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Rest to Return, a podcast for a restless world. Kohenet Keshira haLev Fife is your host. This series is rooted in Shabbat, an ancient Jewish practice that teaches us how to belong to time. Here, rest is a sacred rhythm woven into who we are. We continue by gathering around a single question: What is my sacred purpose? You can find more info about Tzedek Lab here. Settled back into his room, my dad was a bit frail…but he could still kiss us and us that he loved us! The list of 39 melachot can be found here. Olam haBah is often translated as “the world to come” and is used in reference to the afterlife. In this context, I'm using it to describe “the world as it could be” which includes dignity, equity, and liberation. The idea that each person is a letter in the Torah is rooted in Megaleh Amukot (Va'etchanan 186:1). I learned about the concept of “ratzon” from my teacher, colleague, and friend David Jaffe, Founder and Executive Director of Kirva. Rabbi Tarfon's quote comes from Pirkei Avot 2:16. One source for Rabbi Simcha Bunim's teaching is Tales of The Hasidim Later Masters by Martin Buber. The Mary Oliver line comes from her poem, entitled “The Summer Day”. This quote has been misattributed to Courtney Carver. It is instead referenced by Carver in her book, Gentle: Rest More, Stress Less and Live the Life You Actually You Want. The quotation itself comes from Psychologist Nicola Jane Hobbs who teaches, “Instead of asking, 'Have I worked hard enough to deserve rest?' ask, 'Have I rested enough to do my most loving, meaningful work?'"” The practice in this episode was inspired by a practice that I learned from Rabbi David Jaffe, Founder of Kirva, and it is one that I've enjoyed practicing with each Cohort of “Dismantling Racism from the Inside Out” that I have the privilege of co-facilitating for People of Colour, alongside Yehudah Webster. The next cohort begins in Fall 2026 and you can find more info here. This episode is brought to you by the Institute for Jewish Spirituality. Rest to Return exists because we believe slowing down is a spiritual act. IJS believes that too. For over two decades, IJS has been helping people go deeper, through Jewish mindfulness meditation, contemplative prayer, sacred text study, and embodied practice. Their offerings range from online courses and silent retreats to immersive cohort programs for seekers of all experience levels, clergy, and spiritual leaders who are ready to live and lead from a more grounded place. Kohenet Keshira haLev Fife is part of IJS's core faculty, and the wisdom you'll hear in this series is very much in that spirit. If this podcast is stirring something in you, IJS is a place to go further. Explore their programs, and more ways to learn and practice with Keshira, at jewishspirituality.org, including: View the latest offerings from IJS in our program catalog Join Keshira on retreat this August: Returning Anew Learn more about Keshira's latest class at IJS on Mindful Speech as a Spiritual Practice Learn more about Shevet, IJS's community for younger adults (20s-30s) IJS has several online free practices with Keshira and our other faculty including our live Daily Sit, our weekly Shevet Sit for younger adults (under 40), and monthly Affinity Sits for Jews of Color, LGBTQ+, and individuals with disabilities. Click here for more information. Join our mailing list to be notified about our upcoming fall courses, including Keshira's Earth, Moon, Mindfulness year-long class.

Hour 2 for 6/17/26 Drew and Brooke pray the Chaplet of Divine Mercy (1:00). Then, Grant Bailey from the Institute for Family Studies discusses why young people aren't having kids (31:16). Topics/Calls: lack of good parenthood (34:17), Catholic schools (35:45), debt issues (41:16), big families (46:54), and how Catholic schools helped me (48:51). Link: ifstudies.org

In this annual debate episode of the 18Forty Podcast, David Bashevkin moderates a discussion on finances within the Orthodox Jewish community. The specific resolution is: The current state of semachot in our community and the level of spending on them, as well as extravagance in lifestyle in general, is problematically excessive and should be significantly curtailed.Rabbi Larry Rothwachs defends the affirmative, while Dr. Leslie Ginsparg Klein argues the negative.In this episode we discuss:—Are extravagant weddings a detriment to the Jewish community, or do the benefits outweigh the negative externalities?—What should the Jewish community spend more and less money on?—Could financial education in Jewish schools alleviate cultural financial pressures?Tune in to hear a conversation about what we desire as a community and how we can attain it.Debate begins at 6:17.Rabbi Larry Rothwachs is a rabbi, therapist, and educator who has led Congregation Beth Aaron in Teaneck, New Jersey since 2002. A longtime teacher and leader within Yeshiva University and RIETS, he currently serves as Director of Professional Rabbinics at RIETS, head rabbi of Camp Morasha, and founding rabbi of Meromei Shemesh, a new community in Ramat Beit Shemesh. He lives with his wife, Chaviva, and their family.Dr. Leslie Ginsparg Klein is Dean and Chief Academic Officer of Gratz College and a scholar of Jewish education and history. Formerly Academic Dean at the Women's Institute of Torah Seminary & College, she is a widely sought speaker on Jewish history, Tanakh, leadership, and communication. She earned her Ph.D. from New York University researching Orthodox girls' education and the Bais Yaakov movement, and lives in Baltimore with her family.References:18Forty Podcast: “A Debate Between Yitzchak Blau & Itamar Rosensweig: Does Morality Exist Outside of Judaism?”Eruvin 13bWanting: The Power of Mimetic Desire in Everyday Life by Luke BurgisThe Index Card: Why Personal Finance Doesn't Have to Be Complicated by Helaine Olen and Harold PollackFor more 18Forty:NEWSLETTER: 18forty.org/joinCALL: (212) 582-1840EMAIL: info@18forty.orgWEBSITE: 18forty.orgIG: @18fortyX: @18_fortyWhatsApp: join hereBecome a supporter of this podcast: https://www.spreaker.com/podcast/18forty-podcast--4344730/support.

It's been 10 years since Jo Cox, the Labour MP for Batley and Spen, was murdered in broad daylight by a man who lived in her constituency, motivated by far-right extremism. That truly shocking event sparked a national conversation about the safety of our elected representatives, and the civility of our public discourse. During her lifetime, Jo's philosophy was that “we are far more united and have far more in common than that which divides us” – a philosophy which led to the establishment of the Jo Cox Foundation after her death. Their CEO Olivia Field joins presenter Nuala McGovern, along with Alice Lilly, senior researcher at the Institute for Government, to discuss the impact of Jo's death and the safety of female politicians now. Actor Geraldine James is renowned for a host of roles in theatre and on screen, from her TV debut in The Sweeney five decades ago to Jewel in the Crown, Band of Gold, This Town, The Cage and comedy sketch show Little Britain to name a few. Now she's making her Chichester theatre debut in the stage premiere of the 2015 film 45 years, alongside Gabriel Byrne. The couple are about to celebrate 45 years of marriage, when news arrives in a letter from Switzerland about a woman's body that's been discovered in a melting glacier, sending shockwaves through their marriage. A new BBC podcast asks whether women are always safe on swinging websites. Swingers, an investigation from journalist Catrin Nye, explores serious concerns within the swinging community and asks if abuse can exist behind the language of sexual freedom. Nuala speaks to Catrin Nye and Rachel Horman Brown KC, a lawyer whose practice focuses on domestic abuse. The number of bookshops on our high streets has now grown to the highest number since 2012, with some of the rise being attributed to specialist genre shops fuelled by the surge in popularity for fantasy - and 'romantasy' - fiction. We hear from Amanda Logan who opened Ritual Reads in the town of Whitchurch, Shropshire, last November and says about 75% of her customers are women. Presented by: Nuala McGovern Produced by: Sarah Jane Griffiths

Tiffany Dena Loftin has been in this work for over two decades — from a TRIO student at UC Santa Cruz organizing against tuition hikes, to leading the United States Student Association, to fighting for student debt cancellation at the NAACP and the Debt Collective. She's a labor organizer, a voting rights strategist, a founding member of Freedom Side, and one of the most disciplined relationship builders in the movement. She also served on the advisory board when Dr. David J. Johns led the White House Initiative on Educational Excellence for African Americans. Today, she steps into the classroom for the first time.This conversation goes everywhere it needs to go. They talk about how authoritarianism uses isolation as a weapon — and why people are making intentional, physical, sometimes spontaneous choices to gather again. They get into what it actually means to find an organizing home when you care about everything. Tiffany tells the truth about the Debt Collective, the SAVE program, and what borrowers sitting in default right now actually need to do. And she closes with a charge that lands hard: we are not going to get free being comfortable.We're dropping this episode the week of Juneteenth. The promise of freedom is real. The weight of this moment is real. Both are true at the same time.Find your organizing home. Not tomorrow. Now.SHOW NOTESConnect with Tiffany Instagram, LinkedIn, X/Twitter, Threads, Bluesky: @tiffanydloftin How We Get FreePodcast: @howwegetfreepodOrganizations & Resources MentionedFreedom Summer 2026 / All Roads Lead to the South blackpowerwarroom.com/dayofaction The Debt Collective — the first union of debtors in the United States debtcollective.orgUnited States Student Association (USSA) usstudentassociation.org and @usstudentassociation.The Institute for College Access and Success (TICAS) ticas.orgThe Education Trust edtrust.orgNAACP naacp.org Referenced in This Episode:DeJuana Thompson / Black Voters Matter Courtland Cox, SNCC veteran and mentor Carmen Berkeley — on building relationships, not titles Marshall Ganz — on relationships as the currency of power (Harvard Kennedy School) Kingian Nonviolence Certificate ProgramSupport the Show spreaker.com/podcast/teach-the-babies-w-dr-david-j-johns--6173854/support 

Within the profession of industrial and systems engineering, the names Frank and Lillian Gilbreth are everywhere - appearing on awards, scholarships, professorships, and libraries. But who were the people behind those names, and how did their work help shape the profession we know today?In this episode of Problem Solved, historian Mike Farrelly of the Montclair History Center and Township Historian takes us on a journey through the lives of Frank and Lillian Gilbreth, the pioneering husband-and-wife team whose innovations laid the foundation for modern industrial and systems engineering.Hear how Frank began his career by revolutionized bricklaying, how the Gilbreths pioneered motion studies using photography and film, and how their work influenced fields ranging from construction and manufacturing to surgery and workplace design. The episode also explores Lillian's groundbreaking contributions as a psychologist, educator, inventor, and one of the most influential women in engineering history.Along the way, Mike shares fascinating stories about the real-life family behind Cheaper by the Dozen, including how the Gilbreths applied their principles at home while raising 12 children.Whether you're an industrial engineer, a student of history, or simply curious about the people whose ideas continue to shape the way we work and live, this episode offers a fascinating look at two remarkable innovators whose legacy can still be felt more than a century later.A huge thank you to our guest, Mike Farrelly, for sharing this thorough look at this remarkable family.• Learn more about the Montclair History Center• Watch Mike Farrelly's presentation featuring historical photographs of the Gilbreth family and their work:https://youtu.be/5N6RR0XD5Tk?si=LW9ixkOys1MqGZTL• Read Cheaper by the Dozen by Frank B. Gilbreth Jr. and Ernestine Gilbreth Carey• Read Belles on Their Toes by Frank B. Gilbreth Jr. and Ernestine Gilbreth CareyLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

What is one small commitment your clients can make that will move them in the right direction? In this solocast episode of the IRH Clinician's Corner, Margaret Floyd Barry highlights a powerful strategy shared during the recent Clinical Success Showcase. As more clients consider or begin GLP1 agonist medications, practitioners face new challenges around compliance and client readiness.  Drawing from both current research and firsthand clinical insights, this episode explores how setting clear, client-driven minimum commitments (like prioritizing protein, strength training, and escalating medications responsibly) can boost compliance and long-term outcomes, not only for those on GLP1s but for all clients engaged in transformative health work. The Clinician's Corner is brought to you by the Institute of Restorative Health. Follow us: https://www.instagram.com/instituteofrestorativehealth/ Keywords:  functional health, clinical skills, chronic disease reversal, actionable insights, GLP1 agonist medications, practitioner strategies, case studies, patient compliance, muscle loss, nutrient deficiency, side effects, protein intake, high fiber foods, strength training, dosage titration, client contracts, minimum commitments, Nick Peterson Bumpers, behavior change, client readiness, protocol overload, patient overwhelm, individualized protocols, client follow-through, restorative health, mindset for practitioners, evidence-based strategies, chronic illness protocols, Institute of Restorative Health, coaching for practitioners, virtual clinical events Disclaimer: The views expressed in the IRH Clinician's Corner series are those of the individual speakers and interviewees, and do not necessarily reflect the views of the Institute of Restorative Health, LLC. The Institute of Restorative Health, LLC does not specifically endorse or approve of any of the information or opinions expressed in the IRH Clinician's Corner series. The information and opinions expressed in the IRH Clinician's Corner series are for educational purposes only and should not be construed as medical advice. If you have any medical concerns, please consult with a qualified healthcare professional. The Institute of Restorative Health, LLC is not liable for any damages or injuries that may result from the use of the information or opinions expressed in the IRH Clinician's Corner series. By viewing or listening to this information, you agree to hold the Institute of Restorative Health, LLC harmless from any and all claims, demands, and causes of action arising out of or in connection with your participation. Thank you for your understanding.  

Health and Safety campaigners are launching a last ditch effort to stop law changes they say will make workplaces more dangerous and cost lives. The Health and Safety at Work Amendment bill would exempt businesses with fewer than 20 workers from legally having to manage non-critical safety risks. Mike Cosman from the Institute of Safety Management spoke to Lisa Owen.

