NASA Flight Director and manager
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8 episodes with Gene Kranz
12 episodes with Gene Kranz
4 episodes with Gene Kranz
2 episodes with Gene Kranz
2 episodes with Gene Kranz
2 episodes with Gene Kranz
3 episodes with Gene Kranz
4 episodes with Gene Kranz
In this engaging conversation, Nick, the founder and CEO of DC Vintage Watches, shares his journey as a watch enthusiast and the inspiration behind his watch line, Sycamore. He discusses the importance of storytelling in watch design, the challenges of sourcing vintage watches, and the impact of military experience on his work. Nick also offers valuable advice for new collectors and insights into the evolving vintage watch market, emphasizing the significance of personal connections to watches and the stories they tell.Links (not affiliate links):Late 1960s 6117-8000 GMT Re-Issue: https://www.fratellowatches.com/introducing-the-seiko-spb411-navigator-timer/Late 1960s 6106-8100 "Gene Kranz" Re-Issue: https://www.fratellowatches.com/introducing-the-seiko-5-srpl91-and-srpl93-re-editions-of-the-gene-kranz-6119-8460-sports-diver/DCVW new "If you were going to..." Seiko sticker pack: https://www.dcvintagewatches.com/product-page/if-you-were-vintage-advert-seiko-sticker-packCharities:- Special Operations Association: https://specialoperations.org/soa/- The Third Option Foundation: https://www.thirdoptionfoundation.org/- The Asian-America Foundation: https://www.taaf.org/about-us/home
Step inside Mission Control with Gene Kranz in this exclusive episode of Future Tech. From Mercury, Gemini, to Apollo 11 through Apollo 13 and beyond, Kranz shares the real stories behind NASA's most defining missions, and the leadership lessons that still hold true today. Discover why “failure is not an option” and being “tough and competent” were more than catchphrases. Find out how places like Warminster's centrifuge helped prepare astronauts, and why the Apollo legacy must be preserved. This is history, leadership, and inspiration rolled into one unforgettable conversation.This interview was done in preparation for the upcoming NASA documentary Before the Moon — check it out at https://beforethemoonfilm.com
The Goods is a new series that delivers wisdom for personal and professional growth. In today's episode, Michael revisits the harrowing Apollo 13 crisis to reveal how Gene Kranz and his team turned chaos into collaboration with nothing but calm focus, duct tape, and collective ingenuity. Tune in to discover leadership lessons on steadying a room, sparking creativity under constraints, and harnessing shared ownership when everything is on the line.Enjoy Episode 27 of The Goods. #BeNEXT
Welcome back to another episode of Fratello On Air! We've been away for a while, but we're here and talking about new releases. In particular, we're discussing the barrage of dive watch announcements from multiple brands. As always, expect candid commentary and a bit of fun!That's right — we're back! Over the last several weeks, we've been traveling and engaging in watch-related activities such as get-togethers and brand events. We mention some of these and, naturally, we engage in a bit of banter. Then, we discuss a handful of new dive watch introductions.HandgelenkskontrolleWhew, it is sweltering in our respective recording sites! Still, we're at the microphones for an hour talking about watches and more! We mention recent activities such as Balazs' trip to Los Angeles and Mike's visit to Manchester. Each of us had a great time connecting with friends and listeners. Regarding the Handgelenkskontrolle, Balazs is the proud new owner of a Ming 22.01 GMT Kyoto. He's in the honeymoon phase with the watch and is enjoying it immensely. Mike is off to an event for London Watch Week after the show and is wearing his silver-dialed Heuer Carrera 2447S.The dive watch strikes back — or does it?The hot weather has brought the dive watch back into focus after a cold and gloomy winter. Brands seem to be taking note because some significant releases were announced over the past month. We discuss these and give our honest opinions on each. The following watches are in focus:Blancpain Fifty Fathoms 38mmGirard-Perregaux Deep Diver Legacy EditionTudor Black Bay 54 "Lagoon Blue"Breitling SuperOcean HeritageSeiko 5 SRPL91 / 93 "Gene Kranz"Yes, it was a bumper month for the dive watch. Some of the watches are critical to the brand's success, so did they nail the release or not? Listen in and hear our thoughts!As always, thank you for listening to Fratello On Air! If you have ideas for future show topics, please feel free to let us know.
Chapter 1 What's Failure is Not an Option by Gene Kranz"Failure is Not an Option" is a memoir by Gene Kranz, the renowned Flight Director for NASA during the Apollo missions. In this book, Kranz shares his experiences in the early days of American space exploration, focusing on his role in critical missions, including the Apollo 11 moon landing and the dramatic Apollo 13 rescue. He emphasizes the importance of teamwork, leadership, and relentless determination, illustrating how these qualities were essential to overcoming the significant challenges faced in space missions. Kranz's philosophy, encapsulated in the book's title, reflects his belief that success is achievable through hard work, preparation, and collaboration. He recounts numerous incidents where quick thinking and innovative problem-solving were crucial, especially when lives were at stake. The narrative not only highlights the technical aspects of space missions but also delves into the personal stories of the people involved, fostering a deeper connection with readers about the human aspects of scientific achievement.Chapter 2 Failure is Not an Option by Gene Kranz Summary"Failure Is Not an Option" by Gene Kranz is a memoir that chronicles the life and career of Kranz, a prominent NASA flight director during the Apollo space missions. In this book, Kranz shares his experiences in the early days of NASA, his pivotal role during the Apollo missions, and the intense pressures and challenges faced by mission control teams.Key themes and points from the book include:Early Career and Preparation: Kranz describes his beginnings in the aerospace industry and how his education and early career experiences prepared him for the challenges of leading missions at NASA. He emphasizes the importance of rigorous training, discipline, and teamwork.Apollo Missions: The most critical moments highlighted in the book revolve around the Apollo missions, especially Apollo 11 (the first moon landing) and the near-disaster of Apollo 13. Kranz details the relentless efforts of the mission control team to solve problems under pressure, demonstrating the innovation and quick thinking required to keep the astronauts safe.Leadership Philosophy: A core message of the book is Kranz's leadership philosophy. He emphasizes the mantra "Failure Is Not an Option," which served as a guiding principle for him and his team. This mindset fostered a culture of accountability and excellence, where every team member was dedicated to achieving success.Teamwork and Collaboration: Kranz discusses the importance of collaboration and teamwork in high-stakes environments. He introduces readers to the diverse cast of engineers, scientists, and technicians who worked tirelessly to ensure mission success, highlighting how their shared commitment made monumental achievements possible.Lessons in Crisis Management: The book also provides insights into crisis management and the need for adaptability in the face of unforeseen challenges. Kranz reflects on moments during Apollo 13 when innovative problem-solving was essential to ensure the crew's safe return to Earth.Legacy and Inspiration: Finally, Kranz shares his reflections on the legacy of the Apollo program and its impact on future generations of engineers and space exploration enthusiasts. He conveys a passionate belief in the importance of pushing boundaries and striving for greatness.Overall, "Failure Is Not an Option" offers an inspiring account of one of America's greatest achievements in space exploration and serves as a motivational guide for overcoming obstacles, emphasizing the values of perseverance, teamwork, and leadership.Chapter 3 Failure is Not an Option AuthorGene Kranz is an accomplished aerospace engineer and former NASA flight director who is best known for his critical role in the success of the Apollo missions and the Space Shuttle...
On Tuesday's show: Stormy weather is headed our way this morning. We get the latest details from Houston Chronicle meteorologist Justin Ballard.Also this hour: While DEI programs may be on the decline, that doesn't mean businesses aren't interested in a diverse workforce. We consider how they can accomplish that.And a pair of lunar landers from Texas are in space right now. One landed on the moon over the weekend, and a second is slated to land Thursday. That one, called Athena, is from the Houston-based aerospace company Intuitive Machines, which welcomed longtime NASA chief flight director Gene Kranz to its mission control last weekend. We revisit our 2023 conversation with him about the lessons he learned from the Apollo missions.
On episode 150 of This Week in Space, it's our Listener Special edition! Not only do we answer your questions and respond to your comments, but we lined up a number of your most tummy-tickling space jokes in the humor shooting gallery. This one is more fun than wearing new shoes! Join us as we talk about asteroid 2024YR4, the Space Launch System's prospects, Katy Perry in space, the newest lunar missions, the X-37B "secret shuttle," Apollo-era flight director Gene Kranz and astronaut Buzz Aldrin, solar sails, the cage match between Elon and astronaut Andreas Morgenson, and the best meteor shower of the year! Headlines Asteroid 2024 YR4 no longer a threat - The Earth-shattering asteroid that briefly had a record high 3.2% chance of impact has been downgraded to a 1 in 20,000 risk after pre-discovery data was analyzed, sparing Barstow and the rest of Earth. SLS faces uncertain future - Even long-time supporters like Scott Pace (former National Space Council secretary) are suggesting an "off-ramp" from the SLS rocket to commercial providers, signaling a potential shift in NASA's approach to lunar missions. Lunar Trailblazer mission communication issues - The recently launched lunar orbiter briefly lost contact after launch on a Falcon 9 but has since established a heartbeat. Blue Origin announces all-female crew for NS-31 - The upcoming mission will feature singer Katy Perry, Lauren Sanchez, and four other accomplished women, marking the first all-female crew since Valentina Tereshkova's solo flight in the 1960s. Blue Ghost lunar landing imminent - Firefly Aerospace's first moon lander is scheduled to touch down on March 2nd, joining two other private landers (from Intuitive Machines and ispace) headed to the moon in the coming weeks. Listener Questions X-37B space plane purpose - The hosts discussed the secretive Space Force vehicle that's been in orbit for 908 days, likely testing technologies like hall thrusters and conducting reconnaissance. Elon Musk vs. astronauts controversy - The hosts addressed the Twitter/X confrontation between Elon Musk and astronauts (including Andreas Morgensen) regarding claims that astronauts were "stranded" on the ISS for political reasons. Gene Kranz's impact during Apollo - Rod shared his experience interviewing the legendary flight director, highlighting Kranz's "dictum" speech after the Apollo 1 fire and his transition to a more reflective persona later in life. Meeting Buzz Aldrin - The hosts described Aldrin as passionate, technically brilliant, and candid about his personal struggles, with Tariq sharing how Aldrin was the subject of his first professional space article in 1999. Solar sail technology potential - They discussed the success of Planetary Society's LightSail 2 and other solar sail missions, lamenting that the technology hasn't been utilized more extensively for deep space missions. Best meteor showers to observe - The hosts recommended the Perseids (August), Geminids (December), and Leonids (November) as the most impressive annual meteor showers, emphasizing the importance of dark skies for optimal viewing. Convincing moon landing deniers - They discussed the challenge of persuading conspiracy theorists, citing evidence including Soviet tracking confirmation and modern lunar reconnaissance photos showing Apollo landing sites. Hosts: Rod Pyle and Tariq Malik Download or subscribe to This Week in Space at https://twit.tv/shows/this-week-in-space. Join Club TWiT for Ad-Free Podcasts! Support what you love and get ad-free shows, a members-only Discord, and behind-the-scenes access. Join today: https://twit.tv/clubtwit
We Answer Your Questions—Possibly Correctly! Hosts: Rod Pyle and Tariq Malik For full show notes, visit https://twit.tv/shows/this-week-in-space/episodes/150
On episode 150 of This Week in Space, it's our Listener Special edition! Not only do we answer your questions and respond to your comments, but we lined up a number of your most tummy-tickling space jokes in the humor shooting gallery. This one is more fun than wearing new shoes! Join us as we talk about asteroid 2024YR4, the Space Launch System's prospects, Katy Perry in space, the newest lunar missions, the X-37B "secret shuttle," Apollo-era flight director Gene Kranz and astronaut Buzz Aldrin, solar sails, the cage match between Elon and astronaut Andreas Morgenson, and the best meteor shower of the year! Headlines Asteroid 2024 YR4 no longer a threat - The Earth-shattering asteroid that briefly had a record high 3.2% chance of impact has been downgraded to a 1 in 20,000 risk after pre-discovery data was analyzed, sparing Barstow and the rest of Earth. SLS faces uncertain future - Even long-time supporters like Scott Pace (former National Space Council secretary) are suggesting an "off-ramp" from the SLS rocket to commercial providers, signaling a potential shift in NASA's approach to lunar missions. Lunar Trailblazer mission communication issues - The recently launched lunar orbiter briefly lost contact after launch on a Falcon 9 but has since established a heartbeat. Blue Origin announces all-female crew for NS-31 - The upcoming mission will feature singer Katy Perry, Lauren Sanchez, and four other accomplished women, marking the first all-female crew since Valentina Tereshkova's solo flight in the 1960s. Blue Ghost lunar landing imminent - Firefly Aerospace's first moon lander is scheduled to touch down on March 2nd, joining two other private landers (from Intuitive Machines and ispace) headed to the moon in the coming weeks. Listener Questions X-37B space plane purpose - The hosts discussed the secretive Space Force vehicle that's been in orbit for 908 days, likely testing technologies like hall thrusters and conducting reconnaissance. Elon Musk vs. astronauts controversy - The hosts addressed the Twitter/X confrontation between Elon Musk and astronauts (including Andreas Morgensen) regarding claims that astronauts were "stranded" on the ISS for political reasons. Gene Kranz's impact during Apollo - Rod shared his experience interviewing the legendary flight director, highlighting Kranz's "dictum" speech after the Apollo 1 fire and his transition to a more reflective persona later in life. Meeting Buzz Aldrin - The hosts described Aldrin as passionate, technically brilliant, and candid about his personal struggles, with Tariq sharing how Aldrin was the subject of his first professional space article in 1999. Solar sail technology potential - They discussed the success of Planetary Society's LightSail 2 and other solar sail missions, lamenting that the technology hasn't been utilized more extensively for deep space missions. Best meteor showers to observe - The hosts recommended the Perseids (August), Geminids (December), and Leonids (November) as the most impressive annual meteor showers, emphasizing the importance of dark skies for optimal viewing. Convincing moon landing deniers - They discussed the challenge of persuading conspiracy theorists, citing evidence including Soviet tracking confirmation and modern lunar reconnaissance photos showing Apollo landing sites. Hosts: Rod Pyle and Tariq Malik Download or subscribe to This Week in Space at https://twit.tv/shows/this-week-in-space. Join Club TWiT for Ad-Free Podcasts! Support what you love and get ad-free shows, a members-only Discord, and behind-the-scenes access. Join today: https://twit.tv/clubtwit
