Podcasts about forty

Today we tell not one but two stories, both involving the same community in Fannin County, Georgia. In 1864 two men, brothers-in-law Elisha Stanley and Evan Hughes, became the victims of a gang of violent bushwhackers who terrorized the area during the Civil War, leaving their families to pick up the pieces. Forty years later, in 1906, the Tilley Bend massacre occurred in the same area, causing a local woman, Elizabeth Bradley, known as a "Granny Woman" and healer, to place a curse on the community, in the process creating what may be the most well-known bit of Appalachian folklore in that part of Georgia. If you enjoy our stories, be sure to subscribe to our podcast on your favorite podcast app. If you'd like an ad-free version of the podcast and other extras, like unreleased episodes and other content, go to our podcast host, Spreaker, and become a supporter of the Stories podcast!Thanks for listening

In anticipation of the upcoming season of Lent, we consider how the practices of fasting and lament can remind us of our humanity and orient our hearts toward the lost. Lent and Missions: A 40-Day Devotional The Upstream Collective "This physical need reminds me how much I need the Lord. So, it's not just the removal of something; it's a taking in of something." "Forty years in the wilderness for God's people and 40 days in the wilderness for Jesus were preparation for the fulfilling of God's promise, so when we're fasting, we're experiencing that wilderness so that when Easter comes, when Good Friday comes, it's a celebration." "The big theme is to pull back [...] and see the Bible as a book of redemption for all people." "[Lent] is an invitation to slow down, to rest, to lament sorrow, sadness, and brokenness, and then to turn our eyes toward the coming Sunday." "Experiencing Jesus and moving our lives toward Him and seeking to love Him in every way, a natural outworking is His heart and passion for others, which lead us to mission." "Our hearts can lament and long to see people come to faith. And then even as we live on mission, to embrace the reality, living a missional lifestyle, sacrificing for the sake of others, is hard. It's difficult, but it's good." "There is an invitation to slow down and experience Jesus, to practice something that could be life-giving." What's changing our lives: Keane: Unsubscribing from unwanted emails Heather: Lots of snow Nathan: Establishing a morning routine of time with the Lord Weekly Spotlight: Puebla Christian Academy We'd love to hear from you! podcast@teachbeyond.org Podcast Website: https://teachbeyond.org/podcast Learn about TeachBeyond: https://teachbeyond.org/

No Sam today. Dusty shirt is maize; get it before we play MSU again. Things Discussed: Men's & Women's Basketball win at Breslin: 40 basketball wins. Jeremy Fears's instant karma for his dirty play. Impossible not to see all the extra stuff that guy does when you rewatch the games: yankbacks, pulldowns, more trips. Ira counted 80 yards in penalties and a targeting. MSU game: Brilliant defensive first half, all MSU could do consistently was get to the free throw line. Calling out their dirty play goes right to their heart because it's the best thing they can do. Going 2-3 zone out of halftime made good tactical sense but ball betrayed them a bit, good resilience to fight back. More tactics: Michigan was getting it down to Mara but he's not big enough on the block to make that. McKenney love: He's played his way to Michigan's best two—Burnett and Gayle are losing minutes to him. Anticipates screens, is big, and his midrange pullups are a good floor for possessions that help you against an elite defense. Really important for what this team needs to be going forward. Who's M's best draft pick? We'd take Morez. Who's the best five? Depends on opponent and context. Might not play Mara vs a 5-out team, can go three bigs against an MSU-like opponent. Who's the best team in the Big Ten? Illinois. They go to Breslin and host Michigan but the rest of their schedule are the mids Michigan already played, they got the best player in the league from the composite 250s in Wagler—worst scouting miss in history? Hope Underwood calls out MSU's assist lies so Wagler gets his laurels for his real assists. Michigan next year? Might only have to replace Yaxel (McKenney and Cason take Gayle and Burnett minutes), can go to the portal for a difference-maker and run it back. Penn State preview: They have Mingo back but Yuric played out of his mind last time and think he's not coming back from a 103-degree fever on Saturday to play like that again. Have a bunch of questionable guys tonight. Think University Park atmosphere is similar to Saline 7th Grade Middle School game. WEAR PINK (I can't; I don't have any). What's the reverse Dusty May for Izzo? Sing he's a jolly good fellow, or bring out the newspapers. Hockey: MSU series could be for the conference since Wisconsin is wilting and Penn State just lost McKenna to a bar fight. Michigan needs to get more than a split because MSU has Minnesota, Notre Dame, and Ohio State left, and Michigan still has to play the other contenders. Put me down for this: Mick Cronin is going to complain about Michigan buying players when he comes to Ann Arbor. Craig says he'll dog his own players.

It's Wednesday, February 4th, A.D. 2026. This is The Worldview in 5 Minutes heard on 140 radio stations and at www.TheWorldview.com.  I'm Adam McManus. (Adam@TheWorldview.com) By Jonathan Clark Colombian president denies divinity of Jesus Christ Christians across Colombia recoiled at recent remarks made by President Gustavo Petro. The nation's leader denied that Jesus is Christ, describing Him instead as a “man of light, of truth and a revolutionary.” This public attack on Biblical truth comes as Christians continue to face persecution and physical attacks in the country.  Criminal organizations have killed at least 10 pastors in Colombia over the last year. Sadly, the government provides little protection for church leaders. Psalm 2:11-12 warns rulers, “Serve the LORD with fear, and rejoice with trembling. Kiss the Son, lest He be angry, and you perish in the way, when His wrath is kindled but a little. Blessed are all those who put their trust in Him.” U.S. forces shoot down Iranian drone over Arabian Sea A U.S. fighter jet shot down an Iranian drone as it approached a U.S. aircraft carrier in the Arabian Sea on February 3rd, the U.S. Central Command has announced, reports The Epoch Times. The incident comes at a moment of heightened tensions between Washington and Tehran. President Donald Trump recently ordered naval forces to the Middle East and has threatened military strikes on Iran if it does not agree to new limits on its nuclear development. The U.S. Central Command, which oversees U.S. military operations in the Middle East, said the aircraft carrier USS Abraham Lincoln was operating about 500 miles from Iran's southern coast on Tuesday, when U.S. forces spotted what they identified as an Iranian Shahed-139 drone. When the Iranian drone “unnecessarily maneuvered toward” the aircraft carrier, the U.S. Central Command said U.S. forces issued de-escalatory instructions, but the drone continued on its path toward the aircraft carrier. That's when an F-35C Lighting II stealth fighter jet, assigned to the aircraft carrier, intervened and shot down the drone. Thankfully, no American service members were harmed during the incident, and no U.S. equipment was damaged. Conservative candidate wins presidency of Costa Rica Meanwhile in Central America, conservative candidate Laura Fernández Delgado won Costa Rica's presidential election on Sunday. She gave thanks to God following the election victory.  Life News reports that Fernández emphasized moral values and the protection of unborn babies during her campaign. She stated, “Defending the lives of Costa Ricans who have not yet been born is an obligation of the State. Abortion is nothing more than murder and, therefore, penalties must be toughened.” Christian groups looking to overturn homosexual marriage In the United States, a coalition of conservative groups launched a campaign last month to overturn Obergefell.  The infamous Supreme Court ruling from 2015 legalized faux homosexual marriage.  The campaign, known as the Greater Than movement, calls for protecting children from being put in the middle of such unbiblical relations.  Listen to comments from Dr. Albert Mohler, president of The Southern Baptist Theological Seminary.  MOHLER: “Marriage is actually the most basic institution of human civilization. You redefine marriage, you have just destroyed the house. You can put together a new house and claim it's the same. Children will know the difference. It harms children in virtually every way imaginable.” De-transitioner awarded $2 million The Epoch Times reports a New York jury found a psychologist and plastic surgeon liable for malpractice in a transgender case last week.  The doctors supported and performed a double mastectomy on a 16-year-old girl who claimed to be a boy. Fox Varian is 22 now and no longer pretends to be a boy. She was awarded two million dollars in the case. Varian is the first de-transitioner to win such a malpractice lawsuit.  Nearly 30 more de-transitioner lawsuits are in process across America. Trump stands with pharmacies for not carrying Abortion Kill Pills The Trump administration is protecting pharmacies from having to carry abortion kill pills. Under the Biden administration, the Department of Health and Human Services required pharmacies serving Medicare or Medicaid patients to carry abortion drugs. The department rescinded that mandate last week. This is part of the government's policy to “end the forced use of Federal taxpayer dollars to fund or promote elective abortion.”  Red states are growing and blue states are shrinking The U.S. Census Bureau released its latest Population and Housing Unit Estimates last week. Red states, like Texas, are growing, while blue states, like California, are shrinking.  Based on this, the American Redistricting Project released its 2030 Apportionment Forecast of how these demographic trends will affect Congress. Texas and Florida could gain a combined eight congressional seats. Meanwhile, California and New York could lose six seats. 83% of U.S. adults believe in God; 25% attend weekly religious service Pew Research released new analysis of Americans' religious beliefs and practices. The analysis shared the data as if the U.S. population were scaled down to 100 people.  In that case, 83 people would believe in God or a universal spirit. Fifty-two would believe in Heaven and Hell. Forty-four would pray daily. Thirty-eight would say religion is very important in their lives. And only 25 would say they attend religious services at least weekly.  Romans 11:5 reminds us, “Even so then, at this present time there is a remnant according to the election of grace.” U.S. life expectancy rose to 79 And finally, U.S. life expectancy rose to a record 79 years in 2024. This according to a new report from the Centers for Disease Control and Prevention. Life expectancy at birth for women rose to 81, and for men it rose to 76. Meanwhile, the age-adjusted death rate decreased nearly four percent from 2023. The increased life expectancy comes after improvements following the COVID-19 pandemic as well as declines in overdose deaths.  Close And that's The Worldview on this Wednesday, February 4th, in the year of our Lord 2026. Follow us on X or subscribe for free by Spotify, Amazon Music, or by iTunes or email to our unique Christian newscast at www.TheWorldview.com.  I'm Adam McManus (Adam@TheWorldview.com). Seize the day for Jesus Christ.

What do the Washington Post layoffs say for the rest of news media? (0:30) AMC theaters in Burbank were the highest-grossing in the nation last year (19:13) Aging through the eyes of motivation. How do we stay active? (37:32) How much do genetics play a role in longevity? Here’s what recent research tells us (51:53) Forty novels in, Michael Connelly keeps writing and we keep watching (1:06:54) What’s your favorite legal or legal-ish piece of television? (1:29:46) Visit www.preppi.com/LAist to receive a FREE Preppi Emergency Kit (with any purchase over $100) and be prepared for the next wildfire, earthquake or emergency

In this episode Rabbi Fohrman puts the bitter herbs - maror - under a microscope. Why do we need to hold onto a reminder of our slavery, during a Passover seder that represents freedom? Drawing from a principle of teshuvah - repentance, our hosts carve out an incredible principle in human psychology and what it takes to heal from trauma.Can't Skip the Bitter (to Get to the Sweet)(Verse 1) In Egypt the bread held the taste of our tears Sourdough—you couldn't tell where it stopped The sourness baked into four hundred years Until the whole batch was bitter and lockedBut God didn't hand us the honey that night Didn't say: forget it, here's something new He gave us flat bread with bitter alongside— Separated. Still there. Still true.(Chorus) You can't skip the bitter to get to the sweet You can't leave the sorrow behind The only way forward is going back through it One morning at a time(Verse 2) The manna came later, the honey came slow Forty years of daily bread Each day God was asking: do you believe now that you're more than the tears that you've shed?And every spring we sit down at the table Flat bread and bitter, side by side Not because we're still slaves—because we remember What it took to come back alive(Chorus) You can't skip the bitter to get to the sweet You can't leave the sorrow behind The only way forward is going back through itOne morning at a time(Bridge) Each day the same question fallingLike bread upon the ground:Are you more than what was done to you?Are you more than what you've done?(Verse 3) Two families broken, made into one He said: leave the past where it liesBuild something new now, the future's begun But nobody asked who we were before the goodbyesAnd forty years later I knocked on her door I said there's something I never did right I never once asked you to tell me the story Of who held your hand through the long, long night(Chorus) Tell me about your mother What was it like when she was yours? Tell me about your mother I should have asked you this beforeYou can't skip the bitter to get to the sweet You can't leave the sorrow behind The only way forward is going back through it And that's what I'm doing this timeYou can also listen to this song on Youtube and Spotify.We love to hear from you! Click here to share your thoughts, insights, questions, and reactions by voice note, or send us an email at info@alephbeta.org. A Book Like No Other is a product of Aleph Beta, and made possible through the generous support of Shari and Nathan Lindenbaum. Aleph Beta is a Torah media company dedicated to spreading the joy and love of meaningful Torah learning worldwide.

Tom Kelly and Steve Burger take a drive to Merrick to check out The Barn — the former Dairy Barn turned viral drive-thru drink factory that's somehow both nostalgic and wildly unhinged. After a recent Newsday report spotlighted the Barn's glow-up into a social-media fueled "Coffee Barn," Tom and Steve needed to see it for themselves. Forty-plus drinks, donuts on top of coffees, milkshakes doing the absolute most — and a line that suggests nobody on Long Island has patience except when sugar is involved. They break down: How an old-school Dairy Barn became a TikTok destination Whether this is charming Long Island nostalgia or beverage anarchy Why people are traveling across counties (and possibly state lines) for drinks

Watch the full episode on our YouTube channel: youtube.com/@mreapodcastMost people want change. Very few are willing to follow a model long enough to earn it.In this episode, we sit down with Alison Harris, a real estate agent out of Savannah, Georgia, who made a bold decision in 2021 to relaunch her entire business from the ground up. Forty months later, she crossed the million-dollar GCI mark by committing to a clear model and running it with discipline.Alison walks us through the Six Personal Perspectives and how each one showed up in her real life, not as theory, but as daily behavior. We unpack what it really means to commit to self-mastery, why the 80/20 principle gave her time back, and how moving from entrepreneurial to purposeful changed everything.This is not a story about a magic lead source or a shiny new system. Alison is clear about that. The growth came from magic in the mundane—building a five-star database, running a consistent touch program, holding people accountable, and committing to a learning-based business even when it was uncomfortable.If you've ever felt capped by hustle, stuck under a ceiling, or frustrated that effort isn't translating into freedom, this conversation delivers a conversational framework you can apply immediately.No hype. No shortcuts. Just a proven path, run the right way.Resources:Explore: BOLD at Keller WilliamsLearn: The Six Personal Perspectives by Gary KellerDownload: MREA Podcast Notes and Models at mreanotes.com Order the Millionaire Real Estate Agent Playbook | Volume 3Connect with Jason:LinkedinProduced by NOVAThis podcast is for general informational purposes only. The views, thoughts, and opinions of the guest represent those of the guest and not Keller Williams Realty, LLC and its affiliates, and should not be construed as financial, economic, legal, tax, or other advice. This podcast is provided without any warranty, or guarantee of its accuracy, completeness, timeliness, or results from using the information.WARNING! You must comply with the TCPA and any other federal, state or local laws, including for B2B calls and texts. Never call or text a number on any Do Not Call list, and do not use an autodialer or artificial voice or prerecorded messages without proper consent. Contact your attorney to ensure your compliance.