This is an episode originally published in August 2024. It is one of my most popular.Have you ever wondered what builds resilience in us and our children?In this episode, Kate chats with Tania Johnson, co-founder of the Institute of Child Psychology.Tania shares her journey, from fostering four First Nations children to her academic accomplishments and her profound insights into attachment theory and resilience.Together, they explore the power of purposeful parenting, the importance of allowing children to fail and learn, and practical strategies to foster resilience in our young ones.Listen For:4:44 Experiences as a Foster Mom11:15 When Did We Start Protecting Children from Failure?26:17 The Impact of Overpraising35:51 Teaching ResilienceLeave a rating/review for this podcast with one click

Together, we begin the chapter on the sacraments of initiation, specifically the section on the sacrament of Baptism. Fr. Mike unpacks the different names that the Church employs when discussing Baptism, such as the “washing of regeneration and renewal” and “enlightenment.” He concludes with a reflection on the prefigurations of Baptism in the Old Covenant. Today's readings are Catechism paragraphs 1210-1222. This episode has been found to be in conformity with the Catechism by the Institute on the Catechism, under the Subcommittee on the Catechism, USCCB. For the complete reading plan, visit ascensionpress.com/ciy Please note: The Catechism of the Catholic Church contains adult themes that may not be suitable for children - parental discretion is advised.

Dr. Ashok K. Shetty is a University Distinguished Professor in the Department of Cell Biology and Genetics and Associate Director of the Institute for Regenerative Medicine at Texas A&M University, Naresh Vashisht College of Medicine. He is developing treatments for neurological and neurodegenerative disorders using stem cells and stem cell-derived products, such as extracellular vesicles. These are tiny vesicles secreted by stem cells that carry microRNAs and proteins. Once they make their way into the brain, they can induce beneficial changes in neural cells to improve brain function. Science takes up a lot of Ash's time, but when he's able to get a moment to himself, he enjoys spending time with family, cycling on a stationary bicycle, playing brain games like Sudoku, and going out to see movies at the theater. Ash earned his Ph.D. in Neuroscience from the All India Institute of Medical Sciences in New Delhi, and he completed postdoctoral research at Montana State University and Duke University. Afterward, he joined the faculty at Duke University in the Division of Neurosurgery. He joined the faculty at Texas A&M University College of Medicine in 2011. In 2024, he was honored with the University Distinguished Professor Award from Texas A&M University, and he has also received the College of Medicine's Senior Research Excellence Award. In addition, Ash is a Fellow of the American Association for the Advancement of Science and the American Society for Neural Transplantation and Repair. He has received the Research Career Scientist Award from the United States Department of Veterans Affairs, has been recognized among the "World's Top 1% of Scientists" across all scientific fields, and he was the 2025 honoree of Fast Company's World Changing Ideas. In this interview, Ash shares details about his life and his work in science.

The Joe Piscopo Show 6-15-26 35:12- Col. Jack Jacobs, a retired colonel in the United States Army and a Medal of Honor recipient for his actions during the Vietnam War Topic: U.S. and Iran reach deal 49:57- Dr. Darrin Porcher, Retired NYPD Lieutenant, Criminal Justice Professor at Pace University and a former Army Officer Topic: 63 arrested amid Knicks unrest near Madison Square Garden 59:08- Matt Rooney, Founder and Editor-in-Chief of SaveJersey.com Topic: World Cup and its impact on New Jersey 1:09:44- Gen. Jack Keane, a retired 4-star general, the chairman of the Institute for the Study of War and Fox News Senior Strategic Analyst Topic: U.S.-Iran deal 1:23:09- Russ Salzberg, longtime NY sports commentator and the host of the "Get a Load of This" podcast, which can be viewed on the Gotham Sports App Topic: Knicks victory 1:32:53- Steve Forbes, Chairman and Editor-in-Chief at Forbes Media & the co-author of "Inflation: What It Is, Why It's Bad, and How to Fix It" Topic: Economic impact of the Strait of Hormuz and the World CupSee omnystudio.com/listener for privacy information.

The Arch Stanton Quartet will conclude its yearlong music-and-spoken-word series “Exploring the Sheltering Sky: The Music and Words of Paul Bowles” with a free public performance on June 19 at the Albany Institute of History & Art. The performance begins at 12:30 p.m.“Exploring the Sheltering Sky” debuted in October 2025 and has been performed at a dozen libraries for hundreds of patrons who have been transported to the world of Paul Bowles' writing and music. The series has been generously supported by a community-arts grant from the Albany County Arts and Culture program, coordinated by Advance Albany County Alliance.

What if many of the answers to better health have nothing to do with another prescription? In this thought-provoking episode, Drs. May and Tim Hindmarsh sit down with Emma Tekstra, actuary, global health consultant, and author of How to Be a Healthy Human, to challenge conventional assumptions about modern healthcare. Drawing on decades of experience analyzing health data and employee health programs, Emma shares why she believes true wellness requires a broader perspective than symptom management alone. The conversation explores personal responsibility, critical thinking, chronic disease trends, the business side of healthcare, and the often-overlooked roles of lifestyle, community, purpose, and spiritual wellbeing. Whether you agree with every point or simply enjoy examining healthcare through a different lens, this episode offers plenty to consider. In This Episode Emma's journey from actuary to health advocate Why she began questioning conventional approaches to chronic illness The difference between healthcare and true wellness How lifestyle choices influence long-term health outcomes The role of critical thinking in healthcare decisions Why social connection and purpose matter for longevity Data-driven perspectives on modern health trends The concept of taking ownership of your health journey Lessons from researching health and longevity around the world What inspired her book, How to Be a Healthy Human About Emma Tekstra Emma Tekstra is an actuary, global health consultant, educator, and author of How to Be a Healthy Human: What Your Doctor Doesn't Know About Health and Longevity. A Fellow of the Institute and Faculty of Actuaries, she spent more than two decades advising major employers on healthcare and benefits strategy before focusing her work on helping individuals and organizations better understand what drives human health and wellbeing. Resources & Links Emma Tekstra: https://www.emmatekstra.com Emma's Substack: https://emmatekstra.substack.com How to Be a Healthy Human: https://www.amazon.com/dp/1510779507 Listen and Subscribe Website: https://www.bsfreemd.com Follow BS Free MD on your favorite podcast platform and join Drs. May and Tim Hindmarsh each week as they challenge assumptions, explore new ideas, and have conversations that go beyond the headlines. Disclaimer The content of this podcast is for educational and informational purposes only and should not be considered medical advice. Listening to this podcast does not establish a physician-patient relationship. Always consult your own healthcare professional regarding medical decisions.

Breaking The Silence with Dr Gregory Williams Scars, Service, and Built-to-Lead Resilience: Turning Struggle Into Strength Guest, Keith Grounsell, a 28-year law enforcement veteran, two-time Chief of Police, former DEA Special Agent, international police advisor, entrepreneur, speaker, and multi-book author Back by popular demand, this week's guest will be Keith Grounsell. Keith is a veteran law enforcement leader with nearly 30 years at the city, county, federal and international levels. A former deep undercover narcotics officer and 2-time Chief of Police. He is the author of more than 12 books. You can find all of Keith's book at his author page on Amazon: https://www.amazon.com/stores/Keith-P.-Grounsell/author/B08J456MMW?ref=sr_ntt_srch_lnk_1&qid=1773710088&sr=1-1&shoppingPortalEnabled=true A Night of Hope After Hurt In this episode of Breaking the Silence, host Dr. Gregory Williams opens from his home near the Texas Medical Center in Houston, welcoming listeners to a Sunday evening conversation about trauma, healing, and perseverance. He reminds the audience that the show's purpose is to give people something useful they can carry into the week, whether for themselves or someone they care about. He also notes that the program is approaching seven years on the air, making the episode part of a long-running effort to help people break the silence around personal pain. The Value That Trauma Cannot Destroy Before introducing his guest, Dr. Williams offers two illustrations about value after damage. First, he uses a $100 bill to show that even when something is crumpled, stepped on, or dirtied, its value remains unchanged. Then he tells the story of a broken antique vase repaired with gold, making the cracks visible but even more beautiful and valuable. He applies both images to survivors of sexual abuse, domestic violence, trafficking, emotional abuse, verbal abuse, and other forms of trauma, emphasizing that their worth has not been diminished by what was done to them. Scars as Testimonies of Healing Dr. Williams connects the broken-vase image to spiritual healing, saying God does not pretend that wounds never happened but instead binds broken pieces together in a way that turns scars into testimonies. He cites Psalm 147:3, which says God heals the brokenhearted and binds up their wounds. His message is that survivors may still carry visible cracks, but those scars can become signs of victory rather than defeat. He also acknowledges his own ongoing healing process, describing progress as sometimes taking two steps forward and one step back. Keith Grounsell Returns by Popular Demand Dr. Williams welcomes Keith Grounsell, a veteran law enforcement leader, former deep undercover narcotics officer, two-time police chief, international law enforcement professional, and author of more than a dozen books. Dr. Williams says Keith is returning for a third appearance by popular demand and highlights both his leadership experience and writing career. Keith responds to the opening message by saying that struggles and scars have made him stronger, more empathetic, and more committed to helping others. Failure, Work Ethic, and the Drive to Help Others Keith explains that his own life has included failures, struggles, and setbacks, but he does not allow those failures to define him. Instead, he says the way a person rebounds from failure is what reveals their character, especially in leadership. He also discusses being diagnosed with a learning disability early in life and how that challenge forced him to work harder, memorize more intentionally, and develop a strong work ethic. Keith says that what first seemed like a handicap later became fuel for his drive, education, writing, and leadership. Teen Takeovers, Social Media, and Personal Responsibility Dr. Williams asks Keith about recent incidents involving large groups of youth taking over public areas, including one in downtown Houston. Keith frames these “teen takeovers” as criminal activity tied to declining personal responsibility, social media influence, weak accountability, and breakdowns in family structure. He argues that parents and caregivers must be held responsible when minors participate in destructive behavior, while adults involved should face serious consequences. He also points to the role of viral attention, influencer culture, and online reward systems that encourage shocking or chaotic behavior. Leadership, Iran, and Peace Through Strength Dr. Williams also asks Keith to comment on breaking news about a reported peace agreement involving Iran. Keith says effective leadership requires conviction, courage, and the ability to ignore constant criticism. He praises Donald Trump's approach as “peace through strength,” saying Trump showed restraint while still demonstrating power. Keith argues that the prevention of a broader regional war and the limiting of Iran's nuclear ambitions required unusually difficult negotiation and strong leadership, though he notes the agreement still needed to be signed. Writing, Discipline, and the System Behind Many Books After the break, the conversation shifts to Keith's writing process. Keith explains that he now devotes around sixty hours a week to writing and has developed a system that allows him to complete books efficiently. Instead of trying to perfect each chapter immediately, he focuses on getting the story down first, often using dictation in Microsoft Word and then editing afterward. He also discusses the value of self-publishing, retaining creative rights, and transforming his books into scenario-driven online leadership courses through the Institute of Global Integrity and Leadership. Books on Policing, Leadership, and Character Keith describes several upcoming or recent books, including a leadership book on community policing, a book for frontline law enforcement supervisors, and a book about field training officers. He also discusses his children's books in the Kids' Character and Confidence series, which he created to help families have deeper conversations about values, boundaries, kindness, and personal growth. One book focuses on inappropriate touching and the importance of children being able to say no when something feels wrong. Keith also shares plans for a future book inspired by his adopted son, who was born drug-addicted and later faced developmental challenges. Built to Lead and the Daily Standard of Discipline Dr. Williams closes the interview by focusing on Keith's book Built to Lead, especially the chapter “Discipline Is the Leader's Daily Standard.” Keith says discipline begins with self-discipline, because people are always watching how leaders live. He describes daily routines involving health, exercise, focus, goal-setting, and protecting one's most productive time of day. Dr. Williams and Keith discuss the importance of knowing one's peak mental hours, reducing distractions, and using that time for the most important work. The episode closes with Dr. Williams reminding listeners that storms eventually pass, hope remains, and no one should ever say they are worthless.

