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Join us for today's PowerPoint as Pastor Jack Graham continues the study in the book of Acts. It's easy to walk away from the Church when you are not plugged in, he says. We must be “all in.” Pastor Graham challenges us to be like the early believers who transformed the culture because they were fully engaged and therefore empowered to live the Christian life. To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

MOPs & MOEs is proudly sponsored by Teamworks — the performance operations platform trusted by elite military units and professional sports organizations worldwide. Teamworks brings your scheduling, communications, athlete monitoring, and readiness data into one unified system — so your leaders stay informed, your people stay connected, and your unit stays ready. No more scattered spreadsheets or missed messages. Just one platform built for organizations where performance is the mission. Learn more at teamworkstactical.comWe are also supported by TrainHeroic — the coaching and programming platform built for strength and conditioning coaches who train serious athletes. Whether you're programming for a military unit, a tactical team, or individual athletes, TrainHeroic gives you the tools to build and deliver professional training programs, track athlete progress, and communicate directly with your people — all through one app. Your athletes get world-class programming on their phone; you get the visibility to actually coach them. Start your free trial at trainheroic.comArmy Fitness Drama, R2 Gets Cut, and the Job Board Blows UpDrew is sick. It's not COVID. Apparently nobody cares about COVID anymore, which was news to him. Regardless, this week had more going on than either of them planned for.What we get into:The R2 contract got cut to shreds. A lot of people who work in Ready and Resilient performance centers found out they were losing their jobs, which is genuinely rough — and made worse by the fact that their employer almost certainly saw it coming and didn't say anything. Drew and Alex both feel for the folks caught in that. Alex is also pretty skeptical of the R2 program in general, and he explains why without holding back. The PT test rumors. The Vice Chief of Staff and Sergeant Major of the Army said it was all fake news at the Maneuver Warfighter Conference. Alex's take: that's not true, and it's fine to backtrack when you see the reaction, but let's not pretend it wasn't a thing. The specific rumor — remove the deadlift, remove the sprint drag carry, speed up the run times until it's basically the APFT — is what we're working with. And if your new Army fitness culture mirrors the Air Force fitness culture, Alex has some thoughts on that.The deadlift should stay. The National Guard lieutenant who was considered one of the fittest soldiers in his state, by APFT standards, who threw out his back deadlifting 65 pounds on day one of the master fitness trainer course. Every soldier at some point picks up and carries heavy awkward stuff in chaotic environments. Testing that is not optional.The sprint drag carry is in a weird gray area. A lot of people online are saying it's the most operationally relevant event. What they mean is it has the highest face validity — it looks the coolest and most military. Whether that's the same thing is a longer conversation.The closer lands on something worth sitting with. Alex argues that no amount of data will fix the perception that human performance is a luxury program. What will fix it is senior leaders who experienced H2F firsthand — as battalion and brigade commanders — moving into higher positions and advocating from personal experience rather than a PowerPoint.And on the job board: we launched a talent network this week, the R2 situation sent a wave of people to it, and it turns out cognitive performance is the discipline least likely to have salary listed. Zero out of 61 jobs. Zero.Mentioned in this episode:MOPs & MOEs job board — mopsnmoes.com/jobsAlex's R2 blog article Jón Páll Sigmarsson — there's no reason to be alive if you can't deadliftGeneral Frost — early ACFT and H2F rolloutLong and Strong — the Mops and Moes training program on TrainHeroic Views expressed are those of the speakers and do not represent any official organization.

Send us Fan MailOne tiny decision can feel meaningless, and that's exactly why it's so dangerous. We kick off this Five-Minute Friday with a simple gut-check: every day you get to choose the betterment of yourself or the worse version of yourself. Call it mindset, call it discipline, call it personal development, but the question stays the same: are you growing or are you dying?To make it real, we borrow a concept most people only connect to money: compound interest. Early on, compounding looks slow, almost invisible. Later, it starts stacking so fast it feels like momentum came out of nowhere. We walk through how that same compounding effect shows up in business growth, skill building, health, and relationships, and why the gap between a “good” day and a “bad” day can be as small as 101 versus 99. You won't feel that difference today, but stack enough 101 days and the long-term results are impossible to ignore.We also get practical about how to win at all levels, even when life is busy or you're on vacation: do the small things that set you up for success and fill up your cup. If you want the slides behind the compound effect breakdown, DM Jordan F Edwards on Instagram and message “five minute” and we'll send over the presentation.If this hit home, subscribe, share it with a friend who needs a push, and leave a review. What's your 1% move today?DM on Instagram: JordanFEdwards "5 Min" for a Powerpoint on 1% Better! To Reach Jordan:Email: Jordan@Edwards.Consulting Youtube:https://www.youtube.com/channel/UC9ejFXH1_BjdnxG4J8u93ZwFacebook: https://www.facebook.com/jordan.edwards.7503Instagram: https://www.instagram.com/jordanfedwards/Linkedin: https://www.linkedin.com/in/jordanedwards5/Hope you find value in this. If so please provide a 5-star and drop a review.Complimentary Edwards Consulting Session: https://tidycal.com/m4j6dvm/breakthrough-strategy-session

On today's PowerPoint, Pastor Jack Graham focuses on “The Message” – salvation through Jesus Christ. Pastor Graham recounts when the Church was born and how Simon Peter stood before the congregation and proclaimed this message: Jesus saves. And today, it is still the message we must all share. To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

Today on PowerPoint, we kick off the new series “The Power of Spiritual Engagement.” In his message “Powering Up,” Pastor Jack Graham tells us that many Christians do not know the power of God in their lives and therefore, they are not giving a powerful signal of the Gospel of Jesus Christ. It's time to power up! To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

Send us Fan MailIn S7 E 5 I am delighted to welcome Dr Andrew Tagg to continue our theme of communication and expand or thinking and doing in presenting. Andrew is an emergency physician with a special interest in paediatrics, and one of the co-founders of the website Don't Forget The Bubbles. He wears many hats with a portfolio career that spans clinical medicine, workforce wellbeing leadership, education and research and as faculty for the DFTB international conference and globally renowned paediatric education platform. Andrew  spends much of his time thinking, and now writing, about the art and practice of effective  communication in medicine and healthcare. In this conversation we dive deeper into his most recent creation Speak Human, a newsletter dedicated to this topic.We explore some of the frameworks, practical ideas and content of his newsletter and workshops. He challenges some of our ( my) pre-existing thinking and practice in this area and I left with truly practical and actionable ideas to work with.Some of my takeaways on Speaking Human and Building a Talk That Lands Start with the message -  what are the one or two things you actually want them to take away? Distil ruthlessly. No pain by PowerPoint.Use What → So What → Now What to build and test every point. Rather than “what do I want to say?” start asking “what do I want them to hear and why should they care?”Make it concrete, not abstract - a can of cola communicates a newborn's circulating blood volume better than any number doesAudiences feel your nervous system before they hear your words - manage your own state first.The Power of the Pause - silence can one of the hardest but most powerful tools a speaker hasUse AI as a tool to augment your content and make resources more accessible to your audience.    Fundamentally you are not the audience, and you're there to serve them - know what you want them to learn, feel, and take away, and make it easy for themThank you Andrew. I learned so much in this session. You can learn more from Andrew and about his work by subscribing to his Speak Human Newsletter linked below. Links and References:Speak Human newsletter: https://www.andrewjtagg.com/newsletterThe infamous Lego study: “Everything is awesome: Don't forget the Lego” — Tagg, A., Roland, D., Leo, G.S., Knight, K., Goldstein, H., Davis, T. and on behalf of Don't Forget The Bubbles (2019), J Paediatr Child Health, 55: 921-923: https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpc.14309Andrew's Emotional Contagion Talk:Don't Forget The Bubbles — “Mirror, Mirror”: https://dontforgetthebubbles.com/mirror-mirror/Access the full context from CCIM 2026 including the audio context from Andrew's workshop "Speak So People Listen"Creative Careers in Medicine 2026 — Metamorphosis: https://creativecareersinmedicine.vhx.tv/checkout/ccim-2026-metamorphosis/purchaseThe Mind Full Medic Podcast is proudly sponsored by the MBA NSW-ACT Find out more about the charitable organisation supporting doctors and their families and/ or donate today at www.mbansw.org.auDisclaimer: The content in this podcast is not intended to constitute or be a substitute for professional medical advice, diagnosis or treatment. Always seek the advice of your doctor or other qualified health care professional. Moreover views expressed here are our own and do not  necessarily reflect those of  our employers or other official organisations. 

