Podcasts about leaders

Quick take: What happens when a leader ditches ego, prioritizes relationships, and treats students like real-world innovators? Jeremy Quals proves you can turn around struggling schools and create one of the most exciting entrepreneurial programs in the country.

As a leader, psychology is fundamental to your success - whether that means understanding consumer behavior, team dynamics, or even your own biases and blind spots. Harvard professor Steven Pinker says that an important phenomena to understand is that of common knowledge and its downstream effects. It's the idea that there is power in knowledge, but also power in knowing what other people know - and that when a large group of people know what others around them know, and vice versa, that's when major change can happen. He explains how common knowledge underlies meme stocks, the rise of crypto, meeting etiquette and the success of Super Bowl ads. Pinker wrote the new book When Everyone Knows That Everyone Knows . . .: Common Knowledge and the Mysteries of Money, Power, and Everyday Life.

What you learn recording 400 episodes is that growth is not about doing more, it is about doing the right things better. In this milestone episode of The Game Changing Attorney Podcast, Michael and Jessica Mogill reflect on the journey from episode one to today. Over five years, countless guests, and thousands of lessons later, they have distilled the most powerful insights into what truly drives long-term success in business, leadership, and life. This episode puts Crisp clients in the driver's seat. These aren't emails or comments. These are on-camera questions asked by real Crisp clients, recorded on-site at Crisp HQ. Here's what you'll learn: Why reinvesting in your practice (instead of lifestyle upgrades) is one of the smartest moves you can make The critical shift from chasing numbers to creating a vision big enough to include your entire team and family The biggest differentiator between firms that stall at seven figures and those that scale to eight and beyond If you want to know what really matters after 400 episodes of lessons, stories, and breakthroughs, this is the one you cannot afford to miss. ---- Show Notes: 03:37 – How the podcast started in 2020 and grew to 400 episodes 05:16 – The biggest mistake law firm owners make after their first big win 09:51 – Shifting from working in your firm to building your firm 10:23 – Goal setting and why balance is really integration 18:38 – The systems that separate seven-figure firms from eight-figure firms 25:50 – Why sleep is the most important factor for performance 33:59 – The biggest difference between episode one and episode 400 37:43 – The ultimate lesson Michael has learned after 400 episodes ---- Links & Resources: John Morgan of Morgan & Morgan Eight Sleep (sleep optimization system) Oura Ring (sleep and recovery tracking) Whoop (fitness and recovery wearable) Calm (meditation and breathwork app) Breathwrk (guided breathwork app) Athletic Greens / AG1 ---- Do you love this podcast and want to see more game changing content? Subscribe to our YouTube channel. ---- Past guests on The Game Changing Attorney Podcast include David Goggins, John Morgan, Alex Hormozi, Randi McGinn, Kim Scott, Chris Voss, Kevin O'Leary, Laura Wasser, John Maxwell, Mark Lanier, Robert Greene, and many more. ---- If you enjoyed this episode, you may also like: 350. 5 Years of Game Changers: You Won't Believe What They Did to Win 300. Legends & Leaders: 300 Episodes of Game Changing Insights 200. Game Changing Stories: 200th Episode Spectacular

Douglas Murray, Manhattan Institute Fellow and author of On Democracies and Death Cults: Israel and the Future of Civilization, joined The Guy Benson Show today to react to President Trump's speech at the UN, arguing that the United States has become somewhat of a lone voice in condemning Hamas terrorists within the body. Murray weighed in on the UK and France's recognition of Palestine as a state, which he said is a purely domestic political move with no intention of making it a reality. He also reacted to disturbing incidents in the UK, including a Jewish man threatened with arrest simply for his presence at a pro-Palestinian rally, and the arrest of Graham Linehan, which he called an example of the "left-wing enforcement ring." The conversation turned to the rise of Nigel Farage's Reform Party, which Murray sees as a revolt of ordinary Brits against the radical Labour Party. Benson and Murray also reflected on the life and legacy of Charlie Kirk, nearly two weeks after his assassination. Listen to the full interview below! Learn more about your ad choices. Visit podcastchoices.com/adchoices

With AI being a pervasive topic in 2025, Jen and Pete discuss how they use the tool, and how they might utilize it to help their clients.Specifically, in this episode Jen and Pete talk about:How might we use AI to help other people, not just ourselves?Why is trust so important, in the building of skills and of organizations?What are several use cases for how Jen and Pete use AI?To hear all episodes and read full transcripts, visit The Long and The Short Of It website: https://thelongandtheshortpodcast.com/.You can subscribe to our Box O' Goodies here (https://thelongandtheshortpodcast.com/) and receive a weekly email full of book and podcast recommendations, quotes, videos, and other interesting things that Jen and Pete are noodling on. To get in touch, send an email to: hello@thelongandtheshortpodcast.com.Learn more about Pete's work here (https://humanperiscope.com/) and Jen's work here (https://jenwaldman.com/).

What separates beverage brands that break out from those that burn out? In this episode, industry veteran Ken Sadowsky – often known by his sobriquet, the “Beverage Whisperer” – offers a behind-the-scenes look at what's working (and what's not) in the fiercely competitive drinks industry.  Ken, who is the executive director of the Northeastern Independent Distributors Association (NIDA) and a senior advisor with Belgium-based investment firm Verlivest, draws from decades of experience and shares practical, battle-tested insights, from store checks in NYC bodegas to the growing influence of non-alcoholic spirits. He dives into a range of hot-button topics, including the ROI of trade shows like Expo West, the crucial role of effective packaging, and the delicate balance between innovation and consumer confusion. Along the way, he shares candid opinions on up-and-coming brands, expressing optimism for some while voicing skepticism toward others. Show notes: 0:25: Interview: Ken Sadowsky, Sr. Advisor, Verlinvest – Ken Sadowsky talks about his passion for conducting store checks to stay current on emerging brands and trends and emphasizes the importance of trying new products, especially in diverse markets like New York City. He also explains how his background as a distributor and investor informs his observations and why advises early-stage founders to perfect their product in their hometowns before attempting to break into bigger markets. He and Ray sample a non-alcoholic margarita from Pentire and a collagen-infused sparkling water from Liquid Youth. They then discuss the rise of ANA beverages and the evolution of sweeteners in better-for-you sodas. Ken acknowledges Poppi's branding success and PepsiCo's acquisition of the company, but he remains skeptical about the long-term viability of the prebiotic soda category. The conversation continues with an exploration of the value of trade shows like Expo West, why ROI can be elusive and difficult to quantify, and his advice for startups with limited budgets. Ken and Ray sample more brands, including Fhirst, a U.K.-based probiotic soda brand, and Orange Toucan, a moringa-infused beverage. The discussion turns to the meaning of innovation in CPG, as Ken defines it as introducing something truly new, ideally with a functional or sustainability benefit that can reach mainstream audiences. They wrap the episode by spotlighting 67 Water, a culturally resonant brand targeting Gen Z and Gen Alpha; Glucosal, a Guatemalan electrolyte beverage only distributed in Miami; and Cadence, an isotonic drink brand. Brands in this episode: Liquid Youth, Poppi, Olipop, Liquid I.V., Celsius, Prime, Red Bull, Vitaminwater, Hint, 67 Water, Cadence, Pentire, Orange Toucan, Ringa, Kuli Kuli, Glucosal, Woody Creek Distillers, Mountain Dew, Vita Coco, Fhirst, Casa Azul, Bud Light, Electrolit, AriZona Beverages, GNGR Labs, MOTH Drinks  

‘Peace seems to be a word, a five-letter word, that is losing its value.'Waihiga Mwaura speaks to Amina Mohammed, UN Deputy Secretary-General, in a broad-ranging interview about the the UN at 80, and the state of the world today. The UN is currently hosting its annual General Assembly at its headquarters in New York. Leaders, senior politicians and diplomats from all over the world are meeting there to discuss and resolve a variety of the planet's most pressing issues.This is the General Assembly's 80th such gathering since the United Nations was formed. This year's theme is ‘Better together', and sees a renewed urgency on delivering the UN's Sustainable Development Goals: 17 interconnected global goals, first adopted by all UN member states in 2015, covering areas including ending poverty, improving health and education, and tackling climate change.Before becoming the UN's 5th Deputy Secretary-General, a role Ms. Mohammed took up in 2017, the Nigerian-British diplomat and politician previously served as Nigeria's Minister for the Environment.In this interview, she also reflects on the ‘price' of war and how it diverts vital global attention and resources away from international development, as well as discussing the need for the UN's Security Council to be more accountable amid growing calls to increase its size to include more member states.The Interview brings you conversations with people shaping our world, from all over the world. The best interviews from the BBC. You can listen on the BBC World Service, Mondays and Wednesdays at 0700 GMT. Or you can listen to The Interview as a podcast, out twice a week on BBC Sounds or wherever you get your podcasts.Presenter: Waihiga Mwaura Producers: Ben Cooper, Priscilla Ng'ethe and Lucy Sheppard Editor: Justine LangGet in touch with us on email TheInterview@bbc.co.uk and use the hashtag #TheInterviewBBC on social media.(Image: Amina Mohammed, UN Deputy Secretary-General Credit: Lev Radin/Pacific Press/LightRocket via Getty Images)

Wes Adams reveals how meaning drives workplace performance through three core elements: community, contribution, and challenge. Leaders act as gardeners, creating conditions for meaning to flourish rather than managing outcomes directly. Simple practices like positive feedback and asking about employees' lives can transform engagement and cut burnout in half. TAKEAWAYS Meaning drives performance - Research shows that meaningful work is the upstream factor that creates job satisfaction, productivity, and even impacts stock prices. Leaders control 50% of meaning - Through the "three C's" (community, contribution, challenge), managers can intentionally foster meaning rather than leaving it to chance. Small actions have big impact - Simple practices like saying thank you once a week or asking about someone's weekend can cut disengagement and burnout in half. A QUICK GLIMPSE INTO OUR PODCAST Podcast: Transform Your Workplace, sponsored by Xenium HR Host: Brandon Laws In Brandon's own words: “The Transform Your Workplace podcast is your go-to source for the latest workplace trends, big ideas, and time-tested methods straight from the mouths of industry experts and respected thought-leaders.” About Xenium HR Xenium HR is on a mission to transform workplaces by providing expert outsourced HR and payroll services for small and medium-sized businesses. With a people-first approach, Xenium helps organizations create thriving work environments where employees feel valued and supported. From navigating compliance to enhancing workplace culture, Xenium offers tailored solutions that empower growth and simplify HR.

Developing future leaders isn't just about filling roles—it's about shaping people. The question is: how do you identify high-potentials on your team, and once you do, how do you nurture them so they grow instead of fizzle out? HiPos need more than a pat on the back; they need guidance, meaningful support, and a roadmap for growth from their people leader. My special guest today is Shawn Storer and he's simplifying how to turn high-potentials into leaders. If you're a people leader aiming to build a strong succession plan and invest wisely in your future leaders, this conversation is going to give you the clarity you need. Here's how. My special guest today is Shawn Storer and he's simplifying how to turn high-potentials into leaders. We tackle and simplify all aspects of it, including: The one thing people leaders must be super clear on when developing high-potential talent. How to define “high-potential” beyond just performance reviews. The signals that indicate when someone is truly ready for the next level. Which smart stretch assignments accelerate growth the fastest. …and ultimately, how to keep HiPos engaged without burning them out—while still building a solid succession plan. Q: Are you ready to learn how to turn your high-potentials into leaders? If yes, this one is for you. It's time to #DoTheThing! ---- Show notes available with all links mentioned here: https://www.thesimplifiers.com/posts/397-how-to-turn-high-potentials-into-leaders---with-shawn-storer

00:01:40 Intro00:06:00 Sport Ball Stuff00:12:30 El Grande with the family00:15:00 Lawn Care00:18:00 Game Toppers LLC00:20:00 LOTR: Fate of the Fellowship00:52:00 The Wondrous Museum00:59:45 Miniature Market01:00:45 Builders of Baldur's Gate01:30:45 Portal Games01:32:00 Leaders01:38:00 Outro A quick search of the word Pandemic as it relates to the board game mentions on this site, you will find a bunch of them. However, back in Episode 5 is when we do this first mention and where our mission on the podcast was to bring awareness to board games beyond those found at big box stores. That was on February 12, 2013. Time marches on and we find ourselves with a new entry using the Pandemic system with the LOTR: Fate of the Fellowship. Mr. Leacock has done an incredible job with this one. In my opinion, this brings the base goodness of the Pandemic series to the LOTR world and then ramps it up a few notches. To be honest, it might be a little too hard at times. But who cares, play it again and think of the feeling you will have when you destroy the ring. We also have some slight dissension in the ranks at RDTN where one does like a game as much as someone else and we have a solid discussion on why. This doesn't mean that the game isn't good, just that there is a difference of opinion on what some people like versus what others like. The Wondrous Museum is an engine builder that plays very fast and has solid decision making for which cards to play and how to use the runes that activate the cards. Leaders if a two person duel game that shrinks down the board to where players are using special moves by their champions to allow them to capture the other person leaders. Your champions are never removed from the board, so it is all about positioning while maintaining a solid defense for your leader. Thanks for listening and be sure to visit the Discord site to tell us about what type of grass is in your area. Learn more about your ad choices. Visit megaphone.fm/adchoices

