘Practice Matters', Rory speaks with Sarah Henry about what counsellors should consider if they are thinking about moving into teaching and counselling education. Key points from this conversation include: Becoming a counselling tutor requires a shift from the role of practitioner to educator, with teaching skills being just as important as counselling knowledge. Formal teaching qualifications and experience of educational practice provide an important foundation for effective counselling education. Counselling tutors carry significant emotional labour as they support learners through personal and professional development. Maintaining appropriate boundaries is essential, balancing relational teaching with the responsibility to assess students against required standards. Tutors bring counselling theory to life by integrating real-world clinical experience and helping students connect learning with practice. Effective educators model professionalism, authenticity, and ethical practice while encouraging students to develop their own therapeutic identity. The Reality of Self-Employment in Counselling [starts at 01:01:26 mins] In this section, Rory and Ken discuss what counsellors need to understand about running a private practice and why counselling skills alone are not enough to sustain a successful business. Key points include: Private practice is fundamentally self-employment and requires business knowledge alongside counselling competence. Counselling fees must cover much more than client sessions, including supervision, CPD, insurance, administration, room hire, taxes, holidays, and other business costs. Developing business skills such as marketing, networking, budgeting, and client acquisition is crucial for long-term sustainability. Many practitioners benefit from a portfolio career, combining counselling with teaching, supervision, consultancy, or related work. Building a successful practice takes time, patience, and consistent effort, with referrals and professional networks often becoming important sources of clients. Surrounding yourself with positive, experienced practitioners rather than pessimistic voices can help build confidence and support professional growth. Links and Resources Counselling Skills Academy Advanced Certificate in Counselling Supervision Basic Counselling Skills: A Student Guide Counsellor CPD Counselling Study Resource Counselling Theory in Practice: A Student Guide Counselling Tutor Training and CPD Facebook group Website Online and Telephone Counselling: A Practitioner's Guide Online and Telephone Counselling Course

The Jets held a formal media availability to celebrate the career of future Hall of Famer Jonathan Toews who was officially announcing his retirement. We heard from Sr. Director of Hockey Communications Scott Brown as well as from Toews and team co-owner Mark Chipman. 

The profific child abuser Bill Kenneally has died in prison. Just over a week ago, the commission of investigation into Kenneally's predatory abuse of children, over several decades, made its final report. One of those child victims was Jason Clancy, and he spoke to Áine.

Today's episode is about the modern buildings and complexes in Bratislava, Slovakia. In the Slovak lesson, you are going to learn about formal writing in Slovak. At the end of this episode, you can find my example of a formal letter in Slovak.Episode notesIn today's episode, I'm talking about the modern buildings and complexes in Bratislava, Slovakia. In the Slovak lesson, you are going to learn about formal writing in Slovak. At the end of this episode, you can find my example of a formal letter in Slovak.Slovak lessonExample of a formal letter:Ján Kováč Hlavná 12, 811 01 Bratislava jan.kovac@email.sk | +421 905 123 456Migračný úrad MV SR Azylové oddelenie Pivovarská 6, 811 01 BratislavaV Bratislave, 22. mája 2026Vec: Žiadosť o vydanie potvrdenia o pobyteVážená pani / Vážený pán,týmto Vás zdvorilo žiadam o vydanie potvrdenia o mojom trvalom pobyte na území Slovenskej republiky. Toto potvrdenie potrebujem na právne účely pre potreby môjho zamestnávateľa.V prílohe Vám posielam kópiu môjho občianskeho preukazu a vyplnený úradný formulár. V prípade akýchkoľvek otázok ma môžete kontaktovať na vyššie uvedenom telefónnom čísle alebo e-maile.Vopred Vám veľmi pekne ďakujem za vybavenie mojej žiadosti.S pozdravom(Handwritten Signature)Ján KováčPrílohy:1. Kópia občianskeho preukazu2. Vyplnený formulár žiadostiTRANSLATION:Subject: Request for a certificate of residenceDear Madam / Sir,I hereby politely request that you issue a certificate of my permanent residence in the territory of the Slovak Republic. I need this certificate for legal purposes and for the needs of my employer.I am sending you a copy of my ID card and a completed official form in the attachment. In case of any questions, you can contact me at the above phone number or e-mail.Thank you very much in advance for processing my request.Best regards,(Handwritten Signature)Ján KováčAttachments:1. Copy of ID card2. Completed application formTimestamps00:34 Introduction to the episode02:14 About modern buildings and complexes in Slovakia08:06 Fun fact 109:42 Fun fact 212:03 Fun fact 313:43 Slovak lesson17:26 Example of a formal letter in Slovak18:41 Translation21:45 Final thoughtsIf you have any questions, send it to my email hello@bozenasslovak.com. Check my  Instagram https://www.instagram.com/bozenasslovak/ where I am posting the pictures of what I am talking about on my podcast. Also, check my website  https://www.bozenasslovak.com© All copywrites reserved to Bozena Ondova Hilko LLC