Keith welcomes back macroeconomist Richard Duncan of Macro Watch to examine where mortgage rates are headed and what's driving them there.  Duncan explains how the U.S. shifted from capitalism to what he calls "creditism" after the dollar left gold in 1971, and why today's AI investment boom, rising defense spending, and a $40 trillion national debt are all pointing inflation and interest rates in the same direction.  He also makes the case for rental property on land as a long-term inflation hedge, and answers a question many have asked: if the government can print currency, why does it collect taxes?  Episode Page: GetRichEducation.com/623 For access to properties or free help with a GRE Investment Coach, start here: GREmarketplace.com GRE Free Investment Coaching: GREinvestmentcoach.com Get mortgage loans for investment property: RidgeLendingGroup.com or call 855-74-RIDGE  or e-mail: info@RidgeLendingGroup.com Invest with Freedom Family Investments.  For predictable 10-12% quarterly returns, visit FreedomFamilyInvestments.com/GRE or text  FAMILY to 66866  Join Mid South Home Buyers' one-time, free live webinar featuring Keith Weinhold on September 30 at GetRichEducation.com/MidSouth to learn how Memphis' economic expansion could create new real estate investment opportunities, and have your questions answered in real time. Will you please leave a review for the show? I'd be grateful. Search "how to leave an Apple Podcasts review"  For advertising inquiries, visit: GetRichEducation.com/ad Best Financial Education: GetRichEducation.com Get our wealth-building newsletter free— GREletter.com  Our YouTube Channel: www.youtube.com/c/GetRichEducation Follow us on Instagram: @getricheducation Complete episode transcript:   Keith Weinhold  0:01   Welcome to GRE. I'm your host Keith Weinhold. You're going to get a good idea of where future mortgage rates are headed as we're talking to one of the world's most brilliant macroeconomists today. Will AI be more inflationary or deflationary? And the profundity of how we're on the brink of moving into a completely new economic system today on Get Rich Education. What if I told you that one of America's strongest cash flow real estate markets is also becoming the new brains and brawn behind AI? That city is Memphis, believe it or not. In September 30th, we're going to show you why the smart money is paying attention now, along with an investing opportunity you won't want to miss. Join me, Terry Kerr and Matthew Van Horn of Mid South Home Buyers, the largest turnkey company in Memphis with more than 6000 homes under management, for a free live webinar the likes of which I've never done before. We're going to look at what billions in new investment could mean for jobs, housing demand, neighborhood appreciation, and your portfolio. Everyone who attends live will also get exclusive access to the best deal terms Mid South has ever offered. Reserve your free seat at getricheducation.com/midsouth again. that september 30. Don't say we didn't tell you. Save your spot at getricheducation.com/midsouth.   Speaker 1  1:34   You're listening to the show that has created more financial freedom than nearly any show in the world. This is Get Rich Education.   Keith Weinhold  1:50   Welcome to GRE from Lancaster, Pennsylvania, to Lancaster, California, and across 188 nations worldwide. I'm Keith Weinhold. You're listening to Get Rich Education, and I really appreciate that you're here. Yes, those two cities, though spelled the same, are pronounced differently. Framing this entire episode today with our brilliant guest, you'll learn which direction future mortgage rates are probably going to move, and it's decidedly either going to be higher or lower. You'll get a clear answer. Now I've said that trying to predict mortgage rates definitively is foolish. We're only talking about probabilities today. Look, have you ever wondered if the government can just print its own currency? Then why do they have to collect taxes from us. We're going to get that answer today. Back in 1971, the U.S. economy left a system of capitalism, in fact, and embarked on a journey of creditism as defined by today's guest. Well, now we're about to leave creditism. You'll learn what is poised to replace it, and it is an AI-fueled answer. You know, to prep you with some context today, I've said it here before. But when you start talking about the enormity of a national economy, the words billion and trillion start to get thrown around a lot. A trillion seconds ago, you know how long ago that was. That takes you further back than the Roman Empire, because a trillion seconds is 31,700 years. Well, 31,700 years ago, that is just about as far back as when the plains of Europe were being roamed by Neanderthals. Yeah, that was a trillion seconds ago. Coming up on the show here, the man who wrote the book on the Pareto principle 30 years ago. That's the 80-20 principle, where 20% of your effort yields 80% of the results. We'll talk to him and learn how those insights can improve your life on a different upcoming episode.   Keith Weinhold  4:08   Here, the book Rich Dad Poor Dad was originally written by two authors. One of those two was Robert Kiyosaki. We had Kiyosaki on the show here with us in June, and by the way, the New York Post recently wrote an article, and they cited the Get Rich Education podcast in how Kiyosaki revealed on the show here that he is 1.2 billion dollars in debt. You can find that in the September 1st edition of the New York Post. That's the June 1st episode of the Get Rich Education podcast that they're citing. Well, a lot of people they don't know who the other author of Rich Dad Poor Dad is, but we're going to have her here with us on the show soon. So some really fascinating episodes coming up. Let's meet today's guest. Returning this week is one of the foremost macroeconomic minds in the world. He was this show's first ever guest nearly 12 years ago on episode seven. A prolific author, he publishes the popular video series Macro Watch at RichardDuncaneconomics.com, and he's really influential. For example, not long ago, he presented his economic policy proposals to congressional members of the House Ways and Means Committee. Hey, it's a warm Get Rich Education. Welcome back to the incomparable Richard Duncan.   Richard Duncan  5:39   Thank you, Keith. Thank you for having me back on.   Keith Weinhold  5:42   I don't know if you and the audience are ready for this. This is some perspective. It recently made news when the U.S. hit its national public debt milestone of $40 trillion. When Richard made his GRE debut here in November of 2014, it was $18 trillion. That national debt has more than doubled since you were first here, Richard.   Richard Duncan  6:07   That's right. The government has been playing probably the leading role in keeping the economy growing, and a couple of times since then has played the sole role in preventing a new Great Depression in the aftermath of the crisis of 2008 and during COVID, it's the massive government budget deficits, often more than a trillion dollars a year. Last couple of years, it's been 1.8 trillion dollars. That's been driving the economy, and whenever it needs some additional support, the Fed steps in and creates a few trillion dollars here and there, and combined they've been keeping the economy growing and, in fact, booming. And wealth has absolutely exploded as a result of the government spending and the Fed money creation. In 2008, the total wealth of all the Americans net worth $60 trillion. Now, it's tripled to $180 trillion. That that is a direct result of the government's intervention through budget deficits and paper money creation by the Fed.   Keith Weinhold  7:14   I will call that the world's least desirable investment portfolio minus 40 t. That is one way to think about it, but when you bring up interventionism, you know something I shared with the audience about a month ago, Richard. It is just remarkable to think about all the crises we've had just since 2020. We had COVID, we had Russia's invasion of Ukraine, we had Israel, Gaza. We had tariffs. Now we've got the war in Iran, and what is the result of all this? Largely due to government interventionism. Oh, both the stock market and real estate market in the U.S. are near all-time highs.   Richard Duncan  7:54   Who would have imagined? But things work very differently now than they did in the old days when money was backed by gold, and the Fed and the government played a much smaller role in the economy. It's a different world now. That was capitalism. This is creditism. Our new economic system is driven by credit growth, and whenever necessary, the government steps in with massive budget deficits, and the Fed steps in with massive money creation to make sure that credit keeps expanding and the economy keeps growing, because if credit doesn't keep expanding, if it even dips a little bit like it started to in 2009, then the whole bubble implodes and we repeat the 1930s Great Depression, probably followed by what happened in the 1940s.   Keith Weinhold  8:39   This is interesting. When you were first here 12 years ago. You talked about how society isn't so much capitalism that it's creditism, and you expounded on that. And before we're done, I know that we have now morphed into a new ism, post-creditism that Richard is going to share with us, it's fascinating. But Richard, since you were last here, the Iran War is new. It's been going on for over six months now. So I'd like to get your thoughts on that, and principally, if the Iran War is going to create lasting inflation or only a temporary energy spike. What are your thoughts?   Richard Duncan  9:20   Let's broaden this out. I know that your listeners are very interested in in real estate, and of course that's very impacted by interest rates. And interest rates are impacted, of course, primarily by inflation. So it is true that the Iran war is pushing up energy prices, and that's pushing up inflation. It's not just Iran alone. Before that, we had trade tariffs, and that's pushing up inflation. And on top of that, we've simultaneously got this extraordinary AI investment boom, and the investment by the hyperscalers is just mind-boggling. The four biggest hyperscalers-Amazon, Alphabet, Microsoft, and Meta-they're expected just the four of them to invest something close to $750 billion this year. 750 billion, just four of them. Now, to put that into perspective, the U.S. military, in one year, the most recent year, only spends half that much on procurement and research and development, roughly 320 billion. You've got these four hyperscalers spending twice as much as the U.S. military does on procurement and research and development. That is just hard to wrap your mind around, and of course, that's pushing up everything from the cost of memory chips to electrical equipment, the cost of electricity itself, power generation equipment, and all the kinds of materials that go into building data centers. So that's another source of inflation. And then there is this wealth effect that I just referred to a minute ago. Wealth has tripled from $60 trillion to $180 trillion since 2008. All that wealth is giving a lot of rich people a lot of money to spend on a very large scale, and that also is inflationary. So all of those things are inflationary, and none of them seem to be going away in the immediate future. Now, on top of that, the inflation is not the only thing that is affecting the interest rates. Other things are affecting the interest rates as well. For instance, the budget deficit this year looks like the U.S. budget deficit is going to be quite close to $2 trillion. So that will be $2 trillion of government borrowing, and this doesn't look like it's going to go down anytime soon either. President Trump is requesting $1.5 trillion for the total defense budget in fiscal year 2027, which starts in October. That's up from just $900 billion in fiscal year 2025, so that's a huge increase in military spending, which makes the percent-   Keith Weinhold  9:20   Increase plus, y   Richard Duncan  10:52   Going to keep growing, and that spending will be inflationary as well. But so the government is going to have to borrow, so the demand for money from the government is enormous, and as I've just mentioned, because of the AI boon, the hyperscalers and many of the other companies in the AI industry or related to the AI industry, they're also tapping the bond market on a very large scale. So demand for borrowing from these AI-related companies, the demand is pushing up interest rates. This is not directly related to inflation, so you've got a lot of demand for borrowing from the government and from the private sector related to artificial intelligence primarily. So that's on the demand side for money, and on the supply side, well, the United States is not making a lot of new friends these days. We seem to be losing friends pretty quickly, and many of the people who were very enthusiastic about buying American government bonds in the past are becoming increasingly reluctant to do so. Most of them still are. Most of them don't really have any viable options, but on the margin, there are fewer friendly buyers of our debt, and so fewer people willing to buy the debt also puts upward pressure on U.S. interest rates. So recently, the 30-year U.S. government bond hit a 19-year high at 5.33% That's a very high number, and this has spooked the Treasury Department. Treasury Secretary Besant has begun doing some very unusual things that suggest that he's very concerned. He has helped stop the yen from weakening by selling some euros that the U.S. government owned and buying yen. He did this to make the yen stronger, and this meant that Japan wouldn't have to sell its U.S. government bonds in order to have dollars to use to buy yen to make the yen stronger. So that was a strange move.   Richard Duncan  9:20   And then more recently, he's announced that the Treasury Department is going to start buying twice as many long-dated bonds as it has been doing. Each operation now, the Treasury Department has been buying $2 billion worth of bonds at the long end and financing it with short-term borrowing. So borrowing at the short end, the say two-year bonds, which have a much lower interest rate, and using that money to buy 10 or 30-year bonds that have a higher interest rate, in order to push up the bond prices and push down the bond yields at the long end, to try to hold down the 30-year bond yield and the 10-year bond yield, which of course directly affects the mortgage. This is beginning to seem like there's some degree of, well, let's call it perhaps not panic, but deep concern in the Treasury about how high interest rates in the U.S. are going, and just moving forward with this idea, all of these pressures, the inflationary pressures are not likely to go away anytime soon. The demand for borrowing is not going to go away anytime soon. So there's going to continue to be this upward pressure on interest rates. And I think ultimately, what we are going to see is another big round of quantitative easing from the Fed. The Fed is going to have to step back in and announce that it's going to create a great deal of money one more time, and use that money that it creates to buy government bonds to push up their price and to drive down their yield. And we shouldn't forget that already the Fed is currently printing, creating money. It launched a new program. What is it called? Reserve management purchases. This was a program they announced in December last year, where they were just going to create some money and inject bank reserves into the financial system, so that they could manage reserves at a good level, so everyone would have plenty of liquidity. Just since December, they have created $210 billion. This is kind of going under the radar, but $210 billion since December is not an insignificant amount of money.   Richard Duncan  14:49   If the budget deficit this year turns out to be 2 trillion, then that's financing 10% of the government's budget deficit, right? More than 10% So we've already got a significant amount of money creation by the Fed going on currently, and that's not enough to prevent the yields from moving sharply higher. So I think what we're going to get is another much bigger round of quantitative easing in the not too distant future, and that's going to have a lot of ramifications.   Keith Weinhold  17:00   That's a really interesting insight, and Richard, one word keeps popping into my head as we have this discussion. Okay, inflationary pressure correlates with higher interest rates, sure, but how much are these high bond yields, which flow right over to our mortgage rates, a result of an erosion in trust. I'm thinking about trust   Richard Duncan  17:24   to some degree, yes, but not overwhelmingly. The reality is, at the end of the day, there is a certain amount of money in the world that has to be invested somewhere, and that is the most important fact to understand. There is a pool of money; it keeps getting larger, and it has to go somewhere. And U.S. government bonds are considered the safest place for it to go. For instance, the United States has a very large trade deficit with the rest of the world. For the last two years, the current account deficit, which is more or less the trade deficit, has been 1.2 trillion dollars a year. It's easier to understand it as a trade deficit. That's been throwing off 1.2 trillion dollars into the surplus countries. The surplus countries sell things in the United States, countries like China and Vietnam and all the others. They sell things in the United States that they make at home. They get paid in dollars. They take their dollars back home to China and Vietnam and all the other countries, and what do they do with the dollars? They own dollars. They've got to do something with those dollars. They're getting 1.2 trillion more dollars every year. Now, the thing they do with it primarily is they buy treasury bonds with it, and so there is an inherent and growing demand for treasury bonds. You may be thinking, okay, they could take those dollars and they could convert them into euros. That's true, they could, but whoever they buy the euros from, they then own dollars, and they would need to buy U.S. dollar-denominated assets with them. The main driver behind the buying of Treasury bonds is just the fact that there are so many dollars in the world, an increasing amount of dollars outside the United States that need to be invested in U.S. dollar-denominated assets. People can lose confidence in "quote unquote, but what are they going to do with their dollars? It has to go somewhere, and so it ultimately ends up going round and round, and an enormous amount of it ends up in U.S. Treasury bonds, and that's not going to change so long as the U.S. has a very large trade deficit with the rest of the world. The rest of the world is going to keep accumulating dollars for that reason, and they're going to keep accumulating Treasury bonds for that reason.   Keith Weinhold  19:44   Well, what do these effects mean for real estate, Richard? I mean, which force you think will ultimately win for housing here with this increased inflationary pressure? Is it more of a damaged affordability problem, or do we see rising? Placement costs that continue to help float real estate values up.   Richard Duncan  20:05   Real estate prices, home prices, have not been performing very well over the last year to two. Pretty flat, unlike in prior years, immediately after COVID when they were booming. I suppose that's what we're going to continue to see for some time. If interest rates remain high, the affordability is not there. But if we do get this new round of quantitative easing, which I think is a real possibility, then that will effectively push down the interest rates, making home affordability better. And at the same time, by creating more money, that does push up asset prices across the board. So over the long run, I do believe that real estate is a very good investment, and also it can be a very good investment from the point of view of providing diversity in your portfolio. I'd like to focus in particular on it can be an inflation hedge. So, if you buy a house and use a say a 30-year fixed mortgage, and then we or a 15-year fixed mortgage to pay for a significant part of that purchase, and then we do get inflation, then the inflation eats away your mortgage. Your mortgage evaporates because of the inflation, so in that way you're somewhat protected from the risk of future inflation by having inflation destroys your debt. In other words, so that helps. So I do believe that buying houses, I think rental income is a very good investment, particularly houses on a piece of land buy the house with a fixed rate mortgage. You rent out the house, and over 10 to 15 years, the house pays for itself, and it keeps appreciating in value over time. Decade after decade, it will become increasingly valuable over the long run, and you'll have also a supply cash flow, and you'll have this inflation hedge that I just described. So I think owning rental property that is on land, I'm not so keen on buying condos. There's no limit as to how many condos can be built in the air, but there is a limited amount of land in the world, and so land is as good as gold because if gold goes up; the land will also go up for the same reasons. So I think owning rental property is a very important part of having a broadly diversified portfolio, which is usually the best thing for most people to do to have a broadly diversified investment portfolio.    Keith Weinhold  22:37   Yeah, in this era of both war and increased interventionism, yeah, we still have a resource here, real estate that is scarce, that is necessary, and is built with this basket of goods and commodities constituting that replacement cost.   Richard Duncan  22:53   I agree.   Keith Weinhold  22:55   Well, Richard and I have a lot more to talk about when we come back, including what phase of the economy that we're in post-creditism and a lot more. You're listening to Get Rich Education. Our guest is the publisher of Macro Watch, Richard Duncan. I'm your host, Keith Weinhold.   Keith Weinhold  23:12   What if you got your mortgage loans the same place I get mine? You sure can at Ridge Lending Group NMLS 42056. They provided GRE listeners with more loans than anyone because Ridge specializes in investment property. They'll help you build a long-term plan for growing your real estate empire with leverage. Start your prequal and even chat directly with President Caeli Ridge while it's on your mind. Start at ridgelendinggroup.com. That's ridgelendinggroup.com. Let me ask you something: If you've worked hard to build wealth, is your money positioned to actually support your goals? A lot of accredited investors leave capital sitting in cash because it feels safe, but inflation and missed income opportunities can quietly erode its value. Freedom Family Investments offers freedom notes for investors seeking structured income backed by real estate. It's a straightforward approach built on real assets, not speculation. In full disclosure, I'm an investor myself. What I like is that their team walks you through how it all works, so you can decide if it aligns with your portfolio and income goals. Every investment carries risk, and nothing is guaranteed. But with a track record of consistent, on-time investor payouts, they built real credibility. Go to freedomfamilyinvestments.com to book a clarity call, or text family 266866. That's family 266866.   Robert Helms  24:44   Hey everybody, it's Robert Helms of the Real Estate Guys Radio Program. So glad you found Keith Weinhold and Get Rich Education. Don't play your daydream.   Keith Weinhold  25:04   Welcome back to Get Rich Education. I'm your host Keith Weinhold. We're talking with Richard Duncan. Check out him and his work at RichardDuncanEconomics.com. So much interesting stuff has happened in the macroeconomic world since we last had him here with the Iran War, with the AI arms race heating up, and with hitting that milestone of $40 trillion in total public national debt. Which, by the way, that $40 trillion-that is more than the combined debt of Germany, Japan, France, Italy, the UK, and Canada. That's basically the entire rest of the G7 just to try to get your head wrapped around that $40 trillion number, and you know, Richard, when it comes to the government, their income and their expenses and their assets in their debt, some wonder, including me, if the government can just print its own currency, then why must they collect taxes from us?   Richard Duncan  26:04   Okay, well, to understand the answer to that question, it's necessary to understand that it wasn't always possible for the government to print its own currency. Up until 1968, 1971, the Fed was legally required to back the dollars it created with gold, and the United States had the obligation to allow other countries to convert the dollars they accumulated into U.S. gold. So up until then, that wasn't a possibility for the government to finance its spending by money printing. And so, over the centuries that preceded, the government would tax the people to obtain the money that it needs for spending. So imagine today: here we are. The government now is spending about $7 trillion a year, and its tax revenues are about $5 trillion a year. So if it suddenly said, "Okay, we're not going to tax anyone anymore, that would mean that people would have an extra $5 trillion to spend, and if the people started spending $5 trillion, we would have hyperinflation, because there's only a limited amount of industrial capacity in the United States, or even in the world for that matter. It couldn't absorb a $5 trillion of additional spending from households and businesses, so it's not that they can't technically create the money as much money as they want to pay for everything they want. The constraint is not money creation technically; it's the inflation that it would produce if they just stopped taxing everyone and just created money instead. So that's the reason they can't.   Keith Weinhold  27:46   Just slowly taper it away and give people some income tax relief. Why can't they do that?   Richard Duncan  27:52   Well, that's what they've been doing. Taxes are far lower now than they were under when President Reagan took office, and that's one of the reasons we have $40 trillion in debt.   Keith Weinhold  28:03   Okay, but that is how the income and expenses look on an annual basis, right, Richard? This is how I think of it. Like the United States basically has 5 trillion in annual income, much of it from personal tax collection, and 7 trillion in annual expenses. That's how we get to the annual deficit of about 2 trillion, which rolls into that $40 trillion of overall debt.   Richard Duncan  28:30   That's right. What you said is correct. But we would have much more than $5 trillion income from taxes had the government not reduced the tax rate so often and so radically, starting in the early 1980s under President Reagan, if taxes hadn't been cut so sharply, we wouldn't have a two-trillion-dollar budget deficit, $40 trillion of government debt. So they've already been tapering the amount that they tax by cutting tax rates very sharply over the last decades,   Keith Weinhold  29:02   I guess a lot of people, admittedly me included, haven't been thinking about it that way. Maybe because it's painful, and I do write checks to the IRS. But when we talk about this propensity for continued inflation, one component of this is what's happening with the AI arms race, and I know you've looked at this closely. You know, because one thing I think about is, well, wait, will the AI arms race actually be deflationary over time because it lowers production costs and makes us more efficient, or is it going to be inflationary because it requires enormous capital and electricity and infrastructure in the building of these data centers. So you know I can see it going either way with the AI arms race, inflationary or deflationary. But since you studied it a lot, including talking about it on macrowatch, tell us more about the AI arms race and what this all means, Richard.   Richard Duncan  29:59   So yes. On your point that you just made, in the short term, it looks like the AI boom is going to be inflationary. Yeah, it's driving up electricity prices, land prices, and all of the things that we discussed before. Everything that goes into making artificial intelligence intelligence, including memory chips, which drive up the cost of your iPhone and iPad. So it's inflationary in the short run, but over the long run, it could probably and probably will be quite disinflationary or even deflationary. I think that's several years away. Now, moving on to the next question, the AI arms race. I think it's very helpful to understand the world around us by putting it in the context of how our economic system has evolved since dollars ceased to be backed by gold. 1968, the Fed was no longer required to back dollars with gold. 1971, President Nixon said, "Sorry, Europe, we we said we would let you convert your dollars into gold, but we changed our mind and you can't. So after that, there was no longer any gold backing for the dollar, and here are a list of things that have happened as a result of that change. Our huge trade deficits couldn't have happened if the dollars were backed by gold. The huge budget deficits that we have couldn't have happened. The Fed couldn't have created trillions of dollars through quantitative easing. Inflation rate has fallen from the 1980s, from the the mid teens to well below the Fed's 2% inflation target for most of the last 20 years, and wealth in the United States has exploded, as I mentioned, from 60 trillion to 180 trillion. That wouldn't have happened if dollars had remained backed by gold because credit has exploded. Total debt or total credit, two sides of the same coin. Total debt in the U.S. It's government debt, household debt, corporate debt, Fannie Mae, Freddie Mac debt, all the debt. It first went through $1 trillion in 1960. Now it's 110 trillion. So 110 times increase in my lifetime in total debt. That wouldn't have happened if dollars had remained backed by gold, and because of all of that credit expansion and the massive trade deficits we had with the rest of the world through globalization occurred, and that allowed Asia to industrialize, and Asia wouldn't be industrialized as it is now. China wouldn't be an economic superpower as it is now had dollars remained backed by gold, because it wouldn't have been able to grow through export-led growth. And so, China, instead of looking like it does today, it would look like it did in 1970, basically being a very poor third world country, and globalization has pulled hundreds of millions of people out of poverty.   Richard Duncan  32:47   They would still be in poverty had dollars remained backed by gold. The Soviet Union probably would still be around because the U.S. under President Reagan wouldn't have been able to to spend so much on the military that it bankrupted the Soviet Union trying to keep up with us, and finally, China wouldn't be the national security threat that it's become now because it wouldn't have had a trade surplus and it wouldn't have had any economic growth to speak of for the last 50 years. That's the world that we're living in now. The world we live in now is the direct result of dollars no longer being backed by gold, and to understand the world around us, you have to understand that that's the starting point. Now, coming to your question, this explosion of wealth that has been created under the system that I call creditism-we did have capitalism. It was driven by saving and investment, Capital accumulation, hence capitalism and investment that drove capitalism. That's not how our system works. Our system is driven by credit creation and consumption, and more credit creation and more consumption. That's creditism. It used to be driven by private sector credit growth, but the private sector became too heavily indebted in 2008, and they blew up, and that almost resulted in the complete collapse and bankruptcy of every bank in the United States and probably most of the banks around the world as well. So the government had to step in, and since that time, it's been government borrowing primarily.   Richard Duncan  34:17   This driven creditism and kept credit expanding with the help of the Fed, so this has been the evolution of creditism and has produced extraordinary amounts of wealth. So it's had two consequences that we need to focus in on now. For one, I've mentioned already, it turned China into an economic superpower, which is now on the verge of overtaking us, not just economically, but also technologically and militarily, it's become an extreme national security threat to the United States. But the second thing that has occurred, the creation of all of this wealth has provided the funds that have allowed a. Technological revolution to occur so quickly, this AI revolution that we're now living through, that is the direct result of the ample liquidity that has been created and flowing around the world, originating largely from the Fed's printing press and the government's budget deficits. That's created trillions and trillions and trillions of dollars of wealth that wouldn't have existed otherwise, and that wealth has gone into funding this development of data centers and the technology that's created the artificial intelligence. Now we are experiencing this AI revolution, and it's become quite apparent to everyone that whoever wins the AI arms race is going to rule the world. We're on the verge of machines becoming more intelligent than humans, and then after that point, through self-training and self-improvement, going on 24 hours a day, they're going to become exponentially more intelligent than humans very quickly, so whoever wins this race is going to have dominance of every other country in the world. So, as creditism has evolved, it has created a national security threat in China and has created artificial intelligence. And as a result of the two combined, we now have this artificial intelligence arms race with the United States that must win. That's why President Trump is calling for a 1.5 trillion dollar defense budget.   Richard Duncan  36:30   So this is one of the main themes that MacroWatch has been focused on this year. I've done a series of videos on the new defense spending boom, looking in one video at the traditional titans of defense like Lockheed Martin, RTX, Boeing, in another video looking at the new up-and-coming Silicon Valley challengers in the defense industry, companies like Andrel, Palantir, and most important of all, SpaceX. This is now the driving force in the economy. the The absolute necessity of winning this AI arms race is going to require much greater government spending on the military, and it's going to require what we're seeing extraordinary amounts of money being invested in developing artificial intelligence because whoever gets there first wins, and whoever doesn't is going to be subjugated by the winner. So that's where we are. So that brings us up to we've been discussing the change from capitalism into creditism, and we've seen how creditism has evolved from being first driven by private sector credit to later being driven by government sector borrowing and spending, now leading to this AI arms race, which I think we're now moving toward a different kind of economic system beyond creditism. So let me back up just a minute and say that economic systems are best defined by the constraints that limit what they can do. So we've been talking about capitalism. Capitalism's main constraint was the requirement that money be backed by gold, and when that constraint, when that gold-backed money constraint was removed, the constraint was gone. The economic system evolved into a different kind of economic system. Creditism has created extraordinary amounts of wealth and growth since early 1970s. This is not the first time economic systems have evolved. If you look back through history, there have been many different kinds of economic systems. They've all been defined by the constraints that binded what they could do. If you go back to hunter-gatherer economic system, that economic system was constrained because the people didn't have tools for cultivation or any way to store the food that they created for long-term storage, but once they developed that those tools and the ability to store food, those constraints were removed and they evolved into a different kind of economic system. Ultimately, into feudalism. Feudalism was an economic system that was constrained by very poor roads, so there was very little transportation. There were no banks, so no banking system or credit, and there was very limited legal social mobility.   Richard Duncan  39:28   But eventually, cities developed, and because of cities, trade flourished, and that removed the constraints that had defined feudalism. Okay, so fast forward, capitalism was constrained by gold-backed money. When gold was removed, we moved into creditism. Now here we are in creditism, late-stage creditism, and we're seeing this phenomenal expansion of artificial intelligence. So every economic system throughout history has. Had two constraints in common. There have been labor constraints, a limited labor supply, and there has been the constraint of limited human intelligence. We're now, thanks to artificial intelligence, on the verge of removing those two constraints that have limited every economic system up until today, when artificial intelligence is embedded in humanoid robots, that's going to remove the labor constraint. We will no longer have any labor constraint. Robots will be able to produce all the labor and then some that's required. So there goes the labor constraint, and when we hit superintelligence, that's going to remove the constraint of human intelligence that has bound economic systems. So those have been the two primary binding constraints on every economic system so far, and they're just now about to be removed by artificial intelligence. We're moving into a new era without intelligence constraints and without labor constraints, and this is going to radically change everything. When those constraints are removed, creditism is going to evolve into an economic system that's no longer driven by credit creation. It's going to be driven by intelligence creation, knowledge creation, or an explosion of cognition. So I call the new system that we're moving toward cognitism, because rather than being driven by credit as creditism is, it's going to be driven by exponential expansion of intelligence or cognition, and it's probably going to create undreamt of wealth, but it's going to completely change from bottom to top everything about the world and society and social relations that exist today, and that is what we're very quickly moving into over the next 10 to 20 years. That that's where we're going to go, and I believe it deserves a new name. So I've coined the term cognitism to describe this new economic system. The post-creditism world is cognitivism.   Keith Weinhold  42:12   Wow, this is massive. Ever since we met, you talked about creditism, and really, that's the economic system that we live in, not capitalism, so we're on the brink again of moving from creditism into cognitivism, because oftentimes these forces and their change are defined by having the constraints removed, and we're on the brink of removing the labor constraint and the human intelligence restraint from creditism to move us into cognitivism over the next 10 or 20 years. I'm just reviewing what you said as I'm thinking this through, Richard. Talk to us at least a little about what the ramifications are for us, just everyday people and investors with this cognitimism economic system.   Richard Duncan  43:02   It's very difficult to guess what the consequences are going to be. They're going to be not only economic, but they're going to very quickly become political, and the political consequences are difficult to guess how they will play out. But it does look like when robots can do all the manual labor, and machines can do all of the intellectual work on a much more accurately, much more rapidly, much more flawlessly than humans can. There won't be any need for humans to have work unless legislation is in place to ensure that they do, and if they don't have work, then they're going to not have any income. And if they don't have any income, they're going to start being very unhappy, and they're going to start rioting, and governments are going to begin to fall, and we don't know how that's going to play out. So there's going to have to be arrangements made to ensure that people do have enough income to benefit from all of the extraordinary wealth that could be created through limitless labor and limitless intelligence, but to work in a way that can satisfy our wildest dreams and beyond our wildest dreams is going to be a matter of restructuring the political economy, if you will, to ensure that people benefit from this technological revolution that is now speeding up.   Keith Weinhold  44:30   Yeah, I would say all we do know is we don't know and how it's going to turn out. But you know whether it's been tractors replacing horses or whether it's been the advent of the assembly line, or whether it's been the advent of the internet, people always say it's going to destroy net jobs, and historically, it really hasn't.   Richard Duncan  44:53   You're right, but the replacement of horses with automobiles didn't really work out so well for the horses.   Keith Weinhold  45:00   So, is there any way we can think about this in order to stay nimble as investors and everyday people, Richard? As we move into cognitism.   Richard Duncan  45:10   Absolutely, everyone needs to subscribe to Macro Watch, and they'll be able to follow it very closely there as I map it out as it unfolds from month to month.   Keith Weinhold  45:22   They should, and it's fascinating, and you've really been on the cutting edge of that. Tell us more about subscribing to Macro Watch, something that a lot of listeners should be interested in.   Richard Duncan  45:33   So my background is has been in finance. I started working in Hong Kong in 1986 as a securities analyst, I later on became an economist and then a strategist. I worked for the World Bank for a couple of years in Washington. I was the head of global investment strategy in London for ABN AMRO Asset Management. So my background is in finance, and I have spent most of my career living in Asia for the last 40 years, primarily in Asia. Along the way, I've written four books. The first one was the Dollar Crisis back in 2003. The most recent one was The Money Revolution in 2023. So my background is in finance. But 13 years ago, I launched Macro Watch. Macro Watch is a video newsletter. Every couple of weeks, I upload a new video. It's essentially me making a PowerPoint presentation discussing something important happening in the global economy and how that's likely to impact asset prices. So it's essentially become a compendium of the global economy. Essentially, everything that has happened in the last 13 years at the macro level that matters is discussed in these macro watch videos. For instance, there is a complete history of everything the Federal Reserve has done since it was founded in 1913. There is a complete description of government debt from the beginning, the increase in government debt and budget deficits. It explains things like how the Fed actually creates money, what are bank reserves, what is Japanese monetary policy, what is European monetary policy. All the major macroeconomic developments are described there and are available to subscribers every two weeks. They upload a new video, and so if your listeners would like to check it out, my website is richarddunkeneconomics.com. That's richarduneconomics.com, and if they'd like to subscribe, hit the subscribe button. And I'd like to offer everyone a 50% subscription discount.   Keith Weinhold  47:36   Thank you.   Richard Duncan  47:36   They'll be prompted to put in a discount coupon code if they use the discount code GRE, like Get Rich Education, they can subscribe at a 50% discount. They'll find it very affordable, and at the very least, they can sign up for my free blog while they're there, and they can follow my work that way.    Keith Weinhold  47:57   It is fascinating the AI arms race poised to have us completely change economic systems from criticism to cognitism. Richard, is there any last thing that you would like to leave us with? Whether it has something else to do with AI, maybe I didn't think about asking you, or something with the Iran war and the inflation, or anything else in the economy. Any last thought for what we should do or be aware of?   Richard Duncan  48:24   One thing, of course, I think is very important is for everyone to learn to use AI as much as they possibly can. It's easy to use, and it will teach you how to use it. And as we evolve into this new world is going to be crucial to make use of this most important tool humanity has ever had-the ability to use AI. This suddenly gives you access to all the world's knowledge. All you have to do is ask, and it will tell you in a very friendly way. So, by being able to use AI, you'll be in a much better position to survive the transition and prosper in the decade ahead.   Keith Weinhold  49:09   That is an actionable way to stay on top of it, Richard. It's been valuable as always. Thanks so much for coming back onto the show.   Richard Duncan  49:16   Thank you, Keith. I've enjoyed it.   Keith Weinhold  49:24   Yeah, keen insights from Richard as always. Yeah, the U.S. sure has been making enemies the past couple years. That could make other nations less likely to buy our debt, and then in turn, it takes higher interest rates in order to attract bond buyers. Well, that in turn increases mortgage rates. But to some extent, other nations have to buy our debt. Richard says that a bigger round of future QE is a distinct possibility. That is code for money printing. That's clearly. Inflationary, but few seem to know we've already been involved in liquidity operations since last December. Whether that's called QE or something else, it is taking more government spending to keep up with the AI race. That's inflationary too. What about that? When horses were replaced with cars. How did it work out for the horse? I don't know if that made it better or worse for the horse. Maybe horses were out of work, but then they got to live free. Will AI make that very predicament apply to humans? Nobody knows. The economic system will have moved from creditism to cognitism when the economy is no longer driven by credit creation but intelligence creation, from RichardDuncanEconomics.com, you can hit the subscribe to MacroWatch button and enter the discount code GRE for a 50% discount. Just about everything that you heard today is poised to drive mortgage rates higher, not lower. Big thanks to Macro Watch Mastermind Richard Duncan today. Next week it's a more real estate centered show. I'm your host Keith Weinhold. Don't quit your daydream.   Speaker 2  51:21   Nothing on this show should be considered specific, personal, or professional advice. Please consult an appropriate tax, legal, real estate, financial, or business professional for individualized advice. Opinions of guests are their own. Information is not guaranteed. All investment strategies have the potential for profit or loss. The host is operating on behalf of Get Rich Education LLC exclusively.   Keith Weinhold  51:49   The preceding program was brought to you by your home for wealth building, getricheduceducation.com  

What could your team achieve if a document that previously took two hours could be created in eight minutes? In this episode of Tech Talks Daily, I speak with Oskar Konstantyner, Chief Product Officer at Templafy, about the rapid adoption of AI agents across enterprise document workflows and what those productivity gains mean for knowledge workers. According to Templafy's proprietary usage data, AI agent adoption among its enterprise users grew from virtually zero in October 2025 to 53% by June 2026. Its analysis found that documents created without agents had a median completion time of two hours and an average of 5.6 hours across 16,000 sessions. With AI agents, the median fell to eight minutes and the average to 27 minutes across 14,000 sessions. The most common documents included pitch decks, company communications, sales materials, and product roadmaps. However, Oskar cautions against treating speed as the final measure of AI productivity. We discuss an accounting firm that could not respond to thousands of tenders because it lacked the capacity to create enough proposals. Faster document production could allow that business to participate in additional opportunities while applying its knowledge about what makes a winning submission. The benefit comes from increased commercial capacity and stronger results, rather than counting recovered hours alone. Oskar also explains what happens during those eight minutes. AI can locate relevant information, find approved content, recommend a presentation structure, apply previous lessons, and complete much of the production work. Humans remain responsible for original thinking, client judgment, factual accuracy, and final approval. In many cases, the agent may produce 60% to 90% of the document, but the beginning and end of the process remain human-led. The conversation also considers the growing volume of generic AI documents. A business already has approved slides, company descriptions, brand assets, legal statements, and sales messages. Regenerating all that material wastes tokens and risks inconsistency. Oskar argues that agents should determine when existing content should be reused, when rules should be applied, and when something genuinely new needs to be created. We also discuss why AI adoption improves when agents appear inside PowerPoint, Claude, OpenAI, and Copilot. Most employees are unlikely to abandon familiar workflows every time another AI application arrives. Is your company measuring AI success through minutes saved, or through the additional business those minutes make possible? Listen to the conversation and share your thoughts with me.