We Answer Your Questions—Possibly Correctly! Hosts: Rod Pyle and Tariq Malik For full show notes, visit https://twit.tv/shows/this-week-in-space/episodes/150
The Brainy Business | Understanding the Psychology of Why People Buy | Behavioral Economics
In this episode of The Brainy Business podcast, Melina Palmer revisits an insightful discussion on the lessons every business can learn from NASA. Originally aired in the summer of 2019 to commemorate the 50th anniversary of the moon landing, this episode explores the remarkable success of NASA's missions and their relevance to business strategies today. Melina explores the historical context of NASA's achievements, highlighting President Kennedy's influential speech that galvanized public support and set a bold deadline for landing a man on the moon. The episode uncovers five key lessons from NASA's Mercury, Gemini, and Apollo missions that businesses can adopt: identifying problems and solutions, the significance of testing and timely action, the power of delegation and support, the impact of visibility, and the importance of word choice. In this episode: Discover how NASA tackled unprecedented challenges with innovative solutions. Learn the importance of testing and moving forward decisively. Understand how delegation and support can empower teams to achieve greatness. Explore the benefits of transparency and visibility in rallying support. Gain insights into the critical impact of word choice in leadership and communication. Show Notes: 00:00:00 - Introduction Melina Palmer introduces the episode and its focus on the lessons businesses can learn from NASA. 00:02:00 - The Historical Context Discussion on the significance of the moon landing and the strategic vision set by President Kennedy. 00:07:00 - Overcoming Functional Fixedness Insights into NASA's ability to think beyond conventional uses and innovate solutions. 00:13:00 - Testing and Moving Forward The importance of testing phases and knowing when to progress to the next stage. 00:20:00 - Autonomy and Support How NASA empowered its teams and the lessons for business leadership. 00:27:00 - The Role of Visibility The impact of transparency and shared goals in motivating teams and stakeholders. 00:33:00 - Importance of Word Choice The power of strategic communication and its lasting impact on motivation and success. 00:36:00 - Conclusion What stuck with you while listening to the episode? What are you going to try? Come share it with Melina on social media -- you'll find her as @thebrainybiz everywhere and as Melina Palmer on LinkedIn. Thanks for listening. Don't forget to subscribe on Apple Podcasts or Android. If you like what you heard, please leave a review on iTunes and share what you liked about the show. I hope you love everything recommended via The Brainy Business! Everything was independently reviewed and selected by me, Melina Palmer. So you know, as an Amazon Associate I earn from qualifying purchases. That means if you decide to shop from the links on this page (via Amazon or others), The Brainy Business may collect a share of sales or other compensation. Let's connect: Melina@TheBrainyBusiness.com The Brainy Business® on Facebook The Brainy Business on Twitter The Brainy Business on Instagram The Brainy Business on LinkedIn Melina on LinkedIn The Brainy Business on Youtube Learn and Support The Brainy Business: Check out and get your copies of Melina's Books. Get the Books Mentioned on (or related to) this Episode: What Your Customer Wants and Can't Tell You, by Melina Palmer Alchemy, by Rory Sutherland Blindsight, by Matt Johnson and Prince Ghuman Using Behavioral Science in Marketing, by Nancy Harhut Immersion, by Paul Zak Top Recommended Next Episode: Amazon (ep 159) Already Heard That One? Try These: A Behavioral Economics Analysis of Costco (ep 47) Disney (ep 292) Peloton (ep 338) Starbucks: A Behavioral Economics Analysis (ep 73) Apple Card: A Behavioral Economics Analysis (ep 42) Other Important Links: 14th Annual People's Choice Podcast Awards Apollo 1's Fatal Fire Almost Ended the Program | Apollo John F. Kennedy Moon Speech – Rice Stadium President Kennedy's Speech at Rice University ‘No university is more synonymous with NASA than Rice' How The Cold War Launched The Space Race Fierce Conversations: Achieving Success at Work and in Life One Conversation at a Time NASA History Overview Immunity to Functional Fixedness in Young Children NASA Johnson Space Center Oral History Project Edited Oral History Transcript This is the actual hack that saved the astronauts of the Apollo XIII Lessons in Manliness from Gene Kranz
On episode 355, Gene Kranz, lead flight director for Apollo missions 11 and 13, discusses leading America to the first lunar landing, his leadership and legacy, and lessons that must be carried into NASA's future exploration goals.
On The Space Show for Wednesday, 10 July 2024: Ariane 6 launched: The successful inaugural flight of Europe's newest and largest launch vehicle, Ariane 6. International Space Station de-orbit vehicle contract awarded to SpaceX: The ISS is scheduled to be de-orbited in 2030. The Rise and Fall of Skylab: On the 45th anniversary of the fall of Skylab, physician-astronaut Joe Kerwin in conversation with the late Peter Aylward, describes how he and his Skylab 2 crewmates saved the damaged space station. The feature includes contemporary commentary by legendary NASA flight director Gene Kranz and the BBC's Alistair Cooke (Letter from America).
Fala galera ! Hoje vamos explorar a incrível história da Apollo 13. Em 11 de abril de 1970, a missão de pousar na Lua se transformou em uma luta pela sobrevivência após uma explosão no tanque de oxigênio. Sob a liderança de Gene Kranz, que declarou "Falhar não é uma opção", a equipe de controle e os astronautas mostraram foco, perseverança, flexibilidade e adaptabilidade. Enfrentaram a escassez de recursos e a necessidade de improvisar com engenhosidade, demonstrando que podemos aplicar esses mesmos princípios para superar desafios em nossas vidas. Não se esqueça de assinar o canal para mais conteúdo exclusivo toda semana. Vamos juntos nessa jornada de transformação! Deixe seu feedback e até a próxima semana! Seguem os links das minhas outras redes sociais: Instagram - https://www.instagram.com/brunobribeiro/ TikTok - https://www.tiktok.com/@brunoribeiro.oficial Facebook - www.facebook.com/brunobr.oficial Youtube - www.youtube.com/brunobribeiro LinkedIn - https://www.linkedin.com/in/brunobribeiro/ Blog - www.brunobr.com.br
Project Apollo was a feat of human achievement akin to, and arguably greater than, the discovery of the New World. From 1962 to 1972, NASA conducted 17 crewed missions, six of which placed men on the surface of the moon. Since the Nixon administration put an end to Project Apollo, our extraterrestrial ambitions seem to have stalled along with our sense of national optimism. But is the American spirit of adventure, heroism, and willingness to take extraordinary risk a thing of the pastToday on the podcast, I talk with Charles Murray about what made Apollo extraordinary and whether we in the 21st century have the will to do extraordinary things. Murray is the co-author with Catherine Bly Cox of Apollo: The Race to the Moon, first published in 1989 and republished in 2004. He is also my colleague here at AEI.In This Episode* Going to the moon (1:35)* Support for the program (7:40)* Gene Kranz (9:31)* An Apollo 12 story (12:06)* An Apollo 11 story (17:58)* Apollo in the media (21:36)* Perspectives on space flight (24:50)Below is a lightly edited transcript of our conversationGoing to the moon (1:35)Pethokoukis: When I look at the delays with the new NASA go-to-the-moon rocket, and even if you look at the history of SpaceX and their current Starship project, these are not easy machines for mankind to build. And it seems to me that, going back to the 1960s, Apollo must have been at absolutely the far frontier of what humanity was capable of back then, and sometimes I cannot almost believe it worked. Were the Apollo people—the engineers—were they surprised it worked?Murray: There were a lot of people who, they first heard the Kennedy speech saying, “We want to go to the moon and bring a man safely back by the end of the decade,” they were aghast. I mean, come on! In 1961, when Kennedy made that speech, we had a grand total of 15 minutes of manned space flight under our belt with a red stone rocket with 78,000 pounds of thrust. Eight years and eight weeks later, about the same amount of time since Donald Trump was elected to now, we had landed on the moon with a rocket that had 7.6 million pounds of thrust, compared to the 78,000, and using technology that had had to be invented essentially from scratch, all in eight years. All of Cape Canaveral, those huge buildings down there, all that goes up during that time.Well, I'm not going to go through the whole list of things, but if you want to realize how incredibly hard to believe it is now that we did it, consider the computer system that we used to go to the moon. Jerry Bostick, who was one of the flight dynamics officers, was telling me a few months ago about how excited they were just before the first landing when they got an upgrade to their computer system for the whole Houston Center. It had one megabyte of memory, and this was, to them, all the memory they could ever possibly want. One megabyte.We'll never use it all! We'll never use all this, it's a luxury!So Jim, I guess I'm saying a couple of things. One is, to the young'ins out there today, you have no idea what we used to be able to do. We used to be able to work miracles, and it was those guys who did it.Was the Kennedy speech, was it at Rice University?No, “go to the moon” was before Congress.He gave another speech at Rice where he was started to list all the things that they needed to do to get to the moon. And it wasn't just, “We have these rockets and we need to make a bigger one,” but there was so many technologies that needed to be developed over the course of the decade, I can't help but think a president today saying, “We're going to do this and we have a laundry list of things we don't know how to do, but we're going to figure them out…” It would've been called pie-in-the-sky, or something like that.By the way, in order to do this, we did things which today would be unthinkable. You would have contracts for important equipment; the whole cycle for the contract acquisition process would be a matter of weeks. The request for proposals would go out; six weeks later, they would've gotten the proposals in, they would've made a decision, and they'd be spending the money on what they were going to do. That kind of thing doesn't get done.But I'll tell you though, the ballsiest thing that happened in the program, among the people on the ground — I mean the ballsiest thing of all was getting on top of that rocket and being blasted into space — but on the ground it was called the “all up” decision. “All up” refers to the testing of the Saturn V, the launch vehicle, this monstrous thing, which basically is standing a Navy destroyer on end and blasting it into space. And usually, historically, when you test those things, you test Stage One, and if that works, then you add the second stage and then you add the third stage. And the man who was running the Apollo program at that time, a guy named Miller, made the decision they were going to do All Up on the first test. They were going to have all three stages, and they were going to go with it, and it worked, which nobody believed was possible. And then after only a few more launches, they put a man on that thing and it went. Decisions were made during that program that were like wartime decisions in terms of the risk that people were willing to take.One thing that surprises me is just how much that Kennedy timeline seemed to drive things. Apollo seven, I think it was October '68, and that was the first manned flight? And then like two months later, Apollo 8, we are whipping those guys around the moon! That seems like a rather accelerated timeline to me!The decision to go to the moon on Apollo 8 was very scary to the people who first heard about it. And, by the way, if they'd had the same problem on Apollo 8 that they'd had on Apollo 13, the astronauts would've died, because on Apollo 8 you did not have the lunar module with them, which is how they got back. So they pulled it off, but it was genuinely, authentically risky. But, on the other hand, if they wanted to get to the moon by the end of 1969, that's the kind of chance you had to take.Support for the Program (7:40)How enthusiastic was the public that the program could have withstood another accident? Another accident before 11 that would've cost lives, or even been as scary as Apollo 13 — would we have said, let's not do it, or we're rushing this too much? I think about that a lot now because we talk about this new space age, I'm wondering how people today would react.In January, 1967, three astronauts were killed on the pad at Cape Canaveral when the spacecraft burned up on the ground. And the support for the program continued. But what's astonishing there is that they were flying again with manned vehicles in September 1967. . . No, it was a year and 10 months, basically, between this fire, this devastating fire, a complete redesign of the spacecraft, and they got up again.I think that it's fair to say that, through Apollo 11, the public was enthusiastic about the program. It's amazingly how quickly the interest fell off after the successful landing; so that by the time Apollo 13 was launched, the news programs were no longer covering it very carefully, until the accident occurred. And by the time of Apollo 16, 17, everybody was bored with the program.Speaking of Apollo 13, to what extent did that play a role in Nixon's decision to basically end the Apollo program, to cut its budget, to treat it like it was another program, ultimately, which led to its end? Did that affect Nixon's decision making, that close call, do you think?No. The public support for the program had waned, political support had waned. The Apollo 13 story energized people for a while in terms of interest, but it didn't play a role. Gene Kranz (9:31)500 years after Columbus discovering the New World, we talk about Columbus. And I would think that 500 years from now, we'll talk about Neil Armstrong. But will we also talk about Gene Kranz? Who is Gene Kranz and why should we talk about him 500 years from now?Gene Kranz, also known as General Savage within NASA, was a flight director and he was the man who was on the flight director's console when the accident on 13 occurred, by the way. But his main claim to fame is that he was one of — well, he was also on the flight director's desk when we landed. And what you have to understand, Jim, is the astronauts did not run these missions. I'm not dissing the astronauts, but all of the decisions . . . they couldn't make those decisions because they didn't have the information to make the decisions. These life-and-death decisions had to be made on the ground, and the flight director was the autocrat of the mission control, and not just the autocrat in terms of his power, he was also the guy who was going to get stuck with all the responsibility if there was a mistake. If they made a mistake that killed the astronauts, that flight director could count on testifying before Congressional committees and going down in history as an idiot.Somebody like Gene Kranz, and the other flight director, Glynn Lunney during that era, who was also on the controls during the Apollo 13 problems, they