Podcast appearances and mentions of Henry Ford

My new book Own Or Be Owned is about building a business that makes more money without needing more of you. Grab your FREE ticket to the live launch, get our scaling tool, and enter for a shot at $1 MILLION in cash and prizes: https://contrarianthinking.biz/bigdeal-strength You've been telling yourself the same story: nobody can do it as well as you, your clients need you specifically, and if you step back, everything will fall apart. But most people don't fail because they pick the wrong business. They fail because they become the bottleneck, mistaking being needed for being successful. This episode breaks down the three types of bottlenecks that destroy businesses and the four-step framework for escaping the trap of heroism. From Sam Walton's obsession with control to Michael Jordan learning to trust his team, you'll learn why your business can only grow to the size of your current self, and how to finally grow beyond it. In this episode, you'll learn: The three bottlenecks killing your business: decision, delivery, and direction, and how to identify which one is choking your growth right now Why Henry Ford lost half his market share by doubling down on control while Alfred Sloan built GM into the number one company for 77 straight years using four simple principles The rescue tally framework: how tracking every time you jump in to save the day reveals the hidden cost of being the hero and why that addiction to being needed is destroying your freedom Why businesses without owner dependency are worth 4.5 times profit while owner dependent businesses are worth almost nothing, and how doing less can make your business worth millions more The amputation principle: how cutting yourself out of daily operations isn't losing control, it's gaining leverage, and why the best operators know that being irreplaceable makes you worthless ___________ (00:00:00) Introduction: Sam Walton's Tape Measure and the Trap of Being a Hero (00:00:44) Don't Be a Hero: Why Superman Thinking Kills Your Business (00:02:04) The Necker Island Story: When I Chose My Business Over Richard Branson (00:04:18) Henry Ford's Market Share Collapse: When Control Becomes Your Enemy (00:05:47) Alfred Sloan's Four Principles: How GM Beat Ford for 77 Years Straight (00:06:55) Steve Jobs, Travis Kalanick, and the Elevator Fire Test (00:08:39) The Three Bottlenecks: Decision, Delivery, and Direction (00:10:43) Why Most Systems Suck and How the 12P Diagnostic Fixes That (00:12:50) The Amputation: Cutting Your Identity Away From Your Company (00:13:33) Michael Jordan's Triangle Offense: Six Rings by Trusting the System (00:15:39) The Chief of Staff Hire: How Azad Saved Me $62K a Month in 90 Days (00:18:14) The Owner Dependency Tax: Why Being Irreplaceable Costs You Millions (00:20:10) The Ultimate Life Hack: Just Decide You're Not Doing That Again ___________ MORE FROM BIGDEAL

Get your spooky old-time mask on, everybody: it's the NO SUDDEN MOVE episode. We're talking Soderbergh's 2021 HBO Max crime thriller and all things 1954 Detroit, Black Bottom, carburetors, becoming aware of your position as a historical actor, Bill Duke, Bill & Ted (different Bill), anamorphic lenses, apologizing while hitting your boss in the face, money flowing uphill, and lots more. Really enjoyed this one - check it out! And get rid of your car! Further Reading: Black Detroit: A People's History of Self-Determination by Herb Boyd The American Revolution: Pages from a Negro Worker's Notebook by James Boggs The Making of Black Detroit in the Age of Henry Ford by Beth Tompkins Bates The Origins of the Urban Crisis by Thomas Sugrue Tishomingo Blues by Elmore Leonard "How the UAW Broke Ford's Stranglehold Over Black Detroit" by Paul Prescod https://jacobin.com/2023/10/united-autoworker-ford-black-detroit-race-labor "No Sudden Move Writer Ed Solomon on Drawing From Real History for the HBO Max Movie" by Adam Chitwood https://collider.com/no-sudden-move-ed-solomon-interview-true-story/ Further Viewing:  KISS ME DEADLY (Aldrich, 1955) THE KILLING (Kubrick, 1956) BLUE COLLAR (Schrader, 1978) OUT OF SIGHT (Soderbergh, 1998) THE NICE GUYS (Black, 2016) BILL & TED FACE THE MUSIC (Parisot, 2020) Follow Pod Casty For Me: https://www.podcastyforme.com/ https://twitter.com/podcastyforme https://www.instagram.com/podcastyforme/ https://bsky.app/profile/podcastyforme.bsky.social https://www.youtube.com/@podcastyforme Support us on Patreon: https://www.patreon.com/PodCastyForMe Artwork by Jeremy Allison: https://www.instagram.com/jeremyallisonart Produced by Ian Rhine and Jake Serwin with additional production by Ryan Torgeson.

Met de T-Ford bouwde Henry Ford ooit de eerste auto voor de massa. Hij was een voorloper in de auto-industrie, maar de laatste jaren wordt Ford voorbijgestreefd door innovatieve concurrenten. En als Ford zich dan probeert aan te passen aan elektrisch rijden, haalt Donald Trump er een streep doorheen. Toch lijkt de autobouwer nu een nieuwe richting gevonden te hebben. BNR-journalist Nina van den Dungen en analist Jim Tehupuring van 1Vermogensbeheer richten in deze aflevering van Doorgelicht de schijnwerper op de autofabrikant, zodat jij kan bepalen wat een aandeel Ford nou echt waard is. Wil je graag dat Nina en Jim andere bedrijven Doorlichten of wil je iets anders kwijt over Doorgelicht? Mail ons dan via Doorgelicht@bnr.nl Over Doorgelicht In Doorgelicht richten Nina van den Dungen en Jim Tehupuring de schijnwerper op de bedrijven achter je favoriete aandelen zodat jij als belegger kan bepalen wat ze nou écht waard zijn. Doorgelicht is een onafhankelijk journalistiek programma en wordt mede mogelijk gemaakt door DEGIRO. De presentatoren Nina van den Dungen is journalist en presentatrice bij BNR Nieuwsradio. Als echte verhalenverteller vertelt ze je alles over de ontstaansgeschiedenis van bedrijven. Jim Tehupuring is analist en vermogensbeheerder bij 1Vermogensbeheer. Met een flink dossier aan kennis en jarenlange ervaring in de financiële wereld, analyseert hij bedrijven in begrijpelijke taal. Disclaimer De inhoud van Doorgelicht is geen financieel advies. Beleg altijd op basis van je eigen overwegingen en onderzoek. Redactie en montage Robin VinckSee omnystudio.com/listener for privacy information.