President Donald Trump speaks at the opening the 80th session of the United Nations on his “America First” agenda, criticizing the UN for being ineffective at preventing or stopping wars and Europe for his immigration policies; President also meets in New York City with Ukrainian President Volodymyr Zelensky and in a post said Ukraine should be able to win the war against Russia and get all its land back; President Trump cancels a meeting with the House and Senate Democratic leaders to discuss federal government funding, a week before the deadline to prevent a shutdown, amid a standoff over the Democrats' insistence of including health care funding provisions; Federal Reserve Chair Jerome Powell tells a Chamber of Commerce in Rhode Island there is no risk-free path in deciding interest rate policy to balance lowering inflation and increasing job growth; "107 Days", the memoir from former Vice President Kamala Harris, 2024 dem presidential nominee, goes on sale. Learn more about your ad choices. Visit megaphone.fm/adchoices

Work doesn't have to be a grind. In fact, the smallest acts of care, recognition, and empowerment can spark extraordinary transformation in how people show up and thrive. Yet too many leaders still chase big programs and sweeping changes, overlooking the everyday moments that actually matter most. What if the secret to flourishing at work has been in front of us all along?In this episode of the Happiness Squad Podcast, Ashish Kothari sits down with Gretchen Spreitzer, Professor of Management and Organizations at the University of Michigan's Ross School of Business, to explore how leaders can empower teams to flourish through meaning, competence, autonomy, and impact. Together, they uncover the science of positive organizations and how leaders can create workplaces where people come alive.Gretchen Spreitzer is a pioneering scholar in the field of positive organizational scholarship. At the University of Michigan's Ross School of Business, she has spent decades researching and teaching topics such as thriving at work, leadership development, and empowerment. Her work has shaped how leaders and organizations around the world design conditions for people to flourish and succeed. If you've ever wondered how to truly unleash your people's full potential at work and create a positive organization, this conversation will change the way you approach leadership and people empowerment.Things you will also learn in this episode:• Why small acts of leadership can have a bigger impact than grand gestures• The four dimensions of empowerment and how to apply them in your team• How recognition and authentic feedback can transform workplace culture• Why managers—not just executives—hold the key to reducing burnout• The role of empowerment in the age of AI and organizational change• How to spot and spread the “bright spots” of flourishing inside your companyTune in now to discover how you can start building a workplace where people flourish—not someday, but today.✅Resources:• Center for Positive Organizations: https://positiveorgs.bus.umich.edu/ • Reflective Best Self Exercise• McKinsey: A holistic approach for employees: https://www.mckinsey.com/mhi/our-insights/reframing-employee-health-moving-beyond-burnout-to-holistic-health • Conscious Capitalism: https://www.consciouscapitalism.org/✅Books:• Man's Search for Meaning by Viktor Frankl: https://a.co/d/0HDetDR• Everybody Matters by Bob Chapman: https://a.co/d/5niWg2c • Another Way by Dave Whorton: https://a.co/d/j6GUo1E • Hardwired for Happiness by Ashish Kothari: https://a.co/d/1aWVYEx

Join Dave Molenda this week as he dives into practical strategies to boost employee engagement. From fostering professional growth and supporting educational development to creating a culture of recognition and inclusion, Dave shares actionable tips to help your team feel valued and connected. Whether you lead a team, manage one, or are part of one, this episode offers real-world advice to help you engage and empower the people you work with.

What does it take to truly understand every angle of dealership operations? In this episode, LA Williams sits down with Jonathan Schrieber, a proven leader whose journey began in his family-owned dealerships, sharpened through hands-on roles in sales and management, and elevated when he graduated from the prestigious NADA Dealer Academy! "You can't just move the pieces around and expect things to work in a dealership. You have to have the right mentality and mindset." - Jonathan Schrieber Jonathan shares how his unexpected path, from teaching and coaching to living the day-to-day grind of the showroom, shaped his passion for the Internet department and ignited his drive to innovate CRM processes, lead management, and operational efficiency. His experiences aren't secondhand theories; they're lessons learned from the front lines of dealership life. "I wanted things to happen faster than they were. Just overall being more patient and understanding the situation." - Jonathan Schrieber Now at Dealer Synergy, Jonathan brings that same grit and expertise to multiple rooftops across the country. He opens up about the realities of transitioning from in-store leadership to vendor-side accountability, the challenges and wins of outsourced BDCs, and why running a dealership is strikingly similar to coaching a championship sports team.  "You can't control customers. You can shape them and try to lead them, but at the end of the day, it's their decision to make." - Jonathan Schrieber If you're a dealership manager looking for practical, battle-tested strategies to optimize your CRM, hold your team accountable, and lead with confidence, this episode will inspire you to rethink what's possible in your store.   Key Takeaways: ✅ Jonathan Schrieber's transition from education to the automotive industry illustrates the diverse career paths that lead to success in the automotive sector. ✅ Effective use of CRM systems is crucial for dealership operations, with emphasis on automation and complete utilization of CRM capabilities before switching systems. ✅ Understanding the balance between technical skills and people skills is essential for automotive sales success, suggesting roles can be complemented through team support. ✅ Patience and accountability are vital traits for dealership management, with a focus on informed and data-driven decision-making. ✅ Jonathan encourages a mindset shift in managing personal finances, advocating for saving practices among salespeople to ensure financial stability.   About Jonathan Schrieber Jonathan Schrieber is an experienced automotive professional who has transitioned from teaching to the automotive industry, where he worked his way up within dealerships. He has held various roles, such as an Internet Director and General Manager, learning and optimizing every aspect of the dealership operation. Accredited with NADA University, Jonathan brings a structured, analytical approach to his work, enhancing operations with his deep understanding of CRM systems and automotive sales processes. Currently, he is making strides in consulting and training with Dealer Synergy, where he focuses on improving organizational processes and performance.   Navigating the Automotive Industry: Insights from a Dealer Synergy Leader   Key Takeaways Role Versatility: Understanding multiple dealership roles fosters a well-rounded perspective, crucial for effective leadership. CRM Mastery: Technical proficiency in CRM systems enhances efficiency and customizes client management. Patience and Timing: Remaining patient and strategic in career growth pays dividends in the long run. The Multidimensional Journey of Automotive Leadership The automotive industry is rich with opportunity but demands an intricate balance of passion, tactical understanding, and versatile skills. Jonathan Schrieber's trajectory from teaching to automotive leadership exemplifies this blend. At the core of his journey is a move from academia into automotive sales—a transition informed by his analytical nature. "I have always been more analytical," highlights how this quality underpinned his career progression and success. Schrieber's experience underscores the value of comprehending diverse dealership roles—whether it's selling, managing an internet department, or orchestrating dealership operations. Such an approach not only builds comprehensive industry comprehension but also cultivates strategic foresight crucial for effective dealership leadership. Exploring new challenges led Schrieber to adopt analytical tools, refining operational efficiencies alongside enhancing customer experience. Through Dealer Synergy, he reflects, "Understanding CRM inside and out," provides the leverage needed to excel in managing extensive client data while ensuring customer satisfaction. For industry professionals, embracing multiple roles and understanding CRM intricacies enhance both leadership capabilities and organizational success. CRM as a Strategic Tool in the Automotive Arena Customer Relationship Management (CRM) is indispensable in the automotive industry. Schrieber's insights into leveraging CRM systems reflect its criticality as a strategic asset. A profound understanding of CRM functionalities allows leaders to tailor client interactions, thus optimizing productivity. "There's no perfect CRM," Schrieber notes, emphasizing the importance of thorough insight into the CRM systems to fully harness their potential. Success in the automotive field relies on utilizing CRM tools for seamless data management and strategic operation. As Schrieber underscores, using CRM effectively ensures informed decision-making, reinforced by data insights. In this data-driven industry, the focus must remain on understanding intricate CRM details and applying them to foster enhanced dealership operations. Patience and Strategic Growth: Lessons for the Automotive Professional In the fast-paced automotive world, patience and strategic planning herald long-term success. Reflecting on his earlier career, Schrieber highlights the importance of pacing one's professional journey: "Just be more patient," he confesses looking back. This mindset is a powerful takeaway for industry professionals eager for swift progression. Navigating through dealership roles and external challenges, Schrieber emphasizes the incremental benefits of patience woven into career strategies, stating, "Set objectives and pay yourself first." Adopting deliberate career strategies and prioritizing objectives ensure sustained progress amid industry volatility. Embracing a patient, calculated approach fosters lasting, impactful success. Integrating Insights for Elevating Automotive Success Jonathan Schrieber's journey highlights pivotal themes for reflection and application within the automotive sector—role versatility, CRM proficiency, and strategic patience. By mastering these domains, professionals can cultivate robust, adaptable career pathways, enhanced customer relations through CRM, and strategic resilience amidst industry dynamics. These insights crystallize the multidimensional fabric of automotive leadership, driving sustained success amidst evolving challenges.     Resources + Our Proud Sponsors: The Millionaire Car Salesman Facebook Group: Join the #1 Mastermind Group in the Automotive Industry with over 29,000 members worldwide. Collaborate with automotive professionals, learn the best industry practices, and connect with top mentors, managers, and sales leaders. Join The Millionaire Car Salesman Facebook Group today! Dealer Synergy: The automotive industry's #1 Sales Training, Consulting, and Accountability Firm. With over 20 years of proven success, Dealer Synergy has helped dealerships nationwide build high-performing Internet Departments and BDCs from the ground up. Our expertise includes phone scripts, rebuttals, CRM action plans, lead handling strategies, and management processes; all designed to maximize your people, processes, and technology! Bradley On Demand: The automotive industry's most powerful Interactive Training, Tracking, Testing, and Certification Platform. With LIVE virtual classes and access to a library of over 9,000 on-demand training modules, Bradley On Demand gives your dealership the tools to dominate every department—Sales, Internet, BDC, CRM, Phone, and Leadership. From sharpening individual skills to elevating entire teams, this platform ensures your people are trained, tested, and certified for maximum success. Equip your dealership to sell more cars, more often, and more profitably with Bradley On Demand!  

In this episode of the Lead Culture Podcast, Jenni Catron is joined by Dr. Barry Jones and Camille Holland from Irving Bible Church to explore the “Commit” phase of the Lead Culture Framework—a crucial stage in sustaining organizational culture.Culture isn't something you build once and forget. Momentum naturally fades, values get fuzzy, and behaviors can slip if leaders don't actively protect and reinforce the culture they've worked so hard to create. Barry and Camille share how they've navigated this challenge over the past two years, keeping their team aligned, engaged, and thriving—even through transitions and the occasional staff departure.Listeners will hear real stories of:How Irving Bible Church identified early warning signs of cultural drift.Practical strategies for rebuilding trust and maintaining relational connectivity across a team.How cultural convictions—values tailored to the organization—are reinforced through intentional rhythms, surveys, and even playful recognition like staff “trophies.”The importance of culture champions in sustaining progress and keeping conversations alive at every level of leadership.Lessons learned from maintaining momentum after the initial excitement of culture work fades.Whether you're a senior leader, middle manager, or emerging culture champion, this episode offers actionable insights and encouragement for keeping your team's culture alive, relevant, and aligned with your mission.We need your help to get the LeadCulture podcasts in front of more leaders! There are three simple things you can do that truly help us: Review us on Apple podcasts Subscribe - we're available wherever you listen to podcasts. Share - let your friends know about the podcast by sharing your favorite episode on social media!