Benjamin L. Carp notes that in 1783, a formal British inquiry led by General Guy Carleton failed to reach a definitive conclusion on whether the fire was an accident or intentional design. The records of this inquiry were lost to official British archives for over a century. Over time, American historians and biographers sought to exonerate Washington, often downplaying the fire or blaming "bad apples" rather than a coordinated military plot. Despite the strong circumstantial evidence of rebel involvement, the event remains an unresolved chapter of the American Revolution, with both sides eventually letting the controversy fade in favor of diplomacy. (8)1780

A Canadian Pilot flew passenger flights for 27 years and has only just been found out. How did he get away with it for so long? See omnystudio.com/listener for privacy information.

How does a modern CEO lead a global, hybrid workforce while staying connected to every employee? I recently sat down with Kevin Akeroyd, CEO of Sovos, a tax and compliance specialist for Fortune 500 companies. Kevin shared practical, clear insights on leadership, growth, and retention. Here are five that stood out:

What if the banana had a gun? Intro Music: The Templars- I Believe In Myself Submit music to demolistenpodcast@gmail.com. Become a patron at https://www.patreon.com/demolistenpodcast. Leave us a message at (260)222-8341 Queue: Soul Void, Real Farmer, Vile Mind, Iron Linings, S.A.I.G.O.N., Formal, Sadismo, Repeat Offender, Proleterror, Ironbar https://ironbarhc.bandcamp.com/album/demonstration-of-intent https://proleterror.bandcamp.com/album/proleterror https://www.youtube.com/watch?v=CSk-xNCVXTY https://sadismo-atroz.bandcamp.com/album/atrocidad https://formal2sexy.bandcamp.com/album/s-t https://s-a-i-g-o-n.bandcamp.com/track/bombs  

AP's Lisa Dwyer reports Southern Baptists gathered in Florida move to ban women pastors.

Resolving Issues Before Formal Dispute is a two-hour webinar course that identifies less formal options to address conflict before going to dispute under a federal facility agreement. This webinar provides project management tips and techniques to address disagreements early in the process . By taking this course, participants will achieve the following objectives:Identify factors that contribute to conflict when working with team members from different agencies;Learn how to prepare a team to handle conflict;Explore tips and techniques to improve communication and come to resolution; and,Understand when formal dispute should be considered.The instructional methodology for this course includes lecture, group discussions, case studies, and quizzes. The target audience for this course is federal, state, and tribal representatives who work on Federal Facility cleanups. This course is part of the Federal Facilities Academy training program. Please consider registering for other Federal Facility Academy courses and obtain a certificate upon completion of the entire Federal Facility Academy series (12 courses total). To view this archive online or download the slides associated with this seminar, please visit http://www.clu-in.org/conf/tio/FFAcademy5_061026/

Resolving Issues Before Formal Dispute is a two-hour webinar course that identifies less formal options to address conflict before going to dispute under a federal facility agreement. This webinar provides project management tips and techniques to address disagreements early in the process . By taking this course, participants will achieve the following objectives:Identify factors that contribute to conflict when working with team members from different agencies;Learn how to prepare a team to handle conflict;Explore tips and techniques to improve communication and come to resolution; and,Understand when formal dispute should be considered.The instructional methodology for this course includes lecture, group discussions, case studies, and quizzes. The target audience for this course is federal, state, and tribal representatives who work on Federal Facility cleanups. This course is part of the Federal Facilities Academy training program. Please consider registering for other Federal Facility Academy courses and obtain a certificate upon completion of the entire Federal Facility Academy series (12 courses total). To view this archive online or download the slides associated with this seminar, please visit http://www.clu-in.org/conf/tio/FFAcademy5_061026/