https://youtu.be/7yugccgcgs8 Justin Nassiri, Founder and CEO of Executive Presence, is driven by the power of human connection and a mission to harvest CEO stories that reveal authentic experiences and valuable insights. By serving as thought partners to C-suite executives, Justin and his team transform personal perspectives, mistakes, and lessons into compelling LinkedIn content that builds trust and distinguishes leaders from generic, AI-generated voices. In this conversation, Justin introduces The Content Strategy Framework—Use the 40:30:20:10 Content Formula, Harvest Stories, Borrow Thought Patterns, and Apply Curiosity. He explains why leaders should build visibility through personal profiles, how skilled interviewers uncover stories executives may overlook, and why Thought Leader Ads can extend the reach of proven content. Justin also discusses growing through referrals and warm relationships, using 10-week improvement cycles to revisit every business process, and developing autonomous team members who use AI to solve problems while preserving human connection. — Harvest CEO Stories with Justin Nassiri  Good day, listeners. Steve Preda here, and my guest today again is Justin Nassiri, the Founder and CEO of Executive Presence, a fully managed LinkedIn thought leadership service for C-suite executives at growth-stage B2B companies. Justin, welcome back to the show.  Great to be back. Thanks, Steve.  So we just reminisced that it was three years almost to the day that you came here, and I can’t believe it. It feels like yesterday. But your business has grown dramatically during that time, so I think you have some new insights that you’ll be able to share with us, I’m sure.  Thank you. It’s good to be back. We just made the Inc. 5000 list, which is a first for me. I’ve never been on that before, but we’re celebrating that.  Yeah. Congratulations. That’s a great milestone to hit. And you only started in 2022, right?  Yeah, yeah.  So, pretty freshly minted, fast-growing Inc. 5000. So my question to you is, what is your personal why, and how are you manifesting it in Executive Presence, in your business?  There’s a very potent macro or micro why for me, and then probably a broader why. I think that the biggest why for me right now, like many parents, is my kids. I’ve got a three- and a seven-year-old. And so when I think of my professional life, I certainly think about not just providing for them but also trying to set an example of someone who is trying to do their best and trying to stretch and trying to grow.Share on X  And so I think that’s probably the highest leverage that I have. But I think the through line in the companies that I’ve done is just the value of human connection. My first company was all about companies using Instagram in a way to be more authentic and more genuine with their community, and that’s very true to what we’re doing now at Executive Presence, just really helping people connect to other people.  In this case, it’s executives using LinkedIn to connect with a broader audience, but I really feel like that human connection is so important, and I think it’s becoming even more important in the era of AI. So that’s a little bit more specific why in what I do right now.  Yeah, it’s fascinating how human connection is evolving in the age of AI, and I agree. I mean, I see that because there’s so much more noise out there, human connection is perhaps more important than ever. People want to make sure that they are talking to authentic people and hearing from authentic people who have authentic lived experience. So how does that impact communication for executives on LinkedIn? How do they have to evolve their voice or how they approach things?  I think if you look at LinkedIn in particular right now, I think it still remains the place where the largest source of our professional network is. And so I think there’s still a lot of value there, and I think that LinkedIn is facing a lot of growing pains. Specifically, I think that there are three things driving it. One is more people are just showing up on the platform. The secret is out, and people realize that there’s value to LinkedIn.  So, all things else equal, more people are more active on LinkedIn, which generates a lot of noise. And then the second thing is AI is making it easier to create content, so I think it’s creating not just more content, but lower-quality content. And then the third thing is it does seem as if LinkedIn is following what Facebook did over a decade ago and saying, “Look, to get reach, you’ve got to put money into ads now.”  And we saw that transition with Facebook company pages a long time ago, but it really does feel like you cannot get as much visibility today as you could have two years ago unless there’s some sort of ad buy behind it. And so I think those are kind of the three problems. I think that the answer is still there’s value in showing up, but I think that you have to show up even more human. I think that the experiences that make you unique and the mistakes that make you who you are and the things that you know and the stories that you can tell, those still hold value, and that differentiates you from generic or AI-generated content.  I also think that there’s value to using LinkedIn ads, and we can talk about that, but I think that that has to be part of one’s strategy now if you’re trying to significantly use LinkedIn for what it’s good for, which is brand building.  Yeah, and maybe this is a slight question, then we’re going to talk to you about the framework. But as I understand, LinkedIn now allows individuals to also boost their posts as opposed to just companies, which used to be the case in the past. So how does it impact companies? Is there more emphasis now? Is emphasis shifting to individual posts because there’s no real reason to build up the company pages? How is that evolving?  Yeah, I mean, four years ago when I started the company, before these Thought Leader Ads, these individual people ads were a thing, I still would’ve said to you, “Look, there’s not much value in company pages. People connect with other people. They’re not going to connect with a faceless organization.” So even four years ago, I would’ve said, “Man, if you really want to raise visibility for your organization, you’ve got to do that through your key leaders.  You’ve got to do that through actual names and faces and voices and perspectives.” And I think that the ads make that even more pronounced now because I can now take my personal post as Justin Nassiri. If it does well on LinkedIn, I can put a $50 or $500 ad buy against it, and I can make sure that essentially specific people are going to see my post. If I’m selling to CEOs of tech companies in Cincinnati that have grown 10% last year and they’ve been at their company for five years, I can have an insane level of targeting, and I could put my personal content in front of them in a way that most people still don’t realize is an ad.  It will say, “Promoted by,” and then the company name, so “Promoted by Executive Presence.” Most people, when scrolling, don’t even notice that. Yeah. And so I think there’s a tremendous opportunity then to take very human and personal content and put it in front of exactly whoever you’re trying to get in front of.  Yeah, I love that. You also say on your LinkedIn page that it takes an executive only 90 minutes a month to actually work with you guys and have you amplify them. So how do you extract all those personal stories and experiences? What is your framework for that so that when you meet with an executive, you’re able to create those posts without them having to be involved? Yeah, I think the framework is pretty universal for anyone listening. We tend to start with the content strategy. And the way that we typically start is we’ll say, okay, 40% of the content we would call industry thought leadership. And that is great if you can talk about current events and relate them to your industry. It’s great if you can share things about your industry that no one knows or that you disagree with people.  But do that 40%, which is the biggest of any of the categories, as really the education, as the subject matter expert. You are showing up as an authority in cybersecurity, or you are showing up as an authority in leadership, or you’re showing up as an authority in B2B supply chain. And I think the key here is the more niche, the better. The more narrow, the better. We are not Joe Rogan. We’re not trying to get 300 million people to look at your content. We want to get in front of a very narrow group of people, typically prospects, customers, potential employees, potential investors.  We really want to narrow where your voice can be fairly large in a very finite realm. So that's the industry thought leadership piece.Share on X The second one, about 30% of the content, we call it leadership and career journey. And what we’re trying to do here is a blend of humanizing the executive while also giving them credibility. And so if we are working with someone who is a CEO at a company, well, they’ve done things prior to that. So what did they learn in college or a previous workplace? What was a mistake that they made? What was a mentor that said something to them?  So that’s a way of us imparting one of their values or something that they know, but wrapped in a story from their history, which humanizes them. And that would be generally 30% of the content. Twenty percent, obviously they’re doing this to promote their company, so 20% would be about their company, spotlighting an employee, recent events, things like that. Again, trying to do it through stories if possible. And then the last 10% is usually the highest-performing 10%, and we would call that work-adjacent content. So we want to, again, make them a three-dimensional person. What do they do outside of the office? Is that family?  And we usually use what we call the dinner party test for this. If you were with prospects and potential employees, what’s fair game to talk about over dinner and drinks? Some people would definitely talk about their kids. Some people would never talk about their kids. Some would talk about their hobbies. Some would never talk about that. So that's a good filter to figure out what they could talk about that's not just always talking shop. So that's kind of the framework that we use.Share on X  But I think that the way that we harvest this information is really the skill of the people that I hire on my team. It’s people who are really good at pulling insights out of someone and getting someone to open up and having that heat-seeking missile approach of, what is a story that they’re sitting on that they don’t even realize is a compelling story? And that’s one thing that has stood out. Some of the best-performing LinkedIn posts, the person didn’t even think that that would be interesting to anyone else.  We’re often not the best filter for ourselves of what’s going to land. And that’s one of the values of LinkedIn, is that you can actually put out ideas and stories and insights, and very quickly, in an 18-hour time period, get signal from the market if people value that from you or not, and then follow that trend.  Yeah. That’s fascinating, and it sounds a little bit like being a ghostwriter for someone, that you can really get those stories out and you can have them open up so that their brain is going to surface those things that maybe they don’t think about. Maybe they are not extroverted and they won’t be able to bring this up on their own. But if you catalyze it, then they come to life that way.  Yeah. I think of it as a thought partner. I kind of realized this because I hosted a podcast for a long time as well, and you kind of realize the power—exactly what you’re doing—the power of curiosity and the power of distance, right? You are showing up, you’re curious about my experience.  You have enough distance from it that you’re asking questions that might even seem intuitive to me, or it might be one of those things where I’m like, “Well, everyone knows this.” But then you bring an outsider in, and it’s like, “No, not everyone knows this,” or, “I think people would find this interesting.” So having that thought partner to be the outside observer of what others would benefit from.  Yeah. That’s amazing. That’s a real skill, and that also brings in that human skill that an AI is not going to be able to prompt those kinds of questions, that kind of curiosity, that there’s an emotional driver behind it. That’s a very journalistic trait, I suppose. That’s a new form of journalism that you’re practicing here, isn’t it?  Yeah, it is. And the type of person I hire to do that are ex-consultants because they’re really good. They’re really good at coming into a business and understanding the objective and understanding how to get very senior people—because we work with CEOs of publicly traded companies and CEOs of smaller companies—to really get very prominent people to open up. And being comfortable interrupting or redirecting or pushing back, it really is a unique skill set.  Yeah, I love that. So that brings me to my next question. What drives growth in your business? How did you get, in four years, on the Inc. 5000? What was the engine here, the fuel?  Well, it’s so funny because I ask this of every CEO I meet with as well, to learn from them. Everyone always says referrals, so I’ll be generic and say referrals do drive—it’s probably the single biggest source of revenue. When I first started the company, I actually used LinkedIn. And so this actually came out of another company that I was running, and they had the idea. And so I went to LinkedIn and I said, “I think that the type of person who would be interested in this is CEOs of companies with at least 50 employees.” And I put that into Sales Navigator, and it came up with a couple hundred first-degree connections.  And I just sent out a fairly generic message of, “Hey, Steve, just wanted to give you a quick update. I’m launching this new service, and this is what we do. Let me know if you know of anyone who would like to chat.” And I actually got probably 60 or 70K in monthly recurring revenue from that, of people I wasn’t really aware of what they were up to. One of the guys who’s still a client, I had met with him 10 years previously when he was an investor, and then now he was CEO and founder of a company that ultimately went public.  So I wouldn’t have thought of that person, but that’s a great thing about LinkedIn, of saying, “Here’s someone who might be interested in what I’m doing.” And so that sort of outbound of warm connections has played a role. Obviously, I’m active on LinkedIn. I get a lot of leads from that. I do a fairly good job of keeping in touch with my network and seeing when people might be needing us. I think, back to the human connection, I do think conferences are playing a bigger role.  