What does great leadership actually look like? Can you make a difference even if you're in the middle of the hierarchy? "If you think you're too small, you've not spent the night under a bedsheet with a mosquito." In this episode, educator and Deming practitioner Balaji Reddie explains why W. Edwards Deming was far more practical about leadership than many people realize. Drawing on both The New Economics and Out of the Crisis, Balaji shares stories and examples that bring Deming's 17 principles of leadership to life. From creating trust and joy in work to understanding variation, coaching people, and improving systems, this conversation challenges conventional management thinking and offers a clear path toward transformation. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, who is an educator and trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is Principles of Leadership. Balaji, take it away.   0:00:27.9 Balaji Reddie: Good morning. Thank you so much, Andrew. We had left our last session with that, we'd be dealing with this. And of course, Dr. Deming gave us the outline of Profound Knowledge and he gave us 14 points. He also gave us the deadly diseases and the 16 Obstacles. So people often talk about the diseases, but very often they forget the obstacles. And there are 16 of them which he highlighted for us. And if you think that they're outdated, they're as relevant as they ever were. So you need to keep revisiting those. I think if you start working on removing the obstacles, it's like you're taking your foot off the brake rather than pressing on the accelerator.   0:01:11.3 Balaji Reddie: So you're removing the things that actually stop you before you actually take things forward. But nevertheless, we start with point number 14 where he says, take action to complete, to make the transformation. And he says that there should be a critical mass of people that you need to educate and train and get them on the same page as you are. I'm gonna quote Hazel Cannon here, who is current president of the British Deming Forum. And she talks about the time when she was very young and she attended the Deming four-day seminar, I think in Birmingham. And at the end of those four days, she was overwhelmed as you normally are when you hear how the man speak. And he spoke... He wanted you to make drastic changes. It's not just tinkering here and there.   0:02:08.2 Balaji Reddie: And so she went up to him and she said, "I'm really taken up by what you just said." And then she made a statement, "I'm too small to make these changes in my organization." I believe she worked as a lab assistant in a chemical manufacturing company. They used to make chemicals for cosmetics. So she said, "I'm too small." And Deming just interrupted her and said, "Never think you're too small. If you think you're too small, you've not spent the night under a bedsheet with a mosquito." So make a change where you are and take it from there. So I would like to now quote Dr. Deming from Out of the Crisis. This is Plan for Action: Take action to accomplish the transformation. So he writes there, there are three points and then I'll come to what he writes below that.   0:03:01.8 Balaji Reddie: So he says, "Management in authority will struggle over every one of the above 13 points, the deadly diseases, and the obstacles. They will agree on their meaning and on the direction to take. They will agree to carry out the new philosophy. Management in authority will take pride in their adoption of the new philosophy and in their new responsibilities. They will have courage to break with tradition, even to the point of exile among their peers." So he talks about courage. He talks about courage of conviction. And then he says, "Management in authority will explain by seminars and other means." So I think he leaves it to people of the ways and means. And now today there are a lot of means of doing that. DemingNEXT is one of them. And he says, "To the critical mass of people in the company why change is necessary and that the change will involve everybody."   0:04:00.9 Balaji Reddie: Now he writes something very interesting. He says, "This whole movement may be instituted and carried out by middle management speaking with one voice." So he gave instructions. Why are people saying that he did not tell us what to do? It is just that he expected maybe a lot. And now let's get to that middle management and what he expected. He says here... Let's see here. I'm coming to chapter four now in The New Economics where he says, "A System of Profound Knowledge. The aim of this chapter: the prevailing style of management must undergo transformation." So we just heard that, that what we need to do. And he says, "A system cannot understand itself. The transformation requires a view from the outside. The aim of this chapter is to provide an outside view, a lens that I call a System of Profound Knowledge.   0:04:59.7 Balaji Reddie: It provides a map of theory by which to understand the organizations that we work in." Then he says, "The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding the System of Profound Knowledge." Then he says that "the individual, once transformed, will set an example." So setting an example, I believe, is doing the right thing under adverse circumstances, when you stick to your principles despite the fact that there is an easier way out. As they say, choosing a path between good and bad is easy, you choose good. But good and better, you need to make the right choice. And that needs profound knowledge. "So be a good listener," he says, "but will not compromise. Continually teach other people and help people pull away from their current practice and beliefs and move to the new philosophy without a feeling of guilt about the past."   0:06:02.7 Balaji Reddie: So he explains to us what was needed here, right? And he says this is what we actually need to do. Now I'd like to, I mean, I'll be referring to a document. I don't know how we're gonna get this to people, but for the Principles of Leadership. All right, I think I'll have to send this over to you later, but we will do that. So in the Principles of Leadership, just come to them. I am quoting again from both Out of the Crisis and The New Economics. So you will find this there when he speaks about what needs to be done. Modern Principles of Leadership. And he says, "The modern principles of leadership will replace the annual performance review. The first step in a company will be to provide education in leadership." So that would be introducing people to profound knowledge from what we just heard. Then he said, "The annual performance review may then be abolished." Of course, that will take time. "Leadership will take its place, and this is what Western management should have been doing all along."   0:07:12.6 Balaji Reddie: So he says, "The annual performance review sneaked in and became popular because it does not require anyone to face the problems of people. It is easier to rate them, focus on the outcome. What Western industry needs is methods that will improve the outcome." And he says, "Suggestions follow." So first, institute... The first principle. "Institute education in leadership: the obligations, the principles, and methods." And so I think introduction to the System of Profound Knowledge will help. And then after profound knowledge has been sort of brought to the notice of... Of bringing to the notice of the people then you get into perhaps teaching them about 14 Points, et cetera.   0:07:57.8 Balaji Reddie: Comes the second principle. He says, "Ensure more careful selection of people in the first place." So choosing the people, he says again, now here's where it requires you to understand the purpose of what you're doing, purpose of your organization, purpose of the people you're looking out for and making this change. Because when you know your purpose, you know the aim, then you can choose people in the right way. And I believe he said this somewhere, it's a combination of education, training, skills, and experience. So we need to combine these four factors in choosing the right people. Then he says, after selection of the people, ensure better training and education. So we fine-tune all of their... He says a complete background. He said their aspirations, their goals.   0:08:54.2 Balaji Reddie: I kind of borrowed this idea from a company here in India where they had this thing called roles, responsibilities, and objectives. And they used to meet once in a month, but once in a year they used to decide. So the top management, the HR, would sit down with each and every employee and say that, "In this calendar year, this is what we intend to do and this is what we expect from you." And in turn, they used to ask the employee, "What do you expect from us? Because this is what we want from you." And then the employee had a chance of putting forth what he or she wanted, the management, what help they needed. And I think this is where we have to be... It's a give and take. And they didn't just meet once a year; every month they would meet and the question was, "How are we doing?" not "What have you done?"   0:09:51.1 Balaji Reddie: So I think it wasn't a traditional appraisal. If there was any appraisal, it was appraising what top management were doing or intended to do and not so much the employee. I thought that was a good move. So that's what we need to do here: better training and education. Principle number four states: "A manager understands and conveys to his people the meaning of a system. He explains the aims of the system. He teaches his people to understand how the work of the group supports these aims." Now, here's where, you know, when you talk about, say, hiring people in the first place, when you bring in new employees, I believe that there should be a special session by people inside the company who have stayed the longest, who served the company the longest, especially during their bad days. Because the employees need to know what really happened and how the company survived and how we were resilient, we came back despite all the problems that we had.   0:11:00.7 Balaji Reddie: And the historical perspective, especially if there's someone who's in touch with the founding members, that would be a great boon. I know nowadays we talk about the older companies, obviously none of the founders are there, but if there is such a person, exchanging those ideas with the young employees would definitely make a difference. So they would then understand the purpose, the aims, and how your work supports these aims. I think it's the best way to do that. But what I see right now in companies and I'm being very specific about this, because today when new employees join the company, they have an orientation, they have onboarding, as they call it, but that's done by a rookie, someone who's just joined the company and is just making...   0:11:46.8 Andrew Stotz: [0:11:46.8] Following a checklist?   0:11:48.1 Balaji Reddie: Exactly. Like a PowerPoint presentation. They don't talk about the history of the company. And I think there has to be an emotional connect before there is a logical or an intellectual connect. That emotional connect, I think, then makes you feel that pride and you feel good about coming to work and you say, "Oh, I did not know." So I believe this fourth principle is important in that sense, in the way to do that. Now, he says that... Principle five says he helps...   0:12:19.7 Andrew Stotz: By the way, do you know what chapter are you in?   0:12:23.9 Balaji Reddie: Oh, I have combined.   0:12:27.9 Andrew Stotz: Okay.   0:12:29.4 Balaji Reddie: I took some of the text... Okay. If you want to see here, this is management of people, all right? In that chapter. So I've taken... There are 14 principles there, management of people. In the new edition of The New Economics. It appears...   0:12:48.2 Andrew Stotz: So chapter six.   0:12:50.2 Balaji Reddie: Chapter six, yeah. That's chapter six...   0:12:51.8 Andrew Stotz: Yep.   0:12:52.6 Balaji Reddie: All right. And he talks about pictorial effect of transformation, and then he talks about management of people, role of a manager of people. So there were 14 there, but in Out of the Crisis, the first three which were there, he did not include here.   0:13:10.0 Andrew Stotz: Okay. I just just asked...   0:13:11.0 Balaji Reddie: So I just included those. Yeah. No, so that when people read the book, they could read it clearly, right? So, yeah. So he says now principle number five, which in Economics is principle number two or three, right? He says "he helps his people to see themselves as components in a system, to work in cooperation with preceding stages and following stages toward optimization of the efforts of all stages towards achievement of the aim." So we want optimization, not compromise. So you need to sit together. Just if I were to ask a simple question to you, Andrew, and without thinking, if I were to try to answer this question... Okay. I presume you know how to make a cup of tea.   0:13:58.7 Andrew Stotz: Yes.   0:14:00.1 Balaji Reddie: So what is the first step?   0:14:02.7 Andrew Stotz: For me, boil water.   0:14:04.6 Balaji Reddie: Boil water. And what if I say that's not the first step?   0:14:12.0 Andrew Stotz: Well, first of all, I think you probably have more experience with tea than I do, but I have more experience with espresso, probably. But anyways, go ahead and tell me.   0:14:20.9 Balaji Reddie: Okay. The first question is, whom am I making a cup of tea for? So what I just tried to convey is it's not natural to think about the customer. And so the first step is, for whom is the cup of tea? If it's the person...   0:14:30.8 Andrew Stotz: Grandma.   0:14:40.7 Balaji Reddie: That's right. If she's diabetic, then you would not need sugar. So you gather the ingredients accordingly. If he wants black tea, you don't take milk, right? And that's the point he's trying to say here. When you look at different stages, every every person has a customer. So the first question is, who is my customer?   0:15:07.1 Andrew Stotz: Right.   0:15:07.4 Balaji Reddie: And that part of profound knowledge, understanding psychology, I mentioned this last time, is empathy. The word empathy captures this. So you go to the next process as, "Whom am I doing this work for?" and sit down with that person and say, "What do you expect from me? How may I help you?" And that's what decides what you're gonna do. So this this fifth principle here, that he helps his people see themselves as components, I think this is important. The next process is your immediate customer, and the rest of them are customers in a very oblique sense. But what you do is critical to the next person in line, right? So you always spend extra time with that person and of course the other people down the line who your work is gonna be impacting over a period of time, right? But these are the... This is the first step you find out. So who's my customer? So that's principle five.   0:16:09.0 Balaji Reddie: Principle number six: now this comes under psychology again, that a manager of people understands that people are different from each other. He tries to create for everybody interest and challenge and joy in work. Now, if you look at the theory of knowledge, what exactly did he give us when he brought that component of profound knowledge into play? He says that theory is a statement that conveys knowledge by relating cause to effect. So I repeat, theory is a statement which conveys knowledge by relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong.   0:17:04.7 Balaji Reddie: So I'm gonna repeat this whole statement again. Theory is a statement which conveys knowledge. How? By relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong. So no amount of examples can establish a theory, and even one example can lead to either abandonment of the theory or modification of the theory. That's what he kept saying. Now, how does this work? So he says it's a system of learning, and all of us have this built in, right? Now, he came from the school of Clarence Irving Lewis, Mind and the World-Order. And if you read that book, Lewis says all knowledge is a priori, it's based on what you already know.   0:18:00.9 Balaji Reddie: For example, let me take this example here. Now, suppose I were to start describing the road to my house. Now, you've not been here, but if I start saying that the road bends towards the left and then there is a command you get to see, now you start constructing a picture in your head based on what you have already seen. It's not the same. That's your theory, right? And then when you actually visit, you say, "Oh, it's the difference between theory and what I actually saw," and then you change your theory. So theory is... It's natural. All of us think naturally like this. And that's why he says here that people are different from one another and we need to celebrate those differences. All of us are born with the system of learning, but not all of us learn the same way.   0:18:49.8 Balaji Reddie: There are some who learn by watching, there are some who learn by doing, there's some who learn by reading, there's some who learn by writing. For some people, one word is enough. You utter a word and they say, "I got it." And for some people, you have to repeat the statement maybe 10 times, 11 times, and then the 12th time you repeat it, they say, "Okay, I got it." Now, is that wrong? We're just different, right? And that's why he says here that we need to understand the learning process of people. And when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That was his definition of joy in work. People enjoy their work when they realize it resonates with them.   0:19:40.4 Balaji Reddie: And how does that resonance come in? When you under... And because this is so difficult to do, we just throw the responsibility on them by saying, "Here's the target." So the target actually distracts them when actually you should be working on understanding their learning process. So it's a lot of hard work. And sometimes people are motivated enough to discover it themselves, which is great, but we need to create that atmosphere for them to enjoy their work. So interest, challenge, et cetera, he tries to optimize. Now, here's the key. This is beautiful. He tries to optimize family background, education, skills, hopes, and abilities of everyone.   0:20:21.7 Balaji Reddie: So this is not ranking people, very clear. It is instead recognition of differences between people and an attempt to put everybody in a position for development. I think this is one of the most important principles in getting things done. When I teach this to the HR students in my college, I keep saying that I don't think you should call this science as human resource management, because the definition of a resource is obtain it, shape it, use it, and throw it away. We don't wanna do that. I think we should change the title of that department to Department of Learning, because that's what exactly this is all about, and it's learning in both ways where you are trying to understand their process of learning and in effect, you're trying to understand how the company is going to be learning.   0:21:17.0 Balaji Reddie: So you put this in... So this principle, he says, combine all of these things: family background, education, hopes, I love that word. Because if you see one of the things that people talk about, customer satisfaction, I think Deming was the only person who said customers should be happy. Not just satisfied, happier, right? Now comes the next principle. "He is an unceasing learner." So you can never say, "I know it all." Unceasing learner, he encourages his people to study. And I think this fits Dr. Deming himself. He made no excuses to learn. "May I not learn," he would keep repeating that. And I remember Bill Cooper getting irritated and said, "The last time I met you, you said this, and now you're saying this. I got that on tape." He said, "Well, you got this on tape now." He said that, "I do, I learn. And as I learn," he said, "that could have been under different circumstances that I said that, but I'm saying this."   0:22:22.4 Balaji Reddie: And so you keep learning. And he encourages his people to study. The word is study. And he provides, when possible and feasible, seminars and courses for advancement of learning, encourages continued education in college or university for people that are so inclined. So I think this bit is in many places getting to be a part of the systems in most companies. I've seen that happen now, which is a good sign. But it doesn't end there, there are a lot of other things to do. This was the Principle 7 in the list of 17. Now comes Principle 8, and this is so difficult to look at. He says "he's a coach and a counsel, not a judge." You judge people, they shut up.   0:23:15.4 Balaji Reddie: So he says coach and counsel. When they need help, guide them, show them the path. Sometimes maybe you need some help in doing that, well, go ahead. So that was principle number eight. Principle number nine says "he understands a stable system. He understands the interaction between people and the circumstances that they work in. He understands that the performance of anyone that can learn a skill will come to a stable state." Now, this is amazing. He said this way back in the 1950s when he was in Japan teaching them the control chart, where he took one example where he says that further training to the worker and the process was still in control. And he says, "I think he's reached the limit of his learning. He perhaps needs to be taken to another process or maybe given something more challenging so that we can develop the learning process."   0:24:17.6 Balaji Reddie: So he was speaking about this way back in the 1950s, which today you can say comes under understanding psychology through variation. And he says, upon which furthest the lessons will not bring improvement of performance, and a manager of people knows that in this stable state, it is distracting to tell the worker about a mistake, because he says you'll actually then demotivate someone. So these three principles...   0:24:44.1 Andrew Stotz: Because a mistake may be just normal variation, or are you saying... Okay. Yep. Okay.   0:24:51.0 Balaji Reddie: Yeah. I mean, it could be anything, right? But if you are highlighting that when he's already reached a stable state, it could just work in a detrimental way, the opposite direction.   0:25:05.4 Andrew Stotz: Ultimately you've reached your goal. A steady state is fantastic.   0:25:07.4 Balaji Reddie: A steady state. And then now you say if you want him to... Anything better here, I think you need to move him out from there, since maybe he needs to be given something either more challenging or whatever it is. But use of psychology and variation together. If people are saying that he spoke about this in the 1990s, he actually spoke about this in the 1950s in Japan. And I have proof. If you go and check Elementary Principles of the Statistical Control of Quality, the series of lectures that he gave in Japan, you will see this in one of the chapters, very clearly stating what needs to be done.   0:25:47.9 Balaji Reddie: Now we come to the next principle, which is... I don't know how to explain this, but it's amazing. He says that "the leader has three sources of power: authority of office, knowledge, and personality and persuasive power, tact." So authority, that's your title, knowledge, and personality. Now, personality, persuasive power, and tact is more of a personal thing. It is something that is an attribute. Authority is the title you're given. I think the only thing that you can really work on is your knowledge. And he says that a successful manager of people develops knowledge and personality and persuasive power, does not rely on authority of office. He nevertheless has obligation to use his authority, a source of power, for him to bring changes. He says that maybe some drastic changes to equipment, to materials, to methods, and to reduce variation.   