AI can now write code faster than any human alive, and most of the time it's more than good enough. That's the magic powering the entire vibe coding wave. But there's a category of software where "most of the time" just doesn't cut it: the code running a fighter jet, a power grid, an autonomous vehicle, a piece of medical hardware. When that code is wrong, the consequences aren't a bug. They're a recall, an accident, a national security incident.In this episode of Talking AI, Matt Paige sits down with Ryan Aytay, the former CEO of Tableau and now President and COO of CodeMetal, which just raised $125 million to close that gap. Ryan explains what he calls "the last mile" for mission-critical industries: the verification, validation, and provability layer that sits between AI-generated code and the systems where failure is catastrophic.The conversation covers why 99% correct is still failure in defense and autonomous systems, how CodeMetal translated a million lines of legacy C++ to Rust in weeks (like rewiring a city without the power going out), and why the real problem isn't code generation, it's behavioral assurance at scale. Ryan also shares how he's using AI to run a sub-100-person startup, why the biggest risk for any company right now is doing nothing, and what an operator who lived through 19 years of per-seat SaaS at Salesforce thinks about outcomes-based pricing in the age of AI.In this episode, you'll hear about:Why every AI coding tool says "almost, but not quite" when asked about production-ready guarantees. The difference between code generation and behavioral assurance at scale. How CodeMetal translates legacy C++ to Rust with provable correctness in weeks, not years. The concept of V&V (verification and validation) and why it's the missing layer in AI code gen. Real use cases in defense, autonomous vehicles, and simulation environments. Why hardware in the loop matters as much as human in the loop. How a sub-100-person company uses AI across M&A, recruiting, marketing, and operations. Ryan's take on token economics, outcomes-based pricing, and the SaaS evolution. Why the biggest risk is inaction, not AI errors. What attracted Ryan to CodeMetal after 19 years at Salesforce and leading Tableau.Key Moments02:47 — From Tableau fanboy to the trust gap in AI03:52 — Why Ryan left Salesforce/Tableau for CodeMetal05:55 — "Is it safe for the things I depend on every day?"06:45 — 99% correct is still failure for mission-critical systems08:20 — The sycophantic nature of AI: "Heck yeah, I can do that"09:22 — It's not a coding problem, it's a behavioral problem at scale11:22 — Human in the loop isn't enough: hardware in the loop14:30 — What is fuzzing? Formal methods explained in plain English16:02 — How a sub-100-person company leverages AI across every function18:19 — The Shopify mandate: using AI reflexively21:33 — Rewiring the city without the power going out: the million-line translation24:38 — Defense use cases: drones, autonomous vehicles, and simulation26:28 — "Prove is even a stronger word than guarantee"28:32 — Accountability and the coming wave of AI insurance32:54 — Token usage, the Uber CTO's blown budget, and outcomes-based pricing36:26 — SaaS isn't dead, it's evolving: Ryan's Salesforce/Tableau perspective40:08 — The biggest risk is doing nothing42:07 — Where to find CodeMetal (and they're hiring)Key LinksCodeMetalConnect with Ryan on LinkedInMentioned in this episode:AI Opportunity FinderFeeling overwhelmed by all the AI noise out there? The AI Opportunity Finder from HatchWorks cuts through the hype and gives you a clear starting point. In less than 5 minutes, you'll get tailored, high-impact AI use cases specific to your business—scored by ROI so you know exactly where to start. Whether you're looking to cut costs, automate tasks, or grow faster, this free tool gives you a personalized roadmap built for action.

Steven Volpe's headquarters are in San Francisco, but his work has an international appeal—partially a product of the four years he spent in Paris as a young man, soaking up the city's architecture and design. Today he runs a team of twenty, taking on projects around the world. Volpe's serene, timeless work is widely published, and he's a regular presence on the AD100. On this episode of the podcast he speaks with host Dennis Scully about how youthful confidence helped him build his career, why he likes having owner's reps on the job site, and how formality has changed, but not disappeared from the home. This episode is sponsored by Ernesta and KohlerLINKSStudio VolpeDennis ScullyBusiness of Home

