Podcast appearances and mentions of Steve Jobs

Band 196 - endlich ist es soweit: Der 60. Geburtstag einer Legende. Und alles was wir uns vorgenommen haben klappt nicht. Steve Jobs sei Dank. Vielleicht gibt es ja wenigstens ein paar Anspielungen auf den Schöpfer Dre Banks. Wenn nicht, alles Gute Reno….äh Renald Rang. Auf die nächsten 60! Liebe Grüße auch an Sveniel Düsentrieb!

You are probably already doing the same things the people on the cover of Success magazine do. In this episode of DarrenDaily On-Demand, Darren Hardy argues that what actually separates the highest achievers is not what they do, but what they refuse to do, and that the real master skill of success is the ability to say no. He draws on a candid answer Warren Buffett gave him about the one key to his fortune, a principle the late Steve Jobs lived by, and the blunt advice Jobs once handed the incoming CEO of Nike. This episode dives into why saying no to good, tempting, ego-flattering commitments is the true separating factor, and leaves you with a simple audit of your own calendar. Focus, it turns out, is mostly subtraction. Get more details on the INSANE PRODUCTIVITY program mentioned at the end of the episode at https://insaneproductivity.com/ Get more personal mentoring from Darren each day. Go to DarrenDaily at http://darrendaily.com/join to learn more.

Ron Johnson is one of the most influential retail innovators of the modern era. Best known for creating the Apple Store alongside Steve Jobs, Ron also helped bring designer collaborations to Target, served as CEO of JCPenney, and founded Enjoy, the first mobile retail store. In his new book, Shop Different: How Retail Revealed Apple's Genius, Ron shares the principles behind building unforgettable customer experiences, trusting your instincts, and creating products and businesses that stand the test of time. On this episode we talk about: How Ron's first sales experience as a Little League player shaped his approach to business Why he chose learning over earning by starting in a retail stockroom after Harvard Business School The story behind creating the Apple Store and working alongside Steve Jobs How customer experience—not transactions—became Apple's greatest retail advantage Why trusting your inner voice is more valuable than following conventional wisdom, especially in the age of AI Top 3 Takeaways Invest your early career in developing skills and expertise instead of chasing the highest salary—your long-term earning potential will be much greater. Great businesses are built by creating memorable experiences, not simply selling products. The biggest breakthroughs often come from trusting your own convictions rather than relying on conventional thinking or outside opinions. Notable Quotes "Making money starts with finding a way to connect emotionally with other people." "Learning teaches you how to think for yourself." "You don't learn by thinking—you learn by doing." Connect with Ron Johnson: Website: https://ronjohnsonshopsdifferent.com/ LinkedIn: https://www.linkedin.com/in/shopdifferent/ Book: Shop Different: How Retail Revealed Apple's Genius A Word from Our Sponsors: - Visit DrinkAG1.com/TMM to get a free AG1 Travel Case with 7 free AG1Travel Packs in your Welcome Kit with your first AG1 subscription order while supplies last.  - Go to Leesa.com for 25% OFF select mattresses (through August 23, 2026) PLUS get an extra $50 off with promo code TMM, exclusive for my listeners  - To learn more about Mode Mobile and its investor community, go tohttps://invest.modemobile.com/travismakesmoney Learn more about your ad choices. Visit megaphone.fm/adchoices

Danil Chernyshev: The MIA Product Owner vs. The One Who Owned the Outcome Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: Communicating Value, Inviting the Right People Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "It's basic Scrum—but it's not basic." - Danil Chernyshev   The best Product Owner Danil ever worked with was Jamie Spence, on a Master Data Management re-architecture at Canadian Tire. The goal wasn't only to upgrade a system—it was to rethink how a major retailer with many different banners should work across all of them. Jamie didn't write user stories; the BAs did that. What he did was communicate, in a super-clear way, the value expected at every step. He didn't attend every daily Scrum, but he was there whenever the team wanted him, allocating his time on demand. He cared about user experience and lived for the feedback loop—"this sprint I want to deliver this part and see how it goes." And he invited the proper stakeholders to each sprint review: a small, deliberately varied group chosen by what had been delivered and whose feedback the team actually needed. As Danil and Vasco agree, it sounds obvious—and that's exactly why it's worth celebrating. Obvious and common are not the same thing.   Self-reflection Question: Does your Product Owner communicate expected value at every step—or just hand over user stories and disappear? The Bad Product Owner: Present on Paper, Missing in Action Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "On paper, you have a Product Owner. But you don't have a Product Owner." - Danil Chernyshev   The most common—and worst—anti-pattern Danil sees is the MIA, or "missing in action," Product Owner: a person with the title who doesn't actually own the product. Sometimes it's a BA or a tech lead wearing the label; sometimes it's someone who simply can't make decisions, or doesn't understand what they're responsible for because they're busy doing another job. The fix starts with clarity: first understand what the product even is, then put in place a Product Owner who makes decisions, owns the end-user experience, and maximizes value. Danil also flags a structural trap—one Product Owner per product, not one per team. He stretches the idea with vivid examples: an Agile coach leading a transformation is effectively the Product Owner of the process, with Scrum Masters as the developers; and Steve Jobs was the Product Owner of the iPhone while also being a customer for other Product Owners building pieces of it. Ownership is about maximizing value for the customer—not about who writes the user stories.   In this segment, we refer to the great Product Owner pattern Danil shares above, and how the Scrum Master's job is to help the Product Owner grow into real ownership.   Self-reflection Question: Is your Product Owner empowered to make decisions and own outcomes—or just a title on an org chart?   [The Scrum Master Toolbox Podcast Recommends]

Every episode, Andy ends with the same invitation: "Reach out anytime." Thousands of people have heard those words. Only a handful have ever acted on them. What separates the people who send the email, make the phone call, introduce themselves, or ask the question? In this five-minute Quickie, Andy reflects on a story from Steve Jobs about calling Bill Hewlett at just 12 years old and how one simple question changed the course of his life. The biggest opportunities often begin with a single act of curiosity. Sometimes all it takes is the courage to ask. So... are you one of them?

Send us Fan MailAnthropic har sluppet Claude Opus 5, og sammen med toppmodellen Fabel 5 tegner det seg et nytt bilde av hva AI-verktøyene kan gjøre – og hva de koster. Opus 5 topper Artificial Analysis Intelligence Index, ett poeng foran den dyrere Fabel 5. Samtidig får vi effort-toggle for å balansere kvalitet mot kostnad, kontekstvindu på én million tokens, og en modell som verifiserer sitt eget arbeid før den leverer.Men episoden handler om mer enn nye funksjoner. Hva skjer når tilgangen til en modell kan stoppes over natten? Vi ser på alternativene: åpne modeller som Gemma og Qwen – og ikke minst Borealis, Nasjonalbibliotekets nye familie av norske språkmodeller, trent for bokmål, nynorsk og engelsk.Du får også høre et innslag med Steve Jobs, som allerede i 1985 predikerte at vi en dag kunne snakke med syntetiske versjoner av historiens store tenkere – som filosofen Aristoteles. Det som da hørtes ut som science fiction, er nå hverdag.I studio sitter Fredrick Falck Skogstad og Jens Christian Bang, begge produkteiere i Already On for henholdsvis AlonSkills og AlonLearn. Fredrick er kaospilot og hands-on AI-entusiast, Jens Christian har 30 års erfaring fra IT-bransjen – og koder mer enn noen sinne. De deler hvordan de faktisk jobber med verktøyene i hverdagen: Fabel til å spesifisere, Opus til å utvikle, og AI-agenter med kjente fagpersoner som rolle – akkurat slik Jobs så for seg.Digitaliseringspådden lages av Already On og CW.no. Besøk oss på digitaliseringspodden.alreadyon.com. Du finner Digitaliseringspådden på alle plattformer – lytt via Spotify, Apple Podcasts eller YouTube Podcasts. 

Send us Fan MailSpreuke 19:20-21 Luister na raad. Wees bereid om tereggewys te word sodat jy die res van jou lewe daardeur wysheid kan hê. 'n Mens kan hoeveel planne maak, maar op die ou einde gebeur wat die Here besluit het. (NLV) Het jy al ooit besef hoe hardkoppig ons kan wees? Ons spandeer ure om elke klein detail van ons "perfekte" toekoms uit te werk, amper asof ons die heelal met 'n lysie instruksies kan beheer en dan voel ons gefrustreed as dinge nie volgens ons plan verloop nie.Kom ons kyk na Steve Jobs. Op dertig is hy by Apple, die maatskappy wat hy self gestig het, afgedank. Volgens alle berigte was dit 'n vernederende ervaring. Maar jare later het hy erken dat sy ontslag hom vrygemaak het om meer kreatief te dink. Daardie terugslag het gelei tot sy ontwikkeling van Pixar, en sy uiteindelike terugkeer na Apple - waar hy die wêreld van tegnologie hervorm het. Wat na die einde van 'n belowende loopbaan gelyk het, was 'n noodsaaklike afspringplek na sukses. Dit is die perfekte voorbeeld van hoe ‘n oomblik van vernedering eintlik ‘n belangrike bousteen geword het.Spreuke 19:20-21 Luister na raad. Wees bereid om tereggewys te word sodat jy die res van jou lewe daardeur wysheid kan hê. 'n Mens kan hoeveel planne maak, maar op die ou einde gebeur wat die Here besluit het. (NLV)Wysheid beteken om toe te gee dat ons nie alles weet nie. Dit beteken om nederig genoeg te wees om te luister – na God se Woord, na godvrugtige raad en selfs na die dissipline wat seermaak. Uiteindelik is dit nie ons slim strategieë en sorgvuldig opgestelde planne wat die uitkoms bepaal nie. God se doelwitte seëvier. Altyd.In Christus sien ons daardie waarheid in die vlees. Mense het sy ondergang beplan. Judas het Hom verraai. Die leiers het teen Hom gedraai. Maar, deur die kruis en opstanding, het God se groter plan - ons verlossing - geseëvier.Beplan wys - dis die geheim. Maar moenie krampagtig aan jóú planne  vasklou nie, want uiteindelik is die enigste plan wat saakmaak, God s'n ... en daardie plan is Jesus.Dis sy Woord. Vars ... Vir jou... Vandag. Support the showEnjoying The Content?For the price of a cup of coffee each month, you can enable Christianityworks to reach 10,000+ people with a message about the love of Jesus!DONATE R50 MONTHLY

When you hear the word propaganda, you picture a dictator, a politician, or an ad executive. You never picture yourself. But turns out, you are running the exact same campaign on yourself every day. In this episode, charter occupational psychologist Leanne Elliott and entrepreneur Al Elliott are joined by psychologist, speaker, and author Owen Fitzpatrick. Owen has spent the last 25 years studying how beliefs form, why they change, and how they shape our leadership, choices, and success. From coaching billionaires and Olympic athletes to speaking across 100 countries, Owen breaks down his concept of Inner Propaganda—the story you sell to yourself—and why logic bullying never works when trying to change minds.

En el programa de hoy hablamos de que Apple desarrolla portátiles MacBook Pro de 14 y 16 pulgadas equipados con pantallas OLED táctiles que serán fabricadas en exclusiva por Samsung Display, suponiendo la primera vez que se integran estas tecnologías juntas en sus ordenadores desde el nacimiento de la gama en 2006. Por otro lado, la aplicación de Gemini para macOS se ha actualizado para permitir interactuar con la inteligencia artificial mediante voz al pulsar la tecla Fn, facilitando un dictado inteligente que limpia el texto final y la capacidad de procesar archivos de manera contextual si se activa la función de razonamiento avanzado. Paralelamente, la compañía se enfrenta a una demanda por negligencia en California tras una estafa de 1.8 millones de dólares sufrida por tres usuarios que descargaron un monedero de criptomonedas fraudulento en la App StoreAdemás, el servicio Pocket Casts ha lanzado su aplicación nativa y gratuita para Apple TV para sincronizar el historial de escucha sin intervención del usuario. Por último, el editor John Gruber ha criticado la inclusión de publicidad en la App Store y Apple News, argumentando que estos anuncios ensucian el ecosistema del mismo modo que las pegatinas comerciales que Steve Jobs prohibió en el hardware físico de la marca para respetar la experiencia del cliente.

Every so often, I find myself reading history and thinking ‘were they on DRUGS?' Well, the probably answer is: Yes! Alexander the Great was a sloppy drunk and William Shakespeare was a stoner; Steve Jobs believed taking LSD helped him create the Apple computer, and Sigmund Freud loved cocaine so much he took it all the time and prescribed it to his patients. Hard to believe? Don't worry, in Human History on Drugs, Sam Kelly gives us the receipts. Here's more of that peculiar history your teachers never told you. With chapters spanning from Ancient Greece (“The Oracle of Delphi Was Huffing Fumes”) to modern times (“Carl Sagan Got Astronomically High”), Kelly's research covers all manner of eras, places, and, of course, drugs.History is rife with drug use and drug users, and Human History on Drugs takes us through those highs (pun intended) and lows on a witty and entertaining ride that uncovers their mind-boggling impact on our past. Join us to chat live with Sam, and get a preview of the book by visiting his mega-hit TikTok!Episode was recorded live July 23, 2026.Website: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://peculiarbookclub.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠Newsletter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://subscribepage.io/schillacenews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠VIP Membership: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://payhip.com/PeculiarBookClub⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Youtube: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/@PeculiarBookClub/streams⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Bluesky: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@peculiarbookclub.bsky.social⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠facebook.com/groups/peculiarbooksclub⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@thepeculiarbookclub⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Video by Luis Humanoide from PixabayVideo by Ha Nguyen from PixabayPsychedelic Witch Track Filmy Ghost & JackCotePsychedelic Dream by Geoff Harvey - Purple Planet Music source (Free Music Archive) and license type (CC BY-NC-ND)

Why did Steve Jobs wear the same black turtleneck, Mark Zuckerberg the same grey T-shirt, and Barack Obama rotate only blue and grey suits? For these leaders, simplifying what they wore was about reducing decision fatigue, not fashion. Michelle Martin speaks with Maninder Krishnan, Founder of Image and Me, about how busy professionals can apply the same principles without sacrificing personal style. This conversation offers practical strategies to help you dress with greater purpose, confidence and ease.See omnystudio.com/listener for privacy information.

So beyond being the famous turtleneck guy, what exactly did Steve Jobs do during his long tenure at Apple? According to Aaron Sorkin and Danny Boyle's STEVE JOBS (2015), he did... everything and nothing. We discuss a Great Man biopic from a writer who truly believes in Great Men. PATREON-EXCLUSIVE EPISODE - https://www.patreon.com/michaelandus/posts/732-bicycle-for-164653829

My new book, Own Or Be Owned, is all about building a business so good it doesn't need you. More profit, less pain. It's out September 18, grab your ticket to the launch event here: https://contrarianthinking.biz/oobo_bigdeal - cs You've been avoiding the conversation. The one where you tell someone the truth they need to hear but don't want to face. You soften it, delay it, wrap it in compliments, and call it kindness. Here's the truth: every time you avoid hard feedback, you're not protecting them. You're stealing from their future. And the longer you wait, the more expensive it gets for both of you. Great leaders don't avoid difficult conversations. They run toward them. They understand that soft feedback isn't kindness, it's vanity disguised as care. This episode breaks down the exact framework for giving feedback that makes people better, not bitter, why most workplace drama exists because people refuse to talk directly, and the one leadership mistake that turns you into an emotional middleman instead of a standard bearer. In this episode, you'll learn: Why vanity is the silent killer of leadership and how refusing to tell people the truth costs them weeks or months of improvement while buying you seconds of comfort The CLEAR framework: Care, Lead with the work, be Exact, Ask, and Reset, and how this five step process turns hard conversations into growth opportunities Why Steve Jobs, Bill Gates, and Jensen Huang built empires by being brutally direct and how treating competent adults like they can handle the truth is the most respectful thing you can do The no gossip rule: why great teams go direct to the source and how stopping yourself from becoming an emotional middleman forces your team to handle its own friction Why feedback in private versus public matters and how Jensen Huang's 60 direct reports and public feedback model keeps NVIDIA's turnover at 2% while everyone else bleeds talent Stop choosing comfort over growth. Start having the conversation. The person you're avoiding is the one who needs to hear it most. ___________ (00:00:00) Introduction: The Vanity Test and Why Soft Feedback Is Cowardice (00:00:35) Steve Jobs and Johnny Ive: Great Leaders Build People by Saying the Hard Thing (00:02:08) Bill Gates and the Parking Lot: The Crazy Ones Push Until It Hurts (00:03:02) Ruinous Empathy: How Avoiding Feedback Steals From Their Future (00:04:05) The CLEAR Framework: Care, Lead, Exact, Ask, Reset (00:06:06) Great Employees Want Clarity, Weak Ones Want Comfort (00:07:14) Ben Horowitz and the Sandwich Method: Don't Wrap Criticism in Compliments (00:08:00) Jensen Huang's No One-on-Ones Rule: Torture Them Into Greatness (00:09:26) Sheryl Sandberg and the Ummm Story: Caring Personally Means Challenging Directly (00:10:41) The Room You're Afraid to Call: Stop Being a Human Complaint Box (00:13:27) Push Them to Have Crucial Conversations: Leadership Is About Making People Better (00:15:42) Choose Growth Over Comfort: Have the Conversation This Week ___________ MORE FROM BIGDEAL