I’m starting to go to more conferences and realizing the value of meeting people in person and how that kind of seems to accelerate the process of building trust and building relationships. We do cold email. We do AdWords. We do a newsletter. We do a lot of content marketing, and so I think each of them plays their own part. But referrals certainly are the biggest one. LinkedIn is probably number two. Yeah. That’s very interesting. And do you see a lot of competitors? Is this a crowded field?  It is. We have expanded beyond LinkedIn largely because of the competitive nature, where I think just as people have flocked to LinkedIn. I would say the biggest faction is a lot of solopreneurs. A lot of individuals will work with a few executives, and so that’s probably the lower-level competitors. There are a handful of companies that are doing something similar to us, and then more established PR companies that will say, “Yes, we do LinkedIn as well.” But I think at this point, we’ve got the deepest track record of executives.  We work with over 400 now, which, as far as I’m aware, is the largest set. We actually present our data to LinkedIn every year because it is the largest data set of just executives rather than influencers. And I think the play for most professionals and most executives is different than what an influencer would do on a platform like LinkedIn, and I think it’s important to do what’s appropriate for an executive.  So you mentioned on your LinkedIn page that you bootstrapped this company to three million ARR.  Yep.  So what do you expect to be different from going from 60,000 monthly recurring, 700 ARR, to three million, to going from three million to 10 million? How is it going to be different?  Yeah, that’s such a good question. And I balance this because I really like Paul Graham’s thought that you have to do things that are not scalable to be able to scale. And so oftentimes, I’m looking for things to do consistently, but it’s really helpful for me not to constrain myself in that way and to think of things that—it still feels like guerrilla warfare at times—what are little things that we can do to get an edge?  I think that the thing that I think about most right now in getting from three to 10 million is creating a machine for experimentation, and experimentation not just in our service, but also in our sales and marketing. And so how do we create a culture? Let’s just take the service side of things. I never want our service to plateau. I have run a company before where our product became stale and a competitor put us out of business. I never want that to happen again. And that the way that we minimize the probability that that happens is that we are always experimenting.  We are always listening to our clients and understanding what else we could do to make their life better.Share on X But then we’re also looking at the market and thinking, what else might our clients not even realize they need but would benefit from? And I love that phrase from Henry Ford, “If I had listened to my customers, I would have built a faster horse.” I think that there’s a value in listening to customers, but also a value in being one or two steps ahead of them. And so, for example, one of the things that we’re heavily looking at right now is the thought of AI visibility for executives.  And where GEO is getting more and more prominence for organizations, we see a world where it’s very important not just to cultivate a human audience and a human group of people who view and like your content and respect you, but also essentially cultivating an AI audience and making sure that your content is visible by LLMs and making sure that Claude and Perplexity see you as the authority and are referencing you. And so that’s something that our clients aren’t yet asking for, but we’re already developing a solution and a thesis because we think that that’s the way that the world is going.  But the central point is, how do we create an engine for experimentation so we are always testing out new things and seeing if they work, and reinvesting in the ones that work and letting go of the ones that don’t work? And I think that if we can do that for our clients and for ourselves, it always keeps us evolving. We’re always upping the game. We’re always improving, because I think the moment that we stop doing that, that’s when we stagnate or that’s when someone else comes along and puts us out of business.  So how do you maintain this alignment and this entrepreneurial energy? Because experimentation is innovation. It’s entrepreneurship in your business. How do you perpetuate it? So as you’re growing the business, you’ve got 40 people now, maybe you’re going to have more, you’re going to have AI agents running around. So how do you keep that experimentation and this entrepreneurial energy as you are getting further and further from the newest hires?  So the first thing that I love—and this is my VP of Ops, Shelby, who came up with this—but I really like it. She instituted a 10-week cycle composed of one- to two-week sprints. And she oversees all of our client work. So what she did is she broke everything we do for our clients into different sections. She instituted a system of saying, “Okay, these are all the different things we do. If you have an idea about how to do something better, or if you have a complaint about how something’s not working, or if a client mentions something, I want you to put it in this spreadsheet so we can keep track of how we can improve each thing.”  And what we’re going to do is, this week we’re doing a sprint on interview questions—how we prepare our interview questions for our clients. We are going to invest a week-long sprint in improving that process through technology, AI, and processes. And then we’re going to go through every other aspect. But guess what? Ten weeks later, we’re coming back to interview questions again. What that does, I think, in today’s landscape is not only does that keep us always thinking of improving something, but every 10 weeks we’re re-looking at specifically AI to see, what are its capabilities now? It’s changing so quickly.  From 10 weeks ago, it might be able to do something better or different. So let’s create a system so that we are periodically refreshing every aspect of our business from team feedback, client feedback, but also technological improvements. And it’s mind-boggling to think that that’s the pace now, and that 10 weeks might not even be sufficient in the future with the rate at which things are changing. That’s the best example I can think of how we’re trying to create that mindset of constant and incessant improvement.  And how do you build your team? Are you remote, or do you have an office somewhere?  We are all remote. Yeah, we are 100% remote. So we’re in seven different states, all still in the United States. It does pose challenges as you grow of how do you get in person and create connection. And so we’ll do things like happy hours online and different ways to get to know each other. But I also think, for those others listening who create a remote-first culture, you filter for people who thrive in that environment and do their best work when they have a fair amount of autonomy. And I think that autonomy for us has been helpful because we want people who are individual problem solvers, and I think that overlaps well with people who prefer a remote-first workplace.  Yeah, that’s fascinating. So if you had a magic wand and you could fix one thing in your business in the next 12 months, what would you do?  That is a really good question. I mean, it almost feels like the world is moving towards more entrepreneurs, not fewer ones, which I, for one, like. I’m a huge fan of both entrepreneurship and entrepreneurs. But if I could wave a magic wand, it would be making everyone on the team think like an entrepreneur, which would have probably been a liability 12 months ago. But the way I approach everything now is—I literally, right before this, was using Claude for my personal finances.  On the business side, it is now connected to QuickBooks, and on the personal side, I have a system of creating a report exactly the way I want it, which I, for one, love—the capability of AI to personalize things. I don’t have to use Mint or QuickBooks anymore. I can build it exactly in the way that works for my crazy brain. But I was updating and realizing that the tools have changed, and so, like, upgrading the way that I track my personal finances. And that’s just kind of very natural for me, and I do that for my kids’ menus, and I do that for everything. I kind of have a project or an approach on AI.  And I think that that’s a similar mindset that I need for my team, is thinking like an entrepreneur. How do you get better at everything? How do you get more efficient at everything? How do you look for new ways of solving things? I think it used to be that the entrepreneur was the visionary and setting the vision for the company, and everyone was more or less following orders or a system.  I still see a role for the visionary, but it's almost as if everyone on the team has to be their own visionary of envisioning how to improve their workflowShare on X and how to make themselves more productive and how to utilize tools and realize where that can make them more effective. And I don’t know that it’s going to be top-down anymore. I think that the advantage of the tools we have today is, like, the way that I use AI, Steve, might be completely different than the way that you use it. And that’s the beauty of it, is that our brains are different, our worldviews are different, our skill sets are different, but we can almost bolt this technology on us to make ourselves superhuman.  But the way that it works for you is going to be different than me, and that will be true in a team. So, very long answer, but if I could wave that magic wand, it would be imparting that entrepreneur mindset of finding problems and the best way to solve them, and never stop solving problems.Share on X  Yeah. So it’s just a feeling, and maybe I won’t articulate it well, but I’m just looking at your business. You’re building this remote team, and then you’re making everyone more autonomous so that they are working with AI to improve their productivity. In a way, it is supercharging everyone individually, but what about the team cohesion? So how do you make sure that people don’t get isolated?  Isaac Asimov has a novel which is in the distant future, on a distant planet, and basically everyone has 1,000 robots, and everyone is in their own world, and they just communicate on video screen because personal contact is no longer even appropriate. And everyone gets super rich and super efficient, but something gets lost.  So I wonder, how do you see the tension between empowering people, having AI help everyone be super productive in their individual way, in a remote culture? How do you keep this constellation together going forward?  Yeah. It still comes back to human connection for me. I think that, let’s just say on a client level, if my company’s doing our job well with our clients, if we are having them become thought leaders, having them grow influence and audience, I want that to lead to more human connection for them. And the way that I have seen that showing up is they go to a conference and people know them and people come up.  Like, people are literally—they might not have created connection before, but they recognize them, they know who they are, and that draws them to in-person interactions. That’s human connection coming out of what we do. For our team, I hope it leads to more human connection, that as we become more efficient, as we become better at what we do, as the company grows, we will get together in person more often. We'll be able to be in the room together and brainstorm because that becomes more valuable, and we're all craving that.Share on X  So, sci-fi is my favorite genre of literature and cinema, and I don’t think that we will ultimately end up with VR goggles on our head and not talking to each other. I think that in the same way that we have seen with social media, that it has a purpose, but we still want to be around each other and benefit from being in person. I think that we will become more and more like that. I don’t think it will drive us apart. I think it will lead to more connection. That’s my optimist view on it.  Yeah. Love it. Well, I hope you’re right.  Yeah.  Okay, so if someone who is a founder of a business, a growing business, or maybe a C-level in an enterprise, and they don’t have time to manage their LinkedIn, but they realize that they’re missing out with their thought leadership and they need help or they want to explore, where should they go and how can they connect with you and your colleagues?  Yeah, I appreciate that. I would just say, in general, every leader needs to know that their personal brand is going to impact both their career as well as their company, and them being able to articulate their viewpoints and what they think and believe is going to be a vital skill. And that could be on stage at a conference, it could be on YouTube, it could be on LinkedIn, it could be in a book, it could be in articles, but they have to have a way to know what they believe, to know what knowledge they have that is valuable, and find a way to add value to others.  I think that that’s just more and more the direction things are going. And it can be really hard because you are probably growing an empire, you are probably doing so many different things. And just know that there are people like Executive Presence, where our skill set is figuring out where your zone of genius is and figuring out what stories you have that are really good assets, and figuring out who you are and how you want to present online, and then helping you do that consistently across different channels.  And so if that’s of interest, I obviously love talking about this stuff, but I’m happy to talk with anyone who listens to the show. If you go to executivepresence.io and fill out our contact form, it gets to me. You can find me on LinkedIn, Justin Nassiri, or my email is justin@executivepresence.io. Any of those three work. But I just believe that this is going to be more and more valuable for leaders to develop that skill, and would love to help anyone listening do that.  Well, if you’re out there listening, you see that something is working because Justin propelled his company from a standing start to the Inc. 5000 in three or four years, and he is pushing the envelope on generative AI and reinvention every 10 weeks of his company. So if you’d like to be part of that and you have to take advantage of promoting yourself on LinkedIn with a cutting-edge approach, then reach out to Justin Nassiri on LinkedIn or executivepresence.io. And if you enjoyed this conversation, stay tuned because every week I bring a couple of successful entrepreneurs who are sharing their frameworks of how they’re being successful. So thanks for coming, Justin, and thanks for listening. Important Links: Justin's LinkedIn Justin's website Justin's Email: justin@executivepresence.io

