Podcasts about HQ

Friends Andrew & Robin certainly got under the Hunters skin, and as much as we're team hunter - we need to say sorry to HQ, but part of their antics were down to us and this Podcast! Yes, Before becoming fugitives, Frampo [Andrew] spent countless hours listening to this podcast for tips! Now he's come full circle and joins us from his tractor, whilst Rob's in his kitchen to tell us all about their time on the run!Sit back and enjoy numerous funny stories, some BTS gossip and much more in-between.DISCLAIMER - The views expressed in this podcast are those of the individuals. This is a fan made podcast and has no direct connect to the shows producers or the broadcaster. They'll be spoilers for the show too - so make sure you've watched it!Follow us for more on socials @huntedpod Hosted on Acast. See acast.com/privacy for more information.

Welcome to Episode 146 of Nintendo Therapy!This week we're diving into a stacked lineup of Nintendo news, trailers, and wild speculation. Kevin, Harrison, and Shawn are all here with breakdowns, theories, and way too many opinions from our double-wide trailer HQ.• Mario Galaxy Movie Trailer — Safe first trailer? Yoshi sidelined?? Baby Bowser called YEARS ago???• Metroid Prime 4: Beyond (7-min Trailer) — Hub world confirmed, classic biome vibes, psychic glove hype, “ability to jump” memes, and worries about Federation Troops.• Kirby Air Riders + MP4 Overview Trailers — More info than we expected, Amiibo talk, Switch 1 vs Switch 2 confusion.• Pokémon Pokopia — Cozy life-sim energy, new variants, “you are the Ditto” gameplay, Kanto vibes, big questions about depth, and… $70 AGAIN.• Steam Machine (“GabeCube”) — Why it might shake up console pricing, why Xbox should worry, and what it means for Nintendo.• WinBack (N64) Spotlight — The cover-based shooter that quietly influenced everything.• Why Mario Galaxy's trailer raised MORE questions about Movie #3.• Why Kevin doesn't understand Rosalina's massive fanbase (sorry).• The dream Wario-led “Koopa Kid Suicide Squad” movie that Nintendo will never make.• Whether Prime 4 can keep the series' isolation vibes.• Pokopia might be the future of cozy Pokémon… or a big question mark.• Harrison's Steam Machine breakdown and how it pressures Nintendo's pricing.• WinBack's secret influence on third-person shooters.Nintendo Therapy is part of the Sidepanel Network.Check out Harrison's new episode on Harrison Talks Pod — more content from the network coming soon!What's a game you didn't love, but you're glad you played because it changed how you look at other games?Drop your answers in the comments!⭐ Topics This Episode

Take a trip down to the canals, as we are back for Hunted UK's eighth series! Over these eight weeks, three people who disappear in a puff of vape smoke - Michael, Anthony & Michelle return to recap the hunt for fourteen new fugitives who are spread out all over the UK in a quest to escape capture and win a share of £100,000 - continuing with the fifth episode and capture of Saffron & Dionne. In this episode - Michelle explains why she wouldn't go on the run with her daughters, Anthony has another connection to this series, Michael explains why there couldn't be an eighth team of ground hunters, we question if Shaq was actually smug, Michelle's husband might be an unwitting accomplice, Michael dates the episode, there's an answer to a question from a few weeks ago, we finally find the new Dr Donna (and a sound clip), the weather saps the suspense from the episode, a new Hunter joins HQ, Doug gets the day off, Dionne & Saffron get eulogised, we issue a pre-emptive correction, All-Star Hunted gets cast, Darren fails to consider trying to beat the Hunters, Anthony has a problem with the next time trailer and two of us try and predict who's getting caught next. Thank you for listening to this episode - we will see you next week for Episode 6! This episode is supported by our friends over at Zencastr. Create your podcast today! Social Media: Facebook Twitter Instagram YouTube Bluesky Threads Patreon  

Deliver the win, then ring the bell. Make small mistakes fast; make big learnings faster. Think global, act local — but don't go native. Do the nemawashi before the meeting, not during it. Your salary is earned in the stores: go to the gemba. A 28-year Domino's veteran, Martin Steenks began at 16 as a delivery expert in the Netherlands. He rose to store manager, multi-unit supervisor, then franchisee, building his operation to eight stores by 2019. After selling his stores, he became Head of Operations for Domino's Netherlands, then CEO of Domino's Taiwan in 2021, and subsequently CEO of Domino's Japan. Previously he was Chief Orchestrator in Japan, focusing on operational excellence, culture, and scalable execution in one of Domino's most exacting service markets. He is known for hands-on store work, cross-training, "Friday F-Up" learning rituals, the Grow & Prosper bell for micro-wins, and quarterly "Go Gemba" days that connect HQ functions with frontline realities.  Martin Steenks' leadership arc runs from a three-minute job interview at 16 to orchestrating Domino's Japan — one of the brand's most demanding markets for service quality. The connective tissue is execution discipline: he has run stores, supervised regions, built and exited an eight-store franchise, owned national operations, and led two country P&Ls. That breadth gives him pragmatic empathy for franchisees and HQ alike, which he leverages to align incentives, simplify operations, and insist that every back-office salary is ultimately "earned in the stores." Japan sharpened his leadership. Coming from low-context, fast-moving Dutch and Australian business styles into high-context Japan, he learned that meetings signalling agreement can still stall without prior nemawashi — the groundwork with middle management and other stakeholders. He now invests in pre-alignment, translating intent into culturally legible action: fewer big-room debates, more quiet lobbying, more ringi-sho style consensus building for irreversible decisions, and a clear bias to test-and-learn for reversible ones. Rather than trying to "change the culture," he adjusted himself — becoming more patient while preserving speed by separating decision types and sequencing alignment before action. His operating system is human and tangible. He set a weekly rhythm of learning with a "Friday F-Up" session, where leaders share mistakes and what was learned — a radical move in a high uncertainty-avoidance culture. He celebrates micro-wins with the Grow & Prosper bell to make progress visible, sustaining morale during long transformations. He bridged HQ–store gaps with Go Gemba: each quarter, every function works a store shift; IT discovers why a workflow fails at the point of sale, marketing sees campaign friction at Friday night peak, finance hears cost-to-serve realities. He personally worked in stores four to five days a month, especially during crunch periods like Christmas, leading by example and rebuilding trust through competence. Marketing localisation is equally pragmatic. Deep discounting can signal poor quality to Japanese consumers; "customer appreciation weeks" preserve value perception while rewarding loyalty. Community building is pushed to the store level — managers engage local clubs and schools to turn footfall into fandom. Cross-training makes delivery experts confident product explainers at the door, restoring a human touch in a world where >90% of orders arrive online. Ultimately, Steenks' playbook blended cultural fluency with decision intelligence. He aligned stakeholders through nemawashi, codified learning rituals, chose language and campaigns that respected local signals, and keeps strategy tethered to the edge where pizzas are made, boxed, and delivered hot. The title "Chief Orchestrator" wasn't just whimsy; in a business of many specialists, he conducted tempo, harmony, and timing — the difference between noise and music.  What makes leadership in Japan unique? Japan's high service standards and high-context communication demand leaders who are both exacting and empathetic. Success depends on pre-work: nemawashi with middle managers, thoughtful ringi-sho style consensus for high-impact choices, and visible demonstrations of respect for the frontline. Uniforms (like Domino's iconic race jacket for store managers) and rituals create shared identity that motivates in a group-oriented culture. Why do global executives struggle? Low-context leaders often misread meeting "yeses" as commitment. Without groundwork, nothing moves. Impatience backfires in high uncertainty-avoidance environments; public criticism shuts people down. Leaders must separate reversible from irreversible decisions, secure alignment offline, and then move decisively. They should also avoid copy-pasting global marketing: in Japan, steep discounts can be read as "lower quality," eroding trust. Is Japan truly risk-averse? Japan is less risk-loving than many markets, but teams will take smart risks when safety and learning are explicit. Stanks normalises small, fast experiments, celebrates micro-wins, and protects people when bets misfire. This reframes risk as controlled uncertainty with upside — a shift from avoidance to improvement. What leadership style actually works? Lead from the front and the shop floor. Work stores every month. Tie HQ metrics to store impact. Use rituals — Friday F-Up, the Grow & Prosper bell — to institutionalise learning and momentum. Celebrate teams more than individuals, and praise privately when cultural norms warrant it. Think global, act local, but don't "go native": retain an outsider's clarity about pace and standards. How can technology help? Digital tools amplify decision intelligence when paired with gemba reality. Store-level dashboards, route optimisation, and digital twins of peak-hour operations can test scenarios before rollouts; telemetry from ovens, makelines, and delivery routes can reveal bottlenecks that nemawashi then resolves across functions. Tech should reduce operational complexity, not add it. Does language proficiency matter? Fluency helps, but intent matters more. Demonstrating effort — basic greetings, store-floor Japanese, and culturally aware email etiquette — earns trust. Tools that translate bidirectionally unlock participation, but leaders still need to read context and invest time with the middle layer. What's the ultimate leadership lesson? Do the cultural homework, orchestrate alignment before action, and keep your hands in the dough — literally. When people see you respect their craft, protect their learning, and tie strategy to execution, they'll go all-in. Timecoded Summary [00:00] Origin story: hired at 16 as a delivery expert in the Netherlands; stayed through school; first — and only — job interview; early leadership as store manager, then multi-unit supervisor. [05:20] Entrepreneurship chapter: buys a struggling store; builds to eight locations with his wife's support; sells in 2019 to become Head of Operations for the Netherlands, trading entrepreneurial freedom for strategic impact. [12:45] Asia leadership: becomes CEO Taiwan in 2021, then moves to Japan; discovers that despite common Domino's DNA, markets differ; Japan's service bar is the highest. [18:10] Cultural recalibration: early meetings show apparent agreement but slow follow-through; learns nemawashi and middle-layer alignment; patience becomes a leadership muscle; adopts "Chief Orchestrator" title to reflect cross-functional reality. [24:00] Store-first operating system: cross-training (makeline ↔ delivery ↔ service); >90% of orders online makes the delivery interaction critical; community outreach by store managers; hands-on leadership with 4–5 store days per month and peak-period shifts. [31:30] Learning rituals: Friday F-Up meeting reframes failure as fuel; Grow & Prosper bell celebrates micro-wins to sustain momentum; public recognition calibrated to cultural comfort; Domino's manager jacket signals identity and pride in Japan. [38:05] Marketing localisation: avoid pure discounting (quality signal risk); position as "customer appreciation"; test premium, limited campaigns; keep operations simple for peak. [43:20] Bridging HQ and field: quarterly Go Gemba embeds IT/Finance/HR/Marketing in stores; internal surveys (anonymous) surface issues; visible follow-through flips scepticism to trust. [49:40] Leadership philosophy: lead by example, protect experimenters, separate reversible vs irreversible decisions, and use decision intelligence (telemetry, digital twins) to derisk change while moving faster. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan. 

Canadian journalist Nora Loreto reads the latest headlines for Friday, November 14, 2025.TRNN has partnered with Loreto to syndicate and share her daily news digest with our audience. Tune in every morning to the TRNN podcast feed to hear the latest important news stories from Canada and worldwide.Find more headlines from Nora at Sandy & Nora Talk Politics podcast feed.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-real-news-podcast--2952221/support.Help us continue producing radically independent news and in-depth analysis by following us and becoming a monthly sustainer.Follow us on:Bluesky: @therealnews.comFacebook: The Real News NetworkTwitter: @TheRealNewsYouTube: @therealnewsInstagram: @therealnewsnetworkBecome a member and join the Supporters Club for The Real News Podcast today!

In today's Tech3 from Moneycontrol, we break down Swiggy's big HQ shift from Bellandur to Whitefield as Bengaluru's tech corridors quietly reorganise. We also unpack the government's newly notified DPDP rules and what the long compliance runway means for companies. Then, a look at Peak XV Partners' blockbuster outcomes from Groww and Pine Labs. And finally, why Donald Trump's sudden softening on H-1B visas may not change much for India's tech workforce.

This series, Business in Better Shape, was born from new research by Tech on Toast and Square, The Long-Term Case for Smarter Tech Investment.We spoke to more than 150 hospitality leaders across the UK, uncovering an industry stuck between ambition and hesitation. Most hospitality teams buy tech only when something's on fire - Square's research shows just 6% plan purchases, while 94% react. That insight inspired this series, real conversations with operators who are finding ways to move forward, to simplify, to modernise without losing what makes hospitality human.Download the research here;https://www.techontoast.community/researchIn our second episode, Rachel Masing, People Director, Pool House - from the minds behind Topgolf & Puttshack, lays out how to flip that script and design people-first systems before opening day and use tech to create space for human leadership.Episode HighlightsTech-infused experience: ball & cue tracking, digitized scoring, and player-levelling to make pool competitive and inclusive.People blueprint: values → behaviours → role profiles → always-on feedback loops; hire for skill and behaviour.Scale by design: choose tools that work cross-city/country, not just for site #1.Noise killers: clear comms rules + project visibility (e.g., Slack for HQ, ClickUp for projects) so work doesn't vanish into silos.Tech as strategy: not “keep the Wi-Fi up,” but a leader who scans the market and briefs teams on what to adopt next.AI where it helps: recruiting at scale and emerging AI-enabled coaching/L&D—augment humans, don't replace them.GM = business owner: elevate GMs to run people, finance, sales, and ops—then upskill them to coach on site.Ownership mindset: equity for core teams and day-one employee ownership to hard-wire culture and commitment.Big missing piece: a light, continuous performance conversation tool (voice notes, auto-pull shift/attendance/peer signals, simple scheduling).This series is powered by Square - helping hospitality operators put their business in better shape through connected commerce, payments, and restaurant technology.https://squareup.com/gb/en

MishiPay has scaled from processing $10 million to over $250 million in annual transactions by abandoning product purity for market pragmatism. What started as a mobile-first scan-and-go solution evolved into a comprehensive checkout platform spanning self-checkout kiosks, RFID systems, mobile POS, and traditional cash registers—now deployed across 2,000+ stores in North America, Europe, the Middle East, and Australia. In this episode of Category Visionaries, we sat down with Mustafa Khanwala, CEO and Founder of MishiPay, to dissect why the "inferior" product often wins in retail tech, how trust-building mechanics differ fundamentally across geographies, and what it actually takes to maintain startup agility at enterprise scale. Topics Discussed: The seven-year journey from consumer mobile app to B2B checkout infrastructure Why MishiPay nearly failed by over-indexing on superior UX instead of adoption curves The 2022 pivot that unlocked triple-digit revenue growth with flat headcount How checkout solution requirements vary by customer visit frequency (weekly grocery vs. annual travel retail) Trust-building in enterprise sales: face-to-face requirements in Middle Eastern markets vs. video-first Western sales cycles Delivering two-week go-live timelines and 10-minute UI changes while maintaining 99.9999% uptime AI integration strategy: internal efficiency first, then customer-facing analytics and autonomous POS management GTM Lessons For B2B Founders: Adoption friction kills better products: Mustafa spent years refusing to build self-checkout because scan-and-go was objectively superior UX. The company nearly died defending this position. "Should we have started on some of our other products in 2019 instead of 2022? Probably." The lesson isn't about building inferior products—it's about understanding that customers evaluate "better" through implementation risk, training overhead, and behavior change required. B2B founders must map the gap between current state and ideal state, then build the bridge products that de-risk each transition step, even if those bridges feel like compromises. Customer frequency determines viable solution complexity: Scan-and-go requires significant user education investment that only generates ROI with weekly-plus usage. In travel retail where 70-80% of customers visit 1-2x annually, that education cost never pays back. MishiPay now matches solution types to visit patterns: scan-and-go for high-frequency grocery, staff-assisted mobile POS for low-frequency travel retail, RFID self-checkout for mid-frequency fashion. B2B founders should calculate the learning curve payback period against actual usage frequency—if users won't encounter your product enough times to justify the learning investment, you need a different entry point regardless of how good the end-state experience is. Enterprise stability with startup agility is a wedge, not a platitude: Every vendor claims this. MishiPay operationalizes it through specific SLAs: two-week store go-lives, 10-minute button changes, two-day promotion additions, two-week payment method integration—all while maintaining 99.9999% uptime that enterprise POS demands. This isn't about "moving fast," it's about architecture decisions that enable rapid customization without stability trade-offs (mobile-first, cloud-native, API-driven). B2B founders should define their agility claims in measurable timelines and uptime guarantees, not adjectives. If you can't operationalize "flexibility" into specific hours or days for changes, it's not a differentiator. Geographic trust-building fundamentally differs in mechanism, not degree: Western enterprise sales: product merit → pilot → relationship building → expansion. Middle Eastern enterprise sales: relationship building → pilot opportunity → product merit demonstration → deal. The difference isn't relationship importance (both require it), but sequencing. Mustafa noted Middle Eastern business culture evolved from pearl diving where "their whole job was to be able to look at someone in the eyes and decide if that person was going to scam them." Face-to-face happens pre-deal in Middle East, post-deal in the West. B2B founders expanding globally must rebuild their sales motion sequencing by geography, not just translate materials or add local reps. Staff productivity scales by solving the manager's problem, not the user's pain: MishiPay's roadmap progression reveals a pattern: first solve for store staff (checkout experience), then assistant managers (store operations), then store managers (performance analytics), then HQ (multi-store optimization). Each layer up requires data aggregation from the layer below. The AI analytics launch targets store-level decisions (pricing, promotions, inventory) using transaction data from POS—this expands buyer persona from IT/Operations to Finance/Merchandising. B2B founders should map their product expansion as a vertical climb through the org chart, where each new buyer persona requires accumulated data from the previous user tier.   // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role.  Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM  

Pricon arrives at HQ ready for his new mision. But a revelation mean this could be there only chance to defeat the Archrons, and a full invasion of Prima Segma.A sci-fi book in audio format written and narrated by me Wayne.If you are enjoying this story then please check out my website.wayneblinko.comalso check out my youtube channel.Sci-fi FansSci-fi alien invasion audiobook

A YouTuber powers his entire home using batteries pulled from disposable vapes. It's an ingenious (if slightly dangerous) recycling project that shows how creative energy storage can get. Germany — the country that started the global solar revolution — actually has worse solar potential than Saskatchewan's darkest month! Still, by inspiring the boom that made solar cheap and widespread, Germany paved the way for countries like China to dominate solar manufacturing today. Join The Clean Energy Show on Patreon for free and get this month's bonus episode! Also this week: coal mines are heating homes in the UK, Nissan sells its HQ to stay afloat, Toyota delays its solid-state EV battery (again), and a giant Australian grid battery survives a major failure. The Lightning Round COP conference coverage vs. cruise ads, Spain nearly coal-free, edible road salt in Sweden, Texas breaks a November heat record, and Germany launches Europe's largest battery storage project. Contact Us cleanenergyshow@gmail.com or leave us an online voicemail: http://speakpipe.com/clean Support The Clean Energy Show Join the Clean Club on our Patreon Page to receive perks for supporting the podcast and our planet! Our PayPal Donate Page offers one-time or regular donations. Store Visit The Clean Energy Show Store for T-shirts, hats, and more!. Copyright 2025 Sneeze Media.    