A bestselling computer book and a mayor's office may seem worlds apart, but Dan Gookin's path connects them through curiosity, clear communication, and public service. I talk with the DOS for Dummies author and Coeur d'Alene mayor about making technical writing useful, challenging industries that resist new ideas, and finding success by improving work others do poorly. Dan also shares why he entered local politics, how transparency and community engagement built public trust, and why responsible leadership often means asking the questions others overlook. We close by exploring political division, religious freedom, social media algorithms, and the need to reduce online anger without losing the internet's benefits. Highlights: 00:06:48 - Why leaving your comfort zone creates growth. 00:11:07 - How doing something better can become a business. 00:12:39 - Why writing for beginners changed computer publishing. 00:27:06 - How transparency concerns led Dan into politics. 00:37:30 - Why responsiveness helped Dan earn public trust. 00:54:49 - How social media fuels anger and division. About the Guest: Dan Gookin is the mayor-elect of Coeur d'Alene, Idaho, having won election in November 2025 after serving on the City Council since 2011. Known as a fiscal conservative, outspoken advocate for government transparency, and a committed budget hawk who asks tough questions, he is often described as “the lone voice of reason” on the council, consistently championing the public and the “little guy” against bureaucracy. Gookin views his public service as protecting individual rights. He prides himself on listening to all perspectives, welcoming alternative viewpoints, remaining open to new information, and never being a rubber-stamp vote. Professionally, Gookin is known as a writer and online trainer. He has been writing about technology since the early days of personal computing, combining his humor with a passion for gadgets to create informative and entertaining books. He authored the groundbreaking DOS For Dummies in 1991—the world's fastest-selling computer book at the time and the title that launched the iconic For Dummies series, now a publishing phenomenon. With more than 170 titles to his credit, over 12 million copies in print, and translations into more than 30 languages, his popular works include PCs and Laptops For Dummies, Android For Dummies, Word For Dummies, and C For Dummies. He maintains two helpful websites, wambooli.com and c-for-dummies.com. He creates online courses for LinkedIn Learning on diverse topics, and in 2020 published Running for Local Office For Dummies. Gookin graduated from the University of California, San Diego with a BA in Communications/Visual Arts and minors in cognitive psychology and theatrical design. He put his creative talents to work as artistic director of the Lake City Playhouse, where he designed sets, lighting, and directed many productions between 1997 and 2002. First and foremost, Dan considers himself a father who raised four boys in Idaho. Gookin resides in Coeur d'Alene with his wife, Brie, along with various children and pets. In his leisure time, he enjoys woodworking, playing the piano, riding his bike, cooking, gardening, and making lists of things he enjoys doing along with occasionally annoying those who think that they're important. Ways to connect with Dan**:** LinkedIn:  https://www.linkedin.com/in/dan-gookin-46995713/ YouTube: https://www.youtube.com/dangookin About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson  00:04 What if the biggest thing holding you back isn't what's in front of you, but rather what you believe? Welcome to Unstoppable Mindset, where inclusion, diversity, and the unexpected meet. I'm your host, Michael Hingston, speaker, author, and advocate for inclusion and possibilities. This podcast explores how the beliefs we carry shape the way we live, lead, and connect with others. Each week, I talk with people who challenge assumptions, face adversity head-on, and show what's possible when we choose curiosity over fear. Together, we focus on mindset, resilience, and the small shifts that lead to meaningful change. Let's get started. Hello there, everyone. Welcome to another episode of Unstoppable Mindset. I am your host, Michael Hingston, and today we get to chat with Dan Gookin. Do you know who Dan Gookin is? Probably not, but you will by the time we're done. But I will tell you one thing about Dan. He was elected mayor of Coeur d'Alene, Idaho, in November of 2025. I think Dan, you're the first political person as such that we have had on, which is kind of cool. I'm really honored to to have you here, and and we can spend the the whole time picking on on other politicians, but there's no need to do that. I mean, what good does it do? It's a waste of time. But I want to welcome you to Unstoppable Mindset, and Dan, thanks very much for being here. Dan Gookin  01:44 Thank you, Michael. Thank you for having me on. Michael Hingson  01:46 Well, this will, I think, really be a lot of fun. I'm sorry that you guys aren't getting a lot of snow up there. My brother-in-law has been keeping me posted on the lack of snow, so today here we're expecting a temperature at about 70 degrees. Last week it got up to 39. So I don't know. There's something going on with the climate. Dan Gookin  02:10 Something. Michael Hingson  02:11 Yeah, whatever it is. Speaker 1  02:13 Well, there was a name for that. Michael Hingson  02:15 Yeah, yeah. If if there were enough people, would only believe it. But that's another story. You are right. Well, thanks very much for being here. Why don't we start? Tell me about the early Dan growing up and all that. Speaker 1  02:31 So I grew up in San Diego, California. Good place. I still say San Michael Hingson  02:35 Diego has the best weather in the country. Speaker 1  02:38 They do. It's changed a little bit as everything has, but I escaped from there back in 1991. Went up to Washington State because I was doing some work with Microsoft, and then decided that that was Seattle was another big city. So we kept looking east and finally landed in Idaho in Coeur d'Alene because it's pretty. Michael Hingson  03:01 It's a nice area. So you you did your schooling and all that down in San Diego. Speaker 1  03:06 Yeah, I graduated from the University of California, San Diego with a degree in communication visual arts. That was in 1983. Michael Hingson  03:13 Cool, wow. I've spent many a a day down in San Diego. I lived in Vista for six years, so I'm familiar with the area. Yeah, I liked Vista. Vista was a nice place to be. You Speaker 1  03:24 did a radio show out of Vista. Did you for a while? Yeah, computer call-in show. So that was way back. Michael Hingson  03:32 What did you discuss, or just anything dealing with computers? I Speaker 1  03:36 was editing a magazine, a local computer magazine at the time, and we purchased an hour, and so I would drive from my home in Tierra Santa all the way up to Vista to be in this little tiny radio station, where we would do call-ins. And sometimes people would call in, and I would help them solve their computer problems. And sometimes I had to talk to myself for Michael Hingson  03:57 an hour. And and and did you get answers when you talk to yourself. Speaker 1  04:02 No, but I got really hoarse. Ah, okay. Michael Hingson  04:04 Well, you know, just just checking. Well, that's cool. Well, I guess we could tell everyone that, among other things, Dan is also the author of a number of books, including DOS for Dummies. I still like DOS. Thank you. I I like DOS. I've just always enjoyed it. Although, I have to admit, Windows has progressed a whole lot more. But I always liked DOS. Speaker 1  04:27 Yes, it was good, and and it was its complexity or its a rudeness, I shall say. Yeah, that's a good. Sold the book because you had to type. You had to know the commands in Windows. You can kind of look and point and do all this stuff, but in DOS, you had to know the commands and type the commands, and people wouldn't-they couldn't remember. There were all these options, and so we sold a lot of books doing that. It's still, like I said, I I like it too. I like the command line because it's faster if you know what you have to type. Yeah, it takes less time to type. Than it does to look around, point and shoot with the mouse. Michael Hingson  05:04 Yeah, there are a number of blind people on some list serves that I am part of that every so often something regarding DOS comes up, which is I think kind of cool. Speaker 1  05:15 Yep, hasn't gone away. It's it's still lurking in there somewhere. Michael Hingson  05:19 It is still a kind of the basic underpinning foundation of a lot of Windows, isn't it? Speaker 1  05:25 Well, Windows actually does run on top of it still. If you if you when you start a program in Windows, you're actually issuing a text command. So inside there is a long text command that is issued that gets everything running. It's just that you're configuring that from a graphical perspective, Michael Hingson  05:44 right? Yeah, but but it is still running. DOS essentially runs under Windows, which is which is something that is is relevant. So I guess we could blame that on Bill Gates, Speaker 1  05:57 or credit him. I don't know. Michael Hingson  05:58 Or yeah, yeah, one of the other. Well, so you you graduated, you moved to Seattle. As you said, it is a big city, although you know it's kind of hard to fight Pike's fish market. Speaker 1  06:11 Well, there's there's the fun and charming parts of of Seattle that I really enjoyed. So I mean, I can't say that you know it was a horrible city. The thing I admired about Seattle the most was that Seattle would occasionally not take itself seriously, and I liked that it had a sense of humor and that people there were generally good natured. San Diego was a little bit more uptight, you know, fair weather fans, that kind of stuff, where Seattle was more of a community, and I admired that greatly. Michael Hingson  06:43 And there used to be a lot of rain up there. Speaker 1  06:45 Not as much as people say. That's kind of their reputation. The Pacific Northwest we do have. So I moved from Southern California where you have 360 days of sun a year to Pacific Northwest where you have 180, so it was kind of a shock from that point of view. It's mostly like today; it's overcast. It's just there's no sun, so that's the big difference. Michael Hingson  07:10 And then you moved up to Idaho, and and how many days of sun or not sun are there a year? Speaker 1  07:16 Oh, still about 180. 180. Uh huh. But it's you know so you get used to it after a while, and when the sun comes out, you're all happy, and it's like, look, the sun's out, everything's pretty. Michael Hingson  07:27 Yeah, fair. Yeah. So when you were in San Diego and so on, what did you want to do or be when you grew up? Speaker 1  07:36 So originally, I wanted to be a doctor, and then I had the misfortune of being in a hospital, and I said I don't ever want to be back here, and changed my mind and figured I would be a writer. So for years I started writing and submitting things to magazines, trying to work on books and stuff. I mean I wrote a few books, and they say that you have to get about a million words of junk out before you actually are a good writer. So I I worked on that for a long time, and got to the point where I I actually had a reputation with some of the editors in the magazines who would write me back personal notes instead of the generic you know dismissal, and so that was working really well. But then what happened in 1984 was I wrote something for the local computer flyer, and they liked that, and it got published, and that was what really started the career for tech because tech wanted people who knew how to write, so that was good timing. Michael Hingson  08:35 Yeah, so many technical manuals are just so boring. I really wish people would learn how to write more interesting books. Of course, I say that about textbooks as well. I am of the opinion that having a master's degree in physics and having read many a physics book, the and there are so few of them. The best books are the ones where the authors have put some actual personal stories in to draw people in with human interest parts of the science, and I wish more people would do that. Speaker 1  09:03 And that was my point too. It was like these books are dull and boring. And the problem I had because I was writing computer books at the time, I had a computer book literary agent. There is such a thing, and it's it's backwards in that industry though, because the publisher says what they want a book on, and then they have you write the book on the topic, and so I was doing that for many years. But I did not like the fact that they would edit my books to make them dry, and the editors would actually complain to me and say, "There's too much personality in here. You can't have this. It was like it was like they thought that was a built-in feature of the book, and my protest was, "Well, no. Let's make them interesting. Let's use real life examples. Let's have some personality in there. Let's have some interaction with the with the reader. And they didn't like that until DOS for Dummies came around, and the publisher was willing to change the paradigm. Michael Hingson  09:55 Jeez, yeah, it's so unfortunate. They they think they know. Everything there is to know, and the reality is they don't. Speaker 1  10:04 That's the way it is with just about any industry. You know that I think the corporate mentality is kind of to resist innovation, even in the most innovative industries, until something crazy comes along. And I think that's why in Silicon Valley you had all these startups. You know, if you look, if you trace the lineage of a lot of the big companies, they started at other big companies that were unwilling to do the crazy ideas these guys had, and so they went off. I mean, Steve Jobs, Steve Wozniak left Hewlett Packard and started up Apple Computer, and I'm pretty sure there's probably been some engineers from Apple Computer who've left and started up their own company and becoming Michael Hingson  10:43 well. And Bill Gates is essentially the same way. It's it's he started out doing something, but he attracted people's attention by some of the other things that he did. Speaker 1  10:53 Yep. Michael Hingson  10:54 And that was was very relevant. But I I hear what you're saying. It makes perfect sense because people just don't like to be innovative and don't like change, and and that's unfortunate that we have so many people that just, as much as they talk about the fact that change is everywhere, they don't like it. Speaker 1  11:10 No, it's well, I think yeah, we we get in our comfort zone, and you don't grow out in the comfort zone. So I like to challenge myself and do interesting things like become mayor, and you know you leave your comfort zone. And what what can I do here, or how can I do this better? Michael Hingson  11:26 Yeah, well, and that makes makes perfect sense. Well, what got you started writing about technology? Just because you were writing that that one article there, or those articles that got interest on the part of a publisher, or what? Speaker 1  11:41 What got me started was that I got paid. Ah, Michael Hingson  11:44 good point. Speaker 1  11:45 You know, they they paid me, and then you know, as as someone who was you know using a computer at the time, and they were called microcomputers, and they were really primitive compared to what we have today. Oh yeah, I I used it to write. So, and the the problem with that was that the the documents, the manuals that we talk about, were so dry and boring, and eventually, all of a sudden, it would dawn on me: it's like, well, this is what it's trying to say. So why don't they just come out and say it this way, or why don't they use an analogy and try to explain it in that manner instead of coming at it from this hardcore technical? And that was what really turned off a lot of people, so it motivated me to want to do it better, and that's kind of what I tell the kids, like my kids. I say you should start up a business. That's really the best way to get successful is start up your own business and become famous like that. And they're well, what business should I start up? I said that the easiest way is to find something that you like, something that's being done poorly, and just do it better. Yeah, and that's really a lot of the the creative, insanely genius stuff that's happened throughout the world is just someone who does something routine but does it better. Michael Hingson  12:52 And that's really the operative part about it, and and the real key. I think you're you're absolutely right. Find something that people aren't doing well, and by the time you get creative enough to figure that out, you're well on your way. Speaker 1  13:05 Yep. So that's that's what I did. Michael Hingson  13:08 Yeah. And so you started going off and and writing a variety of things. What what actually got you to write Dos for Dummies? What specifically? That's first of all, I love the the title of all the Four Dummies books. I think it makes sense. But what got you started in writing DOS for Dummies directly? Speaker 1  13:27 Well, I I knew that there was an appetite out there for beginner computer books, but the publishing industry would not publish beginning computer books because they said beginners don't buy computer books. And I explained to them, well, your problem is you don't write beginner computer books. You write something and you call it, you know, the easy guide to whatever, but the content of it is not written for a beginner. Maybe the first chapter is very condescending and patronizing, and then the rest of it is just technical garbage. So I said you have to keep that tone throughout the entire text. You have to identify who it is you're writing to, as who's a smart person who may just not get it, and explain it to them, and just keep going. And that was the problem. So I I did originally called it the Idiots Guide for DOS, which was based after the Idiots Guide to Volkswagen Repair. My dad had a copy of that, and I thought, well, what a brilliant idea. Michael Hingson  14:20 Yeah. Speaker 1  14:21 And so the publisher saw me speak at a conference, and where I was bemoaning the fact that the books were so boring, and they kept editing out my personality. And then went to to him, and and he's like, "This is great. Your outline that you have for this book is perfect. Except we want to call it DOS for Dummies. I thought, like a lot of other people, that was condescending and patronizing, but that it's an alliteration, so that's what they go with. And then he said to make it a reference. Don't make it a tutorial because, and this is brilliant, these people don't want to learn anything; they just want to do their job. Yeah, that makes sense. So that was and that was it, and we put a lot of humor in it. You know, people would tell me that they'd read the book on the subway, and you know, you'd see someone laughing reading a computer book. That's weird, but there would just be enough humor, and I'd use Mad Magazine as my inspiration. So it was kind of like us versus the nerds, and and that was what really founded the whole thing, and I tell you what, it caught on. I did not think it would. There was no way we were planning on writing a book that would sell, you know, 8 million copies. We were just thinking, well, this is going to be fun. Let's just do this, get it out of our system, and then go back to writing boring books. Michael Hingson  15:36 Made the publisher very happy. Speaker 1  15:39 Oh yeah, they were printing Gold bricks, yeah. Michael Hingson  15:43 That, of course, was the real key. Well, that started a brand, didn't it? Speaker 1  15:47 Oh yeah, they did. There was no intention to do that, but then they they followed that up with Max for Dummies and a bunch of other titles that were just very popular at the time. AOL for Dummies, you know, Windows for Dummies eventually came out, and that was the King for Dummies book. But yeah, they have and they have it on all topics. I've even so as someone who is you know starting in government, I got Robert's Rules for Dummies, which you know you've been to a meeting, you know they follow Robert's Rules, which is very dry and boring, but it's it's important. And Robert's Rules for Dummies is a good example of a For Dummies book because it explains everything carefully. Lots of humor in there, and so there's a lot of them. Wine for Dummies was another one that I really liked. I thought they did a good job. Golf for Dummies. There's a there's on every topic. There's a For Dummies book. Michael Hingson  16:37 How many of them did you write? Speaker 1  16:40 Only wrote the ones with my names on them, but probably about 40 separate titles. So over the years, most of them have been rewrites. So technology changes. So there have been 16 editions of Word for Dummies, and 13 editions of PCs for Dummies. There were four editions of DOS for Dummies. So you're you're always writing new editions, so all totaled 180 separate titles. But individual titles, without not counting multiple editions, right? About 60. Michael Hingson  17:09 Wow. Speaker 1  17:10 Yeah. Yeah, Michael Hingson  17:10 and I can appreciate that that books like Word for Dummies or even iPhones for Dummies has to change over time. Speaker 1  17:19 Yeah. Well, some of them. I mean, I've been doing a kind of a review on on YouTube. I've been doing short videos highlighting some of the goofy images that I put in the books over the years. And way back about 20 years ago, I think I was updating these titles once a year. They would say, "We need a new version of this. We need a new version of this. And at the time, technology was just. I mean, they were cranking out new stuff all the time. Michael Hingson  17:44 So, who's written AI for Dummies? Speaker 1  17:47 I don't know, but that is a title, so I wouldn't be Michael Hingson  17:50 surprised. Speaker 1  17:51 It should write itself, though. You think about Michael Hingson  17:53 it. Yeah, you you know, they they really should do that. It should write itself. Speaker 1  17:56 Someone told me once that they they they wanted to do a manual in my style, so they directed AI to write something in the style of Dan Gukan, and apparently AI can do that. So, am I going to get paid? I don't know. Michael Hingson  18:10 Well, that's another story, of course. Yeah, but still, it it is a it's a it's a great franchise. It's a great brand all the way around, and I know different people have written different different kinds of books like that, but still, the the fact is we need that in the world, and and I agree with you, especially that it's good to put humor and personality into it. And I really wish more people would do that. I really wish that would go into the the textbook world, but it hasn't yet. Speaker 1  18:37 No, that's that, and that's a different planet. I tried to break into that world, and that academia is is it's different. It is weird. Michael Hingson  18:44 Yeah, there are just not that many people who can get away with it like Richard Feynman did with some of the things that he did in physics, and even there, his his books were a little boring at times. But still, Speaker 1  18:56 he was awesome. His of course, his his autobiography is a lot of fun. Michael Hingson  19:00 Yeah, surely you're joking, mr. Fineman. Speaker 1  19:03 Exactly. Michael Hingson  19:04 Adventures of yeah, it is. I I keep it around. I've got an audio copy of it, and every so often I will go back and read parts of it. It's a it's a great book. Speaker 1  19:14 He's kind of an inspiration to me, especially in the area of government. And one of the parts of his book where he was on the panel that was reviewing textbooks for, I think, the state of California, and he noticed that one of the books was blank; it was empty, and he was the only one on the panel who did it. And I kind of echo that often in government because I'm occasionally the only person who actually reads some of the material they provide. Yeah, and and those kind of moments are classic. I love those. You know, when you can say, "Well, as everyone notices, you know, page 14 is blank, and they all madly flip to page 14, like, "Oh my gosh, how did you find this? Well, I, I did my job. I read the thing. Michael Hingson  19:54 I had a roommate in college, and we at that time we were using the Berkeley Physics series. I don't know. Whether that even still exists anymore, but different professors from Berkeley wrote various books, and the guy who wrote the book on waves, I had a roommate who was reading that book, and he searched vigorously to try to find a single misspelling of a word in the whole book. Wow! He finally found one. He said there really was one in the book. Kind of makes you wonder if that was deliberate, but but he actually found one. But it took him most of the quarter we had the book to find it. But but he did. Speaker 1  20:33 Excellent. Yeah, I got to say that's that's an art form. I used to work in a publishing house, and we would pore over books looking for spelling errors and mistakes and punctuation and all this stuff and of course you don't find them until the book's actually printed. Michael Hingson  20:46 Of course not. Yeah, yeah. Now it's it should be easier, but it's not, and they still don't come out until the book is already published and it's out there, and then you find out what isn't right. Speaker 1  20:58 Right. Michael Hingson  21:00 I suppose that gives the publisher an excuse to republish the book and make more money. Speaker 1  21:05 Well, yeah, it depends. It's if it is selling. If it doesn't sell, then obviously the the mistake's going to linger out there. Of course, with digital copies, they can update it right away, but not with a print book. Michael Hingson  21:17 Yeah, nowadays there's so many print books that are done pretty much on demand, so that if you want a copy, unless it's just something where they're selling literally millions a month, the book is available on demand. Although there's a little bit of a lag time to get it, my book Thunderdog, which is the story of Roselle and me in the World Trade Center, is is still selling pretty well, but it is more printed on demand by Thomas Nelson than now Harper Collins. Speaker 1  21:46 Yeah, Michael Hingson  21:47 and I understand that as long as it's available, I'm not going to complain. Speaker 1  21:51 And they and they they prefer to sell it that way as opposed to printing out 5000 copies they have to store somewhere. So Michael Hingson  21:56 right, yeah, they don't have to pay for storage and they just print it, and so it takes an extra week to get somewhere. That's fine. We can cope with that as long as it's available, and then that's all that really matters. Speaker 1  22:08 Yeah. Michael Hingson  22:09 But you've written a lot of books. How come so many? Because they're not all for dummies. Ah, okay. Speaker 1  22:16 Well, it just you know that was my profession, and that's what I did. And so, and I had a good agent who would find me a lot of work, so yeah, they would come up and they would want me to write a book on this or that, and a lot of it was because at the time in that industry I had a name and a reputation. I'm also very fast, so and that that kind of surprises people. In fact, there's some someone who accuses me of having a ghostwriter, which I do not. It's just I've been doing it so long, and you know, when I started, my agent said that he said the more you do this, the faster you'll get, the better you'll get. So, whereas in the original book, the first book I wrote took about six months to to write. I've written books in less than a month. It really depends. It depends on the topic, how well I know the topic, but also I do a lot of organizing with an outline, and so I will will work with an outline almost until it's down to the paragraph level, and then that makes it really easy to write the book, especially a technology book where there's a lot of cross references, and this sequence, you know, assuming someone's reading it front to back is really important, so you got to make sure that you touch upon things and do it in the right order. And then that's so yeah. I just got really good at it, which annoyed a lot of my fellow authors because as I was writing and I would get faster and faster, the contracts would start demanding the books in a more expedient manner, so other authors would complain to me and say, "You know, I have to write this book, and they're only giving me three months to do it. They're blaming me because I can do it in three months, and they figure everyone can do it in three months. So that was fun. Michael Hingson  23:54 Have you had books that someone asked you to write where you really didn't know much of anything about the subject, and you had to spend more time researching it, or you just spend time researching it, but you still did that very quickly. Speaker 1  24:06 Yeah, when I first started, that was pretty much the case. In fact, I talked with a guy who he had written the like the best-selling DBase three book. So DBase was a database way back in DOS, and it was the most popular database program, and he wrote the number one best-selling DBase three book that everyone who used that that program would buy, and he told me that he knew nothing about it when he signed the contract. So the the process of writing the book involved this intense deep dive into finding out what it is the program does, and then working on that. Of course, in those days, the books, the software came with a manual, so it was possible to go through the manual and see what the thing was capable of, and maybe get a few hints about that. But the books were not just a rephrase. The manual; they were a little bit better, the project oriented, whatever. So there was one one book that I did on a program called Super Card for the Macintosh, and it was the it was the there was no documentation, and I could call up the developer and I could ask him. So that was that was a tool I could use if I had access to the developer. I could call them up and I could say, "Okay, so I'm I'm doing this. What can you tell me that's like a secret or that is not obvious? And they love to share that stuff. Sure, I just write it all down, and then that that'll make the book better. If you could get through the the gatekeepers and get into where the nerds were, then you could get a lot of good information, and they were happy to share it. I did a few books on OS two that were like that, where I finally was able to escape into the lab and ask them. And the the guy they were so friendly, and they're like, "Oh, you got to tell him this, this, this, this. You know, we we couldn't put this in the manual. You have to tell him this, and so you write a great book. But of course, OS two, no one used it, so no one bought the book. Michael Hingson  26:05 Yeah, yeah, OS two was not one of those things that everybody loved. If Speaker 2  26:13 you enjoy Unstoppable Mindset and would like to help us continue bringing these conversations to you each week, we've created a way for you to support the show. Your contribution helps us cover production costs and continue sharing stories, insights, and ideas that inspire people to live with purpose and possibility. If supporting the podcast feels right