Podcasts about job training

Send us Fan MailDream Center Church Sunday Service Jim Noble September 13, 2026Support the showThanks for listening!

Salespeople spend enormous amounts of time thinking about the deals they won and the deals they lost to competitors. But there is another, potentially much larger category we often ignore: the buyers who didn't buy from anybody. That group should be fascinating to us. If the client didn't choose us but also didn't choose a rival, perhaps our problem wasn't the competition at all. Maybe the real competitor was doing nothing. That changes how we should think about selling. Why do so many sales opportunities end with no decision? The biggest competitor in many sales situations may not be another supplier. It may be the client's decision to do absolutely nothing. I am a big fan of American sales coach Victor Antonio and his Sales Influence Podcast. In one episode, he discussed research suggesting salespeople close around 40% of the deals they pursue. That leaves 60% which don't close. The interesting part was his breakdown of that 60%. Only around 20% of the total opportunities were reportedly lost to competitors. Another 10% stalled because the price frightened the buyer into doing nothing. That still leaves a substantial group who didn't buy from us, didn't buy from the competition and didn't stop purely because of price. So what happened? For salespeople, this is an important distinction. We tend to conduct win-loss reviews based around, "Why did they choose the competitor?" Maybe we need another question: Why did the buyer decide that changing anything wasn't worth the trouble? Do now: When reviewing lost opportunities, separate competitive losses from genuine "no decision" outcomes. They are different sales problems and require different solutions. Is a lost sale really a price problem? Price matters, but price and value are not the same thing. A buyer can afford your solution and still decide the gain isn't sufficiently attractive to justify taking action. Victor Antonio's argument was that some stalled buyers simply didn't see enough value. That makes sense. Value depends entirely on what the client considers important. The gain might involve reducing costs, increasing revenue, accelerating delivery, saving employee time, improving integration with existing systems, reducing risk or making the client's own offer more attractive to its customers. Unfortunately, salespeople often decide for themselves what the client should value. We become enormously excited about our solution's features and benefits. We explain what it can do. We show the data. We provide evidence. Meanwhile, the buyer is quietly thinking, "So what?" The question isn't whether our solution has value. The question is whether the client perceives enough value according to their own criteria to justify changing their current situation. Do now: Ask clients explicitly, "When you assess a solution like this, what would represent significant value for you?" Why do salespeople struggle to discover what clients really value? Many salespeople don't discover value because their questioning is too shallow. They collect information without uncovering what really matters to the buyer. I see this regularly when we teach salespeople from Japanese companies. When we reach the question-design portion of the training, the idea of deliberately constructing questions to uncover needs, motivations and value can be surprisingly new. The traditional approach is often to get quickly into specifications, data and product features. That is basically throwing mud against the wall and hoping something sticks. Professional sales training is still not as deeply established in Japan as it is in some other markets. A lot of development happens through OJT — On-the-Job Training. The danger is obvious: inexperienced salespeople can inherit the habits of other salespeople who were never formally taught consultative selling themselves. Even salespeople who ask questions often miss opportunities to go deeper. The buyer gives them a hint. A flag appears saying DIG HERE. They ignore it and move mechanically to their next prepared question. That is where enormous amounts of useful information disappear. Do now: When a buyer reveals an important issue, temporarily abandon your question list. Probe it with "Why is that important?" and "What impact is that having?" Can implementation effort kill an otherwise attractive sale? Yes. Buyers don't evaluate only the potential gain from a solution; they also evaluate how difficult achieving that gain will be. I have experienced this myself. I teach in the Japan Market Expansion Competition, or JMEC, a non-profit programme where teams of young businesspeople work with companies and develop business plans for them. I have also been a paying JMEC client. In our case, I received the team's finished business plan — and threw it away. Why? Not because the ideas were necessarily bad. The problem was the amount of effort required to implement the recommendations. When I compared that effort with the likely gain, the equation simply didn't work. Our buyers make exactly the same calculation. We may be concentrating on the return: "This will improve productivity." "This will increase sales." "This will strengthen leadership capability." The buyer may be thinking: "Who is going to organise all of this?" That can kill the deal. Do now: Don't sell only the outcome. Ask what implementation will demand from the buyer and look for ways to reduce that burden. Why is internal friction especially important when selling in Japan? A compelling business case can still stall if the buyer faces too much internal coordination, approval work or organisational resistance. Our counterparts are often Human Resources departments, and many HR teams appear overwhelmed by the volume of work they are expected to manage with relatively limited resources. We may arrive with a wonderful new initiative. They may see another project landing on an already crowded desk. Then there is internal decision-making. In Japanese companies, the ringi seido approval process can require multiple related divisions and stakeholders to sign off before a significant change proceeds. Changing suppliers may therefore involve much more than convincing our immediate contact. Procurement may be involved. Finance may need to approve the expenditure. Senior management may want justification. Users may resist changing an established process. Other departments may have competing priorities. Suddenly our attractive offer has acquired considerable organisational friction. If the perceived gain isn't large enough, doing nothing becomes easier. Do now: Map the client's internal approval journey. Find out who must agree, what objections may emerge and how you can make the buyer's internal selling job easier. What should salespeople ask before presenting their solution? Before finalising the proposal, salespeople should identify the friction points that could prevent the client from implementing the recommendation. We normally concentrate on the traditional sequence: features, benefits, application of those benefits and evidence. All important. But there is another question we need to ask: "If you were to implement our solution, are there any likely friction points we should consider so that we can reduce or remove potential issues?" The buyer may not answer fully during the first meeting. Fine. Ask again later. As trust develops, they may explain the political, administrative, financial or operational barriers standing between your proposal and an actual purchase. That knowledge allows us to adjust the recommendation. Perhaps implementation needs to occur in stages. Perhaps HR needs additional support. Perhaps senior management requires a stronger ROI argument. Perhaps another department needs to become involved earlier. That is not simply objection handling. It is designing a solution the organisation can realistically say yes to. Do now: Before submitting your final proposal, ask yourself two questions: "Why would they buy?" and "What could make doing nothing easier than buying?" What can we learn from the deals that never happened? Salespeople naturally celebrate wins and analyse obvious losses, but the deals which simply disappear deserve much more attention. Look back at your stalled opportunities. Was the price genuinely too high? Was the perceived value too low? Did you fail to discover what the buyer really cared about? Was implementation going to require too much effort? Did internal approval friction overwhelm the attractiveness of the solution? These questions move us beyond blaming competitors. The objective is to anticipate rejection possibilities before they arise. We need to understand not only what has to happen on our side to make the sale, but what has to happen inside the client's organisation for the deal to come to fruition. Sometimes the best way to improve your next sales conversation is to study the deals nobody won. 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 and 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver programmes globally across leadership, communication, sales and presentations, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). 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 for executives and professionals seeking practical strategies for succeeding in Japan.

