Podcasts about Internal

5. Guest Jack Burnham describes China's lukewarm support for Iran and focus on energy security. He also highlights the CCP's internal repression of ethnic minorities through forced labor and incentivized Han Chinese migration. (5)1909 BEHEADING ROBBERS

Plus: WhatsApp introduces parent-managed accounts for preteens. And Microsoft rallies behind Anthropic in clash with the Pentagon. Julie Chang hosts. Learn more about your ad choices. Visit megaphone.fm/adchoices

A discussion of privacy, ethics, and technology was prompted after reports that Google recovered Nest camera footage believed to be deleted. Chuck Joiner, Marty Jencius, Jim Rea, Eric Bolden, Jeff Gamet, and Web Bixby review how cloud data is actually erased, the role of backups and mirrored servers, and the difficult balance between privacy promises and aiding law enforcement. The conversation expands into broader concerns about surveillance technology, online data permanence, and how companies should handle sensitive information in critical situations.  This edition of MacVoices is sponsored by Squarespace. Go to Squarespace.com/macvoices and click "enter an offer code" under the pricing and put in the code "macvoices" to receive a 10% discount. Squarespace: Everything you need to create an exceptional website. Show Notes: Chapters: 00:00 Introduction to surveillance and AI topics00:24 Recovered Nest camera footage raises privacy questions01:08 How deleted video was reportedly recovered02:05 Ethical concerns about surveillance cameras02:22 Corporate dilemma: privacy vs public safety03:13 Questions about data retention policies04:25 How cloud storage distributes and retains data05:31 Monetization and retention of surveillance footage06:22 Guest departure and show housekeeping07:23 How “deleted” cloud data actually works08:36 Backups, mirrored servers, and forensic recovery09:59 Internal decision-making around recovered data11:08 Subscription models and video retention limits12:45 Law enforcement implications and future requests13:41 Encryption and control of stored video15:52 The permanence of data on the internet17:09 Lessons about sharing data online18:32 Sponsor message and website strategy discussion20:10 OpenClaw creator joins OpenAI21:10 Impact on the AI development race23:01 Limits and risks of current AI tools24:25 Security concerns with AI assistants25:44 The early stage of modern AI development27:14 Why OpenAI may be the safer home for the project28:52 AI interacting directly with operating systems30:05 The road toward intelligent digital assistants31:40 Closing reflections on technology ethics and change Links: Google recovers "deleted" Nest video in high-profile abduction casehttps://arstechnica.com/google/2026/02/google-recovers-deleted-nest-video-in-high-profile-abduction-case/ Peter Steinberger joins OpenAIhttps://thenextweb.com/news/peter-steinberger-joins-openai Guests: Web Bixby has been in the insurance business for 40 years and has been an Apple user for longer than that.You can catch up with him on Facebook, Twitter, and LinkedIn, but prefers Bluesky. Eric Bolden is into macOS, plants, sci-fi, food, and is a rural internet supporter. You can connect with him on Twitter, by email at embolden@mac.com, on Mastodon at @eabolden@techhub.social, on his blog, Trending At Work, and as co-host on The Vision ProFiles podcast. Jeff Gamet is a technology blogger, podcaster, author, and public speaker. Previously, he was The Mac Observer's Managing Editor, and the TextExpander Evangelist for Smile. He has presented at Macworld Expo, RSA Conference, several WordCamp events, along with many other conferences. You can find him on several podcasts such as The Mac Show, The Big Show, MacVoices, Mac OS Ken, This Week in iOS, and more. Jeff is easy to find on social media as @jgamet on Twitter and Instagram, jeffgamet on LinkedIn., @jgamet@mastodon.social on Mastodon, and on his YouTube Channel at YouTube.com/jgamet. Dr. Marty Jencius has been an Associate Professor of Counseling at Kent State University since 2000. He has over 120 publications in books, chapters, journal articles, and others, along with 200 podcasts related to counseling, counselor education, and faculty life. His technology interest led him to develop the counseling profession ‘firsts,' including listservs, a web-based peer-reviewed journal, The Journal of Technology in Counseling, teaching and conferencing in virtual worlds as the founder of Counselor Education in Second Life, and podcast founder/producer of CounselorAudioSource.net and ThePodTalk.net. Currently, he produces a podcast about counseling and life questions, the Circular Firing Squad, and digital video interviews with legacies capturing the history of the counseling field. This is also co-host of The Vision ProFiles podcast. Generally, Marty is chasing the newest tech trends, which explains his interest in A.I. for teaching, research, and productivity. Marty is an active presenter and past president of the NorthEast Ohio Apple Corp (NEOAC). Jim Rea built his own computer from scratch in 1975, started programming in 1977, and has been an independent Mac developer continuously since 1984. He is the founder of ProVUE Development, and the author of Panorama X, ProVUE's ultra fast RAM based database software for the macOS platform. He's been a speaker at MacTech, MacWorld Expo and other industry conferences. Follow Jim at provue.com and via @provuejim@techhub.social on Mastodon. Support:      Become a MacVoices Patron on Patreon     http://patreon.com/macvoices      Enjoy this episode? Make a one-time donation with PayPal Connect:      Web:     http://macvoices.com      Twitter:     http://www.twitter.com/chuckjoiner     http://www.twitter.com/macvoices      Mastodon:     https://mastodon.cloud/@chuckjoiner      Facebook:     http://www.facebook.com/chuck.joiner      MacVoices Page on Facebook:     http://www.facebook.com/macvoices/      MacVoices Group on Facebook:     http://www.facebook.com/groups/macvoice      LinkedIn:     https://www.linkedin.com/in/chuckjoiner/      Instagram:     https://www.instagram.com/chuckjoiner/ Subscribe:      Audio in iTunes     Video in iTunes      Subscribe manually via iTunes or any podcatcher:      Audio: http://www.macvoices.com/rss/macvoicesrss      Video: http://www.macvoices.com/rss/macvoicesvideorss

Re-Air Date: 01–26-25 Unless you were a member in January of 2025, this episode of SOLVED! will be brand new to you! If you were a member back then, THANK YOU and this one is worth a re-listen. We're working on slowly increasing our production again, but, for now, enjoy this episode from our archives (and before YouTube) where Jay!, Amanda, Deon, and Erin discuss: 00:00:00 - Ch. 1 - The mindset of collaborators 00:07:55 - Ch. 2 - Why many people turn inward and drop out - at their own risk - under authoritarianism 00:32:14 - Ch. 3 - The nature of true dissidents and what we can learn from them Leave us a message on our new system! FOLLOW US ON: YouTube (This full episode premieres on YouTube on Friday - please share!) Bluesky Instagram Facebook Mastadon REFERENCES: "People, Power, Change" by Marshall Ganz History Will Judge the Complicit - The Atlantic The Desire to Turn Inward Is a Delusion /// Don't Let Donald Trump Drive You Into Internal Exile - The New York Times How to Keep Your Moral Compass /// A Mindset for the Trump Era - The Atlantic TAKE ACTION: How to Support Minneapolis Communities In a blue state? Help stop ICE overreach No Kings - March 28th Free DC Project: FOR ALLIES ACROSS THE COUNTRY - Tell Congress to stand down the federal escalation One Million Rising Trainings Use the 5 Calls app for scripts and to reach all your elected officials Capitol Switchboard: 202-224-3121 Find your Indivisible group - or start one Join our Discord Server Reach us via Signal: Bestoftheleft.01 Leave a message at 202-999-3991 Produced by: Jay! Tomlinson Thanks for listening! Visit us at BestOfTheLeft.com Contact me directly at Jay@BestOfTheLeft.com Review the show on Apple Podcasts!

10. Guests: Bill Roggio and Jonathan Sayeh Headline: Monitoring the Fog of War in Tehran Summary: Analysts examine Tehran's internal state, noting that foot soldiers are becoming increasingly alienated. They monitor the Basij and regular military for signs of defection while the regime anticipates a ground invasion. (11)1953 TEHRAN IMPERIAL BANK

PREVIEW FOR LATER Janatyn Sayeh discusses internal Iranian military dynamics, exploring potential defections among foot soldiers and a shift toward targeting specific personnel over infrastructure. (6)1746

9. Guests: Bill Roggio and Jonathan Sayeh Headline: Internal Resistance and the Mindset of Young Iranians Summary:Jonathan Sayeh provides insight into young Iranians who view the conflict as liberation from a 50-year occupation. However, he warns that destroying critical infrastructure risks alienating the population and damaging nationalism. (10)1953 PM MOSSADEQH COURTSMARTIAL

In this episode of the By Any Means Coaches Podcast, we sit down with Rob Gray, one of the leading voices in ecological dynamics and modern skill acquisition. Rob is a professor at Arizona State University, author of How We Learn to Move, How to Be an Ecological Coach, and Learning to Optimize Movement, and host of the Perception & Action Podcast. Together, we unpack the difference between skill acquisition and skill adaptation, why variability is a feature, not a bug, of elite performance, and how coaches can rethink what it actually means to “teach” a movement.We dive deep into representative learning design, task simplification vs. task decomposition, internal vs. external focus, and how to educate attention and intention inside practice environments. From Steph Curry's functional variability to small-sided games, donor sports, and manipulating constraints, this conversation challenges traditional drill-based coaching and offers practical ways to design environments that allow skill to emerge.00:00 Introduction and Rob's current projects 06:31 Defining skill: Skill as a functional relationship with the environment 07:25 Skill acquisition vs. skill adaptation 08:28 Steph Curry and functional movement variability 12:34 Moving beyond surface-level representative learning design 15:41 Task decomposition vs. task simplification 18:25 Why more variability if variability is already inherent? 20:10 Blocked shooting vs. nonlinear learning approaches 22:29 Emergence of technique and why coaches shouldn't prescribe everything 24:18 The power of demonstration and observational learning 27:33 Explicit vs. implicit instruction and educating attention 31:21 Internal vs. external focus and performance differences 33:17 Practical ways to educate attention in practice 35:09 Educating intention and shifting athlete goals 38:31 Ecological dynamics applied to American football 40:50 Invasion sports and spatial manipulation 41:45 Donor sports and transfer between domains 45:51 Visual behavior, pattern recognition, and perception-action couplingCoaching Resources: https://byanymeanscoaches.com/BAM Blueprint Book: https://byanymeanscoaches.com/blueprint-bookIf you enjoyed this episode, share it with a coach who's rethinking how they design practice—and leave a review to help more coaches discover the show.

Think motivation is just about willpower? Think again. In this first episode of our Motivation March series, health coach Amy Chang breaks down the real engine behind lasting change: internal motivation. Amy explores the difference between the feel-good pull of fun and growth versus the sharp shove of pain — and why knowing which one is driving you matters more than you think. She also calls out the sneaky "inauthentic motivator" that trips up even the most self-aware people (hint: if you're losing weight for a reunion, listen up). Plus, the two biggest motivation busters Amy sees in her practice — and why your to-do list is not the boss of you.   Connect with Amy here!    #InternalMotivation #KnowYourWhy #MotivationMarch #SustainableChange #HealthyAF

The Institutional Investor piece recounts how JPMorgan Chase faced intense scrutiny over its long relationship with Jeffrey Epstein, who was awaiting trial on federal sex-trafficking charges when he died in 2019. Citing a New York Times investigation, the article explains that JPMorgan's compliance staff had recommended ending Epstein's accounts after his 2008 conviction for soliciting a minor, but senior management resisted and kept him as a profitable private-banking client until 2013. Internal debate over whether to cut ties was reportedly heated, with at least one compliance officer quitting and top executives ultimately overruling warnings about legal and reputational risk.The article also highlights how Epstein leveraged relationships inside the firm — particularly with executives like Jes Staley, who helped bring Epstein connections and business — to maintain his access despite red flags. It notes that Epstein's network helped JPMorgan win wealthy clients and deals, which complicated internal efforts to drop him. JPMorgan publicly pushed back against the Times report, with spokespeople denying senior leaders overruled compliance to retain Epstein. The bank eventually ended the relationship amid heightened regulatory scrutiny and changes in leadership, but the episode raised questions about how Wall Street institutions balance risk, reputation, and money.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

In this episode, Brendan interviews Johann Kerbrat, Head of Crypto at Robinhood, about the company's innovative efforts in crypto, tokenization, and the future of decentralized finance. They discuss Robinhood's strategic growth, new product launches, and the impact of AI and blockchain technology on finance.Check out Quince: https://quince.com/CRYPTO101Check out Mars Men: https://mengotomars.comGet my #1 altcoin pick for this month.Get immediate access to my entire crypto portfolio for just $1.00 today! Get your FREE copy of "Crypto Revolution" and start making big profits from buying, selling,Get immediate access to my entire crypto portfolio.. just $1.00 today! Go here to get access: https://www.crypto101insider.com/cryptnation-directm6pypcy1?utm_source=Internal&utm_medium=YouTube&utm_content=Podcast&utm_term=20250916Get your FREE copy of "Crypto Revolution: Your Guide To The Future of Money". In this book, I reveal how to make (and keep) a fortune during this crypto bull run! http://www.cryptorevolution.com/free?utm_source=Internal&utm_medium=YouTube&utm_content=Podcast&utm_term=20250916Chapters00:00 Introduction to the Crypto 101 Podcast01:37 The Evolution of Robinhood in Crypto05:30 Current Market Trends and Challenges10:52 Building for the Future: Robinhood's Roadmap11:46 The Growth of Crypto Revenue at Robinhood15:26 Innovation and Competition in the Brokerage Space19:21 AI's Impact on Trading and Development24:00 Tokenization and Real-World Assets28:20 Tokenization of Stocks: Expanding Access31:10 The Future of Tokenization: Beyond Stocks33:31 Tokenization as a Game Changer for Mortgages and Loans36:00 24/7 Trading: The Impact of Tokenization40:08 The Robinhood Chain: A New Financial Backbone42:36 Innovations in Private Equity: The RVI Product46:11 Rolling Out New Tokens: The Decision Process50:04 Market Dynamics: Understanding Crypto Revenue Drops52:09 Prediction Markets: A New Investment Strategy56:10 The Vision for a Financial Super AppMERCH STOREhttps://cryptorevolutionmerch.com/Subscribe to YouTube for Exclusive Content:https://www.youtube.com/@crypto101podcast?sub_confirmation=1Follow us on social media for leading-edge crypto updates and trade alerts:https://twitter.com/Crypto101Podhttps://instagram.com/crypto_101*This is NOT financial, tax, or legal advice*Boardwalk Flock LLC. All Rights Reserved  ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Fog by DIZARO https://soundcloud.com/dizarofrCreative Commons — Attribution-NoDerivs 3.0 Unported — CC BY-ND 3.0 Free Download / Stream: http://bit.ly/Fog-DIZAROMusic promoted by Audio Library https://youtu.be/lAfbjt_rmE8▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Our Sponsors:* Check out Mars Men: https://mengotomars.com* Check out Mars Men: https://mengotomars.com* Check out Quince: https://quince.com/CRYPTO101Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Thanks Pressable for supporting the show! Get your special hosting deal at https://pressable.com/wpminuteBecome a WP Minute Supporter & Slack member at https://thewpminute.com/supportOn this episode of The WP Minute+ podcast, Ben Pines shares his journey from being an early employee at Elementor to starting his own consulting business focused on founder-led marketing. He discusses the unique challenges business owners face in marketing, the importance of building authority, and the current state of the WordPress plugin market. The episode also includes thoughts on attention, monetization, and distribution, with an emphasis on the need for a strategic marketing approach. Ben also highlights the significance of community engagement and finding internal motivation for business owners. Takeaways:Founder-led marketing requires a unique mindset and hunger for business.Trusting others to represent your brand can be challenging for owners.Building authority involves being in the know for your audience.SEO is becoming less effective for plugin marketing.WordPress product monetization strategies need to adapt to changing market conditions.Community engagement is crucial for building relationships and authority.Balancing human connection with scalability is a key challenge.Internal motivation is essential for business owners to succeed.Important Links:Ben's WebsiteConnect with Ben: LinkedInThe WP Minute+ Podcast: thewpminute.com/subscribe ★ Support this podcast ★

A caller wants to expose internal styles from their component library to consumers. Kent suggests using a variable to export the class names and using a library like CVA to create multiple variants of a set of class names. He also recommends against using disabled buttons as a workaround and instead suggests creating individual components for each use case. Exposing internal styles from design system

5. Following the November defeat, Hitler faced internal party rifts between Gregor Strasser's coalition-building and Joseph Goebbels' hardline stance. A farcical "underwear scene" occurred when Hitler was pulled off a train to prevent a compromise with Schleicher. Despite the loss, Franz von Papeninitiated secret negotiations with Hitler. (5)1933 BERLIN