for you, you'll find the link in the show notes. Thank you for being part of the unstoppable mindset community. Michael Hingson  26:46 I remember when I was a student at UC Irvine. I wasn't an information computer science major. I was physics major, but several people took ICS one, two, and three, which was a three quarter course, or well, it was a year course, and the the book they used was Introduction to Computer Programming by Ken Ingram. And what was fun about that was that on the first day of class, the professor would come in and he'd say, "Okay, I want you to read chapter one of information of introduction to computer programming by Ken Ingram. It's the textbook we're going to use. I want you to read that before our next class. And of course, most everyone had not touched the book prior to that. And what he didn't say was that that first chapter took up half the book. Speaker 1  27:40 I like it. Michael Hingson  27:43 Yeah, I know. Wasn't that? And I, I, I heard about it. I, I never did get the book, and I didn't get it transcribed into Braille. But I thought that was cute. Chapter one was half the book. Speaker 1  27:53 No one would have suspected chapter one's an easy chapter. It's four pages. Right, supposed to be right. I think it was like Michael Hingson  28:00 180 pages. It was amazing. Michael Hingson  28:03 I'm not sure whether Ingram had a sense of humor or what, but anyway, there you go. But yeah, that that was kind of kind of amazing. So you you wrote all these books and you continue to do that, but somewhere along the line, you got interested in doing things in politics. What was that all about? Speaker 1  28:25 Well, that was frustrating. Not Michael Hingson  28:28 bad, Speaker 1  28:29 because I. So I think a lot of people are kind of interested. They follow politics. If I call up my mom in San Diego, she has to complain to me about you know the mayor of San Diego and what the city council is doing and and it's it's common it's just I think I think the most most people who are active in in their community know a little bit about politics or whatever and in my case I had just moved from the county here near Courtland and then I'd moved into the city, and I had heard that there was someone was buying up properties in my neighborhood, and I thought that was curious, and I wanted to see if this was something that you know are they going to tear down houses? What are they going to do? So I started researching using the the county website to see who was own who owned these properties, and it was a place called the Lake City Development Corporation, and I thought, well, I need to find out what that is, and it turned out that was an urban renewal agency that was formed by the city of Cortland, and I started reading the statutes and I started reading their minutes and finding out what it is they do, and while on the surface it sounded really fun, there were a lot of curious things that I didn't like. A lot of non-transparent things, a lot of things where you know they're spending public money on what I thought were frivolous things, and so I started asking questions. I started coming to meetings, and they're missing. Was that they pushed back, and so I just something triggered me, and I had a red flag, and I just started going after it. We started, we formed a group of people who were all interested in this, and we would meet regularly and go over what was going on with the government. We'd find issues regarding transparency and spending, and lots of interesting stuff. Never really anything nefarious. Never anything that would. But just a lot of stuff that, as we let the public know about what was going on, they would become outraged and they would say, "Wait a second! They're spending millions of dollars on this, and you know, with property taxes so high, and what is this, and why is it affecting me? And and so I went to the city council meetings here in Portland, and I was frustrated because no one else seemed to get it. And I would look at them, and they would have some issue that would come up, and everyone on the council-there were six members on the council-they would all vote in unison, and no one had asked a question. And I would say, "Well, wait a second, why aren't they asking a question about this, or why aren't they concerned about this, or what about the side effects of this? And so I started writing articles for the paper. I eventually did videos and to speak to various groups and such because I was like, we got to hold government accountable. So I ran for office in ran for the city council in 2007, and I lost. And then I ran in 2009, and I lost, but only by like 29 votes. And then I was done at that point. I really didn't want to do it again because running for office is a pain. Michael Hingson  31:33 Yeah. And Speaker 1  31:34 then they had this huge thing where all of a sudden they were going to redo a park without a public vote, and I wanted a public vote. Lots of people wanted to vote on it, but no, they were going to do it, and they didn't care what the public thought. So they made me run. They made me run a third time, and I won. And I've been on the city council ever since. And then, of course, well, since last November when I got kicked up to the mayor seat, which is where I'm sitting Right now, strange journey. Michael Hingson  32:04 Well, yeah, but on the other hand, there is something to be said for transparency, and there's somebody something to be said for somebody who really wants to look out for what what people want and what people are doing. I I got involved. Well, I've not run for public office, but I've been very much involved in political kinds of things because I've been involved in the blindness world since early 1970s, and the National Federation of the Blind has had for well now, gosh, more than 50 years or around 50 years, what used to be called the March on Washington. Now it's called the Washington Seminar, which is a an event that takes place every year, where several 100 blind people descend on Washington and go off and visit legislators. And the idea is to really get them to understand what the needs of blind people are and try to get them to vote on issues that directly relate to issues concerning us, and sometimes they do. Although it's gotten a lot harder to get things passed, especially in the last eight or nine years. But still, that it it has to be done. But I remember, among other things, I was living in Massachusetts when I first started going, and among other things, we we went and saw the Speaker of the House, who was Tip O'Neill at the time, which was kind of fun. And what an interesting, what a charismatic guy! Didn't matter what party he was with; it was a charismatic guy. And we also visited people like Senator at the time Paul Songis, and what was interesting about him was we we talked about our issues, and it was the end of the day, and then suddenly he said, you know, I'm not going anywhere for the next few minutes. Do you guys have time? And we ended up just talking for about an hour and a half about his view of of and our views of what Massachusetts needed to do, not only for blind people but just in general, it was just fascinating. There weren't very many politicians who would do that. Speaker 1  34:08 That's awesome. Yeah, I liked him. I liked Tungus a lot. Michael Hingson  34:12 Yeah, I wish he'd been able to run for president, but he got cancer, and that's that's unfortunate. Yeah, but because I think that he's one of those people who would do what really needed to be done and do it the right way. Speaker 1  34:26 In other words, the people who never win. Yeah, that's unfortunately Michael Hingson  34:31 really the case, isn't it? Speaker 2  34:33 Yeah, Speaker 1  34:33 yeah. Michael Hingson  34:34 But but you got to do that. Speaker 1  34:36 Yeah. Michael Hingson  34:38 So you you know, but you you hopefully you'll make a big difference, and maybe you'll be able to get people to believe in climate change. Oh, did I say that Speaker 1  34:48 this year? Nah, Michael Hingson  34:53 not unless you predict snow when it actually comes. Speaker 1  34:56 That and that and that's the key. Yeah, Michael Hingson  34:59 yeah. No, I understand, but it but it is fascinating. I you know I I enjoy the concept of politics. I enjoy people who really have a vested interest in making government go well, but it is so unfortunate that we don't see that much of it, which is just too bad. Speaker 1  35:18 There are a lot of good dedicated people out there. I think so. Of course, the the problem is is you know, like they say, politics is sports for the uncoordinated, and it's drama for the ugly. But the the thing is, the people who really do a good job, who are out there doing what you want them to do, they don't get the headlines. It's the noisemakers. It's the extremists. It's the people who are going to have some obnoxious opinion because that that gets everyone's attention. You know, the the guy out there who's doing the job, who's putting in the time, representing the citizens, and making his community a better place. You know, you're never going to read that guy in the paper, unfortunately. Michael Hingson  35:59 Yeah, and that's also part of the problem: is that the media looks for all the drama rather than really looking to to represent the the average citizen and what they truly want and need. Speaker 1  36:10 So those don't the actual the things don't make headlines. In fact, it was a it was really funny. There was a guy who was elected to the state house from this county, and one of his campaign platforms, he was going to repeal all the useless laws, all the things that are still on the books. That you know, just we don't need those laws anymore. They're old. They're outdated, and he did that for about a week, and it doesn't make headlines. So here he is, you know, doing this, doing the job that you think they they would want to do and making government more effective, no one cared. I remember there was one year where we actually we cut property taxes here in the city, and I thought, wow, everyone's going to come up and say thank you. No, no one did. So it's like, what's the motivation? If you go, they say, I want you to be I want you to be my mayor and I want you to work to cut that budget and so you cut the budget and then no one says thank you. Michael Hingson  37:08 We got Tom Steyer here in California who wants to become governor and he's talking about all these things that he's going to do. He's going to get electric utility rates lowered by a significant amount. He's going to encourage and bring competition to the electric grid industry, and he talks about lowering housing costs by building a million homes and doing so many things. And every time I hear his campaign commercials, the thing that I keep asking myself is, haven't we learned anything? And no offense to Donald Trump, but Donald Trump made a lot of promises that we're not seeing. Steyer is making a lot of promises that he has yet to say how he's going to pull any of them off. Speaker 1  37:56 Oh yeah, and that's and that's the thing is you got to. There's so much. There's only so much you can do. But you can you when you campaign, they can say anything. Of course, I know they might as well just say free ice cream and ponies for everyone. Michael Hingson  38:07 Yeah, and and that's almost essentially what's happening. And I'm not saying that he'd be a bad governor. I I haven't researched him enough, but the commercials just don't do anything to make me thrilled because he's not saying how he's going to do any of it, and and that's what I really want to know. Speaker 1  38:25 Yeah, I didn't when I when I ran this campaign, I didn't really promise anything that was sexy at all. I said, you know, I'm going to work on a policy manual. I'm going to increase the amount of information and transparency, and it was like nothing that you want to put on a bumper sticker, but I still won. I mean, there were people who were in the race who were promising this and that, and they were going to do this and all this stuff, and somehow I eked it out. Michael Hingson  38:51 Why do you think you won? Speaker 1  38:52 Name recognition, Michael Hingson  38:54 okay, Speaker 1  38:55 and that's and that's pretty much that's a lot of what politics is is is just the the name recognition. You can win on that. I also do have a reputation. I mean, being on council for 14 years and being often called the lone voice of reason, like I said earlier, I'm the one who asked that obvious question. Yeah, and people are in the audience are going, "Well, thank you. Someone's finally asking what what they wanted to ask, and so there was there was that, and and I also, you know, I I do return my emails. I answer the phone calls. I make sure that I'm I'm available. So you know, and I think that that reputation kind of spread itself around that that I would be responsive. It didn't mean that I actually did anything because the you know the powers are really limited. So if someone wanted you know they want to put in a stop sign somewhere, I'll go visit them, and we'll look at the thing, and we'll look at the traffic data, and all this stuff. But there may not be a stop sign there. Still, I showed enough time that I paid attention to them, and I responded to them, and you know, we'll see what we can do. That's the best you can say. Michael Hingson  39:55 And if it didn't happen that there was a stop sign, but there was a good reason for it. I would suspect that you would be the kind of person who would say, "Here's why it didn't happen. Speaker 1  40:03 Right, exactly, and and to explain that for and a lot of people don't understand things like that because it's easy to get defensive with government because sometimes it can be so colossally stupid. Yeah, but but it's just as long as you have that explanation, and sometimes it's it's really it's refreshing because then they hear the answer and they're good with it, so we have a problem here with there's noise on the freeway because they're expanding the freeway, and a lot of people are upset, so they call city hall, but it's not our project; it's the state highway district. So you know, it's like I can do only what I can do, but it's still you know, if you're the only elected official who bothered to reply to them and told them, you know, I hear what you're saying. I'm going to do whatever we can. Sometimes that makes people happy. They may not be happy in the big picture, but at least they got a response. Michael Hingson  40:48 And when you discover something that's relevant, I'll bet you are the kind of person who would then initiate another letter saying, "Here's why it didn't work, or "Here's why it will work. Speaker 1  40:59 Right, and I do follow up. So I did. In that case, I wrote a letter to the governor and said, "You know, is there anything you can do? And then I forwarded the letter on to the person who had contacted me and said, "Okay, this is the best I can do. Let's let's see what he can do. So yeah, Speaker 1  41:14 yeah. Michael Hingson  41:15 I'm I'm curious. You mentioned that property taxes did get lowered once in Cordellane, but nothing. No one ever did anything with that. How come? Speaker 1  41:23 Well, no. It's just we we did. We we kept them. You got you got them lowered. Michael Hingson  41:27 But but why didn't anybody pay attention to that? Speaker 1  41:30 No. Well, see, I'm sure they paid attention to it. We are only one entity on your property tax bill, so there's there's a few. Ah, good Michael Hingson  41:39 point. Speaker 1  41:39 We might have been the the one who kept it down, but the other ones may have kept it up. And then there's all the the formula is really complex, and so it could be that you know their assess property assessment went up, a lot of other things that would have happened that would have affected it. But like I said, I mean we made a big to do about it, saying hey look we worked, we cut the budget. We kept it flat for all you guys, and then no one said anything. But you know that that's it's discouraging, but it doesn't discourage me from continuing to try because I'll always try. Michael Hingson  42:12 You can only do what you can do, but at least at least you're doing it. Yeah. Now, if you want to live in a state where the taxes are very interesting, move to New Jersey, yeah, where we lived, the the taxes every town, every city had its own property taxes. You could live on a street, yeah, you could live on a street where you had a property tax of some amount, and if you walked across to the other side of the street, the property tax would be twice what yours was because the border runs right down the middle of the street. Speaker 1  42:45 That's crazy. Michael Hingson  42:47 We thought it was. Yeah, we thought it was kind of interesting, but we fortunately never had too horrible of property taxes in Westfield. But still, we heard about some other places that had some some horrible property taxes, but you know it's it's what what you have. Speaker 1  43:07 Yep. Michael Hingson  43:08 So you were in the city council for 14 years. What made you decide that you were going to run for mayor? Because you had to do that. You had to make that decision. Speaker 1  43:17 Yeah, didn't want to. You know, wasn't on my on my dance card to like, oh, next step up is going to be mayor. It was more of there was frustration that I had because the the past couple of mayors, good men, good people, but I always wanted to do more. I mean, being on the council, it was frustrating because I wanted a little more leadership out of the center seat wasn't seeing that, and then I worked earlier last year. I called up a bunch of people to see if they'd be willing to do the job. You know, good strong community members who would be provide the leadership and had the name recognition required to do the job, and no one wanted to do it. So I was like, okay, well, I'll I'll see if I can do it. I still have two years left on my council term, so if I lost, I'd still be part of the process. But there ended up being four people in that race, so it was pretty crowded. Which to me, you know, if if you're running if you run unopposed, it's pretty much a sign that people kind of like the way things are going. They're not they're not upset with you. Generally, if you have one opponent, you're considered that you know oh well good you know I get to compete for for the job or someone else is unhappy. But if you have a lot of opponents, it generally means that the public isn't happy with what's going on and they want to see some change. So there were four people in the race. I won with like 38% of the vote, so that's wow, Michael Hingson  44:45 yeah. Well, but clearly you're different than a lot of people. For example, you're a member of the Kootenay County Republican Central Committee, and yeah, and they sued you for defamation. What was all that about? Speaker 1  44:59 Well. So we had an episode here where the first of all the local Republican Party decided that running partisan races wasn't enough; that they wanted to get involved with nonpartisan races. And in Idaho, a lot of the local offices are nonpartisan. So city council is nonpartisan, school districts are nonpartisan. You know, water district, highway district, all these smaller local offices, and we have a community college here called North Idaho College. And the Senate committee decided that they would start to what they call rating and vetting candidates to determine who was the most conservative. And while a lot of Republicans appreciate that and they want to know who the real conservative is. The central committee realized that it was a way for them to exercise political power, because when people would get their recommendations, that would be the person who would win. And so they got power mad, and in my opinion, they hijacked the trustees of our local community college, and pretty much almost ran the thing into a ground. It was the it's the only college a community college in the history of the country that's ever been put on probation for disaccreditation due to board governance. Normally, when you disaccredit a college, you're disaccrediting it because of financial reasons, or something else, but or academics. Never, never has it happened that the board has been so crazy that the the ACL ACCU whatever it is the accreditation agency for community colleges has said, "What we're gonna we're gonna pull away your credentials, and all your students will not be receiving college credit. So, I mean, what what this board did that was endorsed by the local Republican Party, the extremists on the party, they they fired the president for no reason. They they started running up the bills, increasing the athletics budget. The board meetings were just pure chaos. Employees would leave. The local high schools stopped their their co education programs. It was just crazy. Wow! And and a lot of people didn't really understand what was going on. So I did a YouTube channel called Kootenay Rants, and Kootenay is the name of our county. Michael Hingson  47:20 Kootenay, yeah. I said Kootenay. Sorry about that. Speaker 1  47:22 It's no, it's okay. It's it could be either way. Who knows? Up north, they do say Kootenai, so we don't know. But anyway, this really got under the skin of the central committee because I pinned the blame on what was going on at the college on them, which is was justified, and I would not make anything up. Instead, I would just put in highlights from the meetings and say, "Here's what's happening, and here's the crazy stuff. You know, trustees yelling at members of the audience, making fun of them. You know, interrupting people, saying just weird, strange things. I mean, it just-it was odd. It was so bizarre, and so it was easy for me to make these videos. My background is in communications, and I know video production, so I was able to put together these videos on a YouTube channel, and you know, hundreds of people in the county would start watching them, including the central committee that did not like that I was exposing what I consider to be their corruption and their the the fact that I think they were responsible for this and they didn't like that so they accused me of defamation basically mean tweets because I would tweet about them and their nonsense and it was like they they made a big to do out of it because I was running for re-election for city council, so they came to a city council meeting to serve me, and you know recorded it and put it up on the internet and all this other stuff that that was just crazy. But my insurance company fortunately decided to represent me, and they just they thought the the suit was without merit. They don't say frivolous. They say without merit. Without Michael Hingson  49:04 merit. No, yeah. Speaker 1  49:05 And so yeah. And so eventually, now the suit is over, and I figured I would either win in court or it would be dismissed. But the insurance company settled, and I it was against my wishes. I said no. I said don't settle with these people. But the insurance company did settle, and I made sure that, as part of the settlement, that they would not say that I agreed to it, or that I said I was wrong, or I apologized, or anything. No, the insurance company just didn't want to waste any more money, so they decided to settle. They wrote a check. I don't know what it cost the central committee. As a member of the central committee, it has never been reported to the committee how much money they spent on that? Because it's it's pretty much the the Republican Central Committee of Kootenay County is pretty much a tyranny run by one guy and a personality cult, and there are members of the committee. There are some good Republicans such as myself on the committee who do believe in transparency and limited government and all those Ronald Reagan things. But there are these extremists on there who are just nutballs, and so there's a group of us here called North Idaho Republicans who are working to counter their insanity. And we've done a good job, but we need to do more work, and that's the story of the KCRCC. And they sued me for defamation. Michael Hingson  50:21 That's kind of crazy, though. Nevertheless, Speaker 3  50:23 of course. Michael Hingson  50:24 And it's only kind Speaker 1  50:26 of that. I wasn't laying awake. I mean, occasionally someone would call me up and they would say, "So what's the case? What's the what's happening with a lawsuit? And I'd say, "Well, a lawsuit. I said, "Oh yeah, that's right. They're suing me. I mean, it was never really. I was never obligated for it. Michael Hingson  50:39 Yeah. Well, so just out of curiosity, since the Republicans were doing this, where were the Democrats in all of that? Speaker 1  50:47 Well, we don't really have a lot of Democrats. That's Michael Hingson  50:49 what I was wondering. Yeah, Speaker 1  50:51 and so and and I always used to joke. I would say that the the Democrats, the Kootenai County Democrats, are looking for a new meeting location, and if anyone has a spare closet, got it. You let them know. No, they're they're all they're all very nice people. Michael Hingson  51:05 Yeah, Speaker 1  51:05 but they're they are in an extreme minority, and unfortunately, they they do try. So last time they had a body for every seat up for election, but they don't really come close. And it's a lot of it comes down to name recognition, but you also have a lot of red blue state refugees who come here. You have a lot of COVID refugees who came here, and so Idaho is very red. Kootenay County is very red, and it would take a tremendous amount of effort to to have a Democrat win here. We do have Democrats in the legislature, not a lot, but we do have them, and the the National Democratic Party is unwilling to spend a lot of money here because they know they're going to lose. So that's what I hear from them. But they are they are generally nice people. I mean, like you said, you if you wanted to vote for me here and you're a Democrat, I'd happily accept the vote. It's a nonpartisan position. We don't deal with those big divisive issues that you know that you you see on the news. Yeah, we're pretty much community-minded people, and I appreciate anyone who is. I do fight the KCRCC because I don't see them as community-minded, and that's one of the issues. Michael Hingson  52:18 Yeah. Well, it's it's unfortunate that that people are that way, but I I see it all too often in so many different ways. I mean, we face it with even in the blindness world with so many things where there ought to be major improvements and there ought to be defenses of the civil rights of blind people. For example, some of the rideshare programs don't do a lot to train their drivers about the fact that in reality they're obligated to take blind people with guide dogs, and oh, there's there is a fair amount of that, and it's and and the companies aren't willing to do anything about it, and we have to keep fighting it, which is just too bad. But there's just so many stuff, and there are so many people who just have these hidden agendas, or they just what it really comes down to is we don't want anybody telling us what to do, Speaker 1  53:09 right? Michael Hingson  53:11 And that's what it really comes down to. So, do you find that that religion gets into any of it at all, like with the conservative Christian movement or any of that, Speaker 1  53:24 there well, there's I do not like the politicization of the church. Michael Hingson  53:29 Yeah, Speaker 1  53:30 my favorite quote on that is that politics poisons the purity of the church. So I think we should keep the separation of church and state as much as possible, but there are you know politically motivated, politically active pastors, and I just I I think that's that's not the proper role of religion. I know that that there's kind of a battle going on in the far right about you know how much religion or how much that should should should be involved in politics in the public arena. In fact, there's a little across from the Costco up here. There is a little yard sign in front of some business that says "Vote Bible, and I always think that's kind of. I mean, I understand what the sentiment is, and I would always want to think that the people who we elect are good moral people. You know, Adam said that our Constitution is best suited for a moral people. I don't believe that means that there's morality in the Constitution. I believe there's morality in people, Michael Hingson  54:32 right? Speaker 1  54:33 And we do want people who have good ethics and good morals in public office, and it's very obvious when that doesn't happen. But I do not think. I think the purpose of our Constitution and the First Amendment is to ensure that we all have the the right to enjoy whatever religion we want, and we don't want to pick favorites. And so, what I see with a lot of these people is that they want to pick a favorite. Michael Hingson  54:55 Yeah, Speaker 1  54:56 they they not only want to pick the first religion, but they want. Everyone to go to the same church and the same service and sit in the same pew. Yeah, and that's not going to happen in any church. It's not going to happen in any denomination of any church. And then, and see, that's the other question: is if you know if you're going to insist that this is a Christian nation, it's like okay, but which denomination is it? Catholic? Is it Protestant? Is it Mormon? I mean, I you know you tell me because it's just going to be this incredible knot of worms, which is why I think the genius of the founders was that you know the the clause about religion is is two things: it gives you the freedom to exercise your own religion, and it also restricts the government from declaring that there's a religion. Yeah, and I think the far right kind of misses that when they when they take the message of we like moral people in office, but to dictate the morals to someone else is wrong. Michael Hingson  55:52 You know, I and it was Tolstoy who once said the biggest problem with Christianity is that people don't practice it, and I I see that so often. It's it is so unfortunate, but it is Speaker 1  56:03 there. Yeah. So that is a tough one. Michael Hingson  56:07 So if you could change one thing in the world, what would it be? I'd Speaker 1  56:12 get rid of the internet in a heartbeat. Specifically, social media. I think the the problem with social media is it amplifies our immaturities, and that is a huge issue. the The solution to that is to make the the publishers responsible for the content. So, in other words, Facebook could be sued for anything that someone puts on Facebook, and that would terrify Facebook, but it would terrify them to the point that they would actually regulate themselves and and start dialing back. I mean, I can say 20 years ago or so, when I whenever I was first on Facebook, I would go on there and I would see my kids, and they'd be playing a ball game or they'd be over at a friend's house. You'd see birthdays, vacations. It was just kind of like it was a social thing. You go on there now, and it's politics, and it's like this person deserved to be shot, and it's just-it's so-it's so extreme, and it's so rude. And you know, some of the stuff they said about me is not very nice, but I think that if we're going to solve one problem in the world, we really need to dial back all the animosity that's on the inter