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New federal aid could soon be available to students looking to get training for careers in several fields. The AP's Marcela Sanchez has more.

Send us Fan MailDream Center Church Sunday Service Jim Noble August 30, 2026Support the showThanks for listening!

Goodwill Industries of the Columbia Willamette opens its new Ridgefield location and Job Connection facility on Sept. 3, featuring more than 40 employees, 11,000-plus square feet of retail space, and free career training services for the community. https://www.clarkcountytoday.com/people/new-goodwill-superstore-and-community-training-center-to-bring-job-and-learning-opportunities-to-ridgefield/ #Ridgefield #Goodwill #JobTraining #ClarkCounty #CommunityNews #GrandOpening #WashingtonState

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Send us Fan MailDream Center Church Sunday Service Jamie Workman August 9, 2026Here are the Healing Scriptures from Today's messageJohn 1:1-5John 1:14Romans 10:17John 10:101 Timothy 6:12Luke 10:19Proverbs 15:4Proverbs 12:18Proverbs 4:20-22Proverbs 16:24Proverbs 18:212 Corinthians 4:13Exodus 15:26Psalm 30:2Matthew 8:7Matthew 8:16-17Psalm 103:1-3Psalm 41:1-4Isaiah 53:4-51 Peter 2:242 Chronicles 16:11-13Mark 5:24-34Support the showThanks for listening!

Knowing Who You Are helps you step up and be who God has called you to be.

Send us Fan MailDream Center Church Sunday Service Paul Foster August 2, 2026Support the showThanks for listening!