Hey guys before you listen to this one, do realize this is part 4 on a series about General Kanji Ishiwara, so if you have not already done so I would recommend listening to Part 1-2-3.    This episode is General Kanji Ishiwara part 4: Ishiwara vs Hideki Tojo So I promised this would be the last one and it is, rest assured. Sheesh what started as a suggested episode turned into an entire series, but then again Ishiwara Kanji was quite a figure. I recently did a podcast with Cody from AlternateHistoryHub, and at the end of the podcast he poked at me for some alternate history ideas related to the Pacific War. My first thought was what if the Triple Intervention after the Russo-Japanese War never occurred, but then I thought….hell what if Ishiwara Kanji never existed or I dunno got hit by a car. Imagine how different things would have been if not for this one, I am just gonna say it, instigator haha. Now I think when one looks at this mans life, we attribute much of the story towards the Mukden Incident and the eventual full scale China war, but thats not where it ends of course. Ishiwara did a lot during the war and after, so to close it all up lets jump back into it.   Ishiwara is now a Major General , chief of the most powerful office on the general staff. He was fighting tooth and nail to limit operations in what was the new China War. A month before everything hit the fan he declared in front of the General staff “I shall never send a single soldier to China as long as I live”. But in mid-June of 1937 rumors emerged that the China garrison was planning another incident in the Beijing area, similar to Ishiwara's famous Mukden incident of September 1931. Two weeks later the Marco Polo Bridge incident occurred on July 7th. The Japanese army were divided on the issue. There was the expansionists who sought to smash China in a single blow and the non-expansionists who sought to settle everything between their nations before the conflict became too large. Ishiwara was on the side of the non-expansionists and from the earliest hours of the war he directed a losing fight to try and localize the conflict. Fight as he must to stop mobilization of further forces, he was forced to relent multiple times and to his horror the conflict grew and grew. Ishiwara's efforts or some would say meddling, ironically made things worse for the non-expansionists. Some of the expansionists would go on the record to state Ishiwara bungled the situation, years after the China incident, Colonel Shibayama would say with bitterness “The idea that Ishiawara Kanji opposed the expansion of the China incident is nonsense. If he really had opposed it he wouldn't have agreed to the mobilization. There were certainly other ways of solving the problem” Ishiwara was stuck between a rock and a hard place. While he wanted to stop the mobilization of more forces to China, the men at the front kept sending reports that Japanese citizens were underthreat in areas like Beijing, his wrists were turned as they say. Ishiwara did not cave in without a fight however, as I said in the last episode he turned to Prime Minister Konoe to strike a deal with Chiang Kai-shek, and Konoe nearly did, but at the last minute he canceled his flight to Nanking.   When the North China incident saw action spring up in Shanghai, it then became officially the China incident and Ishiwara attempted once more to push for a peace settlement in September. However by that point Ishiwara's influence had dropped considerably, few in the Operations division were still following his lead. Many of the expansionists began to bemoan Ishiwara as nothing more than a nuisance. Prince Sainji would go on the record telling Konoe “Ishiwara is like a candly in the wind ready to be snuffed out at any moment”. By late september Ishiwara was removed from the General staff by General Tada. The expansionists had won the day. There were other non-expansionists like Horiba Kazuo and Imai Takeo who carried on fighting the non-expansionist cause, but in january of 1938 Konoe decalred the Japanese government would not treat with Chiang Kai-shek. It was the nail in the coffin.   The war escalted, by 1938 24 divisions were tossed into China, in 1939 it would be 34 bogged down. The IJA was without mobilization divisions and less than half the ammunition necessary for the 15 divisions assigned to the borders with the USSR and that critical weakness became only to apparent with two border clashes in 1938 and 1939. To Ishiwara it was all too predicatable, he had continuously argued the folly of a China War. He lectured about how it was impossible to conquer China “China is like an earthworm. Cut it in two and it will still keep on wriggling”. Ishiwara believed China's territory and self-sufficiency built upon its masses would always make up for Japanese military might. Ishiwara unlike his colleagues believed Japan was not capable of dealing a knock out blow against China. He would criticize many for promoting the idea stating “those who excite the public by claims of victory, just because the army has captured some out of the way little area, do so only to coneal their own incompetence as they squander the nation's power in an unjustified war”.   In the fall of 1937 Ishiwara found himself back in mainland Asia with an appointed as the vice chief of staff of the Kwantung army. But he came back with a scarred reputation now, for his non-expansionist fight earned him a lot of scorn. All of his ideas of a political independent and racially equal Manchukuo in 1932 had all but disappeared. The Japanese military and civilians occupied all important positions in the puppet state. The Kwantung army authorities, particularly that of Hideki Tojo wgo was at the time a provost marshal in Manchuria had taken a stern line against any efforts to revive East Asian League or their ideals. So when Ishiwara arrived, he quickly realized his influence had deminished significantly. None the less he took up his old cause trying to work with the barely relavent Concordia association, but they were fighting against Tojo who received a promotion to chief of staff in Manchuria in March. Tojo was now Ishiwara's superior, it was a hopeless cause, but Ishiwara persisted.    Ishiwara began insisting the Kwantung army must step asie to allow for self-government to reing over Manchuria. He argued Japan's special holdings in Manchuria should be turned over to the Manchukuo government and that the Concordia association should act as a guiding source. He also pointed out how dangerous the USSR was too Manchuria and that Japan must increase its forces in the border areas of Manchuria. For all of this he recommended a solution would be a Asian union, that if Manchukuo flourished under racial equality and harmony, perhaps it would show the rest of China Sino-Japanese cooperation was possible and maybe China would join an East Asian league. Ishiwara would continously hammer the idea, that the solution to the China war was to create an effective east asian league. With China in the fold, they would have unrivaled airpower, a prime element in his preparation for the Final War. Not a single one of his arguments were given any consideration.   Ontop of his radical ideas, Ishiwara also advised reducing salaries for Japanese officials in Manchuria and was as you can imagine denounced quickly by his colleagues for this. Then Ishiwara found out Tojo was embezzling Kwantung army funds to the officers wives club, a pet project of Mrs Tojo. So Ishiwara went ahead by pointing out Tojo's corruption and added a large insult by suggesting Tojo had the mentality of a mere sergeant. In a public speech at the Concordia association infront of a mixed Japanese/manchurian audience he tore into many of his colleagues like General Hashimoto Toranosuke who was an honorary president of said association and Ishiwara said “he did nothing but sit around and draw a high salary, setting a disgraceful example to junior officers”. So yeah Ishiwara soon found himself very very isolated in the Kwantung army staff. Tojo received a promotion to vice minister of war in May of 1938, with the support of notable expansionist types. As for Ishiwara he had became quite a headache to his colleagues. Depressed and disgusted with the situation, Ishiwara decided to quit the army before he was tossed out. He first tried to apply at the war ministry to be placed on the reserve list but was told the matter required approval of the minister of war. At that time, it was actually his old buddy Itagaki Seishiro as minister of war. While the decision was being made, Ishiwara was authorized to return to Japan, but when he did the Kwantung army inisted he had departed without authorization to do so, basically arguing he just walked away from his desk one day.   Itagaki made no move to summon Ishiwara once he was back in Tokyo, but Tojo as vice minister got wind of the situation and was all too eager to pounce. It turned out Tojo had Kenpeitai waching Ishiwara and some of his closest colleagues for awhile and he chose this moment to haul Ishiwara up for military indiscipline. The case against Ishiwara was quite a controversy and in the end all Itagaki could do for his old friend was get him an command over the Maizuru fortress area on Japan's seacost of Kyoto prefecture. The day before the orders were posted, Tojo managed to toss one last punch at Ishiwara. He order his Kenpeitai friend, special service commander Colonel Otani Keijiro to carry out a lightning raid on the Tokyo offices of the Concordia Association which saw the arrests of some of Ishiwara's close colleagues.   1939-1941 marked a terrible time for Ishiwara's military career, but he did take the time to build more so upon his Final War theory, the national defense state, the Showa restoration and the East Asian league. Ishiwara's lackluster Maizuru assignment was a quite backwater, not demanding much attention. During his leisure time he came to the conclussion based on his analysis of military history with some fresh readings of Buddhist texts that the Final War was destined to break out within the next 40 years or so. On March 10th of 1939 he made an address to the Concordia association in Toyko “a concept of world war “sekai sensokan”. He stated based on his analysis that Japan had to prepare for the final war because “world conflict is now in the semifinal round and it is for this reason that the necessity has arrived for an east asian league”. In August of 1939 Itagaki resigned as war minister to take up a position on on the chief of staff in the China expeditionary army which was then grinding to a halt. But before he did so, he made one of his final acts as war minister to give Ishiwara command of the 16th reserve division in Kyoto.   It was not a frontline position, but it was an important one, as the Kyoto command was notable for developing infantry tactics. Japan had just received some major defeats to the USSR at the battle of Lake Khasan and Khalkhin Gol so Ishiwara went to work developing some anti soviet tactics. This led to some infiltration techniques that would see application with the IJA during the early battles of the Pacific War. But despite his work on tactics, what really consumed his mind was pressing for the East Asian League. He argued a Showa restoration needed to happen, like the Meiji restoration, but this new one would be pan-asian, to face the west. In May of 1940 he put all of his arguments together in a public address that gained fame under the title “on the final war”. It was here he unleashed two decades of his thoughts into the Japanese public. He added some new features to his theories such as a “the world had entered a second industrial revolution”. He pointed out German had pioneered in the field of electrochemistry, producing energy for both industrial production and weapons of war. Such discoveries he argued would permit Asian nations to catch up and eventually overtake the west in productive and destructive power. But above all else he kept hammering the necessity for an east asian league, which required a Showa restoration to finally bring pan-asianism.   In November of 1939, as a successor to the Concordia Association, the association for an east asian league was established with its HQ in tokyo. Ishiwara was unable to officially become a member because he was part of the military, but he was an unofficial advisor and more importantly in the eyes of the public it was his association. By 1941 the association blew up to 100,000 members, mostly ex-soldiers, businessmen, journalists, farmers and such. They had a monthly magazine, training courses, meetings, lectures, the works. They extensively studied Ishiwara's writings on the history of war, the Showa restoration and his Final War theory. They spent extensive resources securing bases on the asian mainland trying to recruit supporters amongst other asian peoples to create a federation. Within Japanese controlled portions of China, they propagated the concept of the East Asian league. For the small group of collaborationists in China, many were attracted to it. In February of 1941 the General China assembly for the east asian league, was established in Nanjing with Wang Jingwei as chairman. Oh Wang Jingwei…having spent so much time learning about the Warlord Era and Northern Expedition, it never surprises me this guy would cling to anything for power. The influence of the league even found its way to Chongqing, and Chiang Kai-shek allegedly declared that peace negotiations could be pursued based on some aspects of the movement. But come spring of 1941, all of the leagues efforts would be dashed by Tojo. In early 1941, Tojo as war minister began plotting against the league and its architect Ishiwara. Tojo believed the east asian league was very defeatists and antithetical to his own hard line stance on Sino-Japanese relations. It also provided his nemesis Ishiwara with a political base to generate public opposition to his government's policies. Tojo obviously thought Ishiwara would use such a thing to overthrow him, so he went to war. His first move was to put Ishiwara on the retired list in december of 1940. However Ishiwara was still a influential figure and held some considerably powerful friends like Prince Higashikuni, so he was unable to safely pull this off. Instead he chose to harass the league.    Initially Premier Konoe was backing the league, but Tojo began to pressure Konoe to take a position against it. On January 14th, the konoe cabinet stated “as it appears that they violate respect for the nation and cast a shadow on the imperial authority, theories advocating leagues of states are hereby not permitted”. Thus the east asian league became illegal. Taking the cue on the cabinets decision, the Japanese media began a running hit pieces on the league, kind of like how America works today, ompf. By february of 1941 the criticism towards the league was smashing them. All of Ishiwara's allies within the league were hit hard, some even tortured, it was a purge. For Ishiwara nothing really happened, except for the continual surveillance by the Kenpeitai. Ishiwara proceeded to vent his wrath in public speeches, pretty bold ass move if you ask me and he delivered one fiery one at Kyoto university on east asia problems where he told his audience “the enemy is not the chinese people, but rather certain Japanese. It is particularly Tojo Hideki and Umezu Yoshijiro, who, armed and pursuing their own ambition, are the enemy of Japan. As disturbers of the peace they are the enemies of the world. They should be arrested and executed”. Excuse my french, but the fucking balls on this guy haha. Ishiwara made this statement in public and at the time he was still in military service, its simply incredible he did not suffer horrible punishment after slandering the minister of war and commander of the kwantung army. Why was he not punished, well again it was awkward as he still had a cult following and going after him might see violence. Ishiwara would later state the reason he was not persecuted was because “Tojo was a coward who never had the courage to arrest me. The fact that a man like Tojo and his henchmen came to power was one reason for Japan's downfall”.    Regardless Ishiwara's public statements finally led to him being placed on the retirement list on March 1st of 1941 and yes it was 100% Tojo who pushed this. Tojo ordered the Kenpeitai to watch Ishiwara closely for weeks after his forced retirement. Ishiwara enthusiastically went into retirement as he now was fully dedicated to his four great concerns: the east asian league, the showa restoration, the national defense state and of course the final war theory.   In the meantime another league had opened up, the Greater East Asia Co-prosperity sphere and you would be forgiven to believe it was the same as the east asian league if not its successor. Both perpetuated common ideology, like racial harmony, stemming from the Concordia association. Ishiwara's concepts of national defense also found their way in the Greater east asia co-prosperity sphere. It advocated for most of the basic principals of the league, common defense, political independence and integration of economic systems. How did they differ you might ask? Well Ishiwara's east asian league did not share the formers racial superiority of the Japanese as its cornerstone. The east asian league was not built upon the premise that China was incompetent as a modern state and needed to be led. For you american listeners, its actually pretty easy to summarize the co-prosperity sphere idea, its was Japan's monroe doctrine. The east asian league had been undone by the China War and then Pacific War, leaving the co-prosperity sphere to monopolize the asian continent and it did so through brute force and undermined any chance of pan-asianism. Ishiwara sought the east asian league solely because he truly believed pan-asianism would be required to build up enough forces to fight the final war.    During his retirement Ishiwara went on lecturing in major universities, but Tojo unleashed the Kenpeitai upon him, whom often demanded he cancel a lecture or not talk about certain subjects. I guess its like Youtube today, haha. Though ever the more isolated, when the Pacific War kicked off, Ishiwara could not be fully muzzled. He did not opposed the surprise attack on pearl harbor publically, but privately he predicted Japan had begun a war it would lose, based solely on material terms. A famous thing he once said to Satomi Kishio which appears in an cooky anime called Zipang where some member of the SDF accidentally go back in time to june 4th of 1942 if you were curious, really funny premise, but anyways, Ishiwara said this “inevitably, we shall lose this war. It will be a struggle in which Japan, even though it has only a thousand yen in its pocket, plans to spend ten thousand, while the United States has a hundred thousand yen, but only needs to spend ten thousand…we simply cannot last. Japan started this war without considering its resources beforehand”. I love this passage. It's an excellent way to speak to a general public, very effective I find.   Ishiwara criticized the military for spreading themselves out too thinly in the early months of the war, dispersing countless men on small islands in the pacific. But above all else, he kept hammering the fact the China war needed to end. China was sucking up the vast majority of Japan's military resources and men, how could Japan hope to wage a war against a nation like the US when it was stuck in China? When Saipan fell in 1944, Ishiwara said all hope was lost. He believed the only possible way Japan could avoid disaster was if the USSR broke its pact with its allies and offered a settlement to Japan, but he knew that was a long shot given how anti-communist Japan was. I have to make a point here to say a LOT of Ishiwara's talk, comes postwar and feels like a “i told you so”. Ishiwara gave testimony at the Tokyo war crime trials and declared “despite its material inferiority, Japan did not need to suffer a defeat, if its strategy had been well planned and carried out”. He even made a remark to an American correspondent named Mark Gayn in 1946 stating if he held command of the forces he would have ended the war with China, consolidated Japanese defensive lines and made a proper stand.   Throughout the war, Ishiwara battled Tojo, often referring to him as a simpleton. In fact in late 1942 he arranged an audience with Tojo and told him to his face that he was too incompetent to run the nation or wage a war and that he should step down. There was a rumor Ishiwara was part of a plot to assassinate Tojo in the summer of 1944. This was a scheme hatched by some junior officers in the central HQ, and one of their members was a east asian league associate. Ishiwara was called upon to Tokyo during an investigation of the plot and as much as Tojo and his team tried to find evidence of his involvement, they were unable to nail him. The Kenpeitai chased after Ishiwara until Tojo's regime collapsed.    By the end of the war, Ishiwara was asked by Prince Higashikuni if he could join the “surrender cabinet' as an advisor. Ishiwara declined on the grounds he wanted to be unsullied by Japans defeat.    It should be noted again, Ishiwara was a man of countless contradictions. While he was one of the first to be outspoken against the Pacific War and predicted Japan's defeat, during the end half of the way he got really caught up in the war fever. For example in 1944 he began stating Japan needed to prepare to “shed the blood of a million lives in the south seas in a do or die battle”. He also had this blind faith that a German victory in Europe would turn the tide of the war in the east. He said of Hitler in 1944 “he is the greatest hero in Europe since Napoleon”. Some argue his later public stances were the result of him not being in the military and thus he had to conform to the wartime propaganda to get his message across to the general public. He also began linking concepts of the east asian league to the greater east asian co-prosperity sphere, which is quite the contradiction. Again personally I see him as a fence sitter, he loved to always have a backdoor in his arguments.   One major thing that he faced during the Pacific War, was trying to explain to his followers, the current war was not the Final War. As he stated publicly in February of 1942 “Many people think that the greater east asian war is the final war. Nothing could be further from the truth… the greater east asian war is the grand rehearsal for the final war. In other words, it will lead to the liberation of east asia and the establishment of an east asian league and will provide to the league the necessary material and strategic base for the final war”. Well the failure of the China War, Pacific War, the complete military collapse of Japan, the take over of communism in mainland asia, the emerging cold war….I guess that all kind of ruined his final war theory.    With Japan's defeat looming in 1944, Ishiwara began to shift his focus towards a reconstruction effort. He began as early as 1944 to talk about what would happen to Japan. He predicted she would lose much overseas territory, her cities would be in ruins, her people would be starving. He turned his attention to agriculture, how could food production be increased, he became particularly interested in fertilizers. By the end of the war he gathered a farming community to discuss how things could be improved. When the surrender proclamation was made, he began to ponder the meaning of his life's work. After the emperor made his speech, Ishiwara gathered his followers to speak to them about how Japan could regain world power and thus keep his theory intact. Ishiwara had many ideas going forward about how Japan could take a positive footing. He advocated Japan dismantle the remnants of its bureaucratic despotism, abolition the special police force, apologize to the global community for war crimes, but he also argued America needed to answer for her war crimes as well. He especially pointed fingers at President Truman for two atomic bombs and that efforts needed to be made to use bombings to lessen Japan's punishment. Ishiwara also argued Japan should gain sympathy from asia so their former enemies could come together to form an east asian league.   Emperor Hirohito proclaimed the surrender and abolition of all stocks of war materials, and Ishiwara said that was fine because he believed the final war would require new armaments that would be completely different from what existed. He predicted the future wars would be more scientific, fought with decisive weapons developed in laboratories that did not require large organized military forces. He thought perhaps a small body of underground scientists could create terrible new weapons to prepare for the Final War, thats a terrifying idea. In autumn of 1945, Ishiwara found himself in the limelight again. His lectures had made him a viable alternative to the Tojo regime during the last year of the war and his reputation as an opponent and victim of said regime made him special. Many journalists, both Japanese and American came flooding to him followed by a legion of followers who were unable to publicly come forward during the Tojo years.   Ishiwara took advantage of this new situation to make some very large speeches. He spoke about how the Tojo clique was the reason for Japan's defeat, how they all needed to establish a new Japan. He brought out the usual theories he had spoke about for years, and argued the necessity for national reconstruction to prepare for the final war. However he changed his argument a bit, stating while Japan had military been crushed, it now must prepare for the final war by building the highest culture. In this new age, Japan needed to obtain supremacy in fields of science, because he now believed that was the new power. “A single laboratory, a single factory, or perhaps a single man working alone will make the most fantastic discovery that will make war decisive”. He would continue to make speeches throughout 1945, but come 1946 the high authority, one Emperor Douglas MacArthur, haha sorry I had to say it, General MacArthur stamped down on any Japanese leader, especially former military leaders. So Ishiwara had a few months of fame, but then he found himself yet again purged, though not arrested. Alongside this came a ban on the East Asian League association.    Ishiwara was then incapacitated by illness, something that plagued his life. His condition became so bad he required surgery in Tokyo. In April of 1946 he was interviewed by American correspondent Mark Gayn who left with a very memorable impression of the man, he had this to say “ Ishiwara received us in his small room, whose window frames were still buckled from bomb explosions. He is a lean man with a deeply tanned face, close shaven head and hard, unblinking eyes. He was sitting Japanese style on his cot, his hands in his lap. Even in a shapeless gown of yellow silk, his body looked straight as a steel rod… We asked Ishiwara just two questions: what of Japan in defeat and what of himself? He answered readily and at length, in a sharp firm voice. He talked like a man who believed every word he said”. Ishiwara told his life story, the Mukden incident, the China war escalation, his feud with Tojo all of his failed attempts with the East Asian League.    In 1947 Ishiwara was put on a list of those Japanese who were purged from public life. He was extremely bitter about this and at the same time he was called as a defense witness in the Tokyo War Crimes Trials. Ishiwara was too sick to travel to Tokyo, so a special military court was convened in Sakata city. He made his deposition in front of 50 people, talking about his role in the Mukden incident and China War. He stated President Truman should be indicted for the atomic bombs and firebombing campaigns and turned upon his American audience about the denunciation for Japanese expansionism. “Havent you ever heard of Perry? Don't you know anything about your country's history? Tokugawa Japan believed in isolation; it didnt want to have anything to do with other countries, and had its doors locked tightly. Then along came Perry from your country in his black ships to open those doors; he aimed his big guns at Japan and warned that ‘if you don't deal with us, look out for these; open your doors, and negotiate with other countries too'. And then when Japan did open its doors and tried dealing with other countries, it learned that all those countries were a fearfully aggressive lot. And so for its own defense it took your country as its teacher and set about learning how to be aggressive. You might saw we became your disciples. Why dont you subpoena Perry from the other world and try him as a war criminal?”    In November of 1948 Ishiwara declared on a home recorded video “we must utterly cast war aside. We must firmly avoid questions of interest and advantage and judge our national policy purely on a spirit of righteousness…Japan may be devastated, but we must live by a complete rejection of war. The nation must compose itself like Nichiren at Takenoguchi or Christ on his war to the crucifixion”. It seems Ishiwara at the very end gave up on his theories, and supported Japan attaining a permanent peace. That last years of his life were spent in constant pain due to his illness. In 1949 he contracted a fatal case of pneumonia and realizing he was going to die, dictated a message that summed up all his speculation in the recent years on Japan and its future. The document was originally done in English and directed at General Douglas MacArthur. A month after Ishiwara's death, a Japanese version came out titled “the course for a new Japan / Shin Nihon no Shinro”. The primary purpose of the document was to get MacArthur to lift the ban on the east asia league, but it was also a last apologia. He talked about how Germany, the USSR, Italy and Japan had started on the path of state control, and they all fell prey to group despotism, because all decisions were being made by a few men in the center. He argued Britain's socialist government, the United States New Deal and Marshall plan were great example of a good control system. He argued pure liberalism no longer existed anywhere, not even in the US, yet the US was trying to make Japan a liberal nation. He argued all nations should be allowed to move ahead freely. To end it all of he said this as well “I realize now in my predictions concerning a final war between the east and west I was supremely overconfident and that the facts have proven my wrong. I fear that the real final conflict may be the United States and USSR”   At the age of 61 Ishiwara died in August of 1949, in a small house with some of his followers gathered around him. He said to them before dying he was glad to die at the same age as Nichiren

Minutos Literários é o quadro que traz uma indicação de leitura de um(a) petiano(a). No episódio de hoje, a recomendação da petiana Vitória é Heartstopper, HQ escrita e ilustrada por Alice Oseman. Acompanhe o PET Letras nas redes sociais:Instagram: @petletras.ufrgsWebsite: ⁠https://www.ufrgs.br/pet-letras/

Groove Radio's Official TOP 5 GROOVES Weekly Chart Hosted by Swedish Egil - Week of 11-10-25 01 Thomas Schwarz, Fausto Lanizza & Serra 9 - I Can No Longer Hide (ft. Jova Radevska) (Extended Mix) - Adesso Music 02 SNBRN & Bekah - Voodoo (Radio Mix) - DND RECS 03 Cassius - Dance On (Original Mix) - Because Music 04 Roger Sanchez & Fedde Le Grand - Grinnin' (Radio Edit) - Stealth Records 05 BLOND:ISH & Zeeba - Different Way (ARTBAT Radio Remix) - Insomniac Records Bonus tracks: 06 ANNA & Vintage Culture - Feel the Rhythm (Radio Edit) - AFFAIRS 07 CamelPhat & Zafrir - Destino (Original Mix) - When Stars Align -- About GROOVE RADIO Groove Radio is the Rhythm of the Future - always on in HQ audio with electronic dance music and DJ culture LIVE from Los Angeles. Curated by legendary radio programmer, Swedish Egil, Groove Radio celebrates 30+ years featuring iconic and emerging talent from the early classics of 90's techno and house music to the sounds of today's dance music festivals. -- For more info visit:  grooveradio.com c2025 Groove Radio. All rights reserved.

Resenhar uma HQ antes de terminá-la pode parecer uma heresia — quase como interromper alguém no meio de uma boa história. Mas, convenhamos, há algo de fascinante nesse estado de suspensão: a HQ ainda não revelou todas as suas cartas, o autor ainda pode nos surpreender (ou decepcionar), e o leitor está num território em que a expectativa e a experiência convivem lado a lado. Falar sobre uma leitura em andamento é, portanto, discutir não apenas a obra, mas também a própria relação que se encontra em construção.Afinal, quem nunca começou um livro com entusiasmo para deixá-lo repousando na pilha dos “em breve termino”? O abandono — temporário, que seja — de uma leitura não é sempre um fracasso: às vezes, é o livro que pede um tempo, que exige maturar na cabeça do leitor. Outras vezes, é o leitor que muda — de humor, de ritmo, de prioridades, nessa vida que nos atropela. E há algo de deliciosamente humano nesta curiosidade inquieta, frequentemente tentada pela próxima capa chamativa ou pela recomendação de um amigo… ou de um podcast.Neste episódio, os raiúcas refletiram sobre essas situações enquanto apresentaram o que estão lendo atualmente. Falar antes de se chegar ao retângulinho de FIM é, no fundo, um exercício de confiança: acreditar que o caminho já diz muito sobre a jornada que o quadrinho nos propõe. Participam do episódio: Bruno Porto, Lima Neto, Marcão Maciel, Márcio Jr. & Pedro Brandt.Edição: Eder Freire.Se gosta do Lasercast, siga-nos e dê 5 estrelas!Siga a Raio Laser:www.raiolaser.nethttps://www.instagram.com/raiolaser_hqhttps://x.com/raiolaserHQhttps://www.facebook.com/raiolaser

Most service companies start the same way: a great practitioner opens shop and sells their own time—hairdressers, trainers, dentists, therapists, lawyers. That works… until it doesn't. Quality depends on the founder; hiring “clones” leads to uneven results and micromanagement; SOPs multiply; and the business becomes a mini-bureaucracy. In this episode, I explain why the “be the best and do it all yourself” approach traps you—and how to scale without wrecking your brand.We walk through the five most common growth models (rent-a-chair, senior-junior-novice ladders, HQ services platform, affiliate/license, and “big fish + aux team”)—what they do well and where they stall. Then I lay out a practical move from practice to platform: productize outcomes (not just services), define roles and tiers, keep marketing/sales centralized, and build continuity revenue (memberships, cohorts, retail) while letting intrapreneurs grow under your brand. Finally, we add leverage backstage with AI—intake, plan drafting, comms, QA—so your team spends more time on human moments and outcomes.If you're stuck between being the best in town and working 70-hour weeks, this is your path out: a platform where good people can do great work—and your brand gets stronger every time they do.Connect with Chris Cooper:Website - https://businessisgood.com/

Get the police if you don't like it, as we are back for Hunted UK's eighth series! Over these eight weeks, three people who are just letting the boys deal with it at this point - Michael, Anthony & Michelle return to recap the hunt for fourteen new fugitives who are spread out all over the UK in a quest to escape capture and win a share of £100,000 - continuing with the fourth episode and Shaq earning the £10,000 dead drop. In this episode - Michelle loves a family reunion for once, Michael gets told off, Anthony has been doing research, Dionne & Saffron try a new method to escape, we veer into Traitors Talk, there's a novel way to figure out how far ahead of the timeline Andrew & Robin are, we try and work out when the Hunters visited Phoebe, there's the traditional quibble about the phrase "length and breadth of the UK", Chris has a subtle disguise, Michael teases how you can date this episode, we wonder why HQ assumed there was a dead drop and Anthony & Michelle make some predictions. Thank you for listening to this episode - we will see you next week for Episode 5! This episode is supported by our friends over at Zencastr. Create your podcast today! Social Media: Facebook Twitter Instagram YouTube Bluesky Threads Patreon  

Democrats celebrated victories across the country on Tuesday, but the story of the election here in Denver is a little more complicated. So now that the dust has settled, what do the results tell us about how Denverites are feeling about the big questions facing our city — affordability, density, safety, crime? Content creator and House District 5 candidate Rayna Kingston (aka, @raynakingdenver) joins host Bree Davies and producer Paul Karolyi to talk about the big picture. Plus, Denver's fastest growing company, Palantir, is moving from downtown to Cherry Creek, but their new HQ has already been vandalized? And as always, our wins and fails of the week.  Presenting… The Denver-est Denver Awards! You're cordially invited to attend a fancy holiday party slash formal awards show celebrating the very best of Denver on Dec. 18 at The Oriental Theater. City Cast Denver Neighbors can expect a discount code in the inbox later today, but everyone can buy tickets now! And we need your help picking the winners, too! Nominate your faves in our six big categories right now! Paul talked about influencer payola, Clerk and Recorder Paul López, our past episode on why Palantir moved to Denver, and Mondoweiss' interview with a local anti-Palantir activist. Bree mentioned the failed effort to form a GID in Cherry Creek, the Chili's on South Monaco, and Aurora city councilmember Danielle Jurinsky.  What do you think Palantir moving to Cherry Creek? Text or leave us a voicemail with your name and neighborhood, and you might hear it on the show: 720-500-5418 For even more news from around the city, subscribe to our morning newsletter Hey Denver at denver.citycast.fm. Watch clips from the show on YouTube: youtube.com/@citycastdenver or Instagram @citycastdenver Chat with other listeners on reddit: r/CityCastDenver Support City Cast Denver by becoming a member: membership.citycast.fm/Denver Learn more about the sponsors of this November 7th episode: Blue Sky CBD - Use promo code CITY CAST DENVER to receive 30% off. Denver Film Multipass Elizabeth Martinez with PorchLight Real Estate - Do you have a question about Denver real estate? Submit your questions for Elizabeth Martinez HERE, and she might answer in next week's segment. Looking to advertise on City Cast Denver? Check out our options for podcast and newsletter ads at citycast.fm/advertise

I've been thinking a lot about how money moves — and how we still talk about it as if it doesn't. It all started with a TikTok comment. Somebody asked, “When have rich people ever moved to avoid taxes?” I typed back a few examples — Eduardo Saverin to Singapore, the French actor Gérard Depardieu to Belgium, the wave of Californians to Texas — and before I knew it, I was deep in the rabbit hole of what economists call capital flight.It's the quiet migration that rewires everything. Cities still pretend they control wealth, but wealth learned how to walk. In the twentieth century, capital was heavy. Factories and banks were physical. You could trap it with paperwork. That's how we ran 90-percent tax rates in the 1950s — because money couldn't leave.Now it can. And does. The second you make the rich uncomfortable, they don't argue; they relocate. You can't run 1950s taxes in a 2025 economy. You can't play chicken with people who can teleport.Take New York right now. With Zohran Mamdani elected mayor, talk of new taxes and rent freezes is driving the same professionals who fund the city to look for exits: Westchester, Jersey, Connecticut. These aren't oligarchs — they're the $400k-a-year scaffolding that holds the budget up. Lose enough of them and the math collapses.We've turned taxation into courtship. Look at Amazon HQ2: Arlington and a dozen other cities groveling for the same HQ like contestants in an economic beauty pageant. Modern governments don't tax the rich — they audition for them.And it's not ideology. It's comfort. Make the princess-and-the-pea class uneasy and they'll hop to somewhere cooler. The same dynamic drives gentrification: mayors won't admit they want to bulldoze blight, so they build stadiums and call it “revitalization.” Nationals Park did it in D.C.; the Olympics do it every time. Prestige becomes a permit for displacement.I don't hate any of this. It's just physics. Money follows comfort, and policy either acknowledges that or dies pretending otherwise. Charity is opt-in. Tax support is opt-out. And when cities forget that, they lose the people who keep the lights on.It's not the 19th century anymore. The steam still rises from the streets, but the power that once drove it has already left the city.