Today on PowerPoint, Pastor Jack Graham continues the powerful series, “The Christ-Centered Life.” In a world of chaos and confusion, Pastor Graham brings a message on how we can experience the joy and peace that can only come from God. To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

Communication isn't measured by how impressive you sounded.It's measured by what happened after you stopped talking.On today's episode of The Leading Life Podcast, I want to show you how great leaders turn communication into action.How they get communication out of the conference room, out of the PowerPoint deck, out of the corporate jargon and turn it into movement.Because leadership and culture are changing.3 simple actionable steps here →

  A pitch contest is not really about squeezing as much company information as possible into a short speaking slot. It is about creating a stronger, more useful and more memorable impression than everyone else in the room. When I was unexpectedly added to a Chamber of Commerce pitch contest in Japan, I approached the ten-minute presentation as a genuine competition: control attention, give the audience value, demonstrate expertise and leave them with something worth keeping. What is the best speaking position in a pitch contest? If you can influence the speaking order, go first or last rather than getting buried in the middle. Going first lets you establish the benchmark everyone else must follow; going last gives you the final impression immediately before judging or voting. In my Chamber of Commerce pitch contest in Japan, I landed in the middle of the batting order, which was not my preference. The first speaker has the opportunity to blitz the room and own the opening impression. The last speaker has recency working in their favour because their message is freshest when the audience makes a decision. Of course, you may not control the order, but if organisers give you a choice, treat that choice strategically rather than casually. Mini-summary: If you have a choice, take first or last. If you do not, make your opening strong enough that the audience forgets where you appeared in the order. How should you use slides in a ten-minute business pitch? In a short pitch, slides should create immediate visual impact rather than force the audience to read. Ten minutes disappears quickly, so every second spent decoding dense text is time taken away from you and your message. Several contestants used conventional slide decks filled with lines of text. One represented a people business, yet there were no people in the slides. I would have shown customers enjoying the service, happy families and behind-the-scenes images of how the service is delivered. Those visuals would help the audience identify with the business immediately. If your slides are merely your speaking notes projected on a screen, they are competing with you for attention. In my own pitch, I used no PowerPoint at all, so the audience had nowhere else to look. Mini-summary: Use powerful, relevant visuals or consider using no slides. Never make the audience choose between reading your screen and listening to you. How can content marketing make a business pitch more persuasive? Give the audience a useful sample of your expertise instead of spending the pitch telling them how wonderful your company is. Content marketing builds credibility because people experience some of your value before they are ever asked to buy. Before my presentation, I gave everyone a wallet-sized card called "6 Impact Points For Persuasive Power". The principle is the same whether your proof of expertise is a white paper, testimonial, video, podcast, book or practical tool. The item demonstrates that you have something useful to contribute. More importantly, it changes the nature of the pitch. Rather than making the audience endure ten minutes of corporate propaganda, you give them something they can apply themselves. That makes the presentation relevant to them, not merely important to you. Mini-summary: Demonstrate expertise with useful content. Give people evidence of your value rather than asking them to accept your claims about it. How do you make a pitch relevant to everyone in the room? Choose a subject with broad applicability and make the audience the beneficiary of the presentation. People are naturally more interested in what helps them than in the history, structure or virtues of somebody else's company. I spoke about persuasive power because leaders, salespeople, colleagues and anyone seeking cooperation from others can use it. That cast a wide net across the room. I said very little about Dale Carnegie beyond enough information to establish credibility and indicate the scope of the business. The rest of the time went into explaining the six persuasion points and how the audience could use them in their own presentations. This is a much stronger approach than reciting company facts that matter mainly to the presenter. A pitch can still promote the business, but it does so indirectly by demonstrating relevance and expertise. Mini-summary: Start with the audience's interests. Make your expertise useful to them and let that usefulness sell the credibility of your company. Why must a presenter 'walk the talk' in a pitch contest? Your delivery has to prove the claims you are making, especially when your business sells expertise. If you teach presenting, leadership, sales or communication, the pitch itself becomes a live demonstration of whether you can actually do what you recommend. I was explaining persuasive presentation techniques, so I had no room for a weak performance. I had to model the six points rather than simply describe them. That creates a powerful credibility effect: the audience can see the expertise operating in front of them. The contrast with other speakers also becomes more obvious without you needing to criticise anyone. In my contest, the speaker after me publicly remarked that I would be hard to follow. That was exactly the competitive advantage I wanted to create through preparation and delivery. Mini-summary: Make the presentation itself your proof. Whatever expertise you claim, demonstrate it visibly while you are on stage. What should the audience take away from a winning pitch? Give people something memorable, useful and easy to keep after the presentation ends. A strong takeaway extends the life of the pitch and keeps your expertise physically or mentally present after everyone leaves the room. One contestant offered spare copies of an A4 PowerPoint handout, but there was little enthusiasm. My business-card-sized summary of the six persuasion points was compact, robust and immediately useful. It fitted into a wallet and reinforced the exact ideas I had demonstrated on stage. That was deliberate. The physical format, the usefulness of the content and the presentation all supported the same message. A takeaway should not be an information dump or a souvenir of your slide deck. It should be something the audience has a reason to keep. Mini-summary: Design the takeaway as carefully as the pitch. Make it compact, practical and directly connected to the value you demonstrated. Conclusion A winning pitch is planned as a competitive performance, not treated as a miniature corporate brochure. Think about speaking order, remove unnecessary slide clutter, choose a subject the whole audience can use, demonstrate your expertise in real time and create a takeaway people genuinely want to keep. Whenever you are presenting alongside other speakers, assume you are competing for attention and memory. Your job is to make sure your presentation is the one that lingers. 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 leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are followed by executives seeking success strategies in Japan.    

Målstyrning med Planner Planner har fått en Mål-flik, och den dyker upp i dina planer just nu. Frågan är om det är riktig målstyrning eller en att-göra-lista med en finare rubrik ovanför. För att kunna svara på det behöver vi först få ordning på begreppen: Vad som skiljer en vision från ett mål, en KPI från ett nyckelresultat, och varför OKR kräver ett lager som Planner helt saknar. Vi tar också upp historien om Microsofts föregående verktyg för målstyrning: Viva Goals lades ner vid årsskiftet, och några månader senare kommer något betydligt enklare i Planner. Slutsatsen är ärlig, och den landar i en enda fråga du kan ställa nästa gång någon säger "vi kör målstyrning i Planner". AI-skolan del 8 – Microsoft Graph och WorkIQ Varje gång Copilot svarar på något om din organisation har den först frågat Microsoft Graph, och det gör den med funktionen WorkIQ. Ändå är Graph något de flesta bara hört nämnas i förbifarten,  ett namn på en arkitekturbild och inget man kan peka på. I den här delen av AI-skolan reder vi ut vad Graph och WorkIQ faktiskt är, varför Copilot inte skulle fungera utan dem, och varför den förklarar både det Copilot hittar och det Copilot inte får se. Förstår du Graph och WorkIQ så förstår du varför behörigheter är den kanske viktigaste AI-frågan. Ordlistan bjuder på ett ord du säkert använt hundra gånger utan att riktigt kunna förklara det: API. Nyheter Word, Excel och PowerPoint får ett skrivfält direkt i Copilot-knappen, så du slipper öppna panelen alls. Brand Kits får två inställningar som gör att Copilot äntligen håller sig till mallen, och lyder instruktioner du skrivit in i mallens anteckningsfält. Teams låter dig sätta en påminnelse direkt på ett meddelande, och Purview får en retentionsregel som raderar filer ingen öppnat på länge, med den uttalade motiveringen att Copilot då svarar bättre. 

In this episode I ask the question about whether privacy is becoming and optional and take a deep dive into creating better data structures in places like SharePoint and Teams that help users and AI generate better results. There is also the usual look at recent cloud news from Microsoft and thoughts on how even all this is become about AI. Love your feedback. Resources CIAOPS Need to Know podcast - CIAOPS - Need to Know podcasts | CIAOPS X - https://www.twitter.com/directorcia director@ciaops.com CIAOPS Blog Join my Teams Shared Channel – CIAOPS CIAOPS Merch store - CIAOPS Become a CIAOPS Patron CIAOPS AI Dojo  CIAOPS weekly news update - CIA Brief – CIAOPS CIAOPS Labs – The Special Activities Division of the CIAOPS Support CIAOPS Get your M365 questions answered via email Join my email list A special thanks to the CIAOPS Patron community for making this podcast possible. You can find the benefits of a subscription to the community and become a member at https://www.ciaopspatron.com   Updates Take control of your EWSAllowedAppIDs list before EWS access changes Microsoft is changing how Exchange Web Services (EWS) access is managed. Organizations should review and manage their EWSAllowedAppIDs list now to ensure approved applications retain access and to avoid disruptions when the new controls take effect. Link: https://techcommunity.microsoft.com/blog/exchange/take-control-of-your-ewsallowedappids-list-before-ews-access-changes/4553534 Understanding the new 100 GB mailbox entitlement for Microsoft 365 Business suites Microsoft explains the introduction of 100 GB mailbox storage for eligible Microsoft 365 Business plans, outlining entitlement requirements and how organizations can benefit from increased mailbox capacity. Link: https://techcommunity.microsoft.com/blog/exchange/understanding-the-new-100-gb-mailbox-entitlement-for-microsoft-365-business-suit/4548243 AI Available today: OpenAI GPT-6 Astra in Microsoft Copilot Microsoft has added OpenAI's GPT-6 Astra model to Copilot, giving users access to an advanced foundation model designed to improve reasoning, content generation, and productivity experiences across Microsoft 365. Link: https://techcommunity.microsoft.com/blog/microsoft-copilot-blog/available-today-openai-gpt-6-astra-in-microsoft-copilot/4552808 Available today: Anthropic Claude Fable 5.1 in Microsoft Copilot Anthropic's Claude Fable 5.1 model is now available in Microsoft Copilot, expanding the range of AI models users can leverage for research, analysis, content creation, and complex business tasks. Link: https://techcommunity.microsoft.com/blog/microsoft-copilot-blog/available-today-anthropic-claude-fable-5-1-in-microsoft-copilot/4551974 Expanding model choice in Copilot with Grok Access to Grok models is rolling out through the Microsoft Frontier Program in Microsoft Word, Excel, and PowerPoint. We are starting with a focused release to gather customer feedback and learn how customers use the model across common productivity scenarios. https://techcommunity.microsoft.com/blog/microsoft-copilot-blog/expanding-model-choice-in-copilot-with-grok/4555749 What's New in Microsoft Copilot | August 2026 A monthly roundup of new Copilot capabilities, including model updates, workflow enhancements, productivity improvements, and new AI-powered features designed to help users work more effectively. Link: https://techcommunity.microsoft.com/blog/microsoft-copilot-blog/what%25E2%2580%2599s-new-in-microsoft-copilot--august-2026/4551960 Security What's new in Microsoft Security: August 2026 Microsoft's monthly security update covering new capabilities across Defender, Sentinel, Entra, Security Copilot, and other security products, along with recent security announcements and enhancements. Link: https://www.microsoft.com/en-us/security/blog/2026/08/27/whats-new-in-microsoft-security-august-2026/ Passkey-themed social engineering leads to identity and cloud compromise Microsoft details a campaign where attackers used passkey-related social engineering techniques to trick users into compromising credentials and cloud identities, while also providing mitigation guidance. Link: https://www.microsoft.com/en-us/security/blog/2026/09/09/passkey-themed-social-engineering-leads-identity-cloud-compromise/ Protecting organizations from AI-assisted executive impersonation and invoice fraud This security guidance examines how attackers are using AI to impersonate executives and conduct invoice fraud, alongside recommendations to help organizations detect and prevent these attacks. Link: https://www.microsoft.com/en-us/security/blog/2026/09/10/protecting-organizations-ai-assisted-executive-impersonation-invoice-fraud/ Impersonating IT support: how threat actors turn a remote session into enterprise-wide access Microsoft analyzes how attackers impersonate IT support staff to gain remote access and expand their foothold within organizations, highlighting attack techniques and defensive measures. Link: https://www.microsoft.com/en-us/security/blog/2026/09/02/impersonating-it-support-threat-actors-turn-remote-session-into-enterprise-wide-access/ From CIAOPS Image Model Comparison A practical comparison of image generation models, reviewing differences in output quality, style, and effectiveness to help users evaluate which AI image generation model best suits their needs. Link: https://directorcia.github.io/Office365/image-comparison.html   September webinar - local AI https://blog.ciaops.com/2026/09/10/ciaops-need-to-know-microsoft-365-webinar-september-5/ 

Our mental approach to what we do has a huge influence on the result. We recognise this easily in sport and business, yet when it comes to presentations and public speaking, we often forget it. For many people, the problem starts long before they walk onto a stage or into a meeting room. We may carry old fears about speaking in front of others into adulthood. Then, as our careers advance and presenting becomes unavoidable, we focus immediately on slides, content and logistics rather than first getting our mindset right. That is a mistake. A presentation puts our personal and professional brand on public display. How we think about the presentation influences how confidently we deliver it, and confidence has an enormous impact on how the audience judges our credibility. Why is mindset so important for presentation success? Your presentation mindset affects how confidently you speak, how your audience perceives you and ultimately how much impact your message creates. Many professionals approach public speaking with negative self-talk. They imagine forgetting their words, being judged by the audience or making a mistake. Sometimes that fear may stretch back many years. I certainly experienced this myself. I successfully avoided public speaking until I was around 29 years old because I was fearful of it. Eventually, career progression makes avoidance impossible. Presentations, meetings, conferences, sales pitches and leadership communication all require us to stand up and communicate ideas. The danger is concentrating entirely on mechanics—slides, timing and logistics—while ignoring the mental preparation required to perform confidently. Confidence and credibility are closely connected when we present. We may feel nervous internally, but hesitation and uncertainty weaken the delivery of our message. Do now: Treat mindset preparation as part of presentation preparation. Before thinking about slides, decide how you want to think, feel and appear when you speak. Does confidence matter more than having great presentation content? Excellent content is important, but audiences also judge whether the speaker appears confident and credible enough to make that content worth listening to. I recently watched a speaker whom I initially thought was impressive. When I analysed the presentation afterwards, however, I realised he had not actually provided much breakthrough information or many particularly valuable insights. What impressed the audience was his confidence. He stood in front of everyone looking completely comfortable being there. The audience was buying his confidence as much as his actual message. This is an important warning for presenters who believe their content will somehow compensate for poor delivery. We sometimes tell ourselves, "My information is excellent, so the presentation technique doesn't really matter." That is rarely a sensible strategy. Most presenters are competing for attention. Their audience has other priorities, other thoughts and, increasingly, a device sitting directly in front of them providing unlimited alternatives. Do now: Never rely on content alone. Build both sides of the presentation equation: a valuable message and a confident delivery. How can presenters compete for the audience's attention? Presenters have to combine worthwhile content with engaging delivery because the audience can mentally—and digitally—leave the presentation almost instantly. Modern audiences are accustomed to multitasking. While supposedly listening to us, someone may be checking email, searching Google, scrolling through LinkedIn or looking at social media. Facebook, Instagram, Twitter and countless other digital distractions are competing directly with the speaker. That means our presentation needs sufficient energy, confidence and value to hold attention. We have to sell two things simultaneously. First, our message is worth hearing. Second, we genuinely believe in what we are saying. Reading paragraphs of text from notes while barely looking at the audience makes both objectives much harder. Instead, know the material well enough to speak naturally from key points. Work the room. Look at people. Communicate the ideas rather than simply reading words. That becomes considerably easier when we have created the material ourselves or thoroughly adapted material someone else prepared. Do now: Know the content well enough to engage with the audience rather than hiding inside your notes. What is the best structure for preparing a confident presentation? Start with a strong opening, organise the presentation around three to five major points and deliberately design both your conclusion and your final close after questions. Presentation confidence becomes easier when the structure itself is clear. Begin with a powerful opening and introduce the central message you eventually want the audience to remember. Then isolate three to five key points that make your argument. Support those points with evidence, examples, stories or other material that gives the audience a reason to believe you. The close also needs planning. I recommend having your first close ready before the question-and-answer session and then a second close after the Q&A. Why? Because finishing with the final random audience question allows somebody else to determine the last thing everyone hears. Instead, answer the questions and then reclaim the room with your final message. A clearly organised presentation also reduces nervousness because you always know where you are going next. Do now: Build a visible presentation roadmap: opening, three to five key points, evidence, first close, Q&A and final close. How much should you rehearse a business presentation? Rehearsal is essential because knowing the information is different from being able to deliver that information confidently in front of an audience. One of the most common mistakes is spending nearly all the preparation time making slides. People adjust fonts, move boxes around, search for images and keep rewriting content until the presentation date arrives. Then they discover they have hardly practised actually delivering the talk. In effect, the first full rehearsal takes place in front of the audience. That is not preparation. That is experimentation. Rehearsing shows us whether the timing works. It identifies awkward transitions. It reveals sentences that looked fine on paper but are difficult to say naturally. We also discover where to pause, which words require stronger emphasis and where the energy of the presentation needs to change. Once we understand the cadence and flow, confidence increases because fewer elements of the presentation feel unpredictable. Do now: Protect rehearsal time in your schedule. Don't allow slide preparation to consume the time needed to practise the actual delivery. Can visualisation and positive self-talk improve presentation confidence? Mentally seeing yourself deliver the presentation successfully helps replace a fear-based starting point with an expectation of control and competence. In the weeks leading up to an important presentation, we naturally think about what we want to say. Use that process deliberately. Look for useful examples, quotations and evidence. Think about how you will explain the important ideas. Then play the presentation through in your mind. See yourself speaking confidently. Imagine the audience paying attention, nodding and responding positively. See yourself enjoying the presentation rather than enduring it. This is also where our internal language matters. If we repeatedly tell ourselves that public speaking is frightening and that we are terrible presenters, we reinforce exactly the mindset we are trying to escape. Change the conversation. Think instead about the professional opportunity. Every presentation allows us to strengthen our personal brand, demonstrate expertise and become better at communicating ideas. Do now: Rehearse physically and mentally. See the successful presentation before you deliver it and replace negative self-talk with purposeful preparation. Presentation success starts before you begin speaking The biggest change we can make may have nothing to do with PowerPoint, microphones or presentation technology. It starts with how we think. When we know the content, rehearse properly and understand the flow, we can relax. We know the timing. We know where to pause. We know which words deserve extra emphasis and how the argument fits together. Instead of dreading the presentation, we can start enjoying it. We should also actively look for opportunities to speak rather than avoiding them. Presentation confidence is developed by presenting. Change the mindset and you change the starting point. Change the starting point and you dramatically improve the possibility of producing the presentation result you need. 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 programmes, including Leadership Training for Results. He has written several books, including three best-sellers—Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery—along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

This podcast is powered by Klean Freaks University.com — where real cleaners build real empires. From mop buckets to million-dollar systems, we teach you how to clean smarter, lead stronger, and scale faster.You cannot change an organization unless change starts at the top.In this episode of Cleaning Business Life, Shannon sits down with Barbara Atkinson to discuss leadership, company culture, communication, accountability, and what it really takes to build a team that performs well.Barbara brings nearly 40 years of corporate experience in technology, data engineering, business process management, and team leadership. She explains why workplace culture exists whether you intentionally create it or not—and why the behavior modeled by leadership eventually appears throughout the entire organization.In this conversation, we discuss:• Why organizational change must begin at the top• How leadership behavior affects employee performance• Why leaders of struggling teams need to look in the mirror• The importance of clearly defined values and expectations• How better onboarding and written procedures reduce confusion• Why character and integrity can matter more than experience• How to recognize employees in ways that are meaningful to them• Why employees need to feel appreciated, supported, and valued• How company culture affects retention, morale, and the customer experienceIf your employees are struggling, communication keeps breaking down, or your company culture isn't what you intended it to be, this conversation will challenge you to examine the leadership supporting the entire organization.Because you cannot change an organization from the bottom. Leadership has to be willing to change first.Powerpoint: https://docs.google.com/presentation/d/1Q3Q9G1qjZ47IiZaGER9xZ9Ia6sF7UZWZ/edit?usp=sharing&ouid=110510830607544039277&rtpof=true&sd=true Support the showThanks for tuning in to Cleaning Business Life — the podcast for cleaning business owners who want to build a profitable, sustainable company without burning out.Hosted by Shannon Miller and Jamie Runco, each episode pulls back the curtain on what it really takes to start, grow, and scale a cleaning business — covering pricing, systems, leadership, boundaries, and the real conversations most people avoid.

Quotes from the episode:    "You don't know what you don't know."    "That knowledge outside of energy efficiency is key for anyone working in the built environment."    "If you are engaged and want to keep learning, this is a great space to be in."    Eight years after her first appearance on the Building HVAC Science Podcast, Amanda Hatherly returns in a new role: CEO of the Building Performance Institute (BPI).    Amanda and Bill start by clearing up a common misconception. BPI is not a training organization. It is an ANSI-accredited standards and credentialing organization that brings industry experts together to develop standards and certifications for residential energy efficiency, home performance, weatherization, and healthy housing.    Amanda shares what has changed since taking the helm at BPI, including updating standards and certifications, simplifying technical language, expanding Spanish-language materials, refreshing the website, and making the organization and its staff more visible and approachable.  A major theme of the conversation is the continued convergence of HVAC, building performance, healthy homes, weatherization, and electrification. Amanda argues that understanding the house as a system shouldn't be limited to people working in traditional energy-efficiency programs. HVAC professionals can become much better problem solvers when they understand how mechanical systems interact with air sealing, insulation, moisture, ventilation, and occupant health.    They also explore BPI's Healthy Housing Principles and Building Science Principles programs, workforce development efforts, contractor resources, and the growing opportunity for HVAC and home performance professionals to learn from each other.    Amanda closes with a reminder that the building performance industry remains unusually collaborative and knowledge-rich. For people willing to stay curious, there is always something new to learn.    And one question finally gets answered from Amanda's original 2018 appearance: Is PowerPoint really dead? Apparently not. But terrible PowerPoint probably should be.    LinkedIn: https://www.linkedin.com/in/amanda-hatherly/  Website: https://www.bpi.org/  Contractor and Test Center Locator tool: https://www.bpi.org/pages/locator  https://www.bpi.org/resources/certificates/healthy-housing-principles/  www.BetterHVAC.org  https://www.bpi.org/bpi-news/newsletters/  This episode was recorded in August 2026. 

OpenAI has introduced ChatGPT for Financial Services, a specialized platform powered by the GPT-6 Astra model and developed alongside major institutions like Morgan Stanley. This new tool integrates high-quality data from sources such as S&P Global and PitchBook to automate complex tasks traditionally performed by junior Wall Street bankers. Users can now generate financial models, research notes, and pitchbooks that automatically format to a firm's specific style within Excel and PowerPoint. While industry experts highlight the significant efficiency gains and the shift toward AI-driven decision infrastructure, others raise concerns regarding the future of the traditional apprenticeship model in banking. Ultimately, the release signals a strategic move by OpenAI to transition from a general-purpose tool to deeply integrated, industry-specific solutions.