"I wasn't even sure I believed in God. But when I saw the miracle of the sun with golden raindrops falling off of it, I knew that God existed and that he loved me." ---------- In the Bible, the number forty shows up when something is being tested, purified, or prepared. Forty days. Forty years. It is never random. It is the stretch between what God promises and what finally comes to life. When the music that bubbles up in my head began to take me back to a story from 40 weeks ago, I pushed back. Why would I do that? Wrong question. Just trust. OK. This episode returns to the conversion story of Michael Campanelli, a man who went to Medjugorje not even sure he believed in God. What happened there was not flashy or emotional hype. It was uncomfortable. A call to confession. A confrontation with long buried sin. A moment of grace that broke through his resistance and changed the direction of his life. That moment became a turning point. Skepticism gave way to surrender. Confession led to healing. And eventually, Michael found himself helping guide others on pilgrimages through his Padre Pio ministry. This is not a rerun. It is a return. Forty weeks later, what was planted has been tested long enough to begin bearing fruit. ---------- Share Your Story If you have a Touched by Heaven moment that you would like to share with Trapper, please leave us a note at https://touchedbyheaven.net/contact Our listeners look forward to hearing about life-changing encounters and miraculous stories every week. Stay Informed Trapper sends out a weekly email. If you're not receiving it, and would like to stay in touch to get the bonus stories and other interesting content that will further fortify your faith. Join our email family by subscribing on https://trapperjackspeaks.com  Become a Patron We pray that our listeners and followers benefit from our podcasts and programs and develop a deeper personal relationship with God. We thank you for your prayers and for supporting our efforts by helping to cover the costs. Become a Patron and getting lots of fun extras. Please go to https://patreon.com/bfl to check out the details. More About Trapper Jack Visit Our Website: https://TrapperJackSpeaks.com Patreon Donation Link: https://www.patreon.com/bfl Purchase our Products ·       Talk Downloads: https://www.patreon.com/bfl/shop ·       CD Sales: https://trapperjackspeaks.com/cds/  Join us on Facebook:  https://www.facebook.com/TouchedByHeaven.TrapperJack Follow us on LinkedIn: https://www.linkedin.com/in/trapperjack/ Join us on X/Twitter: https://x.com/TrapperJack1

Life doesn’t always give us time to plan—and that’s often where God’s provision becomes most visible. This Crosswalk Devotional centers on Exodus 12:31–39, reminding us that when preparation is impossible, God still provides exactly what we need. The Israelites left Egypt abruptly, carrying unfinished dough into an uncertain future, yet God faithfully supplied every step of their journey. Their hurried departure wasn’t an oversight—it was an invitation to trust. This Christian devotional speaks to seasons of disruption, loss, and uncertainty, when routines fall apart and control slips through our fingers. Whether facing sudden change, grief, or exhaustion, Scripture shows us that God uses moments of unpreparedness to reveal His character. When we can’t rely on our plans, we learn to rely on His promises. Highlights God often works powerfully in moments when we feel least prepared The Israelites’ rushed escape reveals God’s intentional provision Loss of control can become an invitation to deeper trust God’s provision is not limited by our circumstances or planning Seasons of uncertainty help us remember we are God’s children, not slaves Dependence on God strengthens faith and reveals His faithfulness When preparation fails, prayer becomes our lifeline Do you want to listen ad-free? When you join Crosswalk Plus, you gain access to exclusive, in-depth Bible study guides, devotionals, sound biblical advice, and daily encouragement from trusted pastors and authors—resources designed to strengthen your faith and equip you to live it out boldly. PLUS ad free podcasts! Sign Up Today! This episode is sponsored by Trinity Debt Management. If you are struggling with debt call Trinity today. Trinity's counselors have the knowledge and resources to make a difference. Our intention is to help people become debt-free, and most importantly, remain debt-free for keeps!" If your debt has you down, we should talk. Call us at 1-800-793-8548 | https://trinitycredit.org TrinityCredit – Call us at 1-800-793-8548. Whether we're helping people pay off their unsecured debt or offering assistance to those behind in their mortgage payments. https://trinitycredit.org Full Transcript Below: God Provides When We Cannot Prepare By Deidre Braley Bible Reading:During the night Pharaoh summoned Moses and Aaron and said, “Up! Leave my people, you and the Israelites! Go, worship the LORD as you have requested. Take your flocks and herds, as you have said, and go. And also bless me.” The Egyptians urged the people to hurry and leave the country. “For otherwise,” they said, “we will all die!” So the people took their dough before the yeast was added, and carried it on their shoulders in kneading troughs wrapped in clothing. The Israelites did as Moses instructed and asked the Egyptians for articles of silver and gold and for clothing. The LORD had made the Egyptians favorably disposed toward the people, and they gave them what they asked for; so they plundered the Egyptians. The Israelites journeyed from Rameses to Sukkoth. There were about six hundred thousand men on foot, besides women and children. Many other people went up with them, and also large droves of livestock, both flocks and herds. With the dough the Israelites had brought from Egypt, they baked loaves of unleavened bread. The dough was without yeast because they had been driven out of Egypt and did not have time to prepare food for themselves. - Exodus 12:31-39 Our family recently traveled 300 miles north to spend the holidays at home, where my husband and I both grew up. Though we had planned for an extended stay, we did not sleep well on the first or second night, and on the following morning, my husband woke with a terrible bout of food poisoning. Exhausted, exasperated, and with a terribly achy back, I couldn’t imagine being away from home for even another moment. Before the sun had even risen, I announced, “That’s it. We need to leave—today.” In a rush, I threw apples and slippers and dog food into any spare bag I could find. I stuffed dirty clothes back into suitcases and rummaged in the fridge for anything that could qualify as breakfast for the kids. I promised myself we’d all brush our teeth later. And then, with our odds and ends shoved into every spare crevice of the car, we sped off, not even stopping to say goodbye to our family on the way out of town. All day, I felt unsettled. Our luggage was disorganized, we were subsisting on a bag of chocolate-covered espresso beans, and, as I discovered later, two out of our three kids weren’t even wearing socks! Our careful routines—and my sense of any control—had gone out the window. And it was deeply uncomfortable. It made me sympathize with the Israelites, who were pushed out of Egypt in such a hurry that they weren’t even finished making the dough for their bread; they swept it up onto their shoulders and lugged it off into the great unknown. They did not have time to prepare provisions for themselves. But their journey was more than just one long day down the interstate. It was forty years of wandering. Forty years of being unsettled. Forty years of not being in control. Forty years of having to depend on Someone Else to provide for them. I think their rapid departure from Egypt was an intentional move on God’s part. I believe he wanted to make sure they did not have time to prepare—not because he wanted them to feel uncomfortable, but because he wanted to show them that he would provide everything they needed. He wanted to show them what it meant to be the people of the One True Living God. He wanted to position them to understand that they were not slaves any longer: they were his children, and they could trust him to take care of them. Intersecting Faith & Life: There are times in our lives that we simply cannot prepare for. A loss of a job. The death of someone we love. Or maybe just a husband waking up with food poisoning. Though we might despise the situation and wish to cling to control with everything we’ve got (which are very natural and human responses!), in moments of disquiet, may we find the courage to look at God and ask him what he wishes to show us about his character in these times. When he puts us in positions of total abandon—where our illusions of control and carefully measured procedures have been stripped away—may we learn to pray: God, Show me your goodness. I have nothing. You are in control. I need you. Please provide. Amen. Further Reading:Throughout the Bible, people find themselves in situations where their only hope is to trust God to provide. Consider: Daniel telling Nebuchadnezzar the meaning of his dream (Daniel 2) Joshua’s army marching around the walls of Jericho (Joshua 6) Mary learning that she will give birth to Jesus (Luke 1) Discover more Christian podcasts at lifeaudio.com and inquire about advertising opportunities at lifeaudio.com/contact-us.

Forty years ago this past week, Americans watched in horror as the Space Shuttle Challenger exploded on live television just 73 seconds after liftoff, killing all seven crew members. An investigation later found that during the coldest-ever shuttle launch, a failure in the O-ring seals—caused in part by the weather—led to the disaster. Hours after the tragedy, President Reagan addressed the nation, calling the crew heroes and vowing that the disaster would not end America's space program. Earlier this week, retired NASA astronauts Bonnie Dunbar and Clayton Anderson joined FOX News Rundown host Dave Anthony to reflect on the lives of the seven heroes lost, the evolution of safety protocols following the investigation, and the unwavering spirit of discovery required to reach for the Moon and Mars. We often must cut interviews short during the week, but we thought you might like to hear the full conversation. Today on The FOX News Rundown Extra, we share our entire interview with retired NASA astronauts Bonnie Dunbar and Clayton Anderson. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Are America's closest allies getting cold feet about a friendship that's lasted since World War II? Christiane speaks to Michael Ignatieff, former leader of Canada's Liberal Party, about growing unease with Washington. Then, a true story of heroism and disaster on the edge of space. Forty years after the U.S. space shuttle Challenger exploded, shocking America and the world, best-selling author Adam Higginbotham speaks about his minute-by-minute account of the tragedy and the decisions that led to catastrophe. Plus, hopes of progress in Gaza, but in the occupied West Bank, Israeli settler violence continues to devastate Palestinian villages. Jeremy Diamond reports. Also ahead, Christiane's conversation with a Holocaust survivor and legal titan. At 95 years old, Judge Theodor Meron reflects on a lifetime devoted to pursuing justice and accountability. And as the world marks Holocaust Remembrance Day this week, from Christiane's archive: how the Nazis' slaughter of six million Jews shocked the international community into outlawing genocide.   Air date: January 31, 2026   Guests: Michael Ignatieff Adam Higginbotham Judge Theodor Meron Learn more about your ad choices. Visit podcastchoices.com/adchoices

Understanding "Streets of Minneapolis"With Springsteen's latest single reaching #1 in 19 countries, we're witnessing a significant cultural moment. I'm proposing an exploration of the controversial, "Streets of Minneapolis"—examining it within a powerful American musical tradition that stretches back over eight decades.A Tradition of Musical CommentaryThis story begins in 1944, when Woody Guthrie (not Arlo—Woody was his father) wrote "This Land Is Your Land" as a response to Irving Berlin's "God Bless America." What seemed like competing patriotic songs represented something deeper: different visions of what it means to love your country. Berlin offered celebration; Guthrie offered reflection—including verses about inequality and hardship that rarely get sung today.Guthrie embraced a form of patriotism rooted in the Declaration of Independence—one that believes loving your country includes acknowledging where it falls short of its ideals. Writing during World War II and the aftermath of the Depression, Guthrie demonstrated how music could both honor and challenge the nation simultaneously.How Music Reaches Us DifferentlyThat approach influenced Pete Seeger, Joan Baez, and Bob Dylan—artists who discovered that songs could communicate social commentary to audiences who might not engage with traditional political discourse. A three-minute song on the radio could spark reflection in ways other media couldn't.Consider "Born in the U.S.A." How many of us have heard it as a celebration when Springsteen wrote it, in Guthrie's tradition, as a pointed critique of how America treats its veterans? Forty years later, it's still frequently misunderstood—even used at political rallies in ways that contradict its message. This pattern raises important questions about how we engage with art.When Music Captures a MomentIn 1970, after the Ohio National Guard killed four students at Kent State University, Neil Young wrote "Ohio" almost immediately. Released by Crosby, Stills, Nash & Young within weeks, the radio-friendly song brought that tragedy into millions of homes, forcing a national conversation.What "Streets of Minneapolis" Asks of Us"Streets of Minneapolis" follows in this tradition—echoing "Ohio" across five decades. Like those earlier songs, it's not primarily about comfort; it's about bearing witness and prompting reflection.The question worth considering: Will we engage with what the song is actually saying, or will it become another anthem whose meaning gets lost over time?An Invitation to Listen Thoughtfully. An opportunity to make your own decisions. This isn't about taking political sides. It's about recognizing a form of patriotism that asks something of us—the kind that believes loving your country includes honest examination of difficult moments.Hosts: Rick Galusha & Mike OlsonKate Smith / God Bless America (1939)Woody Guthrie / This Land is Your Land (1940) Carter Family / The World's On Fire (1925) Bruce Springsteen / Born in the USA (1984) [Nebraska] Neil Young / Ohio (1970) Bruce Springsteen / Streets of Minneapolis (2026) Norah Jones / American Anthem 

Forty years ago, the space shuttle Challenger exploded shortly after launch. According to NPR's Howard Berkes, the lessons learned from the disaster are as critical as ever.

Forty years ago, the Space Shuttle Challenger exploded on live television just 73 seconds after lifting off. All seven astronauts aboard died, plunging the nation into mourning. On our video podcast "Settle In," Geoff Bennett and Miles O'Brien discussed that moment and how it changed the country. PBS News is supported by - https://www.pbs.org/newshour/about/funders. Hosted on Acast. See acast.com/privacy

Forty years ago today, the Challenger Space Shuttle broke apart in the sky, killing everyone on board. Adam Higginbotham, author of the book Challenger: A True Story of Heroism and Disaster on the Edge of Space, discusses how things went so wrong, and the aftermath of the disaster. Plus, listeners share their memory of Challenger. 

Folks—this is it.

“Now it all makes sense.” In this sweeping and explosive episode, the hosts argue the United States has reached a historic breaking point. From border security and census data

This episode pulls no punches. From Marco Rubio's looming warning to Venezuela and the geopolitical fight over oil

For some communities in South Africa coming-of-age initiations are a hugely significant moment, but there have been rising concerns over the safety of the circumcisions at the heart of this ritual. Forty-eight young men died last year and the government are now introducing measures to tackle the issue. BBC's southern Africa correspondent Pumza Fihlani reports on the latest.Research suggests our hair does not grow by pushing up and out but by being pulled by a coordinated network of moving cells. Our studio guest Graham Easton, professor of clinical communication skills and former family doctor discusses the significance. What is the best way to encourage more people to give blood? New research from China evaluates system where donors were offered incentives such as free access to public bus services. Professor of Health Psychology Eamonn Ferguson puts this in the context of different approaches used worldwide. And should doctors use emojis in communications with patients? A new paper analyses how many are used and which ones by clinicians and patients in Michigan, USA. We discuss the pros and cons of their use.Presenter: Claudia Hammond Producer: Hannah Robins Assistant producer: Jonathan Blackwell Researcher: Anna Charalambou

An “influencer” with 12 million followers is warning people that on August 12th, 2026, gravity will pause for 7.3 seconds. NASA's been hiding it. You, your cat, and your car will hover in the air before slamming back to earth in a symphony of shattered spines and dead pets. Forty million casualties, minimum. David and Brad take this opportunity to perform an autopsy on American intelligence, explaining why a third-grade understanding of physics should've prevented this panic, why social media has turned millions of brains into cottage cheese, and why anyone who believes this deserves to float away permanently. Also: Minneapolis protesters storm a church service, Virginia's new governor speed-runs the state's collapse with a legislative blitz, and South Carolina's Milkman continues his reign of dairy-based terror. If you still think you may need to bolt your couch to the floor, please seek help immediately.