In this episode of PropertyShe, Susan Freeman speaks with Mark Shipman, founding partner of Michael Elliott, to mark his 40th year in real estate. Widely recognised as one of London's leading investment advisers, Mark reflects on his early career, landmark deals, and the evolution of the London property market. He also shares his perspective on current market conditions, international investment trends, and how technology and regulation are reshaping the industry. In this episode, Mark Shipman speaks about: Career beginnings & early influences – upbringing, first roles, mentors, and founding Michael Elliott at 24. Formative deals & Chelsfield – early trades (e.g., Great Newport Street), portfolio transactions, and scaling through the 1990s–2000s. How London's market has evolved – rise of global capital, why international investors choose London (law, stability, culture), and today's buyer mix. Market cycles & shocks – lessons from the early-90s downturn, LTCM (1998), the 2008 crisis, and COVID's long-term impact on confidence and debt. Current investment sentiment – ebb and flow of overseas capital, growth of owner-occupier HQ purchases in prime Mayfair and St James's. Policy and tax headwinds – potential effects of a mansion tax, the end of tax-free shopping, and wider fiscal uncertainty. Public markets & capital structure – REIT discounts, possible sector consolidation, and investor shifts towards lending and AI-linked opportunities. Development and placemaking – examples including Sterling Square and the Fenwick/Bond Street redevelopment; importance of architecture, design, and tenant mix. Hospitality snapshot – strong mid-market hotel performance contrasted with softer ultra-luxury demand. Operator-led transactions – OpCo/PropCo structures and the BBC Maida Vale acquisition involving Hans Zimmer's team. Law and regulation – how the Building Safety Act 2022 is reshaping development risk and timelines. AI in real estate – valuable analytical tool but still dependent on human judgment and negotiation. Advisory approach & lessons – the importance of adaptability, financial understanding, and trusted professional relationships. 

In a BaT Podcast first that we'd love to make a regular feature, four of the crew gather at HQ to hash out one of our collective favorite car movies: none other, of course, than 1968's Bullitt with Steve McQueen. The crew start by establishing their various McQueen bona fides and history with the movie before talking about the evasive nature of the plot (and what, in fact, that plot might be); filming and financing details; background car spotting; San Francisco landmarks, both here and gone; razor sharp jaws; the sleep-inducing sections; regenerating hubcaps; the Lalo Schifrin score (or lack thereof, in key places); and of course, the most famous car chase in the movies.But they don't stop there - this movie has a lot more to cover, like several unintentional car stunts; Mopar-on-camera violence; gun-toting styles of late-'60s movie detectives; the film's sartorial choices; homages in later movies; and which of those movies should make it onto the list of future podcast subjects. Links for things mentioned in this episode:2:27  1001 Steve McQueen Facts by BaT's own Tyler Greenblatt1:01:07  Retracing Steve McQueen's “Bullitt” Car Chase in San Francisco on MotorTrendGot suggestions for our next guest from the BaT community, One Year Garage episode, or B(aT) the Movies subject? Let us know in the comments below!

Welcome back to the EUVC Podcast — where we go deep with the people shaping European venture.Today, David sits down with Kristaps Ronis, Partner at ION Pacific, a global secondaries investor (HQ in LA, presence in Europe & Asia) focused on Series B+ tech and a specialty that's getting hotter by the month: structured secondaries.Kristaps runs ION Pacific's European practice and has been with the firm since inception (2015). In this episode, he unpacks why DPI is king, why traditional “sell-the-shares” secondaries often fall short, and how structured deals can deliver liquidity without selling or signaling — all while preserving control and upside for GPs.Whether you're a GP under LP pressure, an LP looking for distributions, or a founder trying to understand what's happening around your cap table, this one's for you.Here's what's covered:00:55 – Who is ION Pacific? Global secondaries focused on B/C/D with a European practice led by Kristaps.02:36 – What they do: Liquidity for venture via structured & traditional secondaries.04:01 – Kristaps' path: Latvia → Peking University → Hong Kong banking → co-founding ION Pacific.06:05 – What are structured secondaries (in one line).07:35 – Three big learnings in venture: lack of financial innovation, complex cap tables = silent killer, DPI is king.10:48 – Early vs. later stage instruments — why complexity hits hard post-Series B.17:16 – Why secondaries now (esp. in Europe): DPI pressure, awareness, more dedicated players.21:09 – Continuation vehicles in Europe: “2025 is the year of the EU CV.”23:31 – Where structured deals fit: liquidity without selling, pricing gaps, zero market signaling.26:20 – “What's the catch?” Educating LPs on partial upfront + future upside.28:05 – Advice for GPs & LPs: how to open the liquidity conversation.29:53 – Solving the bid–ask spread: structure beats headline discounts.31:27 – Co-investing: where others join (and where they don't).32:26 – The market gap: too big for small PE secondaries, too small for mega funds — ION's sweet spot.35:55 – Timing: don't start in year 11 of a 10+2 fund; think 6–9 months ahead.36:58 – Seller mistakes: timing, portfolio prep, governance blockers, LP comms.40:23 – Good news for emerging managers: relationships can reopen info rights.43:37 – Kristaps' bookshelf: The One Thing, Getting to Neutral, Buy Back Your Time.45:23 – How to reach Kristaps: LinkedIn + email; open to being a sounding board.

各位，生活，工作，身体，心情，四维安好 本期节目由听友点播，您可以加siweikongjian_2018沟通点播，没准就成了节目呢？哈哈哈哈啊哈 激光武器从阅兵后一直很火，不断有人讨论激光武器倒是是什么？有何优势？真能“两元一发”？传统导弹打无人机亏到爆，中国新系统让美军坐不住了。便宜、快、还能连发，这真是未来战场的答案吗？ 02:09 探寻未来武器方向：从科幻到现实，极光武器引领新潮流 04:31 中国激光武器：红旗HQ的命名背后的含义与美国的困境 09:05 美国激光武器研发困境：中国反超带来的压力与挑战 13:32 射击诸源计算问题的解决方案：海拉姆与激光武器的对比分析 18:12 电磁弹射器与激光武器：美国与中国的技术比较与优劣分析 22:43 中国激光武器系统集成性与成熟性令人惊讶，美国望尘莫及 27:17 两元一发：美国评价其为全球唯一经过实战部署检测的激光武器系统 31:47 美国高超声速武器陷入困局，下一代横空制海能力成为希望 36:22 饱和攻击：美国军方对海制海能力的关键策略 40:56 两元一发系统：改变海战格局的利剑 45:26 激光武器的发展趋势与挑战：从三百千瓦到一千五百千瓦级别的输出功率提升 剪辑：鑫哥 群：siweikongjian_2018

No episódio de hoje, a gente recebe o Pedro José Brandão, ou simplesmente PJ Brandão, Professor e  criador do HQ Sem Roteiro, um antigo podcast sobre quadrinhos e sociedade, e agora com um novo formato em vídeo nas redes sociais. No nosso papo, ele abriu o jogo sobre sua trajetória, desde como começou no universo acadêmico até a criação e evolução do HQ Sem Roteiro, trazendo à tona o processo criativo que inclui vídeos curtos e reflexivos nas redes sociais. Falamos também sobre os preconceitos que ele enfrenta nesse meio, o lado político das suas produções e como lida com haters e críticas nas redes.Além disso, PJ compartilhou um pouco da sua vida pessoal: a importância da família, como ele cuida da saúde mental diante das pressões da criação constante e da academia, e os desafios e aprendizados de construir um projeto independente ao longo dos anos.Foi uma conversa rica, honesta e cheia de insights sobre a carreira, criação de conteúdo, engajamento político e equilíbrio pessoal. Mais um papo maravilhoso aqui no Confabulas.Siga o HQ sem roteiro:https://www.instagram.com/hqsemroteiro/Edição realizada por Confmidia:https://confmidia.com/Gosta do Confabulas e tá afim de ajudar?colabore com qualquer valor via Pix: podconfabulas@gmail.com

After an extended hiatus, your favorite podcast series from Potomac is back. With new guests, new perspectives, and a new studio(!), we are excited to bring you a new dedicated audio series from our HQ in Bethesda, MD. Hosted on Acast. See acast.com/privacy for more information.

The new Rumps & Bumps jersey just dropped! Check out afterpartyinc.com. We are live from the HQ the Lounge on Cincy Nasty Street! GDollaSign joins us as he brings some of his bartenders on and we ask them some tuff horny questions and we find out which one of them is the most toxic. Follow us on social media @AaronScenesAfterParty

Hey guys before you listen to this one, do realize this is part 3 on a series about General Kanji Ishiwara, so if you have not already done so I would recommend listening to Part 1 & 2.    This episode is General Kanji Ishiwara part 3: The gradual fall into War with China   I tried so hard this time to finish this up neatly in part 3 and utterly failed. I wrote pages and even deleted them to keep squeezing, but theres simply too much to the story. Part 3 will be focusing on the insane politics of the 1930's and how Ishiwara tried to prevent war with China.   Its rather ironic that the man who was the chief instigator that ushering in the conquest of Manchuria was unable to impose his will when it came to molding Manchukuo. Now while Ishiwara Kanji was the operations officer given official responsibility over the planning and conduct of military operations to seize Manchuria, the arrangements for that new state, being political in nature, were not in his sphere of influence. Regardless, Ishiwara was extremely vocal about his opinions on how Manchukuo should develop and he heavily emphasized racial harmony. He continuously hammered his colleagues that the economic development of Manchukuo should reflect the spirit of racial cooperation. Ishiwara assumed the economic interests of Manchukuo would simply coincide with that of the Kwantung army, by definition both's ultimate goals would be unity of Asia against the west. He was very wrong. Ishiwara was consumed by his theory of final war, everything he did was to prepare for it, thus his obsession of racial harmony was another part of the plan.    In 1932 the self government guidance board was abolished in march, leaving its functions and regional organizations to be tossed into brand new bureaus of the new government of Manchukuo. An organization emerged in April called the (Kyowakai / Concordia Association). It was brought together by Yamaguchi Juji and Ozawa Kaisaku, and its purpose was to promote racial harmony and it was backed by members of the Kwantung army, notably Ishiwara, Itagaki and Katakura. The Kwantung army flooded money into the organization and it grew rapidly…well amongst the Japanese anyways. General Honjo was a bit weary about how much the organization might have in the political sphere of Manchukuo, he did not want to see it become an official political party, he preferred it remain in a educative role. By educative role, I of course mean, to be a propaganda arm of the Kwantung army to exert influence over Manchukuo without having real skin in the game.    But to Ishiwara the Concordia Association was the logical means to unify the new nation, guiding its political destiny, to be blunt Ishiwara really saw it should have much more authority than his colleagues believed it should. Ishiwara complained in August of 1932, that Manchuria was a conglomerate of conflicting power centers such as the Kwantung army, the new Manchukuo government, the Kwantung government, the Mantetsu, consular office and so on. Under so many hats he believed Manchukuo would never become a truly unified modern state, and of course he was one of the few people that actually wanted it to be so. He began arguing the Kwantung army should turn over its political authority as soon as possible so “Japanese of high resolve should hasten to the great work of the Manchurian Concordia Association, for I am sure that we Japanese will be its leaders. In this way Manchukuo will not depend on political control from Japan, but will be an independent state, based on Japanese Manchurian cooperation. Guided by Japanese, it will be a mode of Sino-Japanese friendship, an indicator of the present trends of world civilization” Needless to say the Concordia Association made little headway with the Chinese and it began to annoy Japanese leaders. The association gradually was bent into a spiritless propaganda and intelligence arm of the IJA, staffed largely by elite Japanese working in the Manchukuo government.    Ishiwara began using the Concordia Association to promote things such as: returning leased territories like the Railway zone, abolition of extraterritoriality, equalizing payment between the races working in Manchukuo, the kind of stuff that would promote racial harmony. Such advocacy as you can imagine deviated heavily with the Japanese military, and Ishiwara's reputation would be hurt by this. The Kwantung Army staff began shifting dramatically, seeing Ishiwara isolated, aside from Itagaki and a few other followers being around. The upper brass as they say had had enough of the nuisance Concordia Association's and gradually took control of it and made sure to stop the talk of concessions. In August of 1932 Ishiwara received a new assignment and it seems he was only too happy to leave Manchuria.   Ishiwara returned to Japan, disgusted with the turn of direction Manchuria was going, and believing he would be blamed for its future failures he submitted his resignation. But the IJA knew how popular Ishiwara was and how dangerous he could become so they rejected his resignation. Instead they gave him a military decoration. He was in a very strange spot now, for the youthful officers of the Kodoha faction loved Ishiwara, but the senior top brass of the IJA were extremely suspicious of him and lets just say he was kept under close watch.   Now with Ishiwara back in Japan he would get himself involved in a bit of a war between two factions. As many of you probably already know, the Japanese military of the late 1920s and early 1930's saw the emergence of two factions: the Kodoha “imperial way” and Tosei “control” factions. The Kodoha sought what they called a “showa restoration” to give the emperor absolute power like the good olds days as they say. They were willing to even form a coup if necessary to make this happen. Another thing they believed was in the Hokushin-ron “northern strike” war plan. The idea behind this was that the USSR and communism as a whole was Japans largest threat and the IJA needed to invade the USSR. Now the Tosei faction believed in most of what the Kodoha did, but they differed on some issues. Number 1) they were not willing to perform a coup to usher in a showa restoration, no they thought they could work with the existing Zaibatsu elites and politicians to get things done. THe Kodoha hated the politicians and Zaibatsu to the point they wanted to murder them, so differing opinions. The Tosei also believed the next world war would require a total war strategy, to build up Japan to fight the USSR, but probably the US as well. They favored Nanshin-ron “the southern strike” policy, to target the resources of south east asia necessary to give Japan what it needed to be self sufficient. Another thing that separated these two factions, the Kodoha typically were younger officers.   Despite their differences, everyone in the Japanese military understood forceful expansion into Asia was going to happen and this meant collison with the USSR, America and Britain. Ishiwara's first assignment back in Japan was a temporary duty with the foreign ministry, he was a member of the Japanese legation to the league of nations under Matsuoka Yosuke. The league of nations at this time was performing the Lytton Commission which was investigating the Macnhurian problem, ie: Japan invading Manchuria. Upon returning to Japan in summer of 1933, Ishiwara sought a regimental command, but found it difficult to acquire because of his troublemaker like history. Then General Prince Higashikuni Naruhiko who commanded the 2nd sendai division gave him command over the 4th infantry regiment. Ishiwara went to work training the men under him to counter the latest soviet infantry tactics and of course he lectured extensively about his final war theories. During this time rumors emerged that Ishiwara supported the Nanshin-ron strategy. Many of his old colleagues who supported Hokushin-ron demanded he explain himself and Ishiwara did. These rumors were actually false, it was not that Ishiwara favored the Nanshin-ron strategy, it was simply that he did not back all aspects of the Hokushin-ron strategy.   Ishiwara believed to challenge the USSR, first Japan needed an Asian union, which he thought would take probably 30 years to create. But to usher such an Asian union, first Manchukuo needed to be hammered out properly, something Ishiwara thought Japan was failing to do. Also Japan's military strength was insufficient to overwhelm the multiple enemies before her, the war she would enter would be a protracted one. To win such a war she needed resources and allies, notably Manchukuo and China. To confront the USSR, Japan would need to subvert outer mongolia, but to confront the USA and Britain she would have to seize the Philippines, Singapore, Hong Kong and Guam. It was going to be a global clash.   Ishiwara was gravely concerned with how powerful the USSR was becoming in the early 1930s. In the 3 years since he had left Manchuria, the Soviet divisions in east asia had jumped from 8 to 14 by the end of 1935, while Japanese divisions in Manchuria were only 3. For aircraft the Soviets had 950 vs 220 for Japan. On top of that the Soviets had TB-5 long range bombers, capable of hitting Japan, but the Japanese had no comparable aircraft. A large reason for such build up's were literally because Kodoha leaders were publicly threatening the Soviets such as Generals Sadao Araki. The Kodoha faction faced a lot of challenges as to how they could hope to face off against the USSR. They figured out three main principles needed to be overcome: 1) Japan had to prevent the USSR from being able to defeat its enemies to the west and east one at a time, Japan should seek diplomatic aims in this like allying with Germany. 2) A devastating blow was necessary to the USSR far east, perhaps against the Trans-siberian railway and air bases in the maritime provinces. 3) If Japan was able to demolish Soviet resistance in the far east, Japan would need to take forward positions on the Manchurian border for a protracted war. Ishiwara tried to figure out ways to get by these principles. First he advocated for Japanese troops strength in Manchuria and Korea to be 80% equivalent to that of the Soviets east of Lake Baikal at the offset of hostilities. He also urged cooperation with Germany and to preserve friendly neutral relations with Britain and the US, that is until the soviets were dealt with of course. Ishiwara vigorously felt the Nanshin ron strategy to push into southeast asia and the pacific was far too ambitious for the time being and that all efforts should be made to consolidate Manchuria for resources. Ishiwara tried to win over some Naval support for his plans, but none would be found. When Ishiwara showed his formal plans for Asia to the war ministry, they told him his projections in Manchuria would cost at least 1 billion 300 million yen. They also notified Ishiwara the navy were asking for about the same amount for their programs. Now while Ishiwara spent years trying to produce a 6 year plan to build up Manchuria, other significant things were going on in Japan.   The Kodoha faction as I said had a lot of younger officer support and a lot of these were men who came from rural parts of Japan. A lot of these men came from poor families suffering, and it looked to them that Japan was a nation full of social injustice and spiritual disintegration. These young officers were becoming more and more vocal in the early 1930's about wanting a showa restoration. They thought Japan would be better off as a military state with the emperor on top. Ishiwara empathized with the desire for a showa restoration, and many of the young officers calling for it claimed he was one of their champions. He made some fiery speeches in 1935 linking the evils of capitalism to the destitution of rural japan. He argued farmers were bearing crushing burdens because of economic privation. In his words “if the clash between the exploiters (landlords and capitalists) and the exploited continues much longer the exploited will be ground to bits. The present system of free economic competition has produced a situation where there is a small number of fabulously rich and limitless number of desperately poor. The national has indeed reached a national crisis. Liberal capitalism must inevitably give way to a newer system". What that “newer system was” however differed from what the youthful officers saw as their Showa restoration. Ishiwara wanted the Japanese government to create plans and policy, the Kodoha hardliners wanted to form a violent coup.    Kodoha officers began to push Ishiwara to champion their cause more and more. However by late 1935 Ishiwara's name would actually begin to be connected to the Tosei faction. While Ishiwara supported much of the Kodoha ideology, he simply did not share their beliefs in the same Showa restoration, he was more akin to the Tosei in that regard. Now after the manchurian incident the two factions kind of went to war with another to dominate the military. The Kodoha faction was early on the most powerful, but in 1934 their leader Araki resigned from the army due to failing health and he was replaced by General Senjuro Hayashi who favored the Tosei. In November of 1934, a plot was discovered that involved Kodoha officers seeking to murder some top ranking politicians. The result of this saw the Tosei faction force the resignation of the Kodoha leader General Jinzaburo Masaki, who was serving as the inspector general of military education. In retaliation to this, the Kodoha officer Saburo Aizawa murdered the Toseiha leader General Tetsuzen Nagata. This caused a frenzy, things began to really escalate, and many looked at Ishiwara Kanji to prove which side he favored. While in prison awaiting trial, Aizawa asked Ishiwara to be his defense counsel, to which he promised he would consider it. At the same time other Kodoha officers began pressing Ishiwara to support their cause openly. It is really hard to see where exactly Ishiwara was in all of this as all of his speeches prior were purposely ambiguous. He looked like a fence sitter and after what will be the February coup of 1936, there was testimony that Ishiwara was a middle-echelon member involved in the coup, other testimony literally had him on the list of people to be assassinated. A few weeks before Aizawa's trial, Ishiwara refused his request.   On February 26th, Ishiwara was awakened at his Tokyo home by a telephone call from Colonel Suzuki Teiichi informing him a rebellion was underway. Ishiwara, though ill at the time rushed over to the Military police HQ in Kudan. There he was informed of what was going on and how the officers were now taking the side of the showa restorationists or to quell the rebellion. From there he rushed to meet War Minister Kawashima Yoshiyuki where he demanded a proclamation of martial law to cope with the rebellion. He then urged Vice Chief of staff Sugiyama to order units from garrisons around Tokyo to overwhelm the rebels. Within 24 hours of the event, Ishiwara was then named operations officer of the Martial Law headquarters and he began coordinating plans to deal with the crisis. Thus Ishiwara occupied a crucial position in quelling the coup. On the night of the 27th a bunch of officers who sympathized with the rebels came to the HQ to argue for delaying actions against them. To this Ishiwara rose up and announced “we shall immediately carry forward plans for an assault. All units will assemble for that purpose. The army will wait until noon of the 28th; then it will begin its assault and crush the rebellion”. The next day,  Ishiwara went to the main entrance of the War Ministers office, where a large number of the rebels occupied and he demanded to talk to their leaders face to face. He hoped the youthful officers who looked up to him would see reason. They let him in, after they had shot Captain Katakura Tadashi for trying to do the same thing. Ishiwara then told them he shared many of their goals, but condemned their use of force. With a pistol pointed at him Ishiwara declared this “If you don't listen to reason you will be crushed by the severest measures”. He delivered his ultimatum and just walked out the door.    By the 28th the tides turned on the rebels. Emperor Hirohito put his foot down, demanding an end to the mutiny, many of the top Kodoha leaders walked away because of this. The Navy brought all of its power to Tokyo bay including its SNLF marines, all guns were on the rebels. Some of the rebels held out, still hoping the Emperor would change his mind and order a showa restoration, but by the 29th it fell apart. The rebels surrendered, aided by Colonel Tomoyuki Yamashita (one of my favorite generals of WW2, fascinating character). In the words of Matsumura Shuitsu a member of the Martial law HQ “In the midst of all the confusion and commotion, Ishiwara never lost sight of his objective and dealt with the criss with cool efficiency. If ever there was a case of the right man in the right place it was Ishiwara at that time. No doubt, what brought about the ultimate surrender of the rebel forces, was, of course, the Imperial command. But I believe that in a large part the collapse of the rebellion was due to the decisiveness of Ishwara, who never swerved, never hesitated. In short, Tokyo was saved by Ishiwara's courage”. It is rather ironic, many would point out it was Ishiwara who instigated the insurrection, but when it came time for it, he was the largest one to stamp down upon it. One could argue, by suppressing the rebellion, Ishawara had exploited the crisis in order to earn the political power necessary to bring about his version of a Showa Restoration.   During the mutiny, after meeting the rebels, Ishiwara actually had a secret meeting with two Kodoha officers at the Imperial Hotel. They were Colonel Hashimoto Kingoro and Colonel Mitsui Sakichi. He spoke to them about the possibility of forming a new government. The 3 of them came to these conclusions to actually perform a real Showa restoration. The rebels needed to go back to their barracks; the emperor needed to endorse the showa restoration; and members of the cabinet and top military leaders had to support it. Ishiwara then went to the Martial Law HQ and demanded Army vice chief of staff Sugiyama that he submit to the emperor a petition “to establish a restoration which would make clear the spirit of the nation, realize the national defense, and stabilize the peoples livelihood”. Sugiyama wanted nothing to do with this and told him “its simply impossible to relay such a request from the army” Ishiwara knew Sugiyama's position was too strong to challenge directly so he backed off, this was his last attempt to alter the nation's course through confrontation. Because of his actions during the quelling of the rebellion, this little scene was forgotten, his reputation was not tarnished…well it was amongst the Kodoha hardliners who saw him as a traitor, but other than that. Yet again he seems to be a man of many contradictions.  After the February coup the Kodoha faction ceased to exist and the Toseiha's ideology grabbed most of the military, though they also faded heavily.     Ishiwara went back to planning and lecturing taking a heavy notice of how Germany and Italy's totalitarian models were looking like the most efficient ones that Japan should emulate. He pushed heavily for a national defense state. He kept advocating for a 5 year plan he had to push Japan into a total war economy, but the industrialists and economists kept telling him it was far too much. I could write pages on all the ideas he had, he covered every aspect of Japanese society. He wanted the whole of Japan to devote itself to becoming the hegemonic power in Asia and this required self-sufficiency, more territory, alliances, an overhaul of Japan's politics, economy, etc etc he worked on this for years. One thing I find amusing to note, Ishiwara's plans had the national defense state not run directly by the military. No instead the military would only focus on military affairs to maximize their efficiency, thus civilians would lead the government. In his words “the tactics and strategy of national defense in the narrow sense are unquestionably the responsibility of the military. But national defense in the widest sense, industry, economy, transportation, communications are clearly related to the field of politics. Of course, the military can naturally express their opinion on these matters in order to counsel some minister whose duties are political, but to go before the general public and discuss the detailed industrial and economic is an arrogation of authority”. So ye, Ishiwara actually sought to remove military officers from political positions.    In 1937 Ishiwara was promoted to the rank of major general and his duties were of the operations division of the general staff. Because of his popularity and now his rank, some began to see him almost as that of a rising dictator. In January of 1937, the government of Hirota Koki who had come to power largely because of the february coup were having problems. Politicians were unable to deal with the rising military budgets. Ishiwara was eager to press forward his national defense state idea. Alongside this Captain Fukutome Shigeru, his naval counterpart was angry at the cabinet for hindering funding and called for their dissolution. In one meeting Ishiwara blurted out “if there's any disturbance the military should proclaim martial law throughout the country until things were straightened out”. Well within days the cabinet fell on its own and now everyone looked to a successor.    The Army and Navy fought for their candidate. The Nazi favored Ugaki Kazushige, but the Army held grudges against him. Ishiwara also did not like his appointment stating he had a bad political past, by bad that meant he had advocated for military budget cuts. Ugaki refused the job because of the pressure and made a note about Ishiwara's remarks towards him. Seeing Ugaki pushed aside, Ishiwara and his followers pushed for 3 other candidates; Hayashi Senjuro, House President Konoe Fumumaro and President of the privy council Hiranuma Kiichiro. Ishiwara sent to each man his 5 year plan to test their enthusiasm for it. Hiranuma didn't like it, Konoe was neutral and Hayashi liked it. So Ishiwara backed Hayashi go figure. All of his Manchurian oriented followers pushed to get him into office. When Hayashi was given Imperial command to head a new government, Ishiwara met with his Manchurian faction friends to draw a list of people to put in the cabinet. Itagaki Seishiro was chosen as war minister; Admiral Suetsugu Nobumasa known to have radical reformist leanings for navy minister; Matsuoka Yosuke or SHiratori Toshio for foreign minister, industrialist Ikeda Seihin for finance, Tsuda Shingo for commerce and industry, Sogo Shinji as chief cabinet secretary and Miyazaki as chairman. Ishiwara himself stayed carefully in the background to make it seem like he was only attending military duties.    But rivals to Ishiwara began working against him, especially some of those Kodoha hardliners who felt he betrayed them. They pressed Hayashi to not accept many of Ishiwara's cabinet candidates such as Itagaki and Hayashi backed off the majority of them as a result. The effort to form a Macnhurian cabal failed and this further led to a lack of enthusiasm for Ishiwara's national defense plans. Hayashi's government which Ishiwara had placed his hopes upon became antagonistic towards him and his followers.    Now over in Manchuria, the Kwantung army was looking to seize territory in northern China and inner mongolia. This was something Ishiwara was flip floppy about. At first he began speaking about the need to simply develop Manchukuo so that China and Inner mongolia would follow suite, but gradually he began to warm up to schemes to invade. Though when he heard his former Kwantun colleagues were basically going to perform the exact same plan he had done with the Mukden incident he traveled back to Manchuria to dissuade them. Ishiwara landed at Dairen and within days of his arrival he learned that 15,000 troops under Prince Demchugdongrub, known also as Prince Teh of Mongolia, backed by Kwantung arms and aircraft were launching a full scale invasion of Suiyuan province. Ishiwara was furious and he screamed at the General staff “the next time I visit the Kwantung Army I'm going to piss on the floor of the commanders office!”    Within a month, the Warlord Yan Xishan, now fighting for the NRA turned back Prince Teh's forces. This angered the Kwantung army, fueling what Ishiwara always feared, a war between China and Japan. Ishiwara began lecturing left right and center about how Japan needed to curb her imperialist aggression against China. He advocated as always racial harmonization, about the East Asian League idea, cooperation between China and Japan. He thought perhaps China could be induced by joined a federation with Japan and to do all of this Japan should help develop Manchukuo as a positive model. Ishiwara warned any aggressive actions against China would waste valuable resources needed dearly to be directed against the USSR. In his words “China was an endless bog that would swallow men and materiel without prospect of victory and it would cripple the possibility of East Asian Union” Prophetic words to be sure.   Ishiwara was still influential and many in Hayashi's cabinet headed him, trying to push for more diplomacy with China. But by spring of 1937 Tokyo HQ had split over the issue. On one side were Ishiwara and those seeking to obtain a sort of treaty with China to form an alliance against the USSR. On the other hand the Nationalists and Communists were on the verge of forming a united front allied to the USSR, thus the invading China faction was gaining steam. This faction simply sought to get China out of the way, then focus on the USSR. As much as Ishiwara fought it, the China War would come nonetheless.   In June of 1937, a report from a Japanese civilian visiting China reached Colonel Kawabe Torashiro. The report stated that the China Garrison Army in the Peking area were planning an incident similar to what had occurred in Mukden in 1931. Kawabe took the report to Ishiwara who said he would investigate the matter. Ishiwara pressed the war ministry to send Colonel Okamoto Kiyotomi to the military administration section to north china to warn Generals Hashimoto Gun of the China Garrison Army and Kwabe Msakazu commander the brigade station in the Peking area that Tokyo would not tolerate provocation actions. Okamoto came back and stated they reassured him it was just rumors and nothing was occurring.   Two weeks later on July 7th, the infamous Marco Polo Bridge incident began WW2. When it began, Tokyo took it as a minor incident, just some skirmishes between minor forces, but the fighting grew and grew. The two factions in Tokyo who we can call the “expansionists and non expansionists” began arguing on what to do. The expansionists argued this was the time to deliver a quick and decisive blow, which meant mobilizing and dispatching divisions into northern China to overwhelm them. The non expansionists argued they needed to terminate hostilities immediately and seek diplomacy before the conflict got out of hand. From the offset of the conflict, Ishiwara led the doomed non expansionists. Ishiwara tried to localize the conflict to prevent more Japanese from getting involved. To do this he urged Prince Kan'in to send a cable on July 8th to the local Japanese forces to settle the issue locally. But they reported back that the Nanjing government was tossing 4 divisions of reinforcements to the area, prompting the Japanese to mobilize 3 divisions in response. For 3 days Ishiwara tried to halt the reinforcements, but the Nanjing report came true, the Chinese reinforcements arrived to the scene, pushing the Japanese to do the same. General Kawabe Masakazu argued 12,000 Japanese civilians were in the area and now under threat, thus Ishiwara had to stand down.   The conflict at the Marco Polo Bridge quickly got out of hand. Ishiwara was very indecisive, he tried to thwart the spread of the conflict, but he was continuously forced to stand down when reports false or true poured in about Chinese offensives. In fact, Ishiwara's efforts were getting him in a ton of trouble as his colleagues began to point out they were hindering the military operations which at the time were trying to end the conflict quickly. Ishiwara did not go down without a fight tossing one last attempt to stop the conflict. He urged Prime Minister Konoe to fly to Nanjing to speak directly with Chiang Kai Shek, it was a last ditch effort before the Japanese reinforcements arrived. When Konoe received requests to do this from multiple Japanese military leaders on urged on by Ishiwara, he was initially favorable to the idea and had a plane prepared for the trip. But within hours of the idea leaked out raising a storm of protests from the expansionists. Sugiyama then told Konoe it was Ishiwara pushing the idea and that his views represented a small minority in the military. Konoe ultimately back down and chose not to do it. Ishiwara was outraged when he found out screaming “tell the Prime minister that in 2000 years of our history no man will have done more to destroy Japan than he has by his indecisiveness in this crisis”.   Ishiwara began fighting with his colleagues as the situation worsened. He tabled a motion to press Nanjing to support Manchukuo in order for the Japanese to withdraw, but his colleagues blocked it. By August the conflict had spread as far as Shanghai and now even the IJN were getting involved. To this Ishiwara argued they should just evacuate Japanese civilians in Shanghai and pay them several hundred million yen in compensation as it would be cheaper than a war. He was quickly overruled. Thus the North China Incident simply became the China incident. In early september Ishiwara tried one last attempt to negotiate a settlement, trying to get Germany to mediate, but by mid september Ishiwara's influence had dropped considerably. By late september Ishiwara was removed from the General staff by General Tada. The remnants of Ishiwara's followers in the central army were defeated, particularly when Konoe declared in January of 1938 that Japan would not treat with Chiang Kai-shek. Ironically Konoe would quickly come around to believe Japan had made a grave mistake. By 1938 24 IJA divisions were tossed into China, the next year this became 34. 