IMPORTANT NOTICE: To earn CEUs for listening, you MUST sign up and listen to this episode on our website to get credit. To listen for the fun of learning? Just push play! Email us at abainsidetrack@gmail.com for further assistance. Gamification adds fun, game-like components to otherwise dull, dry activities to increase motivation to engage with the task. But could it work for supervision? This episode Diana takes charge as she reviews how gamficiation can be added to the BCBA trainee practicum experience to make the basic ABA supervision activity go from fine to fabulous! Plus, the basics of the gamification process and how you might extend this fascinating research to your own work. Learning Objectives: Participants will identify the possible components of gamification. Participants will identify the behavioral principles that likely produce behavior change in gamified settings. Participants will review the fieldwork requirements and identify how a gamified approach could bolster fieldwork hours accrual. This episode is available for 1.0 SUPERVISION CEU. To see the original PowerPoint presentation attached, watch the video on YouTube. Articles discussed this episode: Morford, Z.H., Witts, B.N., Killingsworth, K.J., & Alavosius, M.P. (2014). Gamification: The intersection between behavior analysis and game design technologies. The Behavior Analyst, 37, 25-40. doi: 10.1007/s40614-014-0006-1 Parry-Cruwys, D. & MacDonald, J. (2021). Using gamification to promote accurate data entry of practicum experience hours in graduate students. Behavior Analysis in Practice, 14, 1-10. doi: 10.1007/s40617-020-00421-2 Deterding, S., Dixon, D., Khaled, R., & Nacke, L. (2011, September 28-30). From game design elements to gamefulness: Defining "gamification". [Workshop]. Proceedings of the 15th International Academic MindTrek Conference: Envisioning Future Media Environments, Tampere, Finland. doi: 10.1145/2181037.2181040

What if the internet already showed us exactly what AI is about to do - and most of us missed the warning? Seema Alexander did not miss it. Her parents ran the first Indian vegetarian restaurant in DC. Muhammad Ali ate there. It grew to multiple locations. And then the internet happened, and they were so focused on running the business that they never saw it coming. Seema connected those dots years later - and decided she was not going to let the same thing happen to the next generation of business leaders. This is the conversation she has been building toward for four years.SUMMARY & GUEST INTROY'all know that Erica is obsessed with AI. So when she gets to sit down with someone who has been living and breathing this space from the business side - not the tech side, not the theory side, but the actual how do you rewire a real company side - she nerds out. Seema Alexander spent over two decades helping CEOs and founders grow at the intersection of brand, innovation, and community. She saw AI coming before most people were paying attention, went all in, and built Disruptive AI - a strategy and development studio helping companies rethink, reimagine, and rewire for the era we are already living in. She hosts The AI CEO Podcast, co-chairs DC Startup and Tech Week, and her keynote 'Why AI Is Bigger Than the Internet' has been delivered on stages across the country and internationally. Her mission is to equip one million CEOs with the fluency, strategy, and confidence to lead boldly into the AI era - and she is building a conference around it: AI BusinessCon, March 2-3, 2027, in the DC metro area.INSIDE THE EPISODEThe Aha, Oh Sh*t Moment. Seema calls it her 'aha, oh sh*t moment' - the day she was advising an early agentic AI company, listening to a cinematographer describe cutting his six-month storyboard process down to a click of a button, and realized: this is not about automation. This is rewiring the way business gets done. And this is the weakest the technology will ever be.AI BusinessCon: The Conference for Business Leaders, Not Builders. Most AI conferences are built for CTOs and developers. Seema is building one for the C-suite, founders, and investors who need to understand what is happening without needing a computer science degree to follow it. AI BusinessCon, March 2-3, 2027, DC metro area. Two days: big picture reality check, then practical and tactical. Come out knowing what to do next.Women and AI: Conviction Is the Strategy. Do women face an AI gap? Seema's answer is sharp: yes, there is a gender divide in most tech spaces. But the play for women is not to wait for permission. Pick your lane, go deep in it, stay on top of it, and own your conviction. Women connect dots differently - and that is exactly what this moment needs.The Great Business Rewiring: Rethink, Reimagine, Rewire. Seema's framework is not a PowerPoint. It is a three-stage process: rethink (build real fluency, understand AI like Lego pieces), reimagine (design what your business could look like with a layer of intelligence, proprietary data, and agents marketing to agents), and rewire (actually do the work). And do not AI-enable a broken workflow - fix the workflow first.Your Proprietary Data Is the New Moat. The models are commoditizing. What is not commoditizing is what you uniquely know about your customers, your industry, and your operations. Seema breaks down why proprietary data and domain expertise are the real competitive advantage - and why 'we use AI' is not a differentiator.My Parents' Restaurant and the Rise of the Internet. The most personal moment in the conversation. Seema's parents ran the first Indian vegetarian restaurant in DC - Muhammad Ali ate there. It grew to multiple locations. And then the internet happened. They were operators. They were not watching the technology. And they lost nearly everything. This is the story behind everything Seema is building.Go Deep, Go Fast, Go Quick. Seema's advice to her pre-AI self - and to every woman listening who has been putting off getting serious about this. The more you know, the more impact, profit, and community. Do not be afraid to talk. This stuff is moving fast. Go deep, go fast, go quick.RESOURCES & LINKSAI BusinessCon (March 2-3, 2027, DC Metro): https://businesscon.ai/Disruptive AI: https://getdisruptive.ai/Seema Alexander Speaker Site: https://seemaalexander.com/The AI CEO Podcast: https://podcasts.apple.com/us/podcast/the-ai-ceo-with-seema-alexander/id1676444315Seema on LinkedIn: https://www.linkedin.com/in/seemaalexander/ ERICA'S RESOURCES & LINKSStart small with me inside HER Jumpstart:https://her-collective.mn.co/plans/1985289?bundle_token=60b2c61d62213cdbd16d437cdc0e4204&utm_source=manual

Rob sits down with a rare three-person interview: Danica Doble (@type1deeabetes) and her partner Lucas, who both live with type 1 diabetes. Their story starts with a genuinely wild diagnosis arc. Lucas was told he had type 2 diabetes, put on metformin, and left to figure it out on his own for over a year. It wasn't a doctor who caught the mistake. It was Danica, watching his Dexcom numbers from the outside and refusing to let it go until he got a GAD antibody test. She was right. The conversation moves from that misdiagnosis story into what it's actually like to build a life and a relationship around two people managing the same disease. They talk about pre-bolusing habits rubbing off on each other, supply emergencies solved by sharing pods, and the strange comfort of dating someone who doesn't need diabetes explained to them. Danica also opens up about a year of debilitating fear around low blood sugar that came out of nowhere in 2022, how it shaped what she couldn't do, and how she worked her way back out of it. There's also a real look at Danica's path as a creator from a fitness account that hit 300K on TikTok to launching as its own page, growing to 60,000 Instagram followers in under a year, and running a six-week fitness challenge built specifically for the T1D community. She talks candidly about online hate, why she doesn't shy away from clapping back, and how she's learned to hold onto the good instead of fixating on the one negative comment. It's a funny, honest episode complete with the story of a PowerPoint presentation Danica made to teach Lucas about type 1 diabetes, a jiu jitsu sensor casualty count, and a love story that started at a casino. Press play for the full conversation. Chapters: 00:00 Cold open and guest introduction 01:20 Welcome and introductions from Danica and Lucas 02:18 Lucas's symptoms begin and the misdiagnosis story starts 04:36 ER visit ends with a type 2 diabetes diagnosis 06:37 Danica suspects type 1 and pushes for testing 08:47 GAD antibody test confirms type 1 diabetes 10:00 Onboarding to insulin and Danica's PowerPoint presentation 12:52 Danica's content creation origin story begins 16:48 Danica's year-long fear of low blood sugar 20:04 How diabetes shows up in their relationship 23:05 Inside Danica's six-week fitness challenge 25:31 Handling online hate and diabetes stigma 28:23 How they actually met: the casino night origin story 33:03 Closing reflections and advice for listeners 34:53 Jiu jitsu, sensor casualties, and daily management tips Resources: 1. Danica Doble Instagram 2. Danica Doble TikTok

Recorded September 4, 2026 Is a "kit of parts" actually a kit of parts if it contains two-and-a-half kits, a warehouse full of spares, and whatever happens to be sitting on the shelf that afternoon? We revisit one of our favorite arguments: building campus AV standards around common, interchangeable components without accidentally locking yourself into a manufacturer ecosystem. That leads naturally into HDBaseT versus AV-over-IP, inventory strategies, network dependencies, and whether simplifying systems actually lets you stretch limited upgrade dollars further. Before all that, Harvard gives us another glimpse into the classroom of the future with AI-generated versions of faculty serving as entrepreneurial mentors. Naturally, we immediately extrapolate this into AI professors teaching AI students while everyone else stays home. Progress! Finally, we tackle the less glamorous side of classroom ownership: what happens when something technically isn't your responsibility, but everyone knows your team is going to get the call anyway? From rooms left torn apart before classes begin to neglected spaces that have fallen between departmental cracks, sometimes supporting the teaching environment means taking ownership of more than just the AV gear—even when the organizational chart says otherwise. News: https://www.nytimes.com/2026/08/22/business/dealbook/harvard-ai-faculty.html Archive: https://archive.is/VJGXq   Marc's LinkedIn article: https://www.linkedin.com/pulse/week-32-space-between-installation-adoption-marc-cholewczynski-8ioyc/   Alternate show titles: Cooler trucks It's not really a class either  Which is cool, but… Did they did it? One dude at a keyboard Whatever happened to goggles? As we embark on this twisted journey 600 rooms in the trash That's kinda weird, I wouldn't do that That company forces you to upgrade from time to time It works well enough… Whatever that is that shouldn't exist Get these three I's to that one O They don't have to be smart Which was it, transmitter or receiver? Both I think I bought 200 and I'm all out Right tool, right job We do not do PowerPoint training, sir Matcha! They all quit! Punch out and walk home Be responsible, be accountable   We stream live every Friday at about 315p Eastern/1215p Pacific and you can listen to everything we record over at AVSuperFriends.com    ▀▄▀▄▀ CONTACT LINKS ▀▄▀▄▀ ► Website: https://www.avsuperfriends.com ► Twitter: https://twitter.com/avsuperfriends ► LinkedIn: https://www.linkedin.com/company/avsuperfriends ► YouTube: https://www.youtube.com/@avsuperfriends ► Bluesky: https://bsky.app/profile/avsuperfriends.bsky.social ► Email: mailbag@avsuperfriends.com ► RSS: https://avsuperfriends.libsyn.com/rss   Donate to AVSF: https://www.avsuperfriends.com/support

Welcome back to Season 13 of the PolicyViz Podcast! In this quick solo kickoff, I walk you through everything I have planned this season, from a full episode on accessibility in data communication to a brand-new weekly series where I talk through some of my favorite data visualizations from the last 15 years. I'll also tell you about my very first live podcast recording, happening in November in Boston as part of the IEEE VIS Conference and the new Cluster Practitioner Summit I'm co-organizing. Along the way I'll be expanding my YouTube content around Flourish, Excel, and PowerPoint, including how I'm using AI tools like Claude and Copilot in my own workflow. It's shaping up to be a busy, lucky Season 13, and I'm so glad you're along for the ride.Subscribe to this podcast. Follow this show and everything dataviz on Instagram, LinkedIn, Substack, X, and YouTube. Check out the PolicyViz websiteto learn more about data and data visualization.Questions? Comments? Pitch ideas? Email me at: jon@policyviz.comHosted by Zencastr where you can record, transcribe, edit, and automatically publish your meetings, podcasts, and more.

Viva Engage will soon be able to power the comments on SharePoint pages. Silence Teams notifications temporarily with a new option. Create interactive slides using a new Copilot skill. What else is arriving soon? 0:00 Welcome 2:35 Create interactive slides in PowerPoint with Copilot skill (Windows and Mac) - MC1461152 5:28 Upcoming changes to classic publishing sites, classic user-created pages and custom scripting in SharePoint Online - MC1464926 13:14 Microsoft Teams: Users can temporarily pause all notifications - MC1465768 17:07 Microsoft Teams: Collect information with List Form in Workflows MC1466757 20:18 Frontier [Skills] 'Explain this presentation' built in skill in PPT Copilot (Web) MC1466327 23:51 Cross-post SharePoint News to Engage MC1466762

Od majstorisanja u selu pored Kruševca i razvoja bankarskih softvera, do života u Kejptaunu i pokretanja firme u niši kojom se bavi svega dvadesetak kompanija na svetu - kako izgleda razvoj alata za masovnu proizvodnju PowerPoint prezentacija?

