Podcasts about Lens

What does it mean to build a life that truly matters? In this episode of The Wider Lens, Dr. Kim sits down with Tom Pfeiffer, former Air Force JAG officer, attorney, coach, trainer, husband, and dad, to talk about the experiences and values that shaped him. From growing up in a blue-collar family on Long Island to playing college football, serving in the military, and eventually leaving a successful legal career to pursue a different calling, Tom shares lessons on work ethic, purpose, fatherhood, and taking risks. Along the way, they discuss the importance of showing up for your kids, the life lessons sports can teach, and why success on paper isn't always the same as fulfillment. This conversation will challenge you to think about the legacy you're building and the choices that matter most. Episode Highlights: Why the best lessons in life often happen outside the classroom The impact of a father who always showed up How to pursue purpose over prestige and redefine success Tune in for an honest conversation about work, family, calling, and what it means to live with intention. Quotes from Tom Pfeifer: "For me, it was a non-negotiable starting point. I'm just going to be there." "Now I have margin in my life. On a Tuesday afternoon, I can block my calendar and just hang out with my kids." "Everything you do has a cost." "Every yes, every extra commitment, every extra dinner—that's time you're taking away from something else." "Most kids just want somebody to say, 'I'm proud of you.'"  At what cost do you continue doing something that looks successful on paper but leaves a void inside?"  "When things are scarce in your life, you become hyper-focused on getting them."  "Your kids aren't going to remember how hard you worked. They're going to remember that you were there."    Time to Talk About it: What is one area of your life where you're pursuing success, and what might it be costing you in your relationships, faith, or personal well-being? When you think about the people who impacted you most growing up, what did they do that made you feel valued—and how can you offer that same gift to others today? If your children, family, or closest friends described the legacy you're building right now, what would they say matters most to you? Is that the legacy you want to leave?  

On this, our 331st Evolutionary Lens livestream, we discuss sunscreen and vegans. It's Summer, and the sun is out! Should you slather yourself in sunscreen, stay indoors, or seek moderate exposure to the sun that grows in intensity that more your skin becomes acclimated to the season? The last, of course. Research has found that sunscreen use may be positively correlated with skin cancer, but a) “sunscreen” is not just one thing, and most but not all sunscreen is positively toxic, and b) all cause mortality is lower in people who get regular (non-sunscreened) sun exposure, so even if sunscreen does lower your risk of skin cancer—the sun is protecting your health in other ways. Also consider ditching the sunglasses, and donning a hat. Then: even the New York Times can't figure out whose team they're on, as a vegan in Portland tries to get Oregonians to outlaw hunting, fishing, animal research, conventional livestock production, and “lethal pest control.”*****Our sponsors:Mud/WTR: Start your new morning ritual & get up to 43% off your @MUDWTR with code DarkHorse at http://mudwtr.com/DarkHorse #mudwtrpodCaraway: save up to $230 on the 12 piece cookware set vs buying the products individually; include minis duo & save up to $350. Visit http://Carawayhome.com/DarkHorse to take an additional 10% off using code DarkHorse on your next purchase.Puori: Clean and safe supplements, lab tested and guaranteed. Go to http://Puori.com/DarkHorse for 32% off grass-fed whey protein with a subscription. DarkHorse code works on all products!*****Join us on Locals! Get access to our Discord server, exclusive live streams, live chats for all streams, and early access to many podcasts: https://darkhorse.locals.comHeather's newsletter, Natural Selections (subscribe to get free weekly essays in your inbox): https://naturalselections.substack.comOur book, A Hunter-Gatherer's Guide to the 21st Century, is available everywhere books are sold, including from Amazon: https://amzn.to/3AGANGg (commission earned)Check out our store! Epic tabby, digital book burning, saddle up the dire wolves, and more: https://darkhorsestore.orgMusic: "Marble Machine" by WintergatanThis track can be downloaded for free at www.wintergatan.netFree License to use this track in your video can be downloaded at www.wintergatan.net*****Mentioned in this episode:Hulscher's substack: https://www.thefocalpoints.com/p/study-finds-sunscreen-use-linkedJeremian et al 2023. Gene–Environment analyses in a UK biobank skin Cancer cohort identifies important SNPs in DNA repair genes that may help prognosticate disease risk. Cancer Epidemiology, Biomarkers & Prevention, 32(11): 1599-1607: https://pmc.ncbi.nlm.nih.gov/articles/PMC10840669/pdf/nihms-1929398.pdfNicholson & Exley, C 2007. Aluminum: a potential pro-oxidant in sunscreens/sunblocks? Free Radical Biology and Medicine, 43(8): 1216-1217: https://www.ovid.com/journals/frbm/abstract/10.1016/j.freeradbiomed.2007.07.010~aluminum-a-potential-pro-oxidant-in-sunscreenssunblocksHunter-Gatherer's Guide: https://amzn.to/3AGANGg (commission earned)NYT in Oregon: https://www.nytimes.com/2026/06/21/us/politics/animal-rights-cruelty-oregon.htmlSupport the show