“The fatal error is ours. Legislators set out a regulatory regime that keeps regulation at bay. The only other industry with a similar protection is the gun industry.” — Olivier SylvainThere are certain words in book titles that provoke. “Reclaiming”, for example. My guest today is happy to defend the provocation. Fordham law professor and former FTC senior advisor Olivier Sylvain argues in his new book, Reclaiming the Internet, that the internet was never really ours to begin with—and that the story about user control, free speech, and digital democratisation was always more nostalgia than reality.But Sylvain's argument in Reclaiming the Internet: How Big Tech Took Control—and How We Can Take It Back is not the usual big-tech-is-bad narrative (yawn). He doesn't blame the companies. He blames us—or rather, Congress. The fatal error, he says, was Section 230 of the Communications Decency Act, passed in 1996, which created a blanket immunity from liability for companies trafficking in user-generated content. The only other industry with comparable legal protection, he says, is the gun industry. That immunity enabled the attention economy's business model. Infinite scrolling = infinite advertising = infinite profit.What follows from that error is now everywhere: autoplay, algorithmic recommendation—design features engineered to hold your attention, not to facilitate free speech. Sylvain insists these companies aren't really platforms. They are, instead, services delivering content pursuant to their bottom line. And now the same Nineties playbook—innovation, user control, free speech—is being replayed with AI. Companies are deploying chatbots before they're ready, racing each other to market. A young man killed himself after a Gemini chatbot told him to and Google invoked the First Amendment in its defence.The fix, Sylvain argues, is not to abolish Section 230 but to attend to the business model itself: data minimisation, purpose limitations, and the kind of product-safety regulation that every other industry—from automobiles to toys to food—already accepts. I should disclose that my wife runs litigation at Google, so I'm all too familiar with the counter argument. But Sylvain makes a persuasive case even if his reclamation project is still a little too Rousseauean for my Hobbesian taste. Five Takeaways•       The Fatal Error Was Ours, Not Theirs: Sylvain doesn't blame big tech. He blames us—or rather, Congress. Section 230 of the Communications Decency Act created a blanket immunity from liability for user-generated content. The only other industry with comparable protection is the gun industry. That legal shield became the business model.•       These Are Not Platforms: The word “platform” implies a neutral conduit connecting users. Sylvain says that's wrong. These are companies engineering your experience—infinite scroll, autoplay, algorithmic recommendation—to hold your attention and serve their bottom line. The free speech story is cover for a commercial design.•       The Same Mistake Is Happening with AI: The nineties playbook—innovation, user control, free speech—is being replayed with AI. Companies are deploying chatbots before they're ready, racing each other to market. Internal documents show they knew the dangers. A young man committed suicide after Gemini told him to. Google invoked the First Amendment in its defence.•       Data Protection Is the Real Fix: Sylvain argues for data minimisation and purpose limitations—rules that would only allow companies to collect information consistent with the purposes a consumer signed up for. Not to monetise it for opaque reasons. That would dampen the incentive to engineer addiction without touching free speech.•       There's a Bipartisan Consensus—but Only for Children: Something is shifting. Courts are rejecting Section 230 defences. Legislators on both sides agree something must be done. But the consensus only extends to protecting children. Sylvain thinks that's a mistake: a 36-year-old man just killed himself after talking to a chatbot. Adults are vulnerable too. About the GuestOlivier Sylvain is a professor of law at Fordham University, a former senior advisor to the Chair of the Federal Trade Commission, and a Senior Policy Research Fellow at Columbia University's Knight First Amendment Institute. His new book is Reclaiming the Internet: How Big Tech Took Control—and How We Can Take It Back (Columbia Global Reports).ReferencesReferences and previous Keen On episodes:•       Section 230 of the Communications Decency Act (1996) and its evolution into blanket immunity for tech companies•       Gonzales v. Google (2023)—the Supreme Court case that declined to rule on Section 230 but allowed the merits to proceed•       The Character AI / Gemini chatbot suicide cases—ongoing litigation against Google•       Tim Wu on the extractive economics of platform capitalism — previous Keen On episode•       Julia Angwin, Zephyr Teachout, and Stewart Brand—referenced in the conversationAbout Keen On AmericaNobody asks more awkward questions than the Anglo-American writer and filmmaker Andrew Keen. In Keen On America, Andrew brings his pointed Transatlantic wit to making sense of the United States—hosting daily interviews about the history and future of this now venerable Republic. With nearly 2,800 episodes since the show launched on TechCrunch in 2010, Keen On America is the most prolific intellectual interview show in the history of podcasting.WebsiteSubstackYouTubeApple PodcastsSpotify Chapters:(00:00) - Introduction: What does “reclaiming” the Internet mean? (03:06) - The layered stack: pipes, platforms, and consumer-facing apps (06:01) - Was user control ever real? The ideology of the nineties (09:32) - The fatal error: Section 230 and blanket immunity (14:51) - Facebook as punching bag—and why Sylvain doesn't blame the companies (17:31) - Addiction, self-harm, and the design features that hold your attention (22:00) - The attention economy and the Gonzales v. Google case (26:35) - How we can take it back: data minimization and purpose limitations (29:02) - “These are not platforms” (31:21) - Europe, the First Amendment, and the right to be forgotten (33:06) - AI business ...

Call: Psalm 14 Offering: Proverbs 3:9- Scripture: Revelation 9:1-12 NASB

Brian and Tevo break down whether Bitcoin has finally bottomed as the macro landscape continues to be unsettled. They highlight continued institutional support through ETF inflows and sovereign interest, including Kazakhstan shifting reserves into crypto. A major milestone arrives as Kraken gains access to the Federal Reserve payment rails, signaling deeper integration between crypto and traditional finance. The episode closes with momentum trades in AI-crypto tokens, meme coin updates, and ongoing developments across altcoins and NFTs.$1 Trial Momentum Money Makers VIPhttps://www.thecryptomavericks.com/mm-vip-trial1763665474309?utm_content=MMTrial&utm_medium=Podcast&utm_source=Internal&utm_term=DescriptionCheck out Quince: https://quince.com/CRYPTO101Check out Mars Men: https://mengotomars.comGet my #1 altcoin pick for this month.Get immediate access to my entire crypto portfolio for just $1.00 today! Get your FREE copy of "Crypto Revolution" and start making big profits from buying, selling,Get immediate access to my entire crypto portfolio.. just $1.00 today! Go here to get access: https://www.crypto101insider.com/cryptnation-directm6pypcy1?utm_source=Internal&utm_medium=YouTube&utm_content=Podcast&utm_term=20250916Get your FREE copy of "Crypto Revolution: Your Guide To The Future of Money". In this book, I reveal how to make (and keep) a fortune during this crypto bull run! http://www.cryptorevolution.com/free?utm_source=Internal&utm_medium=YouTube&utm_content=Podcast&utm_term=20250916Chapters00:00 Introduction to the Crypto Landscape02:59 Market Analysis and Trends05:41 Institutional Involvement and ETFs08:49 The Impact of Geopolitical Events12:01 Kraken's Milestone with the Federal Reserve14:15 The Clarity Act and Regulatory Landscape16:04 Community Engagement and Listener Interaction17:44 Meme Coins and Momentum Moneymakers20:50 AI Integration in Crypto23:35 Conclusion and Future Outlook33:11 The Rise of AI and Crypto Integration35:32 Exploring Autonomous AI Agents37:00 Legal Challenges in the NFT Space40:24 Magic Eden's Shift in Focus41:26 PumpFun's Expansion and Market Position43:12 The Future of AI Agents and Crypto50:27 Navigating the Evolving Crypto LandscapeMERCH STOREhttps://cryptorevolutionmerch.com/Subscribe to YouTube for Exclusive Content:https://www.youtube.com/@crypto101podcast?sub_confirmation=1Follow us on social media for leading-edge crypto updates and trade alerts:https://twitter.com/Crypto101Podhttps://instagram.com/crypto_101*This is NOT financial, tax, or legal advice*Boardwalk Flock LLC. All Rights Reserved  ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Fog by DIZARO https://soundcloud.com/dizarofrCreative Commons — Attribution-NoDerivs 3.0 Unported — CC BY-ND 3.0 Free Download / Stream: http://bit.ly/Fog-DIZAROMusic promoted by Audio Library https://youtu.be/lAfbjt_rmE8▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Our Sponsors:* Check out Mars Men: https://mengotomars.com* Check out Mars Men: https://mengotomars.com* Check out Quince: https://quince.com/CRYPTO101Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Internal medicine physician Shiv K. Goel discusses his article "Claude for Healthcare vs. administrative burden: a physician's review." Shiv contrasts the two hours he spent fighting a prior authorization with the promise of Anthropic's new "Claude for Healthcare," an AI system designed to handle claims and verify coverage in minutes. The conversation explores the race between Anthropic and OpenAI to dominate medical AI and the potential for these tools to liberate physicians from paperwork. Shiv warns, however, that without physician input, these efficiencies could simply be used to increase patient quotas rather than improve care. Discover whether the AI administrator is the solution to burnout or a new threat to the profession. Partner with me on the KevinMD platform. With over three million monthly readers and half a million social media followers, I give you direct access to the doctors and patients who matter most. Whether you need a sponsored article, email campaign, video interview, or a spot right here on the podcast, I offer the trusted space your brand deserves to be heard. Let's work together to tell your story. PARTNER WITH KEVINMD → https://kevinmd.com/influencer SUBSCRIBE TO THE PODCAST → https://www.kevinmd.com/podcast RECOMMENDED BY KEVINMD → https://www.kevinmd.com/recommended

This is an excerpt from Songwriting Pro's "J.A.M. Session." (J.A.M. stands for "Just Ask Me," and it's our monthly members-only online Q&A Session.) If you'd like to watch the full J.A.M. Session, just log in to the Songwriting Pro Member Area. If you're not yet a Songwriting Pro member, NOW is a great time to start your 14-day FREE trial at SongwritingPro.com! The C.L.I.M.B. Show is dedicated to helping singers, songwriters, indie artists and industry pros "Create Leverage In The Music Business." We want you to win! About the hosts: Brent Baxter is an award-winning hit songwriter with cuts by Alan Jackson (“Monday Morning Church”), Randy Travis, Lady A, Joe Nichols, Ray Stevens, Gord Bamford and more. He helps songwriters turn pro by helping them WRITE like a pro, DO BUSINESS like a pro and CONNECT to the pros. You can find Brent at SongwritingPro.com/Baxter and SongwritingPro.com. Johnny Dwinell owns Daredevil Production and helps artists increase their streams, blow up their video views, sell more live show tickets, and get discovered by new fans, TV and music industry pros. Daredevil has worked with artists including Collin Raye, Tracy Lawrence, Ty Herndon, Ronnie McDowell and others. You can find Johnny at TheCLIMBshow.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

Steve Yates discusses how Asian allies find assurance in US missile defense tech while Beijing faces internal military purges and doubts about its own technology. (3)1906 CAIRO MOSQUE OF IBN TULUN

Russia Leverages Middle East Conflict to Pressure European Energy Markets Anatol Lieven analyzes how the Middle East conflict strengthens Russia's leverage over Europe while potentially causing internal Iranian anarchy and a massive refugee crisis. (1)1875 CASPIAN SEA

Another major first time move in the most powerful group on Earth. First lady Melania Trump has taken the gavel at the UN Security Council and ended a 70 year precedent. It's strategic visibility. America doesn't act restrained or pretend. The highest expression of power is dominance with grace. Speak softly, and always with that stick. Unseen and unfunded agendas often involve children. Symbols become precedents. Then precedents become the new normal. Defining leadership is a new ball game today. Dominance without humiliation. Nobody is talking about nukes. Internal data base leaks are deliberate by federal employees. Pray for all the people losing their lives. The UFO show is coming up. The zoomies are getting very bold. The Texas elections seem spotty. Some book deal instructions. Read your Bible to learn this. Karma is not always a pleasant teacher.

Israel has launched a new wave of intense airstrikes on Iran and Hezbollah targets in Lebanon. Israeli forces say they targeted key infrastructure linked to the Iranian government, including a missile launcher in Qom and an air defense system in Isfahan. The IDF is also heavily targeting the Islamic Revolutionary Guard Corps (IRGC) and the Basij militia, Iran's volunteer paramilitary force, who were both behind the violent, bloody crackdown on protesters in January. FOX's Jonathan Savage speaks with Trey Yingst, chief foreign correspondent for the FOX News Channel, reporting from Tel Aviv, Israel, who says operations to destroy Iranian missile capabilities are a major focus now. Click Here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To Follow 'The FOX News Rundown: Evening Edition' Learn more about your ad choices. Visit podcastchoices.com/adchoices

Discover why "winning at work" is causing most high-performing men to secretly fail at home. World-leading leadership psychologist Dr. Michael Brabant reveals the "Trustable Leadership" protocol to end burnout and fix the "internal slippage" destroying your focus and relationships. Are you working 60 hours for 40 hours of output? Many high-performers operating in high-stakes environments like banking, energy, and tech are trapped in "Execution Freeze"—a neurophysiological state of overextension. In this episode, we deconstruct the "Success Trap" and identify the "Kingpin" moves required to move from a reactive operator to a strategic architect of your life.   We Cover: The Mask of Strength: Why performative masculinity is actually a sign of leadership failure. Coping vs. Resourcing: The biological difference between "resting" and truly recovering your cognitive edge. Decentralizing the Self: How to let go of the ego to become a vessel for deeper alignment and service. The Implementation Gap: Why self-help books like Atomic Habits often fail high-status professionals.   Chapters: 00:00 – Why most successful men feel isolated and unfulfilled. 04:15 – The "Basement Door" metaphor: Unmet needs and destructive behavior.  08:27 – Trustable Leadership: Why performance is the enemy of trust.  15:42 – Identifying your standard: The power of a high-stakes partner.  21:20 – Why "Self-Soothing" with externals is killing your energy.  28:48 – Coping vs. Resourcing: The gas station metaphor for burnout.  36:10 – The Strength Mask: Why your toughness is actually a liability.  45:24 – Breaking the chain of intergenerational workaholism.   Free eBook Here: Mastering Self-Development: Strategies of the New Masculine: https://rebrand.ly/m2ebook   ⚔️JOIN THE NOBLE KNIGHTS MASTERMIND⚔️ https://themodernmanpodcast.com/thenobleknights   

Welcome to the Grace in Focus podcast. Today, Bob Wilkin and Ken Yates will respond to a question about 2 Corinthians 5:17. Does this verse supply a test of whether […] The post Does 2 Corinthians 5:17 Guarantee Internal Changes? appeared first on Grace Evangelical Society.

In this episode, Steve Fretzin and Gary Miles discuss: Facing fear with clarity Owning your internal authority Focusing on the process, not the outcome Building freedom through micro-shifts   Key Takeaways: Fear is common in legal careers, often hidden behind competence. Recognize that much of it is imagined, not reality. Facing it openly allows lawyers to act with clarity and confidence. Internal authority matters more than external validation. Measure success by your own standards, preparation, and effort, not by others' opinions or metrics. This mindset creates professional freedom and peace of mind. Enjoying the process improves performance more than obsessing over outcomes. Focus on preparation, relationships, and skill-building instead of constant comparison or pressure to “win.” This approach fosters growth and satisfaction. Small, practical shifts build lasting change. Replace self-critical thoughts with supportive ones, set clear boundaries, and evaluate progress by skill, enjoyment, and well-being. Over time, these micro-actions compound into meaningful professional freedom.   “There's fear everywhere. Unfortunately, the reality is that we have to lean into it… We have to lean into the fear and make mistakes, and that's how we improve." —  Gary Miles   Check out my new show, Be That Lawyer Coaches Corner, and get the strategies I use with my clients to win more business and love your career again.   Ready to go from good to GOAT in your legal marketing game? Don't miss PIMCON—where the brightest minds in professional services gather to share what really works. Lock in your spot now: https://www.pimcon.org/   Thank you to our Sponsor! Rankings.io: https://rankings.io/ Lawyer.com: https://www.lawyer.com/   Ready to grow your law practice without selling or chasing? Book your free 30-minute strategy session now—let's make this your breakout year: https://fretzin.com/   About Gary Miles: Gary Miles is a trial attorney and former managing partner with over 40 years of legal experience, now dedicated to coaching lawyers to thrive. Drawing on his own journey managing complex cases and running a successful firm, he helps attorneys overcome fear, limiting beliefs, and burnout while building practices aligned with their values. Gary is the host of The Free Lawyer podcast and author of Breaking Free: A Guide to Achieving Personal and Professional Freedom as a Lawyer, combining mindset strategies with practical tools for professional and personal fulfillment.   Connect with Gary Miles:   Website: https://www.garymiles.net/ LinkedIn: https://www.linkedin.com/in/gary-miles-freedom/ Facebook: https://www.facebook.com/gary.miles.75641 Instagram: https://www.instagram.com/golfinggary52/ YouTube: https://www.youtube.com/channel/UCqcfaTWo17uxmYS9hfAdiaQ Free Lawyer Assessment: https://www.garymiles.net/the-free-lawyer-assessment   Connect with Steve Fretzin: LinkedIn: Steve Fretzin Twitter: @stevefretzin Instagram: @fretzinsteve Facebook: Fretzin, Inc. Website: Fretzin.com Email: Steve@Fretzin.com Book: Legal Business Development Isn't Rocket Science and more! YouTube: Steve Fretzin Call Steve directly at 847-602-6911   Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it.