Surviving September 11 took more than courage. It took preparation, trust, and the ability to manage fear. I share my experience escaping from the 78th floor of the World Trade Center with my guide dog, Roselle, and the lessons that shaped how I responded that morning. You'll hear how years of learning my surroundings, trusting my training, and understanding my role as a leader helped me stay focused during the evacuation. I also explore blindness, the limits society places on blind people, and the power of teamwork between a guide dog and handler. Most of all, this story is about focusing on what you can control, trusting the relationships you've built, and preparing yourself to act when fear shows up. Highlights: 00:10 – Why Michael is revisiting September 11, 25 years later. 11:45 – How Michael learned that blindness itself isn't the limitation. 32:50 – Why preparation inside the World Trade Center mattered when crisis hit. 36:40 – How staying calm helped Michael lead others toward safety. 44:46 – The lesson Michael heard while running from the collapsing tower. 51:59 – What Roselle taught Michael about fear, trust, and moving forward. About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Transcript: Michael Hingson  00:04 Hi everyone, and welcome to another episode of Unstoppable Mindset. I am your host, Mike Hingson, and today we're doing something a little bit different. This is Friday, september 4, 20/26, and this is the first of four episodes commemorating all of the events that happened in and around September 11, 2001. As many of you know, I was in the World Trade Center working for a company. I had opened an office for them on the 78th floor of Tower One of the World Trade Center, and on September 11th, I was in my office because we were going to be doing some special sales training for people, and I was there getting prepared to do all of that when the terrorists attacked the towers, and then later the Pentagon. And as you may know, a fourth aircraft was crashed in Shanksville, Pennsylvania, because people on the aircraft took it over from the terrorists or tried to anyway, so one of the things that we thought would be helpful would be for me to give you again a taste of what I actually went through and what occurred on September 11, 2001, when we started this podcast back in August of 2021, I played a speech that talked about some of what happened to me in the World Trade Center. But today we're going to do a different speech. In April of 2024, I was invited to be a speaker at the Marshfield, Missouri Cherry Blossom Festival. Now that festival is a yearly event celebrating and commemorating different events in American history. In 2024, I was invited to come and speak and talk about my experience at the World Trade Center and to help put some of that into context. I thought it would be very relevant for all of you if we played that speech for you, so that you would again get a taste of what occurred with me, why I was able to survive and escape, and a little bit about the lessons that we should learn about not only September 11th, but frankly, from my perspective, being the fact that I have been blind since I was born in 1950, I want you to learn a little bit more about blindness. So we're going to present to you now my speech delivered in April on April 27, 2024, at the Marshfield, Missouri Cherry Blossom Festival. I hope that you'll enjoy it. I hope that it will teach you some things, and don't forget that we have other episodes coming up. We have another episode occurring on the eighth of September where I'm going to be interviewed by Michelle Abraham from Amplify You. Amplify You is the company that I work with to get these podcasts out twice a week, and Michelle has her own podcast, and she's going to interview me to talk about lessons we've learned, to talk a little bit about what happened on September 11th. But we won't give anything away for what's going to happen later in this series of episodes. On September 11th, I will be talking with Bob Ellis. Bob was at the Pentagon on September 11th and literally just walked out the door just before the aircraft hit the Pentagon. We're going to talk about that and again, hopefully, put some of things in perspective for you. Then on the 15th of September, I'm going to come back on episode 475 of our podcast, and talk a little bit more in detail about the lessons that I've learned, and talk about things that I hope people will take away and remember from september 11. I know many of you weren't even born when the World Trade Center terrorist attacks occurred, and so this episode 472, especially, I hope will give you a little bit better sense of what occurred, and from my perspective, why things occurred the way they did, and and how we proceed. So I hope you'll enjoy this episode. Hope that you'll enjoy what it brings, and we will definitely be moving forward to talk about some other things later on. Speaker 1  04:24 There are moments in American history that changed the national conscience. Yesterday, we heard about the assassination of President Kennedy. Some of you might be old enough to remember the attack of Pearl Harbor, and for most recently in American history, of course, the terrorist attacks September 11th. Today, you're going to hear a riveting account, a a heroic story of a man whose story I believe will really pull at your heartstrings. And to moderate that panel today, or that interview, to do is conduct our interview. Today is Mary Acher, who's no stranger to this stage, good friend, presidential historian, and a great interviewer. If you'll put your hands together for Miss Mary, Speaker 2  05:11 I just am so honored to met Michael Hinkson and Alamo. You know by what you see that he came down on the 78th floor of the North Tower with his guide dog Brosel, but I have a friend named Doug Weed who always told me, "You don't brag on yourself; you get somebody else to brag on you. And I want to brag on Michael before we start this. Before I ask him to tell this story, Michael was a premature baby, and at the time when he was born, they put the babies in pre in a the premature babies in a incubator sealed with 100% oxygen, and the doctors didn't know that then, but it blinded the children, and Michael was blinded at birth. So Michael was very fortunate that he had parents that refused to allow him to even think about being disabled. They mainstreamed him before mainstreaming was even known, and they taught him to ride a bicycle. They let him drive a car, and later in his life, he actually piloted an airplane. Is that amazing? He loved mathematics. He loved physics. He was taught geometry. He solved math problems in his head. He's got a master's degree in physics and another-not a master's, but a regular in in teaching. So that is why he is such an amazing man. He's never ever let this what enough people call a disability stop him at all? As a matter of fact, he has been such an amazing gift to the unsighted community in in the Braille and things that technology that blind people can utilize to be online and be all kinds of of things that they wouldn't ever have been allowed to do even 50 years ago. So anyway, I'm just so honored to have met you, Michael. It's just been amazing. I'm going to take him to Lambert's tomorrow. He says I have to catch the rolls, or somebody else will catch them and they'll eat them and he won't get it. I promised him I'd catch the rolls. All right, my dear Michael, would you start telling us about that horrendous day? I am Michael Hingson  08:00 going to not do what I said I was gonna do. I'm gonna stand up, and I'm gonna be very interested to go to Lambert's to see what they do with me, since normally they would throw the rolls, as I understand it. And I'm gonna point out that doesn't really work. So now, what are you gonna do? Because if they all fall on the floor and the dog gets them, and the dog gets sick, you guys are in trouble. So I'll be interested to see exactly what happens. No, I'm sure it will work out. Mary, thank you for those those kind words. I'd like to start by defining a couple things to help us in all of this. Mary is absolutely right about what my parents did in their position, the doctors told my parents when it was discovered I was blind at about four months of age that I should be sent to a home because no blind child could ever grow up to amount to anything or contribute to society. If you think that's bad, it was worse in other parts of the world where, when children were born who were blind, were just drowned in a bucket of water. So, in a sense, it wasn't as bad. Not every child who was born premature and put in an incubator did go blind, and it's unfortunate, in a sense, that at the time that I was born. Dr. Arnold Papps at the Wilmer Eye Institute at Johns Hopkins University had discovered that, in fact, oxygen could cause blindness, and even a few minutes a day of a non-oxygen environment would drop the incidence of blindness down to zero. But medical science didn't believe him because they said, "Well, too much oxygen can't be a problem. And what Dr. Arnold Pats essentially really proved is that too much of anything can be a problem. So it is it is an issue. I finally actually some time ago got to meet Dr. Pats. Before he passed, it was it was fascinating to talk with him about that. The condition at the time when I was born was called retroenterial fibroplasia. If you want to know how to spell that, I wrote a book called Thunderdog: The Story of a Blind Man, His Guide Dog, and the Triumph of Trust at Ground Zero, which we plan to have here, but the publisher messed up, so it wasn't. But you can go buy Thunderdog anywhere, and you can learn how to spell retrolateral fibroplegia. It is now called retinopathyoprematurity. I guess that's a little easier to spell. I don't know still why they changed the name, but they did. So fine, I don't care. I am blind. I don't care. Blindness isn't the problem. I've learned from my parents and growing up and being alive now for yep 74 years, blindness isn't the problem. The problem is our perception of blindness, what we believe blind people can and can't do, as opposed to what they truly can and can't do. If you want to really see a story or something about a blind person driving a car, there is a website www.blinddriverchallenge.org. Blinddriverchallenge.org. The president of the National Federation of the Blind in October of 2001 challenged private industry and universities to create a vehicle that a blind person could drive, not an autonomous vehicle, but truly a vehicle that would transmit to the blind person the information necessary for them to drive the vehicle. What you will see at blinddriverchallenge.org is a video of a gentleman named Mark Riccobono. Too many marks. Mark Riccobono driving a vehicle independently without any assistance around the Daytona Speedway, right before the 2011 Rolex 24 race, he will go through an obstacle course. He will pass boxes that are being thrown out of a van to try to block his way. He will pass the van and a number of things like that. The reality is, what is driving? It's all about you having the information necessary for you to control your vehicle, and as far as I'm concerned, given what Mark Riccobono did, and given the reality that the information is available to us, given the way most sighted drivers drive, I'll take me any day, especially where I live in Victorville. My gosh! But the the reality is, blindness isn't the problem. I grew up believing that I went to public school. I went to college. Michael Hingson  12:26 I did get a master's degree in physics. As I love to tell people, I'm as good as Doc Brown from Back to the Future in building reactors and nuclear bombs. The only difference between me and Doc Brown is I won't go steal fissionable material from some source that might come after me later. So you know, I think I was a little smarter than Doc Brown, but the fact is, again, it's not the problem. I was also the program director of the campus radio station for a while, and I worked at the campus radio station KUCI 89.9 on your FM dial for seven years. I did a show playing old radio shows every Sunday night from six to nine. Didn't even know what 60 minutes was. I heard about it, and one day finally somebody from the show or from the the Orange County Jail called and said, "We really got a situation. We want you to know about it here at the jail. People who heard about you, they've heard about 60 minutes, and on Sunday nights we have to divide the jail in half. Half of the people go up to a television room to watch 60 Minutes, and the other half, which is the bigger half, want to hear your show playing old radio shows on Sunday nights. So you know we must be doing something right. That even at the jail, they liked us. I went to work in 1976 for the National Federation of the Blind. It's the largest organization of blind consumers in the country. I was offered a position because I was in in the science world, one of the few at the time in that world. And the president of the federation, Dr. Jernigan, told me in late 74, early 75, we got a situation. There's a guy named Ray Kurzweil. You may have heard of Ray. He's a futurist. He's an inventor. He's invented the singularity. I'm not totally sure I agree with everything that Ray says. You know, Ray once said the only problem with God is we haven't invented it yet. I don't agree with that. And the other part about it is Ray says that we're really going to all become part of the world when chips are created that will allow us to directly interact with computers. Well, we'll see. I don't want to chip in my brain yet. But Ray at that time had developed a piece of technology that would actually look at a printed page. It actually had to build it up line by line, so it wasn't like snapping a picture. But it would learn to recognize all the characters on that page, no matter what their type styles or print styles were, and it would read it out loud, called the Kurzweil Reading Machine for the Blind. Just like with blindness and retro-entral fibroblasia, the government didn't believe he could do it because nobody else had been able to do it, and so they wouldn't help fund it. He came to the federation, and the federation said, "Tell you what we're going to do." Ray, I'm not sure they said it quite that way, but tell you what we're going to do, Ray. We're going to send somebody up there with a bunch of material, and if your machine reads what we bring up, not what you want to read, if it reads what we bring up, then we're going to help you get funding. And Ray, I'm sure again it wasn't quite the way he said it, but he said, "Bring it on. They did. It did, and a relationship began that exists to this day-a machine that literally would read print out loud. And Ray wanted the first application of omnivore optical character recognition to be a machine that would read print out loud for blind people. We created a project where we purchased several machines, and then for 18 months, from 1976, in October through June of 1978, I lived in suitcases or out of suitcases in hotels, traveling around the country where we put machines at places like the New York Public Library, the Iowa Commission for the Blind, the San Francisco Public Library, and some other agencies for the blind around the country. Michael Hingson  15:59 The idea being that we wanted blind people to come and use the machine, read whatever they wanted to read, and then give us information about what needed to go into a final production model of the machine. I wrote training curriculum. I wrote the the technical manuals for teaching people how to use the machine. I taught people to use it. I observed people using it. Sometimes grabbed my old soldering gun and fix things that broke on the machines. These were $50,000, 400 pound machines. They weren't little things like an app on an iPhone today, right? So anyway, we finally wrote the final recommendations, and then Ray said, "I want to hire you to come and do the same sort of thing within the company. So I went to work for Ray, moved to Cambridge, Massachusetts. Actually, I learned I moved to Winthrop, Massachusetts, learned how to go from Winthrop to Cambridge every day, and we began a relationship. And I worked at Kurzweil Computer Products, in and that started in again October of 1978. In May of 1978, I was called into the office of the VP of Marketing, and Andrew Parson said, "We're laying you off. What? We're laying you off. Why? Oh, it's not that you're doing a bad job or anything, but unfortunately, like a lot of engineering startup companies, we've hired too many people who aren't revenue producers, and we have to have more revenue producers. And so, as important as your job is, it's not as important as making money for the company. So we have to lay you off. Then he paused and he said, "Unless you'll go into sales. Now, I'm a science guy. However, I thought about it for a micro nanosecond, and I said, "Sure, I'll go into sales. As I love to tell people, I decided I would lower my standards and go from science to sales, and did. I said I don't know anything about sales. He said we'll send you to a Dale Carnegie sales course and all that. Well, I started selling, but not the reading machine for the blind. Instead, I sold a new product they had called the Kurzweil Data Entry Machine, and unlike the reading machine for the blind that sold for $50,000, if you want one, we might be able to find one of the old machines for you for 49 995. Instead, I sold a new product called the Kurzweil Data Entry Machine, which was only $125,000. I guess they had confidence in my ability, and I was very grateful for it. The real reason that I didn't want to refuse the sales position is I knew that at that time, and it's still somewhat today, the unemployment rate among employable blind people is close to 70. That is seven 0% It's not because we can't do the work; it's because people think we won't be able to do the work and don't give us the opportunity. So the bottom line is, I lowered my standards and went from science to sales, and did that for a while. And then in 1981, while Xerox was considering and actually working toward buying the product, I was asked by Ray and the VP of Sales to move back to California, where I was from, to help integrate Kurzweil into the Xerox West Coast environment, including their research center called Palo Alto Area Research Center Park, and I did. And my thanks for that was that after the the whole sale was consummated and Xerox completely took over. I was the last salesperson in June of 1984 to receive a FedEx letter saying thank you for your service, but we don't want you anymore. Goodbye, because all Xerox wanted was the technology. They didn't want the people. Now I was confronted with the situation. How am I going to find a job? What am I going to do? 70% unemployment. and I went out and I wrote lots of cover letters, sent out lots of resumes, and I even got a headhunter who called me and said, "Love your resume. We're going to have you interview with this company up in San Jose, California. We'll send you a ticket. They sent me the ticket the night before the flight. The guy called. Back and he says, "You know, I was just looking at your resume again. I see you do a lot of things with blind people. Michael Hingson  20:04 Is there somebody in your family who's blind? You notice that? And I said, "Yeah, I'm blind. You're blind? Well, I'm going to have to call them. They're not going to want to talk to you. I said, "Nothing has changed. My resume is still the same, but you're blind. It's all changed. No, it hasn't. There were no laws to stand on. The reservation was canceled, and I didn't do the interview. Their loss. If Speaker 3  20:30 you enjoy Unstoppable Mindset and would like to help us continue bringing these conversations to you each week, we've created a way for you to support the show. Your contribution helps us cover production costs and continue sharing stories, insights, and ideas that inspire people to live with purpose and possibility. If supporting the podcast feels right for you, you'll find the link in the show notes. Thank you for being part of the Unstoppable Mindset Community. Michael Hingson  21:02 Eventually, not finding a job, I started my own company selling computer-aided design systems to architects. A blind guy selling CAD systems? Why the heck not? I didn't need to work the machine. What I needed to know was how to work the machine, so I could describe it to architects, and I could sit them down in front of a machine and talk with them and talk them through it. We also hired people to demo CAD systems, and I did that for four years. And then I went back into the workforce. And when I went back into the workforce, my wife and I were talking one day, and she said, "You know, I got this great job I just discovered in the newspaper. It's selling high-end, new, revolutionary, hot, pluggable disc technology. It's perfect for you. You should apply. And I said to my wife Karen, who I had married in 1982. By the way, Karen also had a disability. She was in a wheelchair her whole life. She reads. I push. Worked out well. I said, so do I say in my cover letter I'm blind or not? Because typically, if you say you're blind, same thing will happen with the headhunter. You won't even get a call back if you don't say you're blind. You might get a callback, but then they're going to have all their defenses go up when you show up for the interview. And she said, "You're an idiot. Wives can do that, gentlemen, and it's fine. You're an idiot. Why? What's the most important thing you always said to every salesperson you ever hired, well, I wasn't quite sure which things she was thinking of. I had several things that I always said to salespeople I hired. She said, "You always told every salesperson you ever hired turn here's the operative word perceived liabilities into assets. You ever watch those little cartoons in the newspapers and all that, where the light bulb goes on over your head. Well, that's what happened, and I went and I wrote a cover letter to send with this resume to this company. And here are the last two paragraphs of the letter. The most important thing you need to know about me is that I am blind. As a blind person, I have had to sell all my life just to be able to function and survive. I've had to sell to take my guide dog on airplanes. I didn't tell them that we had to sue one airline because they violated their own policy because they wouldn't let me go on an airplane with my guide dog. I've had to sell to convince people to let me buy a house, move into apartments, sometimes take my guide dog into grocery stores, and do anything else because I was blind, I've always had to sell. So, second paragraph: When you're hiring someone for this job, do you want to hire somebody who comes in and works for eight or 10 hours a day, and then just goes home because the job is over, or do you want to truly hire somebody who understands sales for the science and art that it is, and who sells 24 hours a day as a way of life. Sent off the letter. Waited for two weeks, wondering if I'd get a call or an email. Well, no, not an email, not back then. But in late June 19 or May 1989, I got a call. This is Doug Cooper, head of marketing for Articon. We love your letter. Would you come for an interview? And I said sure. Next day we were down there. I was hired and started on july 2, 1989. Love to start on the second of July, or actually the third of July, because then I got the next day off. It was great. So I went to work for them, and we moved from where we were living in Mission Viejo down to Vista, California. The company was in Carlsbad. I began selling to the East Coast, selling our technologies and other technologies, Sun Microsystems products, and so on. And then in 1996, the owner of the company asked me to move to New York for them because we were selling to Wall Street. Michael Hingson  24:37 Wall Street was always good at getting and demanding and getting what they demanded, and they always said, "If you are a manufacturer and you're selling products to us, we want a representative, not an agent, but we want the company in Wall Street Arena to be able to to hold responsible and deal with. So we moved to New York. And I went to work on the 23rd floor of Tower Two of the World Trade Center, and was there for about a year, and then was recruited away by another company, and it wasn't hard because Articon did not figure out how to support a branch operation. So I was recruited away, and then in 1999 I was recruited away by Quantum Corporation, and now we're getting to what Mary asked about. But I needed to give you the background. Hope it was okay. So in 1999, I was hired to open an office for Quantum Corporation on well in New York City. Quantum was a company that made products called tape libraries. They were big boxes that consisted of tape drives and lots of tape cartridges, and you would attach them to computer networks, and then you would use software like one called Veritas, which is still used today. And what you would do is you would back up all of your data over the network into these tape libraries, onto tape cartridges, and then you would take the tape cartridges out and store them off-site. Now I gotta stop and be spiteful because in New Jersey they love to say that they stored them in a town called Mountainside Under a Mountain. You ever see a mountain in northern New Jersey? I came from California where we had mountains that were eight, 910, 1000 feet tall. They didn't even have decent hills, but they still called it a mountain. That was fine, whatever. They still were able to store the tapes in safe places. But the point is that all the data was backed up off-site, which is what they needed to do. We opened the actual office on august 1, 2000. I hired a staff, and we had a staff that came in and and sold, and we also worked with resellers. And in August of 2001, our main distributor Ingram Micro said, "You know, we got a lot of resellers who are selling your products, but they don't really know how to do it. Can we hold some seminars to teach our your reseller partners, our customers, the resellers, how to sell your product? I said, "You bet. We worked it out with the folks at Quantum. David Frank, who was in charge of pricing and distribution, said he wanted to come back to be a part of the seminars, and we set up doing the seminars. The idea was that we would teach them. I would be their main point of contact since I worked and lived there. David would be the person that I or they would contact without with any pricing issues, but I would be the technical point of contact contact. Master's degree in physics helps, and so we set up the seminars. And wouldn't you know it, we set them up to be held on september 11, 2001. The evening before, or the morning of September 11th, about 12:30, Roselle, my guide dog at the time, woke me up. She was very nervous and fidgety. I knew what it was like when she was fidgety. It was usually because it was a thunderstorm. She didn't like thunder, and we went down to my office. And of course, a thunderstorm did happen, and the storm literally came right over our house. I've never been in an environment where bombs went off around me, but I got to say that in this case, the thunder claps were, as I said, literally right over us, and it had to be like what a bomb sounds like going off. Anyway, it went on till about two, and then we went back up and got a couple more hours of sleep, three more hours of sleep. I got up. We went in and got to the office at about 7:40 in the morning on September 11th. As I came to the door, somebody came up with a cart. It turns out it was a guy from the Port Authority cafeteria. Michael Hingson  28:33 We were going to be providing breakfast and snacks for the first and second seminarians. We had seminars going all day, so we went in. I showed him where I wanted to set up everything in the conference room. I went in, got my laptop computer out of my backpack briefcase. I got my PowerPoint projector, and I went into the conference room and set everything up because I was going to be doing a PowerPoint show that day to give people all the information they needed about the ATLP 3000, the ATLP 1000, and so on. Yes, blind people can do PowerPoint, folks. It's not magic. You sighted bigots. So I had a script, and my wife and I had created the script, and I'd used it many times. The script was in Braille. I knew what was on every slide. We put a couple of things in addition on the script. We put all the wording from the slides on the script, and we also put on the script descriptions of the pictures, as well as where the picture would show up on the screen. So I would, for example, when we showed this to other customers around the city, I'd blow their minds because I would be doing the presentation. My sales guys loved it when I went out and did PowerPoint presentations because I could just point over my shoulder. On the left side of your screen, you'll see the ATLP 3000 with 16 cartridge, 16 drives, 326. Cartridges, and you see the label that says Prism Technology. We could hook five of them together. On the right side of your screen, you'll see the ATLP 1000, which was a single unit with 30 cartridges and one tape drive. And people would come up to me afterwards, and they say, "You know, we're ticked at you. I go, "Why? Well, first of all, your presentation was not boring, which usually they are. But second of all, you never turned and looked at the screen. You kept looking at us, even though you were pointing right to where everything was with your laser pointer. We didn't dare fall asleep. We forgot you were blind. And my response was, "You don't get it. My dog was down here taking notes. If you'd fallen asleep, we would have got you anyway. But that was what it was about. My responsibility was to be the leader of that office, and I had to do what anyone else would do. One of the main things that I did was spend hours, days walking around the World Trade Center, learning what the kiosks were in the shopping mall on the first floor, learning where different offices were, consulting with the Port Authority police and the fire prevention people learning what to do in case of an emergency because sometimes I might be in the office all by my little self. There would be nobody else around. I didn't want my staff in the office. I wanted them out selling and working and supporting customers. Not being in the office, of course, they did usually come in at least once a week. And and so I learned never watched The Sopranos, but I got to tell you, I learned more about the Sopranos from all the Italian Americans on my staff who talked about the Sopranos constantly. Bada bing, bada boom, and I learned a whole lot about Tony Soprano without ever watching the show. But the point is that I needed to know all that stuff. I needed to know where the restaurants were. Customers come into the office. Oh, you want to go out to lunch? What kind of food do you want? There's a great deli downstairs called Fine and Shapiro. Let me take you there. How would it have looked if I didn't know how to do that, and I had to say to someone, "You're going to have to let me take your arm and lead me there because I don't know how to get there, and two hours later we're supposed to be negotiating multi-million dollar contracts? No, I needed to know it. I didn't have the luxury, and I don't regard it as a luxury. I regard it as a disability of reading signs. I needed to know all of that stuff. What I didn't realize is that was creating a mindset in me, which I'll talk about in a moment. Michael Hingson  32:15 Anyway, got all the laptop projectors and everything set up. The only thing I knew I didn't know how to do extremely well is to get it exactly aimed right, but about 8o'clock, David Frank came in and I said, "Say, David, this is all set up, but let's aim the projector just exactly where you want it on the screen. And we did have to turn it just a little bit, but not too much. But anyway, at 845, I was in my office and David was with me. We were creating a final list of all the people who were going to be attending the seminars, because the Port Authority police, the security people, needed to know who was coming. There were two ways you could get into the building: either we faxed on letterhead a list of people who were coming on any given day, and then the people coming in would show their photo IDs, and it would be verified against the list. And if they were allowed in, then they would be given a badge that they would put over their neck, and they would carry that, and they could scan barcode and go into the appropriate elevator to come onto our floor, or they'd have to call us every time somebody came in. And I didn't want a lot of phone calls coming in, so we were faxing the list. I was reaching for Letterhead to fax to to print the list on Letterhead when suddenly I heard and felt kind of a muffled thump and a vibration. And then literally, if you any blind people in the room, well, I'll do it anyway. I'm holding up my hand, and what happened was that literally, as I'm now tipping my hand toward you, the building began to tip. We probably moved about 20 feet. The building kept tipping and tipping. David and I said together, "What's going on? I don't know. What's going on? What do you think? Was it an explosion? I said. David said, "Didn't sound like it. Is it an earthquake? David was from New York, and now he's living in California. He didn't know about earthquakes. I said, "No, the building wasn't shaking around. It was going in one direction. And finally, and I went over and I stood in the doorway between my office and the the outside lobby of our our offices, and I stood there. Roselle was asleep under my desk. David was just on the other side of my desk, holding it near our windows, looking out over Manhattan, the south side of Manhattan. And finally, David and I both said goodbye to each other because we thought we had moved so far that the building was going to take a 78 floor plunge to the street. And then the building slowed down, and it stopped, and it moved back. As soon as it got vertical, I started walking back into the office. I met Roselle coming around from under my desk. I took her leash. I said "heel, which meant to come around behind me to sit and lie down, which is what I would normally have Alamo do, but he's comfortable, so we'll just leave him there. Roselle sat down, and about that time. The building dropped straight down about six feet. Why did it drop down? Because tall buildings like that literally are springs. They're made to flex in windstorms and other things like that. An Empire, an airplane hit the Empire State Building in the 1940s because it got lost in a fog bank. Tall buildings are flexible. They have expansion joints, and when the building was hit, the expansion joints took up all of the the things that were going on. And then when the building got straight again, the expansion joints dropped back down to their normal configuration. I knew that because I had talked to people about stuff like that. I'd forgotten it until later, but I knew it. What I hadn't realized is that what was happening when I was learning so much stuff was that a mindset was being developed in me that said, "You know what to do in an emergency. And as soon as the building dropped, David turned and looked out the window and started shouting, "Oh my God, Mike! There's fire and smoke over us! There were millions of pieces of burning paper falling outside the windows. Michael Hingson  35:59 We got to get out of here right now! Slow down, David. No, we got to get out of here. The building's on fire. I could hear things rushing and brushing outside our windows, and now I knew what they were. David told me millions of pieces of burning paper, right? And I didn't smell any smoke. Roselle wasn't doing anything to indicate any concern, and David kept saying, "We got to get out of here. The building's on fire. And I kept saying, "Slow down. Our guests began to scream. We had like five or six who were in our conference room. Early arrivals. They started coming out, but then they heard me say, "Slow down, stop, David. Just wait. And they waited to see what was going to happen. And finally, David used the big line: "You don't understand. You can't see Speaker 4  36:37 it. The Michael Hingson  36:38 problem wasn't what I wasn't seeing, the problem was what David wasn't seeing-a dog sitting next to me, wagging her tail, yawning, going, "Who the heck woke me up? I was comfy, not giving any indication of fear. And I eventually got David to focus, and I said, "David, get our guests to the stairs. Don't let them take the elevators, because I knew if there's fire, especially because if there's fire, the elevators could become fire traps. The fire could get into the elevator shafts, which it did, and anybody in the cars would be burned. David left with our guests, got them to the stairs. Meanwhile, I called Karen and told her that there had been an explosion or something. We had no clue. There was no way to know. I love it. Reporters, even today, and other people say, "Well, of course you didn't know you couldn't see it. Excuse me, you numbskulls. The last time I checked, Superman and X-ray vision were fiction, and the airplane hit 18 floors above us on the other side of the building. No one knew. All the way down the stairs, we didn't know because no one saw it. No one knew. Anyway, I called and told Karen she wanted to know more. I said, "I don't know anything else. I've got to go because we're not staying here. We knew instantly that we had to leave, but we got our guests out. Then David came back. We swept the offices one last time. Went to the stairs and we started down. If I knew it was the last time I was going to be in the building, I would have taken a couple of things that I didn't take. Like I had a really neat talking scientific calculator that I couldn't replace. And if I had known that I wasn't coming back, I would have taken it. It would have been a little heavier, but I would have taken it anyway. We started down the stairs. There were other people, of course, on the stairs. We got down about four floors, and I was smelling an odor. I couldn't quite figure it out, and suddenly I realized I'm smelling the fumes from burning jet fuel. I traveled 100,000 miles a year for my company. I knew what the odor of jet fuel was like. I knew the kerosene smell, but it took a while to associate it with the World Trade Center because no one would have ever thought you would have smelled it there. When I realized what it was, I observed to the other people around me on the stairs, "I'm smelling the fumes from burning jet fuel. And they said, "Yeah, you're right. That's what it is. We must have been hit by an airplane. You understand? Nobody knew. We must have been hit because of what we're smelling, so we all accepted that that was what was going on, but we had no clue. We continued down the stairs, about 10 floors down. At one point, a woman stopped right behind me, and she said, "I can't go on. I can't breathe. We're not going to make it out. And I stopped and turned around and said, "Sure, we are. Come on, this is my guide dog Roselle. He's guiding me, and and she'll encourage you. Roselle gave her kisses, and this lady gave Roselle a few pets, and so on. And other people surrounded her, and we had a group hug, and the lady was able to keep going. A few burn victims passed us on the stairs as we went down. At about the 50th floor, David, who had gotten a little quiet. Suddenly said, "Mike, we're going to die. We're not going to make it out of here. Now you heard that I have a teaching credential. What you don't know, and teachers won't generally acknowledge it, but I'm going to tell you anyway. There's a secret class we take called Voice 101: How to Yell at Students. Didn't know that, did you? And anyway, as soon as David. Said Mike, "We're going to die. We're not going to make it out of here. I just said as sharply and with a snap into my voice that I could, "Stop it, David! If Rosella and I can go down these stairs, so can you. And David told me later that that brought him out of his funk. Michael Hingson  40:12 What he then said is, "I got to keep my mind off this. I want to walk a floor below you and shout up to you what I see on the stairs. Is that okay? And I said, sure. Did I really need him to do that? No. Did it matter? No, but it did to David. However, what I came to realize over time was, David doing that was one of the most important things that I experienced on that day. So I'm going down the stairs. I get to floor 49. David, I'm on the 48th floor. All's clear here, Mike. Going on down. I get to 48 floor, 47. We keep going down. Finally, I get to the 45th floor, David. I'm on the 44th floor. This is where the Port Authority cafeteria is. Not stopping. So David was obviously doing better, and he kept going down. Why do I say what I did about David and doing that? Because David became a focal point for anyone within the sound of his voice who could hear him say, "43rd floor, all's clear, everything is good. He had to have helped 1000s of people stay focused and not panic going down the stairs, and I think that was so cool that he did that all the way down 42nd floor, all good. We kept going down the stairs. We met firefighters on the 30th floor. They wanted to escort me down, and I finally convinced them that I was capable of going down without them. And I did it by playing the sight card. I said, "Look, my friend David is here. He can see we're good, and the firefighters let us go. I didn't want them to escort me. First of all, they don't know how to work with a blind guy and do sighted guide. But second of all, I didn't want to break up their team because I knew that each of those people were carrying the equipment that they had to use to fight the fire. You couldn't store it somewhere. Where would you store it? Oh, the 34th floor. And what happens if a fire broke out on the 33rd floor, you couldn't get to it. You had to carry the equipment, so we kept going down the stairs. Finally, got to the first floor. David got there, and I was at floor two. And he said, "Hey, there are water sprinklers running. You're going to have to run through a waterfall or a down torrent of water to get out of the stairwell. Why was there all that water? Because it wanted to keep fire either in or out of the stairs, if fire was around. David ran through. Then I got to the bottom. Roselle stood there, and I picked up her harness and said, "Rosel, forward, hop up, which is a command to speed up. We went through this torrential downpour. It was a waterfall, and we came out the other side, soaking. David was there, and there were voices. Hey, don't go outside! No, no, don't go that way. Go this way. A PA system, a guy on a bullhorn. No, no, no! Don't go outside. Don't go to the outside. Go this way. What we didn't know is, if they had let people go out, they might have been right below where people were jumping. And so that was one of the reasons they didn't want anyone out. They wanted people to go through the complex and get out at the far side, as far away from where everything was occurring that they could. This guy comes up to us and he goes, "I'm with the FBI. I'll get you where you need to go. And of course, I'm sitting there with my warped sense of humor, going, "I'm sorry, I only talked to McGarrett, and I didn't do it. I'm innocent. I just thought that I didn't say any of it out loud. Anyway, he got us through out to the outside of Tower One. We passed now the empty Ben and Jerry's ice cream kiosk that was there. Darn didn't get a chance for a scoop. Kept going. Finally, went up an escalator and got outside into the sunshine outside of Tower. Well, of the whole complex, as far away from the towers as we could be, we got outside. Michael Hingson  43:44 We were told to leave the area, but David looked around and he said, "Mike, I see fire in Tower Two. And I said, "What are you talking about? There's fire in Tower Two, really? What's that all about? We didn't feel a thing going down. We were in our own little cocoon, our own little cave. We had no clue. Anyway, we were told to leave, so we went to Broadway. We walked across the plaza to Broadway, turn left, going now north on Broadway. There was a building on my left. Broadway was on my right. We crossed several streets, crossed Fulton Street, finally got to Vetsy Street. David said, "I want to stop because I can see the fire in Tower Two really clearly from here, I want to take some pictures, and I said, "Great, I'll try to call my wife. I got out my phone. David was taking pictures, which I have today. I tried to call Karen. I couldn't get through. Later, of course, we learned that people were saying goodbye to loved ones, and that was why the circuits were busy. I had just put my phone away, and a police officer, and while David was putting his camera away, and a police officer yelled out of here! It's coming down now. We heard this rumble that became this deafening roar. I describe it as kind of a combination of a freight train and a waterfall. You could hear glass breaking and tinkling, and metal crashing down, and then this white noise sound as Tower Two, 100 yards away from. Pancake down. Everyone turned and ran. David ran. He was gone. I literally lifted Roselle by the harness, turned her 180 degrees, and started running back the way we came. And the first thing I remember saying in my mind was, "God, I cannot believe that you got us out of a building just to have it fall on us. And as soon as I thought that, I heard in my head as clearly as you hear me now, a voice that said, "Don't worry about what you can't control. Focus on running with Roselle, and the rest will take care of itself. Who is God? Absolutely no question. Don't worry about what you can't control. Focus on running with Roselle, and the rest will take care of itself. And so I also had this incredible sense of peace and calm that came over me. That said, you're okay if you work together. We kept running. We got back to Fulton Street, turned right on Fulton Street, and ran about 25 yards. And suddenly we caught up to David, who had apparently gone the same way. And David suddenly realized that he had left us behind and he was going to come back, but we caught up to him first, and he apologized. I said, "David, don't worry about it. Let's just keep going. The building's coming down, you know. And we both just started to run with Roselle, and suddenly we were engulfed in all the dirt and debris and the dust cloud from Tower Two. It was so thick that David said he couldn't see his hand six inches in front of his face, and all I can tell you is that every breath I took, I felt dirt and debris and junk going down my throat into my stomach, and we knew we had to get out of that. So I started telling Roselle, "Go right, right. There was a building on our right side, and I wanted her to find the nearest opening if she could even hear me, see my hand signals, or whatever. And I was also listening for openings. Yes, I can hear when I pass an opening, and I and I can tell it's there and deal with it accordingly. Like during a time when you're running away from a collapsing building, run into it. Suddenly, I heard an opening on the right, and Roselle must have known what I wanted. She must have been able to see my hand signals or something because she turned right, she took one step, she stopped, and she would not move. Come on, Roselle, keep going. She wouldn't move. Come on, Roselle. Nope, wouldn't do it. And I realized, focus on running with Roselle, and the rest will take care of itself. So I stuck out a foot. Michael Hingson  47:13 I trailed a hand along a wall, and realized that we were at the top of a flight of stairs. Roselle had done exactly what she was supposed to do, and I knew what I was supposed to do if I wanted to get her to move. But before I did that, I gave her a big hug, good girl, and then I said, "Roselle, forward! That's the command. And we went down the stairs into an arcade area that was the entrance to the Fulton Street subway station. There were a few other people down there. Then a guy came up from the subway system and saw about eight or nine of us there. He introduced himself as Lou, an employee of the subway system, and he took us down to an employee locker room where we could sit down and and kind of hack and cough and get the dust out of our lungs. There was a water fountain and there were fans. We were there about 10 minutes. Then a police officer came, and he said, "You got to get out of here right now. The air's clear up above. You can't stay here. And so we followed him. Of course, he probably had already been told that Tower One was going to collapse. the The officials knew that each building was going to collapse probably about a half hour before it actually did. At least that was their presumption, and that's what I've been told. Anyway, we followed him back up the stairs, through the arcade, up the last two flights of stairs. We got outside. David looked around and he goes, "Oh my God, Mike, there's no Tower Two anymore. And I said, "What do you see? And he said, "All I see are pillars of smoke, hundreds of feet tall. We stood there for a moment, and then we just turned, and we kept walking. Now west on Fulton Street, we walked about 10 minutes, and we were in this little plaza area when we heard that freight train waterfall sound again, and we knew it must be our tower collapsing. We saw a little retaining wall David did, and we got behind it and ducked down, and we waited until everything stopped, and then we stood back up. And David looked around and he said, "Oh my God, Mike, there's no World Trade Center anymore. And I said, "What do you see? And he said, "I just see fingers of fire and flame, hundreds of feet tall. We see, I see pillars of smoke. It's gone. Are you sure? Yeah, it's gone. It's not there. We stood there a moment, then I tried to call my wife Karen again. That was kind of my first thought. I need to tell her we're okay. This time I did get through because clearly the circuits were were free. And after some tears on both sides of the phone, she is the one who told us how two aircraft had deliberately been hijacked and crashed into the towers, one into the Pentagon, and a fourth at that time was still missing over Pennsylvania. Who would have thought? We spent the rest of that day getting up toward Midtown Manhattan, and eventually I got to Penn Station, learned that the trains were running, and went back. Out to New Jersey, David wanted to go back up to be with his sister, who he who he was staying with. She lived on the Upper East Side, so I got on trains and I went back over toward New Jersey. I called Karen and told her what was going on, and a friend of ours, a friend that Karen had known since high school out in California, Tom Painter, was also living in New Jersey, he had come down to be with her, not even knowing at the time whether I was in the World Trade Center or working from home that day or whatever. But he drove her to the station in our accessible van, and as I came off the train, I heard the van show up. I went downstairs, climbed and went up the ramp into the van, and got to hug Karen about 7o'clock that night, for the first time since leaving home, we got home. Tom drove us home. We all went inside. I was going to take Roselle outside because she hadn't been out since like five that morning. Michael Hingson  50:53 Well, I take that back about six that morning, and I took her harness off. But before I could do anything else, she was off like a shot. She went to her toy box, found her favorite tug bone, and started playing tug of war with my retired guide dog Linny. Why? Because it was over for her. And I talked to the guide dog people later, and I said, "Will any of this affect her? And they said, "Was she threatened? Did anything hit her or injure her in any way, and I said no. They said then no. It was over for her because dogs don't do what if. It was over. It was done. She was fine. Lesson to be learned. Lesson you will learn more about if you buy our new book, Live Like a Guide Dog: True Stories from a Blind Man and His Guide his dogs about being brave, overcoming adversity, and walking in faith. That that book is available for pre-order, and I've been signing bookmarks all day. I still even have a few with me. But the point is, you can pre-order it, and and it's about something that I learned later. I thought about during the pandemic. I've talked a lot about escaping and not being afraid because I developed a mindset that said you know what to do, but what I've not done is to teach others how they can learn to recognize that fear is not something that needs to blind or overwhelm you. You can use fear as a very powerful tool to guide you and steer you in the right direction if you know how to control it, and live like a guide dog is all about that. So I hope that you'll all get that when it comes out in August. But again, you can pre-order it now if you go to michaelhinkston.com. There's a link there where you can go to a web page to get information and to go to a link where you can pre-order it. And like I said, I have some bookmarked with a QR code on it, and and I'm and I yes I am plugging the book, but I'm also saying, look, folks, the bottom line is we operate in so many ways with misconceptions about things. I've talked about blindness. Anybody could have been in the World Trade Center, and and a lot of people were. The reality is, though, if you learn what to do and how to prepare for situations in general, when it becomes something specific, you'll know what to do. People have asked a number of times, "Well, wasn't your guide dog trained to operate in an emergency like the World Trade Center? How are we going to do that? No, the dog isn't trained to do that. The guide dog's job is not to lead. Guide dogs do not lead blind people. Guide dogs' jobs are to make sure that we walk safe. It's my job to know where to go and how to get there to give the dog direction. The dog depends and relies on me to give it direction. The dog's job, as I said, is to make sure we walk safely. It's a team effort. We each have a job to do, and we develop a trusting relationship when we learn to trust each other and respect the job the other member of the team is doing, which is what it's all about. Which is what happens on any team, trust is all around us. Trust is under attack in so many ways from our politicians, and in so many ways. But the reality is, trust is all around us. I think we all trust that the roof isn't going to fall in on the church. I think that we trust that the PA system is going to continue to work, and so on. Trust is all around us. The difference between dogs and people is that dogs, while they do love unconditionally, do not trust unconditionally. But dogs are open to trust unless some incredibly traumatic thing has happened to them where they lose that ability. But dogs are open to trust, dogs want humans to give them direction to establish rules, and all too often with our pets and so on, we don't do that. We don't really develop the relationship that we should and can with them. Michael Hingson  54:54 If we would, we would have so much stronger bond and relationships with them. It would be. Amazing for for all of us, but the bottom line is that's the relationship that I get with each guide dog. That's the relationship I have with Alamo. He trusts that I am going to feed him before too awfully long. He trusts that you guys are going to buy books, so he'll have kibbles for me to feed him. Just saying, but but seriously, the the trust has to be earned with a dog or with people or whatever, and if you find that you you discover you can't trust someone, don't wish them ill will, forgive them and move on. So you don't trust them, but you know what you have, and you go off and make new friends and learn other trusting relationships that you can develop. Focus on running with Roselle; the rest will take care of itself. The reality is, we worry so much about so many things. We are always doing what if we create most of the fears that we face in our lives, and we Don't need to do that. If we would focus on just the things that we have some control over and leave the rest alone, well, we might want to be aware of them, but we don't have to worry about them. We don't have control over them. Trust and deal with the things that you have to deal with, and let the rest take care of itself. And that was what I learned on September 11th, listening to the voice of God, absolutely, and that is something that I pass on to all of you, and I think that's the most important thing that I can leave you with. Hi again, everyone. This is Mike Hingson. I hope that you found that speech to be helpful and relevant and interesting. I hope that you learn some things from it. From a personal standpoint, I hope that you learn that blindness isn't really the big problem that I face. The challenge that I face really comes from the fact that people who have eyesight tend to believe that blind people are not capable of doing much because they can't see. Wrong thing to believe. I'm not going to spend a lot of time on that because we did it during the speech, but I just wanted to thank you for being here today, for listening and watching this episode. I hope that you will also tune in for our episode on Tuesday, where I'm in conversation with Michelle Abraham on next Friday, the 11th of September, that you will tune in to hear the conversation with Bob Ellis, and then episode 475, which will occur on the 15th of September, where we will talk about lessons to be learned and and give you some things to hopefully take away that maybe you haven't thought about. Thanks very much for being here with us. I really very much appreciate all of your support. If any of you have any questions or want to reach out to me, you are welcome to do so. Please feel free to email me at speaker@michaelhinkson.com. That's s p e a k e r at m i c h a e l h i n g s o n.com speaker@michaelhingson.com hope to hear from you and as you gather I do speak I continue to speak publicly I've been a keynote speaker since September 11 if anybody knows of anyone that needs a keynote speaker or you can use us in events that you have please reach out to me at speaker@michaelhingson.com let's talk about it. Let's see how we can help. I'm always looking for ways to inspire, but also to teach and help. And I'd like to be part of your world in that regard. Thanks again for being here. Thanks for listening, and come back next time for another episode of Unstoppable Mindset.