Josh Kremer is the co-founder of Paradero Hotels, a Baja-born luxury brand blending boutique resorts with destination management to create immersive, off-grid experiences. A classically trained chef who pivoted into real estate private equity, Josh brings both palate and P&L to building small-scale, high-touch hospitality. Susan and Josh talk about remote resorts, resourceful resourcing, and refined service. What You'll Learn About: • From chef whites to term sheets: Josh Kremer's zigzag from kitchens to Blackstone to founding Paradero Hotels. • Why “experiential luxury” beats “bikinis + margaritas," and how Paradero designs trips that spill far beyond the property line. • Off-beach on purpose: picking a site framed by five ecosystems to unlock creative freedom (and way better adventures). • Oasis IRL: how Baja's mountains create desert lagoons—and a top birdwatching haven—without cartoon mirages. • The unsexy backbone of remote hospitality: fiber pulls, buried power lines, backup gen, daily procurement runs, and a fleet of guide-led vehicles. • Scale by listening: adults-only → groups/events → families → homes; growing to 92 keys while keeping density low. • Where guests are pointing next: Riviera Maya (not in Cancun), Riviera Nayarit, plus eyes on Oaxaca, San Miguel, and Valle de Guadalupe. • Hiring where others won't: local-first, import managers when needed, and invest in great staff housing for a “soft landing.” • The 10x Rule: whatever effort you think it'll take, multiply by ten (site selection alone jumped from ~20 to 800!). • A perfect Paradero day: sunrise views → surf coaching → chef-driven breakfast → pool + temazcal → farm tasting → cliffside sunset → stargazing net. 1. Expect 10x More Work Than You Think Josh stresses what he calls the “10x rule”: however much effort you think a project will take, multiply it by ten. From evaluating 800 sites before selecting one to interviewing 20 architects before choosing a partner, the reality of launching a hospitality venture is far more demanding than anyone could have anticipated. The lesson applies broadly: if you're starting something ambitious, prepare for an order of magnitude more persistence, patience, and problem-solving than your first instinct suggests. 2. Culture Shapes Business—and Guest Experience Having lived in both Mexico and the U.S., Josh highlights how family-centric culture in Mexico contrasts with the U.S.'s emphasis on individualism. Understanding and respecting those differences helps him build both teams and guest experiences. The broader takeaway: Leaders who work across borders, or even within different communities, need to tune in to local cultural values. This can guide not only how you manage staff but also how you design meaningful customer experiences. 3. Operating in Remote or Nontraditional Locations Requires Creative Infrastructure Running a semi-remote property is as much about mastering logistics as it is delivering luxury. Josh described pulling fiber from a distant city, burying power lines to protect the guest experience, and organizing daily supply runs. The big lesson is that unconventional opportunities often require unconventional solutions. If you're drawn to an out-of-the-box idea, success may depend on investing early and heavily in the unglamorous operational backbone.   Josh Kremer on LinkedIn https://www.linkedin.com/in/joshua-kremer-bb904a26/ Paradero Hotels https://www.paraderohotels.com/ Other Episodes You May Like:  159: 15-Day Career with Gustavo Viescas https://www.topfloorpodcast.com/episode/159 165: Purple Flower Luxury with Florence Li https://www.topfloorpodcast.com/episode/165 74: Calm and Nurturing Ghost with Trisha Pérez Kennealy https://www.topfloorpodcast.com/episode/74

Hayley Blunden, PhD is an Assistant Professor of Management at the Kogod School of Business at American University where she focuses on researching how leaders can make challenging workplace interactions more productive. Mike Petrusky asks Professor Blunden about the new world of work and the workplace and why she believes that human interactions are at the core of organizational success. They explore how managers should take the time to reflect on how their decisions impact workplace dynamics and personal interactions, and why delegation should be carefully managed to empower subordinates rather than burden them. Asynchronous voice communication is an innovative way to enhance perceptions of competence and likability in the workplace and asking for advice rather than feedback can lead to more specific and actionable developmental information. Mike and Professor Blunden agree that leaders must think differently in today's built environment and they share the inspiration and the practical advice you will need to be a Workplace Innovator in your organization! Connect with Professor Blunden on LinkedIn: https://www.linkedin.com/in/hayley-blunden-a6bb22a/ Learn more about American University's Kogod School of Business: https://kogod.american.edu/ Learn more about Professor Blunden's research: https://www.hayleyblunden.com/ Discover free resources and explore past interviews at: https://eptura.com/discover-more/podcasts/workplace-innovator/ Learn more about Eptura™: https://eptura.com/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/  

Alicia Houston is a former biotech founder who spent over a decade scaling her company before selling it for a seven‑figure sum.  Alicia works primarily with small‑ to medium‑sized businesses, viewing them as mirrors of her own early entrepreneurial experience.  Leveraging her background in neuroscience, she helps leaders understand the brain's wiring, hormonal influences, and neural pathways that can create mental blocks, enabling them to “hack” their own thinking and develop new habits.  Her approach blends scientific insight with practical coaching to unlock both individual and organizational potential, ultimately allowing the entire team to serve the shared vision more effectively. Website: alyciahuston.com Facebook: AlyciaHuston Instagram: alyciahuston   Check out our CEO Hack Buzz Newsletter–our premium newsletter with hacks and nuggets to level up your organization. Sign up HERE.  I AM CEO Handbook Volume 3 is HERE and it's FREE. Get your copy here: http://cbnation.co/iamceo3. Get the 100+ things that you can learn from 1600 business podcasts we recorded. Hear Gresh's story, learn the 16 business pillars from the podcast, find out about CBNation Architects and why you might be one and so much more. Did we mention it was FREE? Download it today!

Feedback or Questions? Send us a text!1 BIG IDEAClear thinking isn't a personality trait—it's a leadership practice. And most people were never taught how to do it. In this episode, we unpack the six tenets of Intentional Optimism and how they offer powerful lenses for leadership—helping you see what's really going on, stay grounded in your values, and respond with clarity and courage even in the middle of pressure, conflict, or confusion.3 WAYS TO APPLY THISIdentify the tenet of Intentional Optimism you naturally lean on—and the one that feels most unfamiliar or underused.Choose one situation this week and practice leading from that “missing” tenet—on purpose.Download the free Intentional Optimism guide (linked in the show notes) and use it as a lens to evaluate how you show up in challenging or high-stakes moments.3 QUESTIONS TO ASK YOURSELFWhen I'm at my best as a leader, which tenet of Intentional Optimism shows up most easily—and how do others experience it in me?In moments of pressure, conflict, or self-doubt, which tenet do I tend to suppress or dismiss—and what might that reveal about my assumptions or conditioning?What's one upcoming situation where I could intentionally lead from that underused tenet—and what would it look like to respond through that lens?ENJOYING THE SHOW? LEAVE A RATING & REVIEWApple: scroll to the bottom, choose a rating, and write a review.Podchaser (Android): https://www.podchaser.com/podcasts/stand-tall-own-it-empowering-p-1406762 RESOURCES & NEXT STEPSEpisodes mentioned: Need a Set of Life Principles? Discover the Power of Intentional OptimismPodcast: https://www.buzzsprout.com/1282826/15174376YouTube: https://youtu.be/KJCAydSnRKo  Get your Free Core Values Blueprint: https://www.theintentionaloptimist.com/corevaluesexerciseGet your Free What Is Intentional Optimism?: https://www.theintentionaloptimist.com/what-is-intentional-optimism Invest in Core Values Coaching: https://www.theintentionaloptimist.com/core-values-beta Join Andrea LIVE at THRIVE in ‘25 Live2Lead!Secure your seat in Charlottesville or Lynchburg, VA—two powerhouse events where purpose-driven leaders come to recharge, refocus, and rise.CHARLOTTESVILLE: https://www.theintentionaloptimist.com/live2lead-charlottesville-2025 LYNCHBURG: https://www.theintentionaloptimist.com/live2lead-lynchburg-2025 LET'S CONTINUE THE CONVERSATIONDM Andrea on Instagram or LinkedIn: @theintentionaloptimistLet's chat: andrea@theintentionaloptimist.comSHARE THIS EPISODEIf this episode helped you reframe your leadership growth, send it to another strategic woman leader who's readSkillshare: Spark your creativity.Get 40% Off Annual MembershipDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the show

Jim Moorhead is the Founder and CEO of STAND BRAVE, a consulting and coaching firm that helps organizations build empowering cultures. As a former assistant US attorney, investment banker, and law firm partner, he has advised Fortune 500 companies in crises and high-stakes settings. Jim is also the author of The Instant Survivor: Right Ways to Respond When Things Go Wrong. His STAND BRAVE™ framework guides leaders and teams to take calculated risks and respond boldly when faced with adversity. In this episode… Bravery is often celebrated in hindsight, yet in the moment, it can feel anything but heroic. With organizations facing rapid change and constant pressure, how can leaders and teams act boldly during uncertainty and high stakes? What does it take to build a culture that consistently chooses courage over comfort? Crisis management and brave leadership authority, Jim Moorhead argues that bravery is not a rare trait but a muscle to be trained. He advises making bravery a shared team value and starting small by openly identifying problems or asking for help before scaling to bigger risks. Leaders can create structures that reward innovation and use clear company values to decide when to walk away from revenue drivers that aren't the right fit. These habits enable agility and resilience during chaotic times.  In this episode of the Up Arrow Podcast, William Harris sits down with Jim Moorhead, Founder and CEO of STAND BRAVE, to talk about building a culture of courageous leadership. Jim explains why innovation slowdowns are often bravery problems, how his STAND BRAVE™ framework turns single acts of courage into sustained brave leadership, and why taking even one small step can spark a cycle of bold action.

In this episode, Sean Morgan sits down with Josh Rhodes and Tim Haring to discuss the succession journey at Chestnut Ridge Church. After 40 years of ministry, founding pastor Tim reflects on preparing the church for life beyond his leadership, while Josh shares how their long-term relationship and shared heartbeat for reaching people made the transition possible. Together, they explore humility, outside counsel, and the intentional communication strategies that helped their church navigate succession with unity and hope for the future. Welcome to Episode 142 of the Leaders in Living Rooms Podcast with Sean Morgan.

In this episode of the Persistence Playbook, host Brett McDermott sits down with acclaimed writer and speaker Minda Harts to uncover the secrets to building a thriving workplace culture. Why is trust the most valuable currency for modern leaders? Minda introduces her revolutionary "Seven Trust Languages" framework, giving you the playbook to defeat workplace resistance and empower your team to do their best work.Whether you're a seasoned executive or a solopreneur aiming to grow, this is a must-listen on how to create a foundation of trust that drives productivity and retention.Key TakeawaysTrust is a global language—it's as important in the workplace as it is in your personal life.Micromanagement and a lack of transparency can quickly erode trust, creating anxiety and ambiguity for employees.The power of specificity: Acknowledging an employee's contributions with specific, heartfelt praise is a free and effective way to build morale.Leaders must demonstrate, not just declare their values, backing up their words with consistent actions.Workplace trauma can occur when employees feel unsafe, unseen, or blocked from growth.

CEO/author Jack Skeels flips conventional management on its head. He explains the hidden “manager tax,” why meetings crush output, and how to replace control-heavy habits with lightweight leadership using two practical frameworks: ACE (Authority–Control–Empowerment) and Why → What → Go → Grow. You'll hear how five-person teams can self-manage, why communication pace matters (“the speed of knowing is faster than the speed of understanding”), and how small AI pods are beating top-down AI rollouts. In this episode, Jack reveals how to cut that hidden “manager tax,” empower teams to self-manage, and even make AI work where most companies fail. If you lead people—or want to escape being led badly—you'll walk away with a playbook to boost performance, reduce burnout, and unlock growth. The Manager Tax is real: More managerial intensity → lower intrinsic productivity (especially via meetings). Meetings are expensive: A single manager's calendar can quietly remove dozens of productive hours from the org each week. Lead, don't over-manage: Replace “control” with framing + empowerment. ACE model: Leaders provide Authority (facts, constraints) and Empowerment (resources). Teams own Control (how work gets done). Why/What before Go: Nail shared context (Why) and clarity of outcomes (What) to minimize management during Go. Grow is ongoing: Managers coach skills and opportunities; they don't micromanage tasks. Socratic unfolding: Let teams pull information via questions to build true, shared understanding. Communication velocity trap: You can explain faster than others can understand; slow is smooth, smooth is fast. Promote generalists to manage: “Best specialists” often over-control; strong generalists tend to under-manage (good!). AI works in pods: Small, empowered cross-functional teams adopting AI beat big top-down programs (faster cycle time, less labor). 00:00 – Setup & intention of the show 03:25 – Jack's origin story: from robotics to reluctant manager 12:58 – The Manager Tax: why more management = less output 17:24 – Leadership vs management; where to draw the line 20:14 – ACE (Authority–Control–Empowerment) explained 29:35 – Why → What → Go → Grow and real span-of-control numbers 34:34 – Generations, role design, and promoting the right people 38:28 – Communication as the #1 success factor 40:29 – “Speed of knowing vs speed of understanding” 42:27 – AI Pods: structure-first AI (time & labor cuts) 46:54 – Where to find Jack + closing Book: Unmanaged: Master the Magic of Creating Empowered and Happy Organizations — available on Amazon Website: bettercompany.co (rebrand; also reachable via agencyagile.com) Why You Should ListenTop 10 TakeawaysChapter Markings (topic-based)Links Mentioned by the GuestLinkedIn: Jack Skeels (connect & follow his posts)