If you've ever thought, "Could I really be a FASTer Way Coach?", this Coach Confessional is for you! Senior Director of Programming Haven Hennessey sits down with Heather Braucher—former athlete, mom, and now FASTer Way Corporate Coach & Pro Trainer—whose story goes from chronic pain and burnout to purpose, impact, and a front-row seat at HQ. You'll hear how Heather went from a busy mom of three to a client saying "yes" to small, doable steps, then an ambassador sharing what worked, and finally a coach leading thousands with heart. This one's for the woman juggling life, craving meaning, and wondering if there's a next step that fits real life.  Curious about coaching? Our next FASTer Way Coach Certification opportunity is November 17. Listen in, get inspired, and see what's possible when someone believes in you (including you). Join FASTer Way's next 3-Week Program: https://www.fasterwaytofatloss.com/ Don't forget to check out our merch, supplements and other great deals: https://fasterwayshop.com/ Subscribe: youtube.com/FASTerWaytoFatLoss Follow us on Instagram: Amanda Tress: https://www.instagram.com/amandatress Haven Hennessey: https://www.instagram.com/havenhenn/ Heather Braucher: https://www.instagram.com/hbraucher/ FASTer Way to Fat Loss: https://www.instagram.com/fasterwaytofatloss FASTer Way Coach Certification: https://www.fasterwaytofatloss.com/certification  

Groove Radio's Official TOP 5 GROOVES Weekly Chart Hosted by Swedish Egil - Week of 11-03-25 01 Sacha Robotti, Sian & Joplyn - All Night (Radio) - DIRTYBIRD 02 Reznik, Jesse Boykins III & Keinemusik - Cloudy Eyes (Dance Tonight) (Radio Edit) - VOD 03 Happy Mondays - Step On (Paul Oakenfold Remix) - London Records 04 Shouse & Vance Joy - Wherever You Are - Hell Beach 05 SIDEPIECE - Cry For You (2025) (Extended Mix) - LIP SERVICE Bonus tracks: 06 Talking Heads - Psycho Killer (The Cube Guys Remix Radio Edit) - JE aka Just Entertainment 07 Pendulum - The Island (STEIN & Sixtone Remix) - Promo -- About GROOVE RADIO Groove Radio is the Rhythm of the Future - always on in HQ audio with electronic dance music and DJ culture LIVE from Los Angeles. Curated by legendary radio programmer, Swedish Egil, Groove Radio celebrates 30+ years featuring iconic and emerging talent from the early classics of 90's techno and house music to the sounds of today's dance music festivals. -- For more info visit:  grooveradio.com c2025 Groove Radio. All rights reserved.

Norbert Heuser is a German born and raised inventor, entrepreneur, public speaker, life & health coach, a management consultant, and authorJoin my PodFather Podcast Coaching Community https://www.skool.com/podfather/about Start Your Own SKOOL Communityhttps://www.skool.com/signup?ref=c72a37fe832f49c584d7984db9e54b71  #NorbertHeuser #addiction #coffeedangers About my Guest Norbert Heuser:My name is Norbert Heuser. I am a German born and raised inventor, entrepreneur, public speaker, life & health coach, a management consultant, and author. I spent most of my time in the past 45 years between my own companies in Germany, Taiwan, Mainland China and Hong Kong. Nowadays my HQ is still in Germany while my co-office is in Florida where I dwell with my family. So far I have visited and worked in 39 countries. I have given more than 200 interviews, podcasts, webinars, and seminars. Mainly on health topics which are typically not covered by a MD or the big media. ---Awakening Podcast Social Media / Coaching My Other Podcasts   ⁠⁠⁠https://roycoughlan.com/⁠⁠ ------------------What we Discussed: 00:00 Who is Nobert Heuser 01:20 What happen in his life to get into health care04:40 What addiction is08:08 A Strong is Craving is a Proof of Addiction10:44 How he proved Coffee was Addictive15:30 Be aware of the Problem is half of the Solutions16:19 Caffine is lots of drinks and products16:55 Coffee can be moldy and my Lemmon Coffee18:20 We are a Coffee Addicted Society21:00 Gray Drinking22:00 What has stress got to do with Caffine28:30 Caffine creates an unhealthy body30:30 Caffines Concentration including decaf33:30 Cancer Thrives on Acidity34:30 Caffeine is a Psychoactive Drug36:15 NASA Test on how Caffines Works37:08 The Caffeine dangers with Expecting Mothers39:57 The increase in Coffee intake41:18 The Olympic Committee put caffeine in the Doping list in 198442:50 95% of Dr's are a disgrace43:45 Caffeine is hidden in products46:00 An Alternative of Coffee47:50 Which Teas do not have Caffeine50:00 His Definition of Health51:40 His Book 'Coffee Addiction & Caffeinism'54:30 The Price of Coffee has doubled in Poland How to Contact Norbert Heuser: https://improveyourlifewithnorbert.com/https://www.facebook.com/improveyourlife.ushttps://www.youtube.com/channel/UCqFx3ER2XYEOWZP619Sq68ghttps://www.instagram.com/improveyourlife_with_norberthttps://www.linkedin.com/company/improveyourlifewithnorbert/ ------------------------------More about the Awakening Podcast:All Episodes can be found at www.awakeningpodcast.org Join his Brain Fitness SKOOL Grouphttps://www.skool.com/brainfitness/about Awakening Podcast Social Media / Coaching My Other Podcasts  ⁠⁠⁠https://roycoughlan.com/⁠⁠ Our Facebook Group can be found at https://www.facebook.com/royawakening #coffee #awakening #toxicfood #toxicdrink #health 

Good Sunday to you,I am headed to Birmingham and Huddersfield week after next. If you are in either neck of the woods, come and see the show.Don't it always seem to go That you don't know what you've got ‘til it's goneJoni MitchellBack in the 1980s I remember the newly privatised British Telecom, in its wisdom, decided to get rid of Britain's red telephone boxes and replace them with things made of glass or was it perspex? The originals were designed, I've since read, by one Giles Gilbert Scott, who got the gig as a result of a design competition. (I've since learned he also designed Battersea Power Station, so he was quality).British Telecom wanted a rebranding, so somebody at HQ decided to waste lord-knows-how-much money getting rid of however many phone boxes there were around the country - they're cast iron so this was not an easy job, nor a cheap one - and replace them with something better, which inevitably turned out to be worse.Here's the iconic before:Here's what they replaced them with:I barely remember these. You probably don't either. Because they were soon got rid of and replaced with these. Why did they bother?The glass replacements are just so bland you cannot not even describe them as ugly. They are just characterless nothings. Why people in corporations feel this need to glassify everything - it's happened to buildings as well, of course - is beyond me. I guess they think it's “dynamic”. (Indeed, they've done something similar to language).BT justified the rebranding by saying existing phone boxes got vandalised: prostitutes and mini cab drivers left their calling cards in them, people pissed in them. All of this is true, but there were other ways of dealing with these issues. (It's not unlike the many invented problems being cited today to justify hoisting digital ID on us). The bottom line is that the powers that be wanted a rebrand. Good for their egos, I guess. And thanks to the privatisation they now had bucket loads of capital to spend on it.Whatever. They spent a shedload and made it worse. So there I was walking along Parliament Square the other day and what did I see but a this huge queue of tourists lining up to have their photo taken by a phone box. Not one of the glass ones obviously. And I mean huge queue. See for yourself.I would say there are 40 or more people in that queue. If they each take 45 seconds for their photo, that's a good 30-minute wait.The rest of the world loves the English for who we are. For our history, our culture, our style, our character, our charm, our order, our beauty. That's why so many tourists flock here. Why are we incapable of appreciating ourselves and loving what we have created? - instead choosing to self-hate and apologise for what we have done.The rest of the world wants the England of red phone boxes, afternoon tea, good manners and Downton Abbey. They don't want England for its diversity (diversity is not London's greatest strength, despite what they mayor may tell you - London's greatest strength is that it is the capital of England, not Diversityland), nor for its gender-neutral toilets, glass fronted buildings, low trust communities or its street crime. They want England for the English.So the point of today's missive.A few years ago somebody got the no-doubt-very-well-paid gig erecting cycle sheds around the capital. Here was an opportunity to design something iconic, something which added to London - like the old red buses, black taxis, post boxes and, yes, the phone boxes. Things that characterise London, and thus things that people love London for. Here's what we got. They even put a picture of a bicycle on the side, just in case you're totally moronic.Talk about a wasted opportunity.They look like budget Anderson shelters.And what's the shelf life of one of those. Ten years, maybe?Can you see tourists seventy or eighty years from now queuing up for half an hour to get their photo taken next to one?Oh well.If you enjoyed reading this, please share it far and wide.Lots of things to share with you this week* Here ICYMI is this week's commentary:* Here is a piece from my comedy Substack about Prunella Scales, who died on Monday. It also contains an episode of a 1975 sitcom you've probably never heard of but in which she was absolutely brilliant. I urge you to watch it - you will thank me.* I made an appearance on Jeremy McKeown's new podcast, along with Tim Price, to talk gold.If you live in a Third World country, such as the UK, I urge you to own gold or silver. The bullion dealer I recommend is The Pure Gold Company. Pricing is competitive, quality of service is high. They deliver to the UK, the US, Canada and Europe or you can store your gold with them. More here.* And, finally, on Friday morning at 07.34 GMT, I became a grandad. Please welcome Cecilia (name not yet confirmed) to the group.As we are headed into Christmas present season, if you are unable to follow the tradition of the Wise Men and gift actual gold, how about a book about gold instead?I deal for anyone at home or at work. The Secret History of Gold - Money, Myth, Politics and Power is available at all good bookstoresUntil next time,Dominic This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.theflyingfrisby.com/subscribe

Most of us have that voice in our head that says we're not ready, not good enough, or just faking it—and Jay Schwedelson is here to shut that voice up for good. In this episode, Jay explains how negative self-talk sneaks into your brain, why it's so convincing, and the weird trick he uses to stop it instantly. Plus, he somehow ties it all back to Mean Girls, Rocky, and Eddie Murphy.ㅤBest Moments:(01:15) Why switching careers into marketing isn't as hard as you think(02:18) The sneaky power of negative self-talk and how everyone falls for it(03:49) What UCLA's research says about how self-doubt rewires your brain(05:14) The hilarious but effective way Jay shuts up his inner critic(07:00) Jay's unapologetic list of the greatest movies ever madeㅤCheck out our 100% FREE + VIRTUAL EVENTS! ->Guru Conference - The World's Largest Virtual EMAIL MARKETING Conference - Nov 6-7!Register here: www.GuruConference.comㅤCheck out Jay's YOUTUBE Channel: https://www.youtube.com/@schwedelsonCheck out Jay's TIKTOK: https://www.tiktok.com/@schwedelsonCheck Out Jay's INSTAGRAM: https://www.instagram.com/jayschwedelson/ㅤMASSIVE thank you to our Sponsor, Marigold!!Email chaos across campuses, branches, or chapters? Emma by Marigold lets HQ keep control while local teams send on-brand, on-time messages with ease.Podcast & GURU listeners: 50 % off your first 3 months with an annual plan (new customers, 10 k-contact minimum, terms apply).Claim your offer now at jayschwedelson.com/emma

Greg James takes you inside Radio 1's Cloakroom! The behind the scenes HQ of Radio 1's Traitors Halloween special where the victims share their side of the story, the traitors confess and the faithfuls reflect. Exclusive reactions, dramatic reveals and all the chaos in between.