Làm thế nào để tạo ra những Steve Jobs Việt Nam?Hmmm, có lẽ bước đầu tiên để tạo ra một Steve Jobs Việt Nam là... đặt tên đứa trẻ theo tên ông. Tuy nhiên, bạn sẽ không thể nào dùng đúng tên tiếng Anh như vậy. Theo quy định của pháp luật Việt Nam, bạn không được phép đặt tên khai sinh hoàn toàn bằng tiếng Anh cho bé mang quốc tịch Việt Nam. Tên ghi trong giấy khai sinh phải bằng tiếng Việt hoặc tiếng dân tộc thiểu số Việt Nam. Đặt tên tiếng Việt được phiên âm gần giống với tên tiếng Anh để gọi ở nhà hoặc giao tiếp quốc tế. Ví dụ: Lê Nguyễn Mai-cơ (Michael), Đinh Ê-mi-li (Emily). Vậy, tên phên âm của Steve Jobs sẽ là gì, chắc bạn cũng đoán ra được rồi he? :v______Dư luận luôn dậy sóng sau mỗi kỳ thi tốt nghiệp trung học phổ thông quốc gia. Mỗi năm, đề thi lại để lại một dấu ấn riêng, có khi là một vấn đề thời sự nóng hổi, có khi lại là câu hỏi khiến người đọc phải suy xét nhân sinh quan của mình. Năm nay, tâm điểm chú ý thuộc về đề thi Ngữ văn với câu hỏi: “Làm thế nào để có những Steve Jobs Việt Nam?”. Chỉ trong thời gian ngắn, câu hỏi này đã lan truyền mạnh mẽ trên các diễn đàn, thu hút sự quan tâm của học sinh, phụ huynh, giáo viên và nhiều tầng lớp khác trong xã hội. Visaothenhi!​⁠ lên sóng tập podcast này hơi muộn so với thời điểm cả cõi mạng xôn xao, tuy nhiên mong rằng tập podcast này có thể gợi mở được điều gì đó cho bạn. Cùng đón nghe nhé. ______Follow thêm dự án truyện ngắn của chúng mình tại ​⁠ @lunglinhlaploe nhé!https://youtube.com/@lunglinhlaploe?si=g9EbQjXz9eXJXspT