Last time we spoke about the battle of Nanjing. In December 1937, as the battle for Nanjing unfolded, terror inundated its residents, seeking safety amid the turmoil. General Tang Shengzhi rallied the Chinese forces, determined to defend against the advancing Japanese army. Fierce fighting erupted at the Gate of Enlightenment, where the determined Chinese soldiers resisted merciless assaults while tragedy loomed. By mid-December, the Japanese made substantial advances, employing relentless artillery fire to breach Nanjing's defenses. Leaders called for strategic retreats, yet amid chaos and despair, many young Chinese soldiers, driven by nationalism, continued to resist. By December 13, Nanjing succumbed to the invaders, marking a tragic chapter in history. As destruction enveloped the city, the resilience of its defenders became a poignant tale of courage amidst the horrors of war, forever marking Nanjing as a symbol of enduring hope in the face of despair.   #168 The Nanjing Massacre Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. So obvious disclaimer, today we will be talking about, arguably one of if not the most horrific war atrocities ever committed. To be blunt, it may have been worse than some of the things we talked about back during the fall of the Ming Dynasty, when bandit armies raped and pillaged cities. The Nanjing Massacre as its become known is well documented by both Chinese and foreign sources. There is an abundance of primary sources, many well verified. Its going to be extremely graphic, I am going to try and tell it to the fullest. So if you got a weak stomach perhaps sit this one out, you have been warned. Chen Yiding began evacuating his troops from the area surrounding the Gate of Enlightenment before dawn on December 13. En route to Xiaguan, he took the time to visit a dozen of his soldiers housed in a makeshift hospital located in an old cemetery. These men were too severely injured to participate in the evacuation, and Chen had to leave them with only a few words of encouragement. Little did he know, within days, they would all perish in their beds, victims of the Japanese forces. Upon arriving in Xiaguan later that morning, Chen was met with grim news: his divisional commander had crossed the Yangtze River with his chief of staff the previous afternoon. Now, he was on his own. He didn't linger near the riverside chaos, quickly realizing there was nothing he could do there. Instead, he chose to move downstream, hoping to find a secure spot for himself and his soldiers to wait out the next few days before devising an escape from the war zone.  He was fortunate, for soon the Japanese would live up to their notorious reputation developed during their advance from Shanghai; they were not inclined to take prisoners. That afternoon, several hundred Chinese soldiers arrived at the northern end of the Safety Zone. The committee responsible for the area stated that they could offer no assistance. In a misguided attempt to boost morale, they suggested that if the soldiers surrendered and promised not to engage in combat, the Japanese would likely show them "merciful treatment." This optimism was woefully misplaced. Later that same day, Japanese troops entered the zone, dragging out 200 Chinese men, the majority of them soldiers, for execution just outside the city. On December 13, Japanese soldiers started patrolling the riverbank, shooting at anything and anyone floating downstream. Their comrades aboard naval vessels in the river cheered them on, applauding each time they struck another helpless victim in the water. Civilians were not spared either. While traveling through downtown Nanjing as the battle concluded, Rabe observed dead men and women every 100 to 200 yards, most of them shot in the back. A long line of Chinese men marched down the street, numbering in the hundreds, all destined for death. In a cruel twist, they were compelled to carry a large Japanese flag. They were herded into a vacant lot by a couple of Japanese soldiers and as recalled by American correspondent Archibald Steele "There, they were brutally shot dead in small groups. One Japanese soldier stood over the growing pile of corpses, firing into any bodies that showed movement." The killings commenced almost immediately after the fall of Nanjing. The victorious Japanese spread out into the city streets, seeking victims. Those unfortunate enough to be captured faced instant execution or were taken to larger killing fields to meet a grim fate alongside other Chinese prisoners. Initially, the Japanese targeted former soldiers, whether real or imagined, but within hours, the scope of victims expanded to include individuals of all age groups and genders. By the end of the first day of occupation, civilian bodies littered the streets of downtown Nanjing at a rate of roughly one per block. The defenseless and innocent were subjected to murder, torture, and humiliation in a relentless spree of violence that persisted for six harrowing weeks. At the time of the attack, Nanjing felt eerily abandoned, houses stood boarded up, vehicles lay toppled in the streets, and the once-ubiquitous rickshaws had vanished. However, hundreds of thousands remained hidden indoors, seeking refuge. The most visible sign of the city's new rulers was the display of the Japanese flag. On the morning of December 14, the Rising Sun flag was hoisted across the city, seen in front of private homes, businesses, and public buildings. Many of these flags were hastily made, often a simple white sheet with a red rag affixed, hoping to be spared. As the days progressed, horrifying accounts of violence began to emerge. A barber, the sole survivor among eight people in his shop when the Japanese arrived, was admitted to a hospital with a stab wound that had nearly severed his head from his body, damaging all muscles at the back of his neck down to his spinal canal. A woman suffered a brutal throat wound, while another pregnant woman was bayoneted in the abdomen, resulting in the death of her unborn child. A man witnessed his wife being stabbed through the heart and then saw his child hurled from a window to the street several floors below. These are but a few stories of individual atrocities committed. Alongside this there were mass executions, predominantly targeting young able-bodied men, in an effort to weaken Nanjing and deprive it of any potential resistance in the future. American professor, Lewis Smythe recalled “The disarmed soldier problem was our most serious one for the first three days, but it was soon resolved, as the Japanese shot all of them.” On the evening of December 15, the Japanese rounded up 1,300 former soldiers from the Safety Zone, binding them in groups of about 100 and marching them away in silence. A group of foreigners, permitted to leave Nanjing on a Japanese gunboat, accidentally became witnesses to the ensuing slaughter. While waiting for their vessel, they took a brief walk along the riverbank and stumbled upon a scene of mass execution, observing the Japanese shooting the men one by one in the back of the neck. “We observed about 100 such executions until the Japanese officer in charge noticed us and ordered us to leave immediately”. Not all killings were premeditated; many occurred impulsively. A common example was when Japanese soldiers led lines of Chinese POWs to holding points, tightly bound together with ropes. Every few yards, a Japanese soldier would stand guard with a fixed bayonet aimed at the prisoners as they trudged forward. Suddenly, one of the prisoners slipped, causing a domino effect as he fell, dragging down the men in front of and behind him. The entire group soon found themselves collapsed on the ground, struggling to stand. The Japanese guards lost their patience, jabbing their bayonets into the writhing bodies until none remained alive. In one of the largest massacres, Japanese troops from the Yamada Detachment, including the 65th Infantry Regiment, systematically executed between 17,000 and 20,000 Chinese prisoners from December 15 to 17. These prisoners were taken to the banks of the Yangtze River near Mufushan, where they were machine-gunned to death. The bodies were then disposed of by either burning or flushing them downstream. Recent research by Ono Kenji has revealed that these mass killings were premeditated and carried out systematically, in accordance with orders issued directly by Prince Asaka. A soldier from the IJA's 13th Division described killing wounded survivors of the Mufushan massacre in his diary “I figured that I'd never get another chance like this, so I stabbed thirty of the damned Chinks. Climbing atop the mountain of corpses, I felt like a real devil-slayer, stabbing again and again, with all my might. 'Ugh, ugh,' the Chinks groaned. There were old folks as well as kids, but we killed them lock, stock, and barrel. I also borrowed a buddy's sword and tried to decapitate some. I've never experienced anything so unusual”. Frequently, the Japanese just left their victims wherever they fell. Corpses began to accumulate in the streets, exposed to the elements and onlookers. Cars constantly were forced to run over corpses. Corpses were scavenged by stray dogs, which, in turn, were consumed by starving people. The water became toxic; workers in the Safety Zone discovered ponds clogged with human remains. In other instances, the Japanese gathered their machine-gunned or bayoneted victims into large heaps, doused them in kerosene, and set them ablaze. Archibald Steele wrote for the Chicago Daily News on December 17th “I saw a grisly scene at the north gate, where what was once a group of 200 men had become a smoldering mass of flesh and bones, so severely burned around the neck and head that it was difficult to believe he was still human.” During the chaos in the beginning, whereupon the Japanese had not yet fully conquered the city, its defenders scrambled desperately to escape before it was too late. Individually or in small groups, they sought vulnerabilities in the enemy lines, acutely aware that their survival hinged on their success. Months of conflict had trained them to expect no mercy if captured; previous experiences had instilled in them the belief that a swift death at the hands of the Japanese would be a fortunate outcome. On December 12, amid intense artillery fire and aerial bombardment, General Tang Sheng-chi issued the order for his troops to retreat. However, conflicting directives and a breakdown in discipline transformed the ensuing events into a disaster. While some Chinese units successfully crossed the river, a far greater number were ensnared in the widespread chaos that engulfed the city. In their desperation to evade capture, some Chinese soldiers resorted to stripping civilians of their clothing to disguise themselves, while many others were shot by their own supervisory units as they attempted to flee.Hundreds, perhaps thousands, of individual escape stories emerged from this period. In some rare instances, entire units, even up to divisional strength, successfully infiltrated Japanese lines to reach safety. For others, such as the 156th Division, there were detailed plans outlining escape routes from Nanjing. Several soldiers and officers adhered to this three-day trek, skillfully evading Japanese patrols until they reached Ningguo, located south of the capital. Nonetheless, these cases were exceptions. The vast majority of soldiers from China's defeated army faced significant risk and were more likely to be captured than to escape. Some of Chiang Kai-shek's most elite units suffered near total annihilation. Only about a thousand soldiers from the 88th Division managed to cross the Yangtze safely, as did another thousand from the Training Division, while a mere 300 from the 87th Division survived. Even for units like the 156th Division, the escape plans were only effective for those who learned of them. These plans were hurriedly disseminated through the ranks as defeat loomed, leaving mere chance to determine who received the information. Many stayed trapped in Nanjing, which had become a fatal snare. One day, Japanese soldiers visited schools within Nanjing's Safety Zone, aware that these locations sheltered many refugees. They called for all former soldiers to step forward, promising safety in exchange for labor. Many believed that the long days of hiding were finally coming to an end and complied with the request. However, they were led to an abandoned house, where they were stripped naked and bound together in groups of five. Outside, a large bonfire had been ignited. They were then bayoneted and, while still alive, thrown onto the flames. Only a few managed to escape and share the horrifying tale. The Japanese were of course well aware that numerous soldiers were hiding in Nanjing, disguised as locals, evidenced by the piles of military uniforms and equipment accumulating in the streets. Consequently, they initiated a systematic search for soldiers within hours of taking control. The Safety Zone was not spared, as the Japanese Army suspected that Chinese soldiers had sought refuge there. On December 16, they raided Ginling College, despite a policy prohibiting the admission of men, except for elderly residents in a designated dining room. The soldiers brought axes to force open doors that were not immediately complied with and positioned six machine guns on the campus, prepared to fire at anyone attempting to escape. Ultimately, they found nothing. In cases where they did encounter young men of military age, the soldiers lined them up, scrutinizing for distinct telltale features such as close-cropped hair, helmet marks, or shoulder blisters from carrying a rifle. Many men, who had never served in the military but bore callouses from hard manual labor, were captured based on the assumption that such marks indicated military experience. As noted by Goerge Fitch the head of Nanjing's YMCA “Rickshaw coolies, carpenters, and other laborers are frequently taken”. The Japanese employed additional, more cunning tactics to root out soldiers. During an inspection of a camp within the Safety Zone, they struggled to get the approximately 6,000 men and women to surrender. Before leaving, they resorted to one last trick. “Attention!” a voice commanded in flawless Chinese. Many young men, conditioned by months or years of military training, instinctively responded. Even though most realized their mistake almost immediately, it was too late; the Japanese herded them away. Given the scale of the slaughter, efforts were soon organized to facilitate the killing and disposal of as many individuals as possible in the shortest time. Rows of prisoners were mowed down by machine-gun fire, while those injured were finished off with single bullets or bayonets. Much of the mass murder occurred near the Yangtze River, where victims could be disposed of easily by being pushed into the water, hoping the current would carry them away.As the weeks progressed and the Japanese grew increasingly concerned about the possibility of former soldiers still at large, the dragnet tightened. Beginning in late December, Japanese authorities implemented a registration system for all residents of Nanjing. At Ginling College, this process lasted about a week and resulted in scenes of almost indescribable chaos, as the Japanese also decided to register residents from the surrounding areas on campus. First, the men were registered, followed by the women. Often, women attended the registration to help save their husbands and sons, who would otherwise have been taken as suspected former soldiers. Despite these efforts, a total of 28 men were ultimately seized during the registration process at Ginling College. Each individual who registered received a document from the authorities. However, it soon became clear that this paper provided little protection against the caprices of the Japanese military. That winter in Nanjing, everyone was a potential victim. While systematic mass killings primarily targeted young men of military age, every category of people faced death in the days and weeks following the Japanese conquest of Nanjing. Reports indicated that fifty police officers from the Safety Zone were executed for permitting Chinese soldiers to enter the area. The city's firefighters were taken away to meet an uncertain fate, and six street sweepers were killed inside their dwelling. Like an uncontrollable epidemic, the victors' bloodlust seemed to escalate continuously, seeking out new victims. When the Japanese ordered the Safety Zone committee to supply workers for the electricity plant in Xiaguan to restore its operations, they provided 54 individuals. Within days, 43 of them were dead. Although young men were especially targeted, the Japanese made no distinctions based on age or sex. American missionary John G. Magee documented numerous instances of indiscriminate killings, including the chilling account of two families nearly exterminated. Stabbings, shootings, and rapes marked the slaughter of three generations of innocents, including toddlers aged four and two; the older child was bayoneted, while the younger was struck in the head with a sword. The only survivors were a badly injured eight-year-old girl and her four-year-old sister, who spent the following fortnight beside their mother's decaying body. The violence was often accompanied by various forms of humiliation, as if to utterly break the spirit of the conquered people. One woman lost her parents and three children. When she purchased a coffin for her father, a Japanese soldier tore the lid off and discarded the old man's body in the street. Another soldier, in a drunken stupor, raped a Chinese woman and then vomited on her. In yet another incident, a soldier encountered a family of six huddled over a pot of thin rice soup; he stepped over them and urinated into their pot before continuing on his way, laughing heartlessly. The atrocities committed at Nanjing were not akin to something like the Holocaust. Within places like Auschwitz killings became industrialized and often took on an impersonal, unemotional character. The murders in Nanjing had an almost intimate quality, with each individual perpetrator bearing the blood of their victims on their hands, sometimes literally. In this sense, the Nanjing atrocities resemble the early Holocaust killings executed by German Einsatzgruppen in Eastern Europe, prior to the implementation of gas chambers. How many died during the Nanjing Massacre? Eyewitnesses at the time recognized that the Japanese behavior had few immediate precedents. Missionary John Magee compared the situation to the Turkish genocide of the Armenians during World War I, which was still fresh in memory. Despite this, no consensus emerged regarding the exact number of fatalities, a state of affairs that would persist for nearly eight decades. In his first comprehensive account of the atrocities following the conquest of the capital, New York Times correspondent Tillman Durdin reported that 33,000 Chinese soldiers lost their lives in Nanjing, including 20,000 who were executed. Foreign correspondent Frank Oliver claimed in a 1939 publication that 24,000 men, women, and children were put to death during the first month of the city's occupation. As time progressed, much larger figures began to circulate. After returning to Germany in 1938, John Rabe held a lecture where he cited European estimates that between 50,000 and 60,000 people had died. In February 1942, Chiang Kai-shek stated that 200,000 were slaughtered within one week. The Nanjing tribunal established by Chiang's government to try Japanese war criminals in 1946 and 1947 reported that more than 300,000 lives had been lost following the city's fall. The highest estimate recorded comes from a Chinese military expert, who put the death toll at 430,000. Currently, the figure most commonly accepted in official Chinese media is 300,000, a number also cited by various authors sympathetic to China's contemporary regime. The debate over the Nanjing death toll has been a complex and extensive discussion, likely to remain unresolved to everyone's satisfaction. As missionary and Nanjing University teacher Miner Searle Bates remarked when he testified before the International Military Tribunal for the Far East in July 1946, “The scope of this killing was so extensive that no one can provide a complete picture of it.” On December 16, American missionary Minnie Vautrin witnessed a truck passing by Ginling College, loaded with eight to ten girls. When they saw the Western woman, they cried out, "Jiu ming! Jiu ming!" which means “Help! Help!” Vautrin felt powerless, fully aware of the fate that awaited them. As early as Tuesday of that week, she had documented rumors of girls being raped. The following night, women were taken in large numbers from their homes. Another missionary, John Magee wrote to his wife “The most horrible thing now is the raping of the women, which has been going on in the most shameless way I have ever known”. A tentative list compiled by Lewis Smythe detailed instances of rape occurring soon after the Japanese Army entered Nanjing: four girls at noon on December 14; four more women that evening; three female refugees on December 15; and a young wife around the same time. The accounts revealed chilling individual horrors. A 15-year-old girl was taken to a barracks housing 200 to 300 Japanese soldiers and locked in a room, where she was raped multiple times daily. Victims ranged from as young as 11 to over 80. American correspondent Edgar Snow recalled “Discards were often bayoneted by drunken soldiers,. Frequently, mothers had to witness their babies being beheaded, only to then be raped themselves.” Y.M.C.A. head George Fitch reported the case of a woman whose five-month-old infant was deliberately smothered by a soldier to silence its cries while he raped her. Such acts were a gruesome form of humiliation, designed to demonstrate that the vanquished were powerless to protect their own families. Japanese soldier Takokoro Kozo recalled “Women suffered most. No matter how young or old, they all could not escape the fate of being raped. We sent out coal trucks to the city streets and villages to seize a lot of women. And then each of them was allocated to fifteen to twenty soldiers for sexual intercourse and abuse. After raping we would also kill them”. Women were frequently killed immediately after being raped, often through horrific mutilations, such as being penetrated with bayonets, long bamboo sticks, or other objects. For instance, one six-months-pregnant woman was stabbed sixteen times in the face and body, with one stab penetrating her abdomen and killing her unborn child. In another case, a young woman had a beer bottle forcibly inserted into her vagina after being raped, and was subsequently shot.  