Zcash's Orchard vulnerability has reignited one of the most important conversations in crypto: why formal verification and high-assurance engineering matter when real value is at stake. In this episode, Peter breaks down what the disclosed Zcash flaw could have allowed, why privacy systems create a harder audit problem, and why this story reached far beyond one chain.The discussion then turns to Cardano's long-standing security-first philosophy and why that mindset matters even more for privacy-preserving infrastructure. Peter also explains how Midnight fits into this picture as a privacy layer designed around formal methods, selective disclosure, and secure integration with existing blockchain ecosystems.0:00 Formal Verification Wake-Up0:42 What Happened to Zcash1:18 Why Privacy Makes It Worse1:52 Was Supply Actually Hit2:43 What Formal Verification Means3:29 Why Cardano Took This Path4:47 Why Midnight Stands Out6:18 Proof, Not HopeKey Takeaways:- Zcash disclosed a critical Orchard vulnerability that could have enabled counterfeit ZEC to be created inside its private pool.- Because Orchard is private, the incident raised deeper concerns about auditability and proving whether a flaw had been exploited after the fact.- The Zcash Foundation said there was no evidence of unauthorised value creation and that supply checks still appeared intact.- Formal verification is presented as a practical safeguard for financial infrastructure, not just an academic exercise.- Cardano's emphasis on formal methods and high-assurance engineering is positioned as a major long-term strength.- Midnight is highlighted as a privacy-focused layer that carries the same security-first mindset into selective disclosure and private transactions.Links & References:- x.com: https://link.learncardano.io/bBKPmd- x.com: https://link.learncardano.io/Am5E2M- Ironwood: Verifying the Soundness of Zcash's Circulating Supply - General - Zcash Community Forum: https://link.learncardano.io/woRoDA- Security engineer Taylor Hornby adds Monero to audit queue after Zcash bug discovery: https://link.learncardano.io/E9opjz- Morning Minute: Massive ZCash Exploit Found by Claude, Extent Unknown: https://link.learncardano.io/n2D0sL- Researcher who found Zcash's bug with AI adds Monero to his audit queue: https://link.learncardano.io/QWZ8Kb- Frontier AI Models Can Find Crypto's Biggest Bugs. Experts Warn the Industry Isn't Ready - Decrypt: https://link.learncardano.io/Qp8bsT- https://link.learncardano.io/wfRLG8Website: https://link.learncardano.io/bQ68RcX/Twitter: https://link.learncardano.io/3a1QtvDisclaimer: This content is for educational purposes only. Nothing constitutes financial advice.DISCLAIMER: This content is for informational and educational purposes only and is not financial, investment, or legal advice. I am not affiliated with, nor compensated by, the project discussed—no tokens, payments, or incentives received. I do not hold a stake in the project, including private or future allocations. All views are my own, based on public information. Always do your own research and consult a licensed advisor before investing. Crypto investments carry high risk, and past performance is no guarantee of future results. I am not responsible for any decisions you make based on this content.

This week, Mindful founding editor Barry Boyce reminds us of the basic why behind mindfulness meditation: We get off-kilter at various times throughout the day, and we need a way to pause and reconnect—with reality, with our senses, with our steady center. That's what meditation helps us do.  This practice is called "Taking Your Seat," and it's perfect if you're getting started with meditation, or if you just need a touchpoint during your day.  Barry Boyce is Founding Editor of Mindful and Mindful.org. He is a longtime meditation practitioner and teacher, as well as a professional writer and editor. Barry serves on the board of directors of the Foundation for a Mindful Society and the Centre for Mindfulness Studies in Toronto, as well as on the advisory board of Peace in Schools, in Portland, Oregon. The transcription of this guided meditation will be online and in our app at Mindful.org next week.  Stay curious, stay inspired. Sign up for our free newsletter mindful.org/signup or download the app for free at mindful.org/app.  Show Notes Find more from Barry Boyce here. Go Deeper Mindful.org has a wealth of articles, research, and guided practices that can help you start or grow your meditation practice. You can start here:  Connecting With Why You Meditate Can Fuel Your Motivation  Calm and Steady: Simple Ways to Create the Habit of Mindfulness  Do I Need to Meditate to Be Mindful?  Formal vs. Informal Mindfulness: 2 Ways to Practice  For another approach to a beginner's meditation, try: Beginner's Body Scan Meditation  And more from Mindful here: More episodes of 12 Minute Meditation Let us know what you thought of this episode of 12 Minute Meditation by leaving a review or by emailing yourwords@mindful.org.