were in their mid-thirties, and they were running the show for one of the historic events in human civilization. They deserve to be remembered, and they have a chance to be, because I have written one thing in my life that people will still be reading 500 years from now — not very many people, but some will — and that's the book about Apollo that Catherine, my wife, and I wrote. And the reason I'm absolutely confident that they're going to be reading about it is because — historians, anyway, historians will — because of what you just said. There are wars that get forgotten, there are all sorts of events that get forgotten, but we remember the Trojan War, we remember Hastings, we remember Columbus discovering America. . . We will remember for a thousand years to come, let alone 500, the century in which we first left Earth. An Apollo 12 story (12:06)If you just give me a story or two that you'd like to tell about Apollo that maybe the average person may have never heard of, but you find . . . I'm sure there's a hundred of these. Is there one or two that you think the audience might find interesting?The only thing is it gets a little bit nerdy, but a lot about Apollo gets nerdy. On Apollo 12, the second mission, the launch vehicle lifts off and into the launch phase, about a minute in, it gets hit by lightning — twice. Huge bolts of lightning run through the entire spacecraft. This is not something it was designed for. And so they get up to orbit. All of the alarms are going off at once inside the cabin of the spacecraft. Nobody has the least idea what's happened because they don't know that they got hit by lightning, all they know is nothing is working.A man named John Aaron is sitting in the control room at the EECOM's desk, which is the acronym for the systems guide who monitored all the systems, including electrical systems, and he's looking at his console and he's seeing a weird pattern of numbers that makes no sense at all, and then he remembers 15 months earlier, he'd just been watching the monitor during a test at Cape Canaveral, he wasn't even supposed to be following this launch test, he was just doing it to keep his hand in, and so forth, and something happened whereby there was a strange pattern of numbers that appeared on John Aaron's screen then. And so he called Cape Canaveral and said, what happened? Because I've never seen that before. And finally the Cape admitted that somebody had accidentally turned a switch called the SCE switch off.Okay, so here is John Aaron. Apollo 12 has gone completely haywire. The spacecraft is not under the control of the astronauts, they don't know what's happened. Everybody's trying to figure out what to do.John Aaron remembers . . . I'm starting to get choked up just because that he could do that at a moment of such incredible stress. And he just says to the flight director, “Try turning SCE to auxiliary.” And the flight director had never even heard of SCE, but he just . . . Trust made that whole system run. He passes that on to the crew. The crew turns that switch, and, all at once, they get interpretable data back again.That's the first part of the story. That was an absolutely heroic call of extraordinary ability for him to do that. The second thing that happens at that point is they have completely lost their guidance platform, so they have to get that backup from scratch, and they've also had this gigantic volts of electricity that's run through every system in the spacecraft and they have three orbits of the earth before they have to have what was called trans lunar injection: go onto the moon. That's a couple of hours' worth.Well, what is the safe thing to do? The safe thing to do is: “This is not the right time to go to the moon with a spacecraft that's been damaged this way.” These guys at mission control run through a whole series of checks that they're sort of making up on the fly because they've never encountered this situation before, and everything seems to check out. And so, at the end of a couple of orbits, they just say, “We're going to go to the moon.” And the flight director can make that decision. Catherine and I spent a lot of time trying to track down the anguished calls going back and forth from Washington to Houston, and by the higher ups, “Should we do this?” There were none. The flight director said, “We're going,” and they went. To me, that is an example of a kind of spirit of adventure, for lack of a better word, that was extraordinary. Decisions made by guys in their thirties that were just accepted as, “This is what we're going to do.”By the way, Gene Kranz, I was interviewing him for the book, and I was raising this story with him. (This will conclude my monologue.) I was raising this story with him and I was saying, “Just extraordinary that you could make that decision.” And he said, “No, not really. We checked it out. The spacecraft looked like it was good.” This was only a year or two after the Challenger disaster that I was conducting this interview. And I said to Gene, “Gene, if we had a similar kind of thing happen today, would NASA ever permit that decision to be made?” And Gene glared at me. And believe me, when Gene Kranz glares at you, you quail at your seat. And then he broke into laughter because there was not a chance in hell that the NASA of 1988 would do what the NASA of 1969 did.An Apollo 11 story (17:58)If all you know about Apollo 11 is what you learned in high school, or maybe you saw a documentary somewhere, and — just because I've heard you speak before, and I've heard Gene Kranz speak—what don't people know about Apollo 11? There were — I imagine with all these flights — a lot of decisions that needed to be made probably with not a lot of time, encountering new situations — after all, no one had done this before. Whereas, I think if you just watch a news report, you think that once the rocket's up in the air, the next thing that happens is Neil Armstrong lands it on the moon and everyone's just kind of on cruise control for the next couple of days, and boy, it certainly doesn't seem like that.For those of us who were listening to the landing, and I'm old enough to have done that, there was a little thing called—because you could listen to the last few minutes, you could listen to what was going on between the spacecraft and mission control, and you hear Buzz Aldrin say, “Program Alarm 1301 . . . Program Alarm 1301 . . .” and you can't… well, you can reconstruct it later, and there's about a seven-second delay between him saying that and a voice saying, “We're a go on that.” That seven seconds, you had a person in the back room that was supporting, who then informed this 26-year-old flight controller that they had looked at that possibility and they could still land despite it. The 26-year-old had to trust the guy in the back room because the 26-year-old didn't know, himself, that that was the case. He trusts him, he tells the flight director Gene Kranz, and they say, “Go.” Again: Decision made in seven seconds. Life and death. Taking a risk instead of taking the safe way out.Sometimes I think that that risk-taking ethos didn't end with Apollo, but maybe, in some ways, it hasn't been as strong since. Is there a scenario where we fly those canceled Apollo flights that we never flew, and then, I know there were other plans of what to do after Apollo, which we didn't do. Is there a scenario where the space race doesn't end, we keep racing? Even if we're only really racing against ourselves.I mean we've got . . . it's Artemis, right? That's the new launch vehicle that we're going to go back to the moon in, and there are these plans that somehow seem to never get done at the time they're supposed to get done, but I imagine we will have some similar kind of flights going on. It's very hard to see a sustained effort at this point. It's very hard to see grandiose effort at this point. The argument of, “Why are we spending all this money on manned space flight?” in one sense, I sympathize with because it is true that most of the things we do could be done by instruments, could be done by drones, we don't actually have to be there. On the other hand, unless we're willing to spread our wings and raise our aspirations again, we're just going to be stuck for a long time without making much more progress. So I guess what I'm edging around to is, in this era, in this ethos, I don't see much happening done by the government. The Elon Musks of the world may get us to places that the government wouldn't ever go. That's my most realistic hope.Apollo in the Media (21:36)If I could just give you a couple of films about the space program and you just… thought you liked it, you thought it captured something, or you thought it was way off, just let just shoot a couple at you. The obvious one is The Right Stuff—based on the Tom Wolfe book, of course.The Right Stuff was very accurate about the astronauts' mentality. It was very inaccurate about the relationship between the engineers and the astronauts. It presents the engineers as constantly getting the astronauts way, and being kind of doofuses. That was unfair. But if you want to understand how the astronauts worked, great movieApollo 13, perhaps the most well-known.Extremely accurate. Extremely accurate portrayal of the events. There are certain things I wish they could include, but it's just a movie, so they couldn't include everything. The only real inaccuracy that bothered me was it showed the consoles of the flight controllers with colored graphics on them. They didn't have colored graphics during Apollo! They had columns of white numbers on a black background that were just kind of scrolling through and changing all the time, and that's all. But apparently, when their technical advisor pointed that out to Ron Howard, Ron said, “There are some things that an audience just won't accept, but they would not accept.”That was the leap! First Man with Ryan Gosling portraying Neil Armstrong.I'll tell you: First place, good movie—Excellent, I think.Yeah, and the people who knew Armstrong say to me, it's pretty good at capturing Armstrong, who himself was a very impressive guy. This conceit in the movie that he has this little trinket he drops on the moon, that was completely made up and it's not true to life. But I'll tell you what they tell me was true to life that surprised me was how violently they were shaken up during the launch phase. And I said, “Is that the way it was, routinely?” And they said, yeah, it was a very rough ride that those guys had. And the movie does an excellent job of conveying something that somebody who'd spent a lot of time studying the Apollo program didn't know.I don't know if you've seen the Apple series For All Mankind by Ronald D. Moore, which is based on the premise I raised earlier that Apollo didn't end, we just kept up the Space Race and we kept advancing off to building moon colonies and off to Mars. Have you seen that? And what do you think about it if you have? I don't know that you have.I did not watch it. I have a problem with a lot of these things because I have my own image of the Apollo Program, and it drives me nuts if somebody does something that is egregiously wrong. I went to see Apollo 13 and I'm glad I did it because it was so accurate, but I probably should look at For All Mankind.Very reverential. A very pro-space show, to be sure. Have you seen the Apollo 11 documentary that's come out in the past five years? It was on the big screen, it was at theaters, it was a lot of footage they had people had not seen before, they found some old canisters somewhere of film. I don't know if you've seen this. I think it's just called Apollo 11.No, I haven't seen that. That sounds like something that I ought to look at.Perspectives on space flight (24:50)My listeners love when I read . . . Because you mentioned the idea of: Why do we go to space? If it's merely about exploration, I suppose we could just send robots and maybe eventually the robots will get better. So I want to just briefly read two different views of why we go to space.Why should human beings explore space? Because space offers transcendence from which only human beings can benefit. The James Webb Space Telescope cannot articulate awe. A robot cannot go into the deep and come back with soulful renewal. To fully appreciate space, we need people to go there and embrace it for what it fully is. Space is not merely for humans, nor is space merely for space. Space is for divine communion.That's one view.The second one is from Ayn Rand, who attended the Apollo 11 moon launch. This is what Ayn Rand wrote in 1969:The next four days were torn out of the world's usual context, like a breathing spell with a sweep of clean air piercing mankind's lethargic suffocation. For thirty years or longer, the newspapers had featured nothing but disasters, catastrophes, betrayals, the shrinking stature of man, the sordid mess of a collapsing civilization; their voice had become a long, sustained whine, the megaphone a failure, like the sound of the Oriental bazaar where leprous beggars, of spirit or matter, compete for attention by displaying their sores. Now, for once, the newspapers were announcing a human achievement, were reporting on a human triumph, were reminding us that man still exists and functions as a man. Those four days conveyed the sense that we were watching a magnificent work of art—a play dramatizing a single theme: the efficacy of man's mind.Is the answer for why we go to space, can it be found in either of those readings?They're going to be found in both. I am a sucker for heroism, whether it's in war or in any other arena, and space offers a kind of celebration of the human spirit that is only found in endeavors that involve both great effort and also great risk. And the other aspect of transcendence, I'm also a sucker for saying the world is not only more complicated than we know, but more complicated than we can imagine. The universe is more complicated than we can imagine. And I resonate to the sentiment in the first quote.Faster, Please! is a reader-supported publication. 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Conclusion of our visit with Gene Kranz on our future in spaceSee omnystudio.com/listener for privacy information.
In this dynamic episode of Inspiration Nation, hosts Lee Kemp, Ryan Boniface, and Jose Noya engage in a thought-provoking conversation about the power of problem-solving and embracing challenges. Central to this episode is the powerful quote, "Let's work the problem. Let's not make things worse by guessing," from Gene Kranz, a flight director at NASA. This quote encapsulates the essence of the episode, emphasizing the importance of tackling problems head-on with a calculated and focused approach.The hosts share personal anecdotes and insights, illustrating how adopting a proactive mindset towards problems can lead to growth and innovation. Lee Kemp draws inspiration from the TV show "For All Mankind," highlighting how altering one's perspective on issues can turn obstacles into opportunities for learning and progress. Jose Noya connects this mindset to Stoic philosophy, emphasizing that embracing problems is essential for personal development and growth. Ryan Boniface shares his experience of becoming a go-to problem solver, showcasing the value of being able to tackle challenges effectively.Throughout the episode, the hosts discuss the universality of problems and the importance of accepting and confronting them as part of life's journey. They stress that problems are not barriers but stepping stones to growth, learning, and innovation. By sharing their experiences and insights, the hosts inspire listeners to adopt a problem-solving mindset, encouraging them to view challenges as opportunities to evolve and strengthen their abilities.Join Lee Kemp, Ryan Boniface, and Jose Noya in this engaging episode of Inspiration Nation, and embrace the philosophy of "working the problem" in your everyday life. Don't forget to like, subscribe, and leave a review for the podcast, and follow them on Twitter at @ListenToIN for more updates and discussions.