On December 19, 1937, the Reverend James M. McCallum wrote in his diary “I know not where to end. Never I have heard or read such brutality. Rape! Rape! Rape! We estimate at least 1,000 cases a night and many by day. In case of resistance or anything that seems like disapproval, there is a bayonet stab or a bullet... People are hysterical... Women are being carried off every morning, afternoon and evening. The whole Japanese army seems to be free to go and come as it pleases, and to do whatever it pleases”.  Rabe wrote in his diary dated December 17 “wo Japanese soldiers have climbed over the garden wall and are about to break into our house. When I appear they give the excuse that they saw two Chinese soldiers climb over the wall. When I show them my party badge, they return the same way. In one of the houses in the narrow street behind my garden wall, a woman was raped, and then wounded in the neck with a bayonet. I managed to get an ambulance so we can take her to Kulou Hospital... Last night up to 1,000 women and girls are said to have been raped, about 100 girls at Ginling College...alone. You hear nothing but rape. If husbands or brothers intervene, they're shot. What you hear and see on all sides is the brutality and bestiality of the Japanese soldiers”. In a documentary film about the Nanjing Massacre, In the Name of the Emperor, a former Japanese soldier named Shiro Azuma spoke candidly about the process of rape and murder in Nanjing. “At first we used some kinky words like Pikankan. Pi means "hip", kankan means "look". Pikankan means, "Let's see a woman open up her legs." Chinese women didn't wear under-pants. Instead, they wore trousers tied with a string. There was no belt. As we pulled the string, the buttocks were exposed. We "pikankan". We looked. After a while we would say something like, "It's my day to take a bath," and we took turns raping them. It would be all right if we only raped them. I shouldn't say all right. But we always stabbed and killed them. Because dead bodies don't talk”. Without anyone to defend them, the women of Nanjing resorted to desperate measures for their safety. The young and attractive cut their hair and smeared soot on their faces to diminish their allure. Others donned boys' clothes or the garments of elderly women. However, the Japanese were well aware of these tactics and were not easily deceived. As American correspondent Snow described, it was an orgy of unprecedented debauchery, involving not only the lower ranks of the Japanese military but also officers who turned their quarters into harems, bedding a new captive each night. Open-air sexual assaults were common. During the first ten days of occupation, groups of Japanese soldiers entered the Ginling campus ten to twenty times daily, brandishing fixed bayonets stained with fresh blood. So overwhelmed, Vautrin decided to prioritize saving lives over salvaging possessions, spending those early days frantically moving across campus to prevent marauding soldiers from taking away women. A particularly tense situation unfolded on the evening of December 17, when Vautrin and other staff members at Ginling College were called to the front of the campus to confront a group of Japanese soldiers. Earlier, Vautrin had received documentation from another officer affirming that the area was a legitimate refugee camp. The soldiers torn up the document in front of her. For hours, with armed Japanese soldiers encircling them, Vautrin and her colleagues were left standing or kneeling, uncertain of what awaited them. Gradually, it became clear that they had been lured to the front gate so that other soldiers could enter through a side entrance and abduct twelve women. As Vautrin recalled “Never shall I forget the scene. The dried leaves rattling, the moaning of the wind, the cries of women being led away.” The staff remained at the entrance until 11:00 pm, fearing that hiding soldiers might fire on them if they moved. This was the only time that Vautrin was unable to prevent rape, a failure that would haunt her for the rest of her life. Some Japanese soldiers, seeking young girls, ordered a middle-aged Chinese woman to assist them in finding targets. When she either could not or would not comply, they shot a rifle across her abdomen, narrowly missing and taking away “three handbreadths of flesh.” When the Japanese Army entered Nanjing, little damage had been inflicted on the buildings, as noted by U.S. missionary James McCallum at the end of December. On the first day of their occupation, Japanese soldiers immediately dispersed into Nanjing in small groups, breaking shop windows and looting the goods within. They carried away their spoils in crates and stolen rickshaws. Initially, the looting was partly a makeshift response to the poor logistics of the Japanese Army. Combat soldiers had arrived well ahead of their supply lines and faced severe food shortages until the roads reopened and the Yangtze River became navigable.  Every building in Nanjing was looted and turned upside down. Everything not nailed down was stolen: doors and window frames were removed, safes opened with rifle shots or grenades. Japanese soldiers often pillaged property while the owners were present, threatening them with bayonets. Abandoned cars littered the streets, typically overturned and stripped of useful items, including batteries. Like Russian soldiers in Berlin seven and a half years later, the rank-and-file soldiers displayed a particular interest in watches. As the scale of plunder grew, transportation became scarce. By the end of December, looting was being conducted using trucks. When vehicles were unavailable, Japanese soldiers resorted to wheelbarrows and even children's prams. Mules, donkeys, and people were also commandeered. Just as during their advance from Shanghai to Nanjing, the Chinese were forced to assist in looting their own homes. A common sight was a Japanese soldier leading a group of Chinese down the street, laden with stolen goods. While Chinese soldiers had also engaged in some looting during their evacuation of Nanjing, it was nothing compared to the scale of the Japanese victors' plunder. The Chinese forces had deliberately avoided breaking into foreign buildings, a distinction that the Japanese disregarded. The American, British, and German embassies, along with the ambassadors' residences, were ransacked, stripped of everything from bedding and money to watches, rugs, and artwork. The American School was looted, and its wall breached to remove the piano. As the Japanese stripped the city, they also began to burn it. While the winter sky could have been sparkling, it was instead filled with smoke from thousands of fires across the city. Some fires resulted from carelessness, such as when soldiers cooked meat from a stolen cow over a bonfire, accidentally igniting an ancient building. Others were acts of mindless vandalism. The Nanking Music Shop saw all its instruments and sheets piled in the street and set ablaze. The extent of the massacre can, to some degree, be linked to a breakdown in discipline among Japanese soldiers. Released from weeks or months of hardship on the battlefield, many soldiers experienced an intoxicating sense of freedom, resembling misbehaving boys. The deterioration of order among Japanese soldiers astonished those familiar with the stories of the stringent discipline within Japan's armed forces. Observers commented on soldiers laughing at proclamations from their own officers or tearing up orders and tossing them to the ground. Some foreign witnesses speculated that this lack of discipline was exacerbated by the absence of visible individual numbers on soldiers, making it challenging to identify wrongdoers. The issue also stemmed from the quality of the Japanese officer corps and their ability to manage a large army of young men, many of whom were experiencing freedom from societal constraints for the first time. Not all officers rose to the occasion; Vautrin witnessed an officer almost fail to prevent a soldier from raping a girl. Even worse, some officers transitioned from passive bystanders, guilty by inaction, to active participants in prolonged rape sessions. While a few attempted to instill discipline among their troops, their efforts often fell short. A Japanese colonel, for instance, slapped a soldier attempting to rape a Chinese woman. Another general was seen striking a private who had bayoneted a Chinese man and threatened two Germans, raising questions about how much of this discipline was merely performative for the benefit of foreign observers. Ultimately, disciplinary measures had little impact. As Rabe noted in his diary dated December 18th “The soldiers have almost no regard for their officers”. The absence of effective higher leadership during this critical period likely exacerbated the problem. General Matsui had been suffering from malaria since November 3, which left him largely incapacitated from December 5 to 15. A subordinate later testified that he had been informed of "incidents of stealing, killing, assault, and rape and had become quite enraged.” Although Matsui may have been displeased by the unruly behavior of his soldiers, it is conceivable that his inaction led to even greater levels of atrocity than might have occurred otherwise. He insisted on holding a victory parade on December 17, immediately after recovering from his illness, which likely triggered a security frenzy among Japanese officers concerned about the safety of Prince Asaka, uncle to Emperor Hirohito. This reaction likely prompted a surge in searches for, and executions of, suspected former Chinese soldiers. The Japanese high command in Tokyo was also aware of the unraveling discipline. On January 4, 1938, Army Headquarters sent Matsui an unusually direct message ordering him to restore control among his troops: Our old friend Ishiwara Kanji bitterly criticized the situation and placed the blame on Matsui “We earnestly request enhancement of military discipline and public morals. The morale of the Japanese had never been at a lower level.” A detachment of military police eventually arrived in Nanjing, leading to some improvements, though their presence was mixed. Some officers stationed outside the Safety Zone ignored atrocities occurring before them and, in some cases, participated directly. At Ginling College, the experience with military police was decidedly uneven. The first group of about 25 men tasked with guarding the college ended up committing rape themselves.  Despite frequent visits from Japanese soldiers in search of loot and victims to assault, the Safety Zone was perceived as successful. Many believed that both the zone and the work of its managing committee were responsible for saving countless lives. W. Plumer Mills, vice chairman of the committee, noted that the zone “did give some protection during the fighting…but the chief usefulness of the Zone has been the measure of protection it has afforded to the people since the occupation.” Shortly after the Japanese conquest, the population of the Safety Zone swelled to a quarter million people. Around 70,000 of these were organized into 25 pre-arranged camps, while the majority sought accommodation wherever possible. Makeshift “mat-shed villages” sprang up in vacant areas throughout the zone. Nanjing quickly became informally divided into two distinct cities. Outside the Safety Zone, the atmosphere was ghostly, with a population dwindling to around 10,000, while within the zone, bustling activity thrived. Shanghai Road, which ran through the center of the zone and had once been a wide boulevard, transformed into a hub of barter and trade, resembling a festive market during Chinese New Year, overflowing with makeshift stalls, tea shops, and restaurants, making it nearly impossible to traverse by vehicle. The Japanese held a degree of respect for Westerners, although this sentiment was not universal and did not always offer protection. Many foreigners tried to safeguard their homes by displaying their national flags outside, but they often found that Japanese soldiers would break in regardless. To protect Ginling College, American flags were displayed at eight locations around the compound, and a large 30-foot American flag was spread out in the center. However, this proved to be “of absolutely no use” in preventing Japanese soldiers from entering the area. Despite this, there was some limited outright hostility towards Americans. Stronger negative sentiments were directed towards the Russians and the British, who were viewed as representatives of nations with competing interests against the Japanese Empire. The Japanese displayed particular reverence for one nationality, the Germans. Rabe would shout “Deutsch” or “Hitler” to command respect from unruly Japanese soldiers or show them his swastika armband, indicating his allegiance to the Nazi Party. Germany was seen as a rising power and rapidly becoming one of Japan's closest allies, a fellow outcast in global politics. However, as time passed, the limits of this respect became evident; individual soldiers began searching for women within the German embassy compound, and eventually, nearly all German buildings were broken into. Despite all the challenges, there was no doubting that foreigners offered a form of protection unavailable elsewhere. Within days of the Japanese conquest, women and children began appearing in large numbers outside Rabe's home, kneeling and knocking their heads on the ground as they begged to be let into his already overcrowded garden.  At 1:00 pm on January 1, the Chinese were proclaimed rulers of their own city, or at least this is what Japanese propaganda sought to convey. On the first day of the new year, a puppet government was established in a ceremony held just north of the Safety Zone. A new five-bar flag, the one associated with the early Chinese republic was raised, signaling a patriotic spirit in a gesture that felt unconvincing. As the new leaders took office, vowing to resurrect their city, buildings burned all around them. The ceremony marked the culmination of two weeks of preparatory work. As early as December 15, General Matsui met with a local Chinese leader, referred to in the Japanese commander's diary only as Chen, who had been selected to assist in forming this new puppet government. Chen had been present in the northern port city of Tianjin two years earlier when Matsui helped establish the Chinese chapter of the Greater Asia Association. He subscribed to Matsui's concepts of “Asia for Asians,” but cautioned that Chinese fears of the Japanese would complicate the governance of the conquered territories.   The new government aligned with the Japanese army to implement a system of indoctrination centered on conservatism, primarily targeting the youth, who were perceived as most likely to resist. The indoctrination included messages like, “You must follow the old custom in marriage, letting your parents make arrangements for you. You must not go to theaters or study English, etc. China and Japan must become one, and then the nation will be strong.” Few were deceived by these attempts to win hearts and minds. The government-sanctioned newspaper, the Xinshengbao, or New Life Journal, was immediately dismissed as a crude vehicle for propaganda. Additionally, the government made minimal progress in more urgent tasks, such as restoring peacetime conditions and revitalizing Nanjing's economy, a challenge made formidable by Japanese brutality. Given the fate of the first group of volunteers at the electricity plant after the conquest, no one could be found to fill the needed 40 to 45 worker slots. The same was true for firefighters. The predictable outcomes followed. Water and limited power were restored to parts of the city by January 2, but within two days, the city was plunged back into darkness. By January 13, the waterworks were still non-operational, and the power supply remained intermittent while fires continued to blaze well into January. The government was not taken seriously, struggling even with the Japanese. It quickly built a reputation for being venal and corrupt. One of its names was the Nanjing Autonomous Government, which a clever member of the foreign community humorously rebranded as the “Automatic Government,” reflecting its actual role as a puppet regime devoid of autonomy.  While Nanjing endured its own nightmarish reality, the city's inhabitants had little understanding of the events transpiring beyond its walls. The first radio news that reached foreign residents came on January 7, reporting Japanese air raids on Wuhan. There were also unconfirmed rumors suggesting that Hangzhou was experiencing similar horrors to those in Nanjing, but details were scarce. It was perhaps expected that reports from afar would be limited in wartime, yet information about situations closer to Nanjing was similarly scarce, and the horrific truth gradually dawned on the city's populace. A Westerner who managed to escape east from Nanjing in early January reported that all villages within a 20-mile radius had been burned to the ground. Outside the city, Japanese soldiers were randomly shooting civilians, including children. A German who drove an hour from Nanjing encountered no living souls. After the conquest, Chinese who managed to leave Nanjing reported that every pond between the city and Juyong was filled with the decaying corpses of people and animals. Many of the atrocities committed during this time appeared to stem from boredom and a search for cheap thrills. American missionary Magee witnessed a young farmer who had sustained severe burns on his upper body. After the soldiers demanded money from him and he failed to comply, they doused him in kerosene and set him ablaze. Similarly, a young boy suffered horrific burns after he failed to lead a group of soldiers to his “mama.” People in the rural areas surrounding Nanjing faced danger from numerous directions. Not only were they potential targets for marauding Japanese soldiers, but they were also at risk from bands of Chinese outlaws, who preyed on the large influx of refugees on the roads and the few souls who remained at home despite the fierce conflict raging nearby. Magee encountered a 49-year-old woman whose home was invaded by bandits looking for money. “When she and her husband said they had none they battered her head and breast with a stool and burned her feet until she revealed their savings of between four and five dollars.” In the absence of a formal government, informal authority was often wielded by secret societies. For instance, the “Big Sword Society” reportedly offered protection not only against Japanese soldiers and local bandits but also against small groups of Chinese troops seeking to escape back to their lines and resorting to theft for survival. What a blast from the past eh?   Rumors began to circulate in early January 1938 that the Chinese Army was preparing to retake Nanjing and that Chiang Kai-shek's soldiers had already been spotted inside the city walls. Many of the small makeshift Japanese flags that had appeared outside private homes in mid-December suddenly vanished, and some Chinese residents who had been wearing Japanese armbands hastily removed them. There was even talk of launching an attack on the Japanese embassy. Word spread that the Japanese were becoming frightened and were searching for Chinese clothing to disguise themselves as civilians in the event of a retreat. In reality, none of this was true. The Chinese Army was still reorganizing after the costly campaign that had forced it from Shanghai to Nanjing and then further into the interior. However, this did not imply that the Japanese had achieved complete control over the city. After six weeks of terror, Nanjing began to reassert itself. Japanese soldiers faced fatalities and injuries in skirmishes with members of secret organizations like the “Yellow Spears” and the “Big Sword Society.”  After the New Year, the population within the Safety Zone began to dwindle. A week into 1938, the number of refugees at Ginling College, which had peaked at more than 10,000, fell to around 5,000. Less than a month after the conquest, many former residents started returning to their homes during the day and then coming back to the college at night. Still, the city was far from safe, and even for those whose homes were located within the Safety Zone, Vautrin believed it was unwise to stray too far from her refugee camp. One month after Japanese forces had surged through its gates, Nanjing was a thoroughly devastated city, with fires still being set every day and night. By mid-January, estimates suggested that more than half the city had been burned down, with the main shopping district completely gone, as well as the entertainment area surrounding the Confucius Temple. Nevertheless, slowly but surely, the shell-shocked city began to pull itself together and started the long process of renewal. Vautrin considered opening an industrial school offering four-month courses for women to help compensate for the loss of labor resulting from the indiscriminate killing of men. Chinese New Year fell on January 31, 1938. Celebrated throughout Asia, it was also recognized by the Japanese. It was a “dismal, muddy” day, and as many feared, soldiers who appeared “too happy” from excessive drinking attempted to enter the Safety Zone in search of women but were stopped. The sound of thousands of firecrackers filled the air, fulfilling the age-old purpose of scaring away evil spirits. Refugees in Rabe's compound presented him with a large red silk banner adorned with a gold Chinese inscription. His Chinese friends translated the message for him “You are the living Buddha For a hundred thousand people”. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. In December 1937, the battle for Nanjing left its residents in terror as the Japanese army advanced. Following the invasion, a horrific massacre began, with thousands targeted in brutal killings, torture, and humiliation. Civilians and soldiers alike were indiscriminately slain, and the Japanese military showed no mercy. To this day the Nanjing Massacre stands as a testament to the unbelievable evil man holds within him.