In this episode of the Power Element Podcast's Everyone Leads series,  Raul Guardado sits down with Kyle Gawloski, Director of Safety Training for MYR Group, for an authentic conversation about leadership, training, and what it takes to build a strong industry.The discussion starts with leadership lessons from Extreme Ownership and explores how ego can help or hinder growth, especially when it comes to learning, teaching, and accepting feedback. Kyle shares his unexpected journey from journeyman lineman to training professional and explains why effective training must go beyond PowerPoint presentations and compliance checkboxes.The team tackles a common challenge across the industry: How do you create buy-in when crews see training as just another requirement? Through stories, field experiences, and practical examples, they discuss the importance of connecting training to the real work crews perform every day, making it relevant, engaging, and applicable.Drawing inspiration from the book Chop Wood, Carry Water, the conversation shifts to the value of fundamentals, delayed gratification, and mastering the process. Whether you're an apprentice working toward your ticket, a journeyman developing your craft, or a leader responsible for developing others, this episode offers valuable insights on growth, humility, and continuous learning.Topics Covered: Why ego can be a barrier to learning and leadershipCreating buy-in for training programsThe difference between compliance training and meaningful developmentWhy storytelling is one of the most effective teaching toolsThe importance of apprenticeship fundamentalsDelayed gratification and long-term success in the tradesFeedback, readbacks, and improving crew performanceBuilding a culture where everyone leads Key Takeaway:"Training only works when it leaves the classroom and shows up on the job."Whether you're leading a crew, developing apprentices, or working to improve your craft, this episode is a reminder that real growth happens through the daily process of learning, improving, and doing the work. This episode is powered by Sturgeon Electric and MYR Group. Check out and support our promotional partners: Milwaukee Tool, Klein Tools, Wye Delta, and High Voltage Industries. Ad music provided by: Daniel Sanchez @d.s.s._beats @DSSbeats Follow us on Instagram @ CaliforniaLineWorks May we all continue to guide and support those in need. Please continue the conversation about mental health and well-being within your community. Be your Brother's Keeper. Visit www.lineco.org for assistance through LineCo. Suicide, crisis, and lifeline Dial 988. The Power Element Podcast is a leadership, culture, and safety podcast for linemen and construction professionals, focused on standards, accountability, and high-performance culture in the utility and construction industries. #Leadership #Linework #EveryoneLeads #SafetyCulture #Apprenticeship #Training #MYRGroup #ExtremeOwnership #PowerElementPodcast #ElectricalIndustry #LinemanLife #LeadershipDevelopment #ChopWoodCarryWater #UtilityIndustry #ContinuousImprovement

► Want to work with Randy directly: https://randygage.com/breakthroughu/ ► Prefer audio? Get the podcast https://randygage.com/podcast Death by PowerPoint isn't a slide problem. It's a you problem.Most speakers think they're doing fine. Meanwhile the audience checked out 30 seconds in — and that's why you don't get rebooked, even when people clap. In this episode Randy breaks down the 5 Deadly Sins that quietly kill your connection with an audience, and the brutal truth about why the standing ovation you're so proud of might mean you actually bombed.Inside:- The 5 Deadly Sins that get speakers booed offstage in the real world- Why "thought repeaters" die and thought leaders get booked- Where to mine the stories only YOU can tell- How to move from delivering information to creating transformationOther videos in this series:Video 1 - https://youtu.be/i6Ci6_A9-5YVideo 2 - https://youtu.be/-KnXhVkSu1AWho is This Guy?Randy isn't some influencer who listened to a couple podcasts and started posting hot takes. He's the streetwise founder of Prosperity Factory, Inc., who has been building and scaling businesses for more than 40 years. Randy has authored 16 bestselling books, translated into 25+languages, including his latest—Wealth Without Apology—and spoken to more than 2 million people across 50 countries. He's been inducted into both the Speaker Hall of Fame and Direct Selling Hall of Fame.But none of that is why people follow him. They follow him because he calls BS…and says what most people are too afraid to admit. When he's not rocking the stage or building his next project, you'll probably find him coaching a softball team somewhere.Connect with Randy:Instagram: randy_gage Twitter: randy_gage Facebook: randygage

Real Estate Is a Business, Not a Gamble Why did Wayne Hillier choose real estate investing over stocks, traditional investments, or other ways of building wealth? Because Wayne never wanted to rely on simply hoping an asset would increase in value. In today's episode of the Canadian Real Estate Investing Morning Show, Wayne and Gabby answer two investor questions: why they chose real estate investing in the first place, and how to approach friends or family about becoming joint venture partners without making the relationship weird. Wayne explains the realization that changed how he looked at real estate: A rental property isn't just an asset. It's a business. You can buy a property for its ability to generate revenue, control expenses, create cash flow and build equity — without requiring the property value to increase for the investment to work. The second half of today's episode tackles another common investor roadblock: raising money. If you have a great deal but need a money partner, how do you ask your friends? Wayne and Gabby's advice is surprisingly simple: Stop being weird about it. Have the conversation.

Have you ever walked into a meeting and immediately sensed something was wrong, even though nobody had said a word? There is a reason for that. Our brains are constantly reading the emotional signals of the people around us, and those signals can influence how we feel, think, communicate, and perform. In this episode, Dr. Bray explores the fascinating science of emotional contagion and why the emotional state you bring into a room may matter more than you realize. You will learn how the brain processes social cues, why uncertainty makes us pay even closer attention to the people around us, and how the emotional climate of a team can influence attention, decision making, psychological safety, and performance. You will also discover why emotional regulation is not about pretending to be positive and how a simple pause before your next meeting can change what you bring into the room. Whether you lead an organization, manage a team, or work alongside others every day, this episode will make you think differently about something you bring to every interaction: yourself. Your nervous system is already in the meeting. What is everyone else's nervous system learning from it? -------------- QUOTES FROM DR. BRAY "The leader's words did not create the anxiety. The uncertainty surrounding her behavior did." "The signal is not that everything is fine. The signal is that something difficult happened and we're capable of responding to it." "Your ability to recognize and regulate your own state affects not only your experience of work, but potentially the experience and performance of the people around you."

BONUS: How AI Took the Boring Out of Agile Coaching—Where Scrum Masters Should Actually Start, With Michael Dougherty Today we speak with Michael Dougherty — "Agile Mike" — about how a 30-year veteran of solution development and product leadership made AI a working part of his Agile coaching practice. Michael walks us through the journey from early ChatGPT curiosity, to documentation as the first real win, to the personal-passion project that built his comfort with the tools, and finally to where every Scrum Master should start: the retrospective. From Curiosity to Toolbox: A Slow Burn That Started With User Stories "I tried, and I thought it sucked at that. I'd rather write this by hand."   Michael's AI journey started in late 2022 with ChatGPT — like most coaches, he tried to make it write user stories and acceptance criteria. It didn't work. The output wasn't usable, and he went back to writing them by hand. What looks like a failure was actually the first lesson: not every coaching task is a good fit for AI, and the way to find out is to try. He kept experimenting in the background through 2023 and 2024 — Claude, Grok, Perplexity — while keeping personal use and business use cleanly separated. The real shift came at the Department of Homeland Security, where he sat alongside ex-Googlers, ex-OpenAI people, and an Anthropic alumnus on the team building DHS's internal chatbot. Watching what AI could do inside a heavily-protected enterprise environment changed his frame: this wasn't a productivity hack anymore, it was infrastructure. The Boring, Tedious, Now Quicker: Documentation as the First Real Win "AI has taken all those boring, tedious tasks and made them quicker, more valuable, and more fun to boot."   The first AI practice that stuck was documentation — the part of Agile coaching nobody enjoys but every client demands. Michael had spent years writing SDLC docs from blank pages, and his co-author on Shift: From Product to People used to look at empty docs and ask for help getting started. AI removed that blank-page problem. He'd give the model the team context, the client's documentation requirements, and a template — and get a draft to edit. He stayed in the loop as the human, bringing context, judgment, and final shape, but he no longer started from zero. The same shift happened with presentations: instead of fighting PowerPoint spacing, he tells the AI to drop content into a template and gets back a formatted deck. Small tasks, but multiplied across a coaching week, they bought back real time. The Personal Project Trick: Find Something You Love First "Find something you have a passion with, something you really enjoy. That made me feel comfortable with AI so I could do more."   Michael's strongest advice for coaches who feel intimidated by AI isn't to start at work — it's to build something for yourself, in a domain you care about. His own example: the Nordic Metal Tour Tracker, a personal AI agent for tracking heavy metal bands across Northern Europe (and Spain and Portugal). It plays music. It maps tours by country. It exists purely because he loves heavy metal. The trick isn't the tool — it's that working on something he actually cared about removed the fear and built the muscle memory. Once the comfort was there, transferring it to work became a small step instead of a leap. He references the rundown AI as a daily input that keeps him aware of how others — even people in their 80s — are using AI for everything from gardening to balanced school lunches. A Week With Preppy Paul: Agents, Connectors, and the End of Inbox Drudgery "Preppy Paul gives me a list of all my meetings today and the top three items I should have on each one — based on my notes, my email, my calendar."   Michael's current weekly routine looks nothing like his Agile coaching week from three years ago. He works at Zion Cloud Solutions as a Tier 1 Google AI partner, splitting time across three roles: about 20–30% traditional Agile project management (coaching a Scrum Master on a state of Illinois project), and the rest as an AI Growth Engineer and AI delivery lead on short 4–6 week projects with 3–5 person teams. The backbone is Google Gemini Enterprise — a platform that lets him run Claude, ChatGPT, or any major model behind enterprise protection (Model Armor, the SAIF framework). Inside it, connectors pull in Gmail, Outlook, Calendar, Confluence, Jira, Slack, Teams, monday.com, and thousands of other tools — each agent inherits only the permissions the user already has. A few practical patterns he runs every week:   Preppy Paul — an agent that prepares him for the day's meetings, pulling top topics per meeting from his notes, email, and calendar. Meeting-to-email — AI records and summarises every meeting, and he asks the agent to draft updates to specific team members directly from the summary. LinkedIn drafts in his voice — hashtags, formatting, and tone all match his style; he edits lightly and posts.   The pattern across all of these: the agent isn't replacing the work. It's removing the friction between the meeting and the next conversation. The Retrospective: The Best Place for Every Scrum Master to Start "Don't have it be the same darn Jira spreadsheet of the same darn three questions every time. Go to AI and eat your heart out with it."   When pushed for one thing a Scrum Master could try tomorrow morning, Michael was clear: the retrospective. It's the one Scrum event where creativity is usually welcome, where format experimentation has a low cost, and where teams are already expecting something new. Ask AI for retrospective formats that fit the team's current situation — review five or ten options, pick one, run it. The signal you watch for within a week is double: how many improvements the team generated, and how many of them actually got done. The simpler signal is the team's reaction. If at the end someone says "that was fun" — and then you tell them you used AI to design the format — you've shown the team what AI is good for without a single slide or framework. It's the smallest possible experiment with the largest possible upside. Experiment Like a Scientist, Not a Spectator "Don't be afraid of it. Try whatever you can with it. Have the viewpoint of a scientist."   The trap Michael sees most coaches falling into is curiosity without commitment — reading about AI, watching demos, talking about it, but never building anything. His framing is the opposite: be a scientist. Run experiments. Some will fail (his user-story attempt did). Some will quietly become essential (documentation did). The way to find out which is which is to keep trying, in low-stakes contexts, with both personal projects and small work experiments. The coaches who'll be useful to their teams in 18 months aren't the ones who can describe AI accurately — they're the ones who've built enough small things to know what AI is bad at, what it's surprisingly good at, and where the human in the loop has to stay.   About Michael Dougherty   "Agile Mike" has over 30 years of experience with solution development and product leadership, working in nearly every IT role that exists and literally hundreds of companies during his career. Michael has taught multiple Agile courses to over 1000 people, spoken at multiple events and podcasts, written dozens of blogs, and has been recently serving the US Government. He is the other co-author of Shift: From Product to People.   You can link with Michael Dougherty on LinkedIn and find more about his work at shiftingpeople.com and AP8XGlobal.com.