A bailout package for Chicago transit passed in Springfield as the Bears' stadium funding efforts were again shut out. Crain's politics reporter Justin Laurence discusses with host Amy Guth.Plus: 1871 is on the move to Edelman's downtown HQ, Senate OKs energy bill that includes billions for battery storage and nixes nuke ban, Heartland Bank expands in Illinois and Missouri with $170 million CNB buy, and Baxter lowers guidance. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Another full serving of red meat on The Chad & Cheese Podcast. Joel unleashes the layoff bloodbath: Amazon axes 14K corporate jobs for automation, Target cuts 1.8K amid sales slumps, GM drops 3K+, Rivian 600, UPS a brutal 48K. Military.com? DOA via Valnet. Chad blames UPS pain on automation, ditching Amazon volume, and shrinking wallets; ties GM to the EV tax-credit cliff—“Trump economy killer!” Joel says companies hate chaos, froze post-election, now tariffs (⅓ each: importer, company, consumer) drip inflation, crushing spending and jobs. Amazon's BlueJay bots are coming for warehouses. Emi (Europe) confirms global instability fuels automation through '27; Target may need holiday humans, but HQ already slashed layers. Mercor—those zygote founders roasted for bias-free matching—pivots to AI-model eval, grabs $350M Series C at $10B. 30K experts at $85/hr tell OpenAI why outputs rock or rot. Chad salutes the “picks-and-shovels” genius; Joel dubs it the mother of pivots. AuditBoard scoops FairNow for AI-governance; Chad smells PE acqui-hire for HG's $180B empire, Joel's skeptical—flat headcount, no terms, RecFest whispers “smoke.” Emi loves Mercor's 500M ARR path, reserves FairNow judgment. iCIMS wakes up: AI Sourcing Agent, turnkey I-9/E-Verify (backgrounds/assessments next), Apply Network adds LinkedIn/Veritone. Chad groans—5 yrs post-Opening.io, 3 post-Candidate.ID, rebranding old tech as “agents” in me-too panic. Joel sees ATS arms race: bundle sourcing/SEO or lose to SmartRecruiter clones. Emi hopes CTO Deepak Pandya saves the day; Chad/Joel want retention—“We've got agents too!” H-1B mess: White House defends $100K fee vs. Chamber lawsuits over fraud/wage suppression. DeSantis bans H-1Bs at FL universities (13.6% biz faculty gone), citing Chinese nationals teaching U.S. policy. Chad recalls 2020 Chamber suit—immigrants power innovation/supply chains. BC runs Reagan ads during NHL, fast-tracks Trump-weary U.S. nurses: 1.4K+ apps, 113 registered, 100+ hired. Joel predicts Canada-wide poach; Emi: fee won't spawn American nurses. Bold (Monster/CB owners) drops 2007 cringe-video: wrinkled CEO, Trumpasaurus, resume subs, predatory paid services. Chad gags at “ick,” slams Jeff Taylor for cheering a flaming brand. Joel: ChatGPT could do better; Emi: euthanize the dead horse—trust gone. Trio signs off with Joel the Chicken & Agent Chad pitching iCIMS mascot gigs. Death, taxes, layoffs—baby.  Chapters00:00 - Intro13:32- Layoffs21:44 - AI News30:29 - iCIMS38:23 - H-1B47:04 - Bold 

What does it take to keep a family business thriving for generations? In this episode of Unstoppable Mindset, I talk with Jan Southern, a seasoned business advisor who helps family-owned companies build long-term success through structure, trust, and clarity. We explore why so many family firms lose their way by the third generation—and what can be done right now to change that story. Jan shares how documenting processes, empowering people, and aligning goals can turn complexity into confidence. We unpack her “Three Ps” framework—People, Process, and Product—and discuss how strong leadership, accountability, and smart AI adoption keep growth steady and sustainable. If you've ever wondered what separates businesses that fade from those that flourish, this conversation will show you how to turn structure into freedom and process into legacy. Highlights: 00:10 – Why unexpected stories reveal how real businesses grow. 01:39 – How early life in Liberal, Kansas shaped a strong work ethic. 07:51 – What a 10,000 sq ft HQ build-out teaches about operations. 09:35 – How a trading floor was rebuilt in 36 hours and why speed matters. 11:21 – Why acquisitions fail without tribal knowledge and culture continuity. 13:19 – What Ferguson Alliance does for mid-market family businesses. 14:08 – Why many family firms don't make it to the third generation. 17:33 – How the 3 Ps—people, process, product—create durable growth. 20:49 – Why empowerment and clear decision rights prevent costly delays. 33:02 – The step-by-step process mapping approach that builds buy-in. 36:41 – Who should sponsor change and how to align managers. 49:36 – Why process docs and succession planning start on day one. 56:21 – Realistic timelines: six weeks to ninety days and beyond. 58:19 – How referrals expand projects across departments. About the Guest: With over 40 years of experience in the realm of business optimization and cost-effective strategies, Jan is a seasoned professional dedicated to revolutionizing company efficiency. From collaborating with large corporations encompassing over 1,000 employees to small 2-person offices, Jan's expertise lies in meticulously analyzing financials, processes, policies and procedures to drive enhanced performance. Since joining Ferguson Alliance in 2024, Jan has become a Certified Exit Planning Advisor and is currently in the process of certification in Artificial Intelligence Consulting and Implementation, adding to her ability to quickly provide businesses with an assessment and tools that will enhance their prosperity in today's competitive landscape. Jan's forte lies in crafting solutions that align with each client's vision, bolstering their bottom line and staffing dynamics. Adept in setting policies that align with company objectives, Jan is renowned for transforming challenges into opportunities for growth and longevity. With a knack for unraveling inefficiencies and analyzing net income, Jan is a go-to expert for family-owned businesses looking to extend their legacy into future generations. Ways to connect with Jan: Email address : Jan@Ferguson-Alliance.com Phone: 713 851 2229 LinkedIn: linkedin.com/in/jansouthern cepa Website: https://ferguson alliance.com 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/ accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/ 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 ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hi everyone. I want to welcome you to unstoppable mindset where inclusion, diversity and the unexpected meet. But the neat thing about it is we don't usually deal with inclusion or diversity. We deal with everything, but that because people come on this podcast to tell their own stories, and that's what we get to do today with Jan southern not necessarily anything profound about inclusion or diversity, but certainly the unexpected. And I'm sure we're going to figure out how that happens and what's unexpected about whatever I got to tell you. Before we started, we were just sitting here telling a few puns back and forth. Oh, well, we could always do that, Jan, well, welcome to unstoppable mindset. We're glad you're here. Thank you so much. Glad to be here. Any puns before we start?   Jan Southern ** 02:09 No, I think we've had enough of those. I think we did it   Michael Hingson ** 02:11 in, huh? Yes. Well, cool. Well, I want to thank you for being here. Jan has been very actively involved in a lot of things dealing with business and helping people and companies of all sizes, companies of all sizes. I don't know about people of all sizes, but companies of all sizes in terms of becoming more effective and being well, I'll just use the term resilient, but we'll get into that. But right now, let's talk about the early Jan. Tell us about Jan growing up and all that sort of stuff that's always fun to start with.   Jan Southern ** 02:50 Yes, I grew up in Liberal Kansas, which is a small town just north of the Oklahoma border and a little bit east of New Mexico kind of down in that little Four Corners area. And I grew up in the time when we could leave our house in the morning on the weekends and come home just before dusk at night, and our parents didn't panic, you know. So it was a good it was a good time growing up. I i lived right across the street from the junior high and high school, so I had a hugely long walk to work, I mean,   Michael Hingson ** 03:28 to school,   Jan Southern ** 03:30 yeah, and so, you know, was a, was a cheerleader in high school, and went to college, then at Oklahoma State, and graduated from there, and here I am in the work world. I've been working since I was about 20 years old, and I'd hate to tell you how many years that's been.   Michael Hingson ** 03:51 You can if you want. I won't tell   03:55 nobody will know.   Michael Hingson ** 03:57 Good point. Well, I know it's been a long time I read your bio, so I know, but that's okay. Well, so when you What did you major in in college psychology? Ah, okay. And did you find a bachelor's degree or just bachelor's   Jan Southern ** 04:16 I did not. I got an Mrs. Degree and had two wonderful children and grew up, they've grown up and to become very fine young men with kids of their own. So I have four grandchildren and one great grandchild, so   Michael Hingson ** 04:33 Wowie Zowie, yeah, that's pretty cool. So when you left college after graduating, what did you do?   Jan Southern ** 04:40 I first went to work in a bank. My ex husband was in pharmacy school at Oklahoma, State University of Oklahoma, and so I went to work in a bank. I was the working wife while he went to pharmacy school. And went to work in a bank, and years later, became a bank consultant. So we we lived in Norman, Oklahoma until he was out of school and and as I began having children during our marriage, I went to work for a pediatrician, which was very convenient when you're trying to take care of kids when they're young.   Michael Hingson ** 05:23 Yeah, and what did you What did you do for a pediatrician?   Jan Southern ** 05:27 I was, I was her receptionist, and typed medical charts, so I learned a lot about medicine. Was very she was head of of pediatrics at a local hospital, and also taught at the university. And so I got a great education and health and well being of kids. It was, it was a great job.   Michael Hingson ** 05:51 My my sister in law had her first child while still in high school, and ended up having to go to work. She went to work for Kaiser Permanente as a medical transcriber, but she really worked her way up. She went to college, got a nursing degree, and so on, and she became a nurse. And eventually, when she Well, she didn't retire, but her last job on the medical side was she managed seven wards, and also had been very involved in the critical care unit. Was a nurse in the CCU for a number of years. Then she was tasked. She went to the profit making side of Kaiser, as it were, and she was tasked with bringing paperless charts into Kaiser. She was the nurse involved in the team that did that. So she came a long way from being a medical transcriber.   Jan Southern ** 06:51 Well, she came a long way from being a single mom in high school. That's a great story of success.   Michael Hingson ** 06:56 Well, and she wasn't totally a single mom. She she and the guy did marry, but eventually they they did divorce because he wasn't as committed as he should be to one person, if it were,   Speaker 1 ** 07:10 that's a familiar story. And he also drank and eventually died of cirrhosis of the liver. Oh, that's too bad. Yeah, that's always sad, but, you know, but, but she coped, and her her kids cope. So it works out okay. So you went to work for a pediatrician, and then what did you do?   Jan Southern ** 07:31 Well, after my husband, after he graduated, was transferred to Dallas, and I went to work for a company gardener, Denver company at the time, they've been since purchased by another company. And was because of my experience in banking prior to the pediatrician, I went to work in their corporate cash management division, and I really enjoyed that I was in their corporate cash management for their worldwide division, and was there for about four years, and really enjoyed it. One of my most exciting things was they were moving their headquarters from Quincy, Illinois down to Dallas. And so I had been hired. But since they were not yet in Dallas, I worked with a gentleman who was in charge of putting together their corporate offices. And so we made all the arrangements. As far as we had a got a 10,000 square foot blank space when we started. And our job was to get every desk, every chair, every pen and pencil. And so when somebody moved from Quincy, Illinois, they moved in and they had their desk all set up. Their cuticles were cubicles were ready to go and and they were they could hit the ground running day one, so that,   Michael Hingson ** 09:02 so you, you clearly really got into dealing with organization, I would would say, then, wouldn't, didn't you?   Jan Southern ** 09:11 Yes, yes, that was my, probably my first exposure to to the corporate world and learning exactly how things could be more efficient, more cost effective. And I really enjoyed working for that company.   Michael Hingson ** 09:30 I remember, after September 11, we worked to provide the technology that we were selling, but we provided technology to Wall Street firms so they could recover their data and get set up again to be able to open the stock exchange and all the trading floors on the 17th of September. So the next Monday. And it was amazing, one of the companies was, I think it was Morgan Stanley. Finally and they had to go find new office space, because their office space in the World Trade Center was, needless to say, gone. They found a building in Jersey City that had a floor, they said, about the size of a football field, and from Friday night to Sunday afternoon, they said it took about 36 hours. They brought in computers, including IBM, taking computers from some of their own people, and just bringing them into to Morgan Stanley and other things, including some of the technology that we provided. And within 36 hours, they had completely reconstructed a trading floor. That's amazing. It was, it was absolutely amazing to see that. And you know, for everyone, it was pretty crazy, but Wall Street opened on the 17th and and continued to survive.   Jan Southern ** 10:57 That's a great story.   Michael Hingson ** 10:59 So what did you do? So you did this, this work with the 10,000 square foot space and other things like that. And then what?   Jan Southern ** 11:08 Well, once, once everyone moved into the space in Dallas. Then I began my work in their in their corporate cash management area. And from there, my next job was working in a bank when my my husband, then was transferred back to Tulsa, Oklahoma, and I went back to work in banking. And from that bank, I was there about three to four years, and I was hired then by John Floyd as a as a consultant for banks and credit unions, and I was with that company for 42 years. My gosh, I know that's unusual these days, but I really enjoyed what I did. We did re engineering work and cost effectiveness and banks and credit unions for those 42 years. And so that was where I really cut my teeth on process improvement and continuous improvement, and still in that industry. But their company was bought by a an equity firm. And of course, when that happens, they like to make changes and and bring in their own folks. So those of us who had been there since day one were no longer there.   Michael Hingson ** 12:26 When did that happen?   Jan Southern ** 12:27 That was in 2022   Michael Hingson ** 12:32 so it's interesting that companies do that they always want to bring in their own people. And at least from my perspective, it seems to me that they forget that they lose all the tribal knowledge that people who have been working there have that made the company successful   Jan Southern ** 12:51 Absolutely. So I guess they're still doing well, and they've done well for themselves afterwards, and but, you know, they do, they lose all the knowledge, they lose all of the continuity with the clients. And it's sad that they do that, but that's very, very common.   Michael Hingson ** 13:13 Yeah, I know I worked for a company that was bought by Xerox, and all the company wanted was our technology. All Xerox wanted was the technology. And they lost all of the knowledge that all the people with sales experience and other kinds of experiences brought, because they terminated all of us when the company was fully in the Xerox realm of influence.   Jan Southern ** 13:39 So you know what I went through? Yeah.   Michael Hingson ** 13:42 Well, what did you do after you left that company? After you left John Floyd,   Jan Southern ** 13:47 I left John Floyd, I was under a I was under a non compete, so I kind of knocked around for a couple of years. I was of age where I could have retired, but I wasn't ready to. So then I found Ferguson Alliance, and I'm now a business advisor for family owned businesses, and so I've been with Ferguson just over a year, and doing the same type of work that I did before. In addition to that, I have become a certified Exit Planning advisor, so that I can do that type of work as well. So that's that's my story in a nutshell. As far as employment,   Michael Hingson ** 14:26 what is Ferguson Alliance?   Jan Southern ** 14:29 Ferguson Alliance, we are business advisors for family owned businesses. And the perception is that a family owned business is going to be a small business, but there are over 500,000 family owned businesses in the United States. Our market is the middle market, from maybe 50 employees up to 1000 20 million in revenues, up to, you know, the sky's the limit, and so we do. Do a lot of work as far as whatever can help a family owned business become more prosperous and survive into future generations. It's a sad statistic that most family owned businesses don't survive into the third generation.   Michael Hingson ** 15:16 Why is that?   Jan Southern ** 15:19 I think because they the first the first generation works themselves, their fingers to the bone to get their their business off the ground, and they get successful, and their offspring often enjoy, if you will, the fruits of the labors of their parents and so many of them, once they've gone to college, they don't have an interest in joining the firm, and so they go on and succeed on their own. And then their children, of course, follow the same course from from their work. And so that's really, I think, the primary reason, and also the the founders of the businesses have a tendency to let that happen, I think. And so our coaching programs try to avoid that and help them to bring in the second and third generations so that they can, you know, they can carry on a legacy of their parents or the founders.   Michael Hingson ** 16:28 So what do you do, and what kinds of initiatives do you take to extend the longevity of a family owned business then,   Jan Southern ** 16:39 well, the first thing is that that Rob, who's our founder of our family owned business, does a lot of executive coaching and helps the helps the people who are within the business, be it the founder or being at their second or third generations, and he'll help with coaching them as to how to, hey, get past the family dynamics. Everybody has their own business dynamics. And then you add on top of that, the family dynamics, in addition to just the normal everyday succession of a business. And so we help them to go through those types of challenges, if you will. They're not always a challenge, but sometimes, if there are challenges, Rob's coaching will take them through that and help them to develop a succession plan that also includes a document that says that that governance plan as to how their family business will be governed, in addition to just a simple succession plan, and my role in a lot of that is to make sure that their business is ready to prosper too. You know that their their assessment of as far as whether they're profitable, whether they are their processes are in place, etc, but one of the primary things that we do is to help them make certain that that if they don't want to survive into future generations, that we help them to prepare to either pass it along to a family member or pass it along to someone who's a non family member, right?   Michael Hingson ** 18:34 So I've heard you mentioned the 3p that are involved in extending longevity. Tell me about that. What are the three P's?   Jan Southern ** 18:41 Well, the first p is your people. You know, if you don't take care of your people, be they family members or non family members, then you're not going to be very successful. So making certain that you have a system in place, have a culture in place that takes care of your people. To us, is very key. Once you make sure that your people are in a culture of continuous improvement and have good, solid foundation. In that regard, you need to make sure that your processes are good. That's the second P that that you have to have your processes all documented, that you've authorized your people to make decisions that they don't always have to go to somebody else. If you're a person in the company and you recognize that something's broken, then you need to have empowerment so that your people can make decisions and not always have to get permission from someone else to make certain that those processes continuously are approved improved. That's how to you. Could have became so successful is they installed a product. They called it, I say, a product. They installed a culture. They called it kaizen. And so Kaizen was simply just continuous improvement, where, if you were doing a process and you ask yourself, why did I do it this way? Isn't there a better way? Then, you know, you're empowered to find a better way and to make sure that that that you can make that decision, as long as it fits in with the culture of the company. Then the third P is product. You know, you've got to have a product that people want. I know that you've seen a lot of companies fail because they're pushing a product that nobody wants. And so you make certain that your products are good, your products are good, high quality, and that you can deliver them in the way that you promise. And so those are really the 3p I'd like to go back to process and just kind of one of the things, as you know, we had some horrendous flooding here in Texas recently, and one of the things that happened during that, and not that it was a cause of it, but just one of the things that exacerbated the situation, is someone called to say, Please, we need help. There's flooding going on. It was one of their first responders had recognized that there was a tragic situation unfolding, and when he called into their system to give alerts, someone says, Well, I'm going to have to get approval from my supervisor, with the approval didn't come in time. So what's behind that? We don't know, but that's just a critical point as to why you should empower your people to make decisions when, when it's necessary.   Michael Hingson ** 21:56 I'm sure, in its own way, there was some of that with all the big fires out here in California back in January, although part of the problem with those is that aircraft couldn't fly for 36 hours because the winds were so heavy that there was just no way that the aircraft could fly. But you got to wonder along the way, since they are talking about the fact that the electric companies Southern California, Edison had a fair amount to do with probably a lot a number of the fires igniting and so on, one can only wonder what might have happened if somebody had made different decisions to better prepare and do things like coating the wires so that if they touch, they wouldn't spark and so on that they didn't do. And, you know, I don't know, but one can only wonder.   Jan Southern ** 22:53 It's hard to know, you know, and in our situation, would it have made any difference had that person been able to make a decision on her own? Yeah, I was moving so rapidly, it might not have made any any difference at all, but you just have to wonder, like you said,   Michael Hingson ** 23:10 yeah, there's no way to, at this point, really know and understand, but nevertheless, it is hopefully something that people learn about for the future, I heard that they're now starting to coat wires, and so hopefully that will prevent a lot, prevent a lot of the sparking and so on. I'd always thought about they ought to put everything underground, but coating wire. If they can do that and do it effectively, would probably work as well. And that's, I would think, a lot cheaper than trying to put the whole power grid underground.   Jan Southern ** 23:51 I would think so we did when I was with my prior company. We did a project where they were burying, they were putting everything underground, and Burlington Vermont, and it was incredible what it takes to do that. I mean, you just, we on the outside, just don't realize, you know, there's a room that's like 10 by six underground that carries all of their equipment and things necessary to do that. And I never realized how, how costly and how difficult it was to bury everything. We just have the impression that, well, they just bury this stuff underground, and that's all. That's all it takes. But it's a huge, huge undertaking in order to do that   Michael Hingson ** 24:36 well. And it's not just the equipment, it's all the wires, and that's hundreds and of miles and 1000s of miles of cable that has to be buried underground, and that gets to be a real challenge.   Jan Southern ** 24:47 Oh, exactly, exactly. So another story about cables. We were working in West Texas one time on a project, and we're watching them stretch the. Wiring. They were doing some internet provisioning for West Texas, which was woefully short on in that regard, and they were stringing the wire using helicopters. It was fascinating, and the only reason we saw that is it was along the roadways when we were traveling from West Texas, back into San Antonio, where flights were coming in and out of so that was interesting to watch.   Michael Hingson ** 25:28 Yeah, yeah. People get pretty creative. Well, you know, thinking back a little bit, John Floyd must have been doing something right to keep you around for 42 years.   Jan Southern ** 25:40 Yes, they did. They were a fabulous country company and still going strong. I think he opened in 1981 it's called advantage. Now, it's not John Floyd, but Right, that was a family owned business. That's where I got to cut my teeth on the dynamics of a family owned business and how they should work and how and his niece is one of the people that's still with the company. Whether, now that they're owned by someone else, whether she'll be able to remain as they go into different elements, is, is another question. But yeah, they were, they were great.   Michael Hingson ** 26:20 How many companies, going back to the things we were talking about earlier, how many companies when they're when they buy out another company, or they're bought out by another company, how many of those companies generally do succeed and continue to grow? Do you have any statistics, or do more tend not to than do? Or   Jan Southern ** 26:40 I think that more tend to survive. They tend to survive, though, with a different culture, I guess you would say they they don't retain the culture that they had before. I don't have any firm statistics on that, because we don't really deal with that that much, but I don't they tend to survive with it, with a the culture of the newer company, if they fold them in, yeah.   Michael Hingson ** 27:15 Well, and the reality is to be fair, evolution always takes place. So the John Floyd and say, 2022 wasn't the same as the John Floyd company in 1981   Jan Southern ** 27:31 not at all. No, exactly, not at all.   Michael Hingson ** 27:34 So it did evolve, and it did grow. And so hopefully, when that company was absorbed elsewhere and with other companies, they they do something to continue to be successful, and I but I think that's good. I know that with Xerox, when it bought Kurzweil, who I worked for, they were also growing a lot and so on. The only thing is that their stock started to drop. I think that there were a number of things. They became less visionary, I think is probably the best way to put it, and they had more competition from other companies developing and providing copiers and other things like that. But they just became less visionary. And so the result was that they didn't grow as much as probably they should have.   Jan Southern ** 28:28 I think that happens a lot. Sometimes, if you don't have a culture of continuous improvement and continuous innovation, which maybe they didn't, I'm not that familiar with how they move forward, then you get left behind. You know, I'm I'm in the process right now, becoming certified in artificial intelligent in my old age. And the point that's made, not by the company necessarily that I'm studying with, but by many others, is there's going to be two different kinds of companies in the future. There's going to be those who have adopted AI and those who used to be in business. And I think that's probably fair.   Michael Hingson ** 29:13 I think it is. And I also we talked with a person on this podcast about a year ago, or not quite a year ago, but, but he said, AI will not replace anyone's jobs. People will replace people's jobs with AI, but they shouldn't. They shouldn't eliminate anyone from the workforce. And we ended up having this discussion about autonomous vehicles. And the example that he gave is, right now we have companies that are shippers, and they drive product across the country, and what will happen to the drivers when the driving process becomes autonomous and you have self driving vehicles, driving. Across country. And his point was, what they should do, what people should consider doing is not eliminating the drivers, but while the machine is doing the driving, find and give additional or other tasks to the drivers to do so they can continue to be contributors and become more efficient and help the company become more efficient, because now you've got people to do other things than what they were used to doing, but there are other things that AI won't be able to do. And I thought that was pretty fascinating,   Jan Southern ** 30:34 exactly. Well, my my nephew is a long haul truck driver. He owns a company, and you know, nothing the AI will never be able to observe everything that's going on around the trucking and and you know, there's also the some of the things that that driver can do is those observations, plus they're Going to need people who are going to program those trucks as they are making their way across the country, and so I'm totally in agreement with what your friend said, or your you know, your guests had to say that many other things,   Michael Hingson ** 31:15 yeah, and it isn't necessarily even relating to driving, but there are certainly other things that they could be doing to continue to be efficient and effective, and no matter how good the autonomous driving capabilities are, it only takes that one time when for whatever reason, the intelligence can't do it, that it's good To have a driver available to to to to help. And I do believe that we're going to see the time when autonomous vehicles will be able to do a great job, and they will be able to observe most of all that stuff that goes on around them. But there's going to be that one time and that that happens. I mean, even with drivers in a vehicle, there's that one time when maybe something happens and a driver can't continue. So what happens? Well, the vehicle crashes, or there's another person to take over. That's why we have at least two pilots and airplanes and so on. So right, exactly aspects of it,   Jan Southern ** 32:21 I think so I can remember when I was in grade school, they showed us a film as to what someone's vision of the country was, and part of that was autonomous driving, you know. And so it was, it was interesting that we're living in a time where we're beginning to see that, yeah,   Michael Hingson ** 32:41 we're on the cusp, and it's going to come. It's not going to happen overnight, but it will happen, and we're going to find that vehicles will be able to drive themselves. But there's still much more to it than that, and we shouldn't be in too big of a hurry, although some so called profit making. People may decide that's not true, to their eventual chagrin, but we shouldn't be too quick to replace people with technology totally   Jan Southern ** 33:14 Exactly. We have cars in I think it's Domino's Pizza. I'm not sure which pizza company, but they have autonomous cars driving, and they're cooking the pizza in the back oven of the car while, you know, while it's driving to your location, yeah, but there's somebody in the car who gets out of the car and brings the pizza to my door.   Michael Hingson ** 33:41 There's been some discussion about having drones fly the pizza to you. Well, you know, we'll see,   Jan Southern ** 33:50 right? We'll see how that goes. Yeah,   Michael Hingson ** 33:53 I haven't heard that. That one is really, pardon the pun, flown well yet. But, you know, we'll see. So when you start a process, improvement process program, what are some of the first steps that you initiate to bring that about? Well, the first   Jan Southern ** 34:11 thing that we do, once we've got agreement with their leadership, then we have a meeting with the people who will be involved, who will be impacted, and we tell them all about what's happening, what's going to happen, and make certain that they're in full understanding. And you know, the first thing that you ever hear when you're saying that you're going to be doing a re engineering or process improvement is they think, Oh, you're just going to come in and tell me to reduce my staff, and that's the way I'm going to be more successful. We don't look at it that way at all. We look at it in that you need to be right. Have your staff being the right size, and so in in many cases, in my past. I we've added staff. We've told them, you're under staffed, but the first thing we do is hold that meeting, make certain that they're all in agreement with what's going to happen, explain to them how it's going to happen, and then the next step is that once management has decided who our counterparts will be within the company. Who's going to be working with us to introduce us to their staff members is we sit down with their staff members and we ask them questions. You know, what do you do? How do you do it? What do you Did someone bring it to you. Are you second in line or next in line for some task? And then once you finish with it, what happens to it? Do you give someone else? Is a report produced? Etc. And so once we've answered all of those questions, we do a little a mapping of the process. And once you map that process, then you take it back to the people who actually perform the process, and you ask them, Did I get this right? I heard you say, this? Is this a true depiction of what's happening? And so we make sure that they don't do four steps. And they told us steps number one and three, so that then, once we've mapped that out, that gives us an idea of two of how can things be combined? Can they be combined? Should you be doing what you're doing here? Is there a more efficient or cost effective way of doing it? And we make our recommendations based on that for each process that we're reviewing. Sometimes there's one or two good processes in an area that we're looking at. Sometimes there are hundreds. And so that's that's the basic process. And then once they've said yes, that is correct, then we make our recommendations. We take it back to their management, and hopefully they will include the people who actually are performing the actions. And we make our recommendations to make changes if, if, if it's correct, maybe they don't need to make any changes. Maybe everything is is very, very perfect the way it is. But in most cases, they brought us in because it's not and they've recognized it's not. So then once they've said, yes, we want to do this, then we help them to implement.   Michael Hingson ** 37:44 Who usually starts this process, that is, who brings you in?   Jan Southern ** 37:48 Generally, it is going to be, depending upon the size of the company, but in most cases, it's going to be the CEO. Sometimes it's the Chief Operating Officer. Sometimes in a very large company, it may be a department manager, you know, someone who has the authority to bring us in. But generally, I would say that probably 90% of our projects, it's at the C   Michael Hingson ** 38:19 level office. So then, based on everything that you're you're discussing, probably that also means that there has to be some time taken to convince management below the CEO or CEO or a department head. You've got to convince the rest of management that this is going to be a good thing and that you have their best interest at heart.   Jan Southern ** 38:43 That is correct, and that's primarily the reason that we have for our initial meeting. We ask whoever is the contract signer to attend that meeting and be a part of the discussion to help to ward off any objections, and then to really bring these people along if they are objecting. And for that very reason, even though they may still be objecting, we involve them in the implementation, so an implementation of a of a recommendation has to improve, has to include the validation. So we don't do the work, but we sit alongside the people who are doing the implementation and guide them through the process, and then it's really up to them to report back. Is it working as intended? If it's not, what needs to be changed, what might improve, what we thought would be a good recommendation, and we work with them to make certain that everything works for them. Right? And by the end of that, if they've been the tester, they've been the one who's approved steps along the way, we generally find that they're on board because they're the it's now. They're now the owners of the process. And when they have ownership on something that they've implemented. It's amazing how much more resilient they they think that the process becomes, and now it's their process and not ours.   Michael Hingson ** 40:32 Do you find most often that when you're working with a number of people in a company that most of them realize that there need to be some changes, or something needs to be improved to make the whole company work better. Or do you find sometimes there's just great resistance, and people say no, there's just no way anything is bad.   Jan Southern ** 40:53 Here we find that 90% of the time, and I'm just pulling that percentage out of the air, I would say they know, they know it needs to be changed. And the ones typically, not always, but typically, the ones where you find the greatest resistance are the ones who know it's broken, but they just don't want to change. You know, there are some people who don't want to change no matter what, or they feel threatened that. They feel like that a new and improved process might take their place. You know, might replace them. And that's typically not the case. It's typically not the case at all, that they're not replaced by it. Their process is improved, and they find that they can be much more productive. But the the ones who are like I call them the great resistors, usually don't survive the process either. They are. They generally let themselves go,   Michael Hingson ** 42:01 if you will, more ego than working for the company.   Jan Southern ** 42:05 Yes, exactly, you know, it's kind of like my mom, you know, and it they own the process as it was. We used to laugh and call this person Louise, you know, Louise has said, Well, we've always done it that way. You know, that's probably the best reason 20 years in not to continue to do it same way.   Michael Hingson ** 42:34 We talked earlier about John Floyd and evolution. And that makes perfect sense. Exactly what's one of the most important things that you have to do to prepare to become involved in preparing for a process, improvement project? I think   Jan Southern ** 42:52 the most important thing there's two very important things. One is to understand their culture, to know how their culture is today, so that you know kind of which direction you need to take them, if they're not in a continuous improvement environment, then you need to lead them in that direction if they're already there and they just don't understand what needs to be done. There's two different scenarios, but the first thing you need to do is understand the culture. The second thing that you need to do, other than the culture, is understand their their business. You need to know what they do. Of course, you can't know from the outside how they do it, but you need to know that, for instance, if it's an we're working with a company that cleans oil tanks and removes toxins and foul lines from oil and gas industry. And so if you don't understand at all what they do, it's hard to help them through the processes that they need to go through. And so just learning, in general, what their technology, what their business is about. If you walk in there and haven't done that, you're just blowing smoke. In my mind, you know, I do a lot of research on the technologies that they use, or their company in general. I look at their website, I you know, look at their LinkedIn, their social media and so. And then we request information from them in advance of doing a project, so that we know what their org structure looks like. And I think those things are critical before you walk in the door to really understand their business in general.   Michael Hingson ** 44:53 Yeah, and that, by doing that, you also tend to. To gain a lot of credibility, because you come in and demonstrate that you do understand what they're doing, and people respond well to that, I would think   Jan Southern ** 45:10 they do. You know, one of our most interesting projects in my past was the electric company that I mentioned. There was an electric company in Burlington, Vermont that did their own electric generation. We've never looked at anything like that. We're a bank consultant, and so we learned all about how they generated energy with wood chips and the, you know, the different things. And, you know, there were many days that I was out watching the wood chips fall out of a train and into their buckets, where they then transferred them to a yard where they moved the stuff around all the time. So, you know, it was, it's very interesting what you learn along the way. But I had done my homework, and I knew kind of what they did and not how they did it in individual aspects of their own processes, but I understood their industry. And so it was, you do walk in with some credibility, otherwise they're looking at you like, well, what does this person know about my job?   Michael Hingson ** 46:20 And at the same time, have you ever been involved in a situation where you did learn about the company you you went in with some knowledge, you started working with the company, and you made a suggestion about changing a process or doing something that no one had thought of, and it just clicked, and everybody loved it when they thought about it,   Jan Southern ** 46:42 yes, yes, exactly. And probably that electric company was one of those such things. You know, when they hired us, they they told us. We said, We don't know anything about your business. And they said, Good, we don't want you to come in with any preconceived ideas. And so some of the recommendations we made to them. They were, it's kind of like an aha moment. You know, they look at you like, Oh my gosh. I've never thought of that, you know, the same I would say in in banking and in family businesses, you know, they just, they've never thought about doing things in a certain way.   Michael Hingson ** 47:20 Can you tell us a story about one of those times?   Jan Southern ** 47:24 Yes, I would say that if you're, if you're talking about, let's talk about something in the banking industry, where they are. I was working in a bank, and you, you go in, and this was in the days before we had all of the ways to store things electronically. And so they were having a difficult time in keeping all of their documents and in place and knowing when to, you know, put them in a destruction pile and when not to. And so I would say that they had an aha moment when I said, Okay, let's do this. Let's get a bunch of the little colored dots, and you have big dots and small dots. And I said, everything that you put away for 1990 for instance, then you put on a purple dot. And then for January, you have 12 different colors of the little dots that you put in the middle of them. And you can use those things to determine that everything that has a purple dot and little yellow.in the middle of that one, you know that that needs to be destructed. I think in that case, it was seven years, seven years from now, you know that you need to pull that one off the shelf and put it into the pile to be destructed. And they said, we've never thought of anything. It was like I had told him that, you know, the world was going to be struck, to be gone, to begin tomorrow. Yeah, it was so simple to me, but it was something that they had never, ever thought of, and it solved. They had something like five warehouses of stuff, most of which needed to have been destroyed years before, yeah,   Michael Hingson ** 49:21 but still they weren't sure what, and so you gave them a mechanism to do that,   Jan Southern ** 49:27 right? Of course, that's all gone out the window today. You don't have to do all that manual stuff anymore. You're just, you know, I'd say another example of that was people who were when we began the system of digitizing the files, especially loan files in a bank. And this would hold true today as well, in that once you start on a project to digitize the files, there's a tendency to take the old. Files first and digitize those. Well, when you do that, before you get to the end of it, if you have a large project, you don't need those files anymore. So you know, our recommendation is start with your latest. You know, anything that needs to be archived, start with the newest, because by the time that you finish your project, some of those old files you won't even need to digitize, just shred them. Yeah, you know, it's, it's just little simple things like that that can make all the difference.   Michael Hingson ** 50:32 When should a family business start documenting processes? I think I know that's what I thought you'd say,   Jan Southern ** 50:40 yes, yes, that is something that is near and dear to my heart. Is that I would even recommend that you maybe do it before you open your doors, if potential is there, so that the day you open your business, you need to start with your documenting your processes, and you need to start on your succession planning. You know, those are the days that once you really start working, you're not going to have time. You know, you're going to be busy working every day. You're you're going to be busy servicing your customers, and that always gets pushed to the back when you start to document something, and so that's the time do it when you first open your doors.   Michael Hingson ** 51:29 So when we talk about processes, maybe it's a fair question to ask, maybe not. But what are we really talking about when we talk about processes and documenting processes? What are the processes?   Jan Southern ** 51:41 Well, the processes are the things that you do every day. Let's take as an example, just when you set up your your files within your SharePoint, or within your computer, if you don't use SharePoint, your Google files, how you set those up, a process could also be during your accounting, what's the process that you go through to get a invoice approved? You know, when the invoice comes in from the vendor, what do you do with it? You know, who has to approve it? Are there dollar amounts that you have to have approvals for? Or can some people just take in a smaller invoice and pay it without any any approvals? We like to see there be a process where it's approved before you get the invoice from the customer, where it's been approved at the time of the order. And that way it can be processed more more quickly on the backside, to just make sure that it says what the purchase order if you use purchase orders or see what your agreement was. So it's the it's the workflow. There's something that triggers an action, and then, once gets triggered, then what takes place? What's next, what's the next steps? And you just go through each one of the things that has to happen for that invoice to get paid, and the check or wire transfer, or or whatever you use as a payment methodology for it to go out the door. And so, you know what you what you do is you start, there's something that triggers it, and then there's a goal for the end, and then you fill in in the center,   Michael Hingson ** 53:38 and it's, it's, it's a fascinating I hate to use the word process to to listen to all of this, but it makes perfect sense that you should be documenting right from the outset about everything that you do, because it also means that you're establishing a plan so that everyone knows exactly what the expectations are and exactly what it is that needs to be done every step of the way,   Jan Southern ** 54:07 right and and one of the primary reasons for that is we can't anticipate life. You know, maybe our favorite person, Louise, is the only one who's ever done, let's say, you know, payroll processing, or something of that sort. And if something happens and Louise isn't able to come in tomorrow, who's going to do it? You know, without a map, a road map, as to the steps that need to be taken, how's that going to take place? And so that's that's really the critical importance. And when you're writing those processes and procedures, you need to make them so that anybody can walk in off the street, if necessary, and do what Louise was doing and have it done. Properly.   Michael Hingson ** 55:00 Of course, as we know, Louise is just a big complainer anyway. That's right, you said, yeah. Well, once you've made recommendations, and let's say they're put in place, then what do you do to continue supporting a business?   Jan Southern ** 55:20 We check in with them periodically, whatever is appropriate for them and and for the procedures that are there, we make sure that it's working for them, that they're being as prosperous as they want to be, and that our recommendations are working for them. Hopefully they'll allow us to come back in and and most do, and make sure that what we recommended is right and in is working for them, and if so, we make little tweaks with their approvals. And maybe new technology has come in, maybe they've installed a new system. And so then we help them to incorporate our prior recommendations into whatever new they have. And so we try to support them on an ongoing basis, if they're willing to do that, which we have many clients. I think Rob has clients he's been with for ever, since he opened his doors 15 years ago. So   Michael Hingson ** 56:19 of course, the other side of that is, I would assume sometimes you work with companies, you've helped them deal with processes and so on, and then you come back in and you know about technology that that they don't know. And I would assume then that you suggest that, and hopefully they see the value of listening to your wisdom.   Jan Southern ** 56:41 Absolutely, we find that a lot. We also if they've discovered a technology on their own, but need help with recommendations, as far as implementation, we can help them through that as well, and that's one of the reasons I'm taking this class in AI to be able to help our customers move into a realm where it's much more easily implemented if, if they already have the steps that we've put into place, you can feed that into an AI model, and it can make adjustments to what they're doing or make suggestions.   Michael Hingson ** 57:19 Is there any kind of a rule of thumb to to answer this question, how long does it take for a project to to be completed?   Jan Southern ** 57:26 You know, it takes, in all fairness, regardless of the size of the company, I would say that they need to allow six weeks minimum. That's for a small company with a small project, it can take as long as a year or two years, depending upon the number of departments and the number of people that you have to talk to about their processes. But to let's just take an example of a one, one single department in a company is looking at doing one of these processes, then they need to allow at least six weeks to for discovery, for mapping, for their people to become accustomed to the new processes and to make sure that the implementation has been tested and is working and and they're satisfied with everything that that is taking place. Six weeks is a very, very minimum, probably 90 days is a more fair assessment as to how long they should allow for everything to take place.   Michael Hingson ** 58:39 Do you find that, if you are successful with, say, a larger company, when you go in and work with one department and you're able to demonstrate success improvements, or whatever it is that that you define as being successful, that then other departments want to use your services as well?   Jan Southern ** 59:00 Yes, yes, we do. That's a very good point. Is that once you've helped them to help themselves, if you will, once you've helped them through that process, then they recognize the value of that, and we'll move on to another division or another department to do the same thing.   Michael Hingson ** 59:21 Word of mouth counts for a lot,   Jan Southern ** 59:24 doesn't it? Though, I'd say 90% of our business at Ferguson and company comes through referrals. They refer either through a center of influence or a current client who's been very satisfied with the work that we've done for them, and they tell their friends and networking people that you know. Here's somebody that you should use if you're considering this type of a project.   Michael Hingson ** 59:48 Well, if people want to reach out to you and maybe explore using your services in Ferguson services, how do they do that?   Jan Southern ** 59:55 They contact they can. If they want to contact me directly, it's Jan. J, a n, at Ferguson dash alliance.com and that's F, E, R, G, U, S, O, N, Dash alliance.com and they can go to our website, which is the same, which is Ferguson dash alliance.com One thing that's very, very good about our our website is, there's a page that's called resources, and there's a lot of free advice, if you will. There's a lot of materials there that are available to family owned businesses, specifically, but any business could probably benefit from that. And so those are free for you to be able to access and look at, and there's a lot of blog information, free eBook out there, and so that's the best way to reach Ferguson Alliance.   Michael Hingson ** 1:00:52 Well, cool. Well, I hope people will take all of this to heart. You certainly offered a lot of interesting and I would say, very relevant ideas and thoughts about dealing with processes and the importance of having processes. For several years at a company, my wife was in charge of document control and and not only doc control, but also keeping things secure. Of course, having the sense of humor that I have, I pointed out nobody else around the company knew how to read Braille, so what they should really do is put all the documents in Braille, then they'd be protected, but nobody. I was very disappointed. Good idea   Speaker 2 ** 1:01:36 that is good idea that'll keep them safe from everybody. Yeah.   Michael Hingson ** 1:01:39 Well, I want to thank you for being here, and I want to thank to thank all of you for listening today. We've been doing this an hour. How much fun. It is fun. Well, I appreciate it, and love to hear from all of you about today's episode. Please feel free to reach out to me. You can email me at Michael H i@accessibe.com or go to our podcast page. Michael hingson, M, I, C, H, A, E, L, H, I N, G, s, O, n.com/podcast, but wherever you're listening, please give us a five star rating. We value your thoughts and your opinions, and I hope that you'll tell other people about the podcasts as well. This has been an interesting one, and we try to make them all kind of fun and interesting, so please tell others about it. And if anyone out there listening knows of anyone who ought to be a guest, Jan, including you, then please feel free to introduce us to anyone who you think ought to be a guest on unstoppable mindset. Because I believe everyone has a story to tell, and I want to get as many people to have the opportunity to tell their stories as we can. So I hope that you'll all do that and give us reviews and and stick with us. But Jan, again, I want to thank you for being here. This has been a lot of fun.   Jan Southern ** 1:02:51 It has been a lot of fun, and I certainly thank you for inviting me.   Michael Hingson ** 1:03:00 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