As Generative AI moves from pilot to practice, firms need to equip their teams with a new skill set: the ability to serve as “AI editors." Firms need to think about how to train their teams to review and validate AI-supported work to ensure accuracy, ethics, and client trust. This podcast explored why this skill set is critical, how firms can upskill attorneys to do it, and practical steps to maintain quality and keep matters moving fast.  Moderator: @Patrick DiDomenico - Founder & CEO, InspireKM Consulting Speaker: @Kathy Harford - Senior Knowledge Lawyer - Innovation & IP, Stevens-Bolton Recorded on 03-05-2026.

Israel has launched a new wave of intense airstrikes on Iran and Hezbollah targets in Lebanon. Israeli forces say they targeted key infrastructure linked to the Iranian government, including a missile launcher in Qom and an air defense system in Isfahan. The IDF is also heavily targeting the Islamic Revolutionary Guard Corps (IRGC) and the Basij militia, Iran's volunteer paramilitary force, who were both behind the violent, bloody crackdown on protesters in January. FOX's Jonathan Savage speaks with Trey Yingst, chief foreign correspondent for the FOX News Channel, reporting from Tel Aviv, Israel, who says operations to destroy Iranian missile capabilities are a major focus now. Click Here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To Follow 'The FOX News Rundown: Evening Edition' Learn more about your ad choices. Visit podcastchoices.com/adchoices

Israel has launched a new wave of intense airstrikes on Iran and Hezbollah targets in Lebanon. Israeli forces say they targeted key infrastructure linked to the Iranian government, including a missile launcher in Qom and an air defense system in Isfahan. The IDF is also heavily targeting the Islamic Revolutionary Guard Corps (IRGC) and the Basij militia, Iran's volunteer paramilitary force, who were both behind the violent, bloody crackdown on protesters in January. FOX's Jonathan Savage speaks with Trey Yingst, chief foreign correspondent for the FOX News Channel, reporting from Tel Aviv, Israel, who says operations to destroy Iranian missile capabilities are a major focus now. Click Here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To Follow 'The FOX News Rundown: Evening Edition' Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode, Brendan and Mark Wendland discuss the innovative blockchain project, Canton, and its role in transforming traditional financial markets. Mark, the CEO of Tharimmune, explains how Canton (Ticker CC) is designed to facilitate real financial transactions while ensuring privacy and compliance. The conversation delves into the partnerships that Canton has established with major financial institutions, the importance of tokenization in the current market, and the future of digital assets. Mark emphasizes the need for a balanced approach to transparency and privacy in financial transactions, and he shares insights on the evolving landscape of crypto and its impact on both institutional and retail investors.Check out Quince: https://quince.com/CRYPTO101Check out Mars Men: https://mengotomars.comGet my #1 altcoin pick for this month.Get immediate access to my entire crypto portfolio for just $1.00 today! Get your FREE copy of "Crypto Revolution" and start making big profits from buying, selling,Get immediate access to my entire crypto portfolio.. just $1.00 today! Go here to get access: https://www.crypto101insider.com/cryptnation-directm6pypcy1?utm_source=Internal&utm_medium=YouTube&utm_content=Podcast&utm_term=20250916Get your FREE copy of "Crypto Revolution: Your Guide To The Future of Money". In this book, I reveal how to make (and keep) a fortune during this crypto bull run! http://www.cryptorevolution.com/free?utm_source=Internal&utm_medium=YouTube&utm_content=Podcast&utm_term=20250916Chapters00:00 Introduction to Canton and Theramune06:02 Understanding Canton: The Blockchain for Financial Markets12:05 Canton's Institutional Partnerships and Ecosystem18:23 Theramune's Role in the Canton Ecosystem21:42 Tokenization and Real World Assets27:48 Future of Tokenization and Market Impact34:37 Looking Ahead: The Future of Canton and CryptoMERCH STOREhttps://cryptorevolutionmerch.com/Subscribe to YouTube for Exclusive Content:https://www.youtube.com/@crypto101podcast?sub_confirmation=1Follow us on social media for leading-edge crypto updates and trade alerts:https://twitter.com/Crypto101Podhttps://instagram.com/crypto_101*This is NOT financial, tax, or legal advice*Boardwalk Flock LLC. All Rights Reserved  ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Fog by DIZARO https://soundcloud.com/dizarofrCreative Commons — Attribution-NoDerivs 3.0 Unported — CC BY-ND 3.0 Free Download / Stream: http://bit.ly/Fog-DIZAROMusic promoted by Audio Library https://youtu.be/lAfbjt_rmE8▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Our Sponsors:* Check out Mars Men: https://mengotomars.com* Check out Mars Men: https://mengotomars.com* Check out Quince: https://quince.com/CRYPTO101Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Judy Dempsey reports that recent polls show US voters oppose intervention in Iran, while rumors of internal administration friction suggest a lack of unified strategy for the expanding war. 4.1890 PERSIA

Today, we are continuing our series, entitled Developer Chats - hearing from the large scale system builders themselves.In this episode, we are talking with Oleksandr Piekhota, Principal Software Engineer at Teaching Strategies. Oleksandr helps to show us at what point of scale platform approaches are required, when to run experiments and when to stop, and perhaps more importantly - engineering ownership beyond the code.QuestionsYou've moved from hands-on engineering into principal and technical leadership roles, working on architecture and platforms.At what point did you realize your work was no longer about individual features, but about the system as a wholeAcross several projects, growth didn't break functionality — it exposed architectural limits.Can you recall a moment when it became clear that shipping more features wouldn't solve the problem, and a platform approach was required?You've designed and supported APIs end-to-end, from architecture to real customers. How do you distinguish between an API that simply works and one that can truly support business scale?Internal systems like invoicing and HR workflows began as automation, but evolved into real products.What tells you that an internal tool is worth developing seriously rather than treating as a temporary workaround?In R&D, you explored CI/CD automation, server-less, and infrastructure experiments — not all reached production. How do you decide when an experiment should continue, and when it's no longer worth the engineering cost?You've hired teams, set standards, and shaped long-term technical direction. At what point does an engineer stop being a contributor and start owning business-level outcomes?You contributed to open-source tools that later became part of your company's infrastructure. Why do you see open source contributions as part of serious engineering work rather than a side activity?Looking across your projects, how do you now recognize a truly mature engineering system? Is it code quality, process, or how teams respond when things go wrong?If we look five to seven years into the future, which architectural assumptions we treat as “standard” today are most likely to turn out to be naive or limiting?SponsorsIncogniLinkshttps://www.linkedin.com/in/oleksandr-piekhota-b675ba53/https://teachingstrategies.com/Support this podcast at — https://redcircle.com/codestory/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Most people let their nervous system dictate their reality. If they wake up agitated, they stay agitated. If they get irritated, they let it ruin the day. In this episode, we talk about a practice called "state hopping". Think of your internal states of being—like agitation, anxiety, overwhelm, or gratitude—as physical locations on a map, complete with boundary lines. Just like you can choose to cross a county or state line in the real world, you can make the conscious choice to step out of a negative emotional state and into a positive one. Here is what we cover in this episode: The Map Metaphor: How to visualize your emotional states as a map and actively choose where you reside. Physical Tracking: How to locate exactly where you feel gratitude (like your chest and around your heart) versus where you feel irritation in your body. The Practice: How to sit down, unfurl your internal map, and consciously "hop" between different states of being at will. The Universal Mirror: Why who you are being dictates what you emanate, and how the universe reflects that exact frequency back to you. You probably aren't going to nail it the first time, and that is completely fine. It takes purpose and practice. But once you learn how to consciously sit in a state of grace, you stop reacting to the world and start intentionally shaping it.

In Japan, "engagement" is a loanword (エンゲージメント), which is a neat metaphor: the sound exists, but the meaning can feel fuzzy at work. Yet global surveys still measure it, and Japan often lands near the bottom — Gallup's recent Japan spotlight reporting puts engaged employees at about 7%.  So how do you lift engagement in a culture that's cautious with self-scoring, allergic to over-promising, and hyper-sensitive to responsibility? You stop chasing a Western definition and start building the three drivers that actually move hearts and behaviour in Japanese teams: manager trust, senior leadership credibility, and organisational pride — with one emotional trigger that lights the fuse: feeling valued by your boss. What does "employee engagement" actually mean in Japan? In Japan, engagement shows up less as loud enthusiasm and more as quiet commitment, discretionary effort, and loyalty to the team. If you use a US-style definition ("I love my company and I'll shout it from the rooftops"), you'll undercount people who are genuinely doing the work and protecting the brand. This is why Japan can look "low engagement" on dashboards while still delivering operational excellence at firms like Toyota, Panasonic, and major banks — effort is often expressed through endurance, quality, and risk reduction rather than overt positivity. Post-pandemic (2020–2025), hybrid work also reduced informal connection, which matters disproportionately in relationship-heavy cultures. Do now: Define engagement behaviours in your context (e.g., proactive problem-solving, collaboration, customer ownership) and measure those, not just imported survey language. Why do Gallup-style engagement surveys often score Japan so low? Japan often scores low because translation and culture collide with how questions are interpreted and how people self-rate. Gallup's Japan-focused reporting highlights that engagement is extremely low by global comparison, and that disengagement is widespread.  Two common traps: Translation nuance: Questions like "Would you recommend this company to friends/family?" carry responsibility risk in Japan. If the friend hates the job (or the company hates the friend), the recommender feels accountable. Perfectionism penalty: Japanese respondents frequently avoid top-box scores. Luxury and service sectors have long observed that Japanese satisfaction ratings can be systematically harsher than other markets (the "Japan factor"). Do now: Audit survey translations with bilingual leaders, add Japan-relevant behavioural questions, and interpret trends (up/down) more than raw global ranking. How do you measure engagement without getting fooled by the numbers? Use a "triangulation" approach: one survey, a few operational signals, and regular manager check-ins. In multinationals, HQ loves a single engagement score — but Japan needs a dashboard that respects context. Practical measurement mix (2024–2026 reality check): Survey pulse: Keep it short; use Gallup Q12-style consistency, but validate Japanese phrasing. Operational indicators: regretted attrition, internal mobility, absenteeism, safety incidents, quality defects, customer complaints, and project cycle time. Manager "meaning" rhythm: monthly 1:1s, quarterly career conversations, and team retrospectives (especially important in hybrid setups). Compare apples-to-apples: Japan vs. Japan (trend), not Japan vs. Denmark (culture). Do now: Pick 5 metrics max, publish them quarterly, and make every manager accountable for one engagement input (e.g., 2 meaningful 1:1s per month). What are the three strongest drivers of engagement in Japanese teams? The biggest levers are (1) satisfaction with the immediate manager, (2) belief in senior leadership, and (3) pride in the organisation. These drivers are universal, but they hit harder in Japan because trust, clarity, and belonging are the social glue. Immediate manager: People don't quit companies, they quit bosses — and in Japan, the boss is also the cultural translator. Gallup research often points to managers as a major factor in team engagement variance.  Senior leadership credibility: If the "why" is vague, Japanese employees assume hidden risk. Clear direction reduces anxiety and boosts execution. Organisational pride: Internal rivalries (Sales vs Marketing vs IT) kill pride. Strong leaders unite teams against external competitors (Rakuten vs Amazon, incumbents vs startups like Mercari, etc.). Do now: Run a 30-day leadership reset: manager 1:1 cadence, CEO "why" messaging, and a pride campaign celebrating customer impact and team wins. What's the emotional trigger that flips people from "showing up" to "leaning in"? Feeling valued by your boss is the fastest emotional accelerator of engagement. People don't guess they're valued — they need to hear it clearly, consistently, and specifically. In Japan, "valued" lands best when it's concrete and modest: "Your analysis prevented a customer escalation." "Because you coached the new hire, the team's cycle time improved." "I trust you with this client because your prep is world-class." Tie value to meaning: how the work helps customers, protects colleagues, or strengthens reputation. This is where confidence, enthusiasm, and ownership start to appear — without forcing extroversion. Do now: Every manager: give 2 pieces of specific recognition per person per month, linked to business impact (customer, quality, speed, risk, revenue). What should leaders in multinationals do when HQ demands Japan "fix engagement"? Push back with data, reframe expectations, and localise the playbook — without looking defensive. Global leaders often see Japan at the bottom and assume leadership failure; the smarter move is to explain the measurement context andshow your improvement plan. A practical HQ message: "Japan's baseline is structurally lower due to survey interpretation and scoring norms." "We'll improve trend lines via manager capability, leadership clarity, and organisational pride." "We'll report both engagement and behavioural indicators quarterly." Gallup's Japan spotlight materials reinforce that Japan's disengagement is economically meaningful — which gives you permission to act decisively.  Do now: Agree with HQ on a 12-month target focused on movement (e.g., +2–4 points) and manager behaviours, not a magical leap to US levels. Final wrap If you want engagement to rise in Japan, stop arguing about the katakana and start building the conditions where people feel safe, valued, and proud. Fix the immediate manager experience, make senior leadership's "why" painfully clear, and create pride by uniting teams against external competitors. The best part: these levers cost zero yen — but they do require leadership discipline. Optional FAQs Is there a Japanese word for "engagement" at work? Not a perfect one — that's why many firms keep エンゲージメント and define it behaviourally. Agree on what engagement looks like day-to-day, then measure those actions. Should Japan use the same engagement questions as the US? Not without localisation. Translate for meaning (not words), test with Japanese employees, and adjust "recommend to friends/family" style items carefully. What's the single fastest engagement improvement tactic? Manager behaviour. Increase high-quality 1:1s and specific recognition; managers are a major lever in engagement differences.  Why do Japanese teams avoid giving 10/10 scores? Perfectionism and modesty norms. Use trend-based targets and multiple indicators rather than chasing top-box scores. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. Greg has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), and others.

In this episode of To The Root, Robyn Spangler offers an in-depth exploration of melasma as a complex, internally driven skin condition—not simply a cosmetic concern or a consequence of sun exposure.Robyn breaks down the interconnected roles of estrogen signaling, iron metabolism, antioxidant status, and light exposure in driving melanin overproduction. She explains how hormonal shifts, impaired iron recycling, nutrient imbalances, and a disrupted circadian environment can create a biological environment that fuels hyperpigmentation, and why addressing melasma requires more than topical management.You will gain insight into the importance of comprehensive assessment, realistic timelines for improvement, and targeted interventions that address root causes rather than short-term symptoms. Robyn emphasizes that sustainable change is achieved by supporting physiological pathways—not by restrictive diets or aggressive skin treatments.This episode provides a clear, evidence-informed framework for understanding melasma from a functional and integrative perspective, and highlights why internal investigation is essential to long-term results.Listen now!Get root cause answers with data - check out our Acne Labs Panel!Highlights:How estrogen receptors on melanocytes influence pigment production, especially during pregnancy, perimenopause, or hormonal therapyWhy “anemia” may mask impaired iron recycling and how excess unbound iron contributes to oxidative stress and pigmentationThe role of vitamin E and antioxidant status in supporting cell membrane stability, skin resilience, and hormone metabolismExpected timelines for meaningful change in melasma and why long-term strategy is essential for successThe impact of artificial blue light, disrupted circadian rhythms, and strategic natural light exposure on pigment regulationWhy melasma is rarely diet-driven and does not typically require restrictive nutrition protocolsThe value of comprehensive testing to evaluate hormone metabolism, iron status, nutrient sufficiency, and detoxification capacityConnect with Robyn:Instagram: @nutritionbyrobyn Website: https://www.theclearskinlab.comFree Course: https://www.theclearskinlab.com/opt-in/freecourse 

Hey Friends, When do you get to stop doing and being everything for everyone else? In this episode, we talk about the exhaustion of constant striving — waking up every day trying to get through the list, hoping that if you just do enough, you'll finally feel settled. You built the life you were told would make you happy: The house. The family. The roles. The responsibilities. And yet something still feels incomplete. This episode is about that feeling. It's about the conditioning that taught many of us to come last. It's about how our homes filled up while we were busy trying to be everything for everyone. And it's about why organizing alone doesn't solve the deeper ache. When your identity is built on performance, achievement, and caretaking, the house becomes a reflection of that pace. It fills up while you are busy keeping up. The solution is not intensity. Reflection Questions Where in your life are you still standing in a line you don't actually want to be in? What expectation can you gently release this month? What is one small boundary you can create inside your home this week? A Gentle Reminder You are not behind. You are not broken. You are not missing a secret system. You may simply be overextended. March is an invitation to step out of the race — not to abandon your life, but to re-enter it differently. Internal shift first. The house will follow. Your Decluttering Year Program: If you would like more information about my year long decluttering program click HERE. Download my free decluttering planner here: https://declutteryourchaos.com/decluttering-planner Let's connect:

Have you ever wanted something so badly — more money, a new opportunity, a dream lifestyle — and yet found yourself not taking action? You journal. You visualize. You set intentions. But something invisible keeps holding you back. In this fascinating conversation, I sit down with Kam Knight, bestselling author, coach, and speaker who specializes in internal resistance — the hidden mental blocks that can quietly sabotage our manifestations without us even realizing it. Because here's the truth: You can consciously want one thing… while your unconscious mind is manifesting the opposite. And that inner conflict? That's where resistance lives. This episode is a powerful blend of mindset, neuroscience, and manifestation, helping you understand why action sometimes feels harder than it should — and how to gently work with your mind instead of against it. ✨ What We Dive Into In This Episode: What is "internal resistance"? How can the conscious mind and unconscious mind manifest different outcomes? How does childhood conditioning play into your manifestations? How do conflicting desires stall manifestations? How does our subconscious identity impact manifestation results?