0:26:55.0 Balaji Reddie: So he attributes this to a gentleman, Dr. Robert Klekamp, or Klekamp, I don't know how to pronounce that. So he says, "He in authority, but lacking knowledge or personality, must depend on his formal power. He unconsciously fills a void in his qualifications by making it clear to everybody that he's in position of authority, his will be done." So I think he said if things needed to be done and if he's being guided the right way, then he has to bring his authority into power. I think this brings me to one of the interactions he had with... Was it James McDonald at Ford? When he made him stand up and asked him, "What is your job?" And he said, "I'm vice president, manufacturing," and he sat down. Deming said, "Stand up. That's your title, not your job." And then for the next half an hour, he grilled him on what his job was. And after half an hour, he still didn't get an answer. He said, "You don't know what your job is. Do you think other people in the company know what their jobs are? I think you're running a mess here."   0:28:02.2 Balaji Reddie: So Jim McDonald, instead of feeling insulted, took it in a very different way. Though he said, "I did feel that I wanted to resign and just walk out of there," but he said, "I knew this man was onto something." And that kind of thing of authority of office, I think he did not like if people used it for the wrong reason, but he wanted them to develop knowledge, personality. Personality, well, I think again, on the soft side, persuasive power tact. Not all of us have that, but I think we are living in a knowledge economy, so knowledge would be the key here. And he also says that if you're in a position of authority, use this to get the right work done.   0:28:47.3 Balaji Reddie: Then next he says "he will study the results with the aim to improve his performance as a manager of people." So when the system is not getting what it's supposed to do, then he does not put the blame on the people. He says, "I have... I may be going wrong somewhere." I'd like to share an example of my father in Japan. My father was in Japan in 1964, I said this last time. And he was on this Asian Overseas Technical Scholarship, AOTS. And they run these courses even today. They have three-month, six-month, nine-month, and one-year courses. And from what I remember my father telling me, it's integrated in the sense, I think he was there for six months. So during the morning sessions, they used to have classroom training, sitting in a classroom. And in the afternoon, post-lunch, they would go and work in a company, and that was like their intern. And so it was a combination of theory and practice taking place almost every day.   0:30:02.4 Balaji Reddie: Now, what happened there was on the first day... And that's where he started working with Showa Electric, and said they were called the interns. So on the first day, he was taken to the company and was introduced to his supervisor. The supervisor took him on the shop floor and introduced him to the team that he would be working with. And then, while he was leaving, that supervisor said, "I just need to tell you this, that we also form what is called as a quality circle." And this was... The quality circle movement started in 1962, so '64, the quality circle. And so my father said, "I don't know what you're talking about." And he said, "Well, this is something new. So would you like to be a part of it?" Because quality circle is voluntary, not mandatory. They make you a part of the quality, so if you want to be a part of the quality circle. It's not imposed on you.   0:31:05.0 Balaji Reddie: So my father said, "I need to talk to my teacher, my sensei, at the class." He said, "Yeah. You can talk to him." So he went back to the class the next day in the morning, he asked the teacher, the sensei, that this is what they said. He said, "Oh, it's a very good system. You can become a member of the quality circle." So on the second day, he said, "Yes, I'll be a member of the quality circle." "Great," he said. Now, on the third day, his actual work started. Now, they used to make television screens, CRO, et cetera. And one of the steps there was soldering. They had to solder. And the soldering was the dip soldering. You had to take the printed circuit board and dip it into the solder bath and take it out. Of course you were to... There was a technique.   0:31:52.8 Balaji Reddie: And so his job was that. His first job that he was assigned is to do soldering on these PCBs. And so the supervisor himself sat with my father and demonstrated 10 to 15 times how to do it. Then he told my father, "Now you do it." And then he was guiding him, and he made him make around 10 pieces until he said, "Okay. Now you're getting it right." Okay. Now he said the ground rules. If by any chance you press it down too hard or you keep it too long because of the extreme heat, there will be a superficial crack on the PCB. And that would not be something that affects the customer right away, but over a period of time, it can result in the board cracking and the radio not working. So when you see a superficial crack, you're supposed to pull the cord. There was a cord there. And when you pull the cord, the supervisor will come and help you. Fine.   0:32:56.1 Balaji Reddie: Now my father started doing his work, and his fifth or sixth piece developed a crack. Now, he said, I don't want to sound derogatory, but the Indian in me caught up. Should I report this? What would he think? I hardly left this man alone, and his fifth piece is a rejected piece. And he said, I did not want to pull that cord. But then... He said that, he told me, "Please pull the cord," I decided, let me go ahead and pull it. So when he pulled the cord, a red lamp went on there, and there's a big siren that went on. And the supervisor came running and turned off the siren and turned off that lamp and said, "What happened?" My father showed him the crack. So he said, "Okay, no problem." He put it aside. He demonstrated to my father 10 times again how to do it. And then he made him do it 10 times till he said, "Ah, see, you did this." And he got it right. Now he said, "Let's continue production."   0:33:58.8 Balaji Reddie: Now they went away and now my father got it right. After an hour or so, or maybe two hours, they had their tea break. And they were sitting around a table. Now, this was the quality circle. So the supervisor got up and started speaking in Japanese. Now, this was my father's third day there, so obviously he did not understand what was going on. The only thing he knew that they were referring to him because they could not pronounce his name properly. So instead of Reddie, he was being called Leddie. So Leddie-san, Leddie-san, Leddie-san. So my father said, "I knew he was talking about me." And he said, "I felt so ashamed, I was looking down at my cup of tea rather than looking up." And then when I looked up, he said, all of them were looking at him in admiration and the thumbs up sign. And he was wondering what the hell just happened.   0:34:51.0 Balaji Reddie: And at the end of it, when that supervisor stopped speaking, they all clapped. They clapped. And as they dispersed, each one came and held his hand and they went away. And now my father told the supervisor, "What did you tell them? Did you tell them I made a mistake?" He says, "Yes, yes, I did tell them that." He said, "Then why are they complimenting me? Why are they... Why did they clap? Why did they clap for me? Why are they shaking my hands?" He says, "They're shaking your hand, they're clapping, and they're complimenting because you pulled the cord." So he said, "What do you mean?" He says, "Well, we have a saying here, here in Japan, if after explaining to a person 10 times how to do something, if the person still makes a mistake, then there's something wrong in the way I explained it." So this bit over here is he will study results with the aim to improve his performance as a manager. Don't blame the other guy. What am I doing wrong?   0:35:54.0 Andrew Stotz: You hired him, you train him.   0:35:56.4 Balaji Reddie: Yep. So when Jack Welch used to say, "Sack the bottom 10% of the people every year," and he called them dead wood, well, I would say when you hired them, they weren't dead. You killed them. So that was principle number 11. Now principle number 12 is where he combined both variation and psychology together. He said "he will try to discover who, if anybody, is outside the system, in need of special help." So he draws a normal curve. I'll pass on this document to you so you could share it along with the podcast. And he says here that people belong to the system. These are people who need not be ranked. But a person outside the system on the lower side needs special help. People outside the system on the higher side, well, we need to take the system to that level to improve the system.   0:37:08.4 Balaji Reddie: So he talks about that. He says this can be accomplished with some simple calculations. If there be an individual with figures on production or on failures, special help may be only simple rearrangement of work. It might be more complicated. He in need of special help is not in the bottom 5%. He's clean outside that distribution. So he's trying to use the understanding of variation in a very different sense to understanding people. And he says that we try to reduce that variation in performance between people. That's the job of the system. So this is principle 11 and 12.   0:37:51.0 Balaji Reddie: Now you come to principle 13: "he creates trust." And that creates trust, I would believe, it's a two-way process. And he creates an environment that encourages freedom and innovation. That is the environment where people are unafraid to make mistakes. Because we learned that theory is not the opposite of practice; it's a guide to better practice. And we need all of us working together. And that trust, I think, has got a very funny meaning in my country. I keep joking about this. In India, trust is we will lie a little less to each other. But that's not what this is. We need to be straight honest with each other. And honest is you can only do that by example. Like what happened in my case. I remember when we had installed the ERP system in our company, and there are interlocks. And I remember there was a backlogged order. And I knew that because when we did not deliver the order on time, I negotiated with the customer and I got the delivery date postponed.   0:39:08.0 Balaji Reddie: Now I was trying to test the ERP that month. So I said, let me see if the ERP can capture this because it should show it as a backlogged order. But it showed it as an order that was to be delivered on the new adjusted date. And I said, "How did that happen?" Because that should not have changed. And so I called my assistant. I said, "This should be in backlog. Why is it showing me as a spillover order?" And he said, "No, I changed the date." I said, "Why did you do that?" And he said, "No, because the finance guy will get angry with me." And I said, "That is my problem." I said, "When I told you you're not supposed to change that date..." And I removed his administrative powers in changing the date so that he could not change the date in the system.   0:40:01.7 Balaji Reddie: I removed his powers. And he apologized profusely and said, "Please let me." I said, "No." So till the day I resigned, I kept it. I said, "You're not gonna be doing this because it's not a question..." I said... If I had succumbed to that Andrew, they would have lost my trust. They would have thought that, "Oh, Balaji just talks. He doesn't walk the talk." I said, "No, you're not supposed to do this. We are trying to go by a system. Let's go by the system." So I think you can only create trust through example, through demonstration, if I may say so, and especially under adverse circumstances that you need to demonstrate this.   0:40:46.1 Balaji Reddie: Principle number 14: he says "he does not expect perfection." I think that even he said it in principle of variation. Principle 15: he says "he listens and learns without passing judgment on him that he listens to." This is an extension of the previous points. Principle number 16: he will hold an informal, unhurried conversation with every one of his people at least once a year, not for judgment, merely to listen. The purpose would be development of understanding of his people, their aims, their hopes, and their fears. This meeting will be spontaneous and not planned ahead. So there should be no bias, like an audit.   0:41:41.5 Andrew Stotz: Right.   0:41:42.2 Balaji Reddie: And lastly, principle number 17: "he understands the benefits of cooperation and the losses from competition between people and between groups." So these were the 17 principles of leadership, the beginning of transformation. I think there can be nothing more to do than this. He was so clear in what he wanted us to do. I wonder why people say that there was no method.   0:42:16.5 Andrew Stotz: Yeah. He definitely outlined a lot of stuff there. One of the questions I had for you on that list is, what do you say to people that say that he's kind of a dreamer? The idea that you can sit down with your employees and have this time and everybody's so busy and just talk about your fears and your goals and all that stuff where we live in this age of, we've gotta get the result, we've gotta be focused. How do you respond to that?   0:42:51.1 Balaji Reddie: Well, I say give this a try. All right? You've done it your way, right? You've done it... Let's just forget about it, and you're seeing what's happening. You want a change, you gotta do something different. So why don't you go by what this man is saying? And if you say that, you know, a dreamer or whatever, well, I'd like to quote John Lennon here: "You may say I'm a dreamer, but I'm not the only one."   0:43:16.8 Andrew Stotz: Yep. Yep. Yep. And what do you say for people that feel that you gotta have these targets and goals and KPIs to get the most out of people? And when we think about what Deming's talking about, we're talking about this intrinsic motivation. But it's scary for people to think. It's a lot more comfortable to have these goals and structures than what you could argue is a little bit more unstructured. And how do we balance that? And obviously Deming wasn't saying don't have goals.   0:44:02.1 Balaji Reddie: Yeah, yeah. I think Henry addresses this very well in his 12-day course where he has a specific section on goals, et cetera. And he talks about how Deming said that there are some things called facts of life. Facts of life is, okay, we need to turn out, we need to generate so much of revenue this year because we need to pay for all our salaries and blah, blah, blah, blah, blah, and then we need to have some money for the future. So we need to make so much of money this year. Now that's not a goal, that's a fact of life. But when you are bringing that number out and showing that to everyone, please also indicate to them how we intend to achieve that. Don't just leave it to them and say we need to do this.   0:44:54.4 Balaji Reddie: Okay. I'll give an example here. I don't want to sound... It may sound a little self-serving, but okay, take it in the right spirit. I remember when we had our first strategic meeting at my company, and my boss... Okay, was... He said... I think 20 of us sitting in the room and he said, "Last year, our target was 30 million and we're getting there and we're doing a great job. So this year we're gonna aim for 45 million." Now when he said that, I just put my hand up and he said, "Yes." So I said, "Why 45 million?" And he just stared me down and he looked up at everyone and said, "That's it. Meeting dismissed." He just walked out. These are those days when you had... You know the OHP? You know the overhead transparencies, the projector?   0:45:56.9 Andrew Stotz: Oh, yeah. Overhead transparencies, yep.   0:45:58.8 Balaji Reddie: Yeah. So he had the transparencies, and he just took them and walked out. And all the guys came to me, "Are you mad? You're questioning the owner of the company? Are you nuts?" And I was thinking, "God, what did I say wrong?" And then we started going back to our cabins, and when I sat down at my desk, the phone rang, and it was boss. And he just uttered one word, "Come." So when I was walking towards his cabin, I was thinking to myself, "Nice company, nice friends." And then I knocked on the door, and he said, "Yeah, yeah. Come in." He said, "Sit down." And then he said, "Shut the door." He said, "What the hell were you trying to do today? Are you trying to mock me?" I said, "Please, why would I want to mock you, boss? I wouldn't want to mock you. I just wanted to know why 45 million."   0:46:52.9 Balaji Reddie: He says, "All right." And so he took out what is called the blue book, where we have the yearbook, what happened in our country in the last one year. We have these books that get written, right? So he said, "Look, this is growth in our country in industry. This is our... Sector that we are in, and we are in the organized sector in this industry. And the year-on-year growth for the last five years has been this, and this year the expected growth is so much. And can I expect at least 3 or 4% of that growth?" I said, "Of course, why not?" He said, "That, son, is 45 million." So I said, "Why didn't you tell me this? That's all I wanted to know." He said, "You think these asses..." He was referring to my other colleagues... "Would understand?" I said, "Boss, if I can understand, they can understand. It's one and the same." "Okay. Let's meet tomorrow."   0:47:52.1 Balaji Reddie: So the next day we met again. And he said, "Yesterday, when I uttered 45 million, this genius asked me why, and so I'm gonna tell you why." And he went on to explain. After he finished explaining, my sales guy... Sorry, my marketing guy got up and he said, "I have something to share." "Okay, please come forward." He put the transparency. And he had listed there the top 10 selling items in my company based on revenue, based on profits, and based on quantities. Top 10 for each. There were three products that were common to all the three. So obviously he was sending a message to us, that we had to attain our targets, at least by focusing.   0:48:44.8 Balaji Reddie: The moment he showed that, he underlined these three, the sales guy put his hand up and said, "Yes." "That second product you underlined, our competitor is selling it as a package with another product, but we don't seem to have that on our list." So the R&D guy got up and said, "Could you tell me what the part number..." And he says, "It's part number so-and-so." He said, "Hang on, I've already developed that." You know what was happening, Andrew? We were talking to each other. And that meeting went on for three and a half hours. And at the end of the three and a half hours, all of us knew how to attain 45 million.   0:49:23.8 Andrew Stotz: I thought you were gonna ask a question on the second day, "Hey, boss, so 45 million, why is there no market share gain of our business that we're growing faster than the industry?"   [laughter]   0:49:41.4 Balaji Reddie: So anyway, but this was... This is what I think goals should be transparent in this sense, that why are we giving you this number? And more importantly is the discussion that happens is how are we gonna do this? It just doesn't happen by itself, right? And if you leave it to people, they start distorting numbers, right?   0:50:03.8 Andrew Stotz: Yeah.   0:50:04.2 Balaji Reddie: As Brian Joiner said, "Distort the data, distort the system, or distort both."   0:50:12.2 Andrew Stotz: Yeah. And we're working on a growth plan for my coffee business.   0:50:19.0 Balaji Reddie: A growth.   0:50:19.6 Andrew Stotz: And really what it comes down to is three things. Number one, are we as the owners gonna hire more salespeople? Because salespeople bring in revenue.   0:50:36.3 Balaji Reddie: Right.   0:50:37.0 Andrew Stotz: Number two, are we as the owners going to develop together with the rest of the team a higher value-added offering...   0:50:50.6 Balaji Reddie: Wow.   0:50:50.8 Andrew Stotz: That we can bring more value than what we're bringing right now, which would bring potential customers to us and allow us to sell more easily. Or are we as the owners going to buy another company?   0:51:07.8 Balaji Reddie: Oh, okay.   0:51:09.2 Andrew Stotz: So those are the three things. And Dale and I have been discussing each one of those in a lot of detail, testing out and debating and discussing. But those are the type that... When it comes to growth, that's just... We know the growth we can produce with no change. And that's in line with the inflation rate or whatever the economic growth, for sure. But as long as we don't lose people on our team or something like that. But to go to our team and say, "How are we gonna grow faster?" Well, that whole point is we can see. Also the other thing is that we can see bigger about the industry sometimes. Sometimes they see something at a small level that they bring back to us and think, "Whoa, wait a minute, that's something valuable." And yeah, so we're getting ready for our final decisions on where we're gonna go with that. But yeah, without that type of change, we're not gonna reach the type of growth that we want to get. And really our idea is 5x growth in five years.   0:52:19.9 Balaji Reddie: Okay.   0:52:20.5 Andrew Stotz: And in order to do that, we have to have a completely different level of quality, service, product, thinking. And so, yeah, it's fun... It's challenging. Anyways...   0:52:32.9 Balaji Reddie: Right.   0:52:33.2 Andrew Stotz: So how do we wrap this up? What is it you want people to take away? You've shared a lot of different stuff. What would you like them to take away from it?   0:52:42.0 Balaji Reddie: Yeah. One, I'm trying to shatter that myth that Deming did not tell us what was to be done. I think he was very clear and we need to reread and reread. And we have to take these as guidelines. You may come up with your own method, but see these as a guideline by and large to put you on the right path. And once you do that, you may develop something which works for you, and that's what he wanted. But let us not just say that he only philosophized about things. I think he was very clear in his head. He just wanted us to do things our own way because nobody understood our problems better than we ourselves. And he was just showing us how to understand things around.   0:53:32.6 Balaji Reddie: He wanted us to know, to understand what we do not know. Through these principles, we can address some of the gaps. Perhaps we were getting a few things wrong. So point number 14, take action to accomplish the transformation. I think it begins with leadership. So point number seven comes into the picture. It begins with training and education. Point number six comes into the picture and it also brings in point number 13, which is learning and development. And education and training is different from learning and development. Training can be very company specific and you can measure the outcomes of training, but you cannot measure the outcomes of development because that takes time.   0:54:19.8 Balaji Reddie: So you need to have some things going in your favor. And for that you need to choose, and he told us how to do that. And yes, he wanted top management to be a part of this because he said those in authority need to do this. But that one sentence that middle management can commence, it can commence there, is a telling statement. So he knew it was possible.   0:54:45.0 Andrew Stotz: That's great. And I like that. Commence. That there's... It's not necessarily gonna be completed by middle management, but middle management can start right now, right where you are. So that's a great way, that's a great way to end with the start. So, Balaji, I want to thank you on behalf of everyone at the Deming Institute. And it's an interesting discussion and I'm enjoying it very much. And for listeners out there, remember to go to deming.org and also there, jump on DemingNEXT to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is: "People are entitled to joy in work."   0:55:32.1 Balaji Reddie: Oh, yeah. Andrew, I think saying thank you on behalf of the institute, I am also a part of the institute.   0:55:38.5 Andrew Stotz: Of course. Of course. You are. I appreciate it. Okay.