Filmmaker Rowan Haber dives into the cultural phenomenon of SNL's iconic 90s character "Pat" and how it intersects with modern trans and non-binary identity. We break down the buzz surrounding We Are Pat, the critically acclaimed documentary from the Tribeca Film Festival. Learn how this hilarious, endearing film connects the world of comedy to deep questions of identity, details on its expanded nationwide theatrical run, and its highly anticipated June 23rd digital release via Tribeca Films for Pride Month. Behind the Lens of a Queer Cinema Masterpiece: We also look at the powerhouse, star-studded creative team bringing this film to life. From legendary queer executive producers like Alan Cumming, Lilly Wachowski, and Adrian Salpeter, to a "who's who" of game-changing documentary filmmakers including Caryn Capotosto, Lauren Greenfield, and Kirsten Vangsness, this project represents a massive milestone for diverse storytelling. Key Takeaways in This Episode: The SNL Legacy: How a 1990s comedy sketch predicted today's mainstream conversations around gender. Theatrical & Digital Release Dates: Where to watch We Are Pat across major cities (NY, LA, Chicago, Portland, Philly) and online this June. Diverse Filmmaking: The importance of trans, non-binary, and queer leadership both in front of and behind the camera. Plus More!  Tune in to find out!  Watch and learn more: We Are Pat Official Trailer here.  We Are Pat Website TVOD/Digital Links: Apple TV Fandango  Prime Video    

LIL #004: How the Ultra-Wealthy Actually Invest Their MoneyThe stock market isn't their strategy. It's their holding tank. Here's what the data reveals.Episode SummaryIn this episode of The Lifestyle Investor Podcast, host Justin Donald breaks down how the wealthiest families in the world actually allocate their portfolios, using data from Goldman Sachs, JP Morgan, and UBS. You'll learn why the ultra-wealthy borrow against stocks instead of selling them, where real wealth is created in inefficient markets, and why the "safe" 60/40 portfolio had one of its worst years in a century.Question of the DayWhat percentage of your portfolio is currently in the stock market vs. alternative investments? Drop a number below - no judgment, just curious where everyone's starting from.Key TakeawaysThe wealthiest families hold over half their net worth in alternatives, not public equitiesBorrowing at 4-5% to invest at 12-15% is how the ultra-wealthy compound without sellingEfficient markets offer no edge for retail investors - inefficient markets are where wealth is createdOne group of Austin centi-millionaires collectively holds just 5% in stocksConcentrate to make money, diversify to keep it - not the other way aroundTimestamped Outline00:00 - Introduction - the shift from public to private markets00:28 - Why wealthy families keep money in stocks (not the reason you think)00:52 - The arbitrage game - borrowing at 4-5% to invest at 12-15%01:38 - Stacking returns - stocks, whole life policies, and compounding leverage01:57 - The stock market as a holding tank, not a strategy02:15 - Efficient markets vs. inefficient markets03:02 - Where the real opportunity lives - private businesses and real estate04:01 - What the ultra-wealthy actually invest in (family office data)05:42 - The Austin centi-millionaire group that holds just 5% in stocks06:46 - Why the 60/40 portfolio era is over07:26 - Concentration to make money, diversification to keep it09:00 - The shift from public to private - and what's coming nextLinks & ResourcesFlash Boys by Michael Lewis (recommended read on retail investor disadvantage)The Lifestyle Investor Lens (weekly newsletter) - https://lifestyleinvestor.com/newsletterConnect & CTAEnjoyed this? Subscribe and leave a review on Apple Podcasts.Every week, The Lifestyle Investor Lens breaks down what's changing in the world of wealth, what the wealthy are doing differently, and how to build passive income that funds your life today: https://lifestyleinvestor.com/newsletterCreditsHost: Justin Donald © 2026 Lifestyle Investor. All rights reserved.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Change begins softer. In this episode, Dr. Tarryn MacCarthy offers a powerful reminder for high-achieving healthcare professionals and women in dentistry carrying stress, pressure, and constant change. When something no longer feels right in your practice, body, relationships, team, or life, it is easy to meet that moment with shame, fear, or self-judgment. But what if that same moment could become the start of something better?Through honest stories from hiking, coaching, family life, and dental practice leadership, Dr. Tarryn shows how the lens you choose can shape what happens next. This episode brings a fresh look at burnout, leadership stress, work-life balance, and personal growth with more compassion, courage, and self-trust. Choose the lens that does not just move you forward, but makes you lighter as you rise.Show notes:(2:19) Choosing how you want to feel(6:16) Empowered versus disempowered thinking(8:09) The Vermont hike lesson(12:14) Change as a real opportunity(16:03) Team stress in dental practices(18:18) Courage to leave what no longer fits(26:14) Outro_______________________IMPORTANT LINKS:Empower Her Retreat:Dates: October 1–4, 2026Location: Taos, New MexicoWebsite: empowerherretreat.orgConnect with Dr. MacCarthy:Email: tarryn@drtarrynmaccarthy.comBook a call with Tarryn:https://api.leadconnectorhq.com/widget/bookings/happiness-and-prosperity-strategy-callUnlock your inner peace and reclaim joy in your profession with the Nervous System Regulation For Dentists Course: https://www.thebizofhappiness.com/calmPlease join my Facebook group, Business Of Happiness Hive, so we can all take this journey to find fulfillment and happiness together. Click here: https://www.facebook.com/groups/2047152905700283Where to find me:Website: www.thebizofhappiness.comFacebook: facebook.com/thebusinessofhappinessIG: @thebizofhappinessIt would mean the world to me if you subscribe, leave a review, and share this podcast with your friends, co-workers, and families. This will help the trajectory of this podcast and allow others who are seeking true happiness to find the podcast.