FaZe ZooMaa, Temp, Formal, Benj, Rambo, Attach, and Methodz break down the recent Call of Duty League Roster moves!

A round-up of the main headlines in Sweden on June 4th 2026. You can hear more reports on our homepage www.radiosweden.se, or in the app Sveriges Radio. Presenter/producer: Sujay Dutt

In 2025, seven-month-old startup Axiom solved all 12 of the problems Putnam exam (scoring 8/12 in the time limit) a prestigious undergraduate math exam. The 12/12 score is better than the top undergraduates (110/120) and the closest AI system that reported a result (DeepSeek 103/120), although it is unclear what the people and other systems would have scored with more time. Nonetheless, the Putnam exam is legendary for its difficulty, with the median score typically being 0 or 1 points. Taken by itself, this seems like a minor feather in the cap of AI; one of a long series of accomplishments by AI systems in elite competitions with humans, starting with Deep Blue beating Kasparov.Fast forward to mid-2026, and Claude Code is eating the world. In 2024 Anthropic's bet on code and enterprise looked like a more pragmatic niche play vs. OpenAI's better models and massive consume scale. Today, Amodei's all in bet on acceleration via code (images and video be damned) seems prescient.Despite Anthropic's growing momentum, however, Axiom CEO Carina Hong sees coding ability as a necessary but not sufficient milestone on the path to AGI. Code arguably pushes the jagged frontier to the point of super intelligence in some domains outside of coding, but there are surprising gaps (link) that Carina believes will bottleneck AI progress. (Stats on math benchmarks).The informal bottleneck“Verified AI” sounds like eating broccoli (footnote: I actually love broccoli, but then again, I also believe strongly in Test Driven Development, so ¯(ツ)/¯ ) and paying taxes, but to Axiom it means something very different. “Verification to me is about scaling brilliance, compounding brilliance,” Carina told us.It actually took a while for me to understand what she means by this. It sounded like marketing-speak to me, until it clicked. Carina emphasizes an story about legendary mathematician Srinivasa Ramanujan to illustrate the point. When G.H. Hardy finally persuaded Ramanujan to formally prove theorems instead of relying on his (formidable) intuition, it reportedly improved his own capabilities. This is presumably because formally proving things forced Ramanujan to articulate the details in a way that open up new lines of thinking, etc. This is one part of “compounding.”But formally proving things also allowed others to benefit from his intuition: the proofs are way of communicating an intuition and persuading others that the intuition is correct. This is scaling (more people use the result) and compounding (people can learn from and build on his work).This is the analogy that Carina wants us to focus on.Verified GenerationThere are two ways that Verified AI shows up: in training and in inference.But a quick detour: to a first approximation, “Formal Verification” means using type checkers (like for TypeScript, C++ or Rust, but more capable) to verify mathematical proofs that are meticulously specified using a language like Lean (footnote: Formal verification also includes model checking (TLA+, SPIN), SMT-based tools (Dafny, F*, Why3), and refinement-type systems (Liquid Haskell) — many of which don't look much like “type checking a proof” from the user's perspective even when there's a similar logical core underneath. It also gets applied to software and hardware correctness, not only pure mathematics.). It takes a lot of work to translate an “informal” proof (albeit one that most people would not remotely call “informal”) in to a Lean proof (footnote: This is an understatement. Most theorems remain informal because formalization is so hard to do. There has been a great deal of effort to formalize the most important proofs, with mixed results)You can imagine how this would be (very) useful during Reinforcement Learning: instead of relying on best guesses based on statistics (GRPO, RLHF, etc.), you can just verify the proof is correct using a Lean verifier. This is obviously a much stronger reward signal, akin to compiling code and testing it (which is what is typically done with RL on coding).The catch: LLM are not (currently) very good at proving things with Lean.Enter Axiom: While they have not officially reported benchmark numbers besides the 12/12 Putnam result, Carina reports that they have achieved a very impressive 99% (187/189) ProofGen on the Verina benchmark. This benchmark is to generate code and proof of correctness for a series of problems. For context, OpenAI o3 (the last known OpenAI run) achieved 4.9% on this benchmark.Based on the sparse benchmarking, it's hard to say what the frontier labs are currently doing, but Carina suggests that they still are not training to generate Lean proofs directly, rather relying on informal proofs.Time will tell if the frontier labs' current approaches will close this gap.Scaling and compoundingCarina's Ramanujan analogy is pretty direct. Better proofs → better Lean generation → better RL. A stronger signal means higher sample efficiency and higher maximum performance. Great!Scaling is pretty clear too: once I have proved something in Lean, the quality of the output is basically (footnote: one might argue that its a bit lower because the proof is in distribution for the LLM) as high as if it came from a human, so my high quality training set has grown in a way that an informal rollout corpus cannot. I can trust my Lean proofs.Compounding is also clear: now all of future inference and training can build upon those proofs.On the other hand, a model trained only using statistical signals like GRPO during RL lacks the sample efficiency, maximum performance and compounding corpus that a system that uses formal verification benefits from.All roads lead to verificationBroccoli and taxes notwithstanding, “verification” has shown up in a lot of conversations recently. In the in physical system control:“I think [verifiability] is probably the hardest problem right now, because the as the models get better, it can be harder and harder to find the faults on the system. And so the problem of doing proper eval to find those faults, that problem also keeps getting harder as the models get better.” -In theoretical physics:“…now that we're in this regime where you can just get ChatGPT to tackle thousands of questions at the same time, it will return proofs for a significant fraction of them. Now actually the onus is back on the humans to verify all the outputs. And so, yeah, as that becomes a bottleneck, I think formalizing math and automating verification will become more valuable.” -Verification is, in fact, the key differences between AI for science and AI for computation: in science you to have to actually test (verify) your hypothesis by performing physical experiments. Lab in the loop systems like Radical AI and Lila build around exactly this premise (we have recorded episodes with both of these teams and will release them soon!)And yes, formally verifying critical systems such as flight control, nuclear power plants and pacemakers is a growing focus as the software and hardware that run them becomes more complex.Carina believes so strongly that AGI requires verified generation that she makes the unqualified claim that “We do not believe there is any other possible future.”Expensive to produce, cheap to verifyLean proofs are hard generate, but they can be easily shown to be correct or incorrect. But how do you know that the proof you created maps correctly to the problem you care about? As Carina puts it: “Anything that can be specified can be proven. Humans are bad at specifying everything we want.”Are we now in the specification business? Check out the episode to hear Carina's take, as well as:* Why hardware verification is a killer app* Details on the AXLE open API and recently released Discovery toolkit* The Erdos debacle* The OpenAI GPT-f diaspora This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.latent.space/subscribe