"Forty-nine years ago this morning there was ‘quite a bit of snow on the ground' but the roads and skies were clear near Prospect, Kentucky, as Lee Parrish started home from his girlfriend Kathy Johnson's house. A trip that usually took him no longer than a cigarette and couple songs on the radio of his 1970 Jeepster, would this time cost Lee forty-five terrifying minutes, and a detour into somewhere wholly beyond all of our known understanding. Though visitations from the otherworldly could be considered commonplace in the Commonwealth, the taking of Lee Parish in the early hours of January 27th, 1977, by a trio of sentient ‘shapes,' stands out as something altogether stranger than many of the myriad of reported ethereal encounters around the state."Audio support for this episode was provided by Truckstop Dave.Shownotes:-1977, January 26: Slabs and Blocks-Abduction by Machine Like Beings-Truckstop Dave on Jamendo-Ransom Letter Publishing Substack-Ransom Letter Publishing Youtube Channel

President Trump has kicked off a weekly national travel schedule to champion his economic agenda and mobilize voters ahead of the 2026 midterms. Amidst growing tensions surrounding immigration enforcement following the recent shooting in Minneapolis, the administration has made some personnel changes to ICE operations, while also doubling down on "80 percent issues" like affordability and border security. FOX News Political Analyst and former RNC Chairman Reince Priebus joins the Rundown to break down the GOP's roadmap for turning the midterms into a presidential-style victory.  Forty years ago today, the world watched in horror as the Space Shuttle Challenger exploded 73 seconds after liftoff, a tragedy that exposed critical hardware failures and sparked a national conversation about the inherent risks of pushing the human frontier. Retired NASA astronauts Bonnie Dunbar and Clayton Anderson join to look back at the lives of the seven heroes lost, the evolution of safety protocols that followed the investigation, and the unwavering spirit of discovery required to reach for the Moon and Mars. Plus, commentary by FOX News contributor Joe Concha. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Forty years ago this week, the space shuttle Challenger exploded in flight, 73 seconds after liftoff from Cape Canaveral. All seven crew members were killed. In the months that followed, the tragedy was traced to a failed O-ring in one of the shuttle's rocket boosters. Now, with the Artemis II mission preparing for launch to lunar orbit, what have we learned about spaceflight and risk? Former astronaut Jim Wetherbee joins Host Ira Flatow to remember the Challenger tragedy, and look ahead to the age of private spaceflight and the upcoming Artemis II mission.Guest: Jim Wetherbee is a former NASA astronaut, the former head of flight crew operations for NASA, and the author of Controlling Risk: Thirty Techniques for Operating Excellence.Transcripts for each episode are available within 1-3 days at sciencefriday.com. Subscribe to this podcast. Plus, to stay updated on all things science, sign up for Science Friday's newsletters.

Chicago Public Media operates two distinct news brands: WBEZ, the public radio station, and the Chicago Sun-Times, the legacy newspaper. With audio and print journalism, both membership and advertising revenue, and decades of archives in multiple formats, they're a unique case study for AI in local news.When CEO Melissa Bell joined the organization, there was interest in AI but no dedicated resources for experimentation. Through the Lenfest AI Collaborative, they brought in their first AI engineer. A year later, Spanish translations that used to take days are now published the same day. Forty years of WBEZ audio, previously unsearchable, are being transcribed and made searchable for journalists.In this week's episode, host Nikita Roy speaks with Chicago Public Media leaders Melissa Bell (CEO) and Aron Pilhofer (Chief Product and Membership Officer), along with Mark Chonowsky (AI Fellow) and David Chivers (lead AI advisor for the Lenfest AI Collaborative).A note on this week's episodeDavid Chivers, who listeners will hear in this episode, passed away on January 1, 2026. He was the lead advisor for the Lenfest AI Collaborative and this episode was recorded the previous month. David was deeply committed to building capability in newsrooms. He was generous with his time, sharp in his insights, and always had one of those big smiles that would light up a room. He will be missed.The conversation covers how Chicago Public Media is thinking about AI as part of a larger membership strategy, how they decide what to build versus buy with limited resources, and what it looks like to lead through a public AI failure.In this episode:02:55 — Where Chicago Public Media started with AI a year ago08:08 — What AI use looks like inside the newsroom15:42 — How product development is evolving with AI tools27:28 — Collaboration with OpenAI and Microsoft28:26 — How AI fits into Chicago Public Media's membership strategy36:05 — Build vs. buy with limited resources37:44 — The Chicago Sun-Times AI-generated book list incident42:18 — Advice for leaders navigating AI mistakes publiclyThis episode of Newsroom Robots is supported by the Lenfest Institute for Journalism. Sign up for the Newsroom Robots newsletter for episode summaries and insights from host Nikita Roy. Hosted on Acast. See acast.com/privacy for more information.

Alex Honnold captivated audiences around the world when he free solo climbed a 1,667 foot skyscraper in Taiwan named Taipei 101. Few people understand what Alex might have been feeling like Dan Goodwin. Forty years ago Dan free solo climbed the CN tower. Now he is talking about what it takes to achieve such a feat.

It's FRIENDS AND RIVALS EPISODE 218 and if you blinked, you missed it! Tight 45? Try a tight FORTY! We give you the low down on the down low with the Penguins surging, the Devils rebounding, and the Islanders floating. We don't talk much about the Rangers who are um...dead last in the East. But the good news is that they wrote a letter, and if your team can't win, the least that they can do is keep in touch. So listen (it's truly not a huge commitment this week I promise) to FRIENDS AND RIVALS EPISODE 218!

“I didn't want to get high anymore, but I couldn't stop.” That line sits at the center of Logan's story—a small-town athlete whose life flips after a bar fight, a traumatic brain injury, and 18 months on prescribed opiates. When the scripts end, withdrawal hits like a freight train. A friend hands him a pill. Forty-five minutes later, addiction has a name.To watch this whole episode in studio, click here: https://youtu.be/QEkM97g9Fy8From there, we follow the brutal logic of the street. Open-air drug markets. “Scramble” bags cut with fentanyl, benzos, and quinine. The first IV hit. Speedballs in gas station bathrooms. A blackout and a hospital bed, hands cuffed to a gurney. Robberies at gunpoint. Narcan save after Narcan save—and one young man he couldn't bring back. Then the darkest chapter: sexual assault used as “discipline” by people who held his debt. Hope narrows to a single point. He tries to die by proximity, chasing the batch that killed others. Winter arrives. He's too cold to get high.What changes everything isn't a slogan. It's a stranger who lets him borrow a phone, a mother who will cross bridges and neighborhoods to pull him out, and a caseworker who says, “Be at the door by 8 a.m.” He chooses a detox that hurts enough to remember and builds a recovery that actually fits: daily meetings, step work, and a gym where effort turns back into dignity. He grieves the overdose of his best friend and stays clean. He learns that strength includes crying, apologizing, and teaching his son to name feelings before they turn to rage.Now, Logan runs operations at Fit To Recover in Salt Lake City, a nonprofit built on four pillars—fitness, creative arts, nutrition, and service—that helps people in recovery and those unsheltered feel safe and seen. We talk harm reduction, why fentanyl is everywhere, how meth-induced psychosis rewires reality, and what real boundaries look like for families: stop funding the disease, never stop loving the person.To learn more about the work Logan is doing with Fit To Recover, a Salt Lake City–based nonprofit helping people in recovery and those experiencing homelessness rebuild their lives through fitness, nutrition, creative arts, and service. The program focuses on dignity, accountability, and community as foundations for lasting recovery, visit: https://fit2recover.org/If you've ever wondered how a “good kid” ends up homeless with a needle, or how someone climbs back to family, purpose, and leadership, press play. Then share this with someone who needs proof that rock bottom isn't the end of the story. Subscribe, leave a review, and tell us the moment that stayed with you.

Forty years ago, the space shuttle Challenger exploded 73 seconds after liftoff. Seven astronauts were killed, including teacher-in-space Christa McAuliffe. It was a devastating blow to the U.S. space program and a national tragedy for the country. In the days after the explosion, the search for answers began. Two NPR reporters, Howard Berkes and Daniel Zwerdling, focused their reporting on the engineers who managed Challenger's booster rockets. On February 20, 1986, Berkes and Zwerdling broke a major story, providing the first details of a last-minute effort by those engineers to stop NASA from launching Challenger. In this special NPR documentary, Howard Berkes unfolds an investigation spanning forty years, from those desperate efforts in 1986 to delay the launch, to decades of crushing guilt for some of the engineers, and to the lessons learned that are as critical as ever as NASA's budget and workforce shrink.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

Annie is a dancer turned teacher, trainer, and nutrition coach. As the founder and owner of Create Movement Collective, she believes that if we create movement, we will find wellness and self-expression.

Forty-six states are under weather advisories, watches, or warnings, as a massive winter storm is expected to bring snow, ice, and extreme cold this weekend. The storm's footprint will stretch from the plains across the south and into the northeast, with North and South Carolina already declaring states of emergency. Weather experts are advising people to stay home and off the roads, and to be prepared for major travel disruptions.The United States, Ukraine, and Russia will meet on Nov. 23 in Abu Dhabi for tri-lateral security talks. President Donald Trump says Russian President Vladimir Putin and Ukrainian President Volodymyr Zelenskyy now appear open to ending the war, following separate high-level meetings. While the Kremlin called talks with U.S. negotiators substantive, Russia insists no lasting peace is possible without resolving territorial claims.TikTok's Chinese parent company, ByteDance, says it has finalized a move to avoid a ban in the United States, with a deal to create a majority "US-owned joint venture." U.S. data from TikTok's algorithm will be secured on Oracle's cloud system. American and global investors will own 80.1% of the venture, while ByteDance will retain the rest. Tech giant Oracle, private equity firm Silver Lake, and Abu Dhabi-based MGX will serve as managing investors, each holding a 15% stake.

Forty years ago Japan made more than half of the world's semiconductors. Today, it produces just over 10%. But the country has big ambitions to turn that around.We hear from the CEO of a company at the centre of the government's high-stakes gamble to revive its semiconductor industry, and more broadly, its tech power.And we'll learn how the island of Hokkaido is now the site of billions in investment to turn what has long been an agricultural powerhouse into a global chip manufacturing hub.If you'd like to contact the programme, our email address is businessdaily@bbc.co.ukPresenter: Suranjana Tewari Producer: Jaltson Akkanath Chummar(Picture: A lavender field and colourful flower garden in Hokkaido, Japan. Credit: Getty Images)

When deciding who to invest with, experience is what matters most, starting with the number of deals someone has done. Forty percent of Multifamily operators have done fewer than five full cycle deals. Like anything else, Real Estate takes years, even decades, to master. Elijah Brown, Founder of GoldHawk Capital, has first-hand experience operating multifamily and leverages this experience to help him identify other experienced and proven sponsors for others to invest in. Once he finds a great deal, he negotiates favorable terms for himself and his investors. Unklike in the past few years, great deals are starting to appear.

It's ImmaLetYouFinish... #240! Court & Amy salivate over the return of Harry Styles, pay homage to John Forte and Bob Weir, and welcome author Steven Blush to discuss his new book "When Rock Met Hip Hop". ImmaLetYouFinish... Podcast is a proud member of Pantheon Media. Learn more about your ad choices. Visit megaphone.fm/adchoices

It's ImmaLetYouFinish... #240! Court & Amy salivate over the return of Harry Styles, pay homage to John Forte and Bob Weir, and welcome author Steven Blush to discuss his new book "When Rock Met Hip Hop". ImmaLetYouFinish... Podcast is a proud member of Pantheon Media. Learn more about your ad choices. Visit megaphone.fm/adchoices