A ceasefire has been announced between the US and Iran - but is this the end of the conflict, or just a pause before the next confrontation?After days of missile strikes, threats and escalation, Donald Trump has celebrated the opening of the Strait of Hormuz and declared a diplomatic success. Iran says it has forced the US and Israel to accept defeat. Both sides claim victory - but who really got what they wanted?On this episode of The Fourcast, we examine what the ceasefire means for Iran's nuclear programme, Israel's security calculations, and the wider balance of power in the Middle East.Krishnan Guru-Murthy is joined by Ali Ansari, director of the Institute for Iranian Studies at the University of St Andrews, former Israeli ambassador to Germany Jeremy Issacharoff, and Channel 4 News International Editor Lindsey Hilsum.

As part of the 2026 Developmental Disabilities Conference, Tamar Heller, Director, Institute on Disability and Human Development, University of Illinois Chicago, discusses aging and aging caregivers. Series: "Developmental Disabilities Update" [Health and Medicine] [Show ID: 41459]

Together, with Fr. Mike, we arrive at the conclusion and “nugget day” for the section on liturgy and culture. Fr. Mike reiterates the importance of the fact that the Church does not abolish culture, but redeems and fulfills it. He also emphasizes that even though the Church welcomes liturgical diversity, there are still some things that are incompatible with the Faith and, therefore, unable to be incorporated into Catholic liturgy. Today's readings are Catechism paragraphs 1204-1209. This episode has been found to be in conformity with the Catechism by the Institute on the Catechism, under the Subcommittee on the Catechism, USCCB. For the complete reading plan, visit ascensionpress.com/ciy Please note: The Catechism of the Catholic Church contains adult themes that may not be suitable for children - parental discretion is advised.

The Names : EP 31 – Al Qadir 100% of your donations today goes towards the means of providing accessible Islamic knowledge to people around the world: supportqalam.com. Like us on Facebook: facebook.com/qalaminstitute Follow us on Twitter: twitter.com/qalaminstitute Follow us on Instagram: instagram.com/qalaminstitute Subscribe on Youtube: youtube.com/user/qalaminstitute

The Tafsīr Podcast: EP 111 – Surah Al-Baqarah (Ayah 236 – 237) 100% of your donations today goes towards the means of providing accessible Islamic knowledge to people around the world: supportqalam.com. Like us on Facebook: facebook.com/qalaminstitute Follow us on Twitter: twitter.com/qalaminstitute Follow us on Instagram: instagram.com/qalaminstitute Subscribe on Youtube: youtube.com/user/qalaminstitute

Khutbah: Your responsibility 100% of your donations today goes towards the means of providing accessible Islamic knowledge to people around the world: supportqalam.com. Like us on Facebook: facebook.com/qalaminstitute Follow us on Twitter: twitter.com/qalaminstitute Follow us on Instagram: instagram.com/qalaminstitute Subscribe on Youtube: youtube.com/user/qalaminstitute

This Christian-leaning film directed by a martial arts expert preaches a confusing mix of liberal pro-science atheism and Christian deism that would be way more interesting if the fight scenes weren't such a slog. It's too bad because ABSOLUTE DOMINION has so much good going for it. Director Lexi Alexander has a genuinely interesting career and an obvious expertise and passion for combat sports. Her most notable film is possibly PUNISHER: WAR ZONE (2008), a commercial failure at the time that has since become a cult classic. She was notable for being the first female director of a Marvel franchise film, but the gritty and hyper-violent take on PUNISHER didn't land well with critics or audiences. Alexander had some famous defenders though -- comedian Patton Oswalt has repeatedly gone on record praising the film. It's probably not a coincidence that he and fellow celebrity fan Alex Winter both appear in ABSOLUTE DOMINION in supporting roles. We hypothesize that both jumped at the chance to support a new Lexi Alexander project with an interesting script. In ABSOLUTE DOMINION, Oswalt plays a fictional influencer/streamer named Fix Huntley who goes viral in the year 2085 AD pitching the idea for a worldwide martial arts tournament where the major world religions each send a champion to fight for religious dominance. In the war-torn dystopian future of 2085, society jumps at the chance for a civil Mortal Kombat-style tournament instead of scattered warfare and bloodshed. The three major world religions, Celestians, Pentotities, and Dashafaris, all send champions, but a last-minute rogue entry named Sagan Bruno steals the show. Sagan represents the Institute for Humanism in Science -- a perfect fighter born of a eugenics project, to a scientist mother and athlete father, neither of which have a relationship with him. Bruno quickly jumps to the top of the competition, but his worldview is rocked when blessings from a supernatural force begin to guide his combat. Could this force be none other than capital "G" God? Or is it just a miracle of logic and reason? It's too bad ABSOLUTE DOMINION couldn't stick the landing because it is undoubtedly a breath of fresh air in a sea of Christian movies with the exact same stereotypical evangelical perspective. View our full episode list and subscribe to any of our public feeds: http://boysbiblestudy.com Unlock 2+ bonus episodes per month: http://patreon.com/boysbiblestudy Follow us on Instagram: http://instagram.com/boysbiblestudy Follow us on Twitter: http://twitter.com/boysbiblestudy