Tangping — Flachliegen — gilt im Westen als Faulheit, als Aufgabe, als gesellschaftliches Problem. Dr. Ole Döring sieht das anders: Tangping ist eine völlig gesunde, instinktive Reaktion junger Menschen auf die atemberaubende Geschwindigkeit der chinesischen Modernisierung. In Teil 2 des Gesprächs im Lizijian Museum in Changsha erklärt er, warum Work-Life-Balance ein historischer Ausreißer von nur 150 Jahren ist, was Henry Ford damit zu tun hat, wie COVID den Tangping-Trend beschleunigt hat — und warum Chinakompetenz heute genauso wichtig ist wie Lesen und Schreiben. Mit drei konkreten Buchempfehlungen für den Einstieg.

Whether you think you can or you think you can't, you're right. –Henry Ford Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

Tarabuster Tuesdays with Tara Devlin. Aug 13, 2026

In today's episode, Devon O'Reilly and I dive into some exciting developments across Metro Detroit, starting with my firsthand look at Unc's Detroit-style pizza in downtown Detroit. We also talk about our recent visit to Fair Lane Estate for a media preview, where the team is making huge progress restoring Henry Ford's powerhouse, garage, and new welcome center ahead of its full opening. Plus, we discuss reports that Henry Ford Health is considering redevelopment options for Cadillac Place — the historic former GM World Headquarters in New Center, currently occupied by the State of Michigan. Finally, with the Detroit Lions kicking off their preseason, Devon shares his thoughts on the upcoming season and what to expect from the Honolulu Blue this year. Don't forget to join us this Saturday morning for our Summer Studio Open House at TechTown for free coffee, donuts, and great conversation! https://www.eventbrite.com/e/1995592904096?aff=oddtdtcreator

Henry Ford introduced a unique car on this day in 1941. Learn more about your ad choices. Visit podcastchoices.com/adchoices

This week Chris sits down with Jim Cantrell, Co-founder & CEO of Phantom Space. He co-founded Phantom Space in 2019, where he is now trying to mass produce rockets. He was employee number four at SpaceX and its first VP of Business Development. Jim is one of a handful of people who was actually in the room at the start. They discuss:• How getting arrested for espionage in Russia is the reason Elon Musk ever called him• What a fishing trip in Florida taught him about raising money• Why he believes SpaceX only exists because the Russians said no• What Carl Sagan asked him in a traffic jam• Why the rocket companies that worked spent a few hundred million and the ones that failed spent billions• What he means when he says he is building the Henry Ford of space• Why he thinks the only sovereign place left for a data center is orbit Timestamps(00:00) Intro(01:00) Getting Into Space by Accident(07:06) The Real Soviets and Getting Arrested for Espionage(13:54) The Cold Call From Elon Musk(20:27) The Moscow Trips That Created SpaceX(31:55) From SpaceX Employee Number Four to the Skybox Exit(39:12) Searching for Serendipity in Hotel Boardrooms(43:06) Faith and the Unfinished Business Behind Phantom(53:29) The Case for Mars and SpaceX as a Nation State(57:04) Why America Has to Win Space(1:05:42) Becoming the Henry Ford of Space(1:10:49) Why Data Belongs in Space(1:20:27) Why Phantom Builds Its Own Rockets(1:28:54) Seeing the Future and Staying Under the Radar(1:35:52) The Executives Who Wanted to Destroy Elon(1:40:50) The Launch Shortage and Data Centers in Space(1:49:04) Keeping Space Free of a New East India Company === Presented by Airshare:Trusted across the country for fractional ownership, jet cards, charter, and aircraft management, Airshare gives you a smarter way to fly private - over 25 years of experience, operating their own fleet, with the top safety ratings in the industry. Drive up to the FBO, walk on, and go. Go to flyairshare.com to learn more. === Sponsored by: True North AdvisorsTrue North Advisors is a multi-family office and private wealth advisory firm serving business owners, entrepreneurs, and families since 2000. With over $5.6 billion under management, they're real investors offering conflict-free counsel and portfolios built around your life. Learn more at https://truenorthadvisors.com Collateral PartnersCollateral Partners builds institutional-grade investor materials for private credit, private equity, real estate, and family office firms, the kind of marketing collateral that helps you close capital. Learn more at https://collateral.com/powers Relay Human CloudRelay Human Cloud gives you pre-vetted, fully managed global talent for up to 75% less than hiring locally. Your best people stop doing repetitive work and get back to the work that moves your company forward. Learn more at https://www.relayhumancloud.com/powers === Chris on Social Media:X: https://x.com/fortworthchrisInstagram: https://www.instagram.com/thepowerspodcastLinkedIn: https://www.linkedin.com/in/chrispowersjr/ === Visit our website: https://www.powerspod.com/Leave a review on Apple: https://bit.ly/45crFD0Leave a review on Spotify: https://bit.ly/3Krl9jO

Antes de convertirse en uno de los nombres más influyentes de la historia industrial, Henry Ford fue un joven mecánico fascinado por las máquinas y por la idea de hacer el automóvil accesible para un público amplio. Nacido en una granja de Michigan, su trayectoria estuvo marcada por intentos fallidos, aprendizajes técnicos y una perseverancia constante que lo llevó a fundar la Ford Motor Company y a transformar los métodos de producción mediante la estandarización y la línea de montaje. Conoce más sobre la vida y legado de Henry Ford en este episodio.Conviértete en un supporter de este podcast: https://www.spreaker.com/podcast/interesante-historia--5241488/support.

August 12, 2026 ~ David Knezek, President of Henry Ford College joins Jeff Donofrio in for Paul W. Smith. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Dieses Auto war ungewöhnlich leicht, denn zahlreiche Karosseriekomponenten bestanden aus pflanzlichen Werkstoffen.

Antisemitism is often treated as something that belongs to another time and place—Nazi Germany, the Holocaust, or centuries-old persecution in Europe. Moreover, it's also often framed as something only Jews should worry about.But historian Pamela S. Nadell argues that antisemitism has a much longer—and much more American—history than many of us realize... and history shows us that its poison often bleeds into other communities, as well.Pamela is an award-winning historian, professor and the Patrick Clendenen Chair in Women's and Gender History at American University, and author of Antisemitism, an American Tradition.In this episode, we trace antisemitism from its centuries-old roots to its evolution in America—and ask what that history can teach us about the moment we're living through now.We talk:How antisemitism evolved from medieval Europe to early AmericaThe Rothschilds, Henry Ford and the rise of antisemitic conspiracy theoriesHow antisemitism became embedded in American institutions and cultureWhy post-WWII America became a relative “golden age” for American Jews—and what changedThe Tree of Life massacre, October 7 and today's “high tide” of antisemitismWhat Zionism actually means—and when anti-Zionism crosses into antisemitismAntisemitism on college campuses and across the political right and leftHow social media gives centuries-old antisemitic ideas new lifeWhy antisemitism is never just about Jews—and what its rise can tell us about a societyYou can find Antisemitism, an American Tradition—winner of the 2025 National Jewish Book Award for American Jewish Studies—HERE.

A 111-year-old Detroit institution is making one of the biggest bets in Michigan health care, and the details are more ambitious than a new building. From the Mackinac Policy Conference, we talk with Denise Brooks Williams, Executive Vice President and Chief Operating Officer of Henry Ford Health System, about the “Future of Health” initiative and what it takes to modernize a flagship campus while keeping community needs at the center.We get into Destination Grand, a roughly 1.2 million square foot, $2.2 billion hospital project on West Grand Boulevard. Denise explains how all private rooms, a redesigned emergency department with a stronger behavioral health focus, updated operating rooms, and new technology infrastructure are meant to change the experience of care, not just the skyline. Just as important, we discuss how Henry Ford worked through Detroit's community benefit ordinance process to hear directly from residents about affordability, access, transportation, and the kinds of services that make a medical district usable in everyday life.The conversation also widens to statewide access. With Henry Ford Health's joint venture with Ascension and partnerships across Michigan, we talk about how specialty expertise can show up closer to home in communities like Jackson, Genesee County, and beyond, while still creating a clear path to advanced care when needed.Finally, we tackle the policy headwinds shaping the future: the 340B drug pricing program, Medicaid reimbursement, and why “common ground” matters if we want sustainable healthcare affordability and access for Michigan patients. If you care about Detroit hospital development, Michigan health policy, and what real community-centered healthcare delivery looks like, hit subscribe, share this with a friend, and leave a review so more people can find the show.Support the showEngage the conversation on Substack at The Common Bridge!

Henry Ford didn't invent the automobile—he invented a way to make it affordable. Newt examines how Ford's 1913 moving assembly line cut Model T production time from 12.5 hours to 93 minutes, and how Ford's controversial $5-a-day wage turned his own workers into customers, helping create the American middle class. But this episode doesn't shy away from complexity: the same system that built American prosperity was also dehumanizing for many workers, and Ford himself was a deeply flawed figure. It's a clear-eyed look at innovation's power—and its costs.See omnystudio.com/listener for privacy information.

P.M. Edition for Aug. 3. Ford spent decades producing ho-hum workhorse cars–the Taurus, the Focus. WSJ autos reporter Ryan Felton explains why the company is hitting reverse. Plus, Michigan public health officials say two people have died in connection with the cyclosporiasis outbreak. And WSJ business reporter Natasha Khan discusses why Kimberly-Clark is embarking on a moonshot effort to make paper towels and toilet paper out of a spiny desert plant called hesperaloe. Danny Lewis hosts. Sign up for the WSJ's free What's News newsletter. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

As an online expert, coach, or content creator, there are really only two things that should ever be at the forefront of your mind: your brand and your offers. In this episode, I'm breaking down what I call the art of the offer, including the three foundational pillars that every irresistible offer is built on, the biggest mistakes I see coaches making when they try to craft their pitch, and the trends and changes I'm watching closely heading into 2026.  This one is packed, and next week I'm following it up with an 11-step sequence for how to actually pitch the thing, so make sure you're subscribed! Snap a screenshot of the episode playing on your device, post it to your Instagram Stories and tag us, @jameswedmore and @jenniwedmore. We'd love to hear what resonated with you the most from this episode and especially what you want covered in future ones.  In this episode you'll hear:  Why I believe brand and offers are the only two things that truly matter in an online business The three foundational pillars of any great offer and what most people get wrong about each one Why surveys are one of the least effective ways to understand your audience, and what I use instead to find out what people actually want The Henry Ford principle applied to offer creation and why selling people what they think they need is a trap that will cost you sales How specificity and niching down are going to be more important than ever in 2026 and the danger in going broad with your brand The way that the process you use is becoming the most exciting opportunity in this industry right now The pricing mistake almost everyone makes and why you should always pick your price first, then build the story around it Why AI is actually creating more demand for high-ticket human coaching, not less, and what that means for how you structure your offers The danger of outsourcing your business decisions to AI and a cautionary story about a student who followed AI advice straight into their worst launch ever For full show notes and links, visit: www.mindyourbusinesspodcast.com/blog/841   