Purpose, trust and laughter matter.  SUMMARY Dr. Heather Wilson '82, former secretary of the U.S. Air Force, and Gen. Dave Goldfein '83, former chief of staff of the Air Force, highlight the human side of leadership — honoring family, listening actively and using humility and humor to build strong teams. Their book, Get Back Up: Lessons in Servant Leadership, challenges leaders to serve first and lead with character.   SHARE THIS PODCAST LINKEDIN  |  FACEBOOK    TOP 10 LEADERSHIP TAKEAWAYS FROM THIS EPISODE Leadership Is a Gift and a Burden – Leaders are entrusted with the well-being and development of others, but that privilege entails tough, sometimes lonely, responsibilities. Servant Leadership – True leadership is about enabling and supporting those you lead, not seeking personal advancement or recognition. Influence and Teamwork – Lasting change comes from pairing authority with influence and working collaboratively; no leader succeeds alone. Embrace Failure and Own Mistakes – Effective leaders accept institutional and personal failures and use them as learning and teaching moments. Family Matters – Great leaders recognize the significance of family (their own and their team's) and demonstrate respect and flexibility for personal commitments. Be Data-Driven and Strategic – Borrow frameworks that suit the mission, be clear about goals, and regularly follow up to ensure progress. Listening Is Active – Truly listening, then responding openly and honestly—even when you can't “fix” everything—builds trust and respect. Humility and Curiosity – Never stop learning or questioning; continual self-improvement is a hallmark of strong leaders. Celebrate and Share Credit – Spread praise to those working behind the scenes; leadership is not about personal glory, but lifting others. Resilience and Leading by Example – “Getting back up” after setbacks inspires teams; how a leader recovers can motivate others to do the same.   CHAPTERS 0:00:00 - Introduction and Welcome 0:00:21 - Guest Backgrounds and Family Legacies 0:02:57 - Inspiration for Writing the Book 0:05:00 - Defining Servant Leadership 0:07:46 - Role Models and Personal Examples   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS Host: Lt. Col. (Ret.) Naviere Walkewicz '99 Guests: Dr. Heather Wilson '82, former Secretary of the U.S. Air Force, and former Air Force Chief of Staff Gen. (Ret.) Dave Goldfein '83  Naviere Walkewicz 0:09 Welcome to Focus on Leadership, our accelerated leadership series. I'm your host, Naviere Walkewicz, Class of '99. I'm honored to welcome two exceptional leaders whose careers and friendship have helped shape the modern Air Force, while inspiring thousands to serve with purpose and courage. Our guests today are Dr. Heather Wilson, USAFA Class of '82, the 24th secretary of the Air Force, now president at the University of Texas El Paso. And Gen. Dave Goldfein, Class of '83, the 21st chief of staff of the Air Force. Both are United States Air Force Academy distinguished graduates. Together, they've written Get Back Up: Lessons in Servant Leadership, a powerful reflection on resilience, humility and the courage to lead to adversity. And our conversation today will dive deeply into the lessons they learned at the highest levels of command and in public service, and what it means to serve others first. Thank you for being here. Gen. Dave Goldfein 1:08 Thank you for having us. Naviere Walkewicz 1:09 Absolutely. This is truly an honor. And I mentioned that I read this incredible book, and I'm so excited for us to jump into it, but before we do, I think it's really important for people to know you more than the secretary and the chief. I mean chief, so Gen. Goldfein, you came from an Air Force family. Your dad was a colonel, and ma'am, your grandpa was a civil aviator, but you really didn't have any other military ties. Dr. Heather Wilson 1:29 Well, my grandfather was one of the first pilots in the RAF in World War I, then came to America, and in World War II, flew for his new country in the Civil Air Patrol. My dad enlisted by that a high school and was a crew chief between the end of the Second World War and the start of Korea, and then he went back home and became a commercial aviator and a mechanic. Naviere Walkewicz 1:52 I love that. So your lines run deep. So maybe you can share more and let our listeners get to know you more personally. What would you like to share in this introduction of Gen. Goldfein and Dr. Wilson? Gen. Dave Goldfein 2:02 Well, I'll just tell you that if you know much about Air Force culture you know we all get call signs, right. Nicknames, right? I got a new one the day I retired, and you get to use it. It's JD, which stands for “Just Dave.” Naviere Walkewicz 2:17 Just Dave! Yes, sir. JD. I will do my best for that to roll off my tongue. Yes, sir. Gen. Dave Goldfein 2:25 And I will just say congratulations to you for your two sons who are currently at the Academy. How cool is that? Naviere Walkewicz 2:31 Thank you. We come from a Long Blue Line family. My dad was a grad, my uncle, my brother and sister, my two boys. So if I get my third son, he'll be class of 2037, so, we'll see. We've got some time. Gen. Dave Goldfein 2:41 We have grandchildren. Matter of fact, our book is dedicated to grandchildren and they don't know it yet, but at least on my side, they're Class of 2040 and 2043 at the Air Force Academy. Naviere Walkewicz 2:52 OK, so my youngest will be cadre for them. Excellent. Excellent. Dr. Heather Wilson 2:57 And my oldest granddaughter is 4, so I think we'll wait a little bit and see what she wants to do. Naviere Walkewicz 3:04 Yes, ma'am. All right. Well, let's jump in. You just mentioned that you wrote the book primarily for your film book. Is that correct? Gen. Dave Goldfein 3:09 Yes. Naviere Walkewicz 3:10 How did you decide to do this now together? Because you both have incredible stories. Dr. Heather Wilson 3:14 Well, two years ago, we were actually up in Montana with Barbara and Craig Barrett, who —  Barbara succeeded me as secretary of the Air Force. And our families, all six of us are quite close, and we were up there, and Dave was telling stories, and I said, “You know, you need to write some of these down.” And we talked about it a little bit, and he had tried to work with another co-author at one time and it just didn't work out really well. And I said, “Well, what if we do it together, and we focus it on young airmen, on lessons learned in leadership. And the other truth is, we were so tired of reading leadership books by Navy SEALs, you know, and so can we do something together? It turned out to be actually more work than I thought it would be for either of us, but it was also more fun.   Naviere Walkewicz 3:59 How long did it take you from start to finish? Dr. Heather Wilson 4:02 Two years. Naviere Walkewicz 4:03 Two years? Excellent. And are you — where it's landed? Are you just so proud? Is it what you envisioned when you started? Gen. Dave Goldfein 4:10 You know, I am, but I will also say that it's just come out, so the initial response has been fantastic, but I'm really eager to see what the longer term response looks like, right? Did it resonate with our intended tenant audience? Right? Did the young captains that we had a chance to spend time with at SOS at Maxwell last week, right? They lined up forever to get a copy. But the real question is, did the stories resonate? Right? Do they actually give them some tools that they can use in their tool bag? Same thing with the cadets that we were privileged to spend time with the day. You know, they energized us. I mean, because we're looking at the we're looking at the future of the leadership of this country. And if, if these lessons in servant leadership can fill their tool bag a little bit, then we'll have hit the mark. Naviere Walkewicz 5:07 Yes, sir, yes. Ma'am. Well, let's jump right in then. And you talked about servant leadership. How would you describe it? Each of you, in your own words, Dr. Heather Wilson 5:15 To me, one of the things, important things about servant leadership is it's from the bottom. As a leader, your job is to enable the people who are doing the work. So in some ways, you know, people think that the pyramid goes like this, that it's the pyramid with the point at the top, and in servant leadership, it really is the other way around. And as a leader, one of the most important questions I ask my direct reports — I have for years — is: What do you need from me that you're not getting? And I can't print money in the basement, but what do you need from me that you're not getting? How, as a leader, can I better enable you to accomplish your piece of the mission. And I think a good servant leader is constantly thinking about, how do I — what can I do to make it easier for the people who are doing the job to get the mission done? Gen. Dave Goldfein 6:08 And I'd offer that the journey to becoming an inspirational servant leader is the journey of a lifetime. I'm not sure that any of us actually ever arrive. I'm not the leader that I want to be, but I'm working on it. And I think if we ever get to a point where we feel like we got it all figured out right, that we know exactly what this whole leadership gig is, that may be a good time to think about retiring, because what that translates to is perhaps at that point, we're not listening, we're not learning, we're not growing, we're not curious — all the things that are so important. The first chapter in the book is titled, Am I worthy? And it's a mirror-check question that we both came to both individually and together as secretary and chief. It's a mere check that you look at and say, “All right, on this lifelong journey to become an inspirational servant leader, am I worthy of the trust and confidence of the parents who have shared their sons and daughters with the United States Air Force and expecting us to lead with character and courage and confidence? Am I worthy of the gift that followers give to leaders? Am I earning that gift and re-earning it every single day by how I act, how I treat others?” You know, that's the essence of servant leadership that we try to bring forward in the book. Naviere Walkewicz 7:38 Right? Can you recall when you first saw someone exhibiting servant leadership in your life? Dr. Heather Wilson 7:46 Good question. It's a question of role models. Maj. William S. Reeder was my first air officer commanding here. And while I think I can probably think of some leaders in my community, you know, people who were school principals or those kind of things, I think Maj. Reeder terrified me because they didn't want to disappoint him. And he had — he was an Army officer who had been shot down as a prisoner of war in Vietnam. He still had some lingering issues. Now, I think he had broken his leg or his back or something, and so you could tell that he still carried with him the impact of that, but he had very high expectations of us and we didn't want to disappoint him. And I think he was a pretty good role model. Gen. Dave Goldfein 8:47 You know, one of the things we say at the very end of the book is that we both married up. We both married incredible leaders, servant leaders in their own right. So in my case, I married my high school sweetheart, and we've now been together almost 43 years, coming up on 43. And when you talk about servant leadership, you know, very often we don't give military spouses enough credit for the enormous courage that they have when they deal with the separations, the long hours, very often not talked about enough, the loneliness that comes with being married to someone who's in the military. And so I just give a shout out to every military spouse that's out there and family to thank them for that very special kind of courage that equates to servant leadership on their part. Naviere Walkewicz 9:47 Excellent. Those are both really great examples, and I think, as our listeners are engaging with this, they're going to start to think about those people in their lives as well, through your descriptions. Early in the book, you make this statement: “Leadership is a gift and a burden.” Might you both expand on that?   Dr. Heather Wilson 10:03 So it's a gift in that it's a gift that's given to you by those whom you are privileged to lead, and it's not just an institution that, you know, it's not just the regents of the University of Texas who have said, “Yes, you're going to be the president of the University of Texas at El Paso.” It is those who follow me who have given me gift of their loyalty and their service and their time. It's a burden, because some days are hard days, and you have to make hard calls based on values to advance the mission and, as chief and service secretary, there are no easy decisions that come walking into that part of the Pentagon. The easy decisions are all made before it gets to the service secretary and chief and so. So there is that responsibility of trying to do well difficult things. And I think sometimes those are lonely decisions. Gen. Dave Goldfein 11:09 And I think as a leader of any organization, part of what can be the burden is if you care deeply about the institution, then you carry the burden of any failures of that institution, both individuals who fall short, or the institution itself. And we face some of those, and we talk about that in the book. One of our chapters is on Sutherland Springs and owning failure. There was no dodge in that. And there was, quite frankly, there was an opportunity for us to actually showcase and teach others how to take ownership when the institution falls short and fails, right? And you know, one of the interesting elements of the relationship between a secretary and a chief is that if you go back and look at the law and read the job description of the chief of staff of the Air Force, it basically says, “Run the air staff and do what the secretary tells you.” I'm not making that up. Because most of the decision authority of the institution resides in the civilian control, the military civilian secretary. So almost all authority and decision authority resides with the secretary. What the chief position brings is 30 years in the institution that very often can bring credibility and influence. And what we determined early in our tenure was that if we were going to move the ball, if we were going to actually move the service in a positive direction, neither of us could do it alone. We had to do it together. We had to use this combination of authority and influence to be able to move the institution forward. And so that was a — and we talked a lot about that, you know, in the book, and it sort of runs throughout our stories. You know, that that trust matters. Naviere Walkewicz 12:59 Absolutely. We're going to visit that towards the end of our conversation, because there's a particular time before you both — before you became the chief and before you became the service secretary, when you met up together. And I want to visit that a little bit. But before we do, Gen. Goldfein — JD — you shared a story in the book, and obviously we want everyone to read it, so I'm not going to go tell the whole story, but you know where you took off one more time than you landed, and you had to, you know, you were hit, you had to evade and then you had to be rescued. There was a particular statement you made to identify yourself. And many of our Long Blue Line members will know this: fast, neat, average, friendly, good, good. In that moment of watching the sun start to rise while you're waiting to be retrieved, how did that come to your mind? Of all the things you could be thinking of to identify yourself? Gen. Dave Goldfein 13:53 Well, you know, it's interesting. So, you know, for those who've never, you know, had gone through a high-speed ejection, people asked me, what was like? I said, “Well, I used to be 6-foot-3. This is all that's left, right?” And you know, my job once I was on the ground was, quite frankly, not to goof it up. To let the rescue team do what the rescue team needed to do, and to play my part, which was to put them at the least amount of risk and be able to get out before the sun came up. And at the very end of the rescue when the helicopters — where I was actually vectoring them towards my location. And I had a compass in my hand, and I had my eyes closed, and I was just listening to the chopper noise and then vectoring them based on noise. And then eventually we got them to come and land, you know, right in front of me. Well, they always teach you, and they taught me here at the Academy during SERE training, which I think has been retitled, but it was SERE when we went through it, survival training. Now, I believe they teach you, “Hey, listen, you need to be nonthreatening, because the rescue team needs to know that you're not — this is not an ambush, that you are actually who you say you are. Don't hold up a weapon, be submissive and authenticate yourself. Well, to authenticate myself required me to actually try my flashlight. And I could see the enemy just over the horizon. And as soon as the helicopter landed, the enemy knew exactly where we were, and they came and running, and they came shooting, and they were raking the tree line with bullets. And so, you know, what I needed to do was to figure out a way to do an authentication. And I just, what came to mind was that training all those years ago, right here at the Academy, and I just said, “I could use a fast, neat, average rescue,” and friendly, good, good was on the way. Naviere Walkewicz 15:53 Wow, I just got chill bumps. Dr. Wilson, have you ever had to use that same kind of term, or, you know, reaching out to a grad in your time frequently? Dr. Heather Wilson 16:04 Yes, ma'am. And, you know, even in the last week, funny — I had an issue that I had to, I won't go into the details, but where there was an issue that might affect the reputation, not only of the university, but of one of our major industry partners, and it wasn't caused by either of us, but there was kind of a, kind of a middle person that was known to us that may not have been entirely acting with integrity. And I just looked up the company. The CEO is an Academy grad. So I picked up the phone and I called the office and we had a conversation. And I said, “Hey, I'd like to have a conversation with you, grad to grad.” And I said, “There are some issues here that I don't need to go into the details, but where I think you and I need to be a little careful about our reputations and what matters is my relationship as the university with you and your company and what your company needs in terms of talent. But wanted to let you know something that happened and what we're doing about it, but I wanted to make sure that you and I are clear.” And it was foundation of values that we act with integrity and we don't tolerate people who won't. Naviere Walkewicz 17:30 Yes, ma'am, I love that. The Long Blue Line runs deep that way, and that's a great example. JD, you spoke about, in the book, after the rescue — by the way, the picture in there of that entire crew was amazing. I love that picture. But you talked about getting back up in the air as soon as possible, without any pomp and circumstance. “Just get me back in the air and into the action.” I'd like to visit two things. One, you debriefed with the — on the check ride, the debrief on the check ride and why that was important. And then also you spoke about the dilemma of being dad and squad comm. Can you talk about that as well? Gen. Dave Goldfein 18:06 Yeah, the check ride. So when I was in Desert Storm, an incredible squadron commander named Billy Diehl, and one of the things that he told us after he led all the missions in the first 30 days or so, he said, “Look, there will be a lot of medals, you know, from this war.” He goes, “But I'm going to do something for you that happened for me in Vietnam. I'm going to fly on your wing, and I'm going to give you a check ride, and you're going to have a documented check ride of a combat mission that you led in your flying record. I'm doing that for you.” OK, so fast forward 10 years, now I'm the squadron commander, and I basically followed his lead. Said, “Hey, I want…” So that night, when I was shot down, I was actually flying on the wing of one of my captains, “Jammer” Kavlick, giving him a check ride. And so, of course, the rescue turns out — I'm sitting here, so it turned out great. And so I called Jammer into a room, and I said, “Hey, man, we never did the check ride.” I said, “You know, you flew a formation right over the top of a surface enemy missile that took out your wingman. That's not a great start.” And he just sort of… “Yes, sir, I know.” I said, “And then you led an all-night rescue that returned him to his family. That's pretty good recovery.” And so it's been a joke between us ever since. But in his personal — his flying record, he has a form that says, “I'm exceptionally, exceptionally qualified.” So I got back and I thought about this when I was on the ground collecting rocks for my daughters, you know, as souvenirs from Serbia. I got back, and I looked at my wing commander, and I said, “Hey, sir, I know you probably had a chance to think about this, but I'm not your young captain that just got shot down. I'm the squadron commander, and I've got to get my squadron back on the horse, and the only way to do that is for me to get back in the air. So if it's OK with you, I'm gonna go home. I'm gonna get crew rest and I'm going to fly tonight.” And he looked at me, and he looked at my wife, Dawn, who was there, and he goes, “If it's OK with her, it's OK with me.” Great. Dawn, just a champion, she said, “I understand it. That's what you got to do.” Because we were flying combat missions with our families at home, which is, was not in the squadron commander handbook, right? Pretty unique. What I found, though, was that my oldest daughter was struggling a little bit with it, and so now you've got this, you know, OK, I owe it to my squad to get right back up in the air and lead that night. And I owe it to my daughter to make sure that she's OK. And so I chose to take one night, make sure that she and my youngest daughter, Diana, were both, you know, in a good place, that they knew that everything's going to be OK. And then I got back up the next night. And in some ways, I didn't talk about it with anybody in the media for a year, because my dad was a Vietnam vet, I'd met so many of his friends, and I'd met so many folks who had actually gotten shot down one and two and three times over Vietnam, in Laos, right? You know what they did after they got rescued? They got back up. They just went back up in the air, right? No fanfare, no book tours, no, you know, nothing, right? It was just get back to work. So for me, it was a way of very quietly honoring the Vietnam generation, to basically do what they did and get back in the air quietly. And so that was what it was all about. Naviere Walkewicz 21:25 Dr. Wilson, how about for you? Because I know — I remember reading in the book you had a — there was something you said where, if your children called, no matter what they could always get through. So how have you balanced family? Dr. Heather Wilson 21:36 Work and life. And so, when I was elected to the Congress, my son was 4 years old. My daughter was 18 months. First of all, I married well, just like Dave. But I also think my obligations to my family don't end at the front porch, and I want to make a better world for them. But I also knew that I was a better member of Congress because I had a family, and that in some ways, each gave richness and dimension to the other. We figured out how to make it work as a family. I mean, both my children have been to a White House Christmas ball and the State of the Union, but we always had a rule that you can call no matter what. And I remember there were some times that it confounded people and, like, there was one time when President Bush — W. Bush, 43 — was coming to New Mexico for the first time, and he was going to do some events in Albuquerque. And they called and they said, “Well, if the congresswoman wants to fly in with him from Texas, you know, she can get off the airplane in her district with the president. And the answer was, “That's the first day of school, and I always take my kids to school the first day, so I'll just meet him here.” And the staff was stunned by that, like, she turns down a ride on Air Force One to arrive in her district with the president of the United States to take her kids to school. Yes, George Bush understood it completely. And likewise, when the vice president came, and it was, you know, that the one thing leading up to another tough election — I never had an easy election — and the one thing I said to my staff all the way through October, leading — “There's one night I need off, and that's Halloween, because we're going trick or treating.” And wouldn't you know the vice president is flying into New Mexico on Halloween for some event in New Mexico, and we told them, “I will meet them at the stairs when they arrive in Albuquerque. I'll have my family with them, but I won't be going to the event because we're going trick or treating.” And in my house, I have this great picture of the vice president of the United States and his wife and my kids in costume meeting. So most senior people understood that my family was important to me and everybody's family, you know — most people work to put food on the table, and if, as a leader, you recognize that and you give them grace when they need it, you will also have wonderful people who will work for you sometimes when the pay is better somewhere else because you respect that their families matter to them and making room for that love is important. Naviere Walkewicz 24:36 May I ask a follow on to that? Because I think that what you said was really important. You had a leader that understood. What about some of our listeners that maybe have leaders that don't value the same things or family in the way that is important. How do they navigate that? Dr. Heather Wilson 24:52 Sometimes you look towards the next assignment, or you find a place where your values are the same. And if we have leaders out there who are not being cognizant of the importance of family — I mean, we may recruit airmen but we retain families, and if we are not paying attention to that, then we will lose exceptional people. So that means that sometimes, you know, I give a lot of flexibility to people who are very high performers and work with me. And I also know that if I call them at 10 o'clock at night, they're going to answer the phone, and that's OK. I understand what it's like to — I remember, you know, I was in New Mexico, I was a member of Congress, somebody was calling about an issue in the budget, and my daughter, who was probably 4 at the time, had an ear infection, and it was just miserable. And so I'm trying to get soup into her, and this guy is calling me, and she's got — and it was one of the few times I said — and it was the chairman of a committee — I said, “Can I just call you back? I've got a kid with an ear infection…” And he had five kids. He said, “Oh, absolutely, you call me back.” So you just be honest with people about the importance of family. Why are we in the service? We're here to protect our families and everybody else's family. And that's OK.   Naviere Walkewicz 26:23 Yes, thank you for sharing that. Anything to add to that, JD? No? OK. Well, Dr. Wilson, I'd like to go into the book where you talk about your chapter on collecting tools, which is a wonderful chapter, and you talk about Malcolm Baldridge. I had to look him up — I'll be honest — to understand, as a businessman, his career and his legacy. But maybe share in particular why he has helped you. Or maybe you've leveraged his process in the way that you kind of think through and systematically approach things. Dr. Heather Wilson 26:49 Yeah, there was a movement in the, it would have been in the early '90s, on the Malcolm Baldrige Quality Awards. It came out of the Department of Commerce, but then it spread to many of the states and it was one of the better models I thought for how to run organizations strategically. And I learned about it when I was a small businessperson in Albuquerque, New Mexico. And I thought it was interesting. But the thing that I liked about it was it scaled. It was a little bit like broccoli, you know, it looks the same at the little flora as it does at the whole head, right? And so it kind of became a model for how I could use those tools about being data driven, strategically focused, process oriented that I could use in reforming a large and not very well functioning child welfare department when I became a cabinet secretary for children, youth and families, which was not on my how-to-run-my-career card. That was not in the plan, but again, it was a set of tools that I'd learned in one place that I brought with me and thought might work in another. Naviere Walkewicz 28:02 Excellent. And do you follow a similar approach, JD, in how you approach a big problem? Gen. Dave Goldfein 28:07 I think we're all lifelong students of different models and different frameworks that work. And there's not a one-size-fits-all for every organization. And the best leaders, I think, are able to tailor their approach based on what the mission — who the people are, what they're trying to accomplish. I had a chance to be a an aide de camp to a three-star, Mike Ryan, early in my career, and he went on to be chief of staff of the Air Force. And one of the frameworks that he taught me was he said, “If you really want to get anything done,” he said, “you've got to do three things.” He said, “First of all, you got to put a single person in charge.” He said, “Committees and groups solve very little. Someone's got to drive to work feeling like they've got the authority, the responsibility, the resources and everything they need to accomplish what it is that you want to accomplish. So get a single person in charge. Most important decision you will make as a leader, put the right person in charge. Second, that person owes you a plan in English. Not 15 PowerPoint slides, right, but something that clearly articulates in one to two pages, max, exactly what we're trying to accomplish. And the third is, you've got to have a way to follow up.” He said, “Because life gets in the way of any perfect plan. And what will happen is,” he goes, “I will tell you how many times,” he said, “that I would circle back with my team, you know, a couple months later and say, ‘How's it going?' And they would all look at each other and say, “Well, I thought you were in charge,” right? And then after that, once they figure out who was in charge, they said, “Well, we were working this plan, but we got, you know, we had to go left versus right, because we had this crisis, this alligator started circling the canoe, and therefore we had to, you know, take care of that,” right? He says, “As a leader, those are the three elements of any success. Put someone in charge. Build a plan that's understandable and readable, and always follow up. And I've used that as a framework, you know, throughout different organizations, even all the way as chief to find — to make sure that we had the right things. Dr. Heather Wilson 30:21 Even this morning, somebody came by who reminded us of a story that probably should have been in the book, where we had — it was a cyber vulnerability that was related to a particular piece of software widely deployed, and the CIO was having trouble getting the MAJCOMMS to kind of take it seriously. And they were saying, “Well, you know, we think maybe in 30, 60, 90 days, six months, we'll have it all done,” or whatever. So I said, “OK, let all the four-stars know. I want to be updated every 36 hours on how many of them, they still have, still have not updated.” I mean, this is a major cyber vulnerability that we knew was — could be exploited and wasn't some little thing. It was amazing; it got done faster. Naviere Walkewicz 31:11 No 90 days later. Oh, my goodness. Well, that was excellent and actually, I saw that in action in the story, in the book, after the attack on the Pentagon, and when you stood up and took charge, kind of the relief efforts, because many people were coming in that wanted to help, and they just needed someone to lead how that could happen. So you were putting into practice. Yes, sir. I'd like to get into where you talk about living your purpose, and that's a chapter in there. But you know, Gen. Goldfein, we have to get into this. You left the Academy as a cadet, and I think that's something that not many people are familiar with. You ride across the country on a bike with a guitar on your back for part of the time — and you sent it to Dawn after a little while — Mini-Bear in your shirt, to find your purpose. Was there a moment during the six months that you that hit you like lightning and you knew that this was your purpose, or was it a gradual meeting of those different Americans you kind of came across? Gen. Dave Goldfein 32:04 Definitely gradual. You know, it was something that just built up over time. I used to joke — we both knew Chairman John McCain and always had great respect for him. And I remember one time in his office, I said, “Chairman, I got to share with you that I lived in constant fear during every hearing that you were going to hold up a piece of paper on camera and say, ‘General, I got your transcript from the Air Force Academy. You got to be kidding me, right?' And he laughed, and he said, Trust me, if you looked at my transcript in Annapolis,” he goes, “I'm the last guy that would have ever asked that question.” But you know, the we made a mutual decision here, sometimes just things all come together. I'd written a paper on finding my purpose about the same time that there was a professor from Annapolis that was visiting and talking about a sabbatical program that Annapolis had started. And so they started talking about it, and then this paper made it and I got called in. They said, “Hey, we're thinking about starting this program, you know, called Stop Out, designed to stop people from getting out. We read your paper. What would you do if you could take a year off?” And I said, “Wow, you know, if I could do it, I'll tell you. I would start by going to Philmont Scout Ranch, you know, and be a backcountry Ranger,” because my passion was for the outdoors, and do that. “And then I would go join my musical hero, Harry Chapin.” Oh, by the way, he came to the United States Air Force Academy in the early '60s. Right? Left here, built a band and wrote the hit song Taxi. “So I would go join him as a roadie and just sort of see whether music and the outdoors, which my passions are, what, you know, what it's all about for me.” Well, we lost contact with the Chapin connection. So I ended up on this bicycle riding around the country. And so many families took me in, and so many towns that I rode into, you know, I found that if I just went to the library and said, “Hey, tell me a little bit about the history of this town,” the librarian would call, like, the last, you know, three or four of the seniors the town, they'd all rush over to tell me the story of, you know, this particular little town, right? And then someone would also say, “Hey, where are you staying tonight?” “I'm staying in my tent.” They said, “Oh, come stay with me.” So gradually, over time, I got to know America, and came to the conclusion when I had to make the decision to come back or not, that this country is really worth defending, that these people are hard-working, you know, that want to make the world better for their kids and their grandkids, and they deserve a United States Air Force, the best air force on the planet, to defend them. So, you know, when I came back my last two years, and I always love sharing this with cadets, because some of them are fighting it, some of them have embraced it. And all I tell them is, “Hey, I've done both. And all I can tell you is, the sooner you embrace it and find your purpose, this place is a lot more fun.” Naviere Walkewicz 35:13 Truth in that, yes, yes, well. And, Dr. Wilson, how did you know you were living your purpose? Dr. Heather Wilson 35:19 Well, I've had a lot of different chapters to my life. Yes, and we can intellectualize it on why we, you know, why I made a certain decision at a certain time, but there were doors that opened that I never even knew were there. But at each time and at each junction, there was a moment where somehow I just knew. And at South Dakota Mines is a good example. You know, I lost a race to the United States Senate. I actually had some interns — I benefited from a lousy job market, and I had fantastic interns, and we were helping them through the loss. You know, they're young. They were passionate. They, as Churchill said, “The blessing and the curse of representative government is one in the same. The people get what they choose.” And so I was helping them through that, and one of them said, “Well, Dr. Wilson, you're really great with students. You should be a college president somewhere. Texas Tech needs a president. You should apply there,” because that's where this kid was going to school. And I said, “Well, but I don't think they're looking for me.” But it did cause me to start thinking about it and I had come close. I had been asked about a college presidency once before, and I started looking at it and talking to headhunters and so forth. And initially, South Dakota Mines didn't seem like a great fit, because I'm a Bachelor of Science degree here, but my Ph.D. is in a nonscientific discipline, and it's all engineers and scientists. But as I went through the process, it just felt more and more right. And on the day of the final interviews, that evening, it was snowing in South Dakota, there was a concert in the old gym. I mean, this is an engineering school, and they had a faculty member there who had been there for 40 years, who taught choral music, and the students stood up, and they started singing their warm up, which starts out with just one voice, and eventually gets to a 16-part harmony and it's in Latin, and it's music is a gift from God, and they go through it once, and then this 40th anniversary concert, about 50 people from the audience stand up and start singing. It's like a flash mob, almost These were all alumni who came back. Forty years of alumni to be there for that concert for him. And they all went up on stage and sang together in this just stunning, beautiful concert by a bunch of engineers. And I thought, “There's something special going on here that's worth being part of,” and there are times when you just know. And the same with becoming cabinet secretary for children, youth and families — that was not in the plan and there's just a moment where I knew that was what I should do now. How I should use my gifts now? And you hope that you're right in making those decisions.   Naviere Walkewicz 38:43 Well, probably aligning with JD's point in the book of following your gut. Some of that's probably attached to you finding your purpose. Excellent. I'd like to visit the time Dr. Wilson, when you were helping President Bush with the State of the Union address, and in particular, you had grueling days, a lot of hours prepping, and when it was time for it to be delivered, you weren't there. You went home to your apartment in the dark. You were listening on the radio, and there was a moment when the Congress applauded and you felt proud, but something that you said really stuck with me. And he said, I really enjoy being the low-key staff member who gets stuff done. Can you talk more about that? Because I think sometimes we don't, you know, the unsung heroes are sometimes the ones that are really getting so many things done, but nobody knows. Dr. Heather Wilson 39:31 So, I'm something of an introvert and I've acquired extrovert characteristics in order to survive professionally. But when it comes to where I get my batteries recharged, I'm quite an introvert, and I really loved — and the same in international negotiations, being often the liaison, the back channel, and I did that in the conventional forces in Europe negotiations for the American ambassador. And in some ways, I think it might have been — in the case of the conventional forces in Europe negotiations, I was on the American delegation here. I was in Vienna. I ended up there because, for a bunch of weird reasons, then they asked me if I would go there for three months TDY. It's like, “Oh, three months TDY in Vienna, Austria. Sign me up.” But I became a very junior member on the delegation, but I was the office of the secretary of defense's representative, and walked into this palace where they were negotiating between what was then the 16 NATO nations and the seven Warsaw Pact countries. And the American ambassador turned to me, and he said during this several times, “I want you to sit behind me and to my right, and several times I'm going to turn and talk to you, and I just want you to lean in and answer.” I mean, he wasn't asking anything substantive, and I just, “Yes, sir.” But what he was doing was credentialing me in front of the other countries around that table. Now, I was very young, there were only two women in the room. The other one was from Iceland, and what he was doing was putting me in a position to be able to negotiate the back channel with several of our allies and with — this was six months or so now, maybe a year before the fall of the Berlin Wall. So things were changing in Eastern Europe, and so I really have always enjoyed just that quietly getting things done, building consensus, finding the common ground, figuring out a problem. Actually have several coffee mugs that just say GSD, and the other side does say, Get Stuff Done. And I like that, and I like people who do that. And I think those quiet — we probably don't say thank you enough to the quiet, hardworking people that just figure out how to get stuff done. Naviere Walkewicz 41:59 Well, I like how he credentialed you and actually brought that kind of credibility in that way as a leader. JD, how have you done that as a leader? Champion, some of those quiet, behind the scenes, unsung heroes. Gen. Dave Goldfein 42:11 I'm not sure where the quote comes from, but it's something to the effect of, “It's amazing what you can get done if you don't care who gets the credit.” There's so much truth to that. You know, in the in the sharing of success, right? As servant leaders, one of the things that I think both of us spend a lot of time on is to make sure that credit is shared with all the folks who, behind the scenes, you know, are doing the hard, hard work to make things happen, and very often, you know, we're the recipients of the thank yous, right? And the gratefulness of an organization or for somebody who's benefited from our work, but when you're at the very senior leaders, you know what you do is you lay out the vision, you create the environment to achieve that vision. But the hard, hard work is done by so many others around you. Today, in the audience when we were there at Polaris Hall, was Col. Dave Herndon. So Col. Dave Herndon, when he was Maj. Dave Herndon, was my aide de camp, and I can tell you that there are so many successes that his fingers are on that he got zero credit for, because he was quietly behind the scenes, making things happen, and that's just the nature of servant leadership, is making sure that when things go well, you share it, and when things go badly, you own it. Naviere Walkewicz 43:47 And you do share a really remarkable story in there about accountability. And so we won't spend so much time talking about that, but I do want to go to the point where you talk about listening, and you say, listening is not passive; it's active and transformative. As servant leaders, have you ever uncovered challenges that your team has experienced that you didn't have the ability to fix and you know, what action did you take in those instances? Dr. Heather Wilson 44:09 You mean this morning? All the time. And sometimes — and then people will give you grace, if you're honest about that. You don't make wild promises about what you can do, but then you sit and listen and work through and see all right, what is within the realm of the possible here. What can we get done? Or who can we bring to the table to help with a set of problems? But, there's no… You don't get a — when I was president of South Dakota Mines, one of the people who worked with me, actually gave me, from the toy store, a magic wand. But it doesn't work. But I keep it in my office, in case, you know… So there's no magic wands, but being out there listening to understand, not just listening to refute, right? And then seeing whether there are things that can be done, even if there's some things you just don't have the answers for, right? Gen. Dave Goldfein 45:11 The other thing I would offer is that as senior leadership and as a senior leadership team, you rarely actually completely solve anything. What you do is improve things and move the ball. You take the hand you're dealt, right, and you find creative solutions. You create the environment, lay out the vision and then make sure you follow up, move the ball, and if you get at the end of your tenure, it's time for you to move on, and you've got the ball moved 20, 30, yards down the field. That's actually not bad, because most of the things we were taking on together, right, were big, hard challenges that we needed to move the ball on, right? I If you said, “Hey, did you completely revitalize the squadrons across the United States Air Force?” I will tell you, absolutely not. Did we get the ball about 20, 30 yards down the field? And I hope so. I think we did. Did we take the overhaul that we did of officer development to be able to ensure that we were producing the senior leaders that the nation needs, not just the United States Air Force needs? I will tell you that we didn't solve it completely, but we moved the ball down the field, and we did it in a way that was able to stick. You know, very often you plant seeds as a leader, and you never know whether those seeds are going to, you know, these seeds are ideas, right? And you never know whether the seeds are going to hit fertile soil or rocks. And I would often tell, you know, young leaders too. I said, you know, in your last few months that you're privileged to be in the position of leadership, you've got two bottles on your hip. You're walking around with — one of them's got fertilizer and one of them's got Roundup. And your job in that final few months is to take a look at the seeds that you planted and truly determine whether they hit fertile soil and they've grown roots, and if they've grown roots, you pull out the fertilizer, and the fertilizer you're putting on it is to make it part of the institution not associated with you, right? You want somebody some years from now say, “Hey, how do we ever do that whole squadron thing?” The right answer is, “I have no idea, but look at how much better we are.” That's the right answer, right? That's the fertilizer you put on it. But it's just equally important to take a look at the ideas that, just for whatever reason, sometimes beyond your control — they just didn't stick right. Get out the Roundup. Because what you don't want to do is to pass on to your successor something that didn't work for you, because it probably ain't going to work for her. Dr. Heather Wilson 47:46 That's right, which is one of the rules of leadership is take the garbage out with you when you go. Naviere Walkewicz 47:51 I like that. I like that a lot. Well, we are — just a little bit of time left. I want to end this kind of together on a story that you shared in the book about laughter being one of the tools you share. And after we share this together, I would like to ask you, I know we talked about mirror checks, but what are some things that you guys are doing every day to be better as well, to continue learning. But to get to the laughter piece, you mentioned that laughter is an underappreciated tool and for leaders, something that you both share. I want to talk about the time when you got together for dinner before you began working as chief and service secretary, and I think you may have sung an AF pro song. We're not going to ask you to sing that today, unless you'd like to JD? But let's talk about laughter.   Gen. Dave Goldfein 48:31 The dean would throw me out. Naviere Walkewicz 48:33 OK, OK, we won't have you sing that today. But how have you found laughter — when you talk about — when the questions and the problems come up to you?   Dr. Heather Wilson 48:40 So I'm going to start this because I think Dave Goldfein has mastered this leadership skill of how to use humor, and self-deprecating humor, better than almost any leader I've ever met. And it's disarming, which is a great technique, because he's actually wicked smart. But it's also people walk in the room knowing if you're going to a town hall meeting or you're going to be around the table, at least sometime in that meeting, we're going to laugh. And it creates a warmth and people drop their guard a little bit. You get to the business a little bit earlier. You get beyond the standard PowerPoint slides, and people just get down to work. And it just — people relax. And I think Dave is very, very good at it. Now, my husband would tell you that I was raised in the home for the humor impaired, and I have been in therapy with him for almost 35 years.   Naviere Walkewicz 49:37 So have you improved? Dr. Heather Wilson 49:39 He thinks I've made some progress.   Naviere Walkewicz 49:41 You've moved the ball.   Dr. Heather Wilson 49:44 Yes. Made some progress. I still don't — I used to start out with saying the punch line and then explain why it was funny. Naviere Walkewicz 49:52 I'm in your camp a little bit. I try. My husband says, “Leave the humor to me.” Dr. Heather Wilson 49:54 Yeah, exactly. You understand. Gen. Dave Goldfein 49:58 I used to joke that I am a member of the Class of 1981['82 and '83]. I am the John Belushi of the United States Air Force Academy, a patron saint of late bloomers. But you know, honestly, Heather doesn't give herself enough credit for building an environment where, you know, folks can actually do their very best work. That's one of the things that we do, right? Because we have — the tools that we have available to be able to get things done very often, are the people that are we're privileged to lead and making sure that they are part of an organization where they feel valued, where we're squinting with our ears. We're actually listening to them. Where they're making a contribution, right? Where they believe that what they're being able to do as part of the institution or the organization is so much more than they could ever do on their own. That's what leadership is all about. Dr. Heather Wilson 51:05 You know, we try to — I think both of us see the humor in everyday life, and when people know that I have a desk plate that I got in South Dakota, and it doesn't say “President.” It doesn't say “Dr. Wilson.” It says, “You're kidding me, right?” Because once a week, more frequently as secretary and chief, but certainly frequently as a college president, somebody is going to walk in and say, “Chief, there's something you need to know.” And if they know they're going to get blasted out of the water or yelled at, people are going to be less likely to come in and tell you, right, what you need to know. But if you're at least willing to laugh at the absurdity of the — somebody thought that was a good idea, you know. My gosh, let's call the lawyers or whatever. But you know, you've just got to laugh, and if you laugh, people will know that you just put things in perspective and then deal with the problem. Naviere Walkewicz  52:06 Well, it connects us as humans. Yeah. Well, during my conversation today with Dr. Heather Wilson and Gen. Dave Goldfein — JD — two lessons really stood out to me. Leadership is not about avoiding the fall, but about how high you bounce back and how your recovery can inspire those you lead. It's also about service, showing up, doing the hard work and putting others before yourself with humility, integrity and working together. Dr. Wilson, Gen. Goldfein, thank you for showing us how courage, compassion and connection — they're not soft skills. They're actually the edge of hard leadership. And when you do that and you lead with service, you get back up after every fall. You encourage others to follow and do the same. Thank you for joining us for this powerful conversation. You can find Get Back Up: Lessons in Servant Leadership, wherever books are sold. And learn more at getbackupeadership.com. If today's episode inspired you, please share it with someone who can really benefit in their own leadership journey. As always, keep learning. Keep getting back up. Keep trying. I'm Naviere Walkewicz, Class of '99. This has been Focus On Leadership. Until next time. Producer This edition of Focus on Leadership, the accelerated leadership series, was recorded on Monday, Oct. 6, 2025.   KEYWORDS Leadership, servant leadership, resilience, humility, integrity, influence, teamwork, family, trust, listening, learning, purpose, growth, accountability, service, courage, compassion, balance, values, inspiration.     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