I talk with Ron Johnson, creator of the Apple Store and Genius Bar, former J.C. Penney CEO, and author of Shop Different, about what really made Apple's retail strategy work. We get into his early career at Target, how Steve Jobs recruited him, why the Apple Store was built for the 95% of customers who did not yet use Macs, how the Genius Bar came to life, what he learned from J.C. Penney, and why he remains optimistic about AI, work, and the future of retail.

What happens when an organization gets so focused on results that it forgets why it exists? Andrew Stotz and Balaji Reddie dig into the first of Deming's 14 Points, constancy of purpose, using stories like Harvard's answer to Deming's challenge to define a business and Indian manufacturers who pivoted to build PPE during the pandemic. This conversation may change how you think about success, profit, and the real aim of a business. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, an educator and trainer in the teachings of Dr. Deming and quality management generally. I'm really excited for today's topic, which is the 14 Points. Take it away, Balaji.   0:00:27.5 Balaji Reddie: Thank you. Thank you, Andrew. So the last time we spoke, we had discussed all the four sciences that Dr. Deming put together. In a nutshell, we said his words, appreciation for a system. That means appreciating that there are no events, there are eventualities, and there is a huge myriad or a huge system of myriad components that create these outcomes. So we need to understand that. We need to appreciate the fact that these are all interconnected, interdependent, these components. Right. And we saw some other attributes that when they interact with each other, the cause and effect are not closely related in time or space. Seemingly disconnected events then turn out to be connected. There exist synergistic relationships. So you can't just straightaway say, "I know." You can say, "From what I understand or what knowledge I have right now about the system, I think."   0:01:34.7 Balaji Reddie: And you always dig deeper. Right. And that gave us the next thing, that the performance of any system, the outcomes are subject to Variation. You will never get the same outcome every single time. It keeps on fluctuating. And then we realize there is a difference between normal and abnormal fluctuations. The typical term that Walter Shewhart said was Variation, and Deming took that forward. He said, "Understand Variation." I would say learn how to think statistically. Right? And statistical thinking is about knowing when to act and when to leave a process alone. Okay. So we said understand the Variation, and you should know when to... There's that normal fluctuation, you would need to work on it continually. But abnormal fluctuation is a little easier to understand, isolate, and take immediate action. So the low-hanging fruit comes from the abnormal fluctuation, what he called as special causes or assignable causes, as Walter Shewhart said.   0:02:41.0 Balaji Reddie: And once you work on them, then your long-term work on the process continues. That never stops because it helps you understand the process much, much better. Right? But there you are faced with the dilemma sometimes. There's so many complications there, and you just need to understand them if you want to know completely what happens in a system. And that's why he said the complete knowledge is never... Is unknown and unknowable. But he said there's a way of doing that, and that's where the Theory of Knowledge came in. We needed to understand that we build upon what we have right now. We start asking questions, and you begin with theories. "I think, I believe." And once you start doing that, you start unraveling the mysteries of the system under study. And last bit here is all this, of course, he was speaking about man-made systems, organizational systems, which all this work is being done by people.   0:03:38.0 Balaji Reddie: And he said that's where the best part comes in. You can never do things all by yourself. You need to cooperate with others. Each one comes with their own theories, and each one has their own system of learning, their own way of thinking. So we need to understand that, whether you are employees inside a company, whether you are people outside the company contributing in the sense of suppliers, or people who are recipients of this in terms of consumers. So everyone, you need to understand people, that they're a part of this entire system. And that's where Psychology comes in. Of course, I used the word empathy. I said understanding them and on. And on a lighter note, I ended by saying that if you really want to sharpen your empathetic skills, you need to either understand your pet or a baby, because these are people who can't express what they want and you just have to have your own theories and then understand them better.   0:04:34.9 Balaji Reddie: But that's what we saw last time. Now we're gonna get to, funnily, what he espoused as his philosophy [chuckle] when he first presented it in the United States in a structured form, right? These were the 14 Points. Now, first of all, the 14 Points are not his philosophy, but they're 14 consequences of his philosophy. You can never really set out to say, "I'm gonna do these 14 Points." But when you start, how do I say, asking the right questions and want to gain Profound Knowledge of what's happening and start looking at things differently and start asking questions, the right kind of questions, just like I said, "What is the purpose of the system? What are the components? How are they connected? How do they work? What is happening right now? Does this normally happen? Is this abnormal?" And then, of course, what are better ways of explaining or expressing what I'm seeing right now?   0:05:43.9 Balaji Reddie: And then finally, taking help from everybody else and bringing their thought processes. When you start asking these questions and start structuring and understanding the organization much better, you eventually see the 14 Points. So they are consequences of his philosophy. They are not his philosophy. You end up with the 14 Points, you don't start with them. Right? Having said that, does that mean we just go through this and be done with it? I said, "No." Now let's understand how he structured these and why he structured it the way he did. Now, they are in no order of preference. In fact, I remember speaking to Bill Bellows about this, and he said when he asked Deming, "Which of the 14 Points are the most important ones? Where do I start?" and he said, "All of them." He said, "Where do I start?" "Start anywhere," he said. You could start anywhere, eventually they're all connected.   0:06:40.7 Balaji Reddie: So the 14 Points are a system themselves. They are all connected to each other. You could start anywhere and you end up with the 14 Points in any case. But since we have to follow a kind of the sequence in which he wrote them, which he presented them, I'm following that sequence to begin with. Now, I'm gonna start with the 1986 edition of the 14 Points, which are there in his book, Out of the Crisis. But in 1990, he updated the wordings of the 14 Points. So I shall pull up my document right here so that I can read out the 1990 edition. Just give me a minute.   0:07:36.0 Andrew Stotz: Just for the audience, go out there and get yours in your hand. Get ready. I'm just going through and getting mine ready.   0:07:42.8 Balaji Reddie: Yes, so. Okay, so here it goes. Let's get to the 14 Points. So here we are. Right. And in what I normally say here, that he often said too, that when you apply Profound Knowledge, the 14 Points help you apply this in the most structured manner. So here we go. So the first is the 1986 edition, point number one, where he says, "Create constancy of purpose toward improvement of product and service with the aim to become competitive and to stay in business and to provide jobs." I think this is an amazing set of words which he's brought here, especially saying to provide jobs, where he said that quality is a ways and means of really contributing to society and not sucking the worst 10%, but adding something more to it to provide more jobs. Now in the 1990 edition, right, now the commentary for this, if you read Out of the Crisis, I've taken an excerpt from there, "Management must demonstrate unshakable commitment to quality, productivity and continual improvement.   0:09:09.8 Balaji Reddie: Your customers, your suppliers, your employees need your statement of constancy of purpose, your intention to stay in business by providing product and service that will help man to live better and which will have a market." So this was his definition of quality. A product or a service possesses quality if it helps someone live better in every way and enjoys a large and sustainable market. So for him, quality had two aspects. One, it must make someone's life better. Whatever you do, whether it's a product or a service, service being an activity. Right. So it should add value to the customer's life. It should make that person's life better. But it should be at a price the customer is willing to pay. Right? So that's the way he looked at it.   0:09:55.2 Balaji Reddie: Now, he changed this in 1990 to this, "Create and publish to all concerned a statement of the aims and purposes of the company or other organization. Management must demonstrate constantly their commitment to this statement." Now he says to publish the statement. And he says not just purpose, but aim. So aim, I think this came from his definition of a system, where he says that a system must have an aim. Without an aim, there is no system. So the aim provides a direction and purpose provides the reason why the system exists. So they go hand in hand. You can't separate these two. But now the commentary for this is, "A system must create something of value, in other words, results. The intended results, along with consideration of recipients and of cost, mold the aim of the system. It is thus management's task to determine those aims, to manage the whole organization towards accomplishment of those aims.   0:11:07.1 Balaji Reddie: It is important that an aim never be defined in terms of a specific activity or method. It must always relate to a better life for everyone. The aim precedes the organizational system and those that work in it." So...   0:11:23.4 Andrew Stotz: What was that part? "It's important that it's not" what?   0:11:27.2 Balaji Reddie: Yeah, that it's not an activity or a product. It should be something broader than that. It's about adding value to someone's life. Now, you can't go into the other extreme and come up with a motherhood statement like "I want to boil the ocean" or "I want to solve the world's poverty problems," alright? But it must translate into something doable, alright? And it should tell where the organization is heading. But the key word here is "publish it," right? And he says, "and other organization," that means "of the company or other organization." So I believe he started envisioning that in the future it's not gonna be one company, but a family of companies working together, which very simply today we use the term "supply chain" to express that. And I think, I think I mentioned this before in one of my earlier chats that I don't like that term because. It falls woefully short to explain what actually is happening there.   0:12:29.2 Balaji Reddie: I like to use the word provider network. Right? It's a network. It's not just a chain. Chain is more linear. Network is more lateral, all over the place. And these are not just suppliers. These are providers. So, right, he talked about a supply chain in those days. And he also says publishing, that means it should exist in some hard form, right, so that people see it, read it. Okay. Now this kind of, I thought was quite amazing because if you know about, for those who are into ISO 9000, the standard, of course, the latest one which is coming out this year, I'm not well-versed with what they've written or what they've changed in it, but up until 2015, the ISO insisted that companies have a documented statement of their policies, right, a quality policy and objectives. It should be written down. So to say that they could have got this idea from here is not fair, but I guess that you can see the parallel in what he was saying.   0:13:44.8 Balaji Reddie: So publishing. Now, in 2007, this is what I wrote after talking to many, like I said, who attended or helped Dr. Deming in his seminars till the day he passed on, right? And they said, of course, because I was quite intrigued, initially his four-day seminar had a perfect structure and everyone knows who attended that on the second day after lunch you had the red beads experiment. So that never changed even after Profound Knowledge came in. So anyway, coming back to what I was just saying, so initially he spoke a lot about the 14 Points, but after he professed Profound Knowledge, the stress on the 14 Points came down, but it did not disappear altogether. And this I heard from many of those and I asked what he would speak of. So based on that, I just came up with these words. The words are all Dr. Deming's, I've just edited and put it together.   0:14:50.1 Balaji Reddie: So create a statement of the aim and purpose of the organizational system. It must bring out the long-term vision of the organization, preferably stating how it intends to stay in business by making life better for all those impacted in any way. So there could be a direct or an indirect impact. Stakeholders is the term we use right now, right? So purpose describes why you exist. And if you go deeper to find out why a company exists, it has to last beyond the founding father's vision, right? So the statement of purpose must be very clear. Like Walt Disney, we spoke about this, he said, "I'll do anything to make a child smile." That was his purpose, and that's how everything stemmed from that, right? So if you start looking deep, why are we here? Why do we exist?   0:15:46.3 Balaji Reddie: Then once the company starts growing, you don't forget why you set up the company in the first place. You go back to your roots and the statement of purpose is like a North Star. It reminds you of where you're supposed to be, where you started, what you had in mind, right? So it's not that companies don't have it, but we need to revisit it from time to time. And sometimes you need to, it may undergo a change because things don't remain the same, right? Systems keep changing and if everything keeps changing, then you have to revisit the purpose. You don't do it every day though, because it's something that you spoke about and you say that it took me time to come out with this statement of purpose. So I was trying to understand even Apple's statement of purpose where Steve Jobs said making technology accessible, making technology simple, making technology productive is what we are supposed to do here as a company. Right.   0:16:46.4 Balaji Reddie: So he always believed in simplicity. He believed in seeing that people are more productive with the work, the software, or the products that they offer. Right. And it should be something that at times goes beyond just what the customer expects so that that one part is always there. So that's point number one, the statement of purpose.   0:17:11.3 Andrew Stotz: Can I ask a couple questions about that?   0:17:14.2 Balaji Reddie: Yeah, sure, sure, sure.   0:17:15.3 Andrew Stotz: Before we go on, I'm assuming you're gonna go on to number two.   0:17:18.4 Balaji Reddie: Yes.   0:17:20.5 Andrew Stotz: So a couple of things. First thing is about aim. You know that statement, "the purpose of a system is what it does," meaning that ultimately every system, there's an aim. It just may not be the aim that you think it is or that you want it to be. So part of this idea is recognizing that we have to state the aim or else people just, they're gonna just do things the way they've done them. Am I correct in saying that?   0:17:51.2 Balaji Reddie: Yeah. And it brings clarity to whatever you are doing. You start realizing, okay, I thought that we were actually doing this when we should be doing something else. For example, in Out of the Crisis, he gives that example of that trucking company. And he said when that gentleman took Dr. Deming's four-day seminar and then went back to his company and asked his employees, "What business do you think we are in?" Because that's what he used to ask, "What business are you in?" He used to ask that question, right, to the audience. "Any CEOs here? What business are you in? What business do you need to be in? What are you gonna be doing five years from now, ten years from now?" Right. So these are questions which I think you need to look at. If you want a list of questions, then in Out of the Crisis, there is a chapter on just the questions. Right.   0:18:57.0 Balaji Reddie: And that's, if I believe, let me just check. It comes after chapter seven. Is that where it comes in? No, I think... Yeah. Diseases and Obstacles. Okay. It's chapter five, "Questions to Help Managers." So you can find a host of questions there. These are rhetorical questions, most of them, telling you to focus on the job you have on hand. Right. And helps you define your purpose and your aim, both. And it gives clarity. Like I said, sometimes it gives clarity to yourself. What exactly am I doing here? All right. You always begin by saying that. I mean, if you ask people who set up businesses, they'll start by saying, "I did this because I was good at it," and the money came, but "I was good at doing this." And why did you do that? What do you mean by good? "Well, when I did this, I saw people feel happy." Right. And that's why I wanted to do this.   0:20:06.8 Balaji Reddie: And I thought this is the best way for me to earn my money, but the purpose was mainly to make them happy. Right. And then the money came. So that should be the focus. I think I mentioned this once when 1983 was when Harvard Business School was celebrating 75 years of existence. And everyone knew at that time, because Deming had just been rediscovered in America, and he was hot property. But everyone knew his ideas about Harvard. [chuckle] He was scathing. He said they prepared managers for the past and not for the future, and blah, blah, blah, blah, blah. He was very angry. But when they sent him a letter saying that we are making a souvenir of sorts, so can you pen a few words for us? So he was quite lavish in his comments and in his praise. He said, "It's not easy to run a business school and y'all have done it for 75 years. So all credit to you." But he said, "I have just one question for you.   0:21:18.7 Balaji Reddie: In these last two, three years that I have come back into American industry, I see with pain that many people do not understand the purpose of their business. And I see that Harvard has not defined the purpose of a business. Could you define the purpose of a business?" And Harvard came out with an answer which went, "The purpose of a business is to create value at a profit." So the sequence of the words is so beautiful. Create value at a profit. Right? And for a business, you need both. If you're only creating value and no profits, that's not a business. That's social service. And if you only want profits but no value, then that's not a business either. Then you might as well go loot a bank, get 100% profit and no value. And I remember Myron Tribus writing about this at the Kobe shipyard in Japan, right? And this was before Deming landed there, apparently, because there was someone sitting at Kobe who later on had taken Deming's lectures on statistical quality.   0:22:39.4 Balaji Reddie: And then of course, the leadership thing, right, where Deming spoke about the flow diagram. And he said that, he said the light bulb went on because they had a statement there at the Kobe shipyard, "We shall make good ships. At a profit if we can, at a loss if we must, but we shall make good ships." And later on, apparently some American gentlemen came to take over and they changed that and they said, "No, no, no, remove all that profit and loss and just say, 'We shall make good ships.' That's it." So there were times when things started going wrong, right? They went in the wrong direction because they were not looking at it in the clear manner. When they had problems, they said, "No, just make the ship. Just ship it out. It's good." And things went wrong. So they had to reassess and come back. So that was the kind of the idea that we're looking at, the aim and the purpose, and that could change. Right?   0:23:45.6 Andrew Stotz: And I want to add for the listeners out there, in the world of finance, profit is, we also call it cash flow. The cash flow is the numerator in the calculation of value. The denominator is risk. So when we think about what's the objective of a person running a business, it's to maximize value, which many people think means maximize profit, which it does not. It means maximize risk-adjusted profit. So, for instance, if you were breaking the law and doing bad things or mistreating your people ultimately you're raising the risk. Though your cash flow or your profit may be strong, you're raising the risk of that profit or cash flow. And so that's a distinction I like to help people understand, because there are people that just think that the objective of business is maximize profit. No, it's to maximize value. And mathematically we can prove that in the world of finance.   0:24:57.2 Balaji Reddie: Yeah. So I'd just like to paraphrase, when I said that what Harvard said is purpose of a business is to create value at a profit, I'd just like to add something more to that. Create value at a profit in the most ethical way, right? We have to be very ethical about it, because if you're doing wrong things to get your profits and add value, it won't last long. You won't last long as a company. It'll always catch up to you.   0:25:27.4 Andrew Stotz: And I use the word sustainably. That's a kind of a nonsense word these days because everybody talks about sustainability and all.   0:25:34.5 Balaji Reddie: Yeah, they talk in terms about, in a very different context.   0:25:37.8 Andrew Stotz: But the point is, is that are we generating profit in a sustainable fashion? Now the other, I had one more question on this one, and that is if we go back to the words, he talked about the create constancy of purpose for improvement of product and services. And my question to you is, when he talks about aim, sometimes people can get confused, including myself sometimes. And for instance, Clifford Norman and David Williams have been on the show talking about their book Quality as an Organizational Strategy. And so as I've looked at his teachings over time, I've had a question in my mind of is what he's saying that the aim is to improve the business through this focus on quality? In other words, quality is the aim? Or is the aim whatever a company says, "We want to do this, our aim is that"? I'm just curious how you understand those things.   0:26:52.8 Balaji Reddie: I would say quality, but his definition of quality, right? Help someone live better and there must be a market, right? And it must be sold at the right price. So he's been practical, if you look at it. He says that if what you're doing is not making anybody's lives better, then why do it at all? Right? So you need to... You need to look at it from his viewpoint of quality, if I may put it that way. Not that narrow focus on quality of product in terms of free from deficiencies, [chuckle]   0:27:28.9 Andrew Stotz: Yeah.   0:27:30.1 Balaji Reddie: But in a very broad sense what he thought quality is. And also, I found something on the internet, so I'd like to again add that in, that the entire thing is his whole thing is to have happier people. Happy customers... And he doesn't say satisfied, he says happy. So happy customers, happy employees, happy suppliers, society being happy, and the owners. Okay. So what the Japanese interpreted this as, which they call as total quality, is owners, employees, customers, suppliers, and society. When all five are simultaneously satisfied, we call it as total quality. Whereas if you look at it from Deming's point of view, when all five are happy simultaneously, then you attained constancy of purpose. And the longer you can do it, the better it is. So that's his constancy. So the aim and the purpose should be about that. It should be about happier people at work, happier people in the market, consumers, customers, the suppliers, because they should feel a sense of pride...   0:28:56.9 Balaji Reddie: That they're learning something from this company, that growth is happening. Society should feel that this company not only serves their targeted audience, but does not cause harm or is also adding some kind of oblique value to all of us here. We all feel happy interacting with these people in some form or the other. Not necessarily being philanthropic or something, but in a very different sense. We're not getting harmed by these guys. So that, I think, in the broadest sense is what Deming was trying to say to run a company based on constancy of purpose.   0:29:35.4 Andrew Stotz: And the reason why I'm asking is because one of the lessons I've learned just in life in general, certainly from the teachings of Dr. Deming, but just in general, is that if you pick a particular thing or area and you decide that I'm gonna improve this and I'm gonna keep working on improving this, you're gonna end up with something incredible that nobody else has as long as you stick with it. And so that's where this idea of, and if you know what quality means, which is the five groups and things being happy, more jobs, create opportunity, all of that, once you understand that, then quality is driving toward that better outcome. I guess what I'm also thinking about is could a person who's never heard of Dr. Deming just say, "That's my aim right there. I'm gonna take it straight out of what he said, constancy of purpose in relation to improving the product and service with the understanding [chuckle] that that improvement means that." That's it. It's not the aim of "We want to provide transportation vehicles" or something like that. That's more of kind of a corporate communication or. That's where I really want to hear your thoughts on that.   0:30:53.3 Balaji Reddie: Yeah. So when you say that "I want to do this through this product that I am giving," and right now my understanding is that this is the best way to do it, but as the world evolves, obviously there could be many different other ways of doing it and I need to keep revisiting this. As long as my purpose is perfect, I know I'll be able to adapt and adopt very quickly. Right. Otherwise you'll be left behind. What exactly am I here for? Many of the people set up businesses, ancillary units here in my hometown, Pune. They set up, they were basically employees in the parent company and then they saw an opportunity. They saw they were good at this. "I can make this better." So they set up the company to serve the parent company, not realizing that suddenly there could be somebody else coming in. Right. And they were preferred because they understood what the parent company wanted.   0:31:53.5 Balaji Reddie: But if they had just set up by saying, "No, why am I setting up this business? Because I see an opportunity. I can do this well." Okay, then can I do anything else well? What else can I? Why just this product? Why not any other product? Right? I think during the pandemic, many of the manufacturing companies realized that. They said, "We are very good at assembly, so why don't we start assembling PPE kits?" here in India, because PPE kits used to be imported. And I know this firsthand. My student was working in one such logistical company and he said we were importing. 300,000 PPE kits per annum. That was the requirement.   0:32:38.8 Andrew Stotz: What's PPE?   0:32:40.2 Balaji Reddie: Personal protection equipment, which you have to wear, the doctors, et cetera, the health workers during the pandemic. They had to wear that and serve, because we didn't know what was happening. So instead of just masks, just protect themselves completely. In labs, doctors, nurses, they all wore that. Right. So this personal protection equipment, we were importing 300,000 such kits per annum from, I think somewhere in Belgium. And because that was the requirement, but during the pandemic, the requirement went up. And so many of the companies, automotive manufacturing companies, decided that, let's get into this because we know how to do these things, right? We know how to assemble. And within a matter of 45 to 50 days, they built capacity. And imagine this, we were consuming, I am not joking, at the rate of 200,000 kits per day.   0:33:39.4 Andrew Stotz: Yeah. Then you can become a global supplier.   0:33:46.5 Balaji Reddie: And so they had to. But now, see, they did it for that much time because they said, our core business is something else, but we understood our purpose, so let's contribute in a very different way. The other one which they did was many of the manufacturing companies started assembling ventilators. And some of them which were running without electricity, they ran on a mechanical device so that the need for power, et cetera, et cetera, be superfluous. So when you know your purpose, then you can always adapt and adopt very quickly. And I think the pandemic gave us that opportunity to see how many of the companies responded in a very positive sense. In one way to look at it is, "Oh my God, this is it, this is my fate, and we're gonna shut down, we have nothing to do." But the other way is, "No, wait, why are we here? And let's use our expertise in a very different sense. So let's get to action."   0:34:41.3 Andrew Stotz: Interesting. I feel like we can spend a whole episode talking just about one of the 14 Points.   0:34:46.9 Balaji Reddie: That's why I said two episodes for the 14 Points. [laughter] If you don't mind, three also. Because many of the points have been either not discussed in detail or misinterpreted. And there have been changes. Deming himself brought a change in the wordings. That's why I wanted to keep this section, this session separate.   0:35:07.9 Andrew Stotz: Okay.   0:35:12.5 Balaji Reddie: Now you can see why, because I was just setting the scene for the 14 Points. If you want to ask me, it's all profound, very, very profound. [chuckle]   0:35:16.9 Andrew Stotz: Yeah, and I have a lot of questions, so that's good. I've got some clarity now for point one. I think the listeners and the viewers will also get some of that clarity, so that's great.   0:35:26.4 Balaji Reddie: Thank you. And I have been, I still, I just scratch my head about many of the things that he said. Because if people are reading Out of the Crisis, oh my God, you gotta read the text for point one. It's brilliant. I mean, I can't just, you can't just read it out right now. [chuckle] It'll take three episodes just to. But just, many people just say he did give us a method. I think I told you this two episodes ago. He was very clear. We didn't see it. We didn't see it. And he's so clear about what he wanted in innovation. That, of course, I thought that there was a slight difference, I think we spoke about this, invention and innovation. So invention is something new and innovate is to use something differently. Right. So that innovation, I think he confused the two terms, if I may say so. Too brave to make a statement like that. But anyway, he says here that you have to keep improving, innovating, and this obligation never ceases.   0:36:36.6 Balaji Reddie: It's that very clear. And if you see here, there's one, there's a paragraph here, he says, "It's a mistake to suppose that efficient production of product and service can, with certainty, keep an organization solvent and ahead of its competition. It is possible and, in fact, fairly easy for an organization to go downhill and out of business making the wrong product or offering the wrong type of service, even though everyone in the organization performs with devotion, employing statistical methods and every other aid that can boost efficiency." So I think he was highlighting the limitation of the statistical methods, that 97% versus 3% thing, that we are only trying to improve this, but the whole thing comes from the top, that are you providing the right product? I mean, you can't set up a company today making the best typewriters in the world. [chuckle]   0:37:35.4 Andrew Stotz: That's true.   0:37:41.5 Balaji Reddie: So he keeps saying this again and again, that you should publish a resolution that no one will lose his job for contribution to quality and productivity. So I think what we're coming to the end of this session today, we just discussed point one. [laughter] That's the best part. I heard from Henry Neave once that they all formed a kind of a team. Henry had come down to America and they started, they decided to meet Myron Tribus and just about everyone, Nida Backaitis, Barbara Lawton, the gang, and they were so happy to, the stars, right? Gipsie Ranney, I forget the other names, but they were all together and then they decided, let's discuss the 14 Points. And then point one, and it went on beyond lunchtime. They started in the morning. [laughter]   0:38:36.6 Andrew Stotz: That's great.   0:38:46.1 Balaji Reddie: It seems Dr. Deming was so happy. He was just sitting back and just listening and listening and listening. Then they met again the following day and the next day, and then they only came to point number four. And then finally, Brian Joiner, I think, said, "I think we're wasting too much time here. Let's just stop this." And it seems Deming was so upset because he said that Brian Joiner said, "Let's give ourselves 45 minutes for this point and that's it." [laughter]Deming said, "Don't set a target." [laughter]   0:39:22.9 Andrew Stotz: That reminds me of Bill Scherkenbach showing a picture of Deming at the, I don't know, National Education Committee meeting. And he said that they met all day or for two days and they still couldn't come up with the aim of what education, the aim of education in America was at the time. So, yeah.   0:39:42.9 Balaji Reddie: Yeah, I had this problem. It happened at a seminar here in Pune. It was Education for the Future or something like that, Engineering Education: The Next Five Years, blah, blah, blah, I don't know what it was. And there was this one gentleman making a presentation from a school in a city called Bangalore in India. And his topic was Six Sigma in education. And when he came to present, he started by saying, "Six Sigma is 3.4 errors in a million." And I said, "Oh, no." Anyway, then he went on to say, "Okay, so we decided our 10th, grade 10 is a public exam in India. It's a very big deal for a child to sit for that exam, right?" And he said that, "We want to have flawless results. And we've had flawless results for the last eight years. We have so many students, so many, so many students every year, blah, blah, blah, blah, blah." And so if you multiply and all that, and then, "So how do we get this?" Now here came the best part. He said, "In grade nine, all..."   0:40:48.9 Balaji Reddie: All those who had failed or had not reached a certain grade, we threw them out. And so we had flawless results. And I could see people squirming in their chairs because they were all sitting in the audience were teachers. They were squirming in their chairs and then one guy could take it no more. He put his hand up. And I was chairing that session, by the way. You can imagine what was happening to me. Anyway, this gentleman put his hands up and he says, "How can you say that? How can you say that?" He was very agitated. And I could realize, I just stood up and I said, "Okay, Professor so-and-so, please sit down. I get your, I get your sentiment, but we need to do this differently." So I turned to this... And he was a principal, this gentleman... I said, "What is the aim and the purpose of an educational institution?" And this man said, "Results."   0:41:42.4 Andrew Stotz: Yeah.   0:41:45.8 Balaji Reddie: Then I said, "Let's throw this question open to everyone." And I said, "Let's stop." I asked the people organizing the seminar that could we take a small detour here? Let's just stop. Let's not stick to your timetable because I know you're here on a leash. So they said, with permission from the chair and the host college... They were sitting there, the main people... They said, "No, we want this question answered now. What is the purpose of an educational institution?" And there was a lot of goading. I was bringing in Profound Knowledge and I was throwing up questions. And finally we came to the conclusion that the aim of any educational institution is to create a well-rounded individual that contributes positively to society.   0:43:33.9 Andrew Stotz: All right, so on behalf of everyone listening, I want to thank you again for the discussion. And for listeners, remember to go to deming.org and jump into DemingNext to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "People are entitled to joy in work." As we're talking about how do we build that for the future.