Send us Fan MailIn this week's minisode, I'm exploring one of my favourite mindset quotes, attributed to Henry Ford: "Whether you think you can or you think you can't, you're right." We all tell ourselves stories about who we are and what we're capable of, but what if many of those stories aren't actually facts at all? From confidence and careers to relationships and being single, I unpack how the beliefs we repeat to ourselves shape the actions we take, the opportunities we pursue and, ultimately, the lives we create. If you've ever caught yourself saying, "I'm just not that sort of person," this episode is a reminder to question whether that's really true...or simply an old opinion that's been running the show for far too long.Support the showBuy my book, SHINY HAPPY SINGLES (UK) / THRIVE SOLO (US & Canada) at: https://www.lucymeggeson.com/bookJoin my membership community for single women, Thrive Solo: https://www.lucymeggeson.com/thrivesoloDownload my FREE PDF 'Top 10 Comebacks for the MostAnnoying Questions Single Women Get Asked' Go to: https://www.lucymeggeson.com/comebacksCheck out my YouTube Channel: https://www.youtube.com/@thrivesolowithlucymeggeson Join my private Facebook Group: https://www.facebook.com/groups/1870817913309222/?ref=shareFollow me on Instagram: https://www.instagram.com/thrivesolowithlucymeggeson/Email me: lucy@lucymeggeson.com And thank you so much for listening!

C Constable reports from France on the high heat and smoke impact near Bordeaux. The discussion shifts to surging energy prices, with Brent crude rising 26% and European gas up 36%. Despite high energy costs, rising copper prices suggest potential industrial growth. (1)Simon Constable and Jim McTague continue with a quiz highlighting that typical data centers use 300,000 gallons of water daily, while larger ones can reach 5 million gallons. Currently, most centers are urban, but 67% of planned facilities are rural. In Lancaster County, a "tale of two data centers" emerges as one town embraces the revenue stream while another resists it due to misinformation and fear. (2)Cliff May argues for maximum pressure and coercive diplomacy to prevent the Islamic Republic of Iran from obtaining nuclear weapons. He advocates for a naval blockade, specifically targeting oil exports from Kharg Island to strangle the regime's revenue. May emphasizes that the Iranian leadership's ideology makes them likely to use nuclear weapons, necessitating a strategy to cripple the regime's power. (3)John Hardie and Bill Roggio cover the significant leadership change in Ukraine as General Drapatyi replaces General Syrskyi as commander-in-chief. Drapatyi is seen as a representative of a new, western-style generation of officers who embrace technological innovation and listen to subordinates. The transition aims to "desovietize" the military and maintain the momentum of successful drone offensives against Russian infrastructure. (4)Anatol Lieven examines how the Ukraine and Iran conflicts are merging into one global struggle following a Ukrainiandrone strike on an Iranian vessel. This escalation threatens global energy supplies of refined oil products, as Russianrefineries struggle with capacity. While Ukraine targets the Russian middle class to undermine support for the war, Lieven warns of a widening proxy war involving China, North Korea, and Iran. (5)Anatol Lieven turns to Britain's new political era under Prime Minister Andy Burnham, who is described as the Labour Party's "last chance" to address a discredited government. Burnham faces immense financial pressure, particularly regarding the costs of healthcare for the elderly and dementia. To succeed, he may need to pivot from "Net Zero" policies to prioritize energy needs and seek a new mandate through an election. (6)Salvatore Vitale and Kalin Plunkett of MIT explain hierarchical merging, a process where black holes merge repeatedly to create larger "monsters." By analyzing gravitational waves from 155 binary pairs, they discovered that 14% are second-generation black holes, born from previous mergers rather than stellar collapse. These second-generation black holes are characterized by rapid spin and mass asymmetry, providing clues to how supermassive black holes form in galaxies. (7)Salvatore Vitale and Kalin Plunkett continue: to uncover the origins of the Milky Way's supermassive black hole, scientists propose building larger gravitational wave detectors scaled up by a factor of ten. These advanced observatories would allow researchers to peer further back into cosmic history, potentially detecting black holes from the very early universe. Expanding the global network to four or five detectors would help pinpoint host galaxies and detect the formation of heavy elements. (8)Arthur Herman recounts the historic 1896 meeting where Henry Ford pitched his internal combustion engine to a skeptical Thomas Edison. Edison's encouragement served as the catalyst for Ford's revolution in American transportation. This industrial transformation was further enabled by John D. Rockefeller, whose ability to lower oil prices made gasoline an economically feasible fuel for mass production. The segment also highlights George Washington's vision for a professional Continental Army. (9)Arthur Herman explains the American founders were heavily influenced by the Scottish Enlightenment, particularly the ideas of David Hume and Adam Smith regarding the pursuit of happiness. This subjective right was prioritized over property to potentially allow for the future abolition of slavery. The founding spirit extended to the Northwest Ordinance, creating communities like Marietta, Ohio, that were dedicated to education, religion, and freedom. (10)Arthur Herman characterizes Abraham Lincoln as a founder for his vision of an America without slavery and his willingness to risk the Union to fulfill the Declaration of Independence. His administration's legacy includes the Homestead Act and the Transcontinental Railroad, which expanded the "empire of liberty." Additionally, the Civil War era facilitated the rise of Andrew Carnegie, who later revolutionized the global steel industry using the Bessemerprocess. (11)Arthur Herman reframes the Gilded Age not as an era of greed, but as a period of unprecedented opportunity and connectivity driven by the railroad. James J. Hill's Great Northern Railway fostered regional prosperity and negotiated fairly with Native American tribes. Meanwhile, Thomas Edison's relentless competitiveness and "restless mind" led to the electrification of the nation and the invention of the phonograph, inspiring future generations of founders like Elon Musk. (12)Arthur Herman contrasts Woodrow Wilson's attempt to centrally manage industry during World War I, which resulted in logistical chaos and failure, with FDR's embrace of the private sector for World War II, appointing GM's Bill Knudsento lead mobilization. By relying on the incentives of the marketplace, Knudsen successfully converted American manufacturing into a massive war machine, producing more war material than the world imagined in just 18 months. (13)Arthur Herman presents Martin Luther King Jr. as a founder who refounded the American experiment by taking risks to fulfill the promise of equality. The segment explores the eternal conflict between the bold "founder mindset" and the cautious "manager instinct" that emerged in the 1950s. While managers seek stability and predictability, founders drive innovation and national greatness, preventing the American dream from becoming stagnant and stale. (14)Arthur Herman credits Vannevar Bush's "The Endless Frontier" manifesto with persuading FDR to fund basic scientific research through universities, laying the groundwork for Silicon Valley. This federal support enabled discoveries in information theory and microchip development, transforming the American economy. The evolution from massive mainframes like the IBM 360 to modern microchips illustrates the imaginative leap of founders who see opportunities where others see only current technology. (15)Arthur Herman concludes that today's founders, including Elon Musk and Donald Trump, continue the tradition of taking massive risks to fulfill bold visions. Musk's goals for SpaceX and Mars are described as a step-by-step process of industrial manufacturing and innovation. Central to this enduring success is the Patent Act of 1790, a unique constitutional protection that ensures individuals own the products of their minds, fueling 250 years of American discovery. (16)Corrections applied per the log: John Hardie (transcribed as "Hardy," segment 4) and Labour Party (UK spelling, segment 6). I also dropped the phonetic "(Chopati)" after General Drapatyi in segment 4 — that's Mykhailo Drapatyi, so the first spelling stands. One to confirm for the log: Kalin Plunkett (segments 7–8) — I couldn't verify this MIT researcher's spelling; if it's from audio, it may need checking against the MIT LIGO group roster.

Arthur Herman recounts the historic 1896 meeting where Henry Ford pitched his internal combustion engine to a skeptical Thomas Edison. Edison's encouragement served as the catalyst for Ford's revolution in American transportation. This industrial transformation was further enabled by John D. Rockefeller, whose ability to lower oil prices made gasoline an economically feasible fuel for mass production. The segment also highlights George Washington's vision for a professional Continental Army. (9)1910

It's YOUR time to #EdUp with ⁠Michael Nealon⁠, Vice President for Academic Affairs & Chief Academic Officer, & ⁠⁠Denise Piche⁠⁠, Project Manager, ⁠Henry Ford CollegeIn this episode, recorded LIVE from the 2026 AcOps Conference powered by CoursedogYOUR cohost is Courtney Voss, Senior Customer Success Manager, Coursedog⁠YOUR host is Dr. Joe Sallustio⁠⁠⁠⁠⁠⁠Listen in to #EdUpThank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp!Connect with YOUR EdUp Team - ⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Dr. Joe Sallustio⁠⁠⁠⁠⁠● Join YOUR EdUp community at ⁠The EdUp Experience⁠We make education YOUR business!