We read today of the triumphant arrival of Jesus in Jerusalem and the adulation that the ordinary people gave him, “Hosanna to the Son of David! Blessed is he who comes in the name of the Lord!” [Matt. 21 v.9] “The whole city was stirred up …” [v.10] We pondered the comparison of this with his return to earth. What is, we wondered, the answer to the question Jesus posed at the end of another parable, “…when the Son of Man comes, will he find faith on earth?” [Luke 18 v.8]The focus of our thinking, after reading today's chapter, was in understanding the attitude of mind he will be looking to see.  From v.33-45 we read his parable of the tenants in the vineyard – the lesson he was teaching is clear.The Jewish nation up to that time had had the responsibility of looking after God's vineyard – but they had failed their responsibilities.  After listening to this parable “they perceived he was speaking about them” [v.45] and so, in their generation the parable of their failure as tenants of God's vineyard was fulfilled – “He will put those wretches to a miserable death” [v41], Forty years later Jerusalem, its Temple and the nation were no more.But Jesus added: “and let out the vineyard to other tenants who will give him the fruits …”  And so, after Jesus left the earth his disciples set about fulfilling this, their role – and in their generation succeeded, greatly helped when Christ called Paul to be an apostle.  But most in the generations that followed fell into the same trap of ‘self-importance' as the Priests had done. However, history shows there was renewed zeal and Christ-mindedness among those striving to be worthy “tenants” when God's word was printed for all to read .But nowadays?  Are today's tenants in God's vineyard any better than those against whom Jesus told this parable? The kingdom is only for those “people producing its fruits” [v.43] the rest “will be broken to pieces” [v.44] when he comes!  It will be too late then to realise they have not kept “the narrow way.”   We prove we are on the right path, serving the LORD in his vineyard when we produce the right kind of fruit and profess the same message of hope Jesus taught – also show we have taken his character into our hearts and made it ours. Read James 3 v.12-18. 