Wil Ravelo's trajectory from Green Beret to police officer to SWAT operator is not just a career story, it is a forensic psychology case study in identity continuity, adaptive functioning under chronic stress, and what it looks like when a person successfully channels the hypervigilance, threat assessment instincts, and operational discipline of Special Forces into a new institutional structure without losing the psychological coherence that made them effective in the first place. This episode examines the psychological architecture behind elite military and law enforcement performance, exploring how warriors like Wil navigate the transition between combat identity and civilian professional identity while managing the residual neurological and psychological imprinting that comes from years of high-stakes operational service. Drawing on the lived experience of a man who has operated at the highest levels of both worlds, we explore what forensic psychology tells us about resilience, professional identity formation, and the hidden psychological cost of being built for violence in a society that rarely knows what to do with the people it trained.

What if the chaos you're experiencing isn't coming from yourcircumstances?What if it comes from the lens you're looking through?Most of us were raised to be good, responsible, respectful, and to do the right thing. On the surface, those sound like admirable goals. But when goodness and rightness become tied to approval, performance, and worthiness,they can quietly create pressure, control, and inner conflict.In this episode Diane explores what she calls the Good & Right Lens and how it can unintentionally create the very chaos we're trying to avoid.From parenting and relationships to work, leadership, and everyday life, many of us are carrying the belief that we need to do it right, prove we're good, and help everyone else do the same. The result? Exhaustion, frustration, power struggles, and disconnection.Diane introduces a different perspective: the Lens of Connection.A lens that begins with the belief that we are inherently good, that reality is reality, and that connection grows through truth, trust, and emotional honesty—not performance.In This Episode You'll Explore:• Why being "good" and "right" can sometimes createpressure rather than peace• How approval and performance quietly shape our relationships• Why so many of us feel responsible for other people's outcomes• How trying to prove our goodness can create disconnection• Why connection begins with truth rather than perfection A Resource for You:If you're beginning to recognize patterns of people-pleasing,over-responsibility, control, or emotional reactivity in your relationships, Diane's free Drama to Empowerment Resource is a powerful place to begin.https://www.dianesorensen.net/drama-to-empowermentReady for the Next Step?If you're tired of carrying the weight of everyone else's outcomes and want support creating calmer, more connected relationships, a Breakthrough Session may be your next step.

In this episode, we discuss why emerging market bonds are delivering the best risk-adjusted returns in fixed income, and what it means for multi-asset portfolios in 2026. The discussion and content provided within this podcast is intended for informational purposes only and may not be appropriate for all investors. Reliance upon information provided in a podcast is at the sole responsibility of the listener. The information included herein is not based on any particularized financial situation, or need, and is not intended to be, and should not be construed as, a forecast, research, investment advice or a recommendation for any specific PIMCO or other security, strategy, product or service. Past performance is not a guarantee of future results. All investments contain risk and may lose value. Investors should speak to their financial advisors regarding the investment mix that may be right for them based on their financial situation and investment objective. Podcasts may involve discussions with non-PIMCO personnel and such content contain the current opinions of the speaker but not necessarily those of PIMCO. Other podcasts may consist of audio recording of an existing PIMCO article and such material contains the current opinions of the manager. The opinions expressed in all podcasts are subject to change without notice. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed. PIMCO as a general matter provides services to qualified institutions, financial intermediaries and institutional investors. This is not an offer to any person in any jurisdiction where unlawful or unauthorized. For additional important information go to CMR2026-0521-5513952-T

Battlefield: Taking Every Thought CaptiveWeek 4: Change your lens, Change your life. Support the show

This week, former Forrester Research Director Jeff Clark is in the studio with our host Ian Truscott, to discuss a mid-year review from Matt Heinz called The State of the B2B CMO (almost) Halfway Through 2026.  They share 5 f'in' things they take from his research are: Financial literacy is a required skill The role of the CMO is changing Where the buyer is versus where we pretend they are The organizational impact of AI Tensions defining 2026 Ian then joins Robert Rose in our virtual bar, The Rose and Rockstar, for one of his fabulous cocktails and a chat about a marketing topic.  This week, Ian and Robert discuss a recent issue of his Lens Newsletter.  In his newsletter, he said: For two years, we've been trapped in the dumbest debate in the business: will AI replace marketers, or augment them into X-Men? Panel after panel. Carousel after carousel. The whole industry is squinting at a coin flip. And it was the wrong question the entire time - wrong enough that answering it cost us two years and a fortune in tokens. The right question is one marketing has been dodging for 26 years: what work actually deserves a human's time? So, over a birthday cocktail, Ian asks - what work deserves human time? Enjoy! — The Links The people: Ian Truscott on LinkedIn  Jeff Clark on LinkedIn Robert Rose on LinkedIn Mentioned this week: State of the B2B CMO (almost) Halfway Through 2026 Robert's Lens newsletter issue: You Had To Be a Big Shot Didn't You! Rockstar CMO: The Beat Newsletter that we send every Monday Rockstar CMO on the web and LinkedIn Previous episodes and all the show notes: Rockstar CMO FM. Track List: We'll be right back by Stienski & Mass Media on YouTube Piano Music is by Johnny Easton, shared under a Creative Commons license Duran Duran - Ordinary World (Official Music Video) on YouTube You can listen to this on all major podcast platforms, including Apple Podcasts, Amazon Podcasts, and Spotify. Learn more about your ad choices. Visit megaphone.fm/adchoices