You know that feeling when events seem like a gamble and AI looks like it might replace the whole point of showing up? Here's the twist: showing up still wins. In this candid chat, Jay Schwedelson digs in with Alon Alroy on why micro events punch above their weight, how to make big conferences actually pay off, and what it takes to challenge a giant without a giant's budget.ㅤFollow Alon Alroy on LinkedIn, follow Bizzabo on LinkedIn, and visit Bizzabo.com to explore their event platform and resources. You can also check out Bizzabo's upcoming webinar on micro events—details available on their site or by messaging Alon directly.ㅤBest Moments:(01:28) From Air Force and an Airbnb-style idea to finding the real pain in events(04:53) AI raises digital noise but live events hit an all-time high for connection(08:00) Micro events that work cost 10k to 14k and get cheaper when you split with 3 to 4 partners(10:20) The booth isn't the strategy pre-during-post activation and same-day follow-up win ROI(15:00) Challenger playbook move fast a virtual launch in March 2020 vs incumbents months later(15:45) Busy vs Venti campaign speak directly to competitor pain and make it unforgettableㅤCheck out our 100% FREE + VIRTUAL EVENTS! ->Guru Conference - The World's Largest Virtual EMAIL MARKETING Conference - Nov 6-7!Register here: www.GuruConference.comㅤCheck out Jay's YOUTUBE Channel: https://www.youtube.com/@schwedelsonCheck out Jay's TIKTOK: https://www.tiktok.com/@schwedelsonCheck Out Jay's INSTAGRAM: https://www.instagram.com/jayschwedelson/ㅤMASSIVE thank you to our Sponsor, Marigold!!Email chaos across campuses, branches, or chapters? Emma by Marigold lets HQ keep control while local teams send on-brand, on-time messages with ease.Podcast & GURU listeners: 50 % off your first 3 months with an annual plan (new customers, 10 k-contact minimum, terms apply).Claim your offer now at jayschwedelson.com/emma

October was a busy month and we spare none on today's update with AgriNovus CEO, Christy Wright, and VP Libby Fritz. Updates include: A new global HQ for Elanco and our upcoming One Health Summit co-hosted with BioCrossroads (register here)Corteva's restructure into two companies and what comes nextBiomEdit's $2M Bezos Earth Fund Grant (listen to CEO Aaron Schacht here)BioBond launches two new adhesives -- one for fake fingernails and school adhesivesARI's new HQ at the 16 Tech Innovation District to secure Indiana's bioinnovation futureQuadrant is coming on 12/3! Register here.

I was connected with Adam via a mutual friend in the entrepreneurial space. He was visiting Florida on podcast circuit and dropped by HQ to share his story and what changed for the better in his life. Adam, is a nationally recognized entrepreneur, recovery advocate, and the CEO and co-founder of GITT Apparel—short for “Get In The Truck”—which he launched alongside his sister, Jeannette. Born from his own transformation out of addiction and homelessness, GITT is now a global movement and lifestyle brand sold in 41 states and across 3 continents, including Europe and the Mombasa Coast of Africa. The brand has even been featured on Times Square billboards.Adam serves as the Chief Marketing Officer for New Hope Counseling and Recovery in Southeastern Kentucky, where he gives back by helping others still struggling with addiction. He's also excited about the recent grand opening of him and his fiancé Jen's women's treatment center, Fourth Dimension Treatment Center in Coalgood, Kentucky, which offers adventure therapy and a range of innovative, holistic recovery modalities.He's been featured in LA Wire, CEO Weekly, Recovery Today Magazine, US Insider, NY Weekly, NY Wire, and is a frequent guest on the Everyday Kentucky Show, along with dozens of TV, radio, and newspaper interviews nationwide. Adam has over 300,000 followers across platforms and is known for combining marketing, purpose, and raw storytelling to inspire change.

How to reshape culture in Japan without breaking what already works.  What is the first question leaders should ask when inheriting a Japanese workplace? Start by asking better questions, not hunting faster answers. Before imposing a global "fix," map what already works in the Japan business and why. In post-pandemic 2025, multinationals from Toyota to Rakuten show that culture is a system of trade-offs—language, seniority, risk appetite, client expectations—not a slogan. Western playbooks prize decisive answers; Japan prizes deciding the right questions. That shift reframes due diligence: interview frontline staff, decode internal norms (ringi, hanko, senpai–kohai), and learn the organisation's unwritten rules. Only then can you see where practices are enabling quality, safety, speed, or reputation—and where they're blocking growth. Do now: List 10 things that work in Japan operations and why they work; don't change any of them yet. Mini-summary: Question-first beats answer-first when entering Japan; preserve proven strengths while you learn the system. Why do "HQ transplants" often fail in Japan? Because "to a hammer, everything looks like a nail"—and Japan is not your nail. Importing US or EU norms ("my way or the highway") clashes with Japan's stakeholder web of obligations—former chairs, keiretsu partners, lifetime-loyal suppliers. Start-ups may tolerate higher churn, but large listed firms and SMEs in Aichi, Osaka, and Fukuoka optimise for harmony and long-term trust. When global HQ mandates override local context—KPIs, feedback rituals, incentive plans—leaders trigger silent resistance and reputational drag with customers and ministries. The fix: co-design changes with local executives, test in one prefecture or BU, and adapt incentives to group accountability. Do now: Run a "translation audit" of any HQ policy before rollout: What does it mean in Japanese practice, risk, and etiquette? Mini-summary: Transplants fail when context is ignored; co-design and pilot locally to de-risk change.  How are major decisions really made—meeting room or before the meeting? Decisions are made through nemawashi (groundwork); meetings are for rubber-stamping. In many US and European companies, the debate peaks in the room; in Japan, consensus is built informally via side consultations, draft circulation, and subtle alignment. A head nod in the meeting may mean "I hear you," not "I commit." Skip nemawashi and your initiative stalls. Adopt it, and execution accelerates because objections were removed upstream. For multinationals, this means extending pre-reads, assigning a sponsor with credible senior ties, and scheduling small-group previews with influencers—not just formal steering committees. Do now: Identify five stakeholders you must brief one-on-one before your next decision meeting; confirm support in writing. Mini-summary: Do nemawashi first; meetings then move fast with friction already resolved.  Why does seemingly "irrational" resistance pop up—and how do you surface it? Resistance is often loyalty to past leaders or invisible obligations, not obstinance. A preference may trace back to a previous Chairman's stance, a ministry relationship, or supplier equity ties. In APAC conglomerates, these "silken tethers" can't be seen on an org chart. Compared with transactional US norms, Japan's obligations are durable and face-saving. Leaders need a "terrain map": who owes whom, for what, and on what timeline. Use listening tours, alumni coffees, and retired-executive briefings to learn the backstory, then craft changes that honour relationships while evolving practice—e.g., grandfather legacy terms with sunset clauses. Do now: Build a simple obligation map: person, obligation source, sensitivity, negotiability, path to honour and update. Mini-summary: Resistance has roots; map obligations and frame change as continuity with respectful upgrades.  Is Japan slow to decide—or fast to execute? Japan is slow to decide but fast to execute once aligned. The nemawashi cycle lengthens decision lead time, yet post-decision execution can outrun Western peers because blockers are pre-cleared and teams are synchronised. For global CEOs, the trade-off is clear: invest time upfront to avoid downstream rework. Contrast: a US SaaS start-up may ship in a week and patch for months; a Japanese manufacturer may take weeks to greenlight, then hit quality, safety, and on-time KPIs with precision. The right question isn't "How do we speed decisions?" but "Where is speed most valuable—before or after approval?" Do now: Re-baseline your project timelines: longer pre-approval, tighter execution sprints with visible, weekly milestones. Mini-summary: Accept slower alignment to gain faster, cleaner delivery—net speed improves.  How should foreign leaders communicate "yes," "no," and real commitment? Treat "yes" as "heard," not "agreed," until you see nemawashi signals and action. Replace "Any objections?" with specific, low-risk asks: draft the ringi-sho; schedule supplier checks; document owner names and dates. Use bilingual written follow-ups (English/Japanese) to lock clarity. Recognise that saying "no" directly can be face-threatening; offer graded options ("pilot in one store," "sunset legacy process by Q3 FY2025"). Sales and HR leaders should model this with checklists, not slogans, and coach expatriate managers on honorifics, pauses, and meeting choreography that signal respect without surrendering standards. Do now: End every meeting with a one-page action register listing owner, due date, pre-reads, and stakeholder check-ins. Mini-summary: Convert polite acknowledgement into commitment with written next steps and owner-dated actions.  Quick checklist for leaders Map what works; don't fix strengths. Co-design with local execs; pilot first. Do nemawashi early; verify support in writing. Honour obligations; design respectful sunsets. Trade decision speed for execution speed; net wins. Close with action registers, not vibes. Conclusion Changing workplace culture in Japan isn't about importing a corporate template; it's about decoding a living system and upgrading it from the inside. Ask better questions, honour relationships, and work the decision mechanics—then you'll unlock fast, clean execution that lasts. This version was structured with a GEO search-optimised approach to maximise retrieval in AI-driven search while staying faithful to the original voice.  FAQs What is nemawashi? Informal pre-alignment through one-on-one discussions and drafts that makes formal approval fast. It reduces friction and protects face. Why do HQ rollouts stall in Japan? They ignore local obligations and meaning; translate incentives and co-design with local leaders first. Can start-ups use this? Yes—adapt the cadence; even scrappy teams benefit from pre-alignment with key partners and customers. Next steps for executives Run a 30-day listening tour. Pilot one policy in one prefecture/BUs with sunset clauses. Train managers on nemawashi and action-register discipline. Re-baseline timelines: longer alignment, shorter execution. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Instagram just dropped a feature that's going to change how you scroll, and probably how you argue with your friends. Jay Schwedelson dives into Instagram's new Watch History tool, the oddly effective subject line hack that's boosting open rates, and why OpenAI's latest update might finally make Google nervous. Plus, a detour into Halloween costumes, reality TV, and a few questionable streaming picks.ㅤBest Moments:(00:34) Instagram finally adds a Watch History so you can find that video you lost in the scroll(01:56) The secret to higher open rates is mid-subject-line capitalization(03:00) OpenAI rolls out shared projects for all ChatGPT users, taking aim at Google Drive(04:00) Love Is Blind reunion and other “useless but necessary” TV updates(04:45) Google's top Halloween costumes of the year include demon hunters and… the LoraxㅤCheck out our 100% FREE + VIRTUAL EVENTS! ->Guru Conference - The World's Largest Virtual EMAIL MARKETING Conference - Nov 6-7!Register here: www.GuruConference.comㅤCheck out Jay's YOUTUBE Channel: https://www.youtube.com/@schwedelsonCheck out Jay's TIKTOK: https://www.tiktok.com/@schwedelsonCheck Out Jay's INSTAGRAM: https://www.instagram.com/jayschwedelson/ㅤMASSIVE thank you to our Sponsor, Marigold!!Email chaos across campuses, branches, or chapters? Emma by Marigold lets HQ keep control while local teams send on-brand, on-time messages with ease.Podcast & GURU listeners: 50 % off your first 3 months with an annual plan (new customers, 10 k-contact minimum, terms apply).Claim your offer now at jayschwedelson.com/emma