She's recently switched industries and has seen her fast-paced leadership growth stall out. Host Muriel Wilkins coaches her through understanding the feedback she's receiving, what it means to her organization, and what might help get her back on track.

In this episode of GTM Live, Carolyn joins the Growth Activated Podcast as a guest to unpack one of the biggest blind spots in GTM today: what actually happens before an opportunity is created.99% of GTM teams still can't see this stage clearly. It's the “grey area” where SDRs and BDRs are grinding—sending emails, making calls, chasing signals, running sequences—all in the hope of booking a meeting that turns into pipeline.The problem? None of this activity is tracked in a clear, causal way. Leaders only see pipeline “sources” (marketing, sales, SDR), which hides the bigger story. Pipeline isn't a source—it's a chain reaction. A trigger sparks sales work, a series of events unfolds, and only some of those reliably convert to opportunities. Most of it? Invisible. That's why pipeline creation still feels like guesswork.Carolyn explains why source-based reporting and last-touch attribution keep teams stuck, and how to instrument the pre-opportunity “factory floor” with simple metrics that expose what's really working. Key Topics in this Episode:[00:10] Carolyn's journey: 4x Head of Marketing → CEO of Passetto[07:30] The Pipeline Black Box: why pre-opp activity is invisible[09:20] Using triggers to understand what really starts sales work[14:00] Inside the factory: connect rate, time-to-meeting, qual rate, DQs[22:40] Client insight: MQLs drain resources[27:50] KPIs to rethink: drop department-source, own pipeline as a system[30:45] For marketing leaders: accountability over defense[41:55] Annual planning: fight inertia, build visibility first[44:50] Where to find Carolyn & learn more about Passetto—This episode is powered by ⁠Passetto⁠, a GTM advisory and instrumentation software company with a solution that eliminates the Pipeline Black Box™, the critical data hidden inside every GTM engine where leaders are flying blind when it matters most.