A new study has revealed a surprising truth: men's sex drive peaks in their early forties. As a man hitting this milestone, Ben Machell explores what makes midlife libido so potent, from confidence and emotional stability, to life experience. We dive into why testosterone isn't everything, how stress affects younger men, and what makes fortysomething men the “libido elite.”Read by: Ben Machell, features writer, The Times, and Zak Asgard, contributor. The Times.Producer: Dave Creasey.Read more: I'm 43. Are men my age really having more sex than anyone else?Clips: Working Title/Universal.Photo: Getty.Get in touch: thestory@thetimes.comThis podcast was brought to you thanks to subscribers of The Times and The Sunday Times. To enjoy unlimited digital access to all our journalism subscribe here. Hosted on Acast. See acast.com/privacy for more information.

[00:30] Destroying the Work (25 minutes) Herbert W. Armstrong built a worldwide work that preached the gospel of the Kingdom of God as a “witness unto all nations.” On Jan. 16, 1986, Mr. Armstrong died. Tragically, his successors wasted no time in dismantling his entire work. Forty years later, where is the work of Herbert Armstrong? [26:00] Celtic Throne Tour (11 minutes) Celtic Throne is on tour through the American Midwest. This is the first time the troupe has toured and performed around January 16. [37:00] WorldWatch (4 minutes) [41:00] Tribute to Mr Armstrong (26 minutes) Following Mr. Armstrong's death on Jan. 16, 1986, the Worldwide Church of God prepared a special tribute program. The program aired on the weekend of Jan. 25-26, 1986 and brought in a record number of requests for Mr. Armstrong's greatest book, Mystery of the Ages.

If your skin could talk, what might it say about how you're aging? Would it say “This woman is rocking it” or “There might be a few things that you can tweak”? In this episode, my guest and I explore how your skin is far more than a beauty metric—it's a living reflection of your hormones, inflammation, stress, and overall health. I'm joined by Dr. Mamina Turegano, a triple board-certified dermatologist with a powerful internal-medicine perspective on aging skin. Together, we break down what actually works after 40, what's hype, and how to build a smarter inside-out strategy for skin longevity. What you'll learn: (02:05) Why your skin is a direct reflection of hormones, inflammation, and mitochondrial health. (05:35) How stress and cortisol can trigger acne, hives, dandruff, and flare-ups. (09:01) What estrogen decline during perimenopause does to collagen, hydration, and skin thickness. (12:44) Which skincare ingredients have the strongest evidence for anti-aging after 40. (19:18) How peptides, autophagy, and cellular senescence affect visible skin aging. (25:49) Why hydrocolloid patches work so well for hormonal and inflammatory acne. (28:04) What red and blue light therapies actually do for inflammation, acne, and rejuvenation. (42:33) How to fade dark spots, melasma, and acne scars without making pigmentation worse. Love the podcast? Here's what to do: Subscribe to the podcast. Leave a review. Text a screenshot to me at 813-565-2627 and wait for a personal reply because your voice is so important to me. Want to listen to the show completely ad-free? Go to http://subscribetojj.com Click “TRY FREE” and start your ad-free journey today! When you're ready, enjoy the VIP experience for just $4.99 per month or $49.99 per year (save 17%!) Full show notes (including all links mentioned): http://jjvirgin.com/drmamina Learn more about your ad choices. Visit megaphone.fm/adchoices

The Holy Fathers at Mount Sinai lived in the wilderness around the holy mountain before the Emperor Justinian built the famous Monastery there in 527. The brethren were attacked by a band of Saracen barbarians who massacred Doulas, the superior of the community, and most of the other monks. They only stopped when a pillar of fire rose to the sky from the summit of Sinai, causing them to flee in fear.   The Forty-three Holy Fathers at Raithu were massacred on December 22, but are commemorated together with the fathers of Sinai. They lived the monastic life on the shores of the Red Sea. One day about three hundred Ethiopian barbarians raided the area, killing many Christians and enslaving their wives and children. They attacked the church at Raithu, where forty-three fathers had taken shelter. Their abbot Paul enjoined them to persist in prayer to the end, putting no stock in the passing life of this world, which they had renounced when they came to the desert. No sooner had he finished his prayer than the barbarians broke in, slaughtering all the monks but one, who escaped to bring news of the attack to Mt Sinai. When the barbarians returned to their ships they found that the Christians had run their vessels onto the rocks. Enraged, they killed all their prisoners. They themselves were massacred by a band of armed Christians who arrived soon afterward.

Send us a textJon has a full day at the Wall. He gives away a bride, checks on his new high-born prisoner, gets news from Eastwatch, and believes Val and Tormund have returned to Castle Black. Simon and Mackelly throw some rice in celebration of the new couple.Chapter Review:Lord Commander Jon Snow waits with Alys Karstark as Melisandre prays to R'hllor. Jon notices that his top ranking brothers are not in attendance. Eventually, Melisandre asks who is to be wed. Jon escorts Alys to her groom Sigorn, the Magnar of Thenn. The pair say their vows, jump a ditch of fire, and it's done. As the guests make for the feast, Jon talks to Melisandre. She tells him she still sees danger in his future. Jon is skeptical. She foresaw his sister Arya arriving and it was Alys. Melisandre insists the vision was clear, it was she who misread it. She is human.Next, Jon stops at the ice cells. Cregan Karstark showed up a day after Alys. However, Jon met him south of Mole's Town, to prevent any claim of guest right. Jon tells Cregan that Alys is wed. Cregan says she was promised to him by his lord father. Jon reminds him his father Arnolf is only the castellan of Karhold. Cregan tells Jon to kill him and be labeled a kinslayer. Jon suggests Cregan Take the Black before King Stannis arrives and executes him as a traitor. Never, is Cregan's response.At the feast, Jon tells Alys to send her old men and boys to the Night's Watch rather than let them die when winter comes. She promises that House Karstark remembers. A letter arrives from Eastwatch, the ships have finally set sail for Hardhome and the stranded wildlings. After Alys drags her new husband onto the dance floor, Axell Florent takes her seat and again asks Jon about Val's whereabouts. He wants to wed the wildling princess. Wh Speculative Fiction Writing Made Simple: Write, Edit, and Publish Your Debut NovelMost writing podcasts just inspire. This one teaches the craft skills that hook readers.Listen on: Apple Podcasts SpotifySupport the showSupport us: Buy us a Cup of Arbor Gold, or become a sustainer and receive cool perks Donate to our cause Use our exclusive URL for a free 30-day trial of Audible Buy or gift Marriott Bonvoy points through our affiliate link Rate and review us at Apple Podcasts, Spotify, podchaser.com, and elsewhere.Find us on social media: Discord Twitter @GhostsHarrenhal Facebook Instagram YouTube All Music credits to Ross Bugden:INSTAGRAM! : https://instagram.com/rossbugden/ (rossbugden) TWITTER! : https://twitter.com/RossBugden (@rossbugden) YOUTUBE! : https://www.youtube.com/watch?v=kthxycmF25M

This is a free preview of a paid episode. To hear more, visit smokeempodcast.substack.comEmily Zanotti is a writer, a Catholic, a political operative, a mother of three, and a professional chicken tender, which is a thing. Nancy and Sarah know her from Twitter, where she is a great follow, but they're taking this relationship to the next level. Podcast guest! The three talk about the mental health benefits of putting hands in the dirt, how Emily came to define herself as conservative (and what happened when the conservative movement shifted from her), all those female troubles women rarely talk about, and the booming fertility-industrial complex.Also discussed:* Chickens and gunshots* “My goal is to not be a hypocrite”* The intellectual side of Catholicism* The beauty of having bees come to die in your garden* “2016 broke a lot of people.”* The Greeks identified endometriosis, but Western medicine didn't come up with a treatment until… last year?* Infertility as a Catholic …* The mirage of egg freezing* Storage fees for zygotes* Endometrial tissue in women's … brains??* Clocking your kids' personalities while they're in utero* Is misogyny what drives laws that allow women to die on the floor of ERs from ectopic pregnancies, or nah?Plus, Japanese New Wave vinyl! Werewolf romance fiction! Forty years and we still haven't gotten over David Bowie's pants in Labyrinth! And much more.Start the year right. Become a paid subscriber.