Sun, 26 Jul 2026 15:45:00 GMT http://relay.fm/analogue/251 http://relay.fm/analogue/251 Spicy Nugs 251 Casey Liss and Myke Hurley There's a new Prime Minister and Casey needs to argue less. There's a new Prime Minister and Casey needs to argue less. clean 4248 There's a new Prime Minister and Casey needs to argue less. This episode of Analog(ue) is sponsored by: Fitbod: Get stronger, faster with a fitness plan that fits you. Get 25% off your membership. Incogni: Take your personal data back with Incogni! Use code ANALOGUE with this link and get 60% off an annual plan. Squarespace: Save 10% off your first purchase of a website or domain using code ANALOGUE. Links and Show Notes: Support Analog(ue) with a Relay Membership Submit Feedback Indigo xkcd: Duty CallsCasey, a week or two back. F1 in Belgium: Machine learning algorithms are ruining the sport Not endorsed by Casey nor Myke. The contrarian opinion about how the F1 regulations for this season are not good. What It's Like To Be... with Dan Heath Love Island USA – Season 8 – Callsheet Nugs The Bear season 5 Steve Jobs in Exile by Geoffrey Cain Ludwig Silo Chris Spargo on YouTube The Rest Is Enter

Sun, 26 Jul 2026 15:45:00 GMT http://relay.fm/analogue/251 http://relay.fm/analogue/251 Casey Liss and Myke Hurley There's a new Prime Minister and Casey needs to argue less. There's a new Prime Minister and Casey needs to argue less. clean 4248 There's a new Prime Minister and Casey needs to argue less. This episode of Analog(ue) is sponsored by: Fitbod: Get stronger, faster with a fitness plan that fits you. Get 25% off your membership. Incogni: Take your personal data back with Incogni! Use code ANALOGUE with this link and get 60% off an annual plan. Squarespace: Save 10% off your first purchase of a website or domain using code ANALOGUE. Links and Show Notes: Support Analog(ue) with a Relay Membership Submit Feedback Indigo xkcd: Duty CallsCasey, a week or two back. F1 in Belgium: Machine learning algorithms are ruining the sport Not endorsed by Casey nor Myke. The contrarian opinion about how the F1 regulations for this season are not good. What It's Like To Be... with Dan Heath Love Island USA – Season 8 – Callsheet Nugs The Bear season 5 Steve Jobs in Exile by Geoffrey Cain Ludwig Silo Chris Spargo on YouTube The Re

This sermon explores Galatians 4:4-7 and the theme of spiritual adoption, contrasting modern Western views of adoption with the practice in ancient Rome, where adoption gave a person's status, debts, and inheritance immediate and full legal standing. Drawing on this backdrop, along with references to Romans 8, John 17, and the parable of the prodigal son, the message argues that salvation is not just about forgiveness of sin but about being welcomed into God's family as true heirs alongside Christ. It opens with the story of Steve Jobs' adoption and eventual estrangement from his biological father, framing a contrast with a heavenly Father who actively pursues reconciliation.The core of the message identifies four marks of someone who truly grasps their adopted identity in Christ: living secure in God's love, trusting His provision instead of fear, enduring suffering well as part of spiritual formation, and showing compassion toward the poor and vulnerable. It closes by returning to the Jobs story as a point of contrast, then extends an invitation—drawn from Matthew 25:34—to come home to a Father who runs out to meet His children.Guest Speaker: Tim BrownScripture: Galatians 4:4-7

Get your hand-picked playbook here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.figuringout.co/pdf/fo-540Check out The Money Trap: https://amzn.in/d/0hTkmA3jGuest Suggestion Form: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://forms.gle/bnaeY3FpoFU9ZjA47⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Disclaimer: This video is intended solely for educational purposes and opinions shared by the guest are his personal views. We do not intent to defame or harm any person/ brand/ product/ country/ profession mentioned in the video. Our goal is to provide information to help audience make informed choices. The media used in this video are solely for informational purposes and belongs to their respective owners.(00:00) - Intro(02:31) - Masayoshi Son's Two Epic Crashes & Comebacks(06:28) - What Makes Masayoshi Son a True Visionary(09:26) - Steve Jobs, the ARM Holdings Deal & Betting on the Future(11:41) - Inside the $100 Billion Vision Fund & What Killed WeWork(15:36) - Adam Neumann: Salesman, Visionary, or Both?(18:20) - When to Suspend Analysis: Betting on Future Business Models(23:42) - Indians Building Startups in India vs. Silicon Valley(27:21) - India vs. the US vs. China: What It Takes to Build There(32:56) - Underfunded vs. Overfunded Startups(37:14) - Bhavish Aggarwal & the Art of Attracting Capital(39:42) - Masayoshi Son & Ritesh Agarwal's Special Bond(43:08) - What VCs Actually Look for in Founders(45:45) - Why Stubborn Founders Often Win(47:00) - The Most Inspiring Entrepreneur: Elon Musk(50:26) - Other Entrepreneurs Who Inspire Him(52:38) - Steve Jobs: The Leonardo da Vinci of Tech(53:57) - Why "Follow Your Passion" Is Terrible Advice(58:16) - The Money Trap: How Much Is Enough?(1:00:46) - Sleep, Health & Data-Driven Obsession(1:04:14) - The Next Billion-Dollar Opportunity: AI in Every Business(1:06:59) - Why He Finally Wrote His Book(1:14:05) - OutroIn today's episode, we sit down with T. V. Mohandas Pai, Co-founder and Chairman of Aarin Capital and Chairman of 3one4 Capital to discuss India's future, entrepreneurship, AI, governance, and what it really takes to build a successful career.Follow Alok Sama Here:LinkedIn: https://www.linkedin.com/in/aloksama/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠About Raj ShamaniRaj Shamani is an Entrepreneur at heart that explains his expertise in Business Content Creation & Public Speaking. He has delivered 200+ speeches in 26+ countries. Besides that, Raj is also an Angel Investor interested in crazy minds who are creating a sensation in the Fintech, FMCG, & passion economy space.To Know More,Follow Raj Shamani On ⤵︎Instagram @RajShamani ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/rajshamani/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter @RajShamani ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/rajshamani⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook @ShamaniRaj ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.facebook.com/shamaniraj⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn - Raj Shamani ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/in/rajshamani/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠About Figuring OutFiguring Out Podcast is a Candid Conversations University where Raj Shamani brings raw conversations with the Top 1% in India.

David R. Priest walked away from a $13 million, 90-unit deal — and roughly $200,000 out of his own pocket — after discovering the partner set to sign his loan was flagged on Fannie Mae's ineligible list. Three years later, he's General Partner on over 2,000 apartment units and has personally raised $10 million in private capital for multifamily syndications across Texas. In this episode, Logan sits down with David to unpack how that early collapse became the turning point that redirected him into capital raising, the "DEAL" method he uses to screen a deal in under ten minutes — looking at location, operator, and debt long before he ever looks at the numbers — and why he'd rather give investors a "smooth ride" than chase the highest possible return. David also breaks down the counterintuitive reason he treats a $50,000 investor with the same respect as a $500,000 one, and what he's watching for in the Texas multifamily market over the next year. Whether you're trying to raise your first dollar of capital or place your next investment, this is a masterclass in credibility, discipline, and playing the long game.Five key takeaways:Turn failure into fuel. David's first deal — a $13M, 90-unit acquisition he tried to run himself — fell apart when his loan-signing partner turned out to be flagged on Fannie Mae's checklist, costing him close to $200,000. That failure pushed him to pivot into capital raising, where he's since raised over $10 million.Borrow credibility from proven operators. New to the business with no track record, David built credibility by affiliating with experienced, top-tier operators — using the analogy that everyone remembers Steve Jobs, not Apple's number two or three — and by putting his own money into every deal he raises for.Screen deals with the "DEAL" method, numbers last. David evaluates location, the operator's track record, and the debt structure before ever touching the underwriting — letting him say "no" to most deals in under ten minutes and save deep analysis for the one or two that actually deserve it.Communication beats the biggest return. A 2.5x return on a poorly-run oil and gas deal still cost David his willingness to reinvest, because the communication was bad throughout. He argues investors want a "smooth ride" more than they want a rollercoaster with a great payout at the end.Every investor deserves equal respect. A consistent $50,000 check-writer can be more valuable than a one-time $500,000 investor — and in David's own experience, treating a $50K investor well led directly to a referral for his first $500,000 check.About Tim MaiTim Mai is a real estate investor, fund manager, mentor, and founder of HERO Mastermind for REI coaches.He has helped many real estate investors and coaches become millionaires. Tim continues to help busy professionals earn income and build wealth through passive investing.He is also a creative marketer and promoter with incredible knowledge and experience, which he freely shares. He has lifted himself from the aftermath of war, achieving technical expertise in computers, followed by investment success in real estate, management skills, and a lofty position among real estate educators and internet marketers.Tim is an industry leader who has acquired and exited well over $50 million worth of real estate and is currently an investor in over 2700 units of multifamily apartments.Connect with TimWebsite: Capital Raising PartyFacebook: Tim Mai | Capital Raising Nation Instagram: @timmaicomTwitter: @timmaiLinkedIn: Tim MaiYouTube: Tim Mai

Apple's secret 'Restricted Mode' is giving major corporate ick like Okay, wait because this is actually wild.

¿Será John Ternus el CEO que marcará una nueva era en Apple o simplemente un líder de transición? En este episodio analizamos su llegada al puesto de director ejecutivo y el enorme reto que supone suceder a Tim Cook. Repasamos la historia de los siete CEO que han dirigido Apple desde 1976 y el legado que cada uno dejó en la compañía. También exploramos el papel de Ternus en el desarrollo del Mac con Apple Silicon y su trayectoria dentro de Apple. Hablamos de los desafíos de la inteligencia artificial, la presión regulatoria y el futuro del iPhone. Analizamos el mercado del hardware y el impacto del aumento del coste de los componentes. Debatimos cuál podría ser la próxima gran categoría de producto que impulse el crecimiento de Apple. ¿Estamos ante un nuevo Steve Jobs, un nuevo Tim Cook o un CEO de transición? Todo ello acompañado de análisis, opinión y contexto histórico. ¡No olvides suscribirte y compartir tu opinión en los comentarios! #JohnTernus #Apple #CEO #TimCook #SteveJobs #AppleSilicon #AppleIntelligence #iPhone #WWDC #Tecnología ---------------------------------------------------------------------------------------------------- //Enlaces LOADING: Historias de la Tecnología https://podcasts.apple.com/es/podcast/loading-historias-de-la-tecnolog%C3%ADa/id6789452238 Web https://loadinghistorias.com/ Next Wave Today https://podcasts.apple.com/es/podcast/next-wave-today/id6788528611 Web https://nextwave.today/ ---------------------------------------------------------------------------------------------------- PARTICIPA EN DIRECTO Deja tu opinión en los comentario ---------------------------------- ¿TE GUSTÓ EL EPISODIO? ✨ Dale LIKE SUSCRÍBETE y activa la campanita para no perderte nada COMENTA COMPARTE con tus amigos Applelianos ---------------------------------- SÍGUENOS EN TODAS NUESTRAS PLATAFORMAS: YouTube: https://www.youtube.com/@Applelianos Telegram: https://t.me/+Jm8IE4n3xtI2Zjdk X (Twitter): https://x.com/ApplelianosPod Facebook: https://www.facebook.com/applelianos Apple Podcasts: https://apple.co/39QoPbO ----------------------------------

Soutenez-nous sur patreon.com/iweek ! Et rejoignez la communauté iWeek !Voici l'épisode 290 d'iWeek (la semaine Apple).Apple VS OpenAI : Jony Ive, intouchable ?Enregistré le mardi 21 juillet 2026 à 18h30 avec un stream et un chat disponibles exclusivement pour nos soutiens Patreon.Présentation

Marcus Aurelius Anderson sits down with Ed Hinman, Marine infantry officer veteran, public figure protection specialist, historian, and author of The Barbarian in You. Ed shares how his time at the Naval Academy, deployments across Iraq, Afghanistan, Pakistan, and Africa, and a pivotal reckoning with ego and identity led him to build a life around three core principles: vigor, wonder, and fellowship. Drawing on history, philosophy, and hard experience, Ed makes the case that living a full life is not about optimization — it's about reconnecting with the most primal, truest parts of yourself. The conversation weaves through the creative life, the craft of writing, the mentorship of Steven Pressfield, the wisdom of Montaigne, Emerson, and Marcus Aurelius, and the courage it takes to follow what resonates rather than what looks good on paper. Episode Highlights: 1:54 - Ed and Marcus discuss the mentorship of Steven Pressfield and the discipline required to show up for the creative life 29:44 - Ed introduces his three-part philosophy of vigor, wonder, and fellowship as a framework rooted in how pre-civilized humans actually lived 49:23 - Ed recounts his Marine Corps career, the ego-driven disappointment of deployments that went nowhere, and how psychosomatic pain forced him to ask what he actually wanted 58:58 - Ed and Marcus explore the idea of listening to intuition over empirical evidence, following resonance rather than a prescribed path, and why the barbarian in you is the truest version of yourself Ed Hinman served as an infantry officer in the United States Marine Corps, graduating from the Naval Academy and deploying five times across Iraq, Afghanistan, Pakistan, and Africa before earning a master's degree in history and building a career in public figure protection with Gavin de Becker's firm. He is the author of The Barbarian in You and the founder of the Barbarian in You blog, where he writes about history, strength, friendship, and the philosophy of living with vigor, wonder, and fellowship. Visit barbarianinyou.com to find Ed's book, blog, and writings. Follow him on Instagram at ed_hinman. Learn more about the gift of Adversity and my mission to help my fellow humans create a better world by heading to www.marcusaureliusanderson.com. There you can take action by joining my ANV inner circle to get exclusive content and information.See omnystudio.com/listener for privacy information.