Full Text of Readings The Saint of the day is Saint Marguerite d'Youville Saint Marguerite d'Youville's Story We learn compassion from allowing our lives to be influenced by compassionate people, by seeing life from their perspectives, and reconsidering our own values. Born in Varennes, Canada, Marie Marguerite Dufrost de Lajemmerais had to interrupt her schooling at the age of 12 to help her widowed mother. Eight years later she married François d'Youville; they had six children, four of whom died young. Despite the fact that her husband gambled, sold liquor illegally to Native Americans, and treated her indifferently, she cared for him compassionately until his death in 1730. Even though she was caring for two small children and running a store to help pay off her husband's debts, Marguerite d'Youville still helped the poor. Once her children were grown, she and several companions rescued a Quebec hospital that was in danger of failing. She called her community the Institute of the Sisters of Charity of Montreal; the people called them the “Grey Nuns” because of the color of their habits. In time, a proverb arose among the poor people of Montreal, “Go to the Grey Nuns; they never refuse to serve.” In time, five other religious communities traced their roots to the Grey Nuns. The General Hospital in Montreal became known as the Hôtel Dieu (House of God) and set a standard for medical care and Christian compassion. When the hospital was destroyed by fire in 1766, Mère Marguerite knelt in the ashes, led the Te Deum—a hymn to God's providence in all circumstances—and began the rebuilding process. She fought the attempts of government officials to restrain her charity, and established the first foundling home in North America. Pope Saint John XXIII, who beatified Mère Marguerite d'Youville in 1959, called her the “Mother of Universal Charity.” She was canonized in 1990, and her liturgical feast is celebrated on October 16. Reflection Saints deal with plenty of discouragement, plenty of reasons to say, “Life isn't fair” and wonder where God is in the rubble of their lives. We honor saints like Marguerite d'Youville because they show us that with God's grace and our cooperation, suffering can lead to compassion rather than bitterness.Saint of the Day, Copyright Franciscan Media

In this episode, Dr. H. Kurtis Biggs, Orthopedic Surgeon and Founder of the Joint Replacement Institute in Florida, joins the podcast to discuss how AI-powered chatbots can improve efficiency and streamline patient communication. He also shares his perspective on the fee-for-service model, strategies for delivering high-value orthopedic care, and efforts to limit opioid prescriptions while supporting safe and effective pain management.

Silicon Bites Ep351 | 2026-06-14 | OUT OF GAS: Russia Day 2026 Arrived with Empty Pumps, a 230-Drone Raid That Destroyed Samara's Kuibyshev Refinery, the Worst Crimean Fuel Crisis Since the 2014 Annexation, and a War That Has Stopped Being Something Russians Could Ignore. Happy Russia Day, swamp empire. Your days are numbered, as are those of the killer Putin. Breaking: 11–13 June 2026 — The Crimea fuel crisis hits its tourist-season inflection point on Russia Day; Ukraine's Russia Day raid lands 230 drones on Samara, Tatarstan, and Tolyatti and destroys AVT-4 and AVT-5 at the Kuibyshev refinery; the 13 June Kotovo and Tamanneftegas strikes extend the campaign into the Volgograd pumping network and the southern LPG export terminals; the Institute for the Study of War describes the dual-strike doctrine — and Russia's army runs out of momentum at the same moment its fuel system runs dry.----------SUPPORT THE CHANNEL:https://www.buymeacoffee.com/siliconcurtainhttps://www.patreon.com/siliconcurtainhttps://www.gofundme.com/f/scaling-up-campaign-to-fight-authoritarian-disinformation----------SILICON CURTAIN LIVE EVENTS - FUNDRAISER CAMPAIGN Events in 2025 - Advocacy for a Ukrainian victory with Silicon Curtainhttps://buymeacoffee.com/siliconcurtain/extrasOur events of the first half of the year in Lviv, Kyiv and Odesa were a huge success. Now we need to maintain this momentum, and change the tide towards a Ukrainian victory. The Silicon Curtain Roadshow is an ambitious campaign to run a minimum of 12 events in 2025, and potentially many more. Any support you can provide for the fundraising campaign would be gratefully appreciated. https://buymeacoffee.com/siliconcurtain/extras----------SOURCES:Associated Press via US News & World Report — "Ukraine Hits Fuel Supplies to Crimea, Sparking a Fuel Crisis on the Russian-Held Peninsula" (11 June 2026) Washington Times via AP — "Ukraine strikes fuel supplies to Crimea, sparking a fuel crisis on the Russian-held peninsula" (12 June 2026) The Moscow Times — "Annexed Crimea's Largest Gas Station Chain Suspends Fuel Vouchers as Shortage Worsens" (1 June 2026) AP via AOL — "Parts of Russia run dry as Ukraine's drone strikes hit oil refineries" — Far East and Crimea most affected; A-95 ~50% above January levels on St Petersburg Mercantile Exchange; Primorye 78 rubles/liter; online resellers 220 rubles/liter; Kuril Islands A-92 halt; Crimea coupon-only sales; gas-station rationing landscapeKyiv Post — "Ukraine Marks Russia Day With Massive Drone Raid on Key Oil Refineries in Tatarstan and Samara" (12 June 2026)Kyiv Post — "Deep Pipeline Strike: Ukraine's Drone Campaign Cripples Vital Volgograd Oil Hub" (13 June 2026)Ukrinform — "War | Daily situation report" (13 June 2026) Kyiv Independent — "Ukraine strikes Russia's oil depot, radar station, other military targets, General Staff confirms" (10 June 2026)BBC Verify / BBC Russian — "Surge in Ukrainian attacks on oil refineries sparks Russian fuel shortages" (2025-2026) Kyiv Independent — "Key Russian oil pipeline node hit in massive Ukrainian drone barrage" (May 2026) Reuters / Yahoo via AOL — "Russia's Saratov oil refinery erupts in flames as Ukraine drone attacks intensify" (May 2026)----------

2026-06-14 | UPDATES #214 | The Institute for the Study of War has formalised the analytical framework that explains why the campaign is achieving its current operational tempo. ISW's June 2026 analysis, as cited by the AP wire reporting: the long-range strike campaign is therefore reducing Russia's production capacity, while the midrange strike campaign is hurting Russia's ability to transport the gasoline Russia is still able to produce.This is what that doctrine means operationally. Long-range strikes — like the 1,500-kilometre reach to Salavat in Bashkortostan, the 1,700-km reach demonstrated against southern Russian targets, the Kotovo and Saratov-region pumping nodes — destroy production capacity. The refinery cannot be quickly rebuilt. The AVT units take months to replace. The destroyed production is gone from the market for the duration of the rebuild.----------SUPPORT THE CHANNEL:https://www.buymeacoffee.com/siliconcurtainhttps://www.patreon.com/siliconcurtainhttps://www.gofundme.com/f/scaling-up-campaign-to-fight-authoritarian-disinformation----------ACTIVE CAMPAIGN:We are raising funds for 5 of 15 Vampire DronesSilicon Curtain for Kupiansk Vampires. Dzyga's Paw, together with Jonathan Fink, is joining forces to raise $40,000 to provide the Khartiia Brigade with Vampire Drones.https://dzygaspaw.com/silicon-curtain-for-kupiansk-vampiresThese heavy bombers are designed to destroy manpower and equipment, as well as for remote mining. The Vampire UAV, manufactured by Skyfall, has proven itself to be one of the most effective weapons in the Kupiansk direction. Skyfall is one of Ukraine's largest defense tech companies, producing Vampire bomber drones, various modifications of Shrike FPV drones, P1-SUN, Shahed drone interceptors, communication systems, and components.----------PLEASE HELP ME ME TO GROW SILICON CURTAINWe are planning our events for 2026, and to do more and have a greater impact. After achieving more than 12 events in 2025, we will aim to double that! 24 events and interviews on the ground in Ukraine, to push back against weaponized information, toxic propaganda and corrosive disinformation. Please help us make it happen!----------SOURCES:Associated Press via US News & World Report — "Ukraine Hits Fuel Supplies to Crimea, Sparking a Fuel Crisis on the Russian-Held Peninsula" (11 June 2026) Washington Times via AP — "Ukraine strikes fuel supplies to Crimea, sparking a fuel crisis on the Russian-held peninsula" (12 June 2026) The Moscow Times — "Annexed Crimea's Largest Gas Station Chain Suspends Fuel Vouchers as Shortage Worsens" (1 June 2026) AP via AOL — "Parts of Russia run dry as Ukraine's drone strikes hit oil refineries" — Far East and Crimea most affected; A-95 ~50% above January levels on St Petersburg Mercantile Exchange; Primorye 78 rubles/liter; online resellers 220 rubles/liter; Kuril Islands A-92 halt; Crimea coupon-only sales; gas-station rationing landscapeKyiv Post — "Ukraine Marks Russia Day With Massive Drone Raid on Key Oil Refineries in Tatarstan and Samara" (12 June 2026)Kyiv Post — "Deep Pipeline Strike: Ukraine's Drone Campaign Cripples Vital Volgograd Oil Hub" (13 June 2026)Ukrinform — "War | Daily situation report" (13 June 2026) Kyiv Independent — "Ukraine strikes Russia's oil depot, radar station, other military targets, General Staff confirms" (10 June 2026)BBC Verify / BBC Russian — "Surge in Ukrainian attacks on oil refineries sparks Russian fuel shortages" (2025-2026) Kyiv Independent — "Key Russian oil pipeline node hit in massive Ukrainian drone barrage" (May 2026) Reuters / Yahoo via AOL — "Russia's Saratov oil refinery erupts in flames as Ukraine drone attacks intensify" (May 2026)----------

La dernière fois que je me suis fait une bonne bouffe, une question a popé dans ma tête : les aliments, ils viennent d'où ? D'où arrivent les tomates, patates, échalotes, haricots, prunes et pêches qu'on mange, est-ce que tout ça poussait miraculeusement en Europe dès la Préhistoire ? Eh bien sans surprise, c'est non ! En fait, beaucoup de fruits et de légumes ont leur propre histoire et leur propre géographie ! Alors on se lance au cœur de la marmite pour enquêter sur leurs origines, toutes passionnantes !Bonne écoute !

Did you know there is more than one liturgical rite in the Catholic Church? Fr. Mike reviews the different liturgical Traditions that are part of the Catholic Church. All of the different rites are rooted in the same mission of Christ, reminding us that the diversity of liturgical Traditions does not take away from the unity of the Faith. Today's readings are Catechism paragraphs 1200-1203. This episode has been found to be in conformity with the Catechism by the Institute on the Catechism, under the Subcommittee on the Catechism, USCCB. For the complete reading plan, visit ascensionpress.com/ciy Please note: The Catechism of the Catholic Church contains adult themes that may not be suitable for children - parental discretion is advised.