This week on PowerPoint, Pastor Jack Graham winds down the series “Tell Me the Story of Jesus” – first exploring various conversations Jesus had and now looking at some of the confrontations he experienced. Today, Pastor Graham brings the message “Lord of Life,” the theme we find in chapter 10 of the Gospel of John. To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

"If you are considering board service, I would say take the leap. Start with your local chapter. It will give you some valuable skills that will help prepare you when you are applying for your national level. And I always say, if you want to do it, just do it because what's the worst that can happen? They can say no, but that doesn't mean that you will never serve on a board. I always tell people delayed is not denied," Cassandra Green, DNP, RN, OCN®, ONS member and past president of the Oncology Nursing Certification Corporation (ONCC) Board of Directors, told Evelyn Wempe, DNP, MBA, APRN, ACNP-BC, AOCNP®, CRN, NEA-BC, chair of the ONS Leadership Succession Committee (formerly known as the Leadership Development Committee), during a conversation about service on a board of directors. Wempe spoke with Green and ONS members Kristin Ferguson, DNP, MBA, RN, OCN®, CGNC, former treasurer and director-at-large on the ONS Board of Directors, and Yanka Campbell, DNP, RN, CPHQ, AGPCNP-BC, CNE, member of the Oncology Nursing Foundation (ONF) Board of Directors, about their experiences with board service. Music Credit: "Fireflies and Stardust" by Kevin MacLeod Licensed under Creative Commons by Attribution 3.0  Earn 0.5 contact hours of nursing continuing professional development (NCPD) by listening to the full recording and completing an evaluation at courses.ons.org by August 28, 2027. The planners and faculty for this episode have no relevant financial relationships with ineligible companies to disclose. ONS is accredited as a provider of nursing continuing professional development by the American Nurses Credentialing Center's Commission on Accreditation. Learning outcome: Learners will report an increase in knowledge related to serving on a board of directors for a professional organization. Episode Notes Complete this evaluation for free NCPD. ONS Podcast™ episodes: Meet the ONS Board of Directors series Episode 342: What It's Like to Serve on the Leadership Development Committee ONS Voice articles: Could Today Be the Start of Your ONS Leadership Journey? Nursing Leadership Unlocked Leading With Purpose Creates a Vision for the Future of Oncology Nursing ONS courses: A Guide to Chapter Leadership: Chapter President Training Board Leadership: Nurses in Governance Clinical Journal of Oncology Nursing article: Rearview Mirror Leadership: Looking Backward to Move Forward ONS Board Self-Assessment ONS Leadership ONCC Board of Directors ONF Leadership Your Roadmap to Future Service on the ONS Board of Directors ONS Leadership Learning Library To discuss the information in this episode with other oncology nurses, visit the ONS Communities. To find resources for creating an ONS Podcast club in your chapter or nursing community, visit the ONS Podcast Library. To provide feedback or otherwise reach ONS about the podcast, email pubONSVoice@ons.org. Highlights From This Episode Campbell: "Joining a board was a natural next step for me to maintain my connection to bedside nursing that I've loved for so many years, and to find a way to give back to advanced practice nurses as well in this role. The Oncology Nursing Society and Foundation were especially meaningful for me because I knew firsthand the importance of having scholarship, research, funding, and leadership development programs that can really change the trajectory of a nurse's career. I realized I wanted to help shape the opportunities that were available to me for future nurses, and I just did not want to continue to do that through one-on-one mentorships, which I have done extensively throughout my career, but find a way to help more broadly toward guiding organizational mission and strategic objectives." TS 7:20 Green: "Everyone was so welcoming on the board. Everyone was so friendly. One of the first things I remember our executive director Tony Ellis telling me is, 'Most of our new board members are really quiet and reserved at our first meeting. They just kind of keep things to themselves. They don't ask a lot of questions.' I don't know if they were prepared for me because I came in with guns a-blazing, and I had lots of questions. I was not quiet. I was very involved and very vocal. I still am, but that was one of the best experiences ever. Before that, I had never really been in a board setting other than my local chapter, and even then, I was just starting to be in that setting because I was the president of my local chapter and on the [ONCC] Board of Directors at the same time." TS 10:29 Ferguson: "A nonclinical mentor I would absolutely identify would be Alec Stone, who used to be the ONS director of public affairs. … He helped me to learn a lot about health policy and advocacy and the impact a nurse's voice can have. Learning how to speak about my experiences in health care in public by doing programs like the Nurses in Washington Internship … or ONS's Capitol Hill Days ended up giving me a lot more confidence that I didn't know I would have in expressing my point of view and being very open and collegial and expressing my opinions. … This really lent itself well to my future board experience because, as Cassandra mentioned, board members have to speak their mind and speak up at the meetings." TS 12:11 Campbell: "One of the most unexpected benefits was when I reached out to my executive leadership team at the Kimmel Cancer Center at Johns Hopkins and said, 'I'm being considered to serve on the ONF Board. This is going to require me taking time away from work to attend meetings, to attend some in-person meetings. And then it would be really wonderful at the institution if I'm able to also financially impact the nurses who need to benefit from what I've benefited from in my career.' Usually when you have those conversations, you are expecting to present a deck of PowerPoint slides to make your case, but the answer from my leadership team in participating in ONF and supporting the Board was an immediate yes. It was 'Yes, when can you start? Yes, what can we do to support you?' And really making sure that I had dedicated time to be fully present." TS 14:15 Ferguson: "There are many skills and experiences that can lend themselves to being a strong board member. … The ability to speak your mind clearly and express your thoughts, which really boils down to strong communication skills. We are lucky in our careers. We all have worked as nurses in different settings and health care, and nurses are naturally skilled and good at communication. We learn strategies like SBAR—situation, background assessment, recommendation. Nurses every day are communicating in their places of work, oftentimes with patients who are sick and need education, or perhaps with new nurses they're teaching or mentoring. And they are communicating with non-nurses, as well, and nonpatients, so clinical roles and nonclinical roles. So nurses already have a good understanding of best practices when it comes to communication, and this can lend itself well to any board position." TS 21:04 Green: "When you [come into a] leadership role, I think that's when we learn most about ourselves and what we expect. And be the leader type of leader that you want to be and the type of leader that you would like to work with so that you can make your experience valuable and pleasurable." TS 28:57

In this episode of Legal Speak, Law.com reporter Ella Sherman speaks with LexisNexis CTO Greg Dickason about LexisNexis' new Customer Innovation Lab in New York City that brings legal customers, engineers and designers together to shape future products, alongside technology partners including OpenAI and Amazon Web Services.   The pair also discuss LexisNexis' latest agentic AI capabilities in Lexis+ with Protégé, including tools designed to generate Microsoft Word, Excel and PowerPoint content, provide citations and support legal research within document management systems. In addition to discussing the company's efforts to improve user experience, Dickason also explains how LexisNexis is helping build trust in AI-generated legal work while fostering collaboration across the legal technology ecosystem.   Hosts: Cedra Mayfield & Patrick Smith Reporter: Ella Sherman Guest: Greg Dickason Producer: Charles Garnar

Send us Fan MailAbout twenty years ago I was sitting in an administrative meeting at my police department. The chief had made a promise to the city council that we were going to increase our in-service training. It sounded great. Everybody around the table agreed that more training was important.Then reality hit.We didn't have enough officers to cover the street if people went to training. We couldn't pull officers off shift because there was nobody to replace them. On top of that, the city wasn't giving us any additional money, so whatever we came up with had to be done in-house and basically for free.The room got quiet while everyone tried to solve the impossible problem.Finally, one administrator spoke up and said, "Why don't we make a bunch of PowerPoint presentations about department policies? The sergeants can read them during roll call. We'll count each one as thirty minutes of in-service training, and at the end of the year we'll be able to tell the city council we met our goal."I remember sitting there thinking, Yeah...but nobody is actually going to learn anythingAnd I wasn't the only one. I could see it on everyone's faces.Before I could say anything, someone else answered the thought that was on everyone's mind."Who cares? We just have to make the city happy."That sentence has stuck with me ever since.Not because it was malicious. It wasn't. It was the product of a system that cared more about checking a box than building better police officers.And unfortunately, that's how a lot of in-service training in American law enforcement still works today. It's not about protecting the officers. It's not about protecting the community. It's about protecting the government. Because all they have to do is say they tried, but they don't have to try hard. And the reality is they don't try at all.

Facts tell, stories sell, and the reps closing at the highest rate stopped handing over crumpled brochures and started showing customers on the iPad.See what Ingage can do for your sales team: https://ingage.ioJames Edwards sits down with Ingage CEO Dean Curtis and account executive Mike "Sauce" to unpack why interactive, visual selling converts better than telling, how Ingage went from building the first interactive book apps at the dawn of the App Store to becoming the standard in home improvement sales, and how a team can be up and running in about five minutes. Then Dean turns it into a masterclass on running a company: how to set standards, how to delegate without losing quality, and why you should always be building a talent pipeline.Dean Curtis is the CEO of Ingage (ingage.io), the interactive sales presentation platform used across home improvement and home services, with content partnerships spanning manufacturers like GAF, Owens Corning, and James Hardie. He began his career at Apple building its worldwide partner program before coming over to lead Ingage. He's joined by Ingage account executive Mike "Sauce."Questions this episode answers:Why do interactive presentations close better than paper or PowerPoint?How fast can a team actually get started with a tool like Ingage?What makes a company standard stick?How should owners delegate without dropping the ball?What you'll learn in this episode:Why "facts tell, stories sell," and how showing beats telling at the door and the kitchen tableHow Ingage went from the first App Store book apps to the home improvement standardHow a new team can go live in about five minutes, then customize over timeDean's "your standard is what you accept" rule and why it accelerates everythingThe 10-80-10 delegation method and the "get out of your office" habitWhy every leader should always be building a talent pipelineDean's whole back half, standards, delegation, and a real talent pipeline, is exactly the operating system we help owners install. If you want that structure in your own business, grab the Business Playbook: https://ownersos.com/business-playbook?utm_source=youtube&utm_medium=description&utm_campaign=ownersos&utm_content=why-top-sales-teams-sell-on-the-ipad-not-on-paperThank you for listening! Don't miss out on future episodes! Subscribe to The D2D Podcast on Apple Podcasts and Spotify.Follow us on Facebook and Instagram. You may also watch this podcast on YouTube!You may also follow Sam Taggart on Facebook, Instagram, and TikTok for more nuggets on D2D and Sales Tips.

The Fringe changes pace once the last week arrives, the flyering gets a little more frantic, the queues at the good venues get a little longer, and the shows that have built word of mouth over three weeks are the ones worth fighting for a ticket to. Outcast World has been across the city all month checking out the best Edinburgh has to offer. Gareth Waugh: Is Pepsi OK? There is a version of this show that plays as a straightforward hour about a bad gig or a worse manager, and then there is the version Gareth Waugh actually built, which unfolds more like a true crime podcast than a stand-up set, except the person telling it is also the one who got taken. Waugh, an Edinburgh local who has supported Kevin Bridges and John Bishop and taken every strange booking going from cruise ships to the PDC World Darts Championship, was scammed out of money on a podcast job that appeared to be connected to Coca-Cola. The man behind it was someone Waugh considered a friend. What follows on stage is the unravelling, told through a PowerPoint of receipts: email threads, video calls, bank statements, text messages, all projected as evidence while the story gets steadily harder to believe. Outcast World has a stake in this one that goes beyond a recommendation. The same man behind the scam in Gareth's story is one we crossed paths with too, and there are names in that show that have been changed or redacted for reasons that will make sense the moment the lights go up. Go and see it, and see if you can spot who's who. Gareth Waugh: Is Pepsi OK? runs at Monkey Barrel 2 until 30 August. Science Stories for Grown-Ups A gentler close to the evening, and a genuinely lovely one that's queer coded. Giulia and Richard are two scientists turned performers who spend an hour giving the back catalogue of science a personality, atoms with grudges, chemical reactions with feelings, thermodynamics rewritten as something closer to a bedtime story than a lecture. Fire, water, and the Twin Paradox all get the treatment, and there is a book of the stories on sale afterwards for anyone who wants to take the wonder home with them. It is the kind of show built for the people whose science teacher, as the pair put it themselves, crushed the curiosity out of them the first time round. This one gets it back.

Norwegian conscripts arrive at boot camp straight out of school. They are assigned at random to a shared room and they live in it for the next eight weeks. Whatever the culture of that room turns out to be, they are stuck with it.We know that the military everywhere has a poor record on sexual harassment. Johanna Rickne (Stockholm University, CEPR) and her co-authors wanted to reduce its acceptance, and the number of incidents. Compulsory training, standing a in a room a showing a PowerPoint, has a poor record. It can even inspire a backlash. Instead,  they included two pieces of information in a 20-minute enrolment survey. One fact was about how women score on the army's own end-of-service assessments. The other was about what last year's recruits really thought about crude sexual jokes. Eight weeks later, the researchers came back to see what had changed for the 949 recruits.The research behind this episode:Olle Folke, Torbjørn Hanson, Åshild A. Johnsen, Andreas Kotsadam, and Johanna Rickne. 2026. "Targeting Attitudes to Combat Sexual Harassment: A Randomized Intervention in the Norwegian Military." CEPR Discussion Paper 21475. The discussion paper is gated. It is also published in the Journal of Economic Behavior and Organization.To cite this episode:Phillips, Tim, and Johanna Rickne. 2026. "Combatting sexual harassment in the military." VoxTalks Economics (podcast).About the guestJohanna Rickne is Professor of Economics at the Swedish Institute for Social Research (SOFI) at Stockholm University, and holds part-time chairs at the University of Nottingham and the Stockholm School of Economics. She is affiliated with the Centre for Economic Policy Research. Her research spans labour economics, political economics and gender economics, with sustained work on sexual harassment as a workplace hazard, on who ends up in political office, and on what makes work meaningful. She won the Assar Lindbeck Medal in 2023.Research cited in this episodeThe Sexual Experiences Questionnaire is the behavioural instrument used to measure prevalence here. Rather than asking people whether they were sexually harassed, a term that different people read very differently, it presents a list of specific behaviours and asks whether each one happened. The version used in Norway runs to 14 items and is adapted from the questionnaire developed for the US military.Gender harassment is one of three categories in the standard model of sexual harassment, alongside unwanted sexual attention and sexual coercion. It covers hostile or demeaning conduct based on someone's sex or gender that is not necessarily sexual in nature, including remarks that a person is not suited to the job. In this boot camp it was the most common behaviour reported by women.Backlash from compliance training is the reason the intervention avoids looking like training at all. Mark Roehling, Dongyuan Wu, Mahl Geum Choi and James Dulebohn's 2022 meta-analysis in Personnel Psychology gathers the evidence on what harassment training does and does not shift; other studies find that employees most inclined to harass become more tolerant of the behaviour after being told how to behave. Voluntary sessions have the opposite problem, in that those employees do not turn up.Misperceived social norms supply the mechanism for the second piece of information. Leonardo Bursztyn, Alessandra Gonzalez and David Yanagizawa-Drott's study of Saudi Arabian husbands showed that men privately supported their wives working outside the home while badly underestimating how many other men agreed; correcting the misperception changed what those men did. The boot camp version asks recruits what their predecessors thought about sexualised jokes, then tells them the answer.The Norwegian Armed Forces service statement is the source of the first piece of information. Recruits are assessed at the end of service on leadership, responsibility, collaboration, professional competence and judgement. Average scores show no gender gap; the graph was shown to the treated recruits in this experiment.The vignette holds the harassment event constant across everyone who answers. Recruits read a short scenario set in a room like their own and rate six statements about it, covering whether the conduct counts as harassment, what the woman should do, and what any bystanders owe her. Because the incident is fixed, differences in the answers cannot be explained away by differences in what people happened to experience.Sexual harassment and gender inequality is the wider agenda this episode sits inside. Olle Folke and Johanna Rickne's 2022 paper in the Quarterly Journal of Economics uses Swedish survey and administrative data to show that harassment risk falls hardest on whichever sex is in the minority in a workplace, and that it pushes people out of jobs.More VoxTalks Economics episodesViolence against women in politics. Gianmarco Daniele on why women who win office in Italy are far more likely than men to be attacked, and what that does to who stands for election in the first place.Violence against women at work. Abi Adams-Prassl on Finnish police records linked to employment data, and what happens to the careers of the victim and the perpetrator after one colleague assaults another.Related reading on VoxEU.orgDiscrimination in work conditions: The case of sexual harassment, a VoxEU column by Johanna Rickne and Olle Folke arguing that economists should treat sexual harassment as gender discrimination in working conditions, and showing that both men and women carry the risk when they are the gender minority.

Jason made a PowerPoint presentation and he has a newfound respect for corporate work, Colleen has buffet stress about not being able to see all the available food, and Prince Harry and Meghan Markle plan to move back to the UK -- hey, sometimes things don't work out... Plus, should child actors be replaced by AI?Holly learned that Steve Patterson hasn't seen an Indiana Jones or "Back to the Future" movie and that other shows are using our sounds, what Gen Z means when they say something is "polyester," and FIX MY LIFE: Jen's dream job problem. SCREEN QUEENS: "Double Lives of Suburban Wives," "Somebody Knows Something," and "Ride or Die." myTalk Loves Local: Jen from Memorial Blood Centers talks to us about donating blood, and our 2026 Minnesota State Fair merch is here! See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Creative is often treated as an expense. Joe Prebich, the VP of Benchmade Knife Company,  believes the best creative can become one of a brand's most valuable growth assets. In this episode, Joe shares lessons from his time at Red Bull and Benchmade about why bold ideas matter, how great content can create distribution and long-term brand loyalty, and why much of the outdoor industry has become too safe. We also explore the importance of having a strong point of view, why brands need to make real choices to stand out, how Benchmade thinks differently about organic and paid content, and why getting closer to the customer still matters more than another audience persona buried in a PowerPoint.   About:  This podcast is produced by Port Side, a creative agency that helps outdoor brands build relevance, recognition, and attention.  Enjoy this episode and discover other resources below: Support Us | We've been bootstrapping this for 6 years. Help us keep this going Relevance Project | We're building three brands in public. Follow along Email List | Follow along and join our email list  Slack Community | Tired of brainstorming with ChatGPT? Join us! LinkedIn | Connect with Cole

Send us Fan MailThis episode unpacks IBM's ambitious AI Operating Model. We dig into everything from sales training strategies to architecture advantage, drawing on insights gathered through instrumented training programs. 01:44 Meeting The Team 04:17 Architecture Advantage 13:06 Death by PowerPoint 17:08 Behavioral Economics 24:28 Your Biggest Competitor 26:04 Statistics You Should Know 28:28 The AI Operating Model 29:50 Breaking Down the Op Model 35:01 IBM Differentiation 38:20 Sales Training Advice 42:30 Rapid FireLinkedInhttps://www.linkedin.com/in/greg-hintermeister/https://www.linkedin.com/in/dirkderoos/https://www.linkedin.com/in/cwkirby/Want to be featured as a guest on Making Data Simple?  Reach out to us at almartintalksdata@gmail.com and tell us why you should be next.  The Making Data Simple Podcast is hosted by Al Martin, WW VP Technical Sales, IBM, where we explore trending technologies, business innovation, and leadership ... while keeping it simple & fun. 

Send us Fan MailThis episode unpacks IBM's ambitious AI Operating Model. We dig into everything from sales training strategies to architecture advantage, drawing on insights gathered through instrumented training programs. 01:44 Meeting The Team 04:17 Architecture Advantage 13:06 Death by PowerPoint 17:08 Behavioral Economics 24:28 Your Biggest Competitor 26:04 Statistics You Should Know 28:28 The AI Operating Model 29:50 Breaking Down the Op Model 35:01 IBM Differentiation 38:20 Sales Training Advice 42:30 Rapid FireLinkedInhttps://www.linkedin.com/in/greg-hintermeister/https://www.linkedin.com/in/dirkderoos/https://www.linkedin.com/in/cwkirby/Want to be featured as a guest on Making Data Simple?  Reach out to us at almartintalksdata@gmail.com and tell us why you should be next.  The Making Data Simple Podcast is hosted by Al Martin, WW VP Technical Sales, IBM, where we explore trending technologies, business innovation, and leadership ... while keeping it simple & fun. 