Hey Friends, When do you get to stop doing and being everything for everyone else? In this episode, we talk about the exhaustion of constant striving — waking up every day trying to get through the list, hoping that if you just do enough, you'll finally feel settled. You built the life you were told would make you happy: The house. The family. The roles. The responsibilities. And yet something still feels incomplete. This episode is about that feeling. It's about the conditioning that taught many of us to come last. It's about how our homes filled up while we were busy trying to be everything for everyone. And it's about why organizing alone doesn't solve the deeper ache. When your identity is built on performance, achievement, and caretaking, the house becomes a reflection of that pace. It fills up while you are busy keeping up. The solution is not intensity. Reflection Questions Where in your life are you still standing in a line you don't actually want to be in? What expectation can you gently release this month? What is one small boundary you can create inside your home this week? A Gentle Reminder You are not behind. You are not broken. You are not missing a secret system. You may simply be overextended. March is an invitation to step out of the race — not to abandon your life, but to re-enter it differently. Internal shift first. The house will follow. Your Decluttering Year Program: If you would like more information about my year long decluttering program click HERE. Download my free decluttering planner here: https://declutteryourchaos.com/decluttering-planner Let's connect:

What does courage look like under fire? In captivity? In command? In service? This edition of Long Blue Leadership was recorded on location at the U.S. Air Force Academy's 33rd National Character and Leadership Symposium. We've explored these questions with our guests and captured the conversations for you. Ted Robertson, Multimedia and Podcast Specialist for the Air Force Academy Association and Foundation, hosts this special episode featuring voices shaped by combat, crises and lifelong service. Their message to cadets is clear: Leadership is earned through character, and character is forged in hard moments. - Seg. 1: Lt. Col. Mark George and C1C Jaime Snyder, officer and NCLS cadet director, respectively, set the stage for this year's NCLS and for the podcast. - Seg. 2: Senior Master Sgt. (Ret.) Israel "DT" Del Toro on courage in times of crisis. - Seg. 3: Task Force Hope developer and facilitator Maj. Tara Holmes on preparing future leaders to handle crisis before it happens. - Seg. 4: Former POW Maj. Gen. (Ret.) Edward Mechenbier '64, on leading in circumstances out of your control. - Seg. 5: Annapolis grad and Vietnam-era aviator, Capt. (Ret.) J. Charles Plumb on how character breeds courage. All of our guest's lives and careers reflect the reality of this year's theme through combat, crisis and service.     CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT OUR SPEAKERS:  - Host, Ted Robertson, Multimedia and Podcast Specialist, United States Air Force Academy Association and Foundation  - Seg. 1: C1C Jaime Snyder, NCLS Cadet Director; Lt. Col. Mark George, NCLS Officer  - Seg. 2: Senior Master Sargent Israel Del Toro  - Seg. 3: Maj. Tara Holmes, Task Force Hope  - Seg. 4: Maj. Gen. (Ret.) Edward Mechenbier '64  - Seg. 5: Capt. (Ret.) J. Charles Plumb   Ted Robertson 0:00 Welcome to Long Blue Line Podcast Network coverage of the 33rd annual National Character and Leadership Symposium. I'm Ted Robertson, multimedia and podcast specialist for the Air Force Academy Association & Foundation, coming to you from Polaris Hall located here at the United States Air Force Academy. This year's symposium centers on the theme Courage to Lead in the Profession of Arms: Combat and Crisis-tested Character, where attendees and cadets will explore how courage in all its forms shapes leaders when uncertainty, fear and consequence are real. Our coverage will start with the Center for Character and Leadership Development's Lt. Col. Mark George and NCLS director, Cadet 1st Class Jaime Snyder. They'll set the stage not only for NCLS, but for today's coverage. Then we'll talk with four key leaders speaking at the symposium, including Senior Master Sgt. (Ret.) Israel Del Torro on keeping courageous during times of crisis. We'll also talk with Task Force Hope developer and facilitator, Maj. Tara Holmes, on preparing leaders to handle crisis before it happens. Then, former POW, Maj. Gen. (Ret.) Edward Mechenbier, USAFA Class of '64, on leading in circumstances out of your control. And finally, Annapolis grad and Vietnam-era aviator, Capt. (Ret.) J. Charles Plumb, on how character breeds courage. All of our guests' lives and careers reflect the reality of this year's theme through combat, crisis and service. So I want to bring in our first two guests to help, as I said, frame the discussion today. We're going to dig in to learn what this is all about and sort of the “why” behind it. Cadet Jaime Snyder, 2026 NCLS director. Cadet Snyder, you've helped lead the organizing of the National Character and Leadership Symposium — 33rd year for this, as you know, and part of that work, you've trained cadets and permanent party. I'm going to ask you to explain permanent party, all of which helps strengthen your own public speaking and leadership communication skills. You want to kind of expound on that a bit? C1C Jaime Snyder 2:20 Yes, sir. So a part of my role being in NCLS is to, one, provide the guidance, the support and resources on the cadet side to succeed. But what really makes NCLS special is that we integrate permanent party with cadets. So oftentimes me, in supporting and training permanent party, is giving them cadet perspective, because while they're over here and the Center for Character and Leadership Development, we're over there in the Cadet Wing, and I can be the mediator between both parties. Ted Robertson 2:46 Let's talk a little bit about permanent party. What does that term mean? Who does that describe? C1C Jaime Snyder 2:52 Oh yes. Permanent party describes the civilian and military faculty that works in the Center for Character and Leadership Development that assists with the execution of NCLS — the National Character and Leadership Symposium. Ted Robertson 3:05 How big is the team behind this event every year? C1C Jaime Snyder 3:08 It's kind of complex where we'll get search cadets. We'll get a large number of volunteers, approximately around 300 from the Cadet Wing. Internal staff consists of 50 cadets who work it throughout the entire year, and around 50 staff members who are permanent party who work in the Center for Character and Leadership Development. Ted Robertson 3:29 I want to bring in next Lt. Col. Mark George, who is the experiential and training division chief and NCLS program director, the very fortunate man that gets to work for some incredibly talented cadets. Col. Mark George 3:43 That is absolutely true. Thanks to for having us on. Cadet Snyder has done an outstanding job leading this team. I came into this a little bit late. You know, we've had some reorganization here at the Academy, and after some shuffling, I got the honor and the privilege to take over NCLS while the planning was well underway. So my job was to just make sure this train kept rolling, that people had the resources that they needed, the top cover they needed. And as Jamie said, he was training me as a permanent party member to make sure that I had the cadet perspective. And then, you know, we were moving this ball forward as we got to this event. Ted Robertson 4:23 So coming up in the podcast we'll get to the sort of “why” and what's at the core of NCLS. Colonel, let's start with you. What is National Character and Leadership Symposium designed to do for cadets?   Col. Mark George 4:38 Sure. The National Character and Leadership Symposium — NCLS — is designed to bring exemplars that embody the core values and the traits that we want cadets to have when they become leaders on Day 1 and inspire them to a lifetime of service.   Ted Robertson 4:57 Cadet Snyder?   C1C Jaime Snyder 4:59 We definitely see at USAFA, there is a clear correlation with NCLS and character development. One thing we want cadets to get out of NCLS is to further develop leaders of character who are going to join the fight in the Air Force and Space Force, and that's why I see the epitome of NCLS as it's an opportunity to hear people's perspectives as well as learn from it and apply it to their daily lives. Ted Robertson 5:24 Gentlemen, this year's theme focuses on the courage to lead in the profession of arms. Cadet Snyder, we'll start with you. How did that theme come together, and why is it especially relevant for cadets right now? C1C Jaime Snyder 5:40 With our current structure at USAFA, we've had some implement of change. We recognize that the future war conflict is more prevalent than ever, and that it's important for the cadets to understand that we're changing the way we approach training, as well as what we're learning in curriculum. So this NCLS was an incredible opportunity to discuss courage when leading in the profession of arms, but furthermore, courage and crises-tested character. Which is what we're trying to further push along with what we do in training as well as what we teach in leadership. Ted Robertson 6:15 You make good decisions when your character is strong. You make those decisions with integrity when your character is intact and it's strong. Would you agree with that, Colonel? Col. Mark George 6:25 Absolutely. And I think Cadet Snyder hit the nail on the head that we really want the cadets to understand that the environments that they're stepping into are going to require that courage to do hard things. In my day, like we didn't necessarily think about the fight in that way. You know, we were kind of stovepiped in. And these cadets, whatever environment they may be stepping into, the next conflict is going to require a lot, a high demand of them, and their character is their foundation for that. Ted Robertson 6:59 One of the things you can say about this event is that it brings together voices from combat, crisis, athletics, academia and industry. How intentional is that mix, Cadet Snyder, and what do cadets gain from hearing such different perspectives on leadership and character? C1C Jaime Snyder 7:18 I think by hearing different perspectives, you get to see how universal courage is. When we say courage, it's not just one thing, it's also moral, social, spiritual. And by looking at different versions of courage, you can understand that there's different ways to actually apply courage. Understanding that courage is not the absence of fear, also knowing that courage is not simply being a confident individual. That it's more complex than you may define courage, and so you can then apply it that way — by looking at different perspectives. Ted Robertson 7:53 Colonel, I'll address this one to you as well. Col. Mark George 7:56 Sure. Courage — we're talking about courage here, and there's a heavy focus on the combat side with this year's speakers. The thing that sticks out to me is that courage always involves a decision to do the hard thing. And that's what all of our speakers brought this year. They're showing how in different environments, whether it's in a prison cell in Hanoi or up on the Space Station or — there's a hard decision and the right thing is sometimes pretty obvious, but it doesn't mean it's easy. It does not mean it's easy to do. And so courage always involves a decision to do the right thing. Ted Robertson 8:39 Cadet Snyder? C1C Jaime Snyder 8:40 What he said I find to be very true — understanding that courage is not simply doing something physical, but also in a leadership role, especially — we're talking to cadets who are going to soon be commissioned officers. It's important to know that you need to make the right decision on and off the battlefield. Ted Robertson 8:58 So from your perspective as a cadet — and this one is just for you, Cadet Snyder — what does it mean to help shape an event like NCLS while you're still developing as a leader yourself? C1C Jaime Snyder 9:10 What I've seen through NCLS is taking the time to relax. Don't focus on the future and focus where you're at right now, and that's character development. So don't let the pursuit of tomorrow diminish the joy today. We all have this aspiration to graduate, throw our hats in the air, Thunderbirds fly over. But right now it's important to focus on character development as that's going to be important as future officers. Ted Robertson 9:35 That makes 1,000% very clear sense. But I do want to ask you, less than 100 days from the day you toss your hat — you're giving me a big smile right now — talk about how that feels right now for you. C1C Jaime Snyder 9:47 It's incredible, and a part of it is less daunting, because I can say this institution has really prepared me to commission, and so it's more liberating than daunting for me. Ted Robertson 9:58 Col. George, I'm going to direct this one straight to you, and this is an ask of you from the leadership perspective: How do we events Like NCLS fit into the broader effort to intentionally develop leaders of character here at the Academy. Col. Mark George 10:14 So I get the honor of leading the experiential and training division in the Center for Character and Leadership Development. So we're all about creating experiences and those opportunities for cadets to have different types of environments where they'll learn about character. And right now, NCLS is an opportunity to listen to where people's character was tested, how they overcame it. And then we also have different events that we try to put the cadets in where we'll actually test their character. And that could be on the challenge tower, it could be through our character labs where we're having discussions. NCLS is a huge part of that, because the planning cycle is so long. Ted Robertson 10:59 Cadet Snyder? C1C Jaime Snyder 11:00 Yes, sir. One thing I wanted to add on to that is with NCLS, one thing that makes this event the most unique experience that I've had is the fact that we get to engage in meaningful dialog. This isn't a brief. This is an experience for everyone who attends. I've had the opportunity to talk to Col. George's son, who aspires to possibly come to the Air Force Academy. So I don't want to say this is just for cadets, but it's also a promotion tool. And understand that what we do at NCLS is very important. And anyone who wants to attend can come and see what we're doing and how important it is.   Col. Mark George 11:33 I want to thank you for that, by the way. He looks up to you, and that meant a lot.   Ted Robertson 11:37 That's pretty visionary stuff. That's touching the next generation. That's fantastic. All right, this is for you both. When cadets look back on NCLS years from now, what do you hope they're going to remember feeling or being challenged to do differently?   C1C Jaime Snyder 11:56 There is a very strong human component to NCLS, and with that, there's a human experience. Understanding that we're getting speakers and we'll see their bios that they're incredible. They have incredible stories of making the right decision when tensions were high, and getting to hear their stories and understand that they ultimately were no different than we are. Some of them were Air Force Academy graduates. Some graduated from the Naval Academy, West Point, other colleges, but they were young, 20-year-old people like we were as cadets. And so getting to understand where they're coming from, human experience is vital to NCLS, and how do we grow and understand where they're coming from? Ted Robertson 12:38 Col. George? Col. Mark George 12:39 Yeah, I think what I would want the cadets to remember is how these speakers made them feel. You're right, you won't remember every nugget of wisdom that was said. I just had the opportunity to talk with Gen. Scott Miller, and he was an incredible leader. And I feel like everything he was saying was gold. I wish I'd been able to write it down. But he really makes you feel like you understand just how important your role is going to be as a young leader. And when you come away as second lieutenants from this place, you've had incredible opportunities and now you're stepping out in the real world. I would think I want the cadets to remember that like, “Hey, what I do matters, and how I lead is very important to getting this mission done.”   Ted Robertson 13:24 Lt. Col. Mark George and C1C Jaime Snyder, officer and cadet in charge of the 33rd NCLS. Congratulations on the event. Well done, and thank you for spending time here with us on the podcast today. Hearing from both the cadet perspective and the senior leadership behind NCLS makes one thing very clear: This symposium is intentionally designed not just to inspire but to prepare future leaders for moments when character will be tested. And that brings me to my first featured guest, a man whose life story embodies what combat and crisis-tested character truly means. Israel “DT” Del Toro, welcome to the podcast. It's an honor to be with you here at the National Character and Leadership Symposium. Senior Master Sgt. (Ret.) Israel Del Toro 14:18 Thank you, Ted. Thanks for having me. Good to see you again.   Ted Robertson 14:21 Yes, it's not the first time we've gotten to spend some time together. Senior Master Sgt. Israel Del Toro 14:24 It's always great to talk to people, try and spread the word of the whole spark and the promise of my dad. Ted Robertson 14:30 The spark and the promises are the two things that really stood out to me about that interview — your heart and your soul man, from a very, very early age. Senior Master Sgt. Israel Del Toro 14:39 You know, losing my dad at 12, and then a year and a half later, losing my mom to a drunk driver, and being the oldest, you know, having to now kind of step up to be, like, the parent figure to my younger siblings. It was challenging.   Ted Robertson 14:55 Out of all of that, you wound up as a retired — you are currently a retired senior master sergeant. You took responsibility for your siblings, as you say, after you were orphaned as a teenager, and ultimately in the service combat-wounded airmen, and you survived catastrophic injuries against incredible odds, and that did not keep you down. One of the things that you did was you became an Invictus Games gold medalist. You're now a national speaker, and you talk a lot about resilience and purpose.   Senior Master Sgt. Israel Del Toro 15:27 Yes, sir. Yeah, Invictus, I won gold in shot put. It was pretty awesome. You know, everyone was just going nuts. Ted Robertson 15:37 You kind of make me feel like that was a soul-feeding, motivating time for you.   Senior Master Sgt. Israel Del Toro 15:42 It was. At that time, I was probably one of the senior guys, kind of. Obviously, I was one of the senior guys, wounded guys on the team, and so a lot of people looked up to me. And sometimes I wish — people would say, “Man, it's great. You're such trailblazer.” You're sometimes like, “Man, I just want to be one of the guys. I just, I just want to be No. 10.” You know, everything's all done, and no one's focusing everything on me. But it's a burden that I'm willing to carry on to try and continue to help people.   Ted Robertson 16:19 I want to linger here in your background a bit, because it's more than just impressive. I think impressive is pretty trite to describe what your background is. Let's start with before the Air Force and before combat, and just how your life demanded responsibility at such a young age. And what I want to ask is, how did stepping up for your family shape the leader that you became? Senior Master Sgt. Israel Del Toro 16:40 Well, I contribute that totally to my dad. I truly do. My dad was there. My dad, you know, I went everywhere with my dad. My dad — you know, he came from Mexico to this country, and he gave up a lot. You know, my family in Mexico is very wealthy, their ranchers and all that. He came here with nothing. And he always used to tell me, he's like, “Don't ever be envious of someone that's successful. Learn from them. Ask them questions.” He also used to tell me, “If you don't succeed, it's no one else's fault by yourself. Don't blame where you came from, where you grew up from, the situation. It is only your fault.” So my dad always had told me these little lessons and obviously the last lesson he gave me the night before he passed: Always take care of your family. And that just stayed with me, that kind of continued to shape me all throughout my life, all through my journey, at a young age to teenager to young adult to the military and to now, to this day, that really guided me to who I am. Now, it's like, I always hear people say, “Oh, man, I don't know if I can do it.” I was like, “Yeah, you can. You Just never know. You weren't ever put in that situation” I always believe — you always hear the fight or flight. “What are you gonna do?” I just fight, and I continue to fight. I just don't see the flight in me. And, you know, being the promise of take care of your family. Yes, I tell people, that originated with my family — my brothers and sisters. But throughout time it has evolved to now anyone I see that's having a hard time that needs maybe to hear a story or read a book or hear a journey to help them find that spark, because I see them now as my family. I see that as my family, as my mission now.   Ted Robertson 18:50 Let's stay with spark for a minute. It's just one of my favorite things that you've ever talked about. You're down, you've been badly burned, you're worried about whether you're going to survive, and a medic is helping you out, and he does something for you. He says something to you.   Senior Master Sgt. Israel Del Toro 19:07 Yeah, you know, the medic — I always like to say, you know, yes, I'm Air Force. Those guys were Army, and we bust each other's chops. But, we're all brothers and sisters, and we're down range, you know? We take care of each other, we tell stories, we talk about our family. So these guys knew what had happened in my past with my family. So when I'm, you know, laying there, after I coordinate getting air, and I started the adrenaline going down, I started getting scared. I was having a hard time breathing, and I just wanted to lay down and sleep. The medic came and reminded me, “DT, remember what you promised your son, that you'll never let him grow without his dad. Fight for your son. You got to fight for your son.” And he's just making me yell it. You use anything you can to keep your guy motivated, to help that spark go, keep going. And that's what he did. He found that spark to keep me going, to keep me fighting until that medevac came and to get me on that helicopter, to the FOB, to the hospital, and then to eventually San Antonio. Ted Robertson 20:24 After that injury, that's when the fight shifted. You had to get off the battlefield. You had to get that out of your head. You had to start battling for your recovery. So what did courage look like when progress seemed like it was slow and at one point nothing was guaranteed? Israel Del Toro 20:46 Yeah, it, you know, when he had a shift from now being on the battlefield to now a different kind of battle and your recovery, your way of life — it's difficult because you have people telling you this is what your life's going to be. You know, being told that you're never going to walk again. You got to be in a hospital for another year and a half, respirator for the rest of your life and your military career is pretty much over. You know, I like to say there's two choices again: Who you're going to be? Are you going to take the easy path, which is, I'm going to sit in a chair, accept what they say, hate life, you know, curse the world. Are you going to take the hard path where I want to fight? I'm going to show you I can do this. I'm going to prove that I still have value, and I want to come out of this ahead and show not only my son but the rest of the world. You stay positive, you find that spark, you will come out ahead. Ted Robertson 21:48 All right, last question on your background, because we're going to roll all this into why you're here and what messages you want to share with the cadets and the attendees that are here. You did something I don't think most human beings would even think about after that ordeal that you had been through all those years, everything. You reenlisted, and it wasn't just a medical milestone. It wasn't because you could, it was a conscious decision. So what internal commitment had to come first for you to make that decision. Israel Del Toro 22:22 You know, I guess it was, for me it was I loved my job. I knew I could teach, I could be prepare these next guys to [be] the next generation operators. Ted Robertson 22:38 You've never stopped being committed. You've never stopped. So it brings you to NCLS. This is the 33rd year for NCLS, and when you speak to cadets here, what message do you want them to take away with them? Senior Master Sgt. Israel Del Toro 22:53 I guess my message more is about that when you're in the military, no matter whatever happens to you, you still have a role to play. Even when I got hurt, did I miss being with my teammates? Yes, but now refocusing, OK, I'm here in this hospital, and I see all these wounded guys here as I guess I'm wounded also, but in my head is like I was still NCO in the Air Force. I still have a job to do. Yes, I'm hurt, I'm wounded, but the job of a leader is, no matter where you're at, is you try and take care of your troops. You try and make things better for them, even if you never see any of the benefits — that is your role. And so that's kind of what I want to leave with these guys that, you know, you're going to always have  challenges throughout your career, but you've always got to remember it's not about you, it's about the guys under you to take care of you. You know, I had a group of cadets yesterday and they were just asking me about leadership. So you know what? The best way to be a great leader is to earn the respect of yourtroops. If you demand it, you're not a leader, but when you earned the respect and they'll die for you, that is the greatest feeling. You know, I gave an example of one of the best moments I had after my injury, is after I got hurt, they sent my replacement, and he comes in and obviously introduce him to the scout team, to the Army company, individuals in leadership, and then the SF team, and all these guys I'm supporting. And the guy comes in like, “Hey, I'm here to replace DT.” And all of them, “You can't replace DT.” And I told that was the best moment that that's the best moment of respect, because I had Army guys saying, “He's our guy.” And that's the thing I told them, it's like, when you get to that moment when your guys say, “Nah, he's our guy,” I was like, “He can't replace him.” That is where you've truly earned the respect of your troops.   Ted Robertson 25:21 Israel, the only word that I can pull out of myself right now for your journey to describe it as “remarkable,” and you continue to give of yourself, and that's a wonderful thing. Your opportunity for a couple of final thoughts here, before we close out.   Senior Master Sgt. Israel Del Toro 25:38 Final thoughts, man, putting me on the spot, aren't you. I guess my final thoughts would be, you can't do it on your own. I'm not here right now, because I did it my own. I did it. I'm never gonna say that I did. I had friends, I had family, I had my wife that were by my side all throughout my journey to medical individuals. And I had those dark times, and I'm going down that spot, that rabbit hole, they were there to pull me out of it. So I think it's like, you know, don't try and do it on your own. We all need help. You know, the goal is, don't be prideful. There's a reason pride is one of the seven deadly sins. But, you know, ask for help, ask for advice. It's not going to hurt you. If anything, it will make you stronger and better. That's parting thoughts for the individuals listening to this. Ted Robertson 26:53 Perfect. Israel “DT” Del Toro, what a privilege to sit with you again. Want to say thank you from all of us for your service and continuing to lead by the example, which is a very rich and broad and deep example. Your story reminds us, and should remind us, that courage doesn't end with just survival. It always continues in service to others. Israel, thank you for being here.   Senior Master Sgt. Israel Del Toro 27:18 Thanks, Ted. I appreciate it. Thanks for having me again.   Ted Robertson 27:21 Israel's story reminds us that crisis and moral injury don't always arrive on a schedule, and that leaders are often expected to navigate those moments without ever having been taught how. That's where our next conversation takes us: into the intentional work of preparing leaders before crisis arrives. Maj. Tara Holmes, welcome to the podcast. It's great to have you with us as part of the National Character and Leadership Symposium.   Maj. Tara Holmes  27:46 Thanks for having me; glad to be here.   Ted Robertson 27:48 You are currently deputy chief of staff here at Headquarters USAFA. You are formerly chief of cadet development for CCLD, the Center for Character and Leadership development. By way of background, you flew.   Maj. Tara Holmes  28:01 So I am a B-52 electronic warfare officer by trade, and then moved over into white jets. So instructed in the in the T-1 and I've kind of been in education and training for, I'd say, since about 2017.   Ted Robertson  28:19 You also hold a Doctorate in Business and Management, and you are an AETC master instructor. I will let you explain AETC.   Maj. Tara Holmes  28:27 Air Education Training Command, that's one of the that's our majcom that's responsible for education and training, and they have a pathway to become a master instructor. So I finished the qualifications for that while I was in white jets and working over at Squadron Officer School.   Ted Robertson  28:46 So let's talk about your work with Task Force Hope. We'll talk about what Task Force Hope is, but you are and have been a developer and facilitator of Task Force Hope, which is a crisis and moral injury leadership workshop.   Maj. Tara Holmes  29:01 Task Force Hope is about providing immediately useful tools to our workshop participants to prepare them to lead through crisis, whether that is no-kidding combat related, or whether that's crisis on the home front, going through stuff in life that's really hard. We work through a series of key concepts and exercises, through storytelling and participant engagement that hopefully provides our participants some self-awareness and some tools to recover as it deals with their relationships.   