National Cheesecake day. Entertainment from 1987. Jimmy Hoffa went missing, the USS Indianapolis is sunk, Worlds first oil tanker set sail. Todays birthdays - Henry Ford, Edd Byrnes, Paul Anka, Jimmy Cliff, Arnold Schwarzenegger, Neal McCoy, Laurence Fishbourne, Lisa Kudrow, Vivica A. Fox, Christine Taylor, Hillary Swank, Jaime Presly. Lane Frost died.Intro - Pour some sugar on me - Def Leppard https://defleppard.com/Cheesecaake - Louis ArmstrongAlone - HeartSnap your fingers - Ronnie MislapBirthdays - In da club - 50 Cent https://www.50cent.com/Kookie Kookie lend me your comb - Edd Byrnes Connie StevensPut your head on my shoulder - Paul AnkaI can see clearly now - Jimmy CliffNo doubt about it - Neal McCoyExit - I lost my walkman - Jangle WaveHistory & Factoids about today Playlist on SpotifyHistory & Factoids about today webpagecooolmedia.comcountryundergroundradio.comNational Days Puzzles - JulyGrace & Grit Christian Country Radio

Neil Lanctot details the March 1916 sinking of the Sussex, which caused more American deaths and pushed Wilson to the brink of war. German Ambassador Johann von Bernstorff worked desperately to maintain peace, recognizing that American entry would doom Germany, while Wilson largely ignored his own ambassadors in London and Berlin, whom he considered useless or biased. Interestingly, the Wilson administration used wiretaps to monitor the German embassy, revealing Bernstorff's personal affairs and diplomatic strategies. In Berlin, leaders distrusted Wilson, viewing him as leaning toward the Allies, while British leaders like Lloyd George were frustrated by American neutrality. Domestically, TR's rage at Wilson's "holding back" reached a boiling point, leading him to use vulgar language toward the President during private meetings with Republican financiers. Meanwhile, militant pacifist Rosika Schwimmer, who had initially drawn Henry Ford into the peace movement, was marginalized as the movement became increasingly fragmented and impractical. (5)1914

Neil Lanctot covers the winter of 1915–1916, when TR championed the "preparedness" movement, arguing that the U.S.was dangerously vulnerable with only 100,000 men in its army. Wilson, feeling the political pressure, launched a speaking tour through the Midwest to sell a defense buildup, using the analogy that he could not keep "sparks" from a world on fire from hitting the American roof. While TR maneuvered for the 1916 Republican nomination, the peace movement suffered a major blow via Henry Ford's "Peace Ship." Ford funded an expedition of neutrals to Europe to stop the war, but it became a disorganized PR disaster that made pacifism appear foolish to the public. Jane Addams, though intending to go, fell ill and missed the voyage—a stroke of luck that saved her from the ensuing ridicule. Despite the internal chaos of the peace movement, Wilson eventually secured a defense buildup package in the summer of 1916. (4)

El mundo del motor es pasión, y la pasión muchas veces trae de la mano la rivalidad extrema. Esa rivalidad puede escalar hasta convertirse en odio puro. Esto ha sucedido en la industria automotriz en múltiples ocasiones, dejando historias fascinantes de hermanos que se demandan por millones, ingenieros que desafían las normas, marcas que nacen por despecho y genios que se enfrentan a gobiernos. Vamos a abrir la caja de Pandora de la industria del automóvil para descubrir diez rivalidades históricas donde “volaron los cuchillos”: 1. Henry Ford vs. Los Hermanos Dodge John y Horace Dodge fabricaban motores para el Ford T y poseían el 10% de las acciones. La guerra estalló cuando Henry Ford dejó de pagar dividendos para asfixiar económicamente a los hermanos, sabiendo que querían fundar su propia marca. Los Dodge demandaron a Ford, ganaron 19 millones de dólares en 1919 y usaron ese dinero para crear a uno de los mayores rivales históricos de Ford. 2. Louis Renault vs. André Citroën La guerra de la Torre Eiffel. Renault era un ingeniero huraño; Citroën, un genio del marketing que llegó a iluminar la Torre Eiffel con su nombre. La batalla fue tecnológica y financiera. Citroën se arruinó desarrollando la tracción delantera solo para dejar obsoletos a los coches de Renault. Cuando Citroën quebró en 1934, Louis Renault celebró la caída de su mayor enemigo. 3. W.O. Bentley vs. Rolls-Royce Cuando la marca deportiva Bentley quebró en 1931, el fabricante Napier planeaba comprarla. Aterrorizados por la competencia, desde Rolls-Royce enviaron a un agente secreto disfrazado de comprador anónimo para pujar más alto en el último segundo. Compraron Bentley solo para neutralizarla, convirtiendo sus coches en "Rolls-Royce con otra parrilla" durante décadas. 4. Soichiro Honda vs. el Gobierno de Japón En los años 60, el todopoderoso ministerio japonés MITI quería prohibir a Honda fabricar coches para consolidar el mercado en solo tres grandes marcas. Soichiro Honda se enfrentó a los burócratas a gritos y aceleró el lanzamiento de su deportivo S500 antes de que la ley entrara en vigor, salvando la existencia de su marca con pura rebeldía. 5. Smokey Yunick vs. El reglamento de la NASCAR Conocido como el "mejor mecánico de la historia", Yunick no rompía el reglamento: leía lo que no estaba escrito. Instalaba tubos de combustible gigantes para burlar la capacidad de los depósitos o creaba carrocerías a escala reducida para mejorar la aerodinámica, volviendo locos a los comisarios de carrera. 6. Carroll Shelby vs. Alejandro de Tomaso Ambos intentaron crear juntos el coche de carreras P70, pero sus egos chocaron. Shelby canceló el proyecto brutalmente. De Tomaso, humillado, tomó el chasis descartado, le añadió una carrocería de Giugiaro y lo bautizó como De Tomaso Mangusta. El nombre fue una venganza directa: la mangosta es el único animal capaz de matar a una cobra (en referencia al Shelby Cobra). 7. Ferdinand Piëch vs. Mercedes-Benz Cuando Mercedes lanzó el Clase A, invadiendo el territorio de Volkswagen, Ferdinand Piëch lo tomó como una declaración de guerra. En respuesta, ordenó crear el Volkswagen Phaeton para atacar al Mercedes Clase S. Impuso parámetros de ingeniería casi imposibles, logrando una vendetta técnica que humilló temporalmente a sus rivales de Stuttgart. 8. John DeLorean vs. La Gerencia de General Motors DeLorean odiaba las restricciones de los directivos, que prohibían motores de más de 330 pulgadas cúbicas en coches medianos. Encontró un vacío legal y lanzó el enorme motor de 6.4 litros no como un coche nuevo, sino como un "paquete opcional" del Pontiac Tempest. Así nació el mítico GTO y la era de los Muscle Cars. 9. Henrik Fisker vs. Elon Musk Tesla contrató al diseñador Henrik Fisker para perfilar el Model S. Poco después, Musk lo acusó de hacer un trabajo mediocre a propósito y de robar secretos para lanzar el Fisker Karma. Aunque Fisker ganó la batalla legal inicial y sacó su coche antes, los fallos técnicos hundieron su proyecto, dejando a Musk como vencedor a largo plazo de una guerra llena de odio. 10. Toyota vs. Las 24 Horas de Le Mans Una rivalidad contra el mismísimo destino. Durante décadas, Toyota sufrió averías inexplicables y fallos de última hora liderando Le Mans. La maldición culminó en 2016, cuando su coche se paró a solo tres minutos del final por un conector roto. Tras años de lágrimas, Toyota rompió el maleficio y comenzó una racha de victorias imparable. Conclusión Detrás de cada logotipo cromado hay una historia humana llena de envidia y pasión. Queda claro que, a veces, el odio es el mejor combustible para el progreso.

Henry Ford wrote a fan letter to this world leader on this day in 1941. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Pulitzer Prize-winning journalist Eric Moskowitz joins Speaking of Writers to discuss The Hardest, Longest Race: Henry Ford and the Cross-Country Contest That Changed America.Discover the remarkable true story of America's first coast-to-coast automobile race in 1909, where Henry Ford sought to prove the Model T could conquer impossible terrain and reshape the nation's future. Eric shares the extraordinary research behind this forgotten story of endurance, innovation, corporate rivalry, sabotage, and the birth of the American automobile.If you enjoy American history, transportation history, business, innovation, or compelling nonfiction, this is an episode you won't want to miss.#EricMoskowitz #TheHardestLongestRace #HenryFord #ModelT #AmericanHistory #AutomotiveHistory #SpeakingOfWriters #HistoryPodcast #BookPodcast #TransportationHistory #PulitzerPrize #NonfictionBooks #HistoryInterview #RoadTripHistory

Host Eric Newman and LARB Editor-in-Chief Medaya Ocher speak with Columbia history professor Kim Phillips-Fein about her new book Country of Lords: Neo-Aristocrats, Social Darwinists, Tech Utopians, and the Long Fight Against Equality in America. Phillips-Fein examines a powerful countertradition that has challenged our well-mythologized national ideal of equality from the United States's founding to today. Moving from accounts about John Adams and William Graham Sumner to Andrew Carnegie, Henry Ford, and Peter Thiel, she traces how these and other influential figures defended hierarchy and sought to normalize inequality as a defining and even necessary feature of the American experiment.