What if the reason you're not making more money isn't because you need another business, degree, or hustle—but because you haven't learned how to communicate your value at scale?Julien Gordon has helped generate more than $20 million through webinars, including over $10 million through a single webinar he ran for years. Now, he says AI has helped transform a process that once took roughly 40 hours into one that can produce a webinar script and slides in under an hour.In this episode of Inside the Vault, Ash Cash sits down with Julien to break down the psychology, strategy, faith, and technology behind turning expertise into income.Jullien explains why entrepreneurs need to stop “posting and praying,” why likes and comments don't necessarily translate into customers, and how webinars can create a one-to-many sales experience that builds trust while helping potential clients experience your expertise.He also breaks down his 40/30/20/10 webinar framework, the importance of resetting beliefs before teaching, why your offer should be created before your slides, and how psychological triggers like proof, reciprocity, FOMO, scarcity, identity, and pre-framing influence buying decisions.Using his AI-powered Webinar Wealth Builder, Jullien takes Ash's Book Rich concept and creates the positioning, audience profile, framework, webinar copy, script, and a 79-slide presentation in minutes.Jullien also shares client examples, including one he says generated $934,000 in six months, another who generated more than $200,000 in five days, and a real estate developer who added roughly $250,000 in webinar revenue on the side.Your knowledge can be somebody else's solution. The question is whether you're willing to stop hiding it.Learn more from Jullien:WebinarWealth.com/VaultInstagram: @julliengordonHost:@iamashcash@insidethevaultAbundance is your birthright.Join Ash Cash and a community focused on building wealth, increasing income, strengthening your mindset, and creating a more abundant lifeJoin the Abundance Community:TheAbundanceCommunity.comTIMESTAMPS00:00 – Money, digital real estate & “posting and praying”02:11 – Welcome to Inside the Vault03:40 – Meet Jullien Gordon04:30 – Who is Jullien Gordon?05:11 – Physical vs. digital real estate07:18 – Why your solution needs to be discovered08:17 – Why “posting and praying” isn't enough09:12 – Introverts, visibility & sharing your gift10:59 – Stop dimming your light11:43 – “Nobody actually wants money”12:14 – Why serving others can create wealth13:11 – How AI changed webinar creation13:55 – Webinars used to take 40 hours14:53 – Building a webinar in under an hour15:22 – Jullien's $20M Slidology framework16:02 – The webinar that generated $10M+16:32 – What is a webinar really?17:20 – Building know, like & trust18:01 – The 4 beliefs required for a sale19:14 – Why most webinars don't work20:31 – The 40/30/20/10 webinar formula21:33 – “Proof is truth”22:46 – Give people a quick win23:35 – Why webinars need show AND tell24:10 – The Costco sample strategy25:20 – Your offer should feel like a gift26:06 – LIVE: Building Ash's webinar with AI27:06 – AI creates the Book Rich positioning27:54 – Creating the webinar title & offer28:40 – AI analyzes Ash's ideal audience30:36 – Building the framework in seconds31:18 – Generating an 80+ page script32:05 – 79 slides created in about 3 minutes33:19 – AI begins designing the presentation34:50 – If you can run Zoom, you can run a webinar36:16 – The danger of DIY36:59 – Why webinars build trust faster37:47 – One-to-many selling for introverts38:15 – One-to-one vs. one-to-many39:28 – FOMO and buying psychology39:48 – Jullien's 94 psychological triggers40:11 – Real scarcity vs. fake scarcity40:49 – Steve Jobs and pre-framing41:50 – How framing changes value41:58 – Start with the offer first44:41 – The belief reset entrepreneurs need45:18 – Grandma's chicken vs. Colonel Sanders46:37 – What businesses can use webinars?47:30 – How realtors can use webinars48:46 – Why QVC is essentially a webinar50:33 – “Likes and comments do not pay the bills”50:55 – Social media vs. webinars51:18 – 10 buyers vs. 1,000 likes51:35 – Psychology that makes people buy52:28 – Client generated $934K in six months52:47 – $200K+ generated in five days53:05 – Turning expertise into an extra $250K53:43 – Steve Jobs' iPhone strategy55:10 – Creating predictable webinar revenue55:42 – Overcoming fear of failure55:49 – “Experiments don't fail”57:47 – Try the Webinar Wealth Builder58:14 – “You are the PowerPoint”59:10 – Jullien's definition of sales59:19 – “Sales is getting someone to accept help”1:00:05 – WebinarWealth.com/Vault1:00:40 – Connect with Jullien Gordon1:00:48 – Building without relying on Instagram1:01:26 – Closing the VaultAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Today on PowerPoint, Pastor Jack Graham begins the powerful new series “Tell Me the Story of Jesus,” exploring the person and the work of Jesus Christ. He'll lead us in studying the conversations Jesus had, the counsel He provided, the confrontations He encountered, and finally the Second Coming of Jesus. Pastor Graham teaches today on the name of Jesus – “Name above All Names.” To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

Episode 252 - As we reach the midpoint of 2026, the world of presentations is still undergoing a transformation, driven by the rapid evolution of AI. So in this episode, we're joined by presentation experts who share their real-world experiences, frustrations, and triumphs with AI-powered tools for their PowerPoint workflows! Across all conversations, a clear theme emerged: AI is a powerful assistant, but not a replacement for human expertise. Listen now!   Full Episode Show Notes https://thepresentationpodcast.com/2026/e252   Show Suggestions? Questions for your Hosts? Email us at: info@thepresentationpodcast.com   Listen and review on iTunes. Thanks! http://apple.co/1ROGCUq   New Episodes 1st and 3rd Tuesday Every Month  

What does it take to scale an insurance agency without getting buried in back-office work? In this episode, I sit down with Abigail Senso, Director of Growth at BrokerPro, to break down how agencies can turn siloed data into actionable insight, automate time-consuming work, and spend more time being strategic with clients. Abigail shares how BrokerPro and GenPro help brokers prepare for renewals, RFPs, finalist presentations, and client meetings, while we also explore why clients are already using AI to challenge their advisors and how smaller agencies can compete with larger firms. Tune in to learn why the future of insurance belongs to brokers who can combine technology with the relationships, judgment, and empathy clients still value most.In this Episode, You Will LearnHow BrokerPro turns siloed agency data into actionable insight.The cross-sell opportunities between commercial and benefits.How GenPro can save time on RFPs and renewal preparation.Why mid-sized agencies are hitting a growth ceiling.The “AI employee” helping brokers work faster behind the scenes.How to prepare for client meetings without relying on PowerPoint.Why clients are already using AI to fact-check their brokers.How smaller agencies can compete with larger firms using AI.The shift from transactional broker to strategic advisor.Why AI will separate consultants from brokers in the years ahead.Resources + LinksLearn more about BrokerPro HERE!Accelerate your insurance sales - schedule a discovery call here Learn more about Complete Game Consulting HERE!FollowFollow Andy Neary on LinkedIn for more insurance sales strategies and high-performance insights. - https://www.linkedin.com/in/andynearyAbigail Senso: https://www.linkedin.com/in/abigail-senso-04ab13179

The Learning Leader Show with Ryan Hawk www.LearningLeader.com The Price of Becoming is a USA Today, LA Times, and Publishers Weekly Bestseller! www.LearningLeader.com/Becoming My guest - Mark Pincus is the founder of Zynga, the social gaming company he built from zero to $12.7 billion, pioneering a category that generated over a billion app installs and introduced hundreds of millions of people to online play. He's a serial founder who has started ten companies, taught product development at Stanford, and made early seed investments in Facebook and Twitter. His new book is Life at the Speed of Play. Key Learnings Coaches are cheat codes. Mark has hired a surfing coach, a tennis coach, a chess coach, a life coach, and the legendary Bill Campbell. None of them were assigned to him. He went and found them. "You throw to where you swing. You don't swing to where you throw." His tennis coach, Jorge, on learning how to serve. Commit to the natural swing first. You'll miss. You'll look stupid. Eventually your brain realizes you're serious and puts the ball where it belongs. You play to get better. You don't play to win. Not this point. Not this match. What am I doing right now that makes me better in the next game? Kill the ego so it gets out of the way of you being humble and curious. Don't contort the organization around one talented jerk. Colleen McCreary, Zynga's chief people officer, kept a sign on her wall: "No jerks allowed." She once vetoed an acquisition because she believed the founder was toxic. When the organization sees you refuse to bend just to win one point, they build muscle and confidence too. You'll have periods out of alignment. That's okay. Sometimes the person is in a crucial seat and you can't swap them tomorrow. What matters is that you're aligned with the philosophy. Bill Campbell's two lessons: intellectual honesty and courage. Be committed to the deep truths above everything else, and say them to your team even when it hurts. Then have the courage to stand up to your own team, your own board, and your own investors. A well-run company is a democratic dictatorship. Campbell leaned heavily on the dictatorship half. Unapologetically. The flip side of ambition is sacrifice. Everyone says they're a ten out of ten on ambition.  Mark's test: would you toil in obscurity for the next ten years, nobody respecting what you're doing, for an 80 or 90 percent chance at something bigger than your wildest dreams? Or take the 80 percent chance at a respectable single and a pat on the back? Nobody believes in us as much as we do. That's why we become founders. At 41, VCs who had already backed Mark twice told him he was too old, too rich, and too settled to go all in on Zynga. Mark isn't all in until he is. He calls it a lazy on-ramp to curiosity. Lots of projects. Looking for signals in a lot of places. Processing. Then it flips. "When the fish are running, we're up all night throwing nets until they're done running, not until we're tired." The chess lesson: play boring. His chess coach told him if you want to beat a player rated much higher than you, play boring and conservative and let them make the mistake. He started doing it. He started winning. Your kids don't follow what you say. They follow what you do. Mark set out to be a different kind of dad than his own, who measured people by their résumé. Then he watched his 15-year-old daughter spend every waking minute with math tutors before leaving on a service trip. "How did we get here? Oh, I know how we got here. They're not listening to what Dad says. They're following what Dad does." Happiness comes from feeling useful to a community you care about. Not from being useful. From feeling it. That's Alfred Adler, by way of The Courage to Be Disliked. There are two levels of success. A life well lived is a life in alignment with what only you can bring to the world. You don't have to build Google to feel like you went for it. The ultimate success is the greatest instantiation of your talents. Use money as freedom, not lifestyle. When Freeloader sold and 28-year-old Mark had more money than he'd ever imagined, he made a list of everything he was going to buy. It totaled about $9,000. He put leather interior in his Pathfinder. He still has the vehicle.  He set a $500 million goal that had nothing to do with buying things. At a net worth around $15 million, working with a life coach, he wrote it down because that's the capital required to run a studio of teams chasing many ideas without going to anyone else with hat in hand. "Creatively, that's freedom." Retirement is spiritual death. The stretches between building things are what Mark calls the abyss. Once you've felt the high of building with a great team and shipping something into users' hands every week, it ruins you. You can't be happy with less. Over-fund the things that matter. Not every day is the same. Not every life moment is the same. When one of those moments comes, put all your best players on the ice. The Allen & Company investor tour. They told Mark it was a dog and pony show. Just shake some hands. He told his team: this is our IPO, this is our roadshow, and we are going to use every minute of it the way we want. He gave the biggest public market investors a full presentation, handed them his numbers, and told them to judge him against those numbers in a year. He met with them a year later and had crushed them. King for a day. Carol Bartz brought Mark in to talk to Yahoo's entire senior management. He spent two weeks building a presentation on how he'd run Yahoo if he were king for a day, stood up, and took over the room for an hour. They got a deal done and one person in that room came to work for him. He ran the same play on the CEO of AMEX with a credit card that competed on fun. Amex spent $75 million with them. Seven minutes with Obama became 45. Mark was told the President would ask about his kids and then the meeting would be over. He walked in with a PowerPoint on the ten bold objectives he'd run on if he were president. Obama went through the entire thing and then asked what else he had. Prepare as hard for everything going right as you do for everything going wrong. Mark had under-prepared for the version of where Obama said, "Yeah, I'm buying. What else you got?" We sleepwalk through our own biggest moments. The question isn't what's the agenda or why they want to meet with you. It's: I have five minutes with the king. What is theoretically possible here? The Book of Life. Every year during the Jewish New Year, Mark writes in the same book. Only during that window. It isn't a journal. It's a spiritual board meeting with himself. He reads back through every previous year first, then writes. Partner with your future self. "What will Mark 2030 thank me for doing right now?" It started with quitting smoking. October 19, 1994. "I pulled my own power back. If I can quit smoking and really commit to it, what else can I do?" A year later he quit his job and did something bigger. Even if you missed the big goal, ask what you actually did toward it. Did you talk about it? Did you do real things? Did you turn the boat toward it? If not, maybe you don't believe in the goal. When Mark is at his lowest, he's humbled, he picks achievable goals, and he finds the most grit. When he's winning, he picks stratospheric goals and does the worst. After his biggest successes, he isn't humble enough to succeed again, and he has to go through failure to reel himself back in. Mark's champagne moment a year from now: that the book connects for hundreds of thousands of people, and that he's built a product people find real meaning in. Reflection Questions If you went and hired a coach, who is the person who could most change your life right now?  What is your next high-stakes moment, and are you treating it like the dog and pony show or like your IPO? What is the one habit your future self would most thank you for making this year? What would it unlock if you actually committed to it? More Learning #688: Dr. Henry Cloud - Your Desired Future: 5 Steps to Take You Where You Want to Go #689: Eric Ries - Why Good Companies Go Bad, and How Great Companies Stay Great #687: Jim Collins - What to Make of a Life & The 3 Types of Luck Episode Chapters 00:00 Meet Mark Pincus 01:40 Why Mark Hires So Many Coaches 02:25 Lessons From Tennis In Leading People 04:56 Refusing to Bend the Culture for One Great Player 07:03 Lessons From Bill Campbell 09:17 On Being Called a Control Freak 13:38 The Ambition Question Mark Asks Founders 14:53 What High Standards Do to Your Kids 20:55 How Mark Defines Success  23:26 Money as Freedom, Not Lifestyle 29:45 Why High Achievers Can't Retire 32:39 Over-Fund the Things That Matter 34:35 Treating a Handshake Tour Like an IPO Roadshow 35:36 King for a Day at Yahoo and Amex 38:14 Seven Minutes With Obama That Became 45 41:39 The Book of Life 45:21 Why Mark Does His Best Thinking at His Lowest 46:48 The Champagne Question 48:40 EOPC

It's Friday, August 14th, A.D. 2026. This is The Worldview in 5 Minutes heard on 140 radio stations and at www.TheWorldview.com. I'm Adam McManus. (Adam@TheWorldview.com) By Adam McManus India's March for Life draws 5,000 India's fifth National March for Life was held on August 8 and 9 in the city of Chennai, drawing a crowd of 5,000 people eager to proclaim the dignity of human life, reports LifeSiteNews.com. Cardinal Anthony Poola, president of the Catholic Bishops' Conference of India, was present at the march and delivered a powerful pro-life address. He said, “Pro-life is the most important mission to be carried out in our dioceses, congregations and institutions. If we do not act now, we may soon be left with institutions – but without people. … Do not be afraid. The Catholic Church in India stands with you to fight for the right to life of every unborn child.” Emma Magdalene of LifeSiteNews.com added, “The number one cause of death today is not COVID, cancer, or even any war. It's abortion. The World Health Organization reports that over 73 million abortions take place globally every year. What a heartbreaking reality.” Proverbs 31:8 says, “Speak up for those who cannot speak for themselves.” Alexandria Ocasio-Cortez is Democratic presidential frontrunner Democratic Congresswoman Alexandria Ocasio-Cortez of New York is now the frontrunner to become the 2028 Democratic presidential nominee, according to Polymarket odds, marking the first time she has led the pack, reports The Independent. As of Wednesday evening, 21 percent of traders backed the New York leftist, who was trailed by Democratic California Governor Gavin Newsom at 17 percent. On rival prediction site Kalshi, the results were the same, with Ocasio-Cortez narrowly topping Newsom. Meanwhile, conventional political polls still put former Vice President Kamala Harris at the top spot, with Newsom in second, and Cortez in a distant fourth. Luigi Mangione expected to plead guilty to assassinating UnitedHealthcare CEO Luigi Mangione is expected to plead guilty today, August 14th, in his federal case tied to his alleged execution of UnitedHealthcare CEO Brian Thompson — in an apparent bid to dodge a life sentence, reports the New York Post. The 28-year-old accused killer — who is set to appear at a morning hearing in Manhattan federal court — is charged in the federal case with two counts of stalking resulting in death stemming from his alleged December 2024 cold-blooded murder of the powerful executive on a Manhattan sidewalk. Mangione would still likely face a potential life sentence if he were to plead guilty in federal court, but would hope that U.S. District Judge Margaret Garnett doles out a lesser sentence. The heir of a wealthy Maryland family led authorities on a dramatic five-day manhunt before local cops in Altoona, Pennsylvania finally nabbed him while he munched on breakfast at a local McDonald's. (Look at raw bodycam footage: Scroll to the :52 mark) Prosecutors say he plotted the shocking killing to make a violent political statement, leaving behind bullet casings at the crime scene with the words “delay” and “deny” etched into them — echoing a phrase insurers allegedly use to describe dodging paying out claims. Christian weatherman's prayers on-air for safety in San Antonio And finally, San Antonio, Texas-based meteorologist Bill Taylor on KENS-5 TV, a media colleague of mine, went viral for praying live on air on July 15th for the people of the Texas Hill Country who were facing an imminent tornado on the ground. During continuous, commercial-free coverage, he said this. TAYLOR: “You look at the time of day and there are just a lot of people that would be traveling in this area, traveling to work — Saint Hedwig, China Grove, right over Highway 87, right at [Loop] 1604. A number of motorists here. “So, Lord, I pray for protection. God, your sovereignty is what we lean into in moments like this, that drivers stay aware, stay alert. That you give them wisdom. Bless these drivers with wisdom. Keep them safe. Put angels around them of protection as they travel. Thank you, Lord. We're just going to get you home safely.” Later, Taylor offered this prayer. TAYLOR: “Praying for these people in the path of this storm that Lord God, your sovereignty would be here. That You, Lord, would protect everyone in the path of this storm. That You would give wisdom and clarity for families to seek shelter. That these plans would enact now. That people would reach out to those people in this affected area to give them the warning they need. In Your holy name, protect us, Lord.” In a follow-up interview on the Christian Broadcasting Network, Bill Taylor explained what was going through his mind at the time. TAYLOR: “This could be a tornado on the ground at any second, and it was impacting a densely populated area. And knowing the sensitivity of the Hill Country flooding that took more than 100 lives a year ago, knowing how destructive a tornado can be, it just truly came out of the Holy Spirit within me to start praying in that moment for protection, for His sovereignty, for people to be clear and wise enough to seek shelter. “When we're in continuous coverage, there's no producer prompting me. There's no script in weather ever, even on a routine day. We're on our own. We're doing a PowerPoint presentation based on our slides that we put together. We're our own producers. The only time that somebody's in my ear is to tell me how much time I have left. “Well, when we have life-threatening weather, we're on till it's over. We stay on — commercial-free — until it's over. And it's on all platforms between broadcast, then our stream channel, Facebook, YouTube. “And when it happened, the Spirit of God came over me and said, ‘Pray!' Praise God that He delivered, as He always does. He's faithful, and we were protected from what could have been a lot worse.” CBN's Tré Phillips asked about what lesson Christian viewers could glean. PHILLIPS: “So, what would you say to those of us who want to be, like you were, more attuned to that still, small prompting of the Holy Spirit?” TAYLOR: “To do it. Take that step and be obedient to it, because it truly is the hands and feet, the body of Christ. You get that prompting, and when that obedience flows, this is God in action. “'Wherever two or more gather in My name, I shall be there.' (Matthew 18:20) That's why He uses us in this body of Christ, and that the Holy Spirit dwells within us to prompt us in those moments.” 2 Timothy 1:7 says, “God gave us a spirit, not of fear, but of power and love and self-control.” Send Bill Taylor a 3-sentence email to btaylor@kens5.com, thanking him for boldly praying live on the air for the safety of people in the Texas Hill Country. Or send him a physical letter. This would be a great project for your kids! Bill Taylor, KENS 5 TV, 5400 Fredericksburg Rd, San Antonio, TX 78229. (Check out his Facebook page) Close And that's The Worldview on this Friday, August 14th, in the year of our Lord 2026. Subscribe for free by Spotify, Amazon Music, or by iTunes or email to our unique Christian newscast at www.TheWorldview.com. Plus, you can get the Generations app through Google Play or The App Store. I'm Adam McManus (Adam@TheWorldview.com). Seize the day for Jesus Christ.

Many companies obsess over sales reports, churn metrics, and dashboards, but the real story is hiding in what people say long before the numbers move. Today's guest, Dan Bruder, co-founder of Blendification, helps organizations tap into that hidden layer by turning everyday conversations into decision-ready intelligence that leaders can use to predict and prevent problems before they show up in the P&L. In this episode of Marketer of the Day, Dan shares how Blendification uses conversational AI and linguistic analytics to run psychologically adaptive, goal-focused interviews at scale, thousands in a week if needed. Instead of just answering questions like traditional AI tools, their system asks smarter questions, reads engagement and emotional readiness, and uses a panel of specialized AI “agents” to understand what employees and customers really think and feel. The result: organizations can detect cultural hotspots, disengagement, and customer risk months before it shows up as lost revenue or turnover. Dan explains how Blendification fuses this deep qualitative data with existing operational data from CRM, HR, and financial systems to create traceable dashboards, emotional intelligence patterns, and research-grade insights, without the months-long effort of a traditional consulting engagement. He also shares a bold vision: replacing static PowerPoint decks with dynamic, fully traceable presentations generated directly from source data and conversational insights, giving leaders both speed and confidence in their decisions. If you're a consultant, advisor, market researcher, or small to mid-sized firm trying to compete with giants like Accenture, this episode is especially powerful. Dan shows how nimble firms that adopt conversational data analytics early can actually leapfrog larger, slower competitors, delivering deeper insights, faster, with far less manual labor. You'll hear how conversational AI, when used as a true language tool (not just a fancier spreadsheet), opens up a blue ocean of understanding human behavior at scale. https://youtu.be/DGST8uwJxIw?si=oOb9DiB5XKvbFUg8 Dan also shares a thought-provoking perspective on planning and uncertainty, why “it's none of your business where you'll be in five years” and how that mindset aligns with leading through rapid AI-driven change. If you've been stuck in the world of transactional metrics and static dashboards, and you suspect the real gold is hidden in the conversations your people and customers are already having, this episode will give you a clear, exciting look at what's now possible with conversational AI and Blendification. Quotes: "With AI, we're not just leveling the playing field; we're giving a competitive advantage to the people who are nimble and move quickly." "Most of what I've seen out there is really taking the same data we've always used and using AI to report the same dashboards we've always had, just a little bit quicker and with more data." "We've created an AI platform that holds psychologically aware conversations just as a human would, adapting the next question to bring someone back in when they start to disengage." Contact Details: Transform Your Brand with Blendification: Start Today Discover Better Leadership with Dan Bruder Connect with Dan Bruder on LinkedIn for Leadership Insights Subscribe to Dan Bruder's YouTube Channel for Leadership That Inspires Action

In Episode 25, GOALS: Rice Cracker Range Day, ARDREW, DAN, Gat Lab, and guest Dutch try to piece together their Des Moines trip. They linger on One Horse risking it all with factory forced-reset triggers, then get completely derailed by a West Virginia gunsmith who hands out rice crackers and builds a 6mm ARC that shoots tighter than their attention spans. Gat falls hard for the handmade Sea Spider suppressor so quiet that people kept talking through full magazines, while the rest of the crew bickers about empty tubes, crossbolt safeties, and every new can company claiming to have reinvented physics. A short, careful note about the recent NFA district-court ruling is quickly buried under media-day photos, vendor chats, and the usual awkward creator networking. By the end they're still baffled that ordinary shooters somehow walked away with media credentials and a PowerPoint full of range pictures.

Join Roman Baugh, Craig Migliaccio (AC Service Tech), and Jim Fultz for an unfiltered conversation about training mistakes, teaching pitfalls, and educational failures in the HVAC industry. Recorded live at the 7th Annual HVAC/R Training Symposium, this candid discussion reveals what experienced educators wish they knew when they started. Learn from their mistakes so you don't have to make the same ones! Topics Covered: The biggest mistake: talking instead of hands-on learning Why attention spans matter (hint: it's not 50 minutes!) How to read your audience and adapt your teaching style The power of letting students struggle and problem-solve Avoiding "death by PowerPoint" in HVAC training Making education engaging for the TikTok generation Why sequence of operation matters more than troubleshooting The importance of mentorship and accepting feedback The HVAC/R Training Symposium session is perfect for: HVAC instructors looking to improve their teaching methods Trade school educators seeking better student engagement  Technicians who train apprentices Anyone interested in effective HVAC education strategies What NOT To Do in HVAC Training: Don't lecture for hours without breaks Don't focus only on PowerPoint presentations Don't ignore different learning styles Don't forget hands-on, kinesthetic learning Don't try to cover everything in one session Don't be afraid to admit mistakes and learn from feedback   Check out Craig's books and training at https://www.acservicetech.com/. Connect with Jim on LinkedIn. Have a question that you want us to answer on the podcast? Submit your questions at https://www.speakpipe.com/hvacschool Purchase your tickets or learn more about the 8th Annual HVACR Training Symposium at https://hvacrschool.com/symposium. Subscribe to our podcast on your iPhone or Android. Subscribe to our YouTube channel. Check out our handy calculators here or on the HVAC School Mobile App for Apple and Android.