Ted Robertson  29:39 We talked about this. There's a lot of nuance in what you're teaching these people. There's discernment in it. Who should you talk to, who you should trust with information that you want to share? Because ultimately, some of this becomes a pressure release valve, right?   Maj. Tara Holmes  29:52 Yeah, so one of the key concepts that we talk about is worthiness, right? I think often people feel pressure to not share what they're going through because they don't think their problems are worthy of attention, whether theirs or someone else's. That's one thing that we spend a lot of time on. And like you said, you know, who to who to share with, and at what level, some people are more free with sharing than others, and that's OK. So we work through some frameworks that help illustrate how people can kind of work through those levels, or gain some self-awareness and some clarity around where they fall. Something that is a, you know, deep seated secret for you, maybe something that somebody else is willing to openly share, they just don't see it as that big of a deal. So it's definitely about self-awareness and learning some tools to help relieve some of the pressure and drain on our batteries, as it were, that comes from holding these things in.   Ted Robertson  30:52 People who are attending the workshop are going to learn some things that they may not realize are draining their batteries. You're teaching them to discern what those are, and to be careful to try to avoid those. It sounds like an example to me of things that we don't realize we do, that drains us, right, instead of energizes us.   Maj. Tara Holmes  31:10 So we use the kind of metaphor of a smartphone, right? So there are things that drain us, that are big, that we're taking a lot of energy to conceal the hard things that we're dealing with in our life. But then there's, like, the pesky background apps, there's the things that are always running in the background of our lives that drain our energy without us really even noticing it. You know, so for me as an officer, but also as a mom and a spouse, some of the things that are always draining my batteries are my to-do list, the laundry app, maybe social media apps. Sometimes I've probably spend way too much time reading the news these days. That's kind of always on for me. We have these big things that are draining our batteries, but then we have these like small things that are constantly going on, right? So Task Force Hope is about recognizing what those things are for us and then making a commitment to ourselves to make this space and time to recover.   Ted Robertson  32:09 So that brings us to a really unique place. You kind of function at the intersection of character, leadership and development pretty much every day. So how do you define character when you're responsible for shaping it across an entire Cadet Wing.   Maj. Tara Holmes  32:24 To me, character is the essence of who they are. It is how you show up day after day. It's the habits that you have. That's why, when you do something out of character, people are able to say that. You know, we talk about building character strengths as building blocks towards certain virtues. And virtues is really excellence of character. So it's easy to talk about how to be an excellent athlete, or how to be an excellent academic, right? And that's one of our core values, is being excellent. Well, how do you have excellent character? It's really about leveraging your character strengths in a way that can lead you to be more virtuous, and that's the goal.   Ted Robertson  33:05 You've served, both operationally and as an instructor. Tell me how those things shape the way you think about preparing leaders not just to perform but to endure.   Maj. Tara Holmes  33:19 What comes to mind is the importance of training and building those habits. We're, you know, in the previous question, we talked about it in terms of character. You know, you can, you can use any kind of training. It's about building readiness, right? And being able to build those habits so that when you are faced with a challenge, you have a way to work through the challenge, right? That really came out for me, both operationally and as an instructor. So operationally, you rely on your training to get your job done, and then as an instructor, you're helping others build those habits so that one day when your students are faced with challenges, they can rely on their training as well.   Ted Robertson  34:01 We've talked a bit about your experiences and how they shape the way you think about preparing leaders, not just to perform but to endure. And now let's bring it right down to the direct connection between Task Force Hope and why you are here talking about this program to attendees at NCLS. When we talk about Task Force Hope, it's a program that is really designed to prepare leaders to navigate crisis and recover from both emotional and moral injury. What can you tell me about a gap that a workshop like this fills, that traditional leadership education sometimes or often misses?   Maj. Tara Holmes  34:38 Task Force Hope is preventative in nature. It's training to prevent people from letting their burdens get the best of them so that they can show up. They have the tools to show up fully charged when stuff hits the van. And not only that they do that for themselves, but then they can help their teammates or their subordinates also get there. It's self-awareness, because we all perform self-care differently, and what you need to recharge your batteries is different from the way that I would do it. So it's being intentional and having some tools to be able to identify what works for you and then how to make space in your life, and building that commitment to yourself, to make that space so that the next time that you face a crisis, you're not facing it at 10%, you're full up, you're ready to go. So it's that sustained self-care, if that's what you want to call it. And it's important to say that you know, in a 75-minute session, we're really doing our best to provide exposure to key concepts and these tools. What we hope is that people walk out with the start of something. It's not it's not the end of their work to be done.   Ted Robertson  35:54 How often do you hear the question, “Why didn't I hear this earlier in my career?”   Maj. Tara Holmes  36:00 Every workshop. Last year, after the workshop, we had a 1970-something graduate say that exact thing. For me personally, I had four people say something, you know, “Hey, I was a cadet here in '90-something, '80-something, 2000-something. And, you know, I really wish that I would have had this earlier.” So that's what we're trying to do. We're trying to bring it as early as we can.   Ted Robertson  36:26 OK, so our last question of our visit, if cadets take just one lesson from Task Force Hope and NCLs this year, what is your hope for that lesson to be?   Maj. Tara Holmes  36:39 My hope is that they're worth it. No problem is too big or too small to be dealt with, and like we talked about earlier, I think often people keep things to themselves because they feel like they shouldn't bother others, or there's their supervisors or their teammates with what's going on in their lives. And that's a drain. Like, that's a drain on the system. It eats up your energy, right? But our cadets are worth it. Whatever they're dealing with, big or small, is worthy of being addressed. I hope that's the takeaway, and that we all deal with things, right? We don't always know what other people are dealing with.   Ted Robertson  37:22 Maj. Holmes. Thank you for the work you're doing to prepare future leaders, not just to lead in moments of clarity, but to stand firm in moments of crisis. We appreciate you being here.   Maj. Tara Holmes  37:32 Thanks, Ted.   Ted Robertson  37:33 That focus on preservation, resilience and moral courage brings us to our next conversation, one shaped by combat, captivity and a life of service under the most demanding conditions. Coming up next, my conversation with Maj. Gen. (Ret.) Edward Mechenbier. Gen. Mechenbier, welcome to the podcast. It is a huge honor having you here, sir.   Maj. Gen. Edward Mechenbier 37:56 I hope you feel that way in a half hour so well,   Ted Robertson  37:59 Well, the conversation does promise to be interesting, because your life is… interesting. That was a pregnant pause, sir.   Maj. Gen. Edward Mechenbier 38:07 Yeah, I've enjoyed it. It's different.   Ted Robertson  38:11 Just to sort of frame things, you retired as a major general, and what year was that, sir,   Maj. Gen. Edward Mechenbier 38:15 2004   Ted Robertson  38:16 And you were USAFA Class of '64. You're a Vietnam-era pilot, having flown F-4s, you were shot down on your 113th combat mission, but that was you also your 80th over North Vietnam. OK, prisoner of war. Then for almost those entire six years following that, being shot down. You come with 3,600 flying hours across lots of different aircraft.   Maj. Gen. Edward Mechenbier  38:42 I was privileged fly either for primary capability or for familiarization with 43 different airplanes.   Ted Robertson  38:49 And now you describe yourself as a lifelong advocate for veterans and public service.   Maj. Gen. Edward Mechenbier  38:56 Well, yeah, I mean, I go to a couple prisons in Ohio, and “work with” is probably overstating my role. Veterans who are incarcerated for long periods of time. But my role is just to go there, spend some time, shoot the breeze with them, no agenda, no desired learning objective and let them know that somebody outside knows that they're there.   Ted Robertson  39:19 What I want to do is spend some time in your background. All right, I want to start with combat and captivity and how that tests leadership in its most extreme forms. And this is in course in keeping with the theme of NCLS here, what did character mean to you when circumstances were entirely beyond your control?   Maj. Gen. Edward Mechenbier  39:38 The Vietnamese kept us in small groups of one and two or three guys. I mean, we never really until near the end and later on when we got a little organization. But it got very down, very personal, when at one time, I was in a cell with four guys, three Class of 1964 Air Force Academy graduates and one poor Oklahoma State University graduate, and amongst the four of us, we had a senior ranking officer. And of course, you got the same rank, you go alphabetical. And so we made Ron Bliss the senior ranking officer in our room. We had a communication system. We had guidelines that, you know, which were basically consistent with the code of conduct. You know, name, rank, serial number, date of birth, don't answer further questions. Keep faith with your fellow positions. That was the key. Keep faith. Never do anything that you'd be embarrassed to tell somebody you did.   Ted Robertson  40:34 What you're explaining is how different leadership looks, and even how you describe it, how different it is from command. So now it comes down to trust and accountability and courage, and how do those show up in those conditions?   Maj. Gen. Edward Mechenbier  40:51 It was really a matter of, we always knew we were still in the fight. That was one thing that was with us, and so you just kind of conducted yourself with, OK, I'm not going to let myself be used. Now, we also knew that the more you resisted pushed back, the less likely they were to make you go meet an antiwar delegation or write a confession or do something else like that. So they tend to pick on, if you will, the low-hanging fruit or the easier guy to get to. So we always wanted to set the bar just a little bit out of their reach.   Ted Robertson  41:25 All right, having gone through all of that, it really can change people quite profoundly. So when you look back at it, what leadership lessons stayed with you long after you got out of captivity?   Maj. Gen. Edward Mechenbier  41:39 In the movie Return of Honor. Capt. Mike McGrath, Navy guy, describes the guys in their ability to resist torture and do things. And that's what you learn. Everybody's got a breaking point. If mine's here and somebody else's is there, that doesn't make me better or worse than them. So you learn to appreciate the talents and the weaknesses. If you know the foibles, the cracks in everybody around you and not to exploit them, but to understand them, and then to be the kind of leader that that they need.   Ted Robertson  42:12 Sir, one of the recurring themes when you're discussing leadership with leaders right is knowing something about each of your people so that you can relate to them in a way that that works for them and motivates them.   Maj. Gen. Edward Mechenbier  42:23 Yeah. Mark Welch, who's also a graduate and he is a chief of staff of the Air Force, always had a saying: “If you don't know what's going on, it's because you didn't ask.”   Ted Robertson  42:32 Now we're going to roll all that into your long journey between captivity and your visit here to NCLS this year. When you're speaking to the cadets at this year's event, what's your main hope? What do you hope they understand about courage before they even ever face combat?   Maj. Gen. Edward Mechenbier  42:54 Well, courage is a reaction to a clear and present threat. Nobody knows how they're gonna — know he's gonna say, OK, I'm gonna go to Vietnam and I want to get shot down, and when the Vietnamese capture me, I'm going to give them a middle finger and I'm going to be the meanest bad ass and hardest-to-break prisoner. Yeah, it's how you respond to the to the immediate perception of bodily harm or being used or something else like that. So courage is, yeah, it just happens. It's not something that you can put in a package and say, “OK, I've got courage.” It's how you respond to the situation, because you might respond quite differently than what you think.   Ted Robertson  43:35 And I have to say, you presented your story and you delivered your message in kind of a unique way. You drew from some contemporary references, specifically three clips from a movie that you like, that I was curious. How did you sum up your entire life in three movie clips from Madagascar? How did you do that?   Maj. Gen. Edward Mechenbier  43:57 Well, the three movie clips — when I watched the movie, I was looking at it, I have got two favorite movies. Madagascar is one, and the other is a Kelsey Grammer movie, Down Periscope. I mean, I think that is a perfect study in in leadership. But in the movie Madagascar, the premise was penguins can't fly, but yet it opens up with them applying resource, innovation imagination, and they eventually get this airplane to fly. OK, great. Success. Well, like everything else in life, things go wrong, and you got to have, No. 1, a backup plan, an exit ramp or a control mechanism for the disaster that's pending. So that's the second movie clip we saw. And then the third one was towards the end of the movie, when the crash landing has happened and the skipper asks for an accounting, and he's told that all passengers are accounted for, except two. And he says, that's the number I can live with. And the message there is, you go through life — you're going to have successes, but you're going to have failures, and failure has a cost, and it's not always pleasant, but that's OK, because that's life.   Ted Robertson  45:15 How do you explain how leaders can prepare themselves morally and mentally for moments they can't predict or control.   Maj. Gen. Edward Mechenbier  45:25 Watch movies like Madagascar and Down Periscope. You know, there's a breadth of unintentional, if you will, guidance on how to be a leader, if you know where to look or if you're looking for it. I mean, that's part of the whole progress program at the Academy. Nobody's going to say, OK, here's a scenario, lead these resources to a proper conclusion. It's kind of like, OK, here's the situation. What do we do? What can we do? What can't we do? It's like, in my presentation, I talk about being able to run across a pasture in nine seconds, in 10 seconds, but if the bull can do it, you're in trouble. So you got to realign your thinking, you got to realign your goals and you got to realign the application of resources. So that's the leadership part, right there. It's a realization of what you can and what you can't do. It's a realization of what you, your people, your resources, can and can't do. It's a realization of what the technology you have at your disposal to do your mission can and can't do. So it's all about workarounds and being flexible. And then the other thing is, we live in a world that just seems to be everything's got a prescription and a protocol on exactly how to do everything. Doesn't work that way. You got to be able to go left and right. You got to be able to be a little imaginative.   Ted Robertson  46:42 What parting thought did you leave the cadets with?   Maj. Gen. Edward Mechenbier  46:45 That failure is part of life. It's not death. And I'm part of an organization called American 300 — we go around and talk to young enlisted people and all the services to get them to understand that failure is a learning opportunity. It's not a dagger in the heart, and don't be afraid or ashamed to try, because if you don't, you'll never know what your true potential is. So with the cadets, we close with that last part from the movie Madagascar that basically said, OK, success comes with a price. Be aware and accept it.   Ted Robertson  47:23 All right, we've got to close it out here, but recap, if you would one more time that message that you want cadets to leave here with from having heard you speak.   Maj. Gen. Edward Mechenbier  47:32 You are now a living, breathing, viable, productive part of our United States Air Force. You bring talents that are unique. Apply them, but understand that they're all very transitory, and you have part of a larger community. If you stick with a community rather than the “I did,” “I want,” I have,” you'll go a long way.   Ted Robertson  47:54 All right, and stepping outside of that very briefly for your final thoughts, what would you like to leave listeners with today.   Maj. Gen. Edward Mechenbier  48:01 Be proud of the young men and women who are in our military now, not just those at the Air Force Academy. You know, our whole military structure has changed over the years. You know, it's a dynamic world. You got to be flexible and embrace change. We're so reluctant to change. Change is fine, except when you try to change me, is the old saying, but we all have to change. We have to be part of the world in which we live.     Ted Robertson  48:26 Gen. Mechenbier, I want to thank you from all of us for being here sharing those leadership lessons of yours and a lifetime of service that will continue to shape others — future leaders — for a very, very long time to come. We appreciate you very much.   Maj. Gen. Edward Mechenbier  48:43 Thank you much.   Ted Robertson  48:44 Our final conversation brings us to leadership at the strategic level, where decisions affect institutions, alliances and the nation itself. Capt. Charles Plumb, welcome to the podcast today, sir.   Capt. J. Charles Plumb  48:56 Thanks, Ted. Appreciate being here.   Ted Robertson  48:59 It is a privilege to have you. You retired as a Navy captain in 1991 and you have not slowed down, not one inch since. We're going to talk a little bit about the work that you're doing in some very interesting spaces. And what informs all of that. Naval Academy, Class of '64.   Capt. J. Charles Plumb  49:15 Yep, the Great Class of '64.     Ted Robertson  49:17 The great —that's how you express class pride?   Capt. J. Charles Plumb  49:20 Everybody knows the Great Class of '64.   Ted Robertson  49:23 So you are an Annapolis man.   Capt. J. Charles Plumb  49:25 I am, in fact.   Ted Robertson  49:26 No doubt. And a pilot. You flew F-4 Phantoms, and you are a Vietnam-era pilot. You spent most of your time over North Vietnam. Sometimes you got sent to South Vietnam, depending on what was going on. But you said that you have flown 74 combat missions.   Capt. J. Charles Plumb  49:45 Actually 74 and a half, Ted. I have one more takeoff and I have landings.   Ted Robertson  49:50 We should remember that, because it's a very important part of your life we haven't talked about yet. Since you got out of captivity, and then you retired a few years later, you became a published author and a speaker, and as such, you have been to every state, several countries, 5,000 presentations you've delivered in the leadership and character development space. Is there any reason you should not be here at NCLS?   Capt. J. Charles Plumb  50:24 Well, I appreciate that. You know, this is a great symposium, and I'm really proud to contribute to it.   Ted Robertson  50:32 Captain, you are a former POW.   Capt. J. Charles Plumb  50:36 Yes, I was shot down on my 75th mission and captured, tortured and spent the next 2,103 days in communist prison camps.   Ted Robertson  50:49 You said you got moved around a lot.   Capt. J. Charles Plumb  50:52 We did. I was in six different camps, and some of those camps more than once. We never really understood why. We kind of suspected that they wanted to try to deny any fraternization with their guards, and they wanted to keep us on our toes, because they recognized that being military guys, we were going to have leadership, and we were going to have organization and community and we were going to organize, to fight them, and they didn't want that. So they moved us around and kind of shuffled us up, which didn't work. We always had a military organization in every camp that I ever went to.   Ted Robertson  51:31 You found ways to support each other. You found ways to have a leadership structure, even in captivity.   Capt. J. Charles Plumb  51:39 We were all fighter pilots or air crews and most of us were we, you know, we had 10 Air Force Academy grads from '64 in five Naval Academy grads from '64 and so we had in a lot of other academy grads. I don't remember how many, but probably 70 total academy grads. And so, you know, we were, we were dedicated. We were lifers. We were, you know, we were very focused guys, which helped out a lot that we knew a lot about military leadership.   Ted Robertson  52:11 You grew up in the Midwest, and you married a Midwestern girl.   Capt. J. Charles Plumb  52:15 I did, my high school sweetheart the day after I graduated from Annapolis, we got married in the chapel, and my buddies were holding up their swords as we came out of the chapel. So it was a beautiful day.   Ted Robertson  52:27 Let's go back to how you found your way to the Naval Academy.   Capt. J. Charles Plumb  52:32 I was a farm kid from Kansas. Never seen the ocean, never been out of the four states of Kansas, Nebraska, Iowa, Missouri. Never been in an airplane, and I needed an education. Found that the Naval Academy offered me an education.   Ted Robertson  52:50 Outside of Air Force Academy circles, you probably already know that we think of, you know, salty sea dog sailors when we think of people going in the Navy, but you chose aviation.   Capt. J. Charles Plumb  53:02 I did. As a kid, I would see these Piper Cubs fly over and I was fascinated by flight, and wondered if I'd ever be able to ride in an airplane. That was my thought when I was a kid. I didn't have any hopes of ever being a pilot, you know, let alone a fighter pilot. That was, I was out of the realm. Nobody, as I grew up, ever told me that I could do that, or I should do that, or, you know, it would be a hope of mine to ever pilot an airplane. But I went to the Naval Academy and found out that was one of the options, and I took advantage of that option.   Ted Robertson  53:43 Yeah, and it led you, of course, to over North Vietnam, and the rest is that part of your history   Capt. J. Charles Plumb  53:51 Launched on the aircraft carrier Kitty Hawk on my wife's birthday, the 5th of November, wave goodbye to her, and promised her I'd be back in eight months. I didn't make it.   Ted Robertson  54:04 Hard. Very hard story to hear. Let's talk about all of that informing your presentation now, again, 5,000 of these delivered in the leadership and character development space, but you talk a lot about, in your presentation — and you keynoted here at NCLS — the mental game side of this, the integrity, the choices that you have to make, and character that sort of frames all of that.   Capt. J. Charles Plumb  54:38 My message to the cadets, and really to most of my audiences, is around challenge and adversity. And I tell the cadets that they work awfully hard trying to get a degree. They study, they go to computers, they read books all to get a degree. And what I point out to them is that more important than the degree that they will get from the Air Force Academy is a character that they build while they are here. That the integrity first, you know, is part of their motto. And if, in fact, they can learn and live that integrity, if they can learn and live the commitment that they have, if they can learn in and live these kind of ethereal things, the things that you can't measure, things you can't define, the things that, you know, that crop up in your in your mind, in the back of your mind, are more important than the lessons they learn from a computer. And so that's kind of my message.   Ted Robertson  55:49 You know, we're in a leadership laboratory here. The art and the science is character development. And you're talking about a kind of character that leads people to make good decisions and make those decisions with integrity in mind. How did that play into your captivity and getting you through that?   Capt. J. Charles Plumb  56:09 You know, of course, I studied leadership at the Naval Academy, and I think that my period of experience more than teaching me anything, it validated what I had learned. And the whole idea — and I love the fact that this is called, you know, the Character and Leadership Symposium, because lots of times you see leadership without character, that's a negative kind of leadership. And if a leader does not have character, he doesn't last very long, and he's not very effective. And so if you can keep your character up front, the leadership can follow easily. And that's pretty much what we had in the prison camps. Several of the qualities of leadership that I promote are the things that almost came natural in a prison camp. First of all, we had to find a focus, a reason. We had to find, you know — and that was developed by our leadership in the prison camp. Return with honor — that was our motto, return with honor. And we all rallied around that.   Ted Robertson  57:22 So all of that said, you're standing here in front of a really big group of people as a keynote speaker, lot of cadets, mostly cadets, yeah.   Capt. J. Charles Plumb  57:31 Now there were cadets. I'm speaking on a panel with Ed Mechenbier, my good buddy, and we're on a panel with mostly cadets. The first presentation, the keynote was by invitation only. So there were a number of civilians in the audience, number of cadets. There were Naval Academy midshipmen in my audience today. And we had ROTC people, and, you know, from all over the country. So it was quite a wide audience.   Ted Robertson  58:04 Quite a wide audience. And so if we were just focusing on what you leave with cadets, what do you want them to take away from their experience today?   Capt. J. Charles Plumb  58:15 I hope they understand my message, that more important than the degree that they graduate with, is the character that they graduate with, and the importance of the integrity that that they learned here, because that was vital in the prison camp, is integrity. We had to have each other's back, and when we when we finally were released, we refused to be released until all the sick, injured and enlisted men had gone home, and it was a question of integrity, is a question that this is the right thing to do. It's not the easy thing to do. Largely, the integrity thing to do is not the easiest thing to do, and that's what I wanted to leave with the cadets. In addition, I want them to know that regardless of what situation they're in, they still have a choice, and their choice is the way they respond to the surrounding adversity situation that they're in.   Ted Robertson  59:21 An Annapolis grad of '64, Midwest kid from Kansas who makes it into the cockpit, and like you said, 74 and a half flights, then some time in captivity, then to a published author with thousands of presentations all over the country, and some in in other countries. What final thoughts would you like to leave today, sir?   Capt. J. Charles Plumb  59:47 Well, you know, I think I've already told you, you know, you're a great interviewer, Ted, and I appreciate your questions. I think, finally, this whole idea of self-determination and I think that we all, and not just the cadets, but graduates and families and business people, families. You know that we all have choices, and sometimes when we deny the choice and give up that ability to make our life better for ourselves. And you know, we do it sometimes even when we're not even thinking about it. It's just automatic to blame somebody else for the problem, and in doing so, we give away that choice.   Ted Robertson  1:00:34 Don't give away the choice. Yeah, build that character and stick by your integrity all the time. Capt. J. Charles Plumb, what a privilege it is to meet you, sir. Glad that you're here at NCLs and keynoting like you are, and I do hope that our paths cross again.   Capt. J. Charles Plumb  1:00:52 Ted, thank you very much. I appreciate your willingness to tell my story. Thanks for that.   Ted Robertson  1:00:57 You're welcome, sir. Thank you. Ted Robertson Close As we've heard throughout these conversations, courage isn't a single moment. It's a lifelong practice, from cadets just beginning their journey to leaders shaped by combat and crisis to senior commanders responsible for forces and futures. Character is tested when certainty disappears and it's revealed by how we choose to lead. That's the challenge of the National Character and Leadership Symposium, and it's a challenge that extends far beyond these walls. I'm Ted Robertson, thank you for joining me for our Long Blue Line Podcast Network coverage of the 33rd National Character and Leadership Symposium. This podcast was recorded on Saturday, Feb. 21, 2026.         The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation      