How Shakespeare Helps You Age Better: The Missing Half of IntelligenceIn this Health Courage Collective Podcast episode 264, host Christina Hackett argues that aging “abnormally well” requires more than logic, data, and risk stratification: it requires story-based “primal intelligence,” a set of human abilities AI cannot replicate. Drawing on Angus Fletcher's book Primal Intelligence and examples of influential figures inspired by Shakespeare (including Steve Jobs, Maya Angelou, Abraham Lincoln, Darwin, and Tesla), she explains that modern education trains people to think like computers, which fails when life demands decisions with little or no data. Fletcher's four elements of primal intelligence are outlined: intuition (spotting exceptions and anomalies), imagination (leaping into uncertain futures), smart emotion (using feelings as feedback on your life narrative), and common sense (knowing when you do not know and detecting unknown unknowns). Hackett connects these skills to adapting plans amid chaos and creating healthier outcomes as we age.00:00 Big Questions00:33 Podcast Welcome01:21 Logic Versus Wisdom02:55 Shakespeare Changed Minds07:19 Clausewitz And Surprise09:28 Primal Intelligence Explained10:36 Why Story Beats AI14:50 Four Primal Powers15:31 Intuition Spotting Anomalies16:27 Imagination For Uncertainty17:25 Smart Emotion Dashboard18:23 Common Sense Unknown Unknowns19:59 Aging Better With Story21:23 Planning For Chaos24:12 Practical Takeaways And Close26:49 Outro And DisclaimerAre you ready to give your cells their best chance to not have to stop living before they die by allowing them access to physiologic levels of hormones, but aren't sure how to even get started?  Join the waitlist for my new beta program here and help me figure out how best to help wonderful women like you get the hormone care they deserve!Join the Waitlist HereCome visit me: www.healthcouragecollective.comemail me: healthcouragecollective@gmail.com

George Noory and author Ron Johnson discuss his experience working with Steve Jobs to create the Apple Store, the importance of making an appealing retail experience to satisfy your customers, and how new technology has changed how people interact with the world.See omnystudio.com/listener for privacy information.

You've been chasing the next thing. The next idea, the next strategy, the next opportunity that finally feels exciting enough to stick with. Here's the truth: the reason you're not rich yet isn't because you haven't found the right thing. It's because you keep quitting the last thing before it compounds. Most people don't fail because they pick wrong. They fail because they reset the clock every time Tuesday starts looking like Monday. They mistake boredom for a signal to move when boredom is actually the price of admission. The people who build real wealth aren't the ones who never get bored. They're the ones who don't let boredom make their decisions. In this episode, you'll learn: Why almost nobody gets rich doing something exciting and how sticking with something boring is the actual difficulty that separates winners from everyone else The Replit story: how Amjad spent eight years looking stupid, laid off half his company, and kept going until AI showed up and turned his business into a $9 billion company Why Steve Jobs spent years grinding on NeXT, a company that flopped by every measure, and how that failure became the foundation for Apple's comeback The BORED framework: Better information, Opportunity changed, Results changed, Exhausted, or Destination, and how to tell if you're making a smart pivot or just resetting your compounding clock Why you're not bored, you're finally becoming competent, and how confusing competence for boredom is the single biggest reason people quit right before they win ___________ (00:00:00) Introduction: The Boring Truth About Getting Rich Nobody Wants to Hear (00:00:36) The Compounding Clock: Why Tuesday Looking Like Monday Is Actually Winning (00:01:50) The Replit Story: Eight Years of Looking Stupid Before Becoming a Billionaire (00:03:08) Steve Jobs and Next: When Your Biggest Failure Becomes Your Foundation (00:04:39) Early Stage Is Guessing: Why Forecasts Don't Matter and Grit Does (00:05:15) The SpaceX Principle: Less Than 10 Percent Odds and Launching Anyway (00:06:13) You're Not Bored, You're Finally Becoming Competent (00:07:34) Cliff Asness and AQR: Surviving When Everyone Said Your Strategy Was Dead (00:08:46) The BORED Test: How to Know If You Should Pivot or Stay (00:09:12) Don't Let Boredom Make Your Decisions: Where All the Money Actually Is ___________ MORE FROM BIGDEAL

Welcome back to the Alt Goes Mainstream podcast.We were live from Berlin, which becomes the “capital of private capital” in June as the private equity's industry leaders make the annual pilgrimage to the city for one of the marquee private equity conferences, SuperReturn Berlin.Much of the SuperReturn conference is centered on fundraising. GPs take up every available space — from hotel rooms to Tiny Space cabins that line the parking spots on Budapester Strasse outside of the InterContinental conference venue — to conduct meetings with LPs.With Prosek Partners and former Bloomberg TV journalist Deirdre Bolton as my producer, along with her team, we took over a Tiny Space cabin to hold big conversations with some of the industry's leading alternative asset managers.Our first conversation was with Apax Co-CEOs Andrew Sillitoe and Mitch Truwit.Apax is one of the pioneers in the private equity industry. The firm's rich history dates back to the 1970s, when its founders, Alan Patricof (US), Sir Ronald Cohen (UK), and Maurice Tchénio (France), came together to establish the first US-UK partnership firm in private equity. During that time period, the firm backed Steve Jobs and the first iteration of Apple. The UK and US firms merged in 1981, laying the foundation for Apax.Today, Apax stands at over $80B in aggregate funds raised. The firm underwent its second leadership transition in 2014, when Andrew and Mitch were elected as Co-CEOs, succeeding Martin Halusa, who became Chairman.Apax sits in a unique position. They are a scaled platform that focuses on the middle market. They operate across three sectors, Tech, Services, and Digital / Consumer, infusing a digital DNA and value creation team into everything they do. Their platform spans “a mile wide and a mile deep,” which is what much of the conversation between Andrew, Mitch, and me unpacked.We had a fascinating discussion about the current state of private equity and the middle market, why Apax focuses on “density-driven business models,” why the firm focuses on carveouts in the middle market, what's underappreciated about the middle market, why it's important to “buy in the right neighborhood and fix it up,” and how the firm's core values of “having impact through insight and tenacity” drive every decision they make.BiosAndrew Sillitoe has been Co-CEO of Apax since 2014. He is Chairman of the Apax Global Investment Committee and the Digital Investment Committee, amongst others. He is also a member of the Apax Executive Committee. He has been based in London since joining the Firm in 1998, focusing on Tech & Telco investments.Andrew has been involved in a number of investments including Inmarsat, Intelsat, King, Orange Switzerland, TIVIT, TDC and Unilabs.Prior to joining Apax, Andrew was a consultant at LEK. Andrew holds an MA in Politics, Philosophy and Economics from the University of Oxford and an MBA from INSEAD.BoardsAndrew has previously served on the boards of Inmarsat, King, Intelsat, Orange Switzerland and TDC.Mitch Truwit is Co-CEO of Apax, based in New York.Prior to joining Apax in 2006, Mitch was the President and CEO of Orbitz Worldwide between 2005 and 2006 and was the Executive Vice President and Chief Operating Officer of priceline.com between 2001 and 2005.Mitch is a graduate of Vassar College where he received a BA in Political Science. He also holds an MBA from the Harvard Business School.BoardsMitch serves as a Board member of Openlane and Trade Me. Prior boards include Advantage Sales & Marketing, Assured Partners, Dealer.com, Bankrate, Garda World, Hub International, Trader Canada, Boats Group and Quality Distribution Inc.Mitch serves on the charitable boards of the Apax Foundation, the John McEnroe Tennis Project, Posse and StreetSquash.Thanks, Andrew and Mitch, for a fascinating conversation and for sharing your expertise, wisdom, and passion at the intersection of investing and operating in private equity.Show Notes00:00 Meet Apax co-CEOs, Andrew Sillitoe and Mitch Truwit00:26 Andrew's Origins at Apax00:47 Private Equity Then vs Now01:25 Apax Growth and Values01:45 Curiosity as a Differentiator02:04 Mitch's Operator Background02:56 Why Mitch Joined Apax03:40 Defining the Middle Market04:14 Why Sub-Billion EV Works04:59 Middle Market Talent Gap05:20 Carve Outs as a Strategy05:29 TRADER Corporation - Canada App Turnaround06:12 Scaled Platform Advantage07:14 Digital DNA and AI Wave07:50 Top Line Growth Lever08:36 Add-ons and TAM Expansion09:33 ECI Case Study Roll Up10:07 Integration Over Collection10:28 Exit Options in a Bigger PE World10:59 Building for Multiple Buyers11:45 Fund Size Discipline12:34 Choosing Returns Over AUM13:16 Understanding Firm DNA14:01 Global Micro Investing14:49 Making Global Pods Work15:50 Scale Specialization Flexibility17:08 Where to Invest Now19:23 Buying Complexity for Value20:15 Moats and Investment Committee22:13 Why Middle Market Excites Them23:19 Future of PE and AI at Scale24:50 Impact Insight Tenacity Culture25:54 Obligation to Dissent Story26:55 Aspirational Brand Analogy27:48 Wrap Up and Thanks

Disneyland's sold-out evening tickets, Walt Disney World dining trends, and a possible Space Mountain overhaul lead off this week's Disney Dish. Len and Jim also answer listener questions about Cars Road Trip and Victoria & Albert's before returning to the history of Imagineering's Living Character Initiative. In the main feature, Jim explains how Turtle Talk with Crush emerged amid the deteriorating relationship between Michael Eisner, Steve Jobs, and Pixar. NEWS • Why Disneyland's $59 evening tickets may owe their existence to Bluey and stroller traffic. • What the Coral Reef Restaurant's move to seasonal operations could reveal about Lightning Lane spending and declining demand for table-service dining. • How a major Space Mountain refurbishment could improve reliability, capacity, and Tomorrowland operations. • Universal Studios Florida moves up the closing date for Fast & Furious - Supercharged. • Could Universal retain The Simpsons, or might Back to the Future eventually replace Springfield? FEATURE • How Finding Nemo became Pixar's biggest hit despite Michael Eisner's doubts about the film. • Why Steve Jobs held Cars back as leverage during Disney and Pixar's contract negotiations. • How Disney's Circle 7 Animation plans further damaged its relationship with Pixar. • Why Eisner approved Turtle Talk with Crush without seeking Pixar's input, and how the experimental attraction outlasted Stitch's Great Escape. For this episode's full show notes, click here.HOSTS • Jim Hill - X/Twitter and Instagram: @JimHillMedia - jimhillmedia.com • Len Testa - Bluesky: @lentesta.bsky.social - Instagram: @len.testa - touringplans.com FOLLOW • Facebook: @JimHillMediaNews • YouTube: @jimhillmedia • TikTok: @jimhillmedia • Patreon: https://www.patreon.com/jimhillmedia/ SUPPORT Support the show and access bonus episodes and additional content at https://www.patreon.com/jimhillmedia. PRODUCTION CREDITS Edited by Dave Grey Produced by Eric Hersey - https://strongmindedagency.com SPONSOR Save on discounted Disney and Universal theme park tickets through UnlockedMagic.com. If you would like to sponsor a show on the Jim Hill Media Podcast Network, reach out today. https://www.jimhillmedia.com/sponsor/ Learn more about your ad choices. Visit megaphone.fm/adchoices

How to Recover from Entrepreneur Burnout and Reignite Your Creativity Are you trapped in a Groundhog Day loop where even your weekends feel like a compressed version of your work week? Most entrepreneurs and professionals struggle with burnout because they believe every hour must be optimized and every hobby must have a monetization strategy. In this episode of Join Up Dots, we explore why reigniting your creativity through unstructured play is actually the ultimate business strategy. Discover how fixing your personal life first creates a powerful knock-on effect for your professional success. Learn how icons like Steve Jobs, Richard Branson, and Albert Einstein used play for major breakthroughs, and walk away with a practical three-step action plan to clear mental fatigue, stop chasing constant productivity, and find joy without spending a fortune. Listen now to Join Up Dots, subscribe for more episodes, and share this episode with anyone looking to build a better business and a better life. #entrepreneurs #businessowners #freedom #wealth #productivity #lifestyledesign #mindset #personalgrowth #burnoutrecovery #worklifebalance #solopreneurs #simplicity #minimalism #joinupdots #businessstrategy #entrepreneurship #mentalhealth #creativity

Disneyland's sold-out evening tickets, Walt Disney World dining trends, and a possible Space Mountain overhaul lead off this week's Disney Dish. Len and Jim also answer listener questions about Cars Road Trip and Victoria & Albert's before returning to the history of Imagineering's Living Character Initiative. In the main feature, Jim explains how Turtle Talk with Crush emerged amid the deteriorating relationship between Michael Eisner, Steve Jobs, and Pixar. NEWS • Why Disneyland's $59 evening tickets may owe their existence to Bluey and stroller traffic. • What the Coral Reef Restaurant's move to seasonal operations could reveal about Lightning Lane spending and declining demand for table-service dining. • How a major Space Mountain refurbishment could improve reliability, capacity, and Tomorrowland operations. • Universal Studios Florida moves up the closing date for Fast & Furious - Supercharged. • Could Universal retain The Simpsons, or might Back to the Future eventually replace Springfield? FEATURE • How Finding Nemo became Pixar's biggest hit despite Michael Eisner's doubts about the film. • Why Steve Jobs held Cars back as leverage during Disney and Pixar's contract negotiations. • How Disney's Circle 7 Animation plans further damaged its relationship with Pixar. • Why Eisner approved Turtle Talk with Crush without seeking Pixar's input, and how the experimental attraction outlasted Stitch's Great Escape. For this episode's full show notes, click here.HOSTS • Jim Hill - X/Twitter and Instagram: @JimHillMedia - jimhillmedia.com • Len Testa - Bluesky: @lentesta.bsky.social - Instagram: @len.testa - touringplans.com FOLLOW • Facebook: @JimHillMediaNews • YouTube: @jimhillmedia • TikTok: @jimhillmedia • Patreon: https://www.patreon.com/jimhillmedia/ SUPPORT Support the show and access bonus episodes and additional content at https://www.patreon.com/jimhillmedia. PRODUCTION CREDITS Edited by Dave Grey Produced by Eric Hersey - https://strongmindedagency.com SPONSOR Save on discounted Disney and Universal theme park tickets through UnlockedMagic.com. If you would like to sponsor a show on the Jim Hill Media Podcast Network, reach out today. https://www.jimhillmedia.com/sponsor/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Roberto and Jon are back for another relaxed unscripted conversation, beginning with Jon's ongoing battle with Nissan and the frustrations of modern customer service before moving onto some much happier news.Roberto shares the early success of his new Arsenal Women: Trailblazers podcast, which is rapidly approaching 500 downloads in its first month and already attracting listeners from across Europe, North America, South America, Africa, the Middle East, Asia and Australia. The pair also explain some of the behind-the-scenes changes coming to Tailoring Talk Magazine as they work towards a more consistent and recognisable format for the show. The conversation then turns into a deep dive on Apple's latest public beta. Roberto shares his first impressions of the new Siri, Apple Intelligence, on-device AI, image generation, natural language search, and why this feels like the first version of Siri that genuinely gets out of your way instead of creating more friction. Jon and Roberto also discuss whether Apple's AI could replace ChatGPT for everyday users, what still separates dedicated AI models from Apple's approach, and why the improvements feel more evolutionary than revolutionary. Elsewhere they discuss David Pogue's new book Apple: The First 50 Years, Steve Jobs, Apple's remarkable business story, the colourful iMac G3 era, and why understanding Apple's history is valuable whether you're interested in technology or simply fascinated by great companies. The second half of the episode wanders through James Bond, tailoring, watches, gaming, Half-Life 2, Robocop, Telltale Games, Billy Eilish's new concert film, Apple Vision Pro, Netflix recommendations, and Roberto's ambitious new series exploring the costume and wardrobe of every official James Bond film, before finishing with an increasingly ridiculous discussion about making their own ultra-low-budget Bond film starring Roberto, Jon and Alex.It's another classic Tailoring Talk conversation covering technology, AI, Apple, gaming, business, James Bond, menswear, filmmaking, books and the creative projects currently keeping Roberto and Jon busy.Timestamps00:00 - Jon's Nissan saga and the importance of good customer serviccandidse03:00 - Arsenal Women: Trailblazers reaches nearly 500 downloads07:20 - Living with Apple's new Siri and iOS 27 public beta14:20 - Can Apple's AI replace ChatGPT for everyday users?25:30 - Apple: The First 50 Years and the business lessons from Apple's history34:00 - James Bond, tailoring and Roberto's new Bond wardrobe series42:40 - Gaming, Billy Eilish, Apple Vision Pro and making our own Bond film Hosted on Acast. See acast.com/privacy for more information.

It's YOUR time to #EdUp with Dr. Monique Reeves, Executive Vice Chancellor for the Future, Austin Community College DistrictIn this episode, sponsored by EdUp Leadership, & the 2026 AcOps Conference July 29-31 by CoursedogYOUR cohost is Bridget Moran , Director of Content Marketing, CoursedogYOUR host is Dr. Jodi BlincoIf 74% of transformational change fails, what are the 26% doing differently?What is a digital twin, & how does it turn a 45 minute student alert into 1 click?Why is leading innovation about cultivating the soil, not being Steve Jobs?Thank 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!P.S. Want access to the only intelligence platform built exclusively from presidential conversations in higher ed? Well, we have an app for that!Join EdUp Leadership!

In this episode of The Autistic Culture Podcast, hosts Dr. Angela Kingdon and Matt Lowry, LPP explore how Steve Jobs' Autistic traits shaped Apple's revolutionary success.

While Jennifer is on a much needed vacay, I'm posting one of our earliest conversations. This was one of the earlier times when we met in her office - it was posted early on - perhaps as our second podcast. (but before subtitles existed). As noted, Steve Jobs was someone that a friend of mine worked for and during her hypnotherapy session, he showed up to weigh in.  (I didn't see him, but she did - and being a scientist, atheist, she was reluctant to say that anything she was seeing was real - but after 5 hours of her hesitations, Scott De Tamble (lightbetweenlives.com - hypnotherapist) asked her guide "so why bring her here if you don't want her to believe she's seeing things?"  After that comment, everything kind of flooded in, including a conversation with Steve Jobs. He did show up early on when Jennifer and I first started doing this work, and eventually a member of his family has worked with Jennifer, and allowed her to mention that. The idea that Jesus showed up is mind bending as well, this is one of the earliest times that occurred. I try to ask the same questions to him to see if they change.  As noted in the book THE GREATEST STORY NEVER TOLD AS TOLD BY JESUS AND THOSE WHO KNEW HIM - they don't change. In this case, the book "AI AND THE FLIPSIDE: Artificial Intelligence Pictures Itself in a boat on a river" - also has a visitation from Jesus - but via Claude AI! (In the chapter Claude has a "coming to Jesus moment.") Finally, Amelia shows up  - again an early conversation with her, long before I was able to finish my book SHE WAS NEVER LOST: The Amelia Earhart Saga. The reason I like to revisit some of these conversations is to show how the questions don't change - and the answers don't seem to change over time.  Whether it's via hypnotherapy, meditation, guided meditation or in this case mediumship. Again, Jennifer works with members of law enforcement daily in her work. Pro bono. I'm lucky to have found her. We'll catch you next week on the flipside!