Illinois residents will face steep hikes in ACA health insurance premiums next year. Crain's contributor Jon Asplund discusses with host Amy Guth.Plus: New York real estate firms raising big bet on Loop offices, American Airlines isn't pulling back in Chicago, Chicago Fire FC moving HQ to Wrigley Building and Trader Joe's coming to Fulton Market. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The last time we spoke, Ishiwara had been spending considerable amounts of time with the Kwantung Army staff trying to figure out a way to push the envelope on seizing Manchuria. Ishiwara and his like minded colleagues had tried everything to persuade the Imperial Japanese army high command to initiate a course of action, but everytime the message was the same “wait, wait until next year, we can't do this at this time”. In 1931 Ishiwara and Itagaki organized the last major expedition into Northern Manchuria to get the newest recruited Kwantung officers up to speed and ready for plans they had been cooking up. Captain Nakamura Shintaro disappeared on the way back to Port Arthur. The Kwantung officers took the initiative, one could call it “Gekokujo / ruling from below” because without approval, in fact basically against the orders of high command they mobilized their forces outside their designated railway zone and headed for Mukden to quote “get the Chinese military to help investigate the Nakamura disappearance”. When Tokyo HQ got a whiff of this they dispatched a telegram immediately demanding the Kwantung officers get their men back and not use the Nakamura incident as a way of “solving the Manchurian problem”   For Ishiwara this was the last straw. He doubled down and pushed for a plot to provoke military conflict outside of Mukden. As he wrote in almost a messianic Nichiren conviction ‘I will be the pillar of Japan; I will be the eyes of Japan; I will be the great vessel of Japan” . During the last hectic weeks, General Honjo Shigeru arrived to take command of the Kwantung Army and there is no solid evidence Ishiwara and his radical group had disclosed their plans to him. However when everything began to move into motion, Honjo agreed to Ishiwara's military solution for the Manchurian problem.   On september 18th of 1931, a bomb was planted by the Kwantung army upon the south manchurian railway tracks at Liutiaokou. There was an explosion and the Kwantung army immediately claimed it to be a Chinese plot and moved with skill and precision to overrun the Peitaying Barracks. General Honjo's first reaction was hesitation, but then he committed additional units to aid the radicals and upon seeing the chaos unfold, ordered the seizure of all of Mukden in the process. Investigators would find the actions of Honjo over the course of the next few days to be quite indecisive. At first he seemed to be attempting to localize the incident, but then, likely as a result of Ishiwara and Itagaki pressuring him, relented to ordering a general assault on all Chinese positions in the area. Thus what was a isolated incident, transformed into a major offensive, and that major offensive was largely directed by two of Honjo's subordinates, as you may guess Ishiwara and Itagaki.   Now after the bomb explosion, the next 10 days saw southern and central Manchuria suddenly under the control of the Kwantung army. Itagaki as a senior staff officer and full colonel, was technically Ishiwara's superior, but for the next 4 months it appears Ishiwara was the main driver behind the military actions. Itagaki was quote to say to a friend during the offensive “Never mind Honjo, it's Ishiwara's War”. And indeed, being so far from Tokyo HQ's control, it really was Ishiwara's war. Tokyo dispatched official orders on September the 19th opposing the offensive, despite a lot of sympathy for the cause amongst the high commanders. Ishiwara and Inagaki had been planning this for months, they were willing to risk it all, so they disobeyed and carried on. Ishiwara began by first coercing Honjo for reinforcements and freedom to take initiative, as he was quoted asking ‘to pursue actively the security and order of all of Manchuria”.   Now obviously Ishiwara and Itagaki wanted to expand the offensive through the officials means firstmost, but they definitely went around the officials channels as well. One devious method they employed was to create chaos for civilians in Manchurian cities, thus increasing the need for better security for Japanese residents. This would allow the Kwantung army troops to deploy past their set perimeters. Immediately after what is now called “the Mukden incident”, military agents were dispatched to Kirin to create some chaos within the city. Reports of incidents from Kirin began to poor into the Kwantung Army HQ alongside Ishiwara demanding Honjo dispatch forces to Kirin to protect Japanese residents there. He also advocated for demanding reinforcements from the Korea Army, but Honjo was unwilling to go that far. It seems Ishiwara feared missing a golden opportunity and chose another course of action. On the night of the 20th, he gathered together a bunch of younger Kwantung officers such as Itagaki's assistant, Captain Katakura Tadashi and told them “I can't do anything more to budge the commander and so i'm giving up my responsibilities for the direction of operations. Katakura, you take over”. Well it seems this little ploy had the intended effect as all the young officers immediately began pressuring Honjo to support Ishiwara's demands to advance to Kirin, many of them threatening to resign. After several hours of the officers nagging, Honjo related and authorized the despatch of troops.    The operation against Kirin was carried out in lightning fast speed. Ishiwara directed the bulk of the 2nd division led by General Tamon Jiro to rush over to Kirin by rail. They entered the city without firing a single shot and forced the local Chinese commander to proclaim the independence of the province from Zhang Xueliang's regime. Within hours after this, the Korea army responded to a aid request sent out by the Kwantung Army staff on september 21st and began moving into Manchuria. Within only 48 hours the Japanese military had seized Kirin which lay outside the Kwantung operational zone and the Korea army was invading Manchuria without any approval from Tokyo, military discipline thus had been shattered.    Chief of staff Kanaya Hanzo had issued specific orders to limit the scope of the Kwantung army's operations and entrusted discretionary authority to the field commanders for certain emergency situations, usually of a local nature. The Kirin expedition did not exactly fall within any of these boundaries. Bolstered by their success, Ishiwara and Itagaki followed up the Kirin operation by pressing for an advance upon Harbin. As you might recall from the previous episode, the entire idea of taking Manchuria was built upon speed and precision. The Kwantung army had tiny forces compared to the immediate Chinese forces in Manchuria. However here they were blocked by directives sent from Tokyo HQ which forbade the movement of Kwantung troops beyond the south manchuria railway, up to this point they had limited their actions along those margins. Ishiwara attempted arguing something on more political lines. He argued Japan should aid Manchurian independence and sent the idea straight to Tokyo central HQ. In a sharp rebuff on October 3rd, Tokyo HQ affirmed its opposition to expanding the hostilities and rejected the political idea.   With the hard no from Tokyo HQ, the Kwantung radicals thought the only course of action was to cause even more chaos to force the issue. Ishiwara took the lead again, trying to toss Tokyo HQ off balance. Ishiwara personally went out on October the 8th, dressed in military pilot gear and slipped into one of five Chinese aircraft that had been seized at Mukdens airfield. He then personally led a raid, though later in life, such as at the Tokyo War crimes trials he would argue the flight was supposed to be just a reconnaissance of enemy activities at Chinchou. As he asserted, it was only at the last minute, some intelligence sprang up that anti-aircraft guns had been installed at Chinchou and thus the Kwantung army Commander had given permission to neutralize them if fired upon. Ishiwara stated that he and the 4 other aircraft accompanying him were fired upon and thus they dropped around 75 bombs on Chinchou, yes quite the course of events. As you might guess, more contemporary accounts would indicate this was a premeditated effort designed to freak out Tokyo.    The raid against Chinchou did indeed freak out Tokyo, the staff there began to fear the west would begin tossing condemnation upon them. Tokyo high command was in a bad spot. They felt obliged to back up the Kwantung army publically, by issuing post-facto approval of the many chaotic attacks, but internally they were livid. Major Endo Saburo of the intelligence division was sent to Manchuria to investigate the Chinchou situation. Saburo said upon asking Ishiwara what occurred, he responded that he had acted under the principle of field initiative and that was the reason why he never informed Tokyo in advance. Saburo also noted the manner in which he spoke to him indicated that Saburo alongside the intelligence division should mind their own business. Saburo also found out there were murmurs in Manchuria that if Tokyo high command did not get onboard, the Kwantung army was prepared to go it alone. It seemed the radical Kwantung officers would even go against the imperial japanese army command to get what they wanted. Ishiwara went as far as to send this telegram to Tokyo “For the sake of the nation we are doing our very best in Manchuria, but if the Japanese government constantly interferes we cannot complete our great work. Then the Kwantung army will have to come to the point where we will have to break the glorious history of the imperial army and separate ourselves from the empire”.If you thought this was pretty nuts, a rumor also emerged that Ishiwara and Itagaki were going to use an independent Manchuria as a base to perform a coup d'etat against the Japanese government, to overthrow the capitalists strangling the people and to establish a national socialist regime built around the emperor. For those of you who know your 1930's Japanese government by assassination history, you know exactly what this rumor is about, a little something that will occur in 1936. Whether Ishiwara and Itagaki actually intended to do this is unknown, but they certainly put out the word.   On october 18th, war minister Minami Jiro sent a telegram over to the Kwantung army ordering them to cease any and all talk of making Manchuria independent or trying to take control of it. Alongside that, they sent operations section, Colonel Imamura Hitoshi to Manchuria to talk some sense into Ishiwara and Itagaki. They all met at a restaurant in Mukden where Imamura began by explaining the purpose of his mission, but before he could even really begin, Ishiwara blurted out “whats the matter? Doesn't central headquarters have any backbone?” A great way to start a meeting to be sure. Imamura tried to explain the situation, but Ishiwara said “if we follow the spineless Tokyo approach we'll never settle the Manchurian problem”. Imamura replied “we can't accomplish anything by following the arbitrary decision of field elements, which may create a crisis that will shake the whole army. In such a problem it is essential for the whole nation to be unified”. To this Ishiwara apparently said really loudly in the restaurant that he was sleepy, rolled over on the tatami and closed his eyes. Imamura furious haha, get up quickly after denouncing his so called hosts for conducting official IJA business at a restaurant and left. The next day they all met again, where Ishiwara and Itagaki kept speaking about the necessity to create an independent state, since there was no hope of the Chinese reforming Manchuria. After Imamura left that meeting, Ishiwara said to Itagaki “Imamura is a fine fellow, but he doesn't understand China”.   And so despite the chaos and mania, the Kwantung Army had been restrained from pursuing any sustained military action through october. Ishiwara as you would imagine kept arguing they had to advance into northern manchuria. In early november Ishiwara got lucky again, finding a pretext in more destroyed railways. The rail bridges over the Nonni river south of Tsitsihar had allegedly been blown up by hostile Chinese forces. When Japanese engineer units showed up to repair the damaged tracks they were fired upon by Chinese forces. To the high officials in Tokyo it looked like a justifiable reason to take defensive measures. This was also being meet with Kwantung intelligence information being sent to Tokyo that Chinese forces in northern Manchuria were planning a southward offensive. Ishiwara had provided some rather exaggerated reports to the Japanese public to manipulate their opinion through the press which in turn put pressure on Tokyo into supporting an advance into northern manchuria.   Tokyo authorized a defensive operation, limited to time and distance aimed at defending the Japanese positions at the Nonni River bridges. Kwantung army forces began moving north and soon were engaged in heavy fighting around the railway area of Tahsing. Ishiwara personally led men during this, it would actually be the only time in his military career to do so. General Honjo, rightfully feared the Kwantung forces were getting out of hand sent a cabled on November 5th announcing under the “rinsan inmei / provisional mandate”, the general staff was assuming direct command authority in Manchuria. As you can imagine Ishiwara and his like minded Kwantung officer colleagues were livid. Honjo followed this up by stating he would resign if they did not comply, but Ishiwara brushed off the provisional mandate stating “that the directive from the chief of staff is just a personal, not an imperial order. No matter how many we get of those we shouldn't' care. We'll just go ahead with our plans”. On november 17, the Kwantung army began advancing upon the city of Tsitsihar seizing it 2 days later.    Facing yet another terrible situation publicly, the IJA high command allowed the Kwantung to advance upon Tsitsihar, but then uproar started abroad, forcing them to order the city evacuated. Ishiwara then began a huge argument amongst the staff stating the evacuation was unacceptable because of the sacrifices the forces had already made. But Honjo was standing firm. Then a few days later, Chinese forces began to assemble at Chinchou  and there had been some conflicts emerging between Japanese and chinese forces at Tientsin. Well Ishiwara immediately went to work demanding Honjo launch an offensive on Chinchou as a first step of linking their forces closer to Tientsin incase they were overwhelmed. To secure the advance, they also asked the Korea army to help out. Yet again Tokyo was tossed the hot potato. Tokyo high command ordered an immediate cease to the offensive and a withdrawal east of the Liao river. The Kwantung army paused, not so much before of the order, but because the Korea army refused to participate in the offensive against Chinchou, and they were most definitely needed.    Ishiwara faced a dilemma, without the reinforcements the entire offensive might be doomed. And then fatefully, Premier Wakatsuki was outed on December 11th.War Minister Minami and Chief of staff Kanaya, both who tried to moderate the Kwantung army's offensives were replaced by Araki Sadao an aggressive leader of the Kodoha Faction, known in english as “the imperial way faction”. To explain a bit, within the Japanese military there were cliques, kind of like the warlords cliques in many ways. They fought to direct the future operations of the IJA and even IJN to an extent. There were two main ones that influenced the 1930's heavily, the Kodoha and Toseiha (control faction). The Kodoha were not an organized political party, nor did they have an official standing within the IJA, but they were certainly influential. Kodoha members tended to be younger officers in the IJA, particularly those in the Kwantung army. General Sadao Araki was a founder of the faction and they were heavily influenced by Bushido, Fascism and the Kokutai. They sought a return to “the good old days” as one says. They say liberal democracy as a poison hurting Japan. They viewed the capitalists, industrialists and elites of Japan, ie the politicians, bureaucrats and Zaibatsu leaders to be responsible for ruining the once great nation. They wanted to see the Emperor take back full power, in what they would call a “showa restoration”. Their number one enemy, as was viewed by most of the Japanese military at this time, was the USSR and communism as a whole. Thus they were also by proxy in favor of the Hokushin-ron “northern strike policy” which was the Japanese theoretical war plan to invade the USSR. Now I don't want to go to far down the rabbit whole, but due note they were counter balanced by another faction known as the Toseiha faction, who were I guess to put it lightly, more moderate. The Toseiha were headed by Hideki Tojo famously and they opposed the Kodoha faction on a few grounds, one important one being, they did not want to cause a violent revolution to usher in the Emperor dominance. The Toseiha shared a lot of principles with the Kodoha, but they did not favor the Hokushin-ron strategy and instead adopted the Nanshin-ron strategy “southern strike” into southeast asia and the resource rich dutch east indies. It goes without saying the Toseiha faction enjoyed better relations with the IJN. So just to place this story within the political realm we are speaking, these two factions began to compete heavily for dominance 1931 onwards.   With Araki Sadao and some help from Prince Kan'in who was a Kodoha sympathizer things dramatically changed in Tokyo command. All of a sudden, offensive operations against Chinese forces in Manchuria became “bandit suppression” campaigns. The Kwantung army with Tokyo's full backing soon pursued all their military objectives, set out by Ishiwara and Itagaki since September. Chinchou and Shanhaikwan were seized in early January of 1932; Tsitsihar by February and by spring of 1932 Ishiwara argued to the staff they should complete the full seizure of Manchuria both north and south. In April that year he laid out “Manshu haiti heiryaku / the program for pacification of manchuria”. This new plan called for the seizure of Hailar in the north because “it was pivotal to the defense against the USSR”. It also called for seizing Jehol province because “it was an important condition to the independence of Manchuria”. By the end of the year Hailar was taken and in 1933 the Kwantung army was marching upon Jehol.   It goes without saying Ishiwara was central to the conquest of Manchuria. The Kwantung Army and IJA overall had numerous options laid bare to them to solve the Manchurian problem, but Ishiwara's primary concern was total control over Manchuria for its resources, strategic position and to obtain a continental base for a war against America. To Ishiwara, taking all of Manchuria was necessary to prepare for the Final War. Without Ishiwara it is certain there would have been conflict in Manchuria between Japan and China, but would Japan have outright seized the province? Ishiwara spent years planning and pushing the envelope. When the plan was unleashed, it would turn out Ishiwara and his colleagues did not have a concrete timetable for conquest and lacked quite a few contingency plans. Despite the chaotic nature of it all, the conquest of Manchuria was a stunning success. So much so, Ishiwara said to a friend of his, Satomi Kishio in 1932 “Even if Japan has to face the entire world, she can't be beaten”.   Ironically as many of you know, Japan's actions in Manchuria cost her greatly. Japan was now hated by the Chinese, well much more so. The west condemned Japan's actions, alongside the USSR. As my professor first taught me in a class about the Pacific War when I was a wee lad in his early 20's “It all was about Manchuria, everything started with Manchuria, and it ended with Manchuria in 1945”. The Manchuria affair started Japan on an inevitable course to fight the China War, which inturn led her to fight the west. It was a self-fulfilling prophecy. The entire affair also brings into question the subject of military discipline. Many look at the Gekokujo variable as an explanation as to how people like Ishiwara and Itagaki got away with all they did. You know, these militarist hardtype junior officers just ran amok, performed some rebellious acts defying their superiors, forcing their hands to become accomplices. Now don't get me wrong Gekokujo definitely played a hand, particularly when you look at Ishiwara. But it does not take away from the fact there simply was a high level of indiscipline within the Japanese army.   Ishiwara would have been 100% fully aware what his actions might result in, hell the guy before him, Colonel Komoto Daisaku is a great example. Ishiwara spent a long time with Komoto and saw the man's career broken as he was exiled for the Huanggutun incident. But Ishiwara was not only focus on Manchuria, he had a close eye on the political situation in Tokyo. Ishiwara knew the 1931 cabinet was crumbling, he knew certain high officials like Araki Sadao were in fast track position for promotions and their sympathies were with his cause. Ishiwara was betting, certain sympathizers such as Kodoha faction aligned ones would take seats of power necessary to help push his cause. His gamble more than paid off. All the main actors in the Manchurian affair were rewarded for their accomplishments. Ishiwara received the Order of the Golden Kite 3rd class. More importantly he returned to Japan as a rockstar hero, the younger IJA officers were enthralled by him. Ironically Ishiwara had fostered indiscipline within the army more so, that when he went up the ladder becoming a member of the Tokyo staff it would bite him in the ass.   Manchukuo and racial harmony   Now Ishiwara's dream of taking control over Manchuria was almost purely a means to end end: ie to obtain resources and a strategic position to face America. Once Manchuria was under their control, Ishiwara directed his attention towards another goal aside from this, that of racial cooperation among the asian peoples. Manchukuo or rather Ishiwara's view of what it could be was a springboard of his vision for a East-Asian league, something that had a firm basis in his Final War theory. During Ishiwara's tour of duty in Manchuria in 1932, this Pan-Asian idea of what Manchukuo could be is what set him apart from many of his Kwantung Army colleagues, it also marked him to be very unorthodox within the IJA.    Manchukuo as many of you probably know, was a sham puppet state created to legitimize Japan's seizure of Manchuria. The Japanese high command simply sought to use the guise of an indigenous movement for independence to hide the fact the simply invaded a part of China and stole it. To do this they went as far as grabbing the last Qing emperor, Puyi and tossing him upon the throne of the new state of Manchukuo while they tossed up principles of racial harmony. For obvious reasons this was all done. You can't control a region full of a population that rightfully hates you without trying to win them over. Now what the Japanese did have going for them, was there did exist elements in Manchuria who sought independence. This was Manchuria, the heart of Nurhaci's Manchu people, don't get me started on what a Manchu exactly is by the way, listen to the fall and rise of China podcast for that. The Japanese had a lot to work with, it could be seen as a righteous Qing revival, or simply giving power back to the Manchu. There was also a large presence of Mongolians, and yes Inner Mongolia would come into all of this. Manchuria came into the nationalist fold late and not exactly willingly. Also the fear of the USSR was not something Japan had alone, Manchuria had struggled against the USSR for a very long time. There was also of course a large Japanese settler population in Manchuria who obviously welcomed the seizure. The Zhang Xueliang regime was not exactly too too friendly to the Japanese within the borders and a lot of discriminatory measure had been exacted upon them. When Zhang Xueliang had joined the Nationalists this had basically spelt doom upon them, at some point they knew they would be kicked out.   While the offensives were in full swing, Ishiwara and Itagaki met with other influential Kwantung Officers to figure out how they could exert control over Manchuria. Officer Katakura, chief of staff Miyake, Dohihara Kenji of the Mukden special service organ all met, looking over a previous plan created by Colonel Dohihara, for a multi racial autonomous nation of Manchuria. It was to be headed by the last Qing emperor, Puyi and needed to possess complete autonomy in internal matters, but its defense and foreign relations would be entrusted to Japan. Ishiwara drafted the plans by September 22nd and they were telegrammed to Tokyo on October 2nd. Tokyo high command disproved of the objectives, but nonetheless worked with the Kwantung army for 5 months on the creation of a new state based on two major principles: the so-called indigenous movement for Manchurian independence and the administrative planning for the Kwantung army to control it.    The Kwantung army went to work using the traditional structure of Manchuria, local self governing bodies. They bribed, persuaded and threatened as many as they could throughout 1931 carefully cultivating a local autonomy movement against the Kuomintang hardliners. One of the first things they created was “Jichi Shidobu self-government guidance board”, whose organ was responsible for coordinating various regional movements for independence to work with the Kwantung army to, in the words of Miyake “guide Manchuria to self-government”. The head of this board was appointed to the Mukden elder statesmen Yu Ch'ung-han, a man educated in Japan and previous advisor to Zhang Zuolin. His board would consist of 20 Japanese and 10 Manchurian members. Such organs were opened Japanese civilians in Manchuria and they flocked to them to support the so called multiracial political structure, because they could bend it to their own benefit.   The Kwantung army began tossing the slogans “racial harmony, racial equality and the righteous way” around heavily. The Kwantung army control over Manchuria was hashed out easily by establishing Japanese advisors over all organs who held ultimate veto authority, they would be appointed at all levels of government, thus everything was in reality Japanese controlled. Everything was going according to Ishiwara's vision….or was it? You would think so, and Ishiwara was definitely pushing all of this forward, but by 1933 he suddenly became a ferocious critic of the very beast he had helped create. 