Have you ever felt stuck in a cycle, where the same challenges keep resurfacing no matter how many changes you make? Maurice dives into the subtle yet destructive nature of “weakness loops” and shares why your true growth begins not with changing your surroundings, but with changing yourself.Chapter Summary:00:00 Understanding Weakness Loops02:37 Breaking Loops with Accountability05:50 The Importance of Internal Adjustment09:37 Honesty, Structure, and SystemsFeatured Quotes:“Patterns reveal what the reflection missed.” - Maurice“Weakness loops break when you introduce accountability, structure, and measurable checkpoints.” - Maurice“Breaking the loop doesn't require perfection. Again, it just requires honesty and structure.” - MauriceBehind the Story:Maurice explores a common dilemma you may face: the illusion that changing jobs or teams will solve your persistent issues. He argues that your “weakness loops” are deeply internal, rooted in your unexamined patterns and your lack of accountability. The episode challenges you to confront your blind spots and implement systems for lasting change, emphasizing that your external improvements are hollow without your internal adjustment.Resources:Well Why Not Workbook: https://bit.ly/authormauricechismPodmatch: https://bit.ly/joinpodmatchwithmaurice*FREE* 5 Bold Shifts to help you silence doubt and start moving: https://bit.ly/5boldshiftsConnect With:Maurice Chism: https://bit.ly/CoachMauriceWebsite: https://bit.ly/mauricechismTo be a guest: https://bit.ly/beaguestonthatwillnevrworkpodcastBusiness Email: mchism@chismgroup.netBusiness Address: PO Box 460, Secane, PA 19018Subscribe to That Will Nevr Work Podcast:Spreaker: https://bit.ly/TWNWSpreakerSupport the channelPurchase our apparel: https://bit.ly/ThatWillNevrWorkPodcastapparel 