Are you ready to move from the sidelines into the game? Join Pastor Robbie Ballentine at St. Stephen Evangelical Church for a powerful, activation-focused message: "On-the-Job Training."   In this sermon, Pastor Robbie challenges us to rethink our weekly church routine. Church isn't a classroom where we just gather information—it is the locker room where we get equipped to head out into the field. If you have been waiting to feel "perfectly ready" before sharing your faith or serving others, this message is your sign to step out in faith today.   Pastor Robbie walks us through the ultimate scriptural blueprint for spiritual deployment: Ephesians 4:11-14: The true role of church leadership—equipping you to do the work of ministry. Luke 6:40: The ultimate goal of the Christian life—becoming fully trained just like our Master. Matthew 28:18-20 & Mark 16:15: Taking ownership of the Great Commission in our neighborhoods and workplaces. Matthew 5:14, 16: How to stop hiding your faith and start letting your light shine in St. Stephen and beyond. John 8:21-32: Finding absolute freedom by abiding in the truth of God's Word. You are not just a member of a congregation; you are an apprentice of Jesus Christ. Watch this video to uncover your marching orders and activate your calling! If this message blesses you, please like, comment with your thoughts, and subscribe to the St. Stephen Evangelical Church channel. Share this video with a friend who needs encouragement to step into their divine purpose!

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Many companies complain that their salespeople cannot sell, but the real problem is often poor sales management, weak onboarding, unrealistic targets, and almost no proper coaching. In Japan, where hiring English-speaking, globally minded salespeople has become harder, wasting sales talent is not just inefficient. It is expensive, avoidable, and strategically dangerous. Salespeople do not magically become productive. They need realistic targets, consistent sales training, active coaching, and managers who know how to build capability rather than just demand numbers. Why do companies waste salespeople? Companies waste salespeople when they hire them, pressure them, under-train them, and then blame them when they fail. The salesperson may look useless, but the system around them may be the real culprit. In industries such as recruitment, real estate, insurance, technology, and professional services, the "up or out" mentality is common. Throw enough people into the machine, set high targets, and keep the few who survive. That approach may have worked when there were plenty of candidates available, but Japan's labour market is tighter, younger talent is scarcer, and bilingual salespeople are harder to find. As of the post-pandemic period, companies cannot afford to treat salespeople like disposable parts. They need a development model, not a meat grinder. Do now: Audit your sales exits. Before calling people failures, check whether onboarding, coaching, target-setting, and manager support failed first. Why is hiring salespeople in Japan becoming harder? Hiring salespeople in Japan is harder because the supply of internationally exposed, English-speaking young talent has shrunk and domestic Japanese firms now compete for the same people. Multinationals no longer have the bilingual talent field to themselves. Japanese students studying overseas, especially in the United States, declined significantly from earlier peaks, and COVID-19 disrupted international mobility even further. The pattern also changed: fewer students completed long, four-year immersion experiences, while more chose shorter overseas programmes. That matters because multinational firms in Japan often seek candidates who can speak English, understand Western business culture, and operate confidently across borders. Meanwhile, Japanese domestic companies have become more attractive and more aggressive in hiring these same people. So, if you want a bilingual salesperson in Tokyo, Osaka, Nagoya, or Fukuoka, brace for impact. Do now: Stop assuming talent is plentiful. Build a sales development engine that turns promising people into productive producers. What is broken about sales training in Japanese companies? Sales training in many Japanese companies is broken because On-the-Job Training exists in name, but not in real coaching practice. The company may believe development is happening, while the salesperson receives little meaningful guidance. The old OJT model relied on bosses having time to observe, coach, correct, and demonstrate. Today, many sales managers are drowning in email, meetings, CRM updates, forecasting, internal reporting, and their own player-manager targets. Coaching gets squeezed out. Nobody wants to admit that reality, so the organisation maintains a tatemae — the polite surface story — that young salespeople are being trained. Meanwhile, the honne — the actual truth — is that they are often left to struggle alone. In sales, that gap becomes missed revenue, low morale, and higher turnover. Do now: Measure actual coaching hours, not training slogans. If managers are not coaching weekly, the OJT system is probably