Trump/RFK Jr. To Announce “Answer” To Autism! Trump Demands Indictment Of Deep State Leaders As Kirk's Surgeon Claims 30-06 Bullet DID NOT Pass Through His Neck, Enraging Public! Plus, Trump & Musk Reconcile As President's Approval Rating Surges Nine Points

Gary Linnen is the dedicated CEO of Peer Forward, a nonprofit organization transforming the college journey for young people by harnessing the power of positive peer influence. Growing up in Spanish Harlem during challenging times, Gary's life was changed by educational opportunities that showed him firsthand how crucial support and guidance can be. After forging lifelong connections and earning a degree from Cornell, Gary traded a corporate career for his calling—empowering youth to reach their potential. Under his leadership, Peer Forward has helped nearly 700,000 students across the U.S. and internationally, not just get to college but thrive, using innovative peer-led models that foster both self-belief and academic achievement. Key Takeaways: Peer influence is often more impactful for teens than parental advice, making peer-led support a powerful force in college access and success. Foundational life skills—like knowing personal information, managing applications, and understanding financial aid—are just as crucial as academic prep for students transitioning to college. Creating a culture of affirmation, support, and fit helps students not only get into college but stay and succeed, as alumni returning to give back is a testament to Peer Forward's lasting impact.  Sound Bites: "A 17-year-old is more inclined to listen to another 17-year-old—positive peer pressure makes all the difference." "We ask, ‘Why should you show up? Why is it important for you to know that you're worthy?' That's where transformation starts." "It's about small wins—the power to help one person in your community and share that potential goes a long way." Connect & Discover Gary: LinkedIn: https://www.linkedin.com/in/glinnen/ Instagram: https://www.instagram.com/zebyjlm Website: https://www.peerforward.org/ X: https://x.com/garylinnen00

In this heartfelt and fun conversation, we sit down with Pamela Baltazar, pastor of ministries at Lake Pointe Church, mom of two energetic boys, and a beloved part of our Gather Moms community. Pamela gets real about: This episode will make you laugh, nod your head, and maybe rethink how you're approaching motherhood—especially if you're … The Weak Kids Parenting Trap and How to Raise Leaders with Pamela Baltazar Read More »

Hey Friend! We throw around words like they're interchangeable when they're not—and the difference matters. Weather vs. climate. Listening vs. hearing. Motion vs. progress. In leadership, we do this with self-awareness and emotional intelligence, treating them like synonyms when they're actually two distinct capabilities. I learned this the hard way as a young lieutenant walking into a room full of colonels and generals during a communication outage, knowing my triggers but needing to apply that knowledge under intense pressure. Self-awareness gave me the foundation, but emotional intelligence changed the outcome.

Jesus' parable of the dishonest steward isn't about money—it's about eternity.Morning Offering, September 22, 2025Every morning, join Father Brad as he begins the day with prayer and reflection. In a few short minutes, Father Brad guides you in prayer, shares a brief reflection grounding your day in the Church's rhythm of feast days and liturgy, and provides you with the encouragement necessary to go forward with peace and strength. Disclaimer: The ads shown before, during, or after this video have no affiliation with Morning Offering and are controlled by YouTubeLet us do as the saints urge and begin our days in prayer together so as a community of believers we may join the Psalmist in saying, “In the morning, Lord, you hear my voice; in the morning I lay my requests before you and wait expectantly.” (Psalm 5:3-4)________________

Guest: Shawn Villaron, Vice President of Customer and Strategic Initiatives, Office Product Group at Microsoft | Former VP & GM of PowerPoint | Bay Area Site Leader | Executive Sponsor of HOLA   Episode Overview In this episode, we sit down with Shawn Villaron, a 29-year veteran at Microsoft who has helped shape some of the company's most widely used products and strategies. Now serving as Vice President of Customer and Strategic Initiatives in the Office Product Group, Shawn partners with Microsoft's most important customers to better understand their needs around AI, workplace modernization, and productivity—insights that directly shape the future of Microsoft Office. Previously, Shawn was Vice President & General Manager for PowerPoint, where he led teams across multiple platforms—Windows, Mac, Web, iPad, Android, and iOS—reimagining how billions of people create and deliver stories. He also serves as Engineering Site Leader for Microsoft Bay Area, working across commercial, consumer, hardware, and AI platforms, while championing diversity and inclusion as executive sponsor of HOLA (Hispanic & Latinx Organization of Leaders in Action). Shawn brings a rare perspective: spending nearly three decades at a single company, driving innovation from the inside, and now exploring how AI and agents are reshaping the way we work, create, and build businesses. What You'll Learn in This Episode The positives and challenges of building an entire career at one company in the fast-moving tech world. How PowerPoint and Office are being reimagined for the AI storytelling era. Practical ways companies can encourage employees to use AI responsibly and effectively. How leaders can use AI to boost both creativity and productivity within teams. When employees might be using too much AI—or not enough. What it means to become an “AI Agent Boss” and how agents can give startups enterprise-level capabilities. Whether the concept of the one-person unicorn is realistic, and what's still missing. How recent graduates can stand out in an AI-driven job market. The emerging technologies Microsoft's Bay Area teams are most excited about right now. One piece of advice Shawn would give to founders and technologists building the next generation of workplace tools. Key Questions We Discuss What are the upsides and downsides of staying at one company for nearly three decades? How is Microsoft rethinking storytelling with AI in PowerPoint and Office? How can leaders balance productivity and creativity when adopting AI tools? What role will AI Agents play in empowering both startups and enterprises? Are we truly heading toward the era of the one-person unicorn? What advice would you give to graduates entering an AI-powered job market? Which emerging technologies are your Bay Area teams most focused on right now? About Shawn Villaron Shawn Villaron is Vice President of Customer and Strategic Initiatives in the Microsoft Office Product Group, where he drives strategy by working closely with top customers to shape the future of AI and productivity. Previously, he served as Vice President & GM of PowerPoint, guiding the product across every platform and ensuring seamless experiences for millions of users. He also serves as Engineering Site Leader for Microsoft Bay Area and as executive sponsor of HOLA, advancing diversity and inclusion at Microsoft. Resources & Links LinkedIn: Shawn Villaron | LinkedIn Microsoft Bay Area Blog: Microsoft Bay Area Blog Microsoft Work Trend Index: The 2025 Annual Work Trend Index: The Frontier Firm is Born   The views expressed on this podcast are for informational purposes only and do not constitute financial or legal advice. Please consult with a professional for guidance on your specific situation. The opinions shared are my own and do not necessarily reflect the views of Finalis Inc. or Finalis Securities LLC, Member FINRA/SIPC.

Erika Kirk riveting testimonial for her husband. Tony's vacation plans will not be involving the UK, Canada or Australia. ABC station at Sacramento shot at. Is it Jimmy Kimmel related? Can the Fever get to the Finals? Hoosiers hosed the fighting Illini. Neighbors, Leaders in Indianapolis Condemn Weekend Shootings. Colts trounce the Titans. Erika Kirk forgives the killer of Charlie Kirk, Tyler Robinson. Wrestle Palooza pay per view chair. None of this will matter if we cannot hold onto the House. Is St Elmo moving to accommodate new hotel? Trump Truth to Bondi. What really is going on with the H1B visas? The show of faith yesterday was something.See omnystudio.com/listener for privacy information.

Send us a textDownload study notes for this chapter.Download study notes for this entire book.**********Scriptures taken from the Holy Bible, New International Version ®, NIV ® Copyright © 1973, 1978, 1984, 2011 by Biblica, Inc. Used with permission. All rights reserved worldwide.The “NIV”, “New International Version”, “Biblica”, “International Bible Society” and the Biblica Logo are trademarks registered in the United States Patent and Trademark Office by Biblica, Inc.  Used with permission.BIBLICA, THE INTERNATIONAL BIBLE SOCIETY, provides God's Word to people through Bible translation & Bible publishing, and Bible engagement in Africa, Asia Pacific, Europe, Latin America, the Middle East, and North America. Through its worldwide reach, Biblica engages people with God's Word so that their lives are transformed through a relationship with Jesus Christ.Support the show

In this episode, Dr. McKinley has an engaging discussion with podcast favorite, Amy Kemp, a dynamic leadership coach who specializes in guiding female leaders toward deeper self-awareness. Through powerful stories and practical insights, she shares how clarity of identity transforms confidence, communication, and impact. If you lead—or coach—women, this conversation is rich with wisdom and relevance.To Order Doug's Books: The Resiliency Quest,Mad About Us Visit Doug's Website: https://www.dougmckinley.com/ Receive a Free Leadership Resource: Leadership Guide 

As Israel reacts to the news that Palestine has been recognised by key allies, leaders meet for the UN General Assembly. Then: Taiwan’s defence show, culture news and a training exercise by US Marines.See omnystudio.com/listener for privacy information.

In this episode of the HR Leaders Podcast, we speak with Donnie Upshaw, Chief People Officer & Senior Vice President at Wingstop Restaurants Inc., about scaling one of the fastest-growing restaurant brands while protecting culture and developing frontline talent. Donnie shares how 70% of Wingstop's general managers started as hourly employees, why the GM role is the most important in the company, and how intentional development, micro-learning, and recognition fuel growth. He also explains how Wingstop uses storytelling, internal podcasts, and community giving to connect 47,000+ team members worldwide.

In Part 1 of our “Selling Your Business” series, Luke sits down with Steven Cohen, an industry veteran and former owner of BCLS, to map out what owners should do long before a sale is on the horizon. We cover the only three ways a business ends (succession, sale, or shutdown), why exit planning belongs in your first decade, and how to build a company buyers actually want. In this episode The three possible endings of any business—and how to pick yours earlyWhat to put in a 5–10 year exit plan (and when to tell your team)Financials and documentation: what buyers and brokers will demandRevenue mix that maximizes valuation (recurring maintenance vs. project work)Private equity vs. strategic buyers vs. brokers: who fits which companyDue diligence realities: why “no deal is done until the wire clears”Culture and communication during a sale without spooking the market Who this is for Owners who say “I'm never selling” (and want optionality anyway)Leaders 3–10 years out from a potential exitOperators who want higher multiples and smoother diligence Guest: Steven Cohen (former owner, BCLS) If this episode helped you, please rate and review The Green Dream and share it with an owner who should start their exit plan now. Tune in next for Part 2—and don't miss daily shows across Turfs Up Radio for more lawn and landscape insights.

In this episode, we share why the best leaders learn to edit what they say before they say it.

In today's episode I want to share some insights from St. Augustine that come from the Divine Office. It's a chance to be reminded that lost sheep are just as lost today as they have ever been and you are, in fact, a shepherd! So many students are struggling in life and they need your kindness and presnece.Find out about booking Jonathan to come and speak at your school or eventhttps://jonathandoyle.co/Book a coaching call with me right now - For Principal's and Leaders in Catholic Educationhttps://jonathandoyle.co/Come and join Jonathan for his daily Youtube videos:https://www.youtube.com/@onecatholicteacher/videosFind Jonathan on Instagram:https://www.instagram.com/jdoylespeaks/

In the second episode of the series between Leaders and TikTok, we explore the social giant's approach to sport through the prism of some of its key executives and content creators.To help us do that, we called upon Rich Paul, Founder & CEO of Klutch Sports Group – one of the most influential sports agencies in the world with LeBron James, Anthony Davis, Juju Watkins and Draymond Green on its books. Paul has recently become a TikTok user and has already been widely admired for dropping brilliant insights on athlete branding, draft picks, and what it takes to build a lasting sports empire.Vanessa Craft, TikTok's Global Head of Content Partnerships and Business Development, joins Paul on the show to talk through community-building, how the worlds of sports, music and fashion are showing up on TikTok, and the consumption habits between men and women on the platform.SBJ's Managing Director Dan Kaufman hosted the conversation a few days after TikTok's North American Sports Summit.