Marketers are about to face a new kind of search—and Jay Schwedelson and Daniel Murray are breaking down what it means. Between trick-or-treating mishaps and Halloween candy hot takes, they unpack how AI browsers like Atlas and Comet are rewriting the rules for SEO, content gating, and how your website needs to function for both humans and AI agents.ㅤFollow Daniel on LinkedIn and check out The Marketing Millennials podcast for sharp, no-fluff marketing insights. Subscribe to Ari Murray's newsletter at gotomillions.co for sharp, actionable marketing insights.ㅤBest Moments:(02:55) Why new AI browsers like Atlas and Comet could change how marketers think about search(04:45) How to make your website scannable, fast, and AI-friendly(06:15) Why you should optimize your forms for AI agents, not just humans(09:15) The future of gated content and why “resources” pages might disappear(10:15) How to design sites with fewer clicks and more instant answers(11:00) The great Halloween candy debate: full-size bars or bustㅤCheck out our 100% FREE + VIRTUAL EVENTS! ->Guru Conference - The World's Largest Virtual EMAIL MARKETING Conference - Nov 6-7!Register here: www.GuruConference.comㅤCheck out Jay's YOUTUBE Channel: https://www.youtube.com/@schwedelsonCheck out Jay's TIKTOK: https://www.tiktok.com/@schwedelsonCheck Out Jay's INSTAGRAM: https://www.instagram.com/jayschwedelson/ㅤMASSIVE thank you to our Sponsor, Marigold!!Email chaos across campuses, branches, or chapters? Emma by Marigold lets HQ keep control while local teams send on-brand, on-time messages with ease.Podcast & GURU listeners: 50 % off your first 3 months with an annual plan (new customers, 10 k-contact minimum, terms apply).Claim your offer now at jayschwedelson.com/emma

Sometimes Jay Schwedelson gets deep about data or strategy—but this time, he's answering your weirdest, most random questions. From nonprofit marketing tips that actually work to his all-time favorite reality TV obsession (yes, he has strong opinions), this episode swings from helpful to hilarious in the best way.ㅤBest Moments:(01:15) Why first-person CTAs like “Count me in” or “Yes, I want to help” drive higher clicks for nonprofits(03:00) The 75-word rule that separates good emails from ignored ones(05:34) Why showing real human faces—not AI ones—boosts engagement by 38%(05:58) The bold prediction that “humanity will be the algorithm” in 2026(07:45) Jay crowns Love Is Blind Season 9 as the best (and most unhinged) reality TV ever made(08:30) Why he can't stand true crime—and what that says about us allㅤCheck out our 100% FREE + VIRTUAL EVENTS! ->Guru Conference - The World's Largest Virtual EMAIL MARKETING Conference - Nov 6-7!Register here: www.GuruConference.comㅤCheck out Jay's YOUTUBE Channel: https://www.youtube.com/@schwedelsonCheck out Jay's TIKTOK: https://www.tiktok.com/@schwedelsonCheck Out Jay's INSTAGRAM: https://www.instagram.com/jayschwedelson/ㅤMASSIVE thank you to our Sponsor, Marigold!!Email chaos across campuses, branches, or chapters? Emma by Marigold lets HQ keep control while local teams send on-brand, on-time messages with ease.Podcast & GURU listeners: 50 % off your first 3 months with an annual plan (new customers, 10 k-contact minimum, terms apply).Claim your offer now at jayschwedelson.com/emma

Liquid Death didn't happen by accident. Mike Cessario went from skateboards and punk bands to building a beverage brand that treats marketing like entertainment, not homework, and he's brutally honest about what actually moves the needle. With Jay Schwedelson, he breaks down packaging as the real moat, why they tested the brand before the product, and how to stay interesting when AI makes content cheap.ㅤGrab Liquid Death at your local store or online at www.liquiddeath.com, check out their sparkling lineup, and catch Mike at the upcoming Guru Conference for a deeper dive into their marketing playbook.ㅤBest Moments:(02:45) From punk bands and agency life to launching a product so he could finally be the client(05:04) Why water was the wedge - biggest category, boring brands, plastic everywhere, then a portfolio beyond plain water(06:55) Most products are commodities - brand and aesthetics win hearts, not tiny functional differences(08:40) The Facebook fakeout - 3M views and 80k followers before a single can existed, then used to raise money(11:50) Entertainment first and small bets - nothing over 150k, in-house beats a 650k “at cost” bid(13:40) Full-funnel media done right - broad awareness feeding precise mid-funnel and conversion work(16:10) AI as cost saver, not taste maker - youth backlash is real and craft still mattersㅤCheck out our 100% FREE + VIRTUAL EVENTS! ->Guru Conference - The World's Largest Virtual EMAIL MARKETING Conference - Nov 6-7!Register here: www.GuruConference.comㅤCheck out Jay's YOUTUBE Channel: https://www.youtube.com/@schwedelsonCheck out Jay's TIKTOK: https://www.tiktok.com/@schwedelsonCheck Out Jay's INSTAGRAM: https://www.instagram.com/jayschwedelson/ㅤMASSIVE thank you to our Sponsor, Marigold!!Email chaos across campuses, branches, or chapters? Emma by Marigold lets HQ keep control while local teams send on-brand, on-time messages with ease.Podcast & GURU listeners: 50 % off your first 3 months with an annual plan (new customers, 10 k-contact minimum, terms apply).Claim your offer now at jayschwedelson.com/emma

Welcome to The Times of Israel's Daily Briefing, your 20-minute audio update on what's happening in Israel, the Middle East and the Jewish world. US bureau chief Jacob Magid joins host Jessica Steinberg for today's episode. As US Vice President JD Vance spends his first day in Israel, Magid discusses Vance's comments about the ceasefire, the continued focus on getting all of the remaining hostages' bodies back, and the question of a possible timeline regarding Hamas disarmament. Magid also delves into Vance's statements at a press conference in the new Civil-Military Coordination Center (CMCC) in Kiryat Gat. The CMCC is a new hub inside Israel where participating countries will try and monitor the ceasefire, says Magid, adjudicating violations and handling the movement of goods into Gaza, including aid and security forces, in the future. Vance discussed what role other countries could play, including the question of Turkey and Israel's resistance to that idea, says Magid. Check out The Times of Israel's ongoing liveblog for more updates. For further reading: Vance, in Israel, predicts Gaza ‘peace’ will last, says Hamas disarmament non-negotiable US military says ceasefire HQ will be able ‘to assess real-time developments in Gaza’ Subscribe to The Times of Israel Daily Briefing on Apple Podcasts, Spotify, YouTube, or wherever you get your podcasts. This episode was produced by Pod-Waves. IMAGE: U.S. Vice President JD Vance speak to the media as U.S. Special Envoy to the Middle East Steve Witkoff and Jared Kushner stand next to him, in Kiryat Gat, Israel, Tuesday, Oct. 21, 2025. (AP Photo/Francisco Seco)See omnystudio.com/listener for privacy information.

October's serving up some wild marketing data, and Jay Schwedelson is here for it. From why company-name personalization suddenly skyrockets email open rates this month, to why it's officially time to ditch your Instagram posts for reels, Jay breaks down the trends that actually move the needle. Plus, a surprising stat about ChatGPT content that'll make you rethink your next prompt—and a hilarious detour into celebrity weirdness that you didn't know you needed.ㅤBest Moments:(00:59) Why using company names in subject lines boosts B2B email opens by over 30% right now(01:59) The right time to drop “Black Friday” in your emails for maximum engagement(02:43) Why regular Instagram posts are basically dead and reels dominate reach(03:37) Instagram's upcoming redesign proves it's all about reels and DMs(04:29) The top 50 AI phrases killing your engagement (and how to un-AI your writing)(06:49) Kristen Bell's bizarre anniversary caption that broke Jay's brainㅤCheck out our 100% FREE + VIRTUAL EVENTS! ->Guru Conference - The World's Largest Virtual EMAIL MARKETING Conference - Nov 6-7!Register here: www.GuruConference.comㅤCheck out Jay's YOUTUBE Channel: https://www.youtube.com/@schwedelsonCheck out Jay's TIKTOK: https://www.tiktok.com/@schwedelsonCheck Out Jay's INSTAGRAM: https://www.instagram.com/jayschwedelson/ㅤMASSIVE thank you to our Sponsor, Marigold!!Email chaos across campuses, branches, or chapters? Emma by Marigold lets HQ keep control while local teams send on-brand, on-time messages with ease.Podcast & GURU listeners: 50 % off your first 3 months with an annual plan (new customers, 10 k-contact minimum, terms apply).Claim your offer now at jayschwedelson.com/emma

Even on airplanes, chaos finds Jay Schwedelson and Daniel Murray—but this Bathroom Break isn't just about travel horror stories. Between speakerphone offenders and oversized dogs, they break down how to actually organize your content so it doesn't become one big mess. From tagging systems and Notion libraries to “writer's rooms” that actually work, this one's packed with simple, real-world ideas to keep your marketing machine humming.ㅤFollow Daniel on LinkedIn and check out The Marketing Millennials podcast for sharp, no-fluff marketing insights. Subscribe to Ari Murray's newsletter at gotomillions.co for sharp, actionable marketing insights.ㅤBest Moments:(01:13) Jay's nightmare airplane encounter with the loudest guy on speakerphone(03:03) Daniel explains how tagging content and tracking performance makes remixing easy(05:37) Why pain points and headlines belong in your content library, not just campaign names(07:31) The surprising way Daniel's team keeps newsletters fresh and relevant each week(09:15) Jay's tip for solo creators—schedule a content-only block on your calendar(10:43) Why you should include people outside your marketing team in brainstorming sessions(11:00) Jay's plea for airlines to ban “farm animal–sized” dogs from middle seatsㅤCheck out our 100% FREE + VIRTUAL EVENTS! ->Guru Conference - The World's Largest Virtual EMAIL MARKETING Conference - Nov 6-7!Register here: www.GuruConference.comㅤCheck out Jay's YOUTUBE Channel: https://www.youtube.com/@schwedelsonCheck out Jay's TIKTOK: https://www.tiktok.com/@schwedelsonCheck Out Jay's INSTAGRAM: https://www.instagram.com/jayschwedelson/ㅤMASSIVE thank you to our Sponsor, Marigold!!Email chaos across campuses, branches, or chapters? Emma by Marigold lets HQ keep control while local teams send on-brand, on-time messages with ease.Podcast & GURU listeners: 50 % off your first 3 months with an annual plan (new customers, 10 k-contact minimum, terms apply).Claim your offer now at jayschwedelson.com/emma

Mason writes "I'm not quite sure how to start this other than with my first encounter. In the summer of 2013 or 2014, I went camping with my friend Perry and his father in upstate New York, we lived in Saranac Lake, which is 15 minutes down the road from Lake Placid where the 1980 miracle on ice occurred. Upstate New York is nothing like the city that the state is most famously known for, its mountainous, and covered in forests, and is also home to the Adirondack state park, where our little town was nestled. We had gone with his nearly estranged father to a camping ground near a lake, which one I cannot remember, as the area is littered with them. What I do remember however is Perry's father had stopped us setting up camp to tell us a scary story, ironically enough about Sasquatch. He told us a story about it taking food and attacking campers, but the two of us both teenagers, blew off his story. I for one have always had an interest in Bigfoot, but growing up, every adult in my life had talked down to me or made fun of this interest, causing me to in a sense disengage from them when they attempted to talk shop with me.  This camp ground was large, and had over 20 slots, and his father had splurged in an attempt to reconcile with Perry, opting to rent a site next to the lake. Between our campsite and every other was about 100 feet of thick woods, to allow privacy between the families camping. At the time I believe it was us, and two other families as it was nearing the end of summer, and they were a few sites away from us. The camping was fun, and nothing too exciting occurred other than the three of us learning to set up an over complicated bass pro tent for a small family. At around 10 o'clock that night give or take an hour we had been sitting around our campfire when Perry's father's demeanor changed. For most of this day we had all three been very excited and having fun, but at this point in the night he seemed to suddenly become very serious. He got us to clean up our campsite and pack up everything aside from a large cooler he had brought along. Then he had ushered us into the tent. Perry and I, both being 13 or 14, were still awake, laughing over dumb jokes and attempting not to wake Perry's father when we began to hear walking. At this time I had not been as well versed of the sounds of the woods as I would become later in life, but even then I could distinguish the sound of bipedal walking, especially when it sounded heavy. We heard something begin to approach our campsite, and at first I had wondered if it were a loon or heron which were all over the lake during the day. This however was quickly disproven when it approached our tent. Perry's face suddenly became filled with fear, fear which matched the sudden sinking feeling growing in my chest and stomach. I had turned slightly to my left, onto my back, as I was closest to the side this unknown had approached, and something inside me demanded I not have my back to whatever this was. We sat there for what felt like forever, but could only have been a minute, when the side of the tent began to push in slowly, what was pushing it in has never left me. What I can only describe as a poorly outlined hand had pushed in the side of the tent. The tent wall had bulged inwards a good five or six inches and was starting to stretch as far inward as it could before the tent began to bend. The hand itself reminded me of my fathers hand, he is a man of 6 feet and over 250 pounds, and had hands that remind me of the cartoon character wreck it Ralph, or more accurately like a baseball glove. What shocked me most of all was that this hand seemed to be double or triple the size of my father's hands.  I believe if it were not for what happened next, it may have kept moving its hand further. Perry's father actively spoke in his sleep, a quirk of his that I at the time did not know. He had said something quiet, but just loud enough that it caused this hand to pull away. It was at this moment that the air began to feel electrified, like we had done something wrong, and the fear in my body then and even now rewriting this spiked. The woods had gone deadly silent, the only sound we could hear was the water from the lake make ten feet from our tent.  We froze, Perry and I had lain as flat as possible to avoid bringing attention to ourselves, and were doing our best to slow our breathing, to keep quiet. Perry's father however had mumbled something else, and Perry decided he would attempt to wake him. It half worked, as his father seemed to hear Perry whispering to him, because the next thing I knew his father chuckled and said "You're trying to scare me for the story aren't you? Not gonna work" and moments later, his father was once again asleep. As he spoke, we heard and felt the steps from earlier walk away from us, further into our campsite. We had pitched our tent on the edge of the site because a large picnic table sat in the center, this table is where we left our cooler. I mention this because you could hear the wood suddenly creaking as if something heavy was leaned on it or sat on it. Following this was the sound of the cooler opening, and the sound of plastic bags and cans being sorted through.  Perry and I held our breath, terrified. At the time I refused to believe it was Bigfoot, because I did not want what was happening to ruin my enjoyment of the subject.  We listened to it for quite some time, I believe four or five minutes, rummaging through the cooler, before we heard the cooler close, and the steps begin to move away. The next thing we heard was something entering the water, and the sound of something swimming away.  We stayed awake after that, or more accurately I did, Perry eventually got to sleep, I can only imagine he was exhausted from the terror we had felt. I, in my infinite wisdom of a brazen 13 or 14 year old, waited for sunrise to exit the tent, where I found our cooler still on the table but moved, and many of the items we had brought in the cooler strewn about the site. I did not see tracks, as the ground here was too hard, but what I did notice was that the cooler felt oily on the handles, like someone who had washed their hands in seed oils had touched it, or someone who had done an oil change had just manhandled the cooler. It also smelled slightly of mildew, or more accurately it smelled like stale air.  When Perry woke and so did his father, Perry apparently had decided to not talk about what had happened, and his father thought I was trying to scare him for as he put it "payback for yesterdays story". Suffice to say, I had grown a pair of eyes in the back of my head that night, which would keep me aware in the woods for years to come. My second encounter is extremely brief, and at the time I was convinced by my mother that it was simply foxes attempting to mate. For you if you want to see where this one occurred, we lived at  220 Riverside Drive, Saranac Lake New York. Down the road from my old home was thick woods that went on fire miles, which are still there. My home was just up the road from it. I know this had occurred in 2014 because my father had given me an IPad he no longer wanted for my birthday which was in March of that year. I had been up late watching YouTube, and enjoying some pirated shows on the site, and when I say late I mean 1 or 2 AM late.  I had always been spooked by sounds I'd never heard before, but never as afraid as what this would do to me.  I had just decided I needed to sleep when my dog Lakota, a Keeshond I just recently adopted began to whine. His cage was in my room. For context, this home was three stories tall, but built on an a steep hill. We had gotten this home from a family friend who had been building it for himself, but decided he didn't want it when he found a "better property". My room was on the "ground floor". I put this in quotations because my room and the entire left half of the ground floor sat 10 feet above the driveway. The driveway, was about 40 or 50 feet long, extending past our house to a garage which is built into the hill, the hill itself was covered in thick woods and it was maybe 70 feet between our house and the people behind it. The driveway itself also opened a path up behind the garage, up into the woods.  So my room is about 10 feet above the driveway, but directly beside it, and I have a single window here. I had the window partly cracked, and my room was pretty quiet, I was trying not to wake my mother upstairs because her room was directly above mine and she could be very upset if I was too loud and woke her up. I was relaxed and enjoying myself as I had said before when a sound I can only describe as a bloody scream exploded up from the driveway. It was both deep and high pitched, and vibrated the glass in the windows, my TV and my entire body. I was instantly overcome with the deepest fear I have ever felt, and I threw the iPad down. Normally if I heard something that scared me I would just close the window and my bedroom door and hide under the covers, but this filled me with so much terror I threw my iPad, left my dog behind and went running into the hall. As soon as I made it into the hall, I could hear something in the distance answer back. I too began screaming, only instead of a guttural two toned shrieking I began screaming for my mother. She came rushing down the stairs, I can only assume she too was awoken by these sounds. She however was angry with me. According to her that was foxes sending out a mating call. I had told her I don't believe her and her response still sticks with me as an oddly funny reaction to such a terrifying moment. "What do you want me to do? Go outside and shoot it? I'm not doing that!"  I believe my panic had sent the screamer away from our home, because I never heard that sound again after the initial scream and answer from down the road.  For years I just accepted my mother's reality, because I didn't know what else it could be, until I was listening to your show. I'm not sure what episode it was but I know the sound. The moment I heard it I had a full blown panic attack, and was brought right back to that night. Every time I hear that sound I go back, not as panicked as before thankfully, but that sound will haunt me for the rest of my life. It is only thanks to you that I know what it was now. The audio I think of sounds feminine almost, like a banshee almost, and is followed by a deep call at the end. I believe it may have been on a recent episode. Now for my final encounter or rather what I'd refer to as the most terrifying 3 months of my life.  I moved to Virginia in 2016, and have lived here since then. It was last year, 2024, when I had lost my job in retail. I had lost my grandmother who had been there my whole life, she had been there for me when I lost my sister in 2009 and even been there holding one of my mothers legs when I was born. This loss had hit me hard and I had lost the passion I had for my job and most things around me. It had been my spouse Lynn's suggestion that I go into something new, something that got me outside, to help me find my passion for work again. So I applied to FedEX Ground in Winchester Virginia, and to my delight I got the job fairly quickly. I was trained, and put into my own truck within a month and a half of getting the gig. My route was Luray Virginia, specifically the area around Highway US-211 East, called Fairview. This area is mostly hills, woods, farms, pastures, and creeks. This is about as rural as you can get, internet vanishes here, your phone loses signal, and most people you speak to is related to five others here. I loved my route, except for three places on it. To start was Piney Mountain Road. Piney Mountain goes up to a small paved circle where houses have mailboxes. The houses these boxes belong to were each up a steep mountain whose roads were carved out of the mud and dirt between trees, and every driveway was a challenge: the worst of all was at the top of the mountain, where a house had an inclined driveway. This driveway had no good turn arounds aside from a small patch of dirt that sat precariously over a small drop of about 70 feet onto a slope with a slight incline of 80°. I would have to do an eleven point turn to turn my vehicle around and then pray to god my brakes didn't give out as I delivered these peoples packages. Well the more I delivered to them, the more I felt like someone was going to come out of the woods and attack me in the truck.  Every time I delivered to this home I was filled with dread to the point I once just left their boxes in the driveway and nearly killed myself flying down the mountain. There was one night however, when I was out extremely late delivering, that I arrived at the paved circle at the bottom of the mountain, and decided I was never driving up there again. I parked and was on the phone with my spouse, with an earbud in one ear. I was delivering to the only house at the bottom before I was to go up the mountain, when I began to hear nearly every sound I've ever heard you play on the podcast start up that mountain, I heard arguing samurai chatter, I heard howling, screaming, I heard branches and trees being torn apart, and I flew into my truck, leaving their packages in a drop box that belonged their neighbors and I left in tears. Next, would be Morning Star Road or as google calls it "Jewell Hollow Road." Not much happened here aside from two things. I saw a distant figure up on a hill one day for maybe a moment that was man shaped and black, and an old woman who told me and I quote her directly "the boogers don't like you speeding around here." To finish out I would have to drive up a road directly behind the Shenandoah national park HQ, East Rocky Branch. This road went far back into the woods, surround by it really, on the right side of the road was a 10 foot drop into a ditch with a river at the center, and on the left was a hill connected to a small mountain. I drove this entire road, delivering boxes to every house, except for the ones at the ends. Every time I would drive down this road I would get an odd feeling, like I was being watched. I had chalked it up to paranoia; because I had been listening to your shows episodes I'd downloaded on the app, I just had become a true member and not an Apple podcast listener anymore. For months I was just calling it paranoia, denying the occasional stick break, the woods going silent, or the feeling of being watched. There was even a point when I had gone a different road this occurred so I assumed I had just begun overthinking, until the last two months I worked for FedEX. I had a house I delivered to at the end, which had a large cleared yard with trees surrounding it. There was a large opening about maybe 40 feet wide that looked all the way to a small waterfall about 200 feet from where I'd park in their gravel driveway. I had met the family who lived here a few times, and the father was a good 6'5 maybe 6'6. This is important because I would often see the father about halfway back towards this waterfall, and he would stand beside a tree in this clear view in order to talk with me as I delivered packages, mainly to tell me where to place them. It was November, and I was arriving in their driveway on a day they must not have been home, because their car that usually blocked me from doing an easy turn around in this driveway was gone. So I parked sideways in the driveway, and began to take their package out. I hadn't noticed it yet, but the woods were silent aside from the occasional gust of wind. The package was quite heavy; and I had been spouting some expletives as I was not in the best of shape, but I eventually got it on their porch. Once I did, I turned around and looked back in the clearing. What I saw fills me with dread to this day. "

Somehow, Jay Schwedelson made accountability sound like a superpower instead of a chore. In this short solo riff, he shares the one mindset shift that's fueled his entire career—how showing up every single week, no matter how small the action, builds momentum most people never find. If you've ever felt like you're “not the smartest person in the room,” this one hits differently.ㅤBest Moments:(01:00) Jay admits to constantly talking himself down—and why that's actually helped him grow(02:15) The two habits that changed everything: consistency and accountability(03:45) Why “learning by doing” isn't enough to stay sharp in your career(05:40) How a simple weekly Slack message can transform your growth and visibility(07:08) The real reason Jay's newsletter made him exponentially better at his job(09:28) Brutal stats that prove most people quit way too soon(10:15) The simple formula to beat 95% of people without being the smartest one in the roomㅤCheck out our 100% FREE + VIRTUAL EVENTS! ->Guru Conference - The World's Largest Virtual EMAIL MARKETING Conference - Nov 6-7!Register here: www.GuruConference.comㅤCheck out Jay's YOUTUBE Channel: https://www.youtube.com/@schwedelsonCheck out Jay's TIKTOK: https://www.tiktok.com/@schwedelsonCheck Out Jay's INSTAGRAM: https://www.instagram.com/jayschwedelson/ㅤMASSIVE thank you to our Sponsor, Marigold!!Email chaos across campuses, branches, or chapters? Emma by Marigold lets HQ keep control while local teams send on-brand, on-time messages with ease.Podcast & GURU listeners: 50 % off your first 3 months with an annual plan (new customers, 10 k-contact minimum, terms apply).Claim your offer now at jayschwedelson.com/emma