On this, our 330th Evolutionary Lens livestream, we discuss pride and fascism. In California, companies get preferential consideration for utilities contracts if they can demonstrate that they belong to June's most popular “oppressed” class—LGBTQ. Proof will be required, however. Evidence can take the form of “attempted parenting” with a same-sex partner, a therapist's letter confirming transgender status, or a TikTok account, among other things. Meanwhile among the GenZ's, 31% of young women identify as LGBTQ—and mostly it's B. Young women claiming they're bisexual is yet another social contagion—it's safer than cutting or taking cross-sex hormones, and it puts you in good standing to get money from the state of California! Then: what is fascism? Umberto Eco proposed 14 features found in fascism; we review.*****Our sponsors:Dose for your Liver: Tasty drink with milk thistle, ginger, dandelion & turmeric to support liver health. Save 35% of your first month at http://dosedaily.co/DarkHorseSundries Farm: Extraordinary hand grown and harvested garlic from a family farm on the volcanic soils of Idaho. Go to http://www.sundriesfarm.com & enter code DarkHorse for 10% off. Xlear: Xylitol nasal spray that acts as prophylaxis against respiratory illnesses by reducing the stickiness of bacteria and viruses. Find Xlear online, or at your local pharmacy, grocery store, or natural products store.*****Join us on Locals! Get access to our Discord server, exclusive live streams, live chats for all streams, and early access to many podcasts: https://darkhorse.locals.comHeather's newsletter, Natural Selections (subscribe to get free weekly essays in your inbox): https://naturalselections.substack.comOur book, A Hunter-Gatherer's Guide to the 21st Century, is available everywhere books are sold, including from Amazon: https://amzn.to/3AGANGg (commission earned)Check out our store! Epic tabby, digital book burning, saddle up the dire wolves, and more: https://darkhorsestore.org*****Mentioned in this episode:Rufo and Hufford in City Journal: https://www.city-journal.org/article/california-gay-business-contracts-utilitiesLGBTQ Status Qualifiers for Business Owners: https://nglcc.org/wp-content/uploads/2024/09/LGBTQ-Status-Qualifiers-for-Business-Owners-1.pdfRandal Olson on genZ's embrace of LGBTQ: https://www.randalolson.com/2026/06/09/lgbtq-identification-by-generationUmberto Eco on ur-fascism: https://www.nybooks.com/articles/1995/06/22/ur-fascismSupport the show

Emerging market credit index futures improve liquidity and balance-sheet efficiency, yet they also open the door to a wider range of tactical and relative-value trading opportunities. Lee Bartholomew, global head of derivative markets at Deutsche Börse, joins Damian Sassower, Bloomberg Intelligence's chief EM fixed income strategist, to assess the evolution of Eurex-listed EM credit index futures, with a focus on market structure and investor adoption. Bartholomew and Sassower discuss the potential for portfolio hedging, smart-beta overlays, basis trading and short positioning, as the universe of exchange-traded and unfunded EM credit exposure evolves.

Star Trek: Strange New Worlds, Series 3, Episode 5. First broadcast on Thursday 7 August 2025. Stardate: 2184.4. This week, so entranced is Nathan by the beauty of the Enterprise crew, the size and glossy finish of its sets, and the technological wonder of the effects wall that he completely fails to notice that basically nothing happens for about half an hour. Fortunately, Joe is here to help out.

What if the biggest threat to corporate profitability isn't a recession, a supply chain disruption, or a technological breakthrough, but a tax that changes overnight?In this episode of Corporate Finance Explained, we break down the financial mechanics of tariffs and explore how rising trade barriers are reshaping corporate strategy, supply chains, pricing decisions, and profitability around the world. With the average effective U.S. tariff rate reaching levels not seen since the 1930s, companies are being forced to rethink where they manufacture, how they source materials, and how they manage risk.Using real-world examples from Apple, General Motors, and Ford, we examine how finance teams model tariff exposure, why legal changes can create massive uncertainty, and how tariffs quietly flow through inventory, balance sheets, and income statements before eventually showing up in consumer prices.