Ok Void, this we find ourselves at the conclusion of our aerodynamic excursions. Now, let's take what we've learned in the last three films and combine them all in the dramatic telling of the Apollo 13 disaster. Test pilots, check; rocket fuel, check; communications array, check; Nazi mechanical engineer, check and check! This week we fight the ultimate fight against bad luck. I mean really, CAN you put a square peg in a round hole to save yourself from carbon dioxide poisoning? We talk the rock that is Gene Kranz and his lucky vest, America's dad: Tom Hanks, and how hot Kevin Bacon is even when he's supposed to look cold and sick (and for once it's not Erin who brings this up). Happy Birthday, Brennan (queue 4 minutes of tears)
Welcome to our series coverage of For All Mankind (on Apple TV+) by Story Archives. Join us week to week as we cover the hit Apple TV Plus show and it's interesting retelling of how history would have unraveled had the space race never ended. On this episode, we'll be doing a high level recap of what went down in seasons one through three and just how much occurred in that 30+ year span. From the first moon landing, to establishing a base on Mars, let's just say a lot has gone down. For All Mankind is an American science fiction drama television series created by Ronald D. Moore, Matt Wolpert, and Ben Nedivi and produced for Apple TV+. The series dramatizes an alternate history depicting "what would have happened if the global space race had never ended" after the Soviet Union succeeds in the first crewed Moon landing ahead of the United States. The title is inspired by the lunar plaque left on the Moon by the crew of Apollo 11, which reads, in part, "We Came in Peace for All Mankind". The series stars an ensemble cast including Joel Kinnaman, Michael Dorman, Sarah Jones, Shantel VanSanten, Jodi Balfour, Wrenn Schmidt, Sonya Walger, and Krys Marshall. Cynthy Wu, Casey W. Johnson, and Coral Peña joined the main cast for the second season, while Edi Gathegi joined in the third. The series features historical figures (played by actors or appearing through archival footage) including Apollo 11 astronauts Neil Armstrong, Buzz Aldrin, and Michael Collins, Mercury Seven astronaut Deke Slayton, rocket scientist Wernher von Braun, astronaut Sally Ride, NASA administrator Thomas Paine, NASA flight director Gene Kranz, U.S. senators Ted Kennedy and Gary Hart, along with U.S. presidents Richard Nixon, Ronald Reagan, and Bill Clinton. Keep up with all things Story Archives Official Website: soapbox.house Email: contact@soapbox.house Join our newsletter: https://mailchi.mp/696a96e28b6f/newsletter Help us build the network by filling out a quick survey: https://forms.gle/AsBrAQD3zD3Ra6Qr7 Support this show: Spotify | PayPal Follow the hosts on Instagram: Mario Busto | Zachary Newton Additional show sponsors: 1992 Films | Zachary R Newton --- Support this podcast: https://podcasters.spotify.com/pod/show/story-archives/support
The NASA Apollo 13 recordings are a unique and valuable resource for understanding the Apollo 13 mission and the challenges faced by the crew. The recordings include everything from the astronauts' conversations with Mission Control to their descriptions of the explosion that damaged the spacecraft and their efforts to survive and return to Earth.The Apollo 13 recordings were recently digitized and restored, and they are now available online for the first time. This is a significant event, as it allows us to hear the events of the mission unfold firsthand from the perspective of the astronauts.The recordings are also a testament to the ingenuity and courage of the Apollo 13 crew. In the face of a crisis, they worked together with Mission Control to find a way to survive and return home safely. Their story is one of hope and resilience, and the recordings provide a powerful reminder of what can be achieved when people work together.Here are some of the most notable moments from the Apollo 13 recordings:"Houston, we've had a problem." - Jim Lovell, reporting the explosion that damaged the spacecraft."Power down everything but the essentials." - Gene Kranz, Flight Director in Mission Control, giving the order to conserve power."We're going to have to use the LM as a lifeboat." - Jim Lovell, deciding to use the Lunar Module to return to Earth."We're going to make it." - Jim Lovell, expressing confidence in the crew's ability to survive and return home."Splashdown confirmed! Apollo 13 is safe." - Mission Control, announcing the safe landing of the Apollo 13 spacecraft in the Pacific Ocean.The Apollo 13 recordings are a fascinating and inspiring record of a mission that could have ended in disaster, but instead became a story of triumph. They are a must-listen for anyone interested in the history of space exploration and the human spirit.This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/5995136/advertisement
Aaron chats with Packers fans worldwide as he sifts through the detritus of the team's embarrassing 34-20 loss to the Detroit Lions on Thursday night as he recalls Gene Kranz in Apollo 13 and asks: What have we got on the team that's good? --- Support this podcast: https://podcasters.spotify.com/pod/show/aaron-nagler9/support
On this historic episode, Derek sits with a legend in the space exploration community, former NASA Flight Director, Gene Kranz. Gene will discuss growing up during the Great Depression, World War 2, flying in Korea, joining NASA and becoming an Assistant Flight Director during Project Mercury. After being Promoted to Flight Director, Gene oversaw many Gemini missions before switching over to Apollo and was Flight Director for Apollo 11 which landed Neil Armstrong and Buzz Aldrin on the Moon. Gene was also the Flight Director for Apollo 13 during which he oversaw the task of returning the astronauts of the crippled spacecraft returned safely to Earth. This is a very in depth interview and no stone is left unturned as Gene gives his thoughts on the Kranz Dictum, the Presidential Medal of Freedom and the current state of the Space Program. He has also written a new book, "Tough and Competent: Leadership and Team Chemistry".Gene Bio: https://www.nasa.gov/sites/default/files/files/Gene-Kranz-Bio.pdfSPONSOR - Go to https://betterhelp.com/derekduvallshow for 10% off your first month of therapy with @betterhelp and get matched with a therapist who will listen and help #sponsored
On Tuesday's show: We discuss the slight drop this week in Houston's absurdly hot temperatures. And Katy ISD voting on its “gender fluidity” transgender policy is just one example of laws and policies that impact the health and safety of children in Texas. Such laws and policies are the subject of an event Wednesday at Rice University. We talk over some of the issues that will be addressed. Also this hour: Houstonian Gene Kranz spent decades at NASA. The longtime flight director during the Mercury, Gemini, and Apollo programs led mission control during the moon landing and the “successful failure” of Apollo 13. Michael Hagerty has an extended conversation with Kranz, who lives in Dickinson, and has a new book out called Tough and Competent. And the University of Houston's LGBTQ Resource Center closes this week. We discuss why, the center's legacy, and what resources will be available for LGBTQ students at UH going forward.
On this episode of The Jacob Buehrer Show, I interviewed Gene Kranz who served various roles at NASA from 1960-1994! He is most well known for being the Lead Flight Director of Apollo 13 and earned the Presidential Medal of Freedom! Recently his hometown Toledo, Ohio renamed the airport after him.
Did you know that our brains are more inclined to avoid pain than work towards the thing that we want? In fact - our brains will often do everything they can to “keep us safe” from perceived discomfort or pain.That's right - as you're thinking about all the things you wanna do this year and the big ways you want your business to grow, your brain is actually sending out blaring signs like “AVOID THAT. IT MIGHT BE PAINFUL.”In this episode, I walk through the 10 sneaky messages the brain often sends us to keep us stuck - and then I share how we can actually achieve progress by doing the exact opposite of what our brains tell us.Click PLAY now to hear:[0:46] A short story about the time my mentor talked to Gene Kranz without knowing it - and the one lesson he learned[02:36] Why our brains are more inclined to avoid pain than achieve progress[3:13] 10 ways to ensure your business stays stuck in 2023[05:03] What to do if you want to get unstuck[05:49] 10 ways to ensure your business does NOT stay stuck in 2023[08:07] Why we must have the courage to take actionFor complete show notes, visit: jasminestar.com/podcast/episode337
You've likely seen the movie Apollo 13 where actor Ed Harris plays Gene Kranz, the Flight Director for the titular space mission. After some rather drastic problems threaten to strand a crew of American astronauts in space, Kranz utters the phrase “failure is not an option.” Now the situation at hand for Kranz and the ...
It was the 25th of October, 1965. And Houston had a problem. And by that I mean that Gene Kranz and the flight control team in the mission control centre of the manned spaceflight center in the Houston had a problem, Gemini VI had failed. For the first time in over 4 years NASA had launched a human space flight mission that had ended in failure. True, the humans in the mission had not actually gotten off the launch pad since the mission had ended when the unmanned Gemini Agena Target Vehicle had destroyed itself on the way to orbit. Still Gemini VI was a failed mission. How NASA responded to that failure would say a lot about how far it had come in four years - and how it was preparing for its much longer journey to the surface of the Moon and back. Hosted on Acast. See acast.com/privacy for more information.
Ladin has guest starred as William Hofstadt on multiple episodes of the AMC show Mad Men and the HBO miniseries Generation Kill as Corporal James Chaffin. He has appeared in the films Toolbox Murders, Cursed and Left in Darkness. He is also the voice of the character Ellis in the cooperative first-person shooter game Left 4 Dead 2, as well as the voice of Cole MacGrath, the lead character of Infamous, in all media beginning with Infamous 2.Ladin played Jamie Wright for two seasons in AMC's The Killing. He guest starred in the Law & Order: SVU episode "Rhodium Nights". He is the voice of Private Todd Kashima in Call of Duty: Infinite Warfare.He garnered fame for his portrayal of J. Edgar Hoover in HBO's Golden Globe and Emmy Award winning series, Boardwalk Empire.In 2019 and 2020 Ladin appeared as Gene Kranz on the Apple TV+ series For All Mankind and Chris Kraft on the Disney+ series The Right Stuff, both characters being NASA space flight directors. Ladin also has a recurring role as Los Angeles Times reporter, Scott Anderson, on the Amazon series, Bosch.In 2020, Ladin starred in the feature psychological thriller film Painter with Betsy Randle.