In this episode, I explain why hesitation is a disqualification. Whether it's business, sales, or dating, the moment you hesitate, you lower your leverage. I break down how hesitation is never just in your head. Your body shows it through small signals, and people respond to that even if they can't explain what they saw. What feels like you “just thinking” actually looks like uncertainty, and that one beat can cost you the outcome. Show Notes: [04:44]#1 When you hesitate, other people do notice it. [11:50]#2 Internal conflict leaks before words do. [16:02]#3 Hesitation removes polarity by equalizing positions. [22:52]# Recap Next Steps: --- Power Presence is not taught. It is enforced. If you are operating in environments where hesitation costs money, authority, or leverage, the Power Presence Mastermind exists as a controlled setting for discipline, execution, and consequence-based decision-making. Details live here: http://PowerPresenceProtocol.com/Mastermind  This Masterclass is the public record of standards. Private enforcement happens elsewhere. All episodes and the complete archive: → WorkOnYourGamePodcast.com 

Last time we spoke about General Zhukov's armor offensives at Nomohan. Following heavy Japanese losses in May and June, General Georgy Zhukov arrives in June, reorganizes the Soviet 1st Army Group, and bolsters it with tanks, artillery, and reinforcements. The July offensive sees General Komatsubara's forces cross the Halha River undetected, achieving initial surprise. However, General Yasuoka's tank assault falters due to muddy terrain, inadequate infantry support, and superior Soviet firepower, resulting in heavy losses. Japanese doctrine emphasizing spiritual superiority clashes with material realities, undermining morale as intelligence underestimates Soviet strength. Zhukov learns key lessons in armored warfare, adapting tactics despite high casualties. Reinforcements pour in via massive truck convoys. Japanese night attacks and artillery duels fail, exposing logistical weaknesses. Internal command tensions, including gekokujo defiance, hinder responses. By August, Stalin, buoyed by European diplomacy and Sorge's intel, greenlights a major offensive. Zhukov employs deception for surprise. Warnings of Soviet buildup are ignored, setting the stage for a climactic encirclement on August 20.   #191 Zhukov Steel Ring of Fire at Nomohan Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. On the night of August 19–20, under cover of darkness, the bulk of the Soviet 1st Army Group crossed the Halha River into the expanded Soviet enclave on the east bank. Two weeks of nightly Soviet sound effects had paid off: Japanese perimeter troops failed to distinguish the real deployment from the frequently heard simulations. Zhukov's order of battle was as follows: "Northern force, commanded by Colonel Alekseenko—6th Mongolian Cavalry Division, 601st Infantry Regiment (82nd Division), 7th Armored Brigade, 2 battalions of the 11th Tank Brigade, 82nd Artillery Regiment, and 87th Anti-tank Brigade. Central force, where Zhukov was located, commanded by his deputy, Colonel Petrov—36th Motorized Infantry Division, 82nd Infantry Division (less one regiment), 5th Infantry Machine Gun Brigade. Southern force, commanded by Colonel Potapov—8th Mongolian Cavalry Division, 57th Infantry Division, 8th Armored Brigade, 6th Tank Brigade, 11th Tank Brigade (less two battalions), 185th Artillery Regiment, 37th Anti-tank Brigade, one independent tank company. A mobile strategic reserve built around the 212th Airborne Regiment, the 9th Mechanized Brigade, and a battalion of the 6th Tank Brigade was held west of the Halha River." The Soviet offensive was supported by massed artillery, a hallmark of Zhukov's operations in the war against Germany. In addition to nearly 300 antitank and rapid-fire guns, Zhukov deployed over 200 field and heavy artillery pieces on both sides of the Halha. Specific artillery batteries were assigned to provide supporting fire for each attacking infantry and armored unit at the battalion level and higher. In the early hours of August 20, the sky began to lighten over the semiarid plain, with the false promise of a quiet Sunday morning. The air was clear as the sun warmed the ground that had been chilled overnight. General Komatsubara's troops were in no special state of readiness when the first wave of more than 200 Soviet bombers crossed the Halha River at 5:45 a.m. and began pounding their positions. When the bombers withdrew, a thunderous artillery barrage began, continuing for 2 hours and 45 minutes. That was precisely the time needed for the bombers to refuel, rearm, and return for a second run over the Japanese positions. Finally, all the Soviet artillery unleashed an intensive 15-minute barrage at the forwardmost Japanese positions. Komatsubara's men huddled in their trenches under the heaviest bombardment to which they or any other Japanese force had ever been subjected. The devastation, both physical and psychological, was tremendous, especially in the forward positions. The shock and vibration of incoming bombs and artillery rounds also caused their radiotelegraph keys to chatter so uncontrollably that frontline troops could not communicate with the rear, compounding their confusion and helplessness. At 9:00 a.m., Soviet armor and infantry began to move out along the line while their cover fire continued. A dense morning fog near the river helped conceal their approach, bringing them in some sectors to within small-arms range before they were sighted by the enemy. The surprise and disarray on the Japanese side was so complete, and their communications so badly disrupted, that Japanese artillery did not begin firing in support of their frontline troops until about 10:15 a.m. By then, many forward positions were overrun. Japanese resistance stiffened at many points by midday, and fierce combat raged along the front, roughly 40 miles long. In the day's fighting, Colonel M. I. Potapov's southern force achieved the most striking success. The 8th MPR Cavalry Division routed the Manchukuoan cavalry holding Komatsubara's southern flank, and Potapov's armor and mechanized infantry bent the entire southern segment of the Japanese front inward by about 8 miles in a northwesterly direction. Zhukov's central force advanced only 500–1,500 yards in the face of furious resistance, but the frontal assault engaged the center of the Japanese line so heavily that Komatsubara could not reinforce his flanks. Two MPR cavalry regiments and supporting armor and mechanized infantry from Colonel Ilya Alekseenko's northern force easily overran two Manchukuoan cavalry units guarding the northern flank of the Japanese line, about 2 miles north of the Fui Heights. But the heights themselves formed a natural strong point, and Alekseenko's advance was halted at what became the northern anchor of the Japanese line. As the first phase of the Soviet offensive gathered momentum, General Ogisu, the 6th Army's new commander, assessed the situation. Still unaware of Zhukov's strength, he reassured KwAHQ that "the enemy intends to envelop us from our flanks, but his offensive effectiveness is weak… Our positions in other areas are being strengthened. Set your mind at ease." This optimistic report contributed to Kwantung Army's delay in reinforcing the 23rd Division. Some at KwAHQ suspected this might be another limited Soviet push, like Aug 7–8, that would soon end. Others worried it was a diversion prior to a larger offensive and were concerned but not alarmed about Komatsubara's position. On Aug 21–22, Potapov's southern force pierced the Japanese main defense line at several points, breaking the southern sector into segments that the attackers sealed off, encircled, and ground down. Soviet armor, mechanized infantry, and artillery moved swiftly and with deadly efficiency. Survivors described how each pocket of resistance experienced its own hellish period. After the Japanese heavy weapons in a pocket were neutralized, Soviet artillery and tanks gradually tightened the ring, firing at point-blank range over open sights. Flame-throwing tanks incinerated hastily constructed fortifications and underground shelters. Infantry mopped up with grenades, small arms, and bayonets. By the end of Aug 23, Potapov had dismembered the entire Japanese defensive position south of the Holsten River. Only one significant pocket of resistance remained. Meanwhile, Potapov's 8th Armored Brigade looped behind the Japanese, reaching southeast of Nomonhan, some 11 miles east of the river junction, on the boundary claimed by the MPR, and took up a blocking position there athwart the most likely line of retreat for Japanese units south of the Holsten. In those two days, the Japanese center yielded only a few yards, while the northern flank anchored at Fui Heights held firm. Air combat raged over the battlefield. Soviet air units provided tactical support for their armor and infantry, while Kwantung Army's 2nd Air Group strove to thwart that effort and hit the Soviet ground forces. Before Nomonhan, the Japanese air force had not faced a modern opponent. Japanese fliers had roamed largely unchallenged in Manchuria and China from 1931 to 1939. At Nomonhan, the Soviets enjoyed an advantage of roughly 2:1 in aircraft and pilots. This placed an increasingly heavy burden on Japanese air squadrons, which had to fly incessantly, often against heavy odds. Fatigue took its toll and losses mounted. Soviet and Japanese accounts give wildly different tallies of air victories and losses, but an official Japanese assessment after the battle stated, "Nomonhan brought out the bitter truths of the phenomenal rate at which war potential is sapped in the face of superior opposition." As with tank combat, the Soviet air superiority was qualitative as well as quantitative. In June–early July, the Soviet I-16 fighters did not fare well against the Japanese Type 97 fighter. However, in the lull before the August offensive, the Soviets introduced an improved I-16 with armor-plated fuselage and windshield, making it virtually impervious to the Type 97's light 7.7-mm guns. The Japanese countered by arming some planes with heavier 12.7-mm guns, which were somewhat more effective against the new I-16s. But the Soviet pilots discovered that the Type-97's unprotected fuel tank was an easy mark, and Japanese planes began to burn with horrendous regularity. On Aug 23, as Ribbentrop arrived in Moscow to seal the pact that would doom Poland and unleash war in Europe, the situation at Nomonhan was deemed serious enough by Kwantung Army to transfer the 7th Division to Hailar for support. Tsuji volunteered to fly to Nomonhan for a firsthand assessment. This move came too late, as Aug 23–24 proved the crucial phase of the battle. On Tue night, Aug 22, at Japanese 6th Army HQ, General Ogisu ordered a counterattack to push back the Soviet forces enveloping and crushing the Japanese southern flank. Komatsubara planned the counterattack in minute detail and entrusted its execution to his 71st and 72nd Regiments, led by General Kobayashi Koichi, and the 26th and 28th Regiments of the 7th Division, commanded by General Morita Norimasa. On paper this force looked like two infantry brigades. Only the 28th Regiment, however, was near full strength, though its troops were tired after marching about 25 miles to the front the day before. This regiment's peerless commander was Colonel Morita Toru (unrelated to General Morita). The chief kendo fencing master of the Imperial Army, Morita claimed to be invulnerable to bullets. The other three regiments were seriously understrength, partly due to combat attrition and partly because several of their battalions were deployed elsewhere on the front. The forces Kobayashi and Morita commanded that day totaled less than one regiment each. It was not until the night of Aug 23 that deployment and attack orders filtered down to the Japanese regiment, battalion, and company commanders. Due to insufficient truck transport and the trackless terrain, units were delayed reaching their assigned positions in the early morning of Aug 24, and some did not arrive at all. Two battalions of the 71st Regiment did not reach Kobayashi in time; his attack force that morning consisted of two battalions of the 72nd Regiment. Colonel Sumi's depleted 26th Regiment did not arrive in time, and General Morita's assault force consisted of two battalions of the 28th Regiment and a battalion-equivalent independent garrison unit newly arrived at the front. Because of these delays, the Japanese could not reconnoiter enemy positions adequately before the attack. What had been planned as a dawn assault would begin between 9:30 and 10:00 a.m. in broad daylight. The light plane carrying Tsuji on the final leg of his flight from Hsinking-Hailar-Nomonhan was attacked by Soviet fighters and forced to land behind the 72nd Regiment's staging area. Tsuji managed to reach General Kobayashi's command post by truck and on foot, placing him closer to the fighting than he anticipated. Just before the counterattack began, a dense fog drifted across part of the battlefield, obscuring visibility and limiting artillery effectiveness. Using the fog to mask their movement, lead elements of the 72nd Regiment moved toward a distant stand of scrub pines. As they approached, the trees began to move away—the stand was a well-camouflaged Soviet tank force. The tanks then maneuvered to the south, jeopardizing further Japanese advance. As the fog cleared, the Japanese found themselves facing a much larger enemy force. A vastly heavier Soviet barrage answered their renewed artillery fire. Kobayashi and Morita discovered too late that their counterattack had walked into the teeth of far stronger Soviet forces. One account calls it "The Charge of Two Light Brigades."   Kobayashi's 72nd Regiment encountered the Soviet T-34, with its thick sloped armor and 76-mm gun—the most powerful tank in 1939. In addition, the improved Soviet BT-5/7 tanks, powered by diesel, were less prone to ignition. On gasoline-powered vehicles, the Soviets added wire netting over the ventilation grill and exhaust manifold, reducing the effectiveness of hand-thrown gasoline bombs. Japanese infantry regiments suffered near 50% casualties that day. Nearly every battalion and company commander was lost. Kobayashi was gravely wounded by a tank shell fragment and nearly trampled by fleeing troops. He survived the battle and the Pacific War but died in a Soviet POW camp in 1950. Morita's 28th Regiment fared little better. It was pinned down about 500 yards from the Soviet front lines by intense artillery. Unable to advance and not permitted to retreat, Morita's men dug into the loose sand and withstood the bombardment, but were cut to pieces. Shortly after sunset, the remnants were ordered to withdraw, but both regiments were shattered. Tsuji, a survivor, rejoined Komatsubara at his command post. Upon receiving combat reports from the 72nd and 28th Regiments, General Komatsubara "evinced deep anxiety." 6th Army chief of staff Major General Fujimoto Tetsukuma, at Komatsubara's command post, "appeared bewildered," and announced he was returning to headquarters, asking if Tsuji would accompany him. The major declined and later recalled that he and Komatsubara could barely conceal their astonishment at Fujimoto's abrupt departure at such a time. Meanwhile, at the northern end of the line, Colonel Alekseenko's force had been hammering at Fui Heights for 3 days without success. The position was held by about 800 defenders under Lieutenant Colonel Ioki Eiichiro, consisting of two infantry companies; one company each of cavalry, armored reconnaissance, and combat engineers; and three artillery batteries (37-mm and 75-mm guns). The defenders clung tenaciously to the strongpoint created by the heights and their bunkers, inflicting heavy losses on Alekseenko's force. The unexpectedly strong defense disrupted the timing of the entire Soviet offensive. By Aug 23, Zhukov was exasperated and losing patience with the pace in the north. Some of Zhukov's comrades recall a personable chief who played the accordion and urged singing during happier times. Under stress, his harshness and temper surfaced. Zhukov summoned Alekseenko to the telephone. When the northern commander expressed doubt about storming the heights immediately, Zhukov berated him, relieved him on the spot, and entrusted the attack to Alekseenko's chief of staff. After a few hours, Zhukov called again and, finding that the new commander was slow, fired him as well and sent a staff member to take charge. Accounts record that his tirades sometimes included the phrase "useless bag of shit," though others note harsher language was used toward generals who did not meet expectations. That night, reinforced by the 212th Airborne Regiment, heavier artillery, and a detachment of flame-throwing tanks, the northern force renewed its assault on Fui Heights. The battered Japanese defenders were thoroughly overmatched. Soviet artillery fired at two rounds per second. When the last Japanese artillery was knocked out, they no longer could defend against flame-throwing tanks. From several miles away, Colonel Sumi could see the heights shrouded in black smoke and red flames "spitting like the tongues of snakes."  After Aug 22, supply trucks could no longer reach Fui Heights. The next afternoon, Colonel Ioki's radio—the last link to the 23rd Division—was destroyed. His surviving men fought on with small arms and grenades, repelling Soviet infantry with bayonet charges that night. By the morning of Aug 24, Ioki had about 200 able-bodied men left of his original 800. Soviet tanks and infantry had penetrated defenses at several points, forcing him to constrict his perimeter. Red flags flew on the eastern edge of the heights. Ioki gathered his remaining officers to discuss last measures. With little ammunition and almost no food or water, their situation seemed hopeless. But Ioki insisted on holding Fui Heights to the last man, arguing that the defense should not be abandoned and that orders to break out should come only with reinforcements and supplies. Some subordinates urged retreat. Faced with two dire options, Ioki drew his pistol and attempted suicide, but a fellow officer restrained him. Rather than see his men blown to bits, Ioki decided to abandon Fui Heights and retreat east. Those unable to walk received hand grenades with the injunction to blow themselves up rather than be captured. On the night of Aug 24–25, after moonrise, the remaining resistance at the heights was quelled, and Soviet attention shifted south. Ioki's battered remnant slipped out and, the next morning, encountered a Manchukuoan cavalry patrol that summoned trucks to take them to Chaingchunmiao, forty miles away. Russians occupying Fui Heights on Aug 25 counted the corpses of over 600 Japanese officers and men. After securing Fui Heights, the Soviet northern force began to roll up the Japanese northern flank in a wide arc toward Nomonhan. A day after the fall of Fui Heights, elements of the northern force's 11th Tank Brigade linked up with the southern force's 8th Armored Brigade near Nomonhan. A steel ring had been forged around the Japanese 6th Army. As the Japanese northern and southern flanks dissolved under Zhukov's relentless assaults, Komatsubara's command ceased to exist as an integrated force. By Aug 25 the Japanese lines were completely cut, with resistance remaining only in three encircled pockets. The remnants of two battalions of General Morita's "brigade" attempted a renewed offensive on Aug 25, advancing about 150 yards before being hammered by Soviet artillery and tanks, suffering heavier casualties than the day before. The only hope for the surrounded Japanese troops lay in a relief force breaking through the Soviet encirclement from the outside. However, Kwantung Army was spread thin in Manchuria and, due to a truck shortage, could not transport the 7th Division from Hailar to the combat zone in time. By Aug 26 the encirclement had thickened, with three main pockets tightly invested, making a large-scale breakout nearly impossible. Potapov unleashed a two-pronged assault with his 6th Tank Brigade and 80th Infantry Regiment. Japanese artillery from the 28th Regiment temporarily checked the left wing of the armored attack, but the Soviet right wing overran elements of Sumi's 26th Regiment, forcing the Japanese to retreat into a tighter enclave. Morita, the fencing-master commander who claimed to be immune to bullets, was killed by machine-gun fire while standing atop a trench encouraging his men. The Japanese 120-mm howitzers overheated under the August sun; their breech mechanisms swelled and refused to eject spent casings. Gunners had to leap from behind shelter to ram wooden rods down the barrels, drastically reducing rate of fire and life expectancy. Komatsubara's artillery units suffered a bitter fate. Most were deployed well behind the front lines with their guns facing west toward the Halha. As the offensive developed, attackers often struck the batteries from the east, behind them. Even when crews could turn some guns to face east, they had not preregistered fields of fire there and were not very effective. Supporting infantry had already been drawn off for counterattacks and perimeter defense. One by one, Japanese batteries were smashed by Soviet artillery and tanks. Crews were expected to defend their guns to the last man; the guns themselves were treated as the unit's soul, to be destroyed if captured. In extremis, crews were to destroy sensitive parts like optics. Few survived. Among those who did was a PFC from an annihilated howitzer unit, ordered to drive one of the few surviving vehicles, a Dodge sedan loaded with seriously wounded men, eastward to safety during the night. Near a Holsten River bridge he encountered Soviet sentries. The driver hesitated, then honked his horn, and the guards saluted as the sedan sped past. With water supplies exhausted and unable to reach the Halha or Holsten Rivers, the commander of the easternmost enclave ordered his men to drain radiator water from their vehicles. Drinking the foul liquid, at the cost of immobilizing their remaining transport, signaled that the defenders believed their situation was hopeless. On Aug 27 the rest of the Japanese 7th Division, two fresh infantry regiments, an artillery regiment, and support units totaling barely 5,000 men—reached the northeastern segment of the ring around Komatsubara. One day of hard fighting revealed they lacked the strength to break the encirclement. General Ogisu ordered the 7th Division to pull back and redeploy near his own 6th Army headquarters, about 4 miles east of Nomonhan and the border claimed by the enemy. There would be no outside relief for Komatsubara's forces. Throughout Aug 27–28, Soviet aircraft, artillery, armor, and infantry pounded the three Japanese pockets, compressing them into ever-smaller pockets and grinding them down. The surrounded Japanese fought fiercely and inflicted heavy casualties, but the outcome was inevitable. After the remaining Japanese artillery batteries were silenced, Soviet tanks ruled the battlefield. One by one, major pockets were overrun. Some smaller groups managed to slip through Soviet lines and reach safety east of the border claimed by the MPR, where they were left unmolested by the Red Army. Elements of Potapov's 57th and 82nd Divisions eliminated the last remnants of resistance south of the Holsten by the evening of Aug 27. North of the Holsten, during the night of Aug 28–29, a group of about 400 Japanese tried to slip east through the Soviet lines along the riverbank. They were spotted by the 293rd Regiment (57th Division), which struck them. The fleeing Japanese refused to surrender and were wiped out attempting to recross the Holsten.   Japanese soldiers' refusal to surrender is well documented. Surrender was considered dishonorable; the Army Field Manual was silent on surrender. For officers, death was not merely preferable to surrender; it was expected, and in some cases required. The penal code (1908, not revised until 1942) stated that surrender was dereliction of duty; if a commander did his best to resist, imprisonment could follow; if not, death. Stemming from Bushido, regimental colors were treated as sacred. On the afternoon of Aug 28, with much of his 64th Regiment destroyed, Colonel Yamagata saw no alternative but to burn the regimental colors and then commit suicide. Part of the flagpole had been shattered; the chrysanthemum crest damaged. Yamagata, Colonel Ise (artillery regimental commander), an infantry captain, a medical lieutenant, and a foot soldier—the last survivors of the headquarters unit—faced east, shouted "banzai" for the emperor, drenched the pennant in gasoline, and lit it. Yamagata, Ise, and the captain then shot themselves. The flag and crest were not entirely consumed, and the unburned remnants were buried beneath Yamagata's unmarked body. The medical officer and the soldier escaped and reported these rites to 6th Army HQ, where the deaths of the two colonels were mourned, but there was concern over whether the regimental colors had been entirely destroyed. On Aug 29, Lieutenant Colonel Higashi Muneharu, who had taken command of the 71st Regiment, faced the same dilemma. The regimental standard was broken into four pieces and, with the flag and chrysanthemum crest, drenched with fuel and set on fire. The fire kept going out, and the tassels were especially hard to burn. It took 45 minutes to finish the job, all under enemy fire. Afterward, Higashi urged all able to join him in a suicide charge, and the severely wounded to "kill themselves bravely when the enemy approached." Soviet machine-gun fire and grenades felled Higashi and his followers within moments. When it became clear on Aug 29 that all hope was lost, Komatsubara resolved to share the fate of his 23rd Division. He prepared to commit suicide, entrusted his will to his aide, removed his epaulets, and burned his code books. General Ogisu ordered Komatsubara to save himself and lead as many of his men as possible out of the encirclement. Shortly before midnight on Aug 30, the bulk of the Soviet armor briefly pulled back to refuel and resupply. Some of the Soviet infantry also pulled back. Komatsubara and about 400 survivors of his command used the opportunity to slip through the Soviet lines, guiding wounded by starlight to safety at Chiangchunmiao on the morning of Aug 31. Tsuji was among the survivors. In transit, Komatsubara was so distraught he needed to be restrained from taking his own life. A fellow officer took his pistol, and two sturdy corporals helped to support him, preventing him from drawing his sword. On August 31, Zhukov declared the disputed territory between the Halha River and the boundary line through Nomonhan cleared of enemy troops. The Sixth Army had been annihilated, with between 18,000 and 23,000 men killed or wounded from May to September (not counting Manchukuoan losses). The casualty rate in Komatsubara's 23rd Division reached 76%, and Sumi's 26th Regiment (7th Division) suffered 91% casualties. Kwantung Army lost many of its tanks and heavy guns and nearly 150 aircraft. It was the worst military defeat in modern Japanese history up to that time. Soviet claims later put total Japanese casualties at over 50,000, though this figure is widely regarded as inflated. For years, Soviet-MPR authorities claimed 9,284 casualties, surely an underestimate. A detailed unit-by-unit accounting published in Moscow in 2002 put Soviet losses at 25,655 (9,703 killed, 15,952 wounded), plus 556 MPR casualties. While Soviet casualties may have exceeded Japanese losses, this reflects the fierceness of Japanese defense and questions Zhukov's expenditutre of blood. There was no denying, however, that the Red Army demonstrated substantial strength and that Kwantung Army suffered a serious defeat. Knowledgeable Japanese and Soviet sources agree that given the annihilation of Komatsubara's forces and the dominance of Soviet air power, if Zhukov had pressed beyond Nomonhan toward Hailar, local Japanese forces would have fallen into chaos, Hailar would have fallen, and western Manchuria would have been gravely threatened. But while that might have been militarily possible, Moscow did not intend it. Zhukov's First Army Group halted at the boundary line claimed by the MPR. A Japanese military historian notes that "Kwantung Army completely lost its head." KwAHQ was enraged by the battlefield developments. Beyond the mauling of the Sixth Army at Nomonhan, there was anxiety over regimental colors. It was feared that Colonel Yamagata might not have had time to destroy the imperial crest of the 64th Regiment's colors, which could have fallen into Soviet hands. Thousands of dead and wounded littered the field. To preserve "face" and regain leverage, a swift, decisive counterstroke was deemed necessary. At Hsinking, they decided on an all-out war against the USSR. They planned to throw the 7th, 2nd, 4th, and 8th Divisions into the Sixth Army, along with all heavy artillery in Manchukuo, to crush the enemy. Acknowledging shortages in armor, artillery, and air power, they drafted a plan for a series of successive night offenses beginning on September 10. This was viewed as ill-advised for several reasons: September 10 was an unrealistic target given Kwantung Army's limited logistical capacity; it was unclear what the Red Army would be doing by day, given its superiority in tanks, artillery, and air power; autumn would bring extreme cold that could immobilize forces; and Germany's alliance with the Soviet Union isolated Japan diplomatically. These factors were known at KwAHQ, yet the plan proceeded. Kwantung Army notified AGS to "utilize the winter months well," aiming to mobilize the entire Japanese Army for a decisive spring confrontation. However, the Nomonhan defeat coincided with the Hitler-Stalin pact's diplomatic fallout. The push for close military cooperation with Germany against the Soviet Union was discredited in a single week. Defeated and abandoned by Hitler, pro-German, anti-Soviet policy advocates in Tokyo were furious. Premier Hiranuma Kiichiro's government resigned on August 28. In response, more cautious voices in Tokyo asserted control. General Nakajima, deputy chief of AGS, went to Hsinking with Imperial Order 343, directing Kwantung Army to hold near the disputed frontier with "minimal strength" to enable a quick end to hostilities and a diplomatic settlement. But at KwAHQ, the staff pressed their case, and Nakajima eventually approved a general offensive to begin on September 10. The mood at KwAHQ was ebullient. Upon returning to Tokyo, Nakajima was sternly rebuked and ordered to stand down. General Ueda appealed to higher authority, requesting permission to clear the battlefield and recover the bodies of fallen soldiers. He was denied and later relieved of command on September 6. A reshuffle followed at KwAHQ, with several senior officers reassigned. The Japanese Foreign Ministry directed Ambassador Togo Shigenori to negotiate a settlement in Moscow. The Molotov-Togo agreement was reached on September 15–16, establishing a temporary frontier and a commission to redemarcate the boundary. The local cease-fire arrangements were formalized on September 18–19, and both sides agreed to exchange prisoners and corpses. In the aftermath, Kwantung Army leadership and the Red Army leadership maintained tight control over communications about the conflict. News of the defeat spread through Manchuria and Japan, but the scale of the battle was not fully suppressed. The Kwantung Army's reputation suffered further from subsequent punishments of officers deemed to have mishandled the Nomonhan engagement. Several officers were compelled to retire or commit suicide under pressure, and Ioki's fate became a particular symbol of the army's dishonor and the heavy costs of the campaign. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. In August 1939, Soviet General Georgy Zhukov launched a decisive offensive against Japanese forces at Nomonhan. Under cover of darkness, Soviet troops crossed the Halha River, unleashing massive air and artillery barrages on August 20. Fierce fighting ensued, with failed Japanese counterattacks, the fall of Fui Heights, and annihilation of encircled pockets by Soviet tanks and infantry. 