In this episode of Rising Voices of Fundraising: The AFP Emerging Leaders Podcast, we sit down with Jonathan Meagher-Zayas, MSW, MPA, CFRE, nonprofit strategist, IDEA consultant, and AFP Global board member, to explore what it really means to lead change from any role. Jonathan shares how emerging leaders can prepare themselves for change, bring others along with them, and stay grounded when progress feels uncertain. In recognition of Pride Month, the conversation also dives into LGBTQ+ philanthropy and leadership, and what the fundraising sector still needs to do to create genuine belonging and inclusion for LGBTQ+ professionals and donors. Guest: Jonathan Meagher-Zayas, MSW, MPA, CFRE (he/him/él) is a Nonprofit Educator and Accountability Architect who educates professionals on equitable strategies and systems to make change stick! He is Queer Latinx Millennial nonprofit strategist dedicated to addressing equity issues, building capacity, engaging the community, motivating impact leaders, and getting stuff done. He wears many professional hats, including Nonprofit Capacity Building & Community Engagement Strategist, Adjunct Social Work Professor, Diversity Equity & Inclusion Consultant, Leadership Development Trainer, Award-Winning Fundraiser/Resource Mobilizer, Social Sector Coach, Learning and Social Contexts Doctoral Candidate, and Social Justice Champion. He is the Founder & Chief Strategist of Equity Warrior Strategies, LLC, a consulting company that accomplishes social equity, leadership development, and capacity-building goals through coaching, learning, facilitation, and strategic planning. He intentionally partners with Black, Indigenous, and People of Color and LGBTQ+ leaders, nonprofit professionals, and board members all over the country to fuel movements that work towards social justice, equity, and human rights. With 15+ years of nonprofit professional experience, Jonathan has experience in fundraising, communications, volunteer management, program management, leadership development, board governance, community engagement, public affairs, inclusion, diversity, equity, and access work. As an award-winning fundraiser and resource mobilizer, he has raised over $14 million through major gifts, corporate relations, events, foundation philanthropy, government grants, and annual giving initiatives. He is an advanced community engagement and communications strategist with experience leading projects and teams implementing social media, digital communications, community outreach, advocacy, donor stewardship, recruitment, public relations, and marketing campaigns for various nonprofit organizations. He has extensive experience managing leadership development programs and advancing diversity, inclusion, and equity initiatives.  He is a global trainer and has provided training for hundreds of nonprofit leaders online, at in-person conferences, and through customized workshops. Jonathan is proud to be an AFP Global Board member, and began his service as the youngest board member and only board member to be in the Young Professionals Membership Category. He chaired the Emerging Leaders Committee, served on the Governance Ecosystem Task Force, and served twice on the Membership Dues Task Force. As the only Certified Diversity Professional on the board, he is often sought out for strategy on how to advance IDEA for AFP.  In 2024, he launched a board belonging initiative with the board chair to improve our culture of belonging on the board, tackle oppressive characteristics, and create more equitable governance systems. He formerly served on AFP Global's Governance and IDEA Committees. He has been an active volunteer with the AFP since 2012, when he started as a Communications Intern for the AFP, NY Genesee Valley Chapter. He moved to Albany and became involved with the AFP, NY Hudson-Mohawk Chapter. He served in many leadership roles across programming, communications, and membership, including Chapter President & IDEA Chair from 2019-2020. After moving back to Rochester in 2021, he reengaged with the Genesee Valley Chapter and is now serving on the chapter's board and helping bring together all Upstate New York AFP Chapters for community and collaboration. He has helped launch 6 Identity-Based Affinity Groups and has maintained partnerships with organizations that support Fundraisers of Color. He has also been a member of the AFP New York City Chapter, the AFP Minnesota Chapter, and the AFP Massachusetts Chapter. In 2018, Jonathan was honored by his local chapter with the Outstanding Young Professional Fundraiser award. The following year, he was named one of AFP Global's Outstanding Young Professionals at AFP ICON in San Antonio. Jonathan embraces a growth mindset and has completed advanced education. He earned his Master of Social Work degree with a MACRO Concentration and his Master of Public Administration degree with concentrations in nonprofit management at the University at Albany, SUNY. He earned his bachelor's degree in religion, Linguistics, and Gender Studies from the University of Rochester. He holds two professional certifications: Certified Fundraising Executive (CFRE) credential and Certified Diversity Professional (CDP). He currently is pursuing a Doctor of Education (EdD) in Learning and Social Contexts at the University at Buffalo, SUNY. He currently resides in Rochester, NY with his husband, dog, and two cats (all tuxedo animals). He loves spending quality time with his friends and family, traveling and taking adventures, volunteering, cooking, and listening to music and audiobooks. Hosts:  Jarrod Williams, MBLI, CFRE, is a courageous, strategic, and results-oriented fundraising leader with over a decade of experience driving revenue growth, donor engagement, and organizational visibility. He is committed to building cultures of philanthropy within mission-driven organizations and brings a proven track record across major gifts, annual giving, corporate sponsorships, event strategy, and data-informed decision-making within both social justice and arts organizations. He serves as a Client Experience Leader for Veritus Group, where he educates and coaches fundraisers across the country on innovative mid-level and major gift strategies. In this role, he partners with organizations nationwide to strengthen donor pipelines, elevate fundraising performance, and build sustainable revenue models. Jarrod has been recognized for his leadership and influence and remains actively engaged in advancing the fundraising profession. He serves on the AFP Global Emerging Leaders Committee and the AFP LEAD Education Committee, supporting the development of the next generation of fundraising professionals. In 2020, he was named a Top 30 Under 30 Young Professional by 101.1 The Wiz in Cincinnati. He is also a graduate of the Urban Leaders Institute through the Urban League of Greater Southwestern Ohio, where he earned the Best-in-Class Award for Best Connector—recognizing his ability to build meaningful relationships and mobilize others around a shared vision. He is a proud Certified Fundraising Executive (CFRE) and a graduate of the AFP Global Faculty Training Academy. Dr. Allison Quintanilla Plattsmier, CFRE, ACNP, GPC, CAP, Founder & CEO, AQP Consulting & Executive Director, ENP: Dr. Allison Quintanilla Plattsmier has fourteen years of experience in the nonprofit sector and has collectively raised approximately $5 million for over 75 organizations. She serves as Executive Director of ENP and runs her own nonprofit consulting firm, AQP Consulting, where she helps grassroots nonprofits with fundraising strategy, strategic planning, board development, and grant writing.  Allison is a vocal advocate for gender parity, closing the wage gap, and ending the motherhood penalty. With accolades such as AFP's Outstanding Young Fundraising Professional, NBJ's 40 Under 40, NBJ's Women of Influence, a National Latino Leader, and the Women Who Rock Nashville Social Justice Award, Dr. Quintanilla Plattsmier strives to serve and better her community every day. A dedicated AFP member for the last seven years, Allison currently chairs the Women's Impact Initiative (WII) Mentorship Program and serves on the LEAD Education Advisory Committee. When she is not out serving her community, she is spending time with her three kids, Quintan, Karina, and Kamren.