Send us a textDebbie Corbett is an archeologist who has been working in Alaska for over 40 years. After 7 years in the 1980s scouting ancient burial grounds all across Alaska for the Bureau of Indian Affairs, she got her master's degree at the University of Alaska Fairbanks where she specialized in Aleutian archeology. She had already spent time in the Aleutian islands and knew that this region and its people was her passion. Forty years later she and fellow archeologist Diane Hanson have written the definitive textbook on the Aleutian islands and its people, Culture and Archeology of the Ancestral Unangax/Aleut of the Aleutian Islands, Alaska, published by Springer in 2025. 

Last time we spoke about the climax of the battle of Changkufeng. A 7–10 August clash near Changkufeng and Hill 52 saw a brutal, multi-front Soviet push against Japanese positions in the Changkufeng–Hill 52 complex and adjacent areas. The Korea Army and Imperial forces rapidly reinforced with artillery, long-range 15 cm and other pieces, to relieve pressure. By 7–8 August, Soviet assault waves, supported by tanks and aircraft, intensified but Japanese defenses, including engineers, machine-gun fire, and concentrated artillery, prevented a decisive breakthrough at key positions like Noguchi Hill and the Changkufeng spine.  By 9–10 August, continued Japanese counterfire, improved artillery neutralization, and renewed defenses kept Hill 52 and Changkufeng in Japanese control, though at heavy cost. The frontline exhaustion and looming strategic concerns prompted calls for intensified replacements and potential diplomatic considerations. It seemed like the battle was coming to an end.   #184 The Lake Khasan Truce Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. The casualties were atrocious for both sides, yet they continued to mobilize more forces to the conflict area. While the Russians appeared uninterested in all-out war, they were not rushing to settle the crisis through diplomacy and, at the front, were launching "reckless" counterattacks at inconvenient locations, presumably to occupy positions useful for bargaining. The local Soviet military, having ceded the hills at the outset, must also have been anxious about its prestige. The Kwantung Army's potential threat to the flank undoubtedly made the Russians nervous. Although the leading echelon of the 104th Division did not reach Hunchun until the evening of 13 August, Japanese intelligence heard that the Red Army Headquarters staff at Khabarovsk had detected movements of Kwantung Army elements around 10 August and had been compelled to take countermeasures: they reinforced positions along the eastern and northern Manchurian frontiers, concentrated the air force, ordered move-up preparations by ground forces in the Blagoveshchensk district, and commandeered most of the motor vehicles in the Amur Province. By shifting its main strength to the eastern front, the Kwantung Army exerted, as intended, a silent pressure. The covert objective was to restrain and divert the Russians and to assist Japanese diplomacy, not to provoke war. Nevertheless, an American correspondent who visited the Changkufeng area in mid-August privately reported that the Kwantung Army was massing large numbers of troops near the border and expected further trouble.  Toward its weak neighbor in Korea the Kwantung Army rendered every support. Apart from its major demonstration in eastern Manchuria, the Kwantung Army promptly sent whatever reinforcements of artillery, engineers, and other units that Seoul had desired. Being also intimately involved in anti-Soviet military preparations, the Kwantung Army understandably wanted the latest and most authentic information on Russian Army theory and practice. The Changkufeng Incident furnished such a firsthand opportunity, and the professional observers sent from Hsinking were well received at the front. Military classmate ties contributed to the working relationships between the armies. As one division officer put it, the teams from the Kwantung Army came as "friends," not only to study the battlefield by their respective branches of service but also to assist the front-line forces; "the Kwantung Army was increasingly helpful to us in settling the incident." Foreign Minister Ugaki felt that the pressure of troop movements in Manchuria played a major part in the Russians' eventual decision to conclude a cease-fire. From Inada's viewpoint, it had been a "fine and useful demonstration against the Soviet Union." Pinned at Changkufeng, the Russians did not or could not choose to react elsewhere, too. Army General Staff officers believed that clear and consistent operational guidance furnished by Tokyo produced good results, although the fighting had been very hard for the front-line Japanese troops because of the insistence on exclusive defense, the curbs on interference by the Kwantung Army, and the prohibition on the use of aircraft. It had been close, however. Only by conscious efforts at restraint had the small war at Changkufeng been kept from spilling over into neighboring areas. Escalation of combat in early August had caused the Japanese government to try to break the diplomatic impasse while localizing the conflict. On 2 August Premier Konoe assured the Emperor that he intended to leave matters for diplomacy and to suspend military operations as soon as possible, an approach with which the government concurred. The Changkufeng dispute had been accorded priority, preceding overall settlements and the creation of joint commissions to redefine the borders. On the 3rd, after coordinating with the military, the Ministry of Foreign Affairs advised Shigemitsu that the front-line situation had become "extremely critical" and that a quick suspension of fighting action should be proposed. Soviet and Japanese troops should be pulled back to the setup as of 30 July.  In the midst of the Changkufeng Incident, the USSR intensified harassing tactics against the last Japanese consulates located within the Soviet Union. Forty-eight hour ultimatums to quit the country were delivered to the consuls at Khabarovsk and Blagoveshchensk on 3 and 4 August, respectively. Although the Japanese government warned that it might retaliate, the Russians were unyielding. The foreign ambassadors, Mamoru Shigemitsu and Maxim Litvinov met on August 4th, whereupon Shigemitsu argued, the best procedure would be to suspend military operations on both sides and to restore the status quo. Litvinov in a long manner explained the stance of the USSR as Shigemitsu put it "the Soviet side had a disposition to cease fighting, provided that conditions were satisfactory."  The Russians were stalling at the very time the Red Army was bending every effort to retake Changkufeng. Coordination between the Army, Navy, and Foreign Ministers produced cease-fire conditions which were rushed to the Japanese ambassador on 6 August. Two alternate lines were proposed, to which both armies would pull back. After the creation of a buffer zone, discussions could begin concerning delineation of boundaries in the region of the incident. The Hunchun pact could be the basis for deliberations, demarcation to be effected by joint investigations on the spot in consultation with documents in the possession of Manchukuo and the USSR; the Japanese would serve only as observers. Shigemitsu conferred once more with Litvinov for three and a half hours on 7 August, but no progress was made. Litvinov insisted that a clash could be averted only if Japanese forces pulled However Litvinov's positive reaction to the idea of a demarcation commission was seen as a good sign.  On August the 10th, both sides seemed to have reached a similar conclusion that a cease-fire needed to rapidly be implemented. At 11pm that night Litvinov called the embassy, asking for Shigemitus to see him as fast as possible. Shigemitsu arrived around midnight whereupon Litvinov showed him a draft of a final accord: 1. Japanese and Soviet forces shall cease all military activities on 11 August at noon local time. Instructions to that effect are to be issued immediately by the governments of the USSR and Japan.  2. Japanese as well as Soviet troops shall remain on those lines which they occupied at midnight local time on 10 August.  3. For redemarcation of the portion of frontier in dispute, there shall be created a mixed commission of two representatives from the USSR and two representatives from the Japanese-Manchurian side, with an umpire selected by agreement of both parties from among citizens of a third state.  4. The commission for redemarcation shall work on the basis of agreements and maps bearing the signatures of plenipotentiary representatives of Russia and China. Shigemitsu agreed to the inclusion of a Japanese commissioner on the Manchukuoan delegation, but he could not assent to the addition of a neutral umpire. Moscow received the news of the truce with gratification mingled with surprise. Few realized that the USSR had taken the step of appeasing or at least saving face for the Japanese even after Shigemitsu had pleaded for and won a cease-fire. The world was told by the Russians only that specific overtures for cessation of hostilities had originated with the Soviet authorities. In general, it was not difficult to guess why the Russian government, distracted by the European political scene and apprehensive about a two-front war, agreed to a cease-fire at Changkufeng.  The slowness of communication across the many miles between Moscow and Tokyo did nothing to alleviate nervousness in the Japanese capital during the night of 10–11 August. Ugaki wrote in his diary that, "after ten days of tension, the struggle between the Japanese and Soviet armies on the USSR–Manchukuo border had reached the decisive brink". Complicating the situation was the fact that, late on 10 August, the president of Domei News Agency conveyed to Konoe a message from one of his Moscow correspondents. Purporting to sum up Shigemitsu's latest outlook, the report stated that success in the negotiations seemed unlikely. The contents of the message were transmitted to Ugaki and Itagaki. Consequently, Konoe and his associates spent a fearful and depressed night. Shigemitsu's own report, sent by telegram, arrived frustratingly slowly.  After definite information had been received from Shigemitsu, Harada happily called Kazami Akira, the prime minister's chief secretary, and Konoe himself. "Until the accord was implemented," Kazami had said, "we would have to be on the alert all day today." Konoe and Kazami seemed "a little relaxed anyhow." Inada had finally retired past midnight on 10–11 August, "agreement or no agreement. I must have been dozing from fatigue when the jangle of the phone got me up. It was a message saying that a truce had been concluded the preceding midnight. Just as I had been expecting, I said to myself, but I felt empty inside, as if it were an anticlimax." The call had to have been an unofficial communication, perhaps the latest Domei news, since the records showed that definitive word from the embassy in Moscow did not reach Tokyo until after 10:00. Attache Doi's report to the Army General Staff came at about 11:00. This was extremely late in terms of getting Japanese troops to cease operations at 13:00 Tokyo time (or noon on the spot); a tardy imperial order might undo the Moscow accord. Complicating this matter of split-second timing was the fact that the first official telegram from Shigemitsu referred to unilateral Japanese withdrawal by one kilometer. At the Japanese high command level, there was agitated discussion when initial word of these arrangements arrived. Inada speculated that on 10 August the Russians had staged persistent close-quarter assaults against Changkufeng and seized the southern edge eventually, although repulsed at all other points. Moscow may have agreed to a truce at that midnight because they expected that the crest of Changkufeng would be in their hands by then and that a fait accompli would have been achieved. Some officers argued that the Russian forces were suffering "quite badly and this caused the authorities' agreeability to a cease-fire." Most exasperating, however, was the provision stipulating a one-sided military withdrawal. Admittedly, such action had been under discussion by the Army General Staff itself, particularly after Terada's sobering appeal of 10 August. It was another matter to have a Japanese withdrawal dictated by the USSR while Russian troops did not have to budge. Initial puzzlement and chagrin began to yield to rationalization. The Japanese side seemed to have made a concession in the negotiations, but there must have been significance to the phrase which said, "the line occupied by Japanese forces has been taken into due consideration." Japanese troops had presumably advanced to the edge of the frontier, while Russian soldiers had not come even close. Thus, it must have been necessary to have the Japanese units withdraw first, to fix the boundaries, since it had been the Japanese who had done the greater advancing. One Japanese office remarked "A pull-back was a pull-back, no matter how you looked at things—and we were the ones who had to do it. But the atmosphere in the command had been far from optimistic on 10 August; so we decided that it was unnecessary to complain about this issue and we approved the agreement in general. Both the senior and junior staff levels seemed to be quite relieved." The 11th of August had been an awkward day to conduct liaison between the Foreign Ministry, the Army, and the Throne, since the Emperor was leaving Hayama to visit naval installations in the Yokosuka area and the navy air unit in Chiba from morning. By the time a conclusive report on the cease-fire could be conveyed to the monarch, he was aboard the destroyer Natsugumo at Kisarazu. Naval wireless facilities in Tokyo had to be used to transmit coded messages to Admiral Yonai, the Navy Minister, for delivery to the Emperor. This was done shortly before 14:45 According to Yonai, the Emperor "was very pleased and relieved when I reported to him… about the conclusion of the truce accord." The appropriate Imperial order was approved promptly. But not until 15:00, two hours after cease-fire time at Changkufeng, did word of Imperial sanction reach the high command.  Japanese soldiers in the lines recalled nothing special on 11 August. "We didn't hear about the truce till the last minute," said one, "and we had become so inured to enemy artillery we hardly noticed any 'last salute.' From Tokyo, on 11 August, it was reported that the Japanese side had suspended operations promptly at noon, as agreed, but that sporadic bursts of fire had continued to come from the Soviet side. Colonel Grebennik, when asked after the war whether the combat did end at noon, replied petulantly: "Yes, but not quite so. The fighting actually ceased at 12:05." According to him, the tardiness was the Japanese side's fault.  The Japanese press told readers that "the cease-fire bugle has sounded—the frontier is cheerful now, 14 days after the shooting began." All was quiet in the area of Changkufeng, where the sounds of firing ceased at noon "as if erased." The most intense period of stillness lasted only a few minutes and was followed by the excited chattering of soldiers, audible on both sides. Korea Army Headquarters spoke of the "lifting of dark clouds [and] return of the rays of peace." In Hongui, a Japanese combat officer told a Japanese correspondent: "Suddenly we noticed the insects making noise; the soldiers were delighted. Once the fighting stopped, Japanese national flags were hoisted here and there along our front. … After the Russians observed what we had done, they broke out red flags also, at various points in their trenches." Some Japanese soldiers were given cookies by Soviet medical corpsmen. At Hill 52, an infantryman remembered, the Japanese and the Russians were facing each other, 50 meters apart, that afternoon. "We just lay there and stared at each other for two hours, waiting grimly. But it was well past cease-fire now, and those same Russians finally started to wave at us. Later that day, when Soviet troops came to salvage their KO'd tanks, we 'chatted' in sign language." After the cease-fire, Ichimoto, whose battalion had seen the most difficult fighting, stuck his head above the trench and waved hello to some Soviet officers. "They waved back. It gave me an odd sensation, for during the furious struggle I had considered them to be barbarians. Now I was surprised to see that they were civilized after all!" A rifleman at Changkufeng remembered swapping watches with an unarmed Russian across the peak. The Japanese front-line troops stayed in their positions confronting the Russians and conducted preparations for further combat while cleaning up the battlefield. Soviet troops also remained deployed as of the time of the cease-fire and vigorously carried out their own construction. The day after the cease-fire went into effect, Suetaka escorted an American reporter to the front. At Changkufeng:  "carpenters were making wooden receptacles for the ashes of the Japanese dead. Funeral pyres still were smoldering. . . . From our vantage point the lieutenant general pointed out long lines of Soviet trucks coming up in clouds of dust [which] apparently were made deliberately in an effort to conceal the trucks' movements, [probably designed] to haul supplies from the front. Soviet boats were pushing across [Khasan] . . . and Soviet soldiers were towing smashed tanks back from no-man'sland. On the Japanese side there was a pronounced holiday spirit. Soldiers, emerging from dugouts, were drying white undershirts on near-by brush and bathing in the Tumen River. The soldiers were laughing heartily. A few were trying to ride a Korean donkey near Changkufeng's scarred slope. The general pointed out three Soviet tanks behind the Japanese advance lines east of Changkufeng. He said the Russians had hauled back seventy others [on the night of 11 August]. . . . The writer was shown a barbed wire fence immediately behind a wrecked village on the west slope of Changkufeng which the general said the Soviet troops built at the beginning of the fighting. Possiet Bay also was pointed out, clearly visible across the swamp." Soviet losses for what became known as the battle of Lake Khasan for the Russians and the Changkufeng incident for the Japanese, totaled 792 killed or missing and 3,279 wounded or sick, according to Soviet records. The Japanese claimed to have destroyed or immobilized 96 enemy tanks and 30 guns. Soviet armored losses were significant, with dozens of tanks knocked out or destroyed and hundreds of "tank troops" becoming casualties. Japanese casualties, as revealed by secret Army General Staff statistics, were 1,439 casualties, 526 killed or missing, 913 wounded; the Soviets claimed Japanese losses of 3,100, with 600 killed and 2,500 wounded. The Soviets concluded that these losses were due in part to poor communications infrastructure and roads, as well as the loss of unit coherence caused by weak organization, headquarters, commanders, and a lack of combat-support units. The faults in the Soviet army and leadership at Khasan were blamed on the incompetence of Blyukher. In addition to leading the troops into action at Khasan, Blyukher was also supposed to oversee the trans-Baikal Military District's and the Far Eastern fronts' move to combat readiness, using an administrative apparatus that delivered army group, army, and corps-level instructions to the 40th Rifle Division by accident. On 22 October, he was arrested by the NKVD and is thought to have been tortured to death. At 15:35 on 11 August, in the Hill 52 sector, high-ranking military delegates bearing a white flag emerged from the Soviet lines and proceeded to Akahage Hill, about 100 meters from the Japanese positions. Cho, as right sector chief, was notified. He sent three lieutenants to converse with the Russians; they learned that the Soviets wanted the Japanese to designate a time and place for a conference. This word was conveyed to Suetaka, who had already dispatched Lieutenant Kozuki to the heights east of Shachaofeng to contact the Russians. Around 4:20, the commander canceled Kozuki's mission and instructed Cho to reply that the delegation ought to convene near the peak of Changkufeng at 18:00 Cho set out promptly with several subordinates; they reached the Changkufeng crest a little before 6. The Russians then said they wanted to meet the Japanese near the Crestline southeast of Changkufeng, the excuse being that the peak was too far for them to go and that they could not arrive by the designated time. Cho took his team to the location requested by the Russians. There, the Japanese found 13 Soviet soldiers and a heavy machine gun on guard, but the Russian delegates had not arrived, although it was 6:18. The irked Japanese clocked a further delay of two minutes before the Russian truce chief, Gen. Grigory M. Shtern, rode up on horseback with a party of eight. Both delegations saluted, the chiefs and team members identified themselves, and all shook hands. The Soviet team was made up of Corps General 3rd rank Shtern, 38, chief of staff, Far East area army; Brigade Commissar Semenovsky political major general, 37 or 38; Colonel Fedotev, 42; and Major Wabilev, about 30. Interpreting for the Russians was Alexei Kim. In Colonel Cho's opinion, "It was always necessary to take the initiative in dealing with the Soviets. So, even in such matters as shaking hands or conversing, he always did things first." During the exchange of greetings, Cho teased Shtern about his bandaged forehead. "A Japanese artillery shell got you, didn't it?" he asked. But Cho began formal discussions on a more dignified note: "Cho: It is very much to be regretted that the Japanese and Soviet armies had to get involved in combat around Changkufeng. Nevertheless, I laud the consummation of the Mos­cow accord on the part of both governments. And, I must say, your forces were quite brave and patriotic. Shtern: I agree with you. The Japanese Army, too, was courageous and strong." Negotiations would go on at the local level and diplomatic level for many days. In Tokyo, on the morning of 13 August, Ugaki had gone to the Meiji shrine to "report" on the cease-fire and to express his gratitude. At 10:00, when received in Imperial audience, he discussed the Changkufeng Incident. "I humbly regret to have troubled Your Majesty so unduly in connection with an unimportant affair on the Soviet-Manchurian frontier" at a time when the monarch was confronted by grave national problems. A long and winding road lay ahead before the incident as a whole was settled, but a good start had been made and "we are going to be even more careful in handling matters, although the Soviet regime  consists of devious, vicious scoundrels." Recognition of the Japanese Army's performance was accorded by the highest authorities in the homeland. As soon as the fighting ceased, Kan'in transmitted a message of appreciation. The day after the cease-fire, the command in North Korea issued a generous communique: "We pay homage to the Japanese for defending themselves against 100 planes, 200 tanks, and 60 pieces of heavy artillery. Our admiration for the bravery of both armies is of the highest." At 14:00 on the 15th, Kan'in was received in audience and reported on the settlement of the crisis. Said the Emperor: "We are gratified by the fact that, during this incident at Changkufeng, Our officers and men achieved their mission fully and manifested prudence and forbearance while confronting difficult circumstances with small forces. Our profound condolences to the casualties. Convey this message to the officers and men." A wire was dispatched promptly to Nakamura. With Imperial use of the wording "Changkufeng Incident," the nomenclature for the affair was fixed in Japan. When the cabinet met on 16 August, the decision was reached officially. After the Changkufeng affair, Japanese officers claimed that the Soviets had dispatched tactical experts "to ascertain why their elite Far Eastern forces had not been able to achieve satisfactory results. They realize the urgency of this investigation in preparation for any great war." Specifically, the AGS heard that on the day of the cease-fire, Blyukher had sent an investigative team of commissars under Romanovsky to the scene. Japanese experts on the USSR speculated that the experience at Changkufeng ought indeed to have impressed the Red Army: "Our forces did seize the hill and hold it. After comparing the strengths involved ... the Russians may well have had to modify their estimates." According to one Japanese commentator, improvements in political leadership were judged imperative by the USSR, gainsaying claims that the Soviet Army had been strengthened through the purge of alleged Japanese tools. Soviet authorities would conclude "As a test of doctrine, the fighting had confirmed the correctness of the basic principles embodied in the 1936 Field Service Regulations." The Soviet infantry had paid dearly for this, as well as for the deficiencies in tactical training. Defense Commissar Voroshilov admitted, "We were not sufficiently quick in our tactics, and particularly in joint operations in dealing the enemy a concentrated blow." In the view of historian Mackintosh: "The Soviet success at Lake Khasan was bought at the cost of heavy casualties and exposed serious defects in the mobilization machinery and the training of troops. There can be little doubt that these factors checked to some extent the Soviet Government's overoptimistic estimate of its own military strength and cast doubt on the effectiveness of its policy of expansion in all fields of military organization". Writing a year and a half after Changkufeng, an Mainichi reporter observed that the greatest harvest from the incident was tangible Japanese experience in determining the fighting strength of the Russians. Purchased with blood, this knowledge could provide valuable evidence for future combat operations. It was a question whether Changkufeng really possessed such strategic significance as was claimed for it, but the Soviet policy of bluff could be interpreted as substantiating the weakness of the defenses of Vladivostok. "The Russians used all kinds of new weapons at Changkufeng and tipped their whole hand. But although mechanization of the Red Army had attained high levels with respect to quantity, their weaknesses in technique and quality were laid bare." Imaoka observed that since the Changkufeng Incident marked the first time that the Japanese and Soviet armies engaged each other in combat involving large strategic elements, divisional and above, Russian fighting strength was studied with keen interest. The Japanese did not rate the capacity of the officers or Soviet quality, in general, as especially high. Still, the Russians did possess quantitative abundance, and Japanese losses had been heavy because the enemy had fired masses of ammunition against fixed targets. Suetaka seemed to have comprehended the scope of tangible Soviet strength in equipment and materiel, as shown by his comment: "I felt deeply that if the gap in manpower went beyond limits, it would be inevitable for our casualties to increase tremendously; this might even cause us danger in specific local areas." Few Japanese officers saw anything new in Soviet tactical methods, although considerations of mass were ever-present. Not only intelligence experts but the whole army worked on ways of coping with Soviet forces that would have the numerical advantage by 3:1. Most awesome was the "fantastic abundance" of hostile materiel, although the Russians could not deploy to surround the Japanese because of the geography. An AGS expert on the USSR summed it up: "We learned that Soviet strength was up to expectations, whereas Japanese arms and equipment had to be improved and reinforced." Worded in a multiplicity of ways, the Japanese conclusion was that patient imperial forces had won a great victory by defending the contested border with flesh vs. steel and by limiting the Changkufeng Incident, till the end, against enemy hordes supported exclusively by planes and tanks. Japanese infantrymen admit that the combat soldiers did not savor their disadvantages. "All our materiel was inferior in quality and particularly in quantity. We had the impression that whereas we relied on muscle power, the enemy used engines. This rendered our fighting particularly hard, but we had full confidence in our spiritual strength [i.e., superiority]."  Nevertheless, the Japanese mode of tactical operation, asserted Iwasaki, the Korea Army senior staff officer, was "the worst possible: fighting with hands tied." This meant that the Russians could fight "to their hearts' content," committing tanks and planes, and striking from all directions. A front-line infantry commander commented: "One's troops ought to be provided meaningful reasons for fighting and for dying happily. It is cruel to ask officers and men to meet masses of steel and to shed their blood without visible cause, and apparently because of inadequate combat preparations." The cease-fire agreement was concluded "at just the right time," General Morimoto admitted. A secret report prepared by AGS analysts sheds light on the larger question of what the army thought it had learned about itself and the Soviet enemy: "In studying Changkufeng, one ought to bear a number of cautions in mind: (1) The incident broke out when we were concentrating on the holy war against China; severe limitations on combat operations were imposed by the necessity to adhere to a policy of nonenlargement. (2) Apparently, the enemy also adopted a policy of localization while continuously attempting to recapture the high ground in the Changkufeng area. (3) Our forces employed units which were on Phase-1 alert from beginning to end; in terms of quality, the personnel were excellent—mainly active-duty types, from key men down. But our numbers were far inferior, and our organization and equipment were not of the best. In addition, we committed no planes or tanks, whereas the enemy used plenty. (4) The 19th Division was thorough, rigorous, and realistic in its combat training prior to the engagement. (5) Battlefield terrain seriously limited the enemy's attacks, especially tank action. But while the Tumen restricted assaults against our flanks and rear, it hampered our own services of supply, notably the provision of position construction materials." The Japanese learned few or erroneous lessons from the Changkufeng affair; the Kwantung Army, for example, was convinced that everything had been handled badly in 1938 by the Korea Army and the high command. When a dispute arose in 1939 at Nomonhan on another border lying between Outer Mongolia and Manchukuo, the staff in Hsinking fostered escalating measures. The USSR, however, learned in 1937 and 1938 that the Japanese Army seemed to respect only force.  I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The Changkufeng incident or battle of Lake Khasan clash saw a fierce Soviet push against Japanese positions around Changkufeng and Hill 52. The cease-fire ended the incident, but not the conflict. Despite the brutal lessons learned by both sides, a much larger conflict would explode the next year that would alter both nations throughout WW2.   