Most leaders DREAD the formal performance review; because they don't prepare and they don't know what to expect. Today I go deep on how to control the dialogue, so that your review becomes a career accelerator, rather than a spirited defense of your failings.Let's face it: you know your performance hasn't been perfect, so it's easy to agonise over how your boss might evaluate you.This makes it tempting to just throw yourself at your boss's mercy, and plead for leniency, hoping the good will outweigh the not-so-good.But if you manage this conversation well, it will reinforce your value, and shape how the organisation sees your future. In this episode, I give you a practical framework for nailing your formal review. From KPIs to performance standards, I show you how to read the room before you walk in, and how to build a case to support your performance evaluation. I also show you how to take advantage of an opportunity that almost everyone leaves on the table.Links mentioned in this episode:No Bullsh!t Leadership episodes:No Bullsh!t LeadershipWikipedia link:The Peter PrincipleLBT link:Leadership Beyond the Theory————————Is your team performing at the standard it should be?✨ Join Marty and Em for The Mid-Year Leadership Reset — a free 2-hour live workshop to stop the drift before the second half of the year gets away from you.You'll walk away with three practical frameworks to reset your standard, rebuild accountability, and build a team that doesn't need you for everything.Thursday 11 June · 10am–12pm AEST · FreeSECURE YOUR FREE SPOT HERE————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally. ✨ If you've finished Leadership Beyond the Theory but still find yourself needing a sounding board for the real leadership challenges, applications are now open for the next intake of The No Bullsh!t Leaders Club.Join Marty, Em, and 90+ high calibre leaders for straight answers, tough conversations, and ongoing support to help you lead at a higher standard: leadershipbeyondthetheory.com/nblc Hosted on Acast. See acast.com/privacy for more information.