Den 1:a juni 1980, några veckor efter att Jugoslaviens ledare Josip Broz Tito och Joy Divisions sångare Ian Curtis avlidit, bildades Laibach i den slovenska gruvstaden Trbovlje. "Vårt arbete är industriellt, vårt språk är politiskt", skrev gruppen i det första av många manifest. Deras totalitära estetik gjorde dem kontroversiella i det kommunistiska Jugoslavien och under några år tilläts de inte uppträda. En gång ringde till och med Serbiens president Slobodan Milošević till den slovenske kommunistledaren Milan Kučan och krävde att han skulle sätta stopp för Laibach. De fick sin största publik utomlands tack vare hotfullt mullrande tolkningar av rockhits som Opus "Live is life" och Rolling Stones "Sympathy for the devil". "Vi är den mänskliga själens ingenjörer", säger bandets grundare och språkrör Ivan Novak när han hälsar på hemma hos Strage. Han pratar om deras nya discopoppiga album "Musick", om att inspireras av musikalen "The sound of music", om den beryktade turnén till Nordkorea, om förebilderna Tito, Toto, Tati & Tutu, om vad Paul McCartney tyckte om deras version av Beatles album "Let it be" och om Laibachs kopplingar till Sloveniens mest kända person: Melania Trump. Hosted on Acast. See acast.com/privacy for more information.

On this episode of The Filming with Josh Podcast, host Joshua Milligan discusses why he's sold nearly every lens he owns and the thought process behind moving from a large collection of primes and zooms to a much simpler lens kit. Josh breaks down the gear he's used for years, what he's replacing it with, and how recent client projects helped shape his decision.    From Sony's relatively new 28-70mm f/2 and 50-150mm f/2 zooms and how they compare to traditional primes, to the realities of balancing image quality, efficiency, and workflow on professional productions, Josh shares why he's rethinking the way he approaches video production and photography. He also discusses the specialty glass he's replaced, what made the cut, and how this new setup is helping him work faster while still delivering the look his clients expect.   If you're a filmmaker, DP, photographer, or content creator trying to decide between primes and zooms, looking to simplify your kit, or wondering whether modern f/2 zoom lenses can replace a bag full of glass, this podcast is for you!

In this episode, Angharad Hurle is joined by Rory Phillips KC to discuss the practicalities of handling confidential and sensitive material in processes that are designed to operate transparently. Together, they explore: The tension between transparency and the need to protect sensitive or classified information The legal and procedural tools available to manage confidentiality in inquiries and inquests The practical challenges faced by participants when handling restricted material This episode offers valuable insight for those involved in public inquiries and inquests, helping participants to navigate competing obligations while maintaining fairness and public confidence

Too busy to read the Lens? Listen to our weekly summary here! In this week's episode we discuss: Large language models perform well on ophthalmic knowledge-based assessments but are not ready for patient-facing care alone.FOXC1 duplications play an exciting new role in understanding the genetics of JOAG.Children with ROP requiring treatment may face an increased long-term risk of development of strabismus and benefit from increased ophthalmic surveillance.A new study suggests the E2–ERβ–MMP2 signaling axis links estrogen imbalance to corneal collagen remodeling and biomechanical weakening in keratoconus pathology.

Shomari Jackson was raised in East St. Louis, but he spent most of his childhood and teen summers in Arizona visiting his dad. He went to college in Arizona, but as he puts it, "Arizona chewed him up and spit him out." He returned home, experienced some major life events, navigated mental health issues, and finally grappled with the questions that would move him forward: Who was he? What was he capable of? How had trauma (historical, generational, personal) affected him? And most importantly, how did he want to carry himself into the world? Shomari went on to complete both his bachelors and masters degrees, and he's been advocating for equitable change in Arizona ever since.Today, Shomari is the owner and executive director of The South Mountain W.O.R.K.S. Coalition, a nationally recognized substance use prevention organization that focuses on systems change and building resilient communities in South Phoenix and throughout Maricopa County. He is the 2021 recipient of the Arizona Innovation in Health Equity Award, and on this episode, he shares what it means to reshape systems of inequity and support communities with an equity lens. Not only is this conversation timely, it's necessary. We hope you'll listen in.To learn more: http://southmountainworks.org/To connect with Shomari: shomari@southmountainworks.org or harmreduction@southmountainworks.org

Traditional philanthropy in Canada has long been defined by transactions, KPIs, and metrics. But what happens when we shift the focus toward relationships, reciprocity, and the long-term stewardship of the next seven generations?Today, we sit down with Emily Cabrera, Executive Director of RAVEN (Respecting Aboriginal Values and Environmental Needs), to explore what it truly means to be a “philanthropy-forward” leader in the Indigenous-led sector. As we navigate the complex, often clunky systems of charitable giving, Cabrera offers a roadmap for moving beyond the transactional—advocating for a model rooted in accountability, trust, and shared values.Join us as we bridge the gap between conventional giving and Indigenous worldviews. We dive into:The power of relational philanthropyThe indigenous-led legal frontierMoving the needleWhether you are a donor, a leader, or an advocate, it is time to rethink how we mobilize resources. Discover how Indigenous organizations are building a future grounded in justice—and how you can extend your hand to support that movement.

The Lens of Wonder Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of our Litigation Lens podcast series, Michael Nail (shareholder, Greenville) is joined by Sarah Zucco (shareholder, New York) and Olivia Orlando-Donovan (associate, New York/Stamford) to break down Judge Lyman's April 2026 opinion in Lively v. Wayfarer Studios—a 152-page decision arising from the production of It Ends With Us. The speakers examine the court's independent contractor ruling, the enforceability of unsigned agreements, and the FEHA retaliation claim that survived dispositive motions. Tune in for practical takeaways on worker classification, contract execution, and the fine line between defending your reputation and retaliating against a complainant.