Most people still think of Steve Jobs' time at NeXT as a lost decade — an expensive detour between the original Apple story and the triumphant return. In this episode of DisrupTV, hosts R Ray Wang and Esteban Kolsky sit down with two guests who know that chapter better than almost anyone to make a very different argument: the NeXT years were the crucible that forged the Steve Jobs who came back and saved Apple, and the source of technology that still runs the devices in your pocket today. Geoffrey Cain, whose previous books include Samsung Rising and Perfect Police State, digs into newly uncovered archives to tell the real story of the NeXT years: the emotional devastation of being fired from the company he built, the audacious 3M computer vision, the perfectionism that made the NeXT Cube a commercial disaster, the partnerships with IBM and others that nearly changed the course of tech history, and the software — NeXTSTEP and WebObjects — that quietly became the foundation of everything Apple builds today. Dan'l Lewin was there. He joined NeXT as a co-founder after running major parts of Apple's business, watched the partnerships collapse in real time, and eventually resigned because he didn't believe Jobs was ready to change. He draws a sharp distinction between a boss — who controls everything and demands compliance — and a leader — who works in the open and empowers others — and describes the precise moment after Jobs' return to Apple when he knew the transformation had finally happened. He also makes the case for NeXT's edge-computing philosophy as one of the most prescient and enduring ideas in the history of Silicon Valley. Together, they trace the arc from angry founder to humbled visionary, from hardware failure to software breakthrough, and from a company that nearly went bankrupt to the acquisition that produced the greatest business turnaround in tech history.

Welcome back to The Main Thing Podcast! The Teachers We Never Chose Sometimes our greatest teachers don't stand at the front of a classroom. They arrive disguised as hardship, disappointment, illness, financial pressure, failure or seasons we never would have chosen. When fellow podcaster Rick Barron accepted my invitation to join me on The Main Thing, I expected to hear great stories from his remarkable 42-year career in Silicon Valley. What I didn't expect was to come away thinking about failure, gratitude, resilience and the unexpected teachers that shape a life. Rick's journey takes us from a military hospital during the Vietnam War to Apple's original Macintosh launch, through a frightening battle with melanoma that nearly cost him his left arm, and into a retirement filled with curiosity, mentoring and meaningful conversations. It's an episode that reminds us wisdom is rarely learned in comfort.   Episode Summary Rick Barron has lived several remarkable chapters. He served our country during the Vietnam era. He helped manufacture the original Apple Macintosh. He spent 42 years working for technology leaders including Apple, Hewlett-Packard, Sun Microsystems, Motorola, Symantec and Intel. Today, he is a fellow podcaster whose curiosity and love of storytelling continue to give his retirement fresh purpose. Yet this conversation isn't ultimately about technology or career success. It's about what life teaches us. Rick shares unforgettable stories of watching Steve Jobs unveil Apple's legendary "1984" commercial, receiving a melanoma diagnosis that threatened his arm, facing financial uncertainty with only $53 left in his checking account and encouraging a young intern named Amy Wong toward the career she dreamed of pursuing.   Resources to Explore

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After being pushed out of Apple, Steve Jobs built NeXT and nearly destroyed it. This episode explores how those years of failure taught him discipline, compromise, and leadership, preparing him for his historic return to Apple. 00:00 Steve Jobs on Strengths & Weaknesses 03:11 Founding NeXT 12:14 Building the NeXT Team and Culture 20:58 The Cube: Launch and Failure 22:58 Government Deals and Missed Opportunities 25:56 Steve's Personal Life and Marriage 28:20 NeXT's Near-Bankruptcy and Turnaround 34:22 Becoming a Software Company 38:55 Apple Buys NeXT 43:43 Lessons on Leadership and Trade-offs ----- Source:⁠ Steve Jobs in Exile: The Untold Story of NeXT and the Remaking of an American Visionary by Geoffrey Cain ----- Sponsors:⁠ The Classical Society⁠⁠ David Senra Podcast⁠⁠ Zodl (The new Zashi wallet)⁠⁠ Speechify ----- Learn more about your ad choices. Visit megaphone.fm/adchoices

You've been staring at AI like it's a magic trick you'll never understand. You've watched everyone else claim they're 10x more productive while you're still Googling how to write a better prompt. Here's the truth: AI isn't going to replace you because it's smarter. It's going to replace you because someone else learned how to use it and you didn't. Geoff Woods is the author of The AI Driven Leader and has spent years teaching normal people how to use AI to solve real problems, not just write better emails. He's worked with venture backed companies, public corporations, and CEOs racing toward exits, and in this episode, he's breaking down the exact framework that turns AI from a glorified search engine into a strategic thought partner that makes you think better, work faster, and solve problems you didn't even know you had. In this episode, you'll learn: The CRIT framework: Context, Role, Interview, Task, and why this four step process is the difference between AI slop and superhuman output Why asking AI questions is the worst way to use it and how making AI interview you instead unlocks insights you'd never think to share The 80/20 rule of AI: why most people waste time automating tasks that don't matter and how to identify the 20% that drives 80% of your results Why cognitive decline is the greatest risk with AI that nobody's talking about and how to use it in a way that makes your brain stronger, not weaker The AI board: how to build custom personas of Steve Jobs, Warren Buffett, and your future self to advise you every single day Stop treating AI like a shortcut. Start treating it like a thought partner. The people who master this won't just work faster. They'll think differently. Thanks to SoFi for sponsoring this episode! Looking for funding to help grow your business? Get started at SoFi.com/Codie. #SoFiPartner #ad ___________ (00:00:00) Introduction: AI as a Thought Partner, Not Just an Assistant (00:01:14) The 300 Million Dollar Board Meeting: How AI Transformed a Hostile Relationship (00:06:30) The CRIT Framework: Context, Role, Interview, Task (00:11:20) The Saving Face Consortium: How AI Saved a Manufacturing Company from Bankruptcy (00:15:38) The Three Skills You Must Master to Harness AI Without Being Replaced (00:18:14) Speech to Text and Advanced AI Hacks: Playing AI Against Itself (00:22:29) The Sticky Note Trigger: How to Actually Change Your Behavior with AI (00:25:07) Agentic AI: The 18th Domino You Should Not Start With (00:29:05) The 80-20 Framework: Identifying What Actually Matters in Your Business (00:31:49) The Death of Entry-Level Work and What Skills Will Survive AI (00:34:34) Daycare Employees Versus Department Chairs: Own Your Job or Lose It (00:37:14) The AI Leadership Culture: Training People to Prioritize Without You (00:41:21) The Steve Jobs Manifesto: Using AI for World-Class Creative Output (00:43:28) Creating Your AI Writing Persona: The 20 to 50 Email Upload Method (00:47:13) Building Your AI Board: Steve Jobs, Warren Buffett, and Your Future Self (00:51:10) The Greatest Risk Nobody Talks About: Cognitive Decline and Mental Atrophy (01:00:49) Voice of Customer Agents and Real-Time Sales Coaching That Actually Works (01:03:37) The 30-Day CRIT Challenge: One Thing to Do Right Now to Transform Your Life ___________ MORE FROM BIGDEAL

Dr. Alan Castel, PhD, is a professor of psychology at the University of California, Los Angeles (UCLA) and one of the world's foremost experts on human memory and cognitive aging. We discuss what science actually tells us about how to improve our learning ability and memory at any age. We also discuss how memory works, why all planning and imagination about the future is based on the past, false memories, and how to leverage curiosity, emotion, and self-testing retrieval practice to stamp in memories for the long term. We discuss what "superagers"—people who actually improve their cognitive capacity with age—do differently than everyone else. This episode is for anyone interested in the science of memory and tools to maintain and improve your memory across the lifespan. Thank you to our sponsors AG1: https://drinkag1.com/huberman Wealthfront*: https://wealthfront.com/huberman Helix Sleep: https://helixsleep.com/huberman Function: https://functionhealth.com/huberman Lingo: https://hellolingo.com/huberman Timestamps (00:00:00) Dr. Alan Castel (00:02:41) What Is Memory?, Reconstruction & Metacognition (00:04:49) Mnemonics, Remembering Names & Deeper Learning (00:08:22) The Penny & Apple Logo, Noticing vs Seeing, Learning Through Mistakes (00:10:43) Sponsors: Wealthfront & Helix (00:14:05) Neuroplasticity, Frustration, Curiosity & Mindset (00:17:42) Maintaining vs Learning New Things, Habits, Novelty & Emotional Memory (00:24:28) "Mental Photographs," Photo-Taking & Imagining the Future (00:29:28) Eyewitness Memory, the Ronald Cotton Case, Confidence vs Accuracy (00:35:07) Medium-Term & Prospective Memory, Hotel Fire Exits (00:40:28) Sponsor: AG1 (00:41:47) When Habits Turn Lethal, Aviation & Human Error (00:49:01) Why Memory Changes With Age; Alzheimer's & the Nun Study (00:52:34) Exercise & Hippocampal Volume, Falls & Balance (00:57:14) SuperAgers & Athletes; Regret, Balance & Being Driven (01:12:08) Sponsor: Function (01:13:45) Age Stereotypes, Subjective Age & Positive Age Beliefs (01:20:02) Goals & Plans, Scams; Anterior Midcingulate Cortex & SuperAgers (01:26:23) Culture, Resilience, Blue Zones & COVID (01:29:18) Adversity, the Positivity Effect & Intergenerational Learning (01:36:31) Sponsor: Lingo (01:38:00) Limitations & Purpose; Time, Family & Connection (01:44:58) Deliberately Building Memories; the ABCs of Successful Aging (01:51:02) Following Your Interests; Castel's Path & Older Adults (01:57:16) Mental Simulations, Curiosity Studies & Selectivity (02:01:19) Socioemotional Selectivity Theory; Steve Jobs & Lifespan (02:07:10) The Secret to Successful Aging; State vs Trait Curiosity (02:11:04) Scams & AI Voice Cloning (02:14:31) John Wooden, Wisdom, Love & Balance (02:17:41) Learning Through Mistakes; Does the Brain Get Better With Age? (02:25:00) Conclusion, Better With Age (02:26:00) Zero-Cost Support, YouTube, Spotify & Apple Follow, Reviews & Feedback, Sponsors, Protocols Book, Social Media, Neural Network Newsletter Disclaimer & Disclosures *This experience may not be representative of other Wealthfront clients, and there is no guarantee of future performance or success. Experiences will vary. Andrew Huberman receives cash compensation from Wealthfront Brokerage for paid testimonials in his podcast, creating a conflict of interest. The Cash Account, which is not a deposit account, is offered by Wealthfront Brokerage LLC, member FINRA/SIPC. Wealthfront Brokerage is not a bank. The base APY is 3.30% on cash deposits as of January 30, 2026, is representative, subject to change, and requires no minimum. If eligible for the overall boosted rate of 4.05% offered in connection with this promo, your boosted rate is also subject to change if the base rate decreases during the 3 month promo period. Additional terms and conditions apply, which can be found on Wealthfront.com/Huberman. Funds in the Cash Account are swept to program banks, where it earns the variable APY. Same-day withdrawal or instant payment transfers may be limited by destination institutions, daily transaction caps, and by participating entities such as Wells Fargo, the RTP® Network, and FedNow® Service. New Cash Account deposits are subject to a 2-4 day holding period before becoming available for transfer. Investment advisory services are provided by Wealthfront Advisers LLC, an SEC-registered investment adviser. Securities investments: not bank deposits, bank-guaranteed or FDIC-insured, and may lose value. Learn more about your ad choices. Visit megaphone.fm/adchoices

Many entrepreneurs feel overwhelmed by today's noisy, polarized media landscape, and unsure how to stand out without becoming controversial or “salesy.” Our guest, Bryan Mattimore, innovation expert and author of Trump's Playbook: His 50 Brand and Influence Strategies and How to Use Them Ethically, has helped companies generate over $3 billion in new revenue by turning bold influence tactics into practical, ethical branding strategies. In this episode of Marketer of the Day, Bryan unpack what makes figures like Donald Trump, Taylor Swift, Steve Jobs, Winston Churchill, and Muhammad Ali so unforgettable from a marketing perspective. Bryan explains how Trump's rise is a masterclass in branding, attention, and message simplicity, and how business owners can apply those same principles without the divisiveness. You'll hear how concepts like binary messaging, narrative shortcuts, symbols, memes, and manufactured villains work psychologically, and how they translate into powerful, memorable brand positioning. Bryan also dives into the idea of the attention economy, why simple, repeatable messages win over complex explanations, and how letting your audience “fill in the blanks” can make your brand feel more personally relevant. From “Make America Great Again” to “Just Do It,” he breaks down why the best slogans and stories stick, and how small businesses can create their own clear, consistent, and emotionally charged messaging that cuts through the clutter. In the second half, the conversation shifts to ideation and AI as a practical toolkit for entrepreneurs. Bryan reveals how he used his 50 influence principles with AI to generate hundreds of strategic ideas for brands and institutions like Harvard, NPR, Disney, Planned Parenthood, and Oreo, and how you can do the same for your business, nonprofit, or career. Instead of using AI just to “polish emails,” he shows you how to use it as a brainstorming partner to spark new campaigns, positioning angles, and growth strategies, even when you feel stuck or resource-constrained. https://youtu.be/RSOO3-lOuJ0?si=u7aN_zQXFqC6n9g- If you've ever felt frustrated that your brand isn't getting noticed, or you're uncomfortable with the way some high-profile figures gain attention, this episode offers a blueprint for ethical influence. You'll walk away with a new understanding of how bold ideas, clear messages, and AI-powered ideation can help you differentiate your brand, attract the right audience, and generate fresh opportunities, without compromising your values. Quotes: “From a marketing standpoint, you've got to start by building the brand; otherwise nobody's ever heard of you, nobody knows who you are and what you stand for.” “Trump has taken narrative shortcuts; five or six word phrases where the entire story is implicit. He doesn't even have to tell the story; you kind of get it.” “We live in an attention economy: the more information we get as consumers, the more important it is to stand out and gain attention, and attention now is the power.“ Contact Details: Get Started with Growth Engine Today Follow Bryan Mattimore on Facebook and Unlock your Team's Creative Potential Connect with Bryan Mattimore on LinkedIn Join Bryan Mattimore on X Grab a Copy of Trump's Playbook on Amazon

Ben and Tom discuss President Trump looking "very strongly" at Australia's mandatory 12% employer-contribution retirement model as a potential answer to the US entitlement problem, and Apple filing a "thermonuclear" lawsuit alleging that OpenAI systematically poached talent and stole trade secrets in one of Tim Cook's last major moves as CEO — echoing Steve Jobs' 2010 declaration of war against Google over Android.Join our live YouTube stream Monday through Friday at 8:30 AM EST:http://www.youtube.com/@TheMorningMarketBriefingPlease see disclosures:https://www.narwhal.com/disclosure

Welcome to This Week in Autistic Culture!This week marks the beginning of a new chapter for the Autistic Culture Podcast Network as our weekly roundup evolves into a Sunday magazine podcast and newsletter that explores the stories, conversations, and ideas shaping Autistic culture.This week we're discussing the FIFA World Cup, Taylor Swift, SZA's autism diagnosis, the latest developments in autism research, and, of course, bringing you another fantastic week of podcasts from across the network.

In 2001, with Apple struggling and its stock tanking, Steve Jobs told his board and executive team they were opening retail stores. Every person in the room thought he was crazy. In this episode of DarrenDaily On-Demand, Darren Hardy uses that lonely decision to expose what really separates a visionary founder from a great CEO. Drawing on Michael Porter, Best Buy's Hubert Joly, and Tim Cook's own definition of the role, Darren breaks down the four jobs of a CEO, strategy, leadership team, culture, and capital allocation, and reveals the one most entrepreneurs are weakest at. Get more personal mentoring from Darren each day. Go to DarrenDaily at http://darrendaily.com/join to learn more.

We sit down with Mickey Drexler — the retail legend who built the modern American wardrobe. Over an 18-year run he grew Gap from $400 million to $14 billion in sales, founded Old Navy and turned it into the fastest brand ever to hit $1 billion, personally bought the Madewell name for $125,000, and later ran J.Crew. Steve Jobs put him on Apple's board, where he helped design the Apple Store — and then called him the night before Gap fired him with one day's notice. Today he's chairman of Alex Mill, the brand founded by his son.Mickey opens up about his cameo on Breaking Bad, why Jackie Kennedy was his muse at Ann Taylor, the Paris moment that gave Old Navy its name, why Gap Kids was a mistake, the loudspeaker he installed at J.Crew headquarters, and why he thinks AI will never replace human taste. He also explains the one thing he says he'll never stop doing — and the rule he lives by that made khakis cooler than jeans. Plus: his pick for the best fashion brand he never worked for, and the advice he'd give anyone going into business with family.CHAPTERS:0:00 - Intro: Mickey Drexler on Building Gap, Old Navy & J.Crew1:38 - Mickey Drexler's Breaking Bad Cameo, Explained4:47 - Mickey Drexler, Ralph Lauren & Calvin Klein: The Bronx Fashion Story11:51 - Mickey Drexler at Ann Taylor & His Jackie Kennedy Muse14:09 - How Mickey Drexler Turned Gap From $400M Into $14B23:33 - Why Mickey Drexler Says Gap Kids Was a Mistake25:41 - How Old Navy Got Its Name & Took On Target37:45 - How Mickey Drexler Bought Madewell's Name for $125,00041:29 - Mickey Drexler & Steve Jobs: Designing the Apple Store48:05 - How Steve Jobs Warned Mickey Drexler He'd Be Fired From Gap49:27 - Mickey Drexler on Running J.Crew & Being a Micromanager54:45 - Old Navy's American Flag T-Shirt & the Business of American Style58:42 - Mickey Drexler on Why Fashion, Food & Fitness Live on Fads1:04:08 - Mickey Drexler: Why AI Can't Replace Human Taste1:06:19 - Mickey Drexler on Alex Mill & Working With His Son1:07:29 - Rapid Fire: TJ Maxx, Best Business Book & Timeless Style1:10:52 - Mickey Drexler's Takeaway on American Fashion Hosted on Acast. See acast.com/privacy for more information.