In this episode of The Sensitive and Neurodivergent Podcast, Julie Bjelland, LMFT, shares what she has learned from thousands of conversations with autistic women, her own late autism discovery, autism assessments, and her work writing Autistic Women: A Clinician's Guide to Neurodiversity-Affirming Identification and Support.Julie explores common themes many autistic women recognize in themselves, including feeling different, deep empathy, sensory sensitivity, masking, burnout, chronic overwhelm, perfectionism, social exhaustion, uneven capacity, self-blame, and the healing shift that can happen through autism discovery. She also discusses why so many highly sensitive people later discover they are autistic and why lived experience is essential to understanding autism in women.This conversation offers a compassionate, affirming lens for anyone exploring autism, high sensitivity, neurodivergence, or late discovery. Julie reminds listeners that what may have been interpreted as failure may actually have been extraordinary effort that went unseen for years.Resources Mentioned:Forthcoming book Autistic Women: A Clinician's Guide to Neurodiversity-Affirming Identification and Support Published by W. W. NortonYour website JulieBjelland.comFree autism quizExtensive resources and research about late-discovered autismThe Sensitive and Neurodivergent CommunityAdult self-assessments Formal autism assessments for womenAuthor BioJulie Bjelland, LMFT, is a psychotherapist, author, adult-discovered autistic woman, and founder of The Sensitive and Neurodivergent Community, Podcast, and Blog. She specializes in high sensitivity, autism assessments for late-discovered autistic women, and supporting sensitive and neurodivergent people in understanding their nervous systems with more self-compassion. Julie is the author of the forthcoming book Autistic Women: A Clinician's Guide to Neurodiversity-Affirming Identification and Support, published by W. W. Norton. Learn more at JulieBjelland.com.

Emily Pilbeam presents a mixtape of her personal selection of tracks from BBC Introducing, including tracks from: walt disco, Bloodworm, Spike, The Healing Power of Horses, Cusk, Tooth, Flying On The Ground, ovajoi, Aby Coulibaly, Konyikeh, Marsy, ffogg, Max Sloan, jo from school, Ping Pong 100 and a Track Of The Week from Formal Sppeedwear.Produced by BBC Audio for BBC Radio 6 Music.

Edward J. Larson explains that the formal signing of the Declaration of Independence marked a permanent break with monarchy. New state constitutions prioritized popular sovereignty, establishing the rule of law as the foundation of the Republic. (16/16)1789 TRENTON BRIDGE

Formal methods are a branch of mathematics and computer science focused on proving the correctness of systems, and they have long promised a more rigorous foundation for software. However, their complexity has kept them confined to a small community of specialists. That is now changing as agentic AI systems take on increasingly autonomous roles. The The post Formal Methods as Agent Guardrails appeared first on Software Engineering Daily.

Formal vs. material cooperation with evil, Aquinas' Quinque Viae and the Christian God, prayer and more on today's Called to Communion with Dr. David Anders.

Where can I find a woman like...Dante's girl? On this episode of Young Heretics, we finally get the high-fallutin' invocation of the Muses we've come to expect from any epic poem. But it's not enough! Dante needs more woman than the Muses can be...more grace, more truth, more light. And it comes from on high--first from the Virgin Mary, then Sainty Lucy, then finally his beautiful, his famous, his beloved Beatrice. Today we introduce this central figure in the Comedy, inspiration of Dante's career and "lady of his mind." We'll talk about the Muses, memory, and the communion of saints. And hopefully by the end, we'll see how much courtly love meant to the poets of this age--and how much, perhaps, it can mean to us. Check out my book, Light of the Mind, Light of the World: https://amzn.to/4tKWACP Sign up for Hebrew, Greek, or Latin courses at the Ancient Language Institute: https://ancientlanguage.com/heretics/ Get the Anthony Esolen translation: https://amzn.to/4sgKLTj Get the Dorothy L. Sayers translation: https://amzn.to/4djdh2s Chapters 00:00 Introduction 02:59 Dante's Girl 06:11 Invocation of the Muses 21:09 Beatrice and Saint Lucy 34:15 Courtly Love 50:32 Formal and Final Corner 1:01:14 Closing Remarks