In this snapshot episode of The Wild Photographer, Court dives into one of the most beloved, affordable, and surprisingly powerful lenses in photography: the Nifty 50.A “Nifty 50” is the nickname for a 50mm prime lens with a very fast aperture, often somewhere around f/1.8, f/1.4, or even f/1.2. These lenses are famous for being small, lightweight, relatively inexpensive, and capable of producing beautifully shallow depth of field. In other words, they can give your photos that dreamy background blur, strong subject separation, and low-light flexibility that usually comes with much more expensive gear.While a 50mm lens may not seem like the obvious choice for nature and wildlife photography, Court makes the case that it deserves a permanent spot in just about every photographer's kit. It may not be the lens you use all day, every day, but it can become your “X factor” lens — the one you pull out when you want a different look, a creative constraint, or a way to make images that feel a little more cinematic, intimate, or unexpected.In this episode, Court explains what makes the Nifty 50 so useful, why it's such a great lens for beginning photographers, how it can help you learn aperture faster, and where it fits into a travel, nature, portrait, cultural, or even video workflow.Key TakeawaysA Nifty 50 is a 50mm prime lens with a fast aperture, often f/1.8 or f/1.4.It is one of the most affordable ways to experience very shallow depth of field.It is small, lightweight, and easy to keep in your camera kit.It is not the perfect lens for classic landscapes or traditional wildlife close-ups, but it can create fantastic, creative nature images.It excels at portraits, travel, culture, food, markets, low light, and video.It is especially valuable because it teaches aperture through real-world use.For many photographers, the inexpensive version is more than enough.Court Whelan on YouTubeCourt shares weekly photography videos, editing tutorials, on-site video lessons, and practical tips for growing as a photographer.https://www.youtube.com/@courtwhelanThe Wild Photographer PodcastIf you're enjoying the show, please consider sharing the podcast with a friend and leave a review on Apple Podcasts, Spotify, or your podcast platform of choice. I truly appreciate it and and appreciate you for listening!Court's WebsitesCheck out my photo portfolio here: shop.courtwhelan.comSign up for my photo and conservation blog at www.courtwhelan.comFollow me on YouTube (@courtwhelan) for more photography tipsView my camera kit and recommended camera gearSponsors and Promo Codes:MPB.com - Buy, Sell, or Trade Camera GearArtStorefronts.com - Mention this podcast for free photo website designBayPhoto.com - 25% off your first order (code: TWP25) ArtHelper.com - a photo community to learn, share and be inspiredArthelper.Ai - Smart tools to promo and showcase your art.LensRentals.com - WildPhoto15 for 15% off

LIL #003: 1,000 Lunches Taught Me More Than My Finance DegreeOne weekly habit, 20 years, 1,000+ conversations - and a deal network no textbook could build.Episode SummaryIn this episode of The Lifestyle Investor Podcast, host Justin Donald breaks down the single habit that built his entire investment network - one lunch at a time, every week, for two decades.You'll learn how a hands-on finance degree shaped his investing lens, why watching smart people follow the "right" playbook and never get ahead changed his trajectory, and how financial freedom removes fear from every decision.Question of the DayWhat's one relationship or conversation that fundamentally changed how you think about money or investing? Drop it in the comments.Key TakeawaysOne consistent weekly habit compounded into 1,000+ high-caliber investor conversationsWatching diligent people follow the textbook and never get ahead rewired his strategyFinancial freedom changes every decision you make for your business and familyThe Lifestyle Investor Community's real value is the collective wisdom, not one personCOVID turned weekly lunches into a virtual Investment Happy Hour that scaled everythingTimestamped Outline00:00 - Introduction and recap of previous issues01:08 - The one habit that changed everything01:29 - 1,000 lunches in 20 years02:11 - A finance degree with real practitioner training02:46 - Watching people do the "right things" and never get ahead03:28 - What the ultra-wealthy actually know04:09 - Why this was always about family first04:52 - Financial freedom changes every decision you make05:43 - Building the Lifestyle Investor Community06:11 - How COVID created something unexpected06:49 - The community itself is the asset07:20 - What's ahead for the Lifestyle Investor LensLinks & ResourcesThe Lifestyle Investor by Justin Donald - https://lifestyleinvestor.com/newsletterConnect & CTASubscribe and leave a review on Apple Podcasts.Every week, The Lifestyle Investor Lens breaks down what's changing in the world of wealth, what the wealthy are doing differently, and how to build passive income that funds your life today: https://lifestyleinvestor.com/newsletterCreditsHost: Justin Donald © 2026 Lifestyle Investor. All rights reserved.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Muni is the backdrop for so much of our lives, but few of us have documented its familiar presence over years of personal change as vividly as photojournalist Jessica Christian. Trains and buses doubled as transportation and a training ground for Jessica as she developed her eye for "photography that makes you feel something"—first as a student, then a budding photographer, and later as a San Francisco Chronicle photojournalist. Jessica joined us at our Wayfinding Show in 2025 to share the stories behind some of her favorite photographs she's made on Muni and how it helped her find her way as a photographer. You can follow along with the photos in Jessica's story at munidiaries.com/2026/06/15/muni-through-jessica-christians-lens/.