On the night of May 23 to 24, Russia destroyed the apartment of our author Artem Zakharchenko. Fortunately, Artem and his wife were not injured. But they were left without a home. Could you please share this information with the activist communities in your countries? This family now needs support to rebuild their home and their life from scratch.PayPal of the oldest son, Marco: limark.2mark@gmail.com name: Marko ZakharchenkoFor Ukrainian banking: Посилання на банкуhttps://send.monobank.ua/jar/7sFs5B5MAiНомер картки банки - 4874 1000 3826 9596----------Artem Zakharchenko is a Ukrainian writer, journalist, editor, media analyst and scholar from Kyiv, originally from Chernihiv. He holds a doctorate in social communications and is associated with the Institute of Journalism at Taras Shevchenko National University of Kyiv and is head of CAT-UA. His work spans two connected fields: Ukrainian literature and information warfare / strategic narratives. As a novelist, he is the author of Помру за Україну, але це не точно — roughly, I'll Die for Ukraine, But Not for Sure — a 2021 contemporary Ukrainian novel about imprisonment, patriotism, betrayal and the moral costs of war. As a communications researcher, he writes on Russian propaganda, social media, Ukrainian wartime narratives and the struggle for attention in the information space. His 2025 Frontiers article develops the idea of a “connective strategic narrative” in the Russian-Ukrainian war: a narrative formed not only by state elites, but by emotionally engaged social media public. ----------BOOKS: Narratives of Mass Destruction: Tactics and Strategies of Information Warfare (2026)Наративи масового ураження. Тактики і стратегії інформаційної війниПомру за Україну, але це не точноI'll Die for Ukraine, But Not for Sure (2021)----------LINKS:https://www.lemonde.fr/en/international/article/2024/04/18/ukrainian-authorities-are-worried-about-online-disinformation_6668838_4.htmlhttps://internews.ua/en/opportunity/social-cleavages-in-ukraine----------SUPPORT THE CHANNEL:https://www.buymeacoffee.com/siliconcurtainhttps://www.patreon.com/siliconcurtainhttps://www.gofundme.com/f/scaling-up-campaign-to-fight-authoritarian-disinformation----------TRUSTED CHARITIES ON THE GROUND:Car4Ukrainehttps://car4ukraine.com/en-US/campaignsDzyga's Pawhttps://dzygaspaw.com/projectsSuperhumans - Hospital for war traumashttps://superhumans.com/en/UNBROKEN - Treatment. Prosthesis. Rehabilitation for Ukrainians in Ukrainehttps://unbroken.org.ua/Come Back Alivehttps://savelife.in.ua/en/Chefs For Ukraine - World Central Kitchenhttps://wck.org/relief/activation-chefs-for-ukraineUNITED24 - An initiative of President Zelenskyyhttps://u24.gov.ua/Serhiy Prytula Charity Foundationhttps://prytulafoundation.orgNGO “Herojam Slava”https://heroiamslava.org/----------PLATFORMS:Substack: https://substack.com/@siliconcurtainTwitter: https://twitter.com/CurtainSiliconLinkedin: https://www.linkedin.com/in/finkjonathan/Podcast: https://open.spotify.com/show/4thRZj6NO7y93zG11JMtqm----------

Episode Summary: The ties between the French Air Force and U.S. Air Force go back to the dawn of aviation and have been intertwined ever since: from early Wright Brothers flights, the Lafayette Escadrille, World War II, operations in Afghanistan, and so much more. Today, this relationship is more important than ever given the challenges facing our respective nations. Brigadier General Pierre Gaudillière, Commander of the French Air Combat Command, joins us to explore how France views the current security environment through an airpower lens. Credits: Host: Heather "Lucky" Penney, Director of Research, The Mitchell Institute for Aerospace Studies Producer: Shane Thin Executive Producer: Douglas Birkey Guest: Brig. Gen. Houston "Slider" Cantwell, USAF (Ret.), Senior Resident Fellow for Airpower Studies, The Mitchell Institute for Aerospace Studies Guest: Brig. Gen. Pierre Gaudillière, Commander, French Air Combat Command Links: Subscribe to our YouTube Channel: https://bit.ly/3GbA5Of Website: https://mitchellaerospacepower.org/ Twitter: https://twitter.com/MitchellStudies Facebook: https://www.facebook.com/Mitchell.Institute.Aerospace LinkedIn: https://bit.ly/3nzBisb Instagram: https://www.instagram.com/mitchellstudies/ #MitchellStudies #AerospaceAdvantage #Allies #France #AirForce

Central to modern biology and the study of life is the concept of the organism—roughly, a body with interconnected parts that make specific contributions to the development and functioning of the whole. There are competing organism concepts even today, but the 18th century was a critical period in which thinkers gradually shed prior ideas of life in terms of a body with a principle of spontaneous motion, a body as a mere physical mechanism, or a body infused with vital spirits. In When Metaphysics Meets Biology: Kantian approaches to the concept of organism (Routledge, 2026), Philippe Huneman combines extensive scholarship in the history and philosophy of biology with Kantian critical philosophy and metaphysics to trace Kant's contributions to the emerging organism concept. Huneman discusses the Critique of the Power of Judgment and other writings in which Kant developed a view of organisms as natural purposes and in which part-whole reasoning by the faculty of judgment is a condition of the possibility of thinking of organisms at all. Huneman, who is director of research at the Institute of History and Philosophy of Science and Technology at CNRS and University of Paris 1 – Pantheon-Sorbonne, provides an account of Kant's thinking that is accessible yet promises to bring this neglected aspect of Kant into dialogue with contemporary Kantian scholarship.  Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

In this Federalist Society America 250 series, experts analyze modern legal and policy debates through the lens of the Founding generation. The Founders gave us the tools to answer many contemporary questions; join us as we explore those answers.Education today looks radically different than it did at the Founding, but that may be changing. As America celebrates its 250th anniversary, this webinar will explore the government's role in education during the Founding era, the subsequent 19th- and early 20th-century developments that upended the Founding-era tradition, and the body of Supreme Court precedent that continues to emerge from that upheaval. Is a return to tradition in the making?Featuring:Michael Bindas, Senior Attorney, Institute for JusticeProf. Nicole Stelle Garnett, John P. Murphy Foundation Professor of Law and Associate Dean for External Engagement, University of Notre Dame Law SchoolProf. Mark Storslee, Associate Professor and C. Boyden Gray Distinguished Scholar, University of North Carolina School of Law(Moderator) Shaka Mitchell, Senior Fellow, American Federation for Children

In today's “nugget day”, we review the main takeaways from our readings on the liturgy. Fr. Mike invites us to remember that every time we participate in the liturgy, we are participating in the heavenly worship of the Father. We also learn that in times of discouragement, we can unite ourselves to Christ our high priest by praying the Liturgy of the Hours. Today's readings are Catechism paragraphs 1187-1199. This episode has been found to be in conformity with the Catechism by the Institute on the Catechism, under the Subcommittee on the Catechism, USCCB. For the complete reading plan, visit ascensionpress.com/ciy Please note: The Catechism of the Catholic Church contains adult themes that may not be suitable for children - parental discretion is advised.

Politics cast a big shadow over several big sporting events this week. The President's immigration policies are affecting players' and fans' plans to travel to World Cup events in the U.S., the Administration hosts a UFC event on the White House lawn, and Trump caused disruption and was met with boos when he visited Madison Square Garden for an NBA Finals game.We dig into the all-important senate race in Maine where Democrat Graham Platner won his party's nomination despite a series of damaging revelations about his past.Also, could counting votes a little faster in California and elsewhere help head off conspiracy theories about voter fraud in the future?Producer: Leo DuranHost: David Greene Guests:  Mo Elleithee, executive director at Georgetown University's Institute of Politics and Public Service - @MoElleithee Sarah Isgur, senior editor at The Dispatch - @whignewtons

What if the worldview functioning as an opiate today is not religion, but its absence? In this field notes episode of Inquiry, Kelly Chase examines atheism not as a private belief or philosophical conclusion, but as a very recent mass cultural formation that now functions as the default worldview of educated Western society. Beginning with Marx's famous claim that religion is the opiate of the masses, she asks whether modern secular materialism may now be serving a similar sedating function by making vast areas of human experience feel intellectually off-limits. From there, the episode turns toward elite metaphysics. The public is often told that materialism is the rational, mature, evidence-based position, yet many of the people and institutions shaping the future take seriously spirituality, consciousness, simulation theory, mysticism, ritual, and esoteric frameworks. The question is not whether any single belief system is true, but whether citizens trained to dismiss the symbolic and metaphysical have been given a map that cannot represent the terrain power is actually navigating. Finally, the episode considers the empirical and philosophical pressure points inside strict materialism: the hard problem of consciousness, near-death experience research, the PEAR Lab at Princeton, Dean Radin's work at the Institute of Noetic Sciences, and anomalous findings that are usually met not with rigorous refutation but with studied disregard. These findings are not treated as proof of any particular metaphysics. They are treated as evidence that the question remains open, and that a genuine skeptic should apply suspicion not only to extraordinary claims, but to the dominant worldview that decides in advance which claims are allowed to count. Topics explored: Marx and religion | opiate of the masses | atheism as ideology | secularization | materialism | consciousness | the hard problem | non-material reality | elite belief | WEF and spirituality | Silicon Valley mysticism | simulation theory | René Girard | Peter Thiel | Elon Musk | Bohemian Grove | ritual and power | Skull and Bones | esotericism | operative metaphysics | near-death experiences | PEAR Lab | Dean Radin | anomalous cognition | mind-matter interaction | dogma and skepticism | worldview enforcement | social sanction | epistemic humility | the metaphysics of power Inquiry with Kelly Chase is brought to you by SpectreVision Radio.Produced in partnership with Voltage.fm.  Referenced In This Episode A Contribution to the Critique of Hegel's Philosophy of Right — Karl Marx (1843/44) The Death of Christian Britain: Understanding Secularisation 1800–2000 — Callum G. Brown (2001) Religion's Sudden Decline: What's Causing It, and What Comes Next? — Ronald F. Inglehart (2021) The Role of Faith in Systemic Global Challenges — World Economic Forum Global Agenda Council on the Role of Faith (2016) Faith, the Internet and Improving the State of the World — World Economic Forum (2016) Facing Up to the Problem of Consciousness — David J. Chalmers (1995) Near-Death Experience in Survivors of Cardiac Arrest: A Prospective Study in the Netherlands — Pim van Lommel et al. (2001) Margins of Reality: The Role of Consciousness in the Physical World — Robert G. Jahn & Brenda J. Dunne (1987) Experiments Testing Models of Mind-Matter Interaction — Dean Radin (2006) The Conscious Universe: The Scientific Truth of Psychic Phenomena — Dean Radin (1997) Things Hidden Since the Foundation of the World — René Girard (1978) I See Satan Fall Like Lightning — René Girard (1999) Support The Show Patreon: inquirywithkellychase.com Substack: inquirywithkellychase.substack.com Connect with Kelly Website: kellychase.media X: @kellychasemedia Instagram: @kellychasemedia TIMESTAMPS 00:27 Braving Belief Talk 01:26 Atheism as Opiate 02:22 How New Secularism Is 04:21 Elites Aren't Secular 07:03 Materialism's Blind Spots 08:35 Anomalies and Dogma 10:01 Social Enforcement of Belief11:53 A Better Skepticism 12:37 Waking Up to Metaphysics Learn more about your ad choices. Visit megaphone.fm/adchoices

This episode of the Wisdom Podcast, recorded as a Wisdom Dharma Chat, features special guests H. E. Serkong Tsenshap Rinpoche, Atisha Mathur, and Fabrizio Pallotti. Together with host Daniel Aitken, they tackle the topic of Buddhist education in the modern world. Discussing the value of rigorous critical thinking in improving Western Dharma study. How students can benefit from collaboration such as the collaboration with Serkong Institute, Association Manjushri Lotsaw, and University of Pisa to bring traditional Buddhist academic structure to Western academia. They also discuss Rinpoche's course with Wisdom Academy, The Debate Between Wisdom and Ignorance.  They also discuss Serkong Institute's mission to guide students amid abundant online materials and the evolution of AI by grounding them in His Holiness the Dalai Lama's Nalanda tradition; how debate functions as a practical tool to test understanding, refine doubts, and build conviction; how to cultivate correct understanding of the Four Noble Truths, liberation, and critical inquiry through reasoning and debate; and much more! The debate videos referenced in the episode can be viewed in the original Dharma Chat from minutes 40:22 to 41:11 here. Additional content mentioned in this episode: Learn more about the Serkong Institute at https://www.serkonginstitute.org/ Learn more and enroll in The Debate Between Wisdom and Ignorance.  Learn more about Science of Mind and Epistemology for Critical Thinking and Contemplative Sciences. Offered in collaboration with Serkong Institute and Association Manjushri Lotsaw. Available from June 15-July 24 2026.  Wisdom Podcast listeners are invited to save 20% off The Debate Between Wisdom and Ignorance with code WPODDEBATE through July 13. The views and opinions expressed on this program are those of the speakers and do not necessarily reflect the views or positions of Wisdom Publications or any entities they represent. Meet Our Guests: H. E. Serkong Tsenshap Rinpoche H. E. Serkong Tsenshap Rinpoche was born in the Spiti valley, in India, in 1984. At the age of two, Tsenshap Serkong Rinpoche II (1984 – present) pointed to the photo of the recently deceased Assistant Tutor of the 14th Dalai Lama and said, “That's me!” When he was about three years old he was recognized by His Holiness the Dalai Lama as the incarnation of Kyabje Tsenshap Serkong Tugse Rinpoche (1914-1983), who was one of the seven master debate partners to His Holiness the Dalai Lama. Rinpoche began his Buddhist studies and training at Ganden Jangtse Monastery in South India. After deciding to continue his work for the Dharma as a lay person, he completed his education at the Institute of Buddhist Dialectics in Dharamsala. On the advice of the Dalai Lama, Rinpoche completed three years of intensive study of English in Canada. Rinpoche teaches at Dharma Centers around the world, combining his experience of the study and practice of Buddhism with his acquaintance with the Western world. His fascinating teachings are full of wisdom, grace, and humor. Rinpoche feels privileged to continue the responsibilities of Tsenshap Serkong Tugse Rinpoche to teach and benefit people as much as he can. Atisha Mathur, Ph.D. Dr. Atisha Mathur was born and brought up in New Delhi, India. He pursued his undergraduate studies in Language and Literature of South Asia, with a focus on Tibetan studies, at the esteemed Orientale in Naples, Italy. His scholarly pursuits led him to the Central University of Tibetan Studies in Sarnath, India, where he was first immersed in the traditional approach to Buddhist studies.  Atisha then completed a rigorous 10-year study program at the Institute of Buddhist Dialectics in Dharamsala which emphasizes logic, debate, and the major Indian and Tibetan treatises. In 2024, he earned his doctoral degree in Buddhist Studies at L’Orientale in Naples, Italy.  Since 2019, Atisha has generously shared his expertise in logic and debate with groups of students from all over the world. Bio and photo courtesy of https://www.serkonginstitute.org/teachers Fabrizio Pallotti Fabrizio Pallotti (Champa Pelgye) has been studying and practicing Buddhism since 1979. Fully ordained by His Holiness the Dalai Lama in 1982, he lived in India from 1987 to 1993, where he learned Tibetan under the guidance of great first-generation masters such as Lama Zopa Rinpoche, Kirti Tsenshab Rinpoche, Ribur Rinpoche, Denma Locho Rinpoche and His Holiness the Dalai Lama. For eight years, he lived permanently with Kyabje Ribur Rinpoche, one of the great lamas of Tibet, serving as his translator and secretary. At the request of Lama Zopa Rinpoche, he then served at the Lama Tsong Khapa Institute as a Tibetan-to-English translator for the Master’s Program. For many years he has been the official Italian translator of His Holiness the Dalai Lama. He is the founder and president of the Manjushri Lotsawa Association and the Sarva Yoga Citta Academy—Yoga of the Mind. Author of the program “Thought Education and Emotional Hygiene,” he teaches at numerous Buddhist centers and master’s programs in Italy. Bio and photo courtesy of https://www.iltk.org/insegnante/fabrizio-pallotti/ The post H. E. Serkong Tsenshap Rinpoche, Atisha Mathur, and Fabrizio Pallotti: Buddhist Education in the Modern World (#233) appeared first on The Wisdom Experience.