Chris M. King of Status Flow has a fascinating career and an even more intriguing life mission. Drawing from his personal hardships as a child, he gained the strength to be a self-motivator, taking on sacrifices necessary to build his success and create an impact on the executive world. ----------- HOST: Chaz Volk | Facebook, Instagram, Twitter - @MrThriveMeda | Chaz@MrThrive.com Guests: Chris M. King | www.StatusFlow.net | IG @thestatusflow Buy his book on Amazon: Renegotiate Your Existence ----------- Artists Upsurge - May 26 at 4pm PT/6pm CDT https://www.eventbrite.com/e/337354244627 Like the quality of this show? Thanks to Squadcast ===> https://squadcast.fm/?ref=charlesvolk ----------- bio: Pique-performance executive coach and speaker Chris M. King facilitates the journeys that lead to the discoveries that create sustainable transformations for professional organizations, teams, and individuals. Pre-packaged solutions have no value in discovery or innovation. He doesn't show clients THE way or HIS way; he guides them in finding THEIR way. Using his education in spiritual psychology and studies of neuroscience, Chris changes the way clients relate to their worlds to achieve a state of “flow” — what athletes call “the zone” — where they can renegotiate their existence. They experience exponential increases in leverage, innovation, and balance while eliminating burnout so they can run their businesses (and lives) instead of it running them. “When we make the unconscious conscious,” Chris says, “we make the impossible, and even the unimaginable, a reality.” Chris has trained and collaborated with the best: the Flow Research Collective, the Flow Genome Project, David Bayer, Brendon Buchard, and SEAL Fit/Unbeatable Mind, and completed a master's program in spirituality psychology at the University of Santa Monica. He also had the good fortune of spending time with and learning from Gene Kranz, NASA Flight Director for many Apollo and Gemini space missions. He is currently working with retired US Navy SEALs as he is committed to continuing to up his own game. Chris has consulted on development programs such as Rise Up For You!® and Zen Warrior Training®, has been a featured panelist for Allison Armstrong's Understanding Men® seminars, and is a featured SUE Talks® presenter for, and member of, Connected Women of Influence®. He is an “initiated man” through Mankind Project International® and is a contributing featured author for The Good Men Project® and Elephant Journal®. His first book, Renegotiate Your Existence: Unlock Your Impossible Life, is available on Amazon today! ----------- This is a Mr. Thrive Media production | email: Chaz@MrThrive.com | Facebook, Instagram, and Twitter Learn more about your ad choices. Visit megaphone.fm/adchoices
Kevin and Gabe talk about one of their favorite leaders in human spaceflight: NASA Flight Director Gene Kranz. Gene Kranz was one of the original 3 NASA Flight Directors who worked in Mission Control during the Mercury, Gemini, and Apollo Programs. He led his team of flight controllers through historic missions like Apollo 11 (the first lunar landing), and Apollo 13. What leadership principles did you gleam from Kranz's book? We would love to hear from you! Give us feedback, ask us questions, tell us what you are learning, or any relatable stories from your leadership journey. NOTHING is off the table. You can reach us at: calledtoleadpodcast@gmail.com
Gene Kranz, who was portrayed by Ed Harris in the Oscar-winning movie Apollo 13, — also! earned a SAG and Critics' Choice Movie Award for Outstanding Performance by a Male Actor in a Supporting Role— sits down with Dave on Dave Ward & Friends. They talk about how the US Space Program launched both their careers, from the start of the Mercury rockets, to the famed Apollo 13 and beyond for Gene. Dave talks about covering all the launches, starting in radio from the very beginning of the rocket programs to the discontinuation of the Space Shuttle in 2011. (Dave Ward is the only journalist in the world to have covered all NASA space launches)
The Brainy Business | Understanding the Psychology of Why People Buy | Behavioral Economics
In today's episode, we are digging in on the concept of functional fixedness, or the “when all you have is a hammer, everything looks like a nail” problem. I rather enjoyed taking this analogy a bit to the extreme while sharing how this works; I hope you like it too. When there is an issue with functional fixedness, both sides are holding tightly to their own respective hammers. Like all the biases, heuristics, and concepts I share here on The Brainy Business, it is often easier to see these things in others than in ourselves, but I challenge you to look for your own hammer in each encounter. As you will learn in this episode, getting out of your own functionally fixed way – even about something simple – can have such a huge impact on your company overall. Listen in to find out how you can make small changes for a big impact. Show Notes: [00:41] In today's episode, we are digging in on the concept of functional fixedness, or the “when all you have is a hammer, everything looks like a nail” problem. [02:27] When you first show up to tackle a new skill or concept, you are so excited for this new opportunity, you likely bring every mental tool you might need to help you learn. You're a sponge, ready for whatever life throws at you. [03:17] As you develop expertise, you start to declutter that mental toolbox. [04:30] When someone cuts you off on the freeway, they're instantly labeled a “jerk.” What about when you cut someone off? It feels completely different because of fundamental attribution error (and we do this all the time in business). [06:09] It is important to know that you see “others” as different from you and will tend to judge them and their ideas more harshly, not giving them the benefit of the doubt that you might give to yourself and members of your team. [07:49] Isn't it possible that the one thing someone else is arguing is one of those 275,000 things your brain filtered out? Or that you are looking at just one of many possible correct alternatives that could work? [08:15] Functional fixedness or being set in your ways is another version of confirmation bias and the focusing illusion. [09:06] Everyone else doesn't have to be wrong in order for you to be right. [09:58] One of my favorite stories that I think is such a great example of overcoming functional fixedness, comes from Apollo 13. [12:31] Even when the stakes are high little things like this can be missed when you're too focused on your little area that you are working on. That can cause a big problem. [14:23] It is easy to find the right answer to the wrong question. [15:18] Reframing the conversation so the team can look at things from different angles is so important [16:51] When you are too deep into a problem or have become an expert, you have this curse of knowledge that can keep you from seeing all the other opportunities that are just outside the norm. [17:26] Having a background knowledge of associations and how things work is important, but it is also important to understand that functional fixedness is a problem and it can keep you stuck sometimes in a way that will keep you from innovations or from solving the right problems. [19:35] When you are fixated on the myopic perspective of what you do or how you do things, everything looks like a nail when all you have is that hammer. You can be missing the bigger picture, which isn't necessarily a problem until sometimes, it is too late. [19:51] As you think about starting to apply this to your work, I don't recommend starting with something big like your company's mission. Have some warm-ups on less consequential projects first. [21:11] Properly wording the question is so critical for where you end up. [23:47] In general, when there is an issue with functional fixedness, both sides are holding onto their own respective hammers. Like all the biases, heuristics, and concepts I share here on The Brainy Business, it is easier to see these things in others than in ourselves, but I challenge you to look for your own hammer in each encounter. What are you fixated on that is keeping you closed off to the other person's perspective? [24:51] “I don't care what it was designed to do, I want to know what it can do” - Gene Kranz, flight director for Apollo 13 [24:58] If you enjoy the experience I've provided here for you, will you share about it? That could mean leaving a rating/review or sharing the episode with a friend (or 10!) Thanks for listening. Don't forget to subscribe on Apple Podcasts or Android. If you like what you heard, please leave a review on iTunes and share what you liked about the show. I hope you love everything recommended via The Brainy Business! Everything was independently reviewed and selected by me, Melina Palmer. So you know, as an Amazon Associate I earn from qualifying purchases. That means if you decide to shop from the links on this page (via Amazon or others), The Brainy Business may collect a share of sales or other compensation. Let's connect: Melina@TheBrainyBusiness.com The Brainy Business® on Facebook The Brainy Business on Twitter The Brainy Business on Instagram The Brainy Business on LinkedIn Melina on LinkedIn The Brainy Business on Youtube Join the BE Thoughtful Revolution – our free behavioral economics community, and keep the conversation going! More from The Brainy Business:
FAILURE IS INEVITABLE."Failure is not an option" according to Gene Kranz of Apollo 13 Mission Control.So what does that saying mean to you? To me, it means failure in INEVITABLE.It means failure is a KEY component of success, and should be expected - EVERYDAY & IN EVERYTHING!!!Enjoy a short MOTIVATIONAL MOMENT & make greatness your new normal. Patrick will show you how.Sometimes all you need - is a MOTIVATIONAL MOMENTWant more growth as a professional? SCHEDULE YOUR FREE CONSULTATION WITH ME: https://calendly.com/pksolutionsgroupOr, just choose "SHOP" at https://www.pksolutionsgroup.com , and purchase your own individual edition of bonus content from any of our podversations.©2021 -2022 PK Solutions Group. All rights Reserved.Not to be distributed for commercial use without express permissionEnjoy the easy to understand, and practical approach to improving yourself, and therefore, the world around you, both personally and professionally. Patrick gives you the support, now make hiring his team your next priority to move toward the best results and most positive changes you could imagine.HINDSIGHT is 20:20 vision, and that is exactly what you can expect during your listen...a PODVERSATION filled with 30 plus years of sales, leadership, and life wisdom, experience, and bottom line results.MONTHLY ACCESS AVAILABLE AT: https://www.patreon.com/patrickkaganSet the right foundation : GUIDED MEDITATION TO RELEASE NEGATIVE ENERGY:https://pksolutionsgroup.com/product/guided-meditation-releasing-negative-energy/Support the show (https://www.patreon.com/patrickkagan)
Dose of Leadership with Richard Rierson | Authentic & Courageous Leadership Development
In this episode we revisit Richard's conversation with Gene Kranz, former NASA Flight Director, and how accountability was imperative in creating a culture of trust and smart risk-taking. The full Gene Kranz conversation can be found on Episode-05 dated January 22nd, 2013.
The Wallabies winning streak ended at Murrayfield, but is all lost? Nick, Natho, Dylan and Jack come together to chew the fat on the Wallabies loss to Scotland, and what could be done for the clash against the old enemy. WARNING: coarse language The Hot Topics: Thoughts on the game? What are the issues for the Wallabies? What changes should we provide for England? What else stood out for us this weekend? See omnystudio.com/listener for privacy information.
The Wallabies winning streak ended at Murrayfield, but is all lost? Nick, Natho, Dylan and Jack come together to chew the fat on the Wallabies loss to Scotland, and what could be done for the clash against the old enemy. WARNING: coarse language The Hot Topics: Thoughts on the game? What are the issues for the Wallabies? What changes should we provide for England? What else stood out for us this weekend? See omnystudio.com/listener for privacy information.
In this episode of Terranauts we explore the world of NASA's Mission Control Centre as it was in 1995. At that time, Mission Control was still being performed out of the same building and the same control room as it had been since 1964 when control of manned spaceflight missions had moved from Cape Canaveral to the Manned Space Center in Houston. This was the building from which NASA had gone to the moon. Over the course of 30 years many of the details had changed, but a lot had also stayed the same. But change was coming in the form of a new control centre, new technologies and new partnerships and ways of getting to and staying in space. But today we will take a moment to see what the world of Mission Control looked like, when I spent my first working shift there in February 1995.Resources for this episode:"Failure Is Not An Option", Gene Kranz, Simon &Shuster, New York, NY, 2000"Shuttle Mission Control Flight Controller Stories and Photos, 1981-1992", Marianne Dyson, 2021 See acast.com/privacy for privacy and opt-out information.
Flight director Gene Kranz wrote that Cernan was his favorite because of his carefree and jovial attitude, unabashed patriotism, and his close personal relationship with the flight controllers.
Flight director Gene Kranz wrote that Cernan was his favorite because of his carefree and jovial attitude, unabashed patriotism, and his close personal relationship with the flight controllers.
Flight director Gene Kranz wrote that Cernan was his favorite because of his carefree and jovial attitude, unabashed patriotism, and his close personal relationship with the flight controllers. The post Space Rocket History #371 – Apollo 17 – Commander Eugene Cernan first appeared on Space Rocket History Podcast.
Two big things happened in the US on the weekend of May 22-23, 2021. Pennsylvania celebrated 143 Day for the entire weekend and the city of Toledo, Ohio renamed its airport The Eugene F. Kranz Toledo Express Airport. Gene Kranz was the director of NASA mission operations, noted for the modern mantra, failure is not an option, and 143 Day was inspired by Pittsburgh's favorite neighbor, Fred Rogers. Naturally these two belong in the same discussion. Don't they? Both men have otherwise long resumes of competence, compassion, accountability, and kindness. Failure is not an option. Neither should be kindness. This episode is also available as a blog post: https://therealrealityshowblog.wordpress.com/2021/05/24/kindness-is-not-an-option/