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

The Sermon on the Mount: More Than You Think | Matthew 5 | Family Church Matthew Chapter 5 contains some of the most well-known words Jesus ever spoke — and some of the most misunderstood. In this message, our guest speaker walks us through the entire chapter, verse by verse, unpacking what Jesus was really saying in the Beatitudes, in His teachings on murder, adultery, divorce, oaths, and loving your enemies. Here's what most people miss: Jesus wasn't coming to get rid of the Old Testament. He came to complete it — to be the lens through which all of it finally makes sense. And when you read Matthew 5 through that lens, everything shifts. In this message you'll discover: What "poor in spirit" and "blessed are those who mourn" actually mean Why the hunger and thirst Jesus talks about is nothing like a mid-afternoon snack craving How Jesus raises the bar from action to heart — and why that's actually good news What the Sermon on the Mount has to say about your marriage Why "love your enemies" is the most radical thing Jesus ever said This is part of our ongoing series reading through the book of Matthew together — because the Bible is enough.

River of Life is an inter-denominational, interracial, Spirit-filled church located in the heart of Wakulla County, Florida. We share the sermons from our services in the hopes they'll reach others determined to worship God in spirit and truth.

River of Life is an inter-denominational, interracial, Spirit-filled church located in the heart of Wakulla County, Florida. We share the sermons from our services in the hopes they'll reach others determined to worship God in spirit and truth.

What is anthropomorphism, and what role does it play in our perception of animal behavior? This podcast episode, we're joined by Curator of Animal Wellbeing Chelsea Herman and Herps & Aquatics Area Supervisor Jenna Hazard to chat about how anthropomorphism can both harm and help our understanding of animal behavior from a human perspective.

Too busy to read The Lens? Listen to our weekly summary here!In this week's episode...Patients with obstructive sleep apnea demonstrate decreased macular vessel and perfusion density on OCT-A.FOXC1 duplication is shown to be a high-penetrance genetic variation associated with juvenile open-angle glaucoma.In metropolitan areas, children with retinoblastoma were less likely to receive enucleation or chemotherapy than those in non-metropolitan areas.OCT radiomic features were significantly correlated with axial length and visual acuity in patients with pathological myopia.Primary visual cortex mapping using functional MRI testing demonstrated high reproducibility in patients with geographic atrophy.

We hope you enjoy this conversation with our Guest Nisha Srinivasa! Please find her book and contact here:www.nishasrinivasa.com/@nishawritesstoriesHer book "The Synesthete's Rainbow"@maikepreissingwww.maikepreissing.com@zoesthesiawww.zoesthesia.com

Send us Fan MailIn this mini-series episode, I revisit number three in the top ten most listened-to episodes: my conversation with Deb Dana, clinician, consultant, author, and the world's leading translator of Polyvagal Theory — on loss, the nervous system, and what it means to trust your body through grief.Deb brings both her professional expertise and something deeply personal to this conversation: the recent death of her husband Bob, and her own experience of navigating grief through the Polyvagal lens she has spent years teaching. We explore what the autonomic nervous system actually does in grief, why grief is a physiological experience and not only a psychological one, and how glimmers — micro-moments of safety and connection — can serve as anchors even in the heaviest loss.This is one of the most honest and grounded conversations in the podcast's history.Listen to the original episode: Episode 85 — Deb Dana | Loss Through the Lens of Polyvagal TheoryIf this podcast is helping you, please consider leaving a 5-star review — it helps more people find this content when they need it most.Chapters:00:00 Welcome00:49 Today's episode01:27 Welcome to the Mini Series02:50 Top 10 - Number 303:24 About Deb Dana04:58 Polyvagal Theory and grief 06:16 Glimmers and grief06:57 What resonated with me07:55 Why it resonated with listenersSupport the show

Noam Dworman, Dan Naturman and Periel Aschenbrand are joined by Ben Kawaller. They discuss his podcast Strange Bedfellows, the evolution of the LGBT movement, gay marriage, Pride culture, trans politics, free speech, Andrew Sullivan and why some gay activists believe the movement has fundamentally changed. Ben Kawaller is the lead reporter on the Reflector podcast's three-part miniseries, “Strange Bedfellows,” about the evolution of the LGBT movement. Ben's writing and video reporting have appeared in the Times of London, the New York Post, Racket News, and The Free Press. He's also written humor for The American Bystander, The Advocate, and Salon, among others. www.benkawaller.com https://x.com/benkawaller CHAPTERS 00:00 Introduction & Ben Kawaller 06:13 Why Ben Made Strange Bedfellows 07:17 From Gay Rights to Gender Politics 15:36 How Gay Marriage Changed America 20:19 Has the LGBTQ Movement Reached Its Goal? 26:19 Why Gay and Trans Issues Are Different 35:00 The Matt Walsh Debate 42:30 What Should Kids Be Taught About Gender? 46:04 Closeted Celebrities & Gay Culture 50:17 Judging the Past Through Today's Lens

Ben Pruitt is back with a Brand New Season of Bending Not Breaking Featuring Co-Hosts from Across the BNB Patreon Community! This Week : Ben is joined by returning Patrons Kelly, Maggie, & Rahul to discuss The Legend of Korra S1E9 : Out of the Past, through the Lens of LEGACY. Follow : @bnb_pod & @thearkofenetwork on Instagram Music : "Searching Endlessly" by nARK Produced By Noah Blanchard Released By The ARK of E Network Send Feedback : thearkofe@gmail.com

You tell us what you're looking forward to this summer musically, and I play you amazing new music from Etherwood, Zar, Dogger, Submarine, Serpnt