Why do most new products fail — even when they solve a real problem? In this episode of The Voice of Retail, presented by Konek – Canada's way to pay. Visit Konek.ca to learn more., host Michael LeBlanc sits down with Rob Snyder, founder and author of the new book The Power of Pull, to unpack why understanding customer demand is fundamentally different from pitching supply — and what that means for retailers, vendors, and startups trying to win business today. Snyder's path here started at McKinsey & Company, where he grew frustrated with consulting from the outside and moved into the startup world to learn how companies actually work. After Harvard Business School, he built his first startup selling into retail and restaurants — and spent two brutal years hitting a wall before finally cracking the code and scaling to $4 million in annual recurring revenue in under two years. That hard-won experience became the foundation for his PULL framework, and for a career spent studying, through Harvard Innovation Labs, startup advising, and angel investing, why some new ideas take off while most don't. The conversation digs into the core distinction at the heart of Snyder's book: demand is not the same thing as wanting a product. Demand is a person trying to accomplish something in their life; supply is simply the tool they pull in to get it done. Snyder revisits the famous (and possibly apocryphal) Henry Ford "faster horses" quote to explain why asking customers what they want often produces the wrong answer — and why the real skill is identifying what people are stuck trying to do with the options already in front of them. For retailers fielding constant vendor pitches, Snyder offers a practical filter: can this startup speak your language, cite specific relevant case studies, and explain exactly how they've unstuck a comparable business — or are they hiding behind buzzwords like "agentic AI"? He also tackles how AI is reshaping the competitive landscape for B2B startups, arguing that as AI closes gaps in the "limitations" side of the PULL framework, vendors need to find pull in places AI hasn't reached yet. The episode closes with Snyder's advice for retail leaders trying to uncover genuine, unfiltered demand: skip the customer interviews, and instead watch shoppers struggle in real time — in-store and online — to find the moments where existing options fall short. Rob Snyder's new book, The Power of Pull, is available now wherever books are sold. Connect with him on LinkedIn or at robsnyder.org.  This episode presented by Konek – Canada's way to pay. Visit Konek.ca to learn more. Michael LeBlanc is the president and founder of M.E. LeBlanc & Company Inc, a senior retail advisor, keynote speaker and now, media entrepreneur. He has been on the front lines of retail industry change for his entire career. Michael has delivered keynotes, hosted fire-side discussions and participated worldwide in thought leadership panels. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, CanWest Media, Pandora Jewellery, The Shopping Channel and Retail Council of Canada to his advisory, speaking and media practice.Michael produces and hosts a network of leading retail trade podcasts, including the award-winning No.1 independent retail industry podcast in America, Remarkable Retail with his partner, Dallas-based best-selling author Steve Dennis; Canada's top retail industry podcast The Voice of Retail and Canada's top food industry and one of the top Canadian-produced management independent podcasts in the country, The Food Professor with Dr. Sylvain Charlebois from Dalhousie University in Halifax.Rethink Retail has recognized Michael as one of the top global retail experts for the fifth year in a row, the National Retail Federation has designated Michael as on their Top Retail Voices for 2025 and 2026. Thinkers 360 has named him on of the Top 50 global thought leaders in retail. If you are a BBQ fan, you can tune into Michael's cooking show, Last Request BBQ, on YouTube, Instagram, X and yes, TikTok.Michael is available for keynote presentations helping retailers, brands and retail industry insiders explaining the current state and future of the retail industry in North America and around the world.

July 24, 2026 ~ Head of Exhibitions and Performances for The Henry Ford Kate Moreland joins Jason Roe & Lloyd Jackson to share that this is the last weekend The Freedom Plane will be at The Henry Ford. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

In the automotive industry, we often focus on the vehicle itself, the technology within it, the smart factories, and artificial intelligence. Ford is leading the way in all these areas, even reimagining the assembly line that Henry Ford created back in 1913. However, that is not the whole story. The hardware has never been the main focus.The real story lies in the culture; it's about how more than 100,000 individuals think, act, and make decisions, and whether they can adapt faster than the legacy companies that were built to move at a different pace.In this episode of the Automotive Leaders Podcast, Jan Griffiths interviews Bryce Currie, Ford's Chief Manufacturing Officer, who oversees more than 40 plants worldwide. Both Bryce and Jan began their careers in a command-and-control environment, where plant managers were feared, meetings featured thrown books, and no one felt comfortable offering alternative ideas because they weren't being heard. However, Bryce opted for a different approach. He identifies as a servant leader and has dedicated 51 weeks of his life to traveling by bus to demonstrate his commitment.These bus tours form the core of their discussion. Over the course of a week, Bryce visits four plants with 50 employees from every level and function, working from 5:30 in the morning until 10:30 at night, all focused on learning to operate Ford's production system in a unified way. This initiative is how Bryce turns culture into a tangible experience for the team. He emphasizes aspects that many leaders overlook: he turns off his phone so his team can learn to operate independently, encourages two ideas from every operator, and uses Thomas Edison's 2,332 inventions as a benchmark for what his team can achieve in a single year.This conversation explores what it takes to accelerate a company with over a century of history. Trust and kindness are powerful business tools. He advocates for accountability without fear, highlighting that culture should not be viewed as a soft concept; rather, it is the backbone that drives results.If you're a leader in this industry, Bryce will illustrate what shifts when you stop trying to control your team and start believing in them.Themes Discussed in this EpisodeWhy culture is the real transformation story at FordBreaking command and control at the manufacturing scaleServant leadership across 40-plus Ford plantsThe bus tour is a culture change engineEmpowerment over micromanagement in a legacy organizationActivating the minds of 100,000 peopleDriving innovation through frontline operator ideasThis episode is sponsored by Lockton, click here to learn more

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$60,090 Per Nurse Exit, 3.35 Million Workers Finally Protected & Virtual Nursing Is WorkingJuly 13th, 2026. Bo, Luke, and ASHHRA Executive Director Jeremy Sadlier cover three stories that all connect to the same question: are you doing everything you can to keep the people you have?

Watch every episode ad-free & uncensored on Patreon: https://patreon.com/dannyjones Greg Carlwood is the creator and host of  @TheHighersideChats podcast where he interviews researchers, authors, and experts on a whole host of unusual, suppressed, alternative, paranormal, occult, and fringe subjects. https://www.thehighersidechats.com SPONSORS https://whiterabbitenergy.com/?ref=DJP - Use code DJP for 20% off. FOLLOW DANNY JONES https://www.instagram.com/dannyjones https://twitter.com/jonesdanny OUTLINE 00:00 - Why Greg is deaf in one ear 02:04 - Tracy Twyman 07:50 - The Brotherhoods of Secret Math 12:11 - Tracy Twyman was summoning Cain 16:45 - Masonic tracing boards 21:41 - Evidence magic is real 25:18 - Defining "magic" 26:22 - GATE Program & kids with psychic abilities 30:59 - The fruit conspiracy 36:45 - The Bilbo Baggins philosophy 41:35 - How to extract yourself out of the system 49:26 - Humans have been domesticated 56:33 - Florida's land & wildlife crisis 59:22 - CIA weather weapons active on 9/11 01:05:16 - Alcohol Prohibition conspiracy 01:13:22 - Henry Ford's book about the Jews 01:16:42 - "Free energy" inventors who died suspiciously 01:21:11 - Grass-fed beef & raw milk 01:28:29 - 6G & the next pandemic 01:29:20 - UFO disclosure isn't adding up 01:32:23 - The hypnagogic state 01:34:58 - Precognition & advanced sigil magic 01:42:43 - The pediatrician scam 01:49:46 - The Mountain Dew conspiracy 01:55:51 - Planned obsolescence & the light bulb conspiracy 02:01:44 - Presidents who tried to disclose aliens 02:05:21 - How to perform sigil magic 02:10:50 - "Astrology is real" 02:19:05 - The era of air control 02:22:56 - How the Elites are using magic 02:28:30 - Human cloning 02:35:16 - The Reiner family trauma 02:48:24 - Jean Michel Basquiat 02:57:28 - Tate murders 03:00:19 - Suspicious details about Oliver Tree's death 03:03:03 - Greg's interview method Learn more about your ad choices. Visit podcastchoices.com/adchoices

In 1976, an 11-year-old girl from a small farm in Wales stood before a glass case in Greenwich, England, staring at strange uniforms and a document called the Constitution. The exhibition was titled "The British Story of the American Revolution." That was all Jan Griffiths knew of America, what she could see through the glass.Decades later, she sits in the engine room of that country, in Detroit, at the heart of the auto industry.This episode marks America's 250th anniversary, and Jan tells her own story to get at something bigger. She takes us from the shop floor at BorgWarner in Kenfig, South Wales, where the smell of oil and coolant hooked her for life, to Muncie, Indiana, to the drive up I-75 when the Detroit skyline first came into view, and something rushed through her. It is the story of what this country and this industry gave a young woman who would not have had the same shot back home in the 1980s. She names the people who believed in her, and she means every one of them.Then she turns it forward. Jan draws a straight line from Frederick Taylor's work in 1911 and Henry Ford's moving assembly line in 1913 to the management playbook most legacy automakers still run today. The country is 250 years old. The industry's operating system is barely younger, and it has hardly changed. Culture is not soft, she says. Culture is how we behave and how we decide, and the industry does not have another century to sort it out, while Chinese OEMs move at speed, and relay-race handoffs slow down every decision.She points to Jim Voss and the movement building inside Tenneco as proof of what happens when people rise up for a cause. And she reminds us what Detroit already knows about getting knocked down and coming back, from bankruptcy to two of the Big Three going under and returning stronger.This is one immigrant's love for two countries and one industry, and a challenge to every leader who still talks about transformation instead of defining it.Themes Discussed in this EpisodeAn immigrant's love for two countriesFrom a Welsh farm to Detroit's engine roomWhy culture is not softThe 100-year-old automotive playbookCompeting with Chinese OEMs on speedMoving from a relay race to all players on the courtDetroit's grit and comeback storyLeaders defining transformation, not just talking about itThis episode is sponsored by Lockton, click here to learn more

What happens when a physician becomes a patient — and discovers that medicine can heal the body but leave the person behind? In this episode of SoundPractice, host Mike Sacopulos sits down with Rana Awdish, MD, medical director of care experience at Henry Ford Health and bestselling author of In Shock: My Journey from Death to Recovery and the Redemptive Power of Hope. Awdish's path to physician leadership is unlike most. As a pulmonary and critical care fellow at Henry Ford, she nearly died — and that experience cracked open a new understanding of what physicians actually need to do their jobs well. She began building a communications curriculum, quietly and without a formal title, until the work proved so effective that the institution asked her to lead it systemwide. Today she oversees care experience, runs the Pulmonary Hypertension Program, and helps shape Henry Ford's physician onboarding and Leadership Institute. The conversation is equal parts practical and profound. Awdish describes Henry Ford's "senior peer partner" model — a social mentoring program that pairs new hires with seasoned clinicians not to teach clinical skills but to transmit culture. And she shares what comes next. Her forthcoming book, Aftershock: Learning to Reinhabit My Body After Illness, goes deeper than In Shock did, tracing a second journey — through somatic healing, art, and what she calls "re-embodiment" — that ultimately led her to discover her own undetected cancer. The book is a challenge to medicine's assumptions about where healing begins and ends. Learn more about the American Association for Physician Leadership at www.physicianleaders.org.