The Institutional Investor piece recounts how JPMorgan Chase faced intense scrutiny over its long relationship with Jeffrey Epstein, who was awaiting trial on federal sex-trafficking charges when he died in 2019. Citing a New York Times investigation, the article explains that JPMorgan's compliance staff had recommended ending Epstein's accounts after his 2008 conviction for soliciting a minor, but senior management resisted and kept him as a profitable private-banking client until 2013. Internal debate over whether to cut ties was reportedly heated, with at least one compliance officer quitting and top executives ultimately overruling warnings about legal and reputational risk.The article also highlights how Epstein leveraged relationships inside the firm — particularly with executives like Jes Staley, who helped bring Epstein connections and business — to maintain his access despite red flags. It notes that Epstein's network helped JPMorgan win wealthy clients and deals, which complicated internal efforts to drop him. JPMorgan publicly pushed back against the Times report, with spokespeople denying senior leaders overruled compliance to retain Epstein. The bank eventually ended the relationship amid heightened regulatory scrutiny and changes in leadership, but the episode raised questions about how Wall Street institutions balance risk, reputation, and money.to contact me:bobbycapucci@protonmail.com

Have you ever earned the internal promotion you worked for… and felt nothing?   No adrenaline. No goosebumps. Saw the announcement go out and went back to whatever you were doing prior.   There's a reason that happens, especially at Senior Director, VP, and C-Suite levels.   And it has nothing to do with compensation.   I break it down in today's podcast episode.   FREE TRAINING Register for The Catapult Your Career Bootcamp (http://thecatapultbootcamp.com) WORK WITH US Join the Catapult Your Career Program (http://cycprogram.com) GET IN TOUCH Linkedin: https://www.linkedin.com/in/stellaodogwu/ Instagram: https://www.instagram.com/_intelle/ Email: contact@intelle.us Text: 949-519-4554

As China becomes increasingly opaque, how can Taiwan maintain a clear-eyed perspective? We are joined by Professor Tao to dissect the China Monitoring Report by Thinking Taiwan Foundation. They move past the headlines to analyze 50 indicators across economy, finance, and society, revealing a dual-speed reality and rising systemic social unrest. [03:00] Thinking Taiwan 2.0: Former President Tsai Ing-wen's platform for policy analysis [05:53] The 50-Indicator Framework [16:16] Dual-Speed Economy: Record exports vs. trapped savings [20:30] How China's low consumption triggers global de-industrialization [22:05] Record-low birth rates and the rise of "systemic unfairness" grievances [30:50] Why Xi prioritizes military/tech over social welfare stimulus Host: Kwangyin Liu, Deputy Managing Editor of CommonWealth Magazine Guest: Yifen Tao, Associate Professor of National Taiwan University Producers: Yayuan Chang, Weiru Wang ＊Read more: https://english.cw.com.tw ＊Share your thoughts：bill@cw.com.tw Powered by Firstory Hosting

Today, listeners get an inside look at how one institution is moving from AI experimentation to structured implementation. Mallory sits down with Joe Manok, Vice President of Advancement at Clark University and founder of GlobalPhilanthropy.ai, to unpack how his team is building seven purpose-built AI agents with governance, budgets, and human oversight built in from day one. Rather than chasing hype around AI in higher education, Joe outlines a disciplined, ethical, and ROI-focused approach to deploying AI agents in advancement. This episode is a must-listen for enrollment marketers, advancement leaders, and higher ed innovators looking for a practical roadmap to scale impact without sacrificing trust. Related Article: Lessons from Morgan Stanley - - - -Connect With Our Host:Mallory Willsea https://www.linkedin.com/in/mallorywillsea/https://twitter.com/mallorywillseaAbout The Enrollify Podcast Network:The Higher Ed Pulse is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too!Enrollify is made possible by Element451 — The AI Workforce Platform for Higher Ed. Learn more at element451.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Internal medicine physician Corinne Sundar Rao discusses her article "Physician on-call compensation: the unpaid labor driving burnout." Corinne argues that the term "call" is a euphemism used to extract free labor from employed physicians who no longer own their practices. She highlights the discrepancy between the historical obligation of private owners and the modern reality of hospital employees who face legal responsibility and sleep deprivation without compensation. The conversation contrasts the regulated rest of pilots and truck drivers with the expectation that surgeons work overnight and operate the next day. Corinne calls on administrators to treat call as measurable, billable work with mandatory post-call rest to stop the exodus of medical professionals. Discover why changing the language of labor is the first step to fixing the burnout crisis. Partner with me on the KevinMD platform. With over three million monthly readers and half a million social media followers, I give you direct access to the doctors and patients who matter most. Whether you need a sponsored article, email campaign, video interview, or a spot right here on the podcast, I offer the trusted space your brand deserves to be heard. Let's work together to tell your story. PARTNER WITH KEVINMD → https://kevinmd.com/influencer SUBSCRIBE TO THE PODCAST → https://www.kevinmd.com/podcast RECOMMENDED BY KEVINMD → https://www.kevinmd.com/recommended

President Trump's State of the Union address, Iran's internal unrest, America's military buildup near Iran, and staying with a church through war in Ukraine. Plus, a parade lion prowls for criminals in Bangkok, Cal Thomas on the president's response to a Supreme Court defeat, and the Tuesday morning newsSupport The World and Everything in It today at wng.org/donateAdditional support comes from Ridge Haven Camp in North Carolina and Iowa. Summer Camp registration open now at ridgehaven.orgFrom the Joshua Program at St. Dunstan's Academy in the Blue Ridge Mountains: work, prayer, and adventure for young men. stdunstansacademy.orgAnd from Planted Gap Year, where young adults combine Bible classes, hands-on farming, and outdoor adventure. More at plantedgapyear.org

Jonathan Schanzer, Executive Director of the Foundation for Defense of Democracies, discusses the massive USarmada near Iran and whether military pressure or internal protests can force the regime to negotiate on missiles and proxies. 7.1896 OMAN

Jonathan Sayeh describes growing internal Iranian dissent, where students favor a pre-1979 Persian identity and the Crown Prince over the current "occupying" Islamic Republic of Iran. 9.