Agradece a este podcast tantas horas de entretenimiento y disfruta de episodios exclusivos como éste. ¡Apóyale en iVoox! La Tienda De Biblioteca Del Metal: Encontraras, Ropa, Accesorios,Decoracion, Ect... Todo Relacionado Al Podcats Biblioteca Del Metal Y Al Mundo Del Heavy Metal. Descubrela!!!!!! Ideal Para Llevarte O Regalar Productos Del Podcats De Ivoox. (Por Tiempo Limitado) https://teespring.com/es/stores/biblioteca-del-metal-1 Trans-Siberian Orchestra ( TSO ) es una banda de rock estadounidense fundada en 1996 por el productor, compositor y letrista Paul O'Neill , que reunió a Jon Oliva y Al Pitrelli (ambos miembros de Savatage ) y al tecladista y coproductor. Robert Kinkel para formar el núcleo del equipo creativo. O'Neill murió el 5 de abril de 2017. La banda ganó popularidad cuando comenzaron a viajar en 1999 después de completar su segundo álbum, The Christmas Attic , el año anterior. En 2007, el Washington Post se refirió a ellos como "un monstruo de arena-rock " y describió su música como "Pink Floyd se encuentra con Yes and the Who en el Radio City Music Hall ". TSO ha vendido más de 10 millones de entradas para conciertos y más de 10 millones de álbumes. La banda ha lanzado una serie de óperas de rock : Christmas Eve y otras historias , El ático de Navidad , La última noche de Beethoven , La víspera de Navidad perdida , su Night Castle de dos discos y Letters From the Labyrinth . Trans-Siberian Orchestra también es conocida por su extenso trabajo de caridad y elaborados conciertos, que incluyen una sección de cuerdas, un espectáculo de luces, láseres, trusses móviles, pantallas de video y efectos sincronizados con la música. Tanto la revista Billboard como Pollstar las han clasificado como una de las diez bandas con mayor venta de entradas en la primera década del nuevo milenio. Su camino hacia el éxito fue inusual en el sentido de que, según O'Neill, TSO es la primera banda de rock importante en ir directamente a los teatros y arenas, sin haber tocado nunca en un club, sin haber tenido un acto de apertura y nunca siendo un acto de apertura. Paul O'Neill dirigió y produjo bandas de rock como Aerosmith , Humble Pie , AC / DC , Joan Jett y Scorpions , y luego produjo y coescribió álbumes de la banda de metal progresivo Savatage , donde comenzó a trabajar con Jon Oliva (quien se había ido Savatage para pasar tiempo con su familia y ocuparse de asuntos personales), Al Pitrelli y Robert Kinkel . O'Neill dio sus primeros pasos en la música rock en la década de 1970 cuando comenzó el rock progresivo.banda Slowburn, de la que fue letrista y co-compositor. Lo que estaba destinado a ser el álbum debut de la banda fue grabado en Jimi Hendrix 's estudios Electric Lady y desarrollado por Dave Wittman. Aunque la ingeniería de Wittman capturaba el sonido exacto que O'Neill escuchaba en su cabeza, O'Neill tenía problemas con él porque muchas de sus melodías tenían entre dos y tres octavas. En lugar de lanzar un álbum con el que no estaba contento, dejó de lado el proyecto, pero continuó trabajando en la industria en Contemporary Communications Corporation (también conocida como Leber & Krebs). A lo largo de los años, O'Neill continuó trabajando como escritor, productor, gerente y promotor de conciertos. En 1996, aceptó la oferta de Atlantic Records de formar su propia banda. Construyó la banda sobre una base creada por la unión de la música clásica y el rock y los artistas que idolatraba ( Emerson, Lake & Palmer , Queen , Yes , The Who y Pink Floyd , y bandas de hard rock como Aerosmith y Led Zeppelin y los múltiples vocalistas principales de los grupos de R&B The Temptations y The Four Tops). Trajo a Oliva, Kinkel y Pitrelli para ayudar a iniciar el proyecto. O'Neill ha declarado: "Mi concepto original era seis óperas de rock, una trilogía sobre Navidad y tal vez uno o dos álbumes regulares" Su álbum debut, la primera entrega de la pretendida trilogía navideña, fue una ópera rock llamada Nochebuena y otras historias , y fue lanzado en 1996. Sigue siendo uno de sus álbumes más vendidos. Contiene el instrumental " Christmas Eve / Sarajevo 12/24 " que apareció originalmente en la ópera rock de Savatage , Dead Winter Dead , una historia sobre la guerra de Bosnia. Su lanzamiento de 1998 The Christmas Attic , la secuela de Christmas Eve and Other Stories siguió un formato similar. Este álbum produjo el éxito " Christmas Canon ", una versión del Canon en re mayor de Johann Pachelbel .con letras y nuevas melodías añadidas. The Christmas Attic se presentó por primera vez en vivo en 2014. La última noche de Beethoven fue escrita y grabada en 1998 y 1999 y entregada a Atlantic Records a fines de 1999 para su lanzamiento en 2000. La historia comienza cuando Mephistopheles aparece antes que Beethoven, a quien Paul O'Neill se refiere como "la primera estrella de rock pesado del mundo". para recoger el alma del gran compositor. Por supuesto, Beethoven está horrorizado ante la idea de la condenación eterna, pero el diablo tiene una oferta y comienza la negociación. Hay numerosos giros en la trama, incluido el destino de su música y el final se basa en un hecho cierto pero poco conocido sobre Beethoven. También en 1998, a petición de Scott Shannon de WPLJ , actuaron en vivo por primera vez en un concierto benéfico paraHospital de niños de Blythedale . En 1999, a instancias de Bill Louis, un DJ de WNCX en Cleveland, hicieron su primera gira, durante la cual debutaron secciones de Last Night de Beethoven . Interpretaron el álbum en su totalidad por primera vez durante la gira de primavera de 2010. En octubre de 2011, Beethoven's Last Night fue lanzado en Europa para coincidir con su gira europea con una nueva portada de Greg Hildebrandt y las páginas de poesía faltantes del lanzamiento original. Las canciones de Mephistopheles son cantadas por Jon Oliva . Para coincidir con la gira de primavera de 2012, Atlantic / Rhino / Warner Brothers Record lanzó Last Night: The Complete Narrated Version de Beethoven . [17] [18]Esta edición de lujo de dos discos incluye toda la música del lanzamiento original y, por primera vez, la narración presentada durante las presentaciones en vivo del álbum. Viene empaquetado con un folleto lleno de ilustraciones de la historia de Hildebrandt, además de la letra y la narración completas. La narración está a cargo de Bryan Hicks, quien ha estado manejando la narración en vivo en las giras de este álbum. El creador Paul O'Neill explica: "Así es como siempre imaginé que se experimentaría la historia. Donde el oyente pueda relajarse, cerrar los ojos y, en cuestión de minutos, pasear por las calles de la Viena del siglo XIX con Beethoven en la última gran aventura de su vida. Siempre que la banda estaba fuera de la carretera, regresaban al estudio y en 2004 completaban The Lost Christmas Eve , la última entrega de la Trilogía de Navidad. Es una historia de pérdida y redención que abarca un hotel ruinoso, una vieja tienda de juguetes, un bar de blues, una catedral gótica y sus respectivos habitantes, todos entrelazados en una sola Nochebuena encantada en la ciudad de Nueva York. Al año siguiente, combinaron los tres álbumes de Navidad y los lanzaron en una caja titulada The Christmas Trilogy, que también contenía un DVD de su especial de televisión de 1999 The Ghosts of Christmas Eve (cada uno de los álbumes sigue estando disponible individualmente .) La Nochebuena Perdidase presentó por primera vez en vivo en 2012, seguida de una gira encore en 2013. Los críticos una vez más lo llamaron "espectacularidad impresionante" "que incluía todos los trucos conocidos por el hombre, incluyendo pirotecnia masiva, láseres espectaculares, escenarios que se ciernen sobre el audiencia, cantantes de apoyo calientes mientras se conectan constantemente con su audiencia. Después de unos pocos años de gira, Night Castle , el quinto álbum de Trans-Siberian Orchestra, fue lanzado el 27 de octubre de 2009 y fue bien recibido por fanáticos y críticos por igual. Debutó en el puesto número 5 en las listas de álbumes de Billboard . Fue certificado oro en ocho semanas y ahora es platino. "Su trabajo más ambicioso y aventurero hasta la fecha. Abarca desde el hard rock hasta el clásico, llevando al oyente a un viaje a través de la historia que detalla los triunfos y las locuras del hombre, pero en última instancia es una historia de transformación y amor". Inicialmente destinado a ser su primera ópera regular, no rock, que consta de un álbum de diez canciones independientes, O'Neill le da crédito a la persistencia de Jon Oliva de que era demasiado pronto para tal movimiento y que el quinto álbum tenía que ser una ópera rock. Insistiendo en que "TSO no era como cualquier otra banda y que los fans esperaban una historia. Fue un poco de cambio de roles porque cuando estábamos trabajando en Savatage, siempre quise hacer un disco conceptual". El conjunto de dos discos incluye una versión de " O Fortuna " de Carmina Burana de Carl Orff , que fue vista previa en vivo por la banda durante sus giras 2004-2008. Una versión MP3 del álbum lanzada a través de Amazon.comcontiene una pista adicional titulada "El vuelo de Cassandra". La primera mitad es una ópera rock sobre una niña de siete años en una playa que conoce a un extraño de la ciudad de Nueva York que le cuenta una historia que la lleva por todo el mundo y a través del tiempo donde se encuentra con varios personajes, muchos de los cuales se basan en personajes históricos como Desiderius Erasmus . La segunda mitad rinde homenaje a las influencias de Trans-Siberian Orchestra. También contiene nuevas versiones de varias canciones de Savatage, así como " Nut Rocker ", originalmente de B. Bumble and the Stingers y que anteriormente se hizo famosa por Emerson, Lake & Palmer , con Greg Lake en el bajo. En febrero de 2011, Night Castle fue lanzado en Europa con dos bonus tracks en vivo ("Requiem" y "Toccata-Carpimus Noctem") añadidos. Ambas pistas en vivo fueron grabadas en la gira de primavera de 2010 en el Verizon Theatre en Grand Prairie , en Texas. Metal Kaoz, lo revisó como un CD de ópera rock doble de dos horas más con "sin relleno" que fluye sin problemas. "Las capas clásicas se encuentran con la belleza de la música Metal y forman la fina mezcla ... una amplia gama de emociones y colores musicales ... pistas que te dejarán boquiabierto. Pulsa play y deambula libremente en TSO's, Night Castle". El 30 de octubre de 2012, Trans-Siberian Orchestra lanzó un nuevo EP de cinco canciones titulado Dreams of Fireflies (On a Christmas Night) en Lava Republic Universal Records. Debutó en la lista de los 200 mejores álbumes de la revista Billboard en el número 9 y el número 1 en las listas de rock. Fue el primer EP de la banda y con un precio de lista de cinco dólares o menos fue la forma en que Trans-Siberian Orchestra dio las gracias a sus fans, En lugar de contener la historia habitual de TSO, era más como un Harry Chapinálbum donde se incluye una historia corta dentro de la canción. Por ejemplo, "Algún día" trata sobre cómo las personas tienden a posponer el agradecimiento a las personas con las que tienen una gran deuda y, con la mejor intención, se dicen a sí mismos que lo harán algún día. Además, cada canción va acompañada de un breve poema. Lanzada el 11 de octubre de 2013, esta colección de quince pistas es la primera colección de grandes éxitos de Trans-Siberian Orchestra e incluye canciones de los seis lanzamientos anteriores. Una vez más, la portada fue proporcionada por Greg Hildebrandt . El 11 de noviembre de 2011, TSO lanzó una nueva pieza coral titulada "Who I Am". Esto se lanzó originalmente como una descarga digital para los fanáticos que compraron boletos a través de la venta anticipada de boletos de la banda, pero ahora está disponible a través de otros sitios de música, además de ser lanzado en su álbum de 2015, Letters from the Labyrinth . La canción se interpretó en vivo como el número de apertura de la gira de invierno de 2011 en reconocimiento a los tiempos difíciles por los que atravesaban muchas personas en el mundo, pero trayendo un mensaje de esperanza al señalar que juntos podemos resolver estos problemas como lo han hecho las generaciones anteriores en el pasado. Fue acompañado por clips de sonido y video de personas que ayudaron a la humanidad a progresar o superar situaciones aparentemente imposibles. La primera cita e imagen fue la voz del reverendo ML King repitiendo "Tengo un sueño ... que todos los hombres serán juzgados por el contenido de su carácter", seguido del desafío inaugural del presidente Kennedy, "No preguntes qué puede hacer tu país por ti ; Pregunta qué puedes hacer por tu país." Incluía fotografías de Jonas Salk, el científico que curó la polio, Santa "Madre" Teresa de Calcuta que pasó su vida cuidando a los no deseados y terminó con Neil Armstrong dando el primer paso en la luna y la cita parafraseada de Gene Kranz de la NASA con respecto a salvando a los astronautas a bordo de la cápsula espacial Apolo 13 dañada, que "el fracaso no es una opción". En 2013, la banda anunció el lanzamiento a fines de noviembre de una novela, Merry Christmas Rabbi . Conocida como la última pieza que falta en la Trilogía de Navidad, es el diario descubierto por la niña en la ópera rock Christmas Attic que conduce a la canción "Dream Child". Los comunicados de prensa lo describieron como "la historia de una fatídica Nochebuena y cómo una de las apuestas más locas en la historia humana conduce a una segunda oportunidad para un joven con problemas que se encuentra más allá del punto sin retorno" O'Neill murió el 5 de abril de 2017, a los 61 años, mientras se hospedaba en un hotel Embassy Suites by Hilton en el campus de la Universidad del Sur de Florida en Tampa. La causa de muerte determinada por la Oficina del Médico Forense del Condado de Hillsborough, Florida , fue la intoxicación por una mezcla de metadona , codeína , Valium y doxilamina y la forma de muerte como abuso de drogas . En junio de 2017, la organización anunció que continuarían con su gira con temas navideños. La historia de Ghosts of Christmas Eve , que habían interpretado en 2015 y 2016, fue anunciada como su historia una vez más para la gira de 2017, David Z, bajista de TSO, murió el 14 de julio de 2017, mientras estaba de gira con Adrenaline Mob para su gira " We The People "; un tractor-remolque se desvió de la Interestatal 75 en Florida y golpeó el vehículo recreativo en el que viajaba Adrenaline Mob. Su compañero TSO y miembro de Adrenaline Mob, Russell Allen , también resultó herido en el accidente. Para la vigésima gira anual de invierno de TSO en 2018, la banda decidió hacer una gira una vez más con la historia de The Ghosts of Christmas Eve . En 2019, TSO regresó al espectáculo de Nochebuena y otras historias , que se había realizado previamente desde la gira inaugural de 1999 hasta 2011. No se realizará ninguna gira en 2020, debido a las continuas restricciones de reuniones masivas vinculadas a la Pandemia de COVID-19 en los Estados Unidos, En cambio, la banda está realizando una transmisión en vivo para 2020 que los fanáticos pueden comprar y ver el 18 de diciembre en línea.Escucha este episodio completo y accede a todo el contenido exclusivo de Biblioteca Del Metal (Recopilation). Descubre antes que nadie los nuevos episodios, y participa en la comunidad exclusiva de oyentes en https://go.ivoox.com/sq/308558
Se abre la compuerta de nuestra nave y nos sumergimos en el espacio profundo, frío, silencioso… En este segundo volumen navegaremos entre épicas batallas interplanetarias y terroríficos agujeros de gusano con infernales destinos. Ajusta bien tu traje espacial y acompáñame pecador. Libro: El Juego de Ender de Orson Scott Card Peli: Horizonte Final de Paul W.S. Anderson Serie: Star Trek: La Nueva Generación Confesionario Digital: Santi Jarabo y su especial sobre Desastres Espaciales. Referencias ('Failure is not an option' de Gene Kranz, 'Riding Rockets' de Mike Mullane, 'Apolo 13 (Lost Moon)' de Jim Lovell, Jeffrey Kluger) Tema musical: Marte de La Sinfonía de los Planetas de Gustav Holst Vídeo Juego: Mass Effect de Bioware Herramienta Digital: Vitalink PRO Profesional Digital Recomendado: Carlos Ortega Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals
In this week's podcast we are joined by actor Eric Ladin, who has recently been on our screens portraying Chris Kraft in 'The Right Stuff' on Disney+. You may also recognise him from playing Gene Kranz in 'For All Mankind' on AppleTV. He was a great sport and offers some fantastic insight into the making of these shows. We also give our verdict on season 1 of 'The Right Stuff' - have you watched it?For more on Eric: https://www.instagram.com/ericladin/IMDB: https://www.imdb.com/name/nm1426686/'The Right Stuff' Trailer: https://www.youtube.com/watch?v=Og0htvEVqJQ'The Real Right Stuff' Trailer: https://www.youtube.com/watch?v=bcShFsJC9mMFull show notes: https://spaceandthingspodcast.com/podcast/stp-1-the-podcast-has-launched-d6e92-mpyzr-xswpe-5x8j3-3z645-xmxzf-a3ag7-5zrzp-rlrwg-nfkpj-s6pl3-64ppmImage Credit: National Geographic/Gene PageSpace and Things:Twitter: https://www.twitter.com/spaceandthings1Instagram: https://www.instagram.com/spaceandthingspodcastFacebook: https://www.facebook.com/spaceandthingspodcast/Merch and Info: https://www.spaceandthingspodcast.comPatreon: https://www.patreon.com/SpaceandthingsBusiness Enquiries: info@andthingsproductions.comSpace and Things is brought to you And Things Productions https://www.andthingsproductions.comSupport this show http://supporter.acast.com/spaceandthings. See acast.com/privacy for privacy and opt-out information.