Rose Wilder Lane was a newspaper reporter, free-lance writer, political activist, and the daughter of Laura Ingalls Wilder, author of the "Little House" series of popular children's books. In this biography of Henry Ford, Ms. Lane worked directly with Ford to tell his story from his birth to his founding of the Ford Motor Company and his use of modern assembly lines to mass produce his cars. Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Rose Wilder Lane was a newspaper reporter, free-lance writer, political activist, and the daughter of Laura Ingalls Wilder, author of the "Little House" series of popular children's books. In this biography of Henry Ford, Ms. Lane worked directly with Ford to tell his story from his birth to his founding of the Ford Motor Company and his use of modern assembly lines to mass produce his cars. Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Rose Wilder Lane was a newspaper reporter, free-lance writer, political activist, and the daughter of Laura Ingalls Wilder, author of the "Little House" series of popular children's books. In this biography of Henry Ford, Ms. Lane worked directly with Ford to tell his story from his birth to his founding of the Ford Motor Company and his use of modern assembly lines to mass produce his cars. Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Rose Wilder Lane was a newspaper reporter, free-lance writer, political activist, and the daughter of Laura Ingalls Wilder, author of the "Little House" series of popular children's books. In this biography of Henry Ford, Ms. Lane worked directly with Ford to tell his story from his birth to his founding of the Ford Motor Company and his use of modern assembly lines to mass produce his cars. Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

A new book argues that Elon Musk has an influence in the 21st century similar to what Henry Ford had in the 20th. He's not just a businessman, but the architect and proponent of a world view. Historian Quinn Slobodian and tech writer Ben Tarnoff make this argument in a new book called Muskism: A Guide for the Perplexed. In today's episode, Slobodian speaks with Morning Edition's Michel Martin about the parallels between Muskism and Fordism, Musk's upbringing in South Africa under apartheid and the metamorphosis of his politics.To listen to Book of the Day sponsor-free and support NPR's book coverage, sign up for Book of the Day+ at plus.npr.org/bookofthedaySee pcm.adswizz.com for information about our collection and use of personal data for sponsorship and to manage your podcast sponsorship preferences.NPR Privacy Policy

Send us Fan MailComedian Paul Bragin is back in the studio for his lucky-number-seven appearance, and the wheels come off almost immediately. This week on The Days Grimm Podcast, Brian, Thomas, and producer Corey turn a simple "deaths of the month" check-in into a no-topic-is-safe deep dive that somehow connects a horse-racing legend, a paramount principle of Jewish law, and a dictator's 1987 plan to breed cows the size of dogs. If you like your comedy podcast unscripted, unfiltered, and wildly off the rails, you found the right episode.From there it only escalates: the crew debates whether a pig heart transplant counts as kosher (turns out there's a real answer), digs into the melanin-peptide tanning trend and the surprising cancer research behind it, and settles into a heated greatest-director argument over Christopher Nolan's upcoming Odyssey. You'll get the real backstory of how Henry Ford "borrowed" the assembly line from Toyota, a field guide to Amish Rumspringa, and a passionate case for why Waffle House needs to come to Evansville — fights and all.Recorded in the Days Grimm studio in Evansville, Indiana, this episode closes with Paul's report from his longest-ever clean stand-up set, a tour through the chaos of the Evansville Watch local-news feed, and a stack of local plugs you'll actually want to hit. Grab a Four Roses (hopefully one day a sponsor), subscribe, and settle in.If this one made you laugh, do us a favor: smash that Subscribe button, ring the bell so you never miss a Tuesday drop, and drop a comment below telling us your hottest take from the episode. New episodes of The Days Grimm Podcast every week — and hey, Four Roses, our DMs are open.

Send us Fan MailA Letter From 1914 Saw AI ComingA woman sat at her kitchen table in Detroit in 1914 and wrote a letter to Henry Ford.She wasn't asking for more money.She wasn't demanding that the assembly line be shut down.She was asking a question every generation eventually has to answer:What do we owe the people standing beside the machine?Today, the machine isn't an assembly line.It's artificial intelligence.The technology has changed.The constitutional question hasn't.In today's Opening Argument, we explore a remarkable letter from the wife of a Ford assembly-line worker and what it teaches us about AI, concentrated power, working people, and the responsibility of American citizenship.Because before we decide who should own the machine...We should decide what kind of citizens we intend to be beside it.

Lamarvelous News. Cottage Cheese Shortage. Morons in the News.   Everyone Needs a Laugh. Henry Ford. Rats and Mice Are Evolving.   Talkback Callers. Can You Believe This? Pony Rescue.   The First July 4th Parade. From the Vault.

Henry Ford revolutionized manufacturing, built the modern automobile industry, and amassed one of the greatest fortunes in American history. Then he decided to conquer the Amazon. In this installment of our series on company towns, we explore Fordlandia—the bizarre Midwestern utopia Ford attempted to build in the Brazilian jungle. It had golf courses, square dancing, vegetarian cafeterias, anti-soccer policies, and enough cultural arrogance to power a small nation. It also had malaria, jaguars, vampire bats, riots, crop failures, and one of the most spectacular corporate disasters ever conceived. Join Heaton for the strange, hilarious, and cautionary tale of what happens when industrial genius collides with nature, culture, and the limits of human planning. HEAR THE FULL EPISODE: www.thepoliticalorphanage.com 

June 16, 1903. Henry Ford incorporates the Ford Motor Company, marking the beginning of one of the world's most influential automobile manufacturers. This episode originally aired in 2023. Support the show! Join Into History for ad-free listening and more. History Daily is a co-production of Airship and Noiser.Go to HistoryDaily.com for more history, daily.

In June 1909, five automobiles lined up in front of New York's City Hall to attempt something no car had ever done: drive all the way to Seattle. The Ocean-to-Ocean Race was supposed to be a publicity stunt for the Alaska-Yukon-Pacific Exposition, but it became something far more consequential, a 4,100-mile brawl through gumbo mud, quicksand, flooded rivers, and snow-choked mountain passes that would help launch the Model T, expose the wretched state of America's roads, and change the trajectory of the automobile industry forever. Henry Ford entered two stripped-down Model Ts priced at $850 against rivals costing five to ten times as much, betting his company's future on the proposition that a lightweight, affordable car could outrun and outlast them all. Today’s guest is Eric Moskowitz, author of The Hardest, Longest Race. We see the real story is far messier than Ford's victory narrative. The Shawmut Motor Company, a tiny Boston outfit that had lost everything in a factory fire and entered the race as a last-ditch gamble to survive, battled the Fords neck and neck across twelve states, only to be sabotaged by bribed ferrymen, blocked by armed guards at river crossings, and ultimately cheated by an illegal engine swap that Ford concealed until a small-town fraud investigator from Idaho uncovered the shipping receipts. The Automobile Club of America stripped Ford of the win and awarded the trophy to the Shawmut, but by then nobody was listening, Ford's dealers had already papered the country with victory ads, and the Shawmut Motor Company was dead. We see that the century of the automobile had the most unlikely origin story.See omnystudio.com/listener for privacy information.

Trump's killing off of John Cornyn's political career was the last straw for Senate Republicans, who magically found the courage—for the moment—to oppose his thug fund and the cool billion dollars he's demanding for his ballroom. And while the DNC autopsy shows a party not focused on winning, Jeffries and Schumer played a very shrewd hand with their anti-ICE DHS shutdown. Plus, the staggering amount of stock trades from the guy in the Oval Office, blue California's herd mentality may end up sending a man with no message to the governor's mansion, Trump is the Henry Ford of the Chinese auto industry, and Mike makes the case for bulldozing the new East Wing.Mike Murphy joins Tim Miller for the holiday weekend pod.show notes Joe on the trader in the Oval Office Mike's EV website  Tim's playlist

1. AOC Misunderstanding or misrepresenting American history Promoting socialist/communist ideology Opposing wealth creation and free-market capitalism 2. The American Revolution AOC’s claim: The Revolution was against wealth concentration and powerful elites Counterargument in the text: The Revolution was about freedom from government power (King George), not wealth inequality Wealthy individuals (e.g., Robert Morris, George Washington) actually funded the Revolution 3. Wealth and Billionaires AOC’s position (as described): Billion-dollar wealth is “unearned” Counterargument: Wealth can be earned through innovation and value creation Examples used: John D. Rockefeller (oil industry) Henry Ford (assembly line, middle class growth) Elon Musk (technology, space, EVs) 4. Critique of Socialism/Communism Communism historically leads to: Economic failure Human rights abuses Authoritarian control Examples cited: Soviet Union, China, Cuba, North Korea Key idea: Centralized government power = loss of freedom and prosperity 5. Race, Democracy, and U.S. History AOC’s statements: Black Americans “created democracy” Counterargument: U.S. democracy originated from: Declaration of Independence Constitution The U.S. has improved over time (e.g., civil rights movement) Slavery is described as a “moral wrong” 6. Immigration and Government Power AOC warns: Immigration enforcement systems could expand and threaten broader populations Counterargument: Immigration enforcement is framed as law and order The concern about government abuse is dismissed as fearmongering Argument reversal: Leftist governments historically used detention systems more aggressively 7. Use of Historical Comparisons Historical examples to support arguments Comparisons to: Nazi Germany Soviet gulags Japanese internment camps (under FDR) To argue that authoritarianism is tied to left-wing systems Please Hit Subscribe to this podcast Right Now. Also Please Subscribe to the 47 Morning Update with Ben Ferguson and The Ben Ferguson Show Podcast Wherever You get You're Podcasts. And don't forget to follow the show on Social Media so you never miss a moment! Thanks for Listening YouTube: https://www.youtube.com/@VerdictwithTedCruz/ Facebook: https://www.facebook.com/verdictwithtedcruz X: https://x.com/tedcruz X: https://x.com/benfergusonshowYouTube: https://www.youtube.com/@VerdictwithTedCruzSee omnystudio.com/listener for privacy information.