Theological Education Reimagined: Dennis Greeson and the Alexandrian InstituteWhat does it look like to recover rigorous, classical theological formation for a global, online age? In this episode, Chad sits down with Dr. Dennis Greeson, Dean of the newly launched Alexandrian Institute, to talk about a distinctive vision for training pastors, scholars, and ministry leaders — one built around deep reading, original research, and one-on-one mentorship rather than the traditional lecture-and-coursework model.Dennis and Chad discuss the Institute's British-style, fully supervised PhD (offered in partnership with Union Theological College, Belfast), what it means to read Scripture theologically and in conversation with the Great Tradition, and why the recovery of creedal, classical Christianity still matters 1,700 years after Nicaea. Along the way they explore Dennis's own work on the doctrine of creation, culture, and the legacy of Abraham Kuyper, drawn in part from his book The Way of Christ in Culture: A Vision for All of Life (co-authored with Benjamin T. Quinn).Dr. Dennis Greeson (PhD, Southeastern Baptist Theological Seminary) is Dean of the Alexandrian Institute and a program coordinator and research associate at Union Theological College, Belfast. He is a fellow in public theology at the Land Center for Cultural Engagement and lives with his wife and three children in Nashville, Tennessee.Links:

Healthcare improvement is never just about systems, measures, policies, or processes; it is fundamentally about people. In this special transition episode, Dr. Philip McAdoo introduces himself as the new host of Turn on the Lights, a podcast by the Institute for Healthcare Improvement (IHI). He honors the foundational work of previous hosts Don and Kate while laying out an expansive vision for the podcast's next chapter. To bridge where the show has been with where it is going, Philip announces a summer series re-broadcasting the five most popular episodes from the past year. These episodes cover critical subjects like patient-centered quality, the systemic roots of patient safety, Medicaid access, inclusivity in healthcare measurement, and the financial complexities behind rising premiums. Looking ahead, Philip shares his commitment to widening the podcast's frame by treating stories as evidence, balancing data with human dignity, and bringing frontline workers, patients, and marginalized communities directly to the table. About Philip McAdoo Dr. Philip Dorian McAdoo is an organizational strategist, educator, author, advocate, and storyteller. He serves as Director of Internal Equity & Workplace Well-Being at the Institute for Healthcare Improvement, where he helps strengthen the cultures, practices, and conditions that allow people and systems to improve. As host of Turn on the Lights, Philip brings a human-centered lens to conversations about trust, dignity, leadership, and building better healthcare systems. Resources: Connect with and follow host Philip McAdoo on LinkedIn Learn more about the Institute for Healthcare Improvement (IHI) by visiting their LinkedIn and website. Learn more about your ad choices. Visit megaphone.fm/adchoices

The meditation featured in this episode originally took place during the IJS Daily Online Meditation Sit on June 10th, 2026. To join these FREE daily meditations live, sign up here.   Visit jewishspirituality.org to learn more about the Institute for Jewish Spirituality.

Summer is a great time to review key areas of our school programs including Faculty Faith Formation. This area is often neglected or de-prioritized due to the busy-ness of our schools. When we realize the reason for this formation, however, we can see why we need to take another look at the importance of this activity in the life of our educators. Join Sebastian and Jennie from the Seelos Institute to take a fresh look at this area of ministry.

Dean Radin, PhD, is Chief Scientist at the Institute of Noetic Sciences (IONS), Associate Distinguished Professor at the California Institute of Integral Studies, and co-founder and chairman of the neuroengineering company Cognigenics. His latest book is “The Science of Magic: How the Mind Weaves the Fabric of Reality.”www.youtube.com/@InstituteofNoeticScienceswww.penguinrandomhouse.com/books/750262/the-science-of-magic-by-dean-radin-phd/www.deanradin.com Perplexity: Download the app or ask Perplexity anything at https://pplx.ai/rogan. Switch today at https://www.Visible.com for just 25/mo. Or Save $10 on your first month of Visible+ Pro with code ROGAN.  This video is sponsored by BetterHelp. Visit https://BetterHelp.com/JRE Learn more about your ad choices. Visit podcastchoices.com/adchoices

Where is the liturgy celebrated? The Catechism offers us overarching principles as well as specific details about the spaces in which the liturgy is celebrated. Fr. Mike highlights the importance of endowing dignity and respect to these physical spaces because they are sacred places of encounter with our Lord. Today's readings are Catechism paragraphs 1179-1186. This episode has been found to be in conformity with the Catechism by the Institute on the Catechism, under the Subcommittee on the Catechism, USCCB. For the complete reading plan, visit ascensionpress.com/ciy Please note: The Catechism of the Catholic Church contains adult themes that may not be suitable for children - parental discretion is advised.

This episode is brought to you by Aligned for Wealth™, a free 3-part experience designed to help you uncover where you've been living on autopilot and realign your life with what truly matters. If you've achieved success but still feel disconnected, unfulfilled, or unclear about what's next, this experience is for you. Together, we'll explore the hidden cost of misalignment and the patterns that may be keeping you stuck in default thinking. Because true wealth isn't just about money—it's about creating a life that feels as good as it looks. ✨ About This Season: The Anatomy of Alignment This season of Redefining Wealth is dedicated to unpacking what alignment really means — not as a buzzword, but as structure. We're dissecting how misalignment impacts each of the Six Pillars of Wealth — FIT, PEOPLE, SPACE, FAITH, WORK, and MONEY — and what it truly costs when we tolerate what drains us. Each episode builds on the last. So subscribe and journey with us as we move from awakening… to redefining… to actualizing.   Episode Summary In this powerful solo episode, Patrice Washington asks a question that many high-achieving people avoid: Is your life actually aligned for the wealth you say you want? Building on last week's conversation about the grief that can accompany choosing alignment, Patrice explores how many of us have spent years pursuing visions that were never truly ours—careers, relationships, lifestyles, and definitions of success shaped by outside expectations rather than inner truth. Through her signature Six Pillars of Wealth framework, she reveals how misalignment in our health, relationships, environment, faith, work, and finances can quietly pull us away from the life we genuinely desire. Patrice challenges listeners to stop living by default and start living by design. She introduces the concept of an Ignited Aligned Vision—a vision so deeply rooted in who you are that setbacks, heartbreak, and losses cannot shake your commitment to it. When your identity is supported across all six pillars instead of resting on a single relationship, title, or achievement, you can experience change without losing yourself. Ultimately, this episode is a reminder that true wealth is not just about money—it's about building a life so aligned that it can sustain you through every season while moving you closer to the vision that was meant for you.   Questions to Ask Yourself: Is the vision I'm pursuing genuinely mine, or was it handed to me by someone else? Which pillar of wealth is carrying too much of my identity right now? What areas of my life are currently out of alignment with what I say I want? Where have I been living by default instead of by design? What would need to change for my life to fully support the wealth I desire?   Want to Redefine Wealth for Yourself? Start Here:

In this episode of the Podcast for Cultural Reformation, Pastor Nate Wright and Dr. Joe Boot revisit Canada’s Bill C-9, now moving toward becoming law, and explain why its implications extend far beyond Canada. They discuss the bill’s vague definition of “hatred,” the removal of religious protections, and the potential consequences for pastors, churches, Christian schools, and ministries seeking to remain faithful to Scripture. Nate and Joe also consider how this legislation may affect preaching, church discipline, Christian education, institutional policies, and public witness. Rather than calling Christians to panic or retreat, they urge the church to prepare now with courage, clarity, and conviction—remaining faithful to Christ even when faithfulness becomes costly.

A great daily routine podcast. Enjoy! Alex Manos is a Certified Functional Medicine Practitioner with an MSc in Personalised Nutrition and a Distinguished Faculty Award from the Academy of Nutrition and Lifestyle Medicine. He lectures at the Institute of Optimum Nutrition and has spent years cracking the "mystery cases" — chronically ill patients who tried everything and couldn't get well. The missing link, almost every time, was mould.         

The Liturgy of the Hours is known as the “public prayer of the Church.” Fr. Mike explains how praying the Liturgy of the Hours sanctifies time and gives God the opportunity to speak to us throughout our day. Fr. Mike encourages us to see the Liturgy of the Hours as a great gift from the Church that can powerfully transform our prayer lives when it takes root in our hearts. Today's readings are Catechism paragraphs 1174-1178. This episode has been found to be in conformity with the Catechism by the Institute on the Catechism, under the Subcommittee on the Catechism, USCCB. For the complete reading plan, visit ascensionpress.com/ciy Please note: The Catechism of the Catholic Church contains adult themes that may not be suitable for children - parental discretion is advised.

This week, Jake and Bob are joined by Fr. John Horn, co-founder of the Institute for Priestly Formation, to continue their series on confession. They explore how the sin of pride often hides beneath the surface of our spiritual lives and can even affect the way we approach the Sacrament of Reconciliation itself. Using the parable of the Prodigal Son, they also uncover how fear, shame, and self-reliance can keep us from fully receiving the Father's love. At its core, Confession is an encounter with a Father who rejoices over His children and allowing our hearts to receive this love leads us toward deeper healing and freedom   Key Points: Zephaniah's image of God rejoicing and singing over His people reveals the Father's true posture toward repentant sinners. Many of us approach confession assuming God is disappointed in them rather than delighting in their return. St. Thomas Aquinas teaches that "whatever is received is received according to the mode of the receiver." Which means, the disposition of our hearts is connected with our ability to receive the Father's love. Self-condemnation and self-hatred can be hidden forms of pride rather than genuine humility. Many deeply rooted patterns of sin become so familiar that we mistake them for normal life instead of areas needing healing. The younger son's demand for his inheritance reflects a desire for God's gifts apart from relationship with God Himself. The younger son's return reveals how shame can continue to operate even after repentance begins. The Father's embrace, kiss, robe, ring, and feast demonstrate God's extravagant response to repentance. The older brother reveals a different form of pride expressed through resentment, self-righteousness, and comparison. Resentment often exposes deeper fears, wounds, and unmet desires hidden beneath the surface. Joy can be difficult to receive when we are attached to self-protection, control, or self-judgment. True healing involves uncovering and renouncing the lies that keep us from trusting God's love. The Holy Spirit restores our original beauty by healing the places where we have rejected ourselves and doubted God's love.   Resources: Institute for Priestly Formation Zephaniah 3:14-18   Chapters: 00:00 Introduction 03:25 The Father Rejoices Over His Children 13:38 Disposition Changes Everything 22:42 Entering into the Prodigal Son Story 33:02 Shame and the Younger Son 39:14 The Father's Embrace and Mercy 43:33 The Older Brother's Hidden Pride   Connect with Restore the Glory:  Instagram: @restoretheglorypodcast  Twitter: @RestoreGloryPod Facebook: Restore the Glory Podcast   Never miss out on an episode by hitting the subscribe button right now! Help other people find the show and grow in holiness by sharing this podcast with them individually or on your social media. Thanks!

Fr. Mike reviews the major solemnities and feast days that make up the liturgical year and explains why they are important to celebrate. We learn that the liturgical year highlights key moments of the Paschal Mystery and commemorates the life of our Blessed Mother and the lives of the saints and martyrs. The feasts and solemnities of the liturgical year ultimately point us to Christ's sacrifice and strengthen our faith. Today's readings are Catechism paragraphs 1168-1173. This episode has been found to be in conformity with the Catechism by the Institute on the Catechism, under the Subcommittee on the Catechism, USCCB. For the complete reading plan, visit ascensionpress.com/ciy Please note: The Catechism of the Catholic Church contains adult themes that may not be suitable for children - parental discretion is advised.

Together, with Fr. Mike, we examine the question of when the liturgy is celebrated. The Catechism states that there is a word that marks Christian prayer, and that word is “today.” Fr. Mike emphasizes that our liturgy and worship happens “today,” not in the past and not in the future, but right now in this present moment. Today's readings are Catechism paragraphs 1163-1167. This episode has been found to be in conformity with the Catechism by the Institute on the Catechism, under the Subcommittee on the Catechism, USCCB. For the complete reading plan, visit ascensionpress.com/ciy Please note: The Catechism of the Catholic Church contains adult themes that may not be suitable for children - parental discretion is advised.