Unlock peak performance with the 3 keys every leader must use: Challenge, Coach, Confront.The Challenge, Coach, Confront framework is the foundational toolkit for setting expectations, helping people to meet those expectations, and responding when they don't.Many leaders have the skills to challenge and coach…but the real key to improved performance is what you choose to do when one of your people doesn't perform. Everyone in the team calibrates their own personal standard against the low water mark that you establish when you don't deal with underperformance head on.If you want to go a bit deeper into how you can prevent your team's performance from slipping, have a listen to Ep.57: Challenge, Coach, Confront.————————

Order my new book Habits of High Performers here - www.thehabitbook.com What if the real test of leadership is not title but integrity?In this episode of Lead on Purpose, I sit down with Noel Massie, former UPS executive who led hundreds of thousands of people, to unpack practical leadership you can use on the floor today. We dig into servant leadership, the four by five method, and how integrity, ethics, and intentionality turn managers into coaches who truly influence behaviour.We cover: • Daily discipline, mentorship, and staying connected to the front line • The four by five method for tough conversations that keep dignity high • Your first 30 days as a new leader and how to set clear terms and conditions • Leaders vs managers, effective training, and why people support what they help createYou will walk away with repeatable tactics to coach with confidence, build trust fast, and lead with integrity at any scale.Learn more about Noel here - https://noelmassie.comGrab a copy of Noel's book here - https://noelmassie.com/#bookbuyConnect with Noel on LinkedIn here - https://www.linkedin.com/in/noel-massie-8b7511a/If you're interested in having me deliver a keynote or workshop for your team contact Caroline at caroline@jjlaughlin.comWebsite: https://www.jjlaughlin.com YouTube: https://www.youtube.com/channel/UC6GETJbxpgulYcYc6QAKLHA Facebook: https://www.facebook.com/JamesLaughlinOfficial Instagram: https://www.instagram.com/jameslaughlinofficial/ Apple Podcast: https://podcasts.apple.com/nz/podcast/life-on-purpose-with-james-laughlin/id1547874035 Spotify: https://open.spotify.com/show/3WBElxcvhCHtJWBac3nOlF?si=hotcGzHVRACeAx4GvybVOQ LinkedIn: https://www.linkedin.com/in/jameslaughlincoaching/James Laughlin is a High Performance Leadership Coach, Former 7-Time World Champion, Host of the Lead On Purpose Podcast and an Executive Coach to high performers and leaders. James is based in Christchurch, New Zealand.Send me a personal text message - If you're interested in booking me for a keynote or workshop, contact Caroline at caroline@jjlaughlin.comSupport the show

This podcast episode explores the critical theme of leadership during times of crisis, featuring the esteemed Pastor Steven Blandino. He articulates the imperative for leaders to concentrate on fundamental principles, emphasizing the necessity of maintaining emotional control and establishing a crisis management team. Throughout our dialogue, we explore the essential inquiries that must be made while assessing a crisis and the importance of seeking counsel beyond one's immediate circle to ensure comprehensive decision-making. Furthermore, we examine the significance of visibility and accountability in leadership, particularly the need for leaders to communicate effectively and transparently with their teams and communities. As we navigate the complexities of crises, the insights shared in this episode serve as a vital guide for leaders striving to emerge resilient and effective in the face of adversity.Takeaways: The podcast emphasizes the paramount importance of leaders concentrating on the fundamentals during times of crisis, ensuring clarity amidst chaos. A crisis management team should be formed with diverse perspectives to provide a comprehensive understanding of the crisis at hand. Leaders must be visible and available to their teams, congregations, and families to foster trust and transparency during challenging times. Effective communication during a crisis necessitates clarity, frequency, and a strategic order to prevent misinformation and alleviate anxiety for all involved.

In this episode of the Profit Share Podcast, Pres McKissack takes the mic solo while Linda and Jim enjoy a trip through France. With the real estate industry facing challenging times from lawsuits and higher interest rates to affordability struggles and and slower sales, Pres leans into the theme that tough times don't break leaders, they forge them.Drawing from Keller Williams history, powerful personal stories, and timeless leadership lessons, Pres unpacks four key traits that strong leaders cultivate in difficult seasons:Get Real – Embrace truth and face reality head-on.Gain Clarity – Focus on what matters most and cut through the noise.Be Resourceful – Turn limitations into opportunities.Illuminate the Path – Cast vision, provide hope, and light the way forward.This inspiring episode reminds agents, market center leaders, and anyone navigating uncertainty that the way we lead today defines the success of tomorrow. LET'S CONNECT:Subscribe on YouTube: https://www.youtube.com/c/KWProfitShareMastery/?sub_confirmation=1Join the Masterclass: https://www.profitsharemastery.comGet a Profit Share Site: https://www.profitsharesites.comCONNECT WITH LINDA MCKISSACK:Linda's Website: https://www.lindamckissack.comLinda's Facebook: https://facebook.com/mckissacklindaLinda's Instagram: https://www.instagram.com/mckissacklinda/

In this podcast episode, Kurt Francom and Dan Duckworth discuss the importance of addressing community tragedies within Latter-day Saint congregations. They explore how leaders can create spaces for healing and connection during difficult times, emphasizing the role of vulnerability and unity in fostering a supportive church environment. Dan Duckworth speaks, teaches, and writes on leadership, power, and systemic change. His forthcoming book, The Leader in Chains (spring 2026), challenges conventional ideas and calls for a radical rethinking of leadership—and how it is developed. Links Transcript available with the video in the Zion Lab community Overview Perception of Community Needs: Leaders should be attuned to the emotional climate of their congregations, recognizing when community tragedies impact members. This awareness can guide appropriate responses. Risk of Vulnerability: Addressing difficult topics in church settings can feel risky, but it is essential for fostering genuine connections and healing. Leaders should embrace this risk to create a supportive environment. Purpose of Church: The church serves not only as a place for learning doctrine but also as a community for healing and support. Engaging in open discussions about current events can strengthen faith and unity. Creating Safe Spaces: Leaders can facilitate discussions that allow members to express their feelings and experiences, promoting emotional processing and community bonding. Driving the Hope Train: Leaders should focus on instilling hope and directing conversations toward Christ's teachings, using scriptural stories to provide comfort and guidance during challenging times. Leadership Applications Fostering Open Dialogue: Leaders can initiate conversations about current events or tragedies, encouraging members to share their feelings and experiences. This can be done through structured discussions or informal check-ins. Building Trust and Safety: By consistently creating a culture of vulnerability and support, leaders can ensure that members feel safe to express their emotions and seek help when needed. Integrating Healing into Meetings: Leaders can incorporate discussions of community challenges into regular meetings, ensuring that spiritual teachings are connected to real-life experiences, thus reinforcing the church's role as a healing community. Highlights 06:16 - Institutional vs. Leadership Responses 08:13 - Personal Experience of Grief 10:10 - The Purpose of Church in Times of Crisis 12:32 - The Role of Perception in Leadership 14:01 - A Personal Story of Compassion 16:17 - The Risk of Addressing Difficult Topics 17:41 - The Importance of Community Healing 19:12 - Audience Engagement and Reactions 20:00 - Navigating Political Sensitivities 22:08 - Creating a Safe Space for Discussion 23:37 - The Role of Vulnerability in Unity 25:32 - Addressing the Fear of Group Therapy 27:30 - Driving the Hope Train 30:06 - Preparing the Elders Quorum for Discussion 31:15 - The Impact of Leadership Culture 33:11 - Fulfilling the Purpose of Elders Quorum 38:14 - The Value of Risk in Leadership 40:00 - Living Life Together in Church 42:43 - The Dangers of Hypocrisy in Worship The award-winning Leading Saints Podcast is one of the top independent Latter-day Saints podcasts as part of nonprofit Leading Saints' mission to help Latter-day Saints be better prepared to lead. Find Leadership Tools, Courses, and Community for Latter-day Saint leaders in the Zion Lab community. Learn more and listen to any of the past episodes for free at LeadingSaints.org. Past guests include Emily Belle Freeman, David Butler, Hank Smith, John Bytheway, Reyna and Elena Aburto, Liz Wiseman, Stephen M. R. Covey, Benjamin Hardy, Elder Alvin F. Meredith III, Julie Beck, Brad Wilcox, Jody Moore, Tony Overbay, John H. Groberg, Elaine Dalton, Tad R. Callister, Lynn G. Robbins, J. Devn Cornish, Bonnie Oscarson, Dennis B.

When leaders confuse role with identity, misalignment spreads — into teams, culture, and even families. Learn how recalibration breaks the cycle and frees everyone around you.When leaders confuse their role with their identity, the cost is bigger than they realize. Misalignment doesn't stay contained — it spreads. Teams inherit the anxiety of leaders, families mirror the pressure of parents, and cultures slowly fracture under the weight of confusion.This episode unpacks the concept of social contagion — how attitudes, behaviors, and emotions spread almost like a disease — and shows why your identity clarity is the key to cultural health. You'll hear:Why your nervous system broadcasts alignment (or misalignment) before you ever say a wordHow teams and families unconsciously “catch” anxiety, perfectionism, or pressureWhy culture decks, hacks, or consultants can't fix what identity misalignment breaksWhat Bob Dylan and Bono can teach us about leading from identity rather than rolePractical steps to stop the spread — whether you've been the one causing misalignment, or the one carrying its weightToday's Micro-Recalibration: Ask yourself: What confusion in me is my team — or my family — carrying? Write it down. Because what you model is what multiplies.Identity-Level Recalibration isn't about managing roles or polishing image — it's about separating who you are from what you do, so that everyone around you inherits freedom instead of pressure.If this episode gave you language you've been missing, please rate and review the show so more high-capacity humans can find it. Explore Identity-Level Recalibration→ Follow Julie Holly on LinkedIn for more recalibration insights → Schedule a conversation with Julie to see if The Recalibration is a fit for you → Download the Misalignment Audit → Subscribe to the weekly newsletter → Join the waitlist for the next Recalibration cohort This isn't therapy. This isn't coaching. This is identity recalibration — and it changes everything.

Ted Cruz breaks with Trump over ABC, calling the administration's moves “dangerous a hell.” This as President Trump lashes out at a top White House reporter after a question about free speech. Plus, the prosecutor behind Jeffrey's Epstein's sweetheart deal testifies behind closed doors.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

Join Jim and Greg for the Friday 3 Martini Lunch as they thoroughly enjoy Kamala Harris blaming every Democrat on Earth for her 2024 loss except for herself. They also discuss President Trump officially designating Antifa a terrorist organization, and the escalating fallout from ABC suspending Jimmy Kimmel.First, they applaud Trump for labeling Antifa a terrorist organization. The effort will be complicated by the fact there is not one national Antifa organization, but investigating smaller affiliated organizations and following the money trail could be very helpful. It will also help put the lie to arguments from the left that Antifa either does not exist or is a force for good just because they call themselves anti-fascist.Next, they examine the latest twists in the Jimmy Kimmel suspension. The Hollywood Reporter reveals ABC faced losing nearly a third of its affiliates if Kimmel refused to retract his false claim that a MAGA supporter killed Charlie Kirk. When Kimmel doubled down, ABC pulled the plug. FCC Chairman Brendan Carr insists he did not pressure ABC or the affiliates to take these actions, but his public support for the affiliates - and Trump's celebration of the Kimmel firing - was very unwise and feeds the narrative that this was an act of government censorship.Finally, Jim and Greg react to new excerpts from Kamala Harris's upcoming book about the 2024 campaign. Harris claims her first choice for running mate was Pete Buttigieg but says America wasn't ready for a black woman and a gay man on the same ticket. She also vents about an untimely call from President Biden just before the debate.Please visit our great sponsors:If your business can't adapt in real-time, you're in a world of hurt.  Get the free e-book “Navigating Global Trade: 3 Insights for Leaders” from NetSuite by Oracle.  Download today at https://NetSuite.com/MARTINISleep on an award-winning mattress from Brooklyn Bedding. Get 30% off sitewide at https://BrooklynBedding.com with promo code 3ML, and don't forget to mention our show after checkout!Stop putting off those doctors' appointments and go to https://ZocDoc.com/3ML to find and instantly book a top-rated doctor today.

Jimmy Kimmel meets with consequences after he lies about Charlie Kirk's assassin – but was he suspended thanks to public outrage, or government pressure?; Ta-Nehisi Coates, a key figure in crafting Leftist permissions structures for violence, blames Charlie for his own murder; and Barack Obama weighs in. Click here to join the member-exclusive portion of my show: https://bit.ly/3WDjgHE Ep.2283 - - - Facts Don't Care About Your Feelings - - - DailyWire+: Join millions of people who still believe in truth, courage, and common sense at https://DailyWirePlus.com Watch the Isabel Brown Show Daily at 1pm ET wherever you get your podcasts. Get your Ben Shapiro merch here: https://bit.ly/3TAu2cw - - - Today's Sponsors: PureTalk - Switch to PureTalk and start saving today! Visit https://PureTalk.com/SHAPIRO Tecovas - Right now get 10% off at https://tecovas.com/shapiro when you sign up for email and texts. Shopify - Sign up for your $1-per-month trial and start selling today at https://Shopify.com/shapiro NetSuite - Download the free e-book “Navigating Global Trade: 3 Insights for Leaders” at https://NetSuite.com/SHAPIRO SimpliSafe - Visit https://SimpliSafe.com/SHAPIRO to claim 50% off a new system. American Financing - Call 866-574-2500 or visit http://www.AmericanFinancing.net/Shapiro for details about credit costs and terms. NMLS 182334, https://nmlsconsumeraccess.org. APR for rates in the 5s start at 6.327% for well qualified borrowers. - - - Socials: Follow on Twitter: https://bit.ly/3cXUn53  Follow on Instagram: https://bit.ly/3QtuibJ  Follow on Facebook: https://bit.ly/3TTirqd  Subscribe on YouTube: https://bit.ly/3RPyBiB - - - Privacy Policy: https://www.dailywire.com/privacy Learn more about your ad choices. Visit megaphone.fm/adchoices