With chakobsa and kung-fu Jessica takes control of a delicate situation. Mike and Derek brush up on their glossary game while a flurry of words are exchanged. Once Jessica orders Paul to climb down, it seems she's won us passage with the Fremen after all. Plans and expectations are shifting like the dunes. Before long Stilgar has us packing up and marching out single file. We take one look back at Fairyland and crack open a literjon. Farrukh joins us for a lively talk about... -Judo Chop! -The Fremen want to get Weird, -Chani, a hill Mike is willing to die on, -Then it's a bird, it's a plane, it's a GURNEY! Episode Guide 04:25 Chapter Summary Begins 01:18:40 Chani, Daughter of Liet 01:42:10 Gurney, Gurney, Gurney 01:46:30 Charles Raymond Gurney a.k.a. Bob Gurney 02:06:20 Giovani Distrans and Package Delivery Wine https://charlessmithwines.com/ (Kung Fu Girl) Riesling "A kung-fu kick to the face." Need More to Read? "Failure Is Not An Option" by Gene Kranz Support this podcast
Do we love each other yet? To put our struggles in perspective: this week in 1970, Apollo 13 safely returned to Earth after a close brush with disaster and the potential death of all three astronauts. Following the NASA Director's comment: “This could be the worst disaster NASA's ever experienced,” Gene Kranz replied, “With all due respect, sir, I believe this is gonna be our finest hour.” This is our fifth program on COVID-19, and we will explain why this will also be our finest hour in the battle against this disease. You will hear an important update from our infectious disease experts - everything you need to know, without the drama and political commentary. We will also hear from the CEO's of MCW, Froedtert Health and Children's Wisconsin on how academic medical centers are dealing with this pandemic – information you will not find elsewhere. We have also arranged a special visit from Mr. Baseball, Hall of Famer Bob Uecker, connecting with us from Arizona. Bob can put any challenge in perspective! The Word on Medicine was the first to bring you accurate scientific information on testing, treatment and the impact of COVID-19 on Wisconsin, and you will hear the latest updates this week.
Learn from L. David Marquet, a retired U.S. Navy Captain. He served in the U.S. for 28 years and shared his leadership lessons in his first book Turn the ship around. Stephen R. Covey said it was the most empowering organisation he'd ever seen and wrote about Captain Marquet's leadership practices in his book, The 8th Habit. In his latest book, Leadership is Language, David focuses on giving control to the doers, to allow them decide. David tells me, it's time to ditch the industrial age playbook of leadership. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language: • Control the clock, don't obey the clock: Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong. • Collaborate, don't coerce: As the leader, you should be the last one to offer your opinion. Rather than locking your team into binary responses (“Is this a good plan?”), allow them to answer on a scale (“How confident are you about this plan?”) • Commit, don't comply: Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time. • Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team. • Improve, don't prove: Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines. You'll face fewer cut corners and better long-term results. • Connect, don't conform: Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making. David Marquet – www.davidmarquet.com Read Leadership is Language Join our Leadership Hacker Tribe and connect with us: Twitter Instagram Facebook LinkedIn (Steve) LinkedIn (The Leadership Hacker) Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Click below for the Transcript ----more---- Introduction Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you. So join me on location today in London with bestselling author of two books. Turn the Ship Around and Leadership is Language. David Marquet, we are looking forward to speaking to David today, but before we do that, it is The Leadership Hacker News. The Leadership Hacker News Steve Rush: This year, 50 years ago, in 1970, an on-board explosion crippled Apollo 13 spacecraft. The surface module was damaged, forcing the ground crew and astronauts to abandon their original mission of landing on the moon. Now, most of you will be familiar with the story portrayed in 1995 movie with Tom Hanks, but less of you will know the leadership activity. That has really stood this mission, aside from others, then that is a run. The debriefing sheet cited the successful return of the crew down to the importance of organization, leadership and innovation as part of NASA's operations and remains one of the best examples of that trade to this day. On April 11, 1970, the Apollo 13 mission blasted off from Cape Canaveral, headed towards the from morrow formation, which has a number of major craters. Not long after lift-off, the mission suffered its first problem, a shutdown of one of the main engines with four main engines still working and firing. The spaceship was able to make its way into space. Two hundred thousand miles and two days later was getting ready for their moon-shot short in a wire between the auction hydrogen tanks on board the ship caused the explosion to the service module. With oxygen running out fast, the crew had to shut down a few cells to save power and used the lunar module to survive it. They then used this as a vessel to get them home as directed and coached from mission control on earth. The crew used the pull of the moon's gravity to break back into the atmosphere and get back to earth safely, despite observers watching the inferno engulf craft plunge into the sea. Mission Control was led by flight director Gene Kranz. He coined the phrase failure is not an option. And when interviewed, he said the rescue was executed calmly and deftly without any doubts that it would succeed. However, the mission control logs say something else. When the Apollo 13 crew got into difficulty, the 20 plus mission control team had no idea what happened. Was a meteorite blast? Was it an explosion? And in their panic, they looked to Kranz for orders who, whilst under fire of questions and pressure, remained calm. When those about him start to lose structure and discipline. Gene Kranz kept his head, Krantz was ahead of his time as a leader, but few at that time in the military would have recognized that calm, lack of instant order would have been leadership. Kranz calmness was a barometer for others, which steadied the mission control room much quicker than it would have done had he added loads more commands on top. During an hour of asking questions and evaluating the situation. Kranz was running low on energy and ideas, he recognized that he did not have all the answers and needed to unlock that from those who did. So what did he do? He gave control to the incoming team. He knew they had the information and therefore merely moved the authority to where the information was. He empowered junior officers to take control. He empowered others in his mission control room to think differently, great leaders create more leaders. They give control to others who are better placed and I have often said that if you are a leader, you should only control only what you can control. And someone who's epitomized this through their work and know that life as a leadership coach is David Marquet. David Marquet was the commander of the nuclear submarine Santa Fe and realized during a simple drill, having one point of command was not only limiting to the efficiency of the operations of the submarine was downright dangerous. David's go on to write bestselling book, Turn the Ship Around and he's also now the bestselling author of Leadership is Language and know David also the president of the Intent Based Leadership Institute. Start of Interview Steve Rush: David, welcome to the show. David Marquet: Thank you, Steve, for having me on your show. Steve Rush: It is absolutely my pleasure. I have been a fan of your work for some time, so I appreciate you taking some time out in your busy schedule to be with us, too. So, David, I know that he spent 28 years in the U.S. Navy and that's obviously where you developed your leadership theories and you your thinking. But a started much younger for you, didn't it, when you were spending some time with your grandparents back in Pittsburgh? David Marquet: Well, I was sort of this library kid. I was an introvert and my parents shipped me off to my grandparents in the summer. And Pittsburgh, which was this industrial town. It was a steel making town, and it really was not a lot of fun. They lived in sort of this urban area, but there was a library nearby, so I would kind of scoot out and go hide in the library and do all this reading. I like history books. I would read all these history books. I read about submarines and the role that they play World War 2 and at the same time, the country was going through…this was the 70s. So the country was going through this sort of malaise and depression of…It doesn't seem like things are going right. Inflation was bad, oil shocks were there, Iranians taken Americans hostage. You could not get it back, blah, blah, blah. We are in the Cold War and all these things kind of gelled together for me, and even though I was probably an unlikely candidate to join, the military. I was born in Berkeley, California, a hotbed of radicalisms. I called my parents. That is what I was going to do and of course, they tried to hide their… well, they were worried for me, I think a little bit, because I was kind of a sensitive, introverted. But submarine force worked out well because you hide from people there, so it's a natural fit for introverts. Steve Rush: So how do you go from being introverted to then being a US captain of a nuclear submarine? David Marquet: Oh, you got me an introvert on base. In fact, I think it is a benefit because some of the extroverts I knew they sort of got away with just the sort of grand personality and I was forced to really be thoughtful about what I said. I did not like to speak, so I would say as few words as possible, but I felt there were quality words and the idea is, but my burden was I thought I was really smart, because everyone was telling me that at every step. I was on the math team when I was in high school, and so there was this sense that I knew the answer and it fed this structure of leadership where a leader as decision maker and it got me promoted, and it probably is the right place to be when I was starting out. But a submarine commander, the complexity of the ship foiled that aspect of what I wanted to be. It is psychologically very seductive. You make decisions, people line up outside your door all day long. It feels good, but it is really depleting. It is very short term is a short-term win. It is like eating cotton candy. It is a high and then it just feels bad after that. And that was the change I had to go through. Steve Rush: And would you say that your introversion was almost a propeller to start giving control to other leaders to slow? David Marquet: It was an enabler, but it was not the catalyst. The catalyst was I screwed up. I gave an order that could not be done on my ship. The story is I was trained for 12 months to go to one submarine at the very last minute. I should have said, no, you got to go to this other one Santa Fe because it was the worst performing ship in the fleet. The captain has quit and so we need someone over there in two weeks. It is you and I was just unbelievably despondent over this news because the Santa Fe was had this reputation of being the clown ship. It was terrible and it was a different kind of submarine. That was the kicker. The patterns. Captains give orders, crew follow them is what we fell into, but immediately broke apart. It fell apart because you cannot orders, you don't know the details of the ship. It did not work, but I tried. Kind of candle light and sort of this very stark event, and where I embarrass myself by giving an order that could be done and I got the team together. Two things, number one is in the past. I said, you know, I have to get better orders. But now it's like, no. I got to stop giving orders. It is me giving orders is the problem. Not the fact it was bad. Then the second thing was. I wanted to tell the team. Oh, you guy's be proactive. You guy's take initiative, but it's really you. You can only change your own behaviour. Steve Rush: And what was the other moment for you when you realized you needed to change that behaviour? David Marquet: When I gave this order and I suggested to the officer, hey, let's go and speed up on them back up…we were running on backup because we had shut down a reactor for an exercise on ourselves. And I said, let's speed up and he orders at second gear, and the sailor just kind of turns around in his chair and he looks at this quizzical eye, You guys are idiots look and I said, what? On the Santa Fe, It is a one-speed motor, no second gear, I look at the officer, and it said, did you notice that? Yes, sir. And he give me this, like, really annoying smile and I'm like, why did you? But we all know it's because we do what we are told. That is how it is. Yeah, we did the same thing everyone else does, which I called sprinkling the fairy dust of empowerment. But we don't really mean it because structurally embedded in the organization, I'm going to tell you what you do, but fairy dust…speak up if you think it's wrong. This makes it hard to speak up. Steve Rush: What do you think it causes people not to speak up in that environment, given your experiences? David Marquet: Why? Steve Rush: Yeah. David Marquet: Because you corrected speed barriers. Sometimes very subtle. So, for example. Let's say you raise your hand and I say, what is it? It sends a signal. You are really annoying us for slowing the thing down. We also have inherited from the industrial age this idea of a bang the clock and continuing the production line as long as possible. In that environment, anyone who stops the production line is a problem; they are creating waves because then you have idle time. There are huge cultural barriers and the team does not have the tools. We actually don't have language in many teams for what to say to stop the clock. We are in a meeting and we say, oh, well, everybody has a chance to speak up, we don't practice. Okay, if you don't agree with this. How do you voice that? And then even better, the way we run the meeting is don't talk about it and then vote, vote and then talk about it, because as soon as you start talking about it, you're narrowing variability and diversity of thought. The structures, then the language are designed to reduce variability and run away from uncertainty as quickly as possible, even though it is premature in many cases. Steve Rush: And it is indicative isn't it of that kind whole leader follower philosophy that you might have experienced it in your early career in the Navy. David Marquet: So we have words. The industrial age organization design was this. One group of people will make decisions and one group of people will execute the decisions made by the first group of people. And we have labels because they all look like humans, but we need to know which tribe you're in and we call them leaders and followers or thinkers and doers or management and workers, and we pay people by salary or by hourly. White collar, blue collar. We wear different uniforms but there is this whole cultural industry. With artefacts and rituals to put us in one of these, two groups, and this is one of the things that is suddenly embedded in our language and in minor organization design, which is totally unhelpful. Steve Rush: Yeah, and you talk about this in your new book. Leadership is Language. David Marquet: Yeah. Steve Rush: And you give the type to behave as colour, don't you? Just tell us a little bit more about that. David Marquet: Yeah. As an author, you have to create a new term. No one gets credit for there is a bunch of great ideas. Aristotle