God revealed the answers to life's most important questions to Herbert W. Armstrong, one biblical doctrine at a time. Toward the end of his life, Mr. Armstrong wrote a summary of the Bible—a book he believed was the most important book since the Bible! Forty years after Mr. Armstrong finished writing Mystery of the Ages, understand how this book will make your Bible come alive.

God revealed the answers to life's most important questions to Herbert W. Armstrong, one biblical doctrine at a time. Toward the end of his life, Mr. Armstrong wrote a summary of the Bible—a book he believed was the most important book since the Bible! Forty years after Mr. Armstrong finished writing Mystery of the Ages, understand how this book will make your Bible come alive.

In October 1981, 27-year-old PhD student Charlotte Heimann stepped out of the Rochester Psychiatric Center for a brief errand and was never seen again. She left behind a four-year-old daughter and a haunting warning that someone was waiting for her at her apartment.Forty-five years later, the silence is finally breaking.In this special update episode, we welcome back Charlotte's granddaughter, Shyla Jump, to discuss the massive shift in the investigation as we enter 2026. Shyla, a criminal justice professional, has turned a decades-old cold case into an active pursuit of the truth. We dive into the "very big lead" Shyla presented to the Rochester Police Department (RPD) in late 2025, the identification of a specific remote location that may hold the answers the family has been seeking, and the emotional toll of carrying a legacy of trauma.Is a breakthrough finally on the horizon? Join us as we examine the evidence that has investigators looking back at 1981 with fresh eyes.What You'll Hear in This Episode:The New Evidence: Shyla details the process of vetting recent leads and her collaboration with the RPD Major Crimes Unit.The Power of Advocacy: How Shyla's expertise has moved the needle on a case that sat dormant for decades.A Family's Fight: The impact of this investigation on Charlotte's daughter and the generational quest for closure.Help Bring Charlotte Home:If you lived in the Rochester, NY area in 1981 or have any information regarding the disappearance of Charlotte Heimann, please contact:Rochester Police Department Major Crimes: (585) 428-7157Crime Stoppers: (585) 423-9300 (Anonymous)Follow the Investigation: Join the community and see the latest updates on the Charlotte Heimann Missing 1981 Facebook Page.Follow us: https://linktr.ee/locatingthelost #charlotteheimann #rochesterny #truecrime #locatingthelost

Let me guess. It's a new year, and you're supposed to feel motivated. Excited. Ready for a fresh start. But instead? You just feel tired. Tired of being tired. Tired of trying. Tired of feeling like you're starting over AGAIN with your eating disorder recovery. Everywhere you look, you're being bombarded with "new year, new you" messages. Detoxes. Transformation challenges. Fresh starts. Clean slates. And if you're in ED recovery, you know exactly what that pressure feels like—and how triggering it is. Here's what I need you to hear: A calendar flipping to January 1st doesn't magically fix anything. But there IS one emotion that will actually get you out of ED hell. And it's probably not what you think. In this raw, no-BS episode, I'm getting provocative, confrontational, and real with you about the power of frustration—and why being absolutely sick and tired of yourself and your eating disorder might be the best thing that could happen to your recovery. This isn't your typical "be kind to yourself" recovery talk. This is me calling you out with love, getting you MAD, and helping you channel that anger into the fuel you need to actually change. In this episode, you'll discover: Why "new year, new you" is toxic garbage (especially in ED recovery) The ONE emotion that will actually get you out of ED hell (hint: it's frustration) Why feeling "sick of yourself" isn't weakness—it's readiness My personal story of how I had to get ANGRY with myself to finally stop playing games with recovery What your eating disorder has actually taken from you over the years (and how many more years you're going to let it take) 3 powerful action steps to channel your frustration: plate-throwing, journaling prompts, and the anger letter The raw, unfiltered reality of what recovery actually takes (no sugarcoating) Why you need to stop negotiating with your ED and start getting pissed off enough to do something different If you're done playing victim to your own story. If you're sick of half-assing your recovery. If you're ready to get FRUSTRATED enough to finally take action—this episode is for you. Let's go.

Forty years after 22-year-old Kelly Jean Robinson was found floating in a gravel pit pond in rural Minnesota, her case had gone cold — until DNA tests taken by an adopted man revealed that Kelly was his biological mother, and she had been murdered. In this episode, Dakota Spotlight is excited to share this story from our longtime friend Trisha Taurinskas. Her investigative reporting is meticulous, insightful, and deeply respectful of the families she covers. Working with Kelly's family, Trisha uncovered never-before-released information: new suspects, details from her autopsy, and new critical facts from an autopsy. To see images of Kelly, visit: https://www.inforum.com/people/kelly-robinson Check out the full catalog and everything Dakota Spotlight: https://dakotaspotlight.com/ Get all episodes early, ad-free, and more. Subscribe to Spotlight PLUS: https://dakotaspotlight.com/spotlight-plus/ Sign up for the Dakota Spotlight newsletter: https://dakotaspotlight.com/newsletter/ Email: dakotaspotlight@gmail.com Facebook: https://facebook.com/groups/dakotaspotlight X/Twitter: @dakotaspotlight Instagram: @dakotaspotlight TikTok: @dakotaspotlight Bluesky: @dakotaspotlight.bsky.social YouTube: @dakotaspotlightpodcast4800 Proudly produced by Six Horse Media: info@sixhorsemedia.com Advertise your podcast or brand in Dakota Spotlight episodes: info@sixhorsemedia.com All content in this podcast, including audio, interviews, and soundscapes, is the property of Six Horse Media. Any unauthorized use, reproduction, or rebroadcast of this material without the express written consent of Six Horse Media is strictly prohibited. For permissions or inquiries, please contact info@sixhorsemedia.com. Learn more about your ad choices. Visit podcastchoices.com/adchoices