fiction. How should sales targets be set fairly? Sales targets should be set using evidence, tenure, sales cycle length, market conditions, and comparable performance data — not numbers pulled out of the ether. Unrealistic targets crush confidence and accelerate resignations. A first-year salesperson, a veteran account manager, and a newly hired bilingual sales rep cannot be judged by the same blunt target logic. Leaders need a "Day One" view: when did the person start, what pipeline stage are they at, what territory did they inherit, and how are they performing compared with colleagues at the same stage? This approach is far more scientific than the wet-finger-in-the-air method. In Japan, where trust-building and decision cycles can be slower, target-setting must reflect reality. Pressure matters, but fantasy numbers create despair, not performance. Do now: Build a Ground Zero-style performance tracker. Compare people by stage, role, market, and ramp-up time before setting targets. Why does regular sales training improve revenue quickly? Regular sales training improves revenue quickly because sales is one of the few training areas where better behaviour can directly affect pipeline, conversion, deal size, and repeat business. When salespeople ask better questions, handle objections better, and follow a better process, results can move fast. Even experienced salespeople collect bad habits like barnacles on an oil tanker. They cut corners, talk too much, skip discovery, rush proposals, forget follow-up discipline, or assume they know what the customer wants. New salespeople need core skills; veterans need recalibration. In Japan, where buyers value trust, detail, patience, and relationship continuity, weak sales habits are especially costly. Training should not be a one-off event. It should be repeated, observed, coached, and reinforced in the field. Do now: Train regularly, then coach application. Knowledge in a classroom is not enough; changed behaviour in front of clients is the point. Why don't more companies train their salespeople properly? Many companies avoid proper sales training because sales managers fear exposure, Learning and Development teams protect their turf, and leaders underestimate the cost of mediocre training. The result is false economy. Sales managers may resist external training because they are supposed to be developing their people already. Admitting the need for help can feel like admitting failure. Some Learning and Development teams prefer to run training internally to justify their role or save budget. The problem is that bad training, generic training, or mediocre training is expensive because it fails to change behaviour. The bigger cost sits elsewhere: lost deals, wasted salaries, low productivity, recruitment fees, management time, and damaged morale. Training looks expensive only when leaders ignore the cost of not training. Do now: Calculate the real cost of sales turnover and underperformance. Then compare that number with the cost of serious training. Conclusion: how do leaders stop wasting salespeople? The answer is not rocket science: train them. Japan's shrinking bilingual talent pool, tougher hiring market, and weakening OJT habits mean companies cannot afford to burn through salespeople and pretend the problem is individual weakness. Some people may not be suited to sales, certainly. But many so-called "rejects" have simply been failed by poor systems, absent coaching, and fantasy targets. Leaders who rescue these salespeople, give them proper tools, set realistic expectations, and coach them consistently can build a serious competitive advantage. While rivals keep firing, replacing, and complaining, disciplined companies can train, retain, and win. FAQs Are bad salespeople always the real problem? No, poor sales performance often reflects weak management, poor onboarding, unrealistic targets, or lack of training. Leaders should examine the system before blaming the individual salesperson. Why is recruiting bilingual salespeople in Japan difficult? Recruiting bilingual salespeople in Japan is difficult because internationally exposed talent is scarcer and domestic firms now compete strongly for those candidates. Multinationals need to invest more seriously in development and retention. Does OJT still work for sales training? OJT only works when managers actually coach, observe, correct, and reinforce skills. If managers are too busy to coach, OJT becomes a slogan rather than a development method. How often should salespeople receive training? Salespeople should receive regular training and ongoing coaching, not a one-off workshop. New salespeople need fundamentals, while veterans need refreshers to remove bad habits. What is the fastest way to stop wasting sales talent? The fastest way is to combine realistic targets, structured training, weekly coaching, and better manager accountability. This gives salespeople a fair chance to become productive. 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" and recipient of the Griffith University Business School Outstanding Alumnus Award. 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, followed by executives seeking success strategies in Japan.