said everything let me reiterate them. I call them red work and blue work. So the doing work is what we call red work. Red being typically the colour of focus and action and blue work the colour of creativity, and the difference is when red work. I want to narrow my perspective, but in blue work, I want to broaden my perspective so I am using my brain in two fundamentally different ways and industrial organizations solve the problem by not asking people to change. The thinkers were just do thinking and the doers just did doing. And we didn't need the thinkers to do doing and the doers to do thinking. Now we say let the doers be the deciders. So what we're going to do is say this group to the organization at the bottom who used to just do what they're told. We are now going to pause and give them the chance to think and actually make decisions, but that requires them to use their brain in different way. That requires us if we are in the leading group, to talk in a different way. Steve Rush: And as leaders, it is our responsibility, isn't it? I guess through our language will influence and either help new ideas and creativity or we will stifle them. David Marquet: You can only control yourself. So when you say, oh, well, this person does not speak up, it the really frustrating working with them. The unhelpful behaviours is to go give them a lecture. How can I give you some feedback i.e. can I permission to be a jerk? You really need to speak up more. Well, how about this? How you look inside yourself and you figure out. You know what, the way we are running the meeting, the way I am asking the questions, if someone comes to me and says, well, I am not sure about this decision, and I said, why would you say that? Again. Subtle, but it sends a signal you are wrong. Justify yourself, not, oh, tell me about that. I am really interested in that. We really need to know before we go ahead, launch this product. If you think, we are off track. Steve Rush: And one I guess create coaching culture as well, doesn't it? So the more questions you ask. The more evidence and inside you have from people to develop thinking and ideas. Right? David Marquet: Yeah, so it is dicey because I do think that. Teaching is not telling and we can take moments to teach people. I think what happens is leaders don't do the hard work of building a decision-making factory. Putting structures in the team so that when a team has to make a decision or a person who owns a decision that the decision is going to consistently come out of quality decision, i.e. is going to help the organization do something and learn something. And, so if you don't do that, then what happens is I'm getting sucked into being the decision maker all the time, then evaluate and approve all these decisions. So what I think you want to do if you want to be a leader. Is to build decision-making factory. Steve Rush: I love that. If you can imagine what this decision, making factory would look like. Just describe them for our listeners. David Marquet: Well, best thing is what the book is about because. So the question is when do teams and people make bad decisions? And so we look at some industrial accidents and what are the conditions? And it turns out the basis the overall pattern is we're adapting its industrial age playbook where we're trying to narrow variability. The problem is we use it we do spare variability language. To embrace variability game, so one of the stories in the book is there is a ship in 2015 sails into Hurricane. Sank, all 33 people die. This is a ship that is seven hundred ninety feet long. How did that happen? Well, fortunately, we were able to recover the black box, and so we have a 500-page transcript. It is the way teams talk for real. Not how we wish they talk or one or some fantasy world how they talk, but it is the actual language. Now, what you see is. All the behaviours that I saw in the Navy and to go back later and say, well, they are just bad people, they are oh, so they have been mariners for 30 years, most of the senior people were in the 50s. And they were promoted over the last 30 years based on a set of behaviours that they exhibited, those behaviours they exhibited over the last 30 years are exactly the behaviours they are exhibiting on this tape. So it is not them it's, its good people, but with the wrong playbook and it's a playbook that excludes variabilities, so there's a moment when two officers separated by two hours, they're coming up to a point where they can turn away from the storm and go behind the Bahamas. And it's this very halting, stilted, painful anguish language. Steve Rush: Right. David Marquet: And blaming them is wrong. Because the question is, why is the language like that? And if you go back earlier, we can see the playbook of continue at all costs. Don't stop because they deviating will take longer and burn more fuel. Steve Rush: In my experience of coaching leaders as well. Is that being brave to try new things, to testing things, really we get to learn about ourselves. I mean, in your kind of experience of working with others and other leaders as well as working in the Navy, what would you say would be the one thing you have learned the most about being brave and trying new things? David Marquet: Being brave and trying new things comes first and foremost from a place of security and safety. If you don't feel secure and say… at the extreme, if you have a lion running at you, you can run in a different direction, maybe but if you don't feel secure and safe. Then you are always in a constant. I'm proving myself mode, and that gets in the way of running experiments and being a little bit playful and trying some different things. If you are on a rugby team and you feel we have to win every game, then you are not going to be able to try different things and try different combinations of players then when you get to the final tournament, you'll have just done what you did versus another team, which maybe took some more. They will know better. There may be a better way of setting up your players, but you will never know it. But it might be worse, so if you try it and then you lose one game, how do you respond to that? Oh my gosh, everyone kill themselves, so dreadful, like no. Steve Rush: So cross your new playbook. You got six plays that you refer to… David Marquet: Yeah. Steve Rush: And there is some really interesting things in there. You have a principle in there call complete not to continue, so tell us a bit about that. David Marquet: So when the industrial age, Imagine you are on an assembly line making cars. So there's a cost to tooling the assembly line. Once the deciders just figured out the quote, optimal way or an optimal way. We don't want downtime, just keep going and so every day feels like the next and there's never a moment to pause and celebrate, and there was never a moment to reflect on our work. Is making cars the right thing is making…. so, like, why did Elon Musk have to come from left field? To build the viable electric car. Yeah, I know there were some electric cars in the traditional auto industry, but they really never did anything, and it's because we just continue…we make cars with four wheels and internal combustion engines. And so there's just not pause and reflect. If there is no complete. There is no pause and reflect. So what we want to do…let say you want to treat strategy like a hypothesis. Hey, here is what we are going to do and do it for five years. We know the world's going to change. I mean, 200 years from now. Who knows? Steve Rush: So isn't a habit, though. Good for discipline and creating that routine and consistency. David Marquet: Yeah. So when you do your thing, get into the habit. So, for example, let's say I start a yoga program. I like to do 20-minute yoga program in the morning, and so I don't know how I'm going to feel about it. Just thinking about it is not going to answer the question. I have to actually do it; I can't just do it twice. Okay, so let's do it. I am going to do it for 100 days in a row. Then I can ask my wife. Do I seem calmer? Do I feel more in control of my life? How do I feel about this? Is it worth the extra 20 minutes that happens in the morning, which is a busy time for most people? Two mistakes I see. One is obviously twice, and then when I evaluate it, the other mistake is, yeah, I am going to start doing yoga and you don't put an end point and then it's just forever and then it feels heavy and burdensome. Steve Rush: So the other one of the six plays, it really intrigued me. And it's also something I experience a lot, too, in my world, is that people seem to shy away from emotion, but its emotion what really drives behaviour, right? David Marquet: For people to make decisions, all decisions are emotional. We can do all the rational work we want, but at the end of the day, it going to passed a little emotional circuitry in our brain. And you know this, who am I marrying? Where am I living? Which house am I going to rent? The spreadsheet says this, but I can see us living here. Steve Rush: Yeah. People want more sure than not sure, don't they? In their world too. David Marquet: Well they want certainty, but I think there is an emotional component to decision. Well we know it. I don't think it, we know it from science. So, hell, if you want. So in the past, I didn't care about your emotions because you were just a doer and I don't need you to be self-reflective, so if you had a screwed up emotional life, it didn't cost me anything. First of all, it's immoral, but the second thing is. If you let the doers be the deciders, which is going to be better for you, the company and the people who are doing the work. Then we have to have healthy emotions and healthy emotions only come from being feeling like a human being, so that's why the last play is connect and it kind of underpins everything. That this idea that until you feel a sense of connection. The connection is not trivial. Hey, would you do this weekend? And it's not. I agree with everything that you say. I don't want everyone from one party in one company. That would definitely not work, it violate the diversity thing. Connection is I actually give a shit about you in a deep… Steve Rush: Meaningful level. David Marquet: I want you to be successful in your life, because once you have that. If I need to go to you and say. You kind of showed up like a jerk in that meeting, it does not sting. Deep in my heart, I believe and I feel that you really love me. You want me to succeed and I want the same for you, so it comes across as an embrace, not a stick in the eye. Steve Rush: Really powerful, isn't it? Really emotional, too. When you make that connection. David Marquet: Yeah, listen to me. I am a submarine commander. That is the last place you find emotion. Steve Rush: Does that changed too. When you were on-board, the Santa Fe? David Marquet: Yeah, I think we did. If you asked me on my last day, I would say. Oh, yeah, we did really, really well. We made such a big change. I think now we made a change and we did well, but I think there is so much more we could do. Steve Rush: And talking about emotional connections whilst on board the Santa Fe. Not many of our listeners might know this, but Stephen Covey, the famous author of Seven Habits of Highly Effective People, spent some time with you on board the ship, right? David Marquet: Yeah, and that was a magic day. His book had a huge impact on me, and my life. He helped me understand what we were actually doing by putting it into words, and I was very sad when he passed away a couple of years ago. Steve Rush: Sure, and he cited, you actually as being partly responsible for his eight habit. I just wondered how that felt when you heard that words from somebody with such a broad experience at that time. David Marquet: Well, I was amazing and when he was on a ship, he said, this is amazing. It is the most empowering place I have ever seen. I want to write about you in my next book. And I'm like, sure, sure. Right. Then, sure enough, you know a couple of years later, this big box of books and I am like, no way. Steve Rush: Did that inspire you somewhat to put pen to paper yourself? David Marquet: Yeah, Plus my wife told me I needed to do it. After I left the Navy, I really wanted to tell the story. Not like here we were, how great we were, how great was I? But by doing this, we ended up creating so many more leaders. They have gone out and had much better lives. Steve Rush: That is great. It is awesome stuff. And Dave just to finish it off. Could you just give us a few top leadership hacks? David Marquet: Steve, my top leadership Hack. Start your question with how. How sure are you? Not are you sure. When you are running a meeting, a decision meeting. Vote first, then discuss. Steve Rush: David thanks ever so much for spending time with me, really grateful. Good luck with leadership is language. David Marquet: Thanks, Steve, for coming into town and doing this in person. Steve Rush: You are very welcome. And if you'd like to learn a little bit more about David and what he's up to at the moment, check that out in our show notes. Also, head over to davidmarquet.com and Intent Based Leadership Institute. Closing Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers. Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handle there: @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.
From the Earth to the Moon: A Retrospective Podcast on The Apollo Program
This episode covers the perilous flight of Apollo 13 entirely from the ground point of view; the astronauts are only heard on radio. Veteran TV spaceflight reporter Emmett Seaborn (Lane Smith) is summoned to broadcast the breaking news of the in-flight failure, as young reporter Brett Hutchings (Jay Mohr) is pulled off of sports to help with the coverage. As the crisis unfolds, Seaborn finds himself at odds with Hutchings' style of sensationalizing its impact on the astronauts' families, and criticizing NASA. Seaborn starts to feel he is being marginalized when the network decides to leave Hutchings on location in Houston, while sending him back to headquarters to provide only background coverage. The last straw falls when, after the successful recovery of the astronauts, Hutchings horns in on his traditional post-flight interview with flight controller Gene Kranz. Seaborn leaves dejectedly, not to be seen again until the flight of Apollo 17 in the final episode. Episode 8 links: Apollo 13 news of measles exposure Apollo 13 Launch Jules Bergman Apollo 13 Special Report: Initial Coverage of Explosion 28 Videos in series showing Apollo 13 media coverage Apollo 13 Splashdown
Cannabis has been said to have beneficial effects for everything from arthritis to ADHD. But how much research has actually been done, and how many hypotheses have been validated? Our guest clarifies the records on what we understand and misunderstand about cannabis and its beneficial qualities. Guest: James MaKillop, Peter Boris Chair in Addictions Research, Director of the Peter Boris Centre for Addictions Research, Co-Director of the Michael DeGroote Centre for Medicinal Cannabis Research, Professor of Psychiatry and Behavioral Neurosciences at McMaster University - A new method of cancer detection discovered at McMaster University significantly improves the ability to detect returning cancer. Guest: Dr. Mick Bhatia, Professor of Biochemistry and Biomedical Sciences - Gene Kranz was the NASA flight director during the Gemini and Apollo missions, including the Moon Landing. He joins Scott to discuss humanity's first journey to the moon, and the future of the space program. Guest: Gene Kranz, aerospace engineer, and retired NASA flight director
Life lessons from (just the early part) of http://amzn.to/2bYAKGb, by Gene Kranz, flight director for the NASA Apollo missions. What does Kranz have to teach us? 1/ you will never be ready 2/ the value of role play 3/ pattern recognition 4/ don't just do something, sit there. 5/ 10k hours and the support you need
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