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On this Make A Difference Minute, I have Dr. Tommy Davis, Executive Director of the North Alabama Homebuilding Academy, sharing why their mission goes far beyond preparing people for careers in the skilled trades. While the academy was created to help address workforce needs, Dr. Davis quickly realized something even more important was happening. Lives were being changed. He shares the story of a man who entered the program while experiencing homelessness and living in a tent. Through training, determination, and opportunity, that individual found employment, gained stability, and eventually moved into a home of his own. Dr. Davis also talks about the confidence that comes from learning practical skills, working with your hands, and discovering what you're capable of accomplishing. For many students, the academy becomes more than a place to learn a trade. It becomes a place to rebuild belief in themselves and create a new path forward. This MADM is brought to you by Premier Structures, Inc., proudly supporting stories and the people who make our communities strong. Real stories. Real people. Real impact. News That Unites!™️

Most leaders are promoted into their roles believing authority alone will inspire confidence, but the truth is, your communication style is what truly sets you apart as a leader.   In this episode, I reveal how many new leaders unwittingly sabotage their growth by misunderstanding what effective leadership communication actually looks like. A shift in mindset — moving from control to influence — and how to do this effectively is what's missing from nearly every leadership and development program I've come across.   In this episode, I cover: Why demanding to be heard often backfires and how inviting curiosity actually builds influence The top two communication mistakes new leaders make — and how to avoid them How releasing the need to control can empower you to lead with confidence, even when you lack final decision authority The secret power of asking open questions that turn pushback into productive dialogue   This episode is essential listening if you're stepping into or aspiring toward leadership and want to unlock the true power of your words. Whether you're managing a team, navigating cross-departmental goals, or climbing the corporate ladder, mastering leadership communication is your shortcut to advancing faster and leading more effectively.   Resources & Links: Download The New Leader's Communication Playbook Learn more about my communication coaching Connect with me on LinkedIn

Send us Fan MailDream Center Church Sunday Service Paul Foster May 24, 2026Support the showThanks for listening!

Join our host, Seth Gershenson, as he talks to Drs. Chris Bollinger and Ken Troske of the University of Kentucky about about their evaluation of the Code Louisville job training program.

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Spongebob Squarepants: "Krusty Krab Training Video"Are you ready to learn the sacred and dark secrets of preparing a Krabby Patty? Russ from Kaiju ComicCast joins us for this spot-on parody of cheesy fast food job training videos, from mythologizing franchise history to corporate propaganda to silly acronyms and music rip-offs. We also get into the history of weird job training videos, including Wendy's raps, Del Taco getting meta, and a cybersecurity training presented as a prestige TV show.Check out Kaiju ComicCast!Bluesky⁠ | ⁠Instagram⁠Take the Glitterjaw Listener Survey⁠⁠ and enter to win a $50 gift card!A proud part of⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Glitterjaw Queer Podcast Collective⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Tip us on Ko-Fi⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Gimmicks Website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Email: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠gimmickspodcast@gmail.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠Bluesky⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Theme song:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠"Disco Tears" by Raven⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Creative Commons Attribution 3.0⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Sources: ⁠Krabby Patty CollabSpongebob Wiki

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A college student takes a $50-an-hour job training artificial intelligence and ends up making $70,000 in a single year. But behind the money is a hidden world of digital labor, where real people shape how AI thinks, responds, and sounds—and where the work is already starting to disappear. In this episode of Inside Job, host Matt Sunbulli profiles Isaiah, a college-age AI trainer, and together they take listeners inside a hidden layer of the tech economy. What they uncover reveals the human force behind AI—and raises urgent questions about where this work is headed and what it means for all of us.

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This the Safety Culture Excellence® podcast, hosted by Shawn Galloway, CEO of ProAct Safety.    This week's podcast discusses "On-the-Job Training." Does your onboarding include mentoring? https://proactsafety.com/blog-posts/ojt     Enjoy the podcast!   Shawn M. Galloway   Safety Excellence in all formats.  What's on your bookshelf?

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Within the Army, there was a small unit called DASPO — the Department of the Army Special Photographic Office — whose sole mission was to go into combat and document the war from the inside. Its men were trained as soldiers and they were trained as photographers. But preparing to do both at the same time? That was OJT (On-the-Job Training). We sit down with Robert "Bob" Lafoon who was a DASPO photographer during the Vietnam War. You can see some of Bob's photos and other DASPO photographers on our website at https://www.vvmf.org/echoes/EP112/Cover photo of SFC Howard Breedlove

From bike mechanic training in Ashland to growing hands-on education programs and a rejected fish waste recycling proposal, three recent Oregon business and education stories.

Send a textDream Center Church Sunday Service Jim Noble March 15, 2026Support the showThanks for listening!

Warum werden ausgerechnet die Menschen häufiger krank, die am meisten für ihre Gesundheit tun? Das Immunsystem-Paradox: Zu wenig Sport schwächt die Abwehr – aber zu viel Sport auch.Dr. med. Elke Mantwill ist Fachärztin für Allgemeinmedizin, Sportmedizin und Ernährungsmedizin, Diplom-Sportwissenschaftlerin – und selbst mehrfache Ironman-Finisherin. Sie kennt das Dilemma aus beiden Perspektiven: Als Ärztin behandelt sie täglich ambitionierte Sportler, die nicht verstehen, warum sie ständig erkältet sind. Und als Athletin hat sie am eigenen Leib erlebt, was passiert, wenn man die Grenzen seines Körpers testet.Du erfährst:Warum Dein Immunsystem nach intensivem Training ein „Open Window“ öffnet – und was Du dagegen tun kannstUm welche Nährstoffe Deine Muskeln und Dein Immunsystem gleichzeitig kämpfen (und wie Du den Konflikt löst)Die „Number Needed to Treat“: Warum Bewegung 500× effektiver ist als MedikamenteWarum 70 % Deines Immunsystems im Darm sitzen – und was Ibuprofen damit anrichtetElkes Top-3-Sofortmaßnahmen für alle, die häufiger erkältet sind als früherWie Du ambitioniert trainieren kannst, ohne Deine Gesundheit zu opfernViel Spaß beim Zuhören!____________*WERBUNG: Infos zum Werbepartner dieser Folge und allen weiteren Werbepartnern findest Du hier.____________Alle Shownotes zur Folge auf marathonfitness.de.Zeitmarken[05:20] Begrüßung: Training heute Morgen[05:28] Elkes eigene Erfahrung: Wann der Körper „Stopp“ sagt[08:33] Die häufigsten Gründe für Praxisbesuche[11:23] Das Paradox: Warum zu viel UND zu wenig Sport krank macht[14:56] Woran erkenne ich, ob mein Training zu intensiv ist?[18:48] HRV und Schlaftracker: Was sie wirklich aussagen[20:32] Bewegungsmangel: Die unterschätzte Todesursache[22:51] Der Energiekonflikt: Gehirn, Immunsystem, Muskeln[28:04] Metapher: Der Körper als Unternehmen mit begrenztem Budget[29:40] Welche Mikronährstoffe beim Sport am schnellsten verloren gehen[34:25] Was Mikronährstoffmangel mit dem Immunsystem macht[36:15] Fallstudie: Die 55-jährige Managerin[43:41] Das Open Window: Was nach dem Training passiert[46:10] Die Post-Workout-Immunsystem-Routine[46:55] Myokine: Wenn Muskeln mit dem Immunsystem kommunizieren[48:00] Stress addiert sich: Job + Training = ?[52:15] Der Darm: 70 % des Immunsystems sitzen hier[53:36] Was Elke im Mikrobiom von Sportlern findet[54:43] Leaky Gut: Pseudowissenschaft oder echtes Problem?[58:34] Warum Ibuprofen oft kontraproduktiv ist[01:00:56] Parasiten: Das Tabuthema[01:04:46] Top 3 Sofortmaßnahmen bei Infektanfälligkeit[01:08:13] Training anpassen: Weniger Intensität oder besser periodisieren?[01:09:45] Perfektionismus: Das eigentliche Problem?[01:15:10] Elkes großes Ziel: Ironman Roth[01:17:59] Hausmittel: Ingwer, Knoblauch, Manuka-Honig[01:19:06] Grenzfall: Leicht erkältet trainieren?[01:20:26] Nach Erkrankung: Wie lange warten?[01:21:35] Was sich in 25 Jahren verändert hat[01:22:33] Elkes Bücher[01:23:16] Die Smartphone-Nachricht____________Shownotes und Übersicht aller Folgen.Trag Dich in Marks Dranbleiber Newsletter ein.Entdecke Marks Bücher.Folge Mark auf Instagram, Facebook, Strava, LinkedIn. Hosted on Acast. See acast.com/privacy for more information.

Send a textDream Center Church Sunday Service Jim Noble March 8, 2026Support the showThanks for listening!

#144 - Your body has been telling you it's time to leave your job for months, maybe years. In this episode, Dr. Tega breaks down the nervous system science behind why a misaligned or draining career physically breaks your body down, and why no amount of self-care, PTO, or diet changes will fix a structural problem.Through real client stories and research, she explains the difference between resilience and endurance, and makes the case that your body breaking down is not proof you're weak; it's proof you've hit your limit.

Send a textDream Center Church Sunday Service Jim Noble March 1, 2026Support the showThanks for listening!

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Send a textDream Center Church Sunday Service Jim Noble February 15, 2026Support the showThanks for listening!

Send a textDream Center Church Sunday Service Jim Noble February 8, 2026Support the showThanks for listening!

Bridge Bread Bakery Managing Director Mike Heeley joins Debbie in-studio. Bridge Bread has been around for 15 years and is celebrating a new location in the Delmar Loop. Bridge Bread hires people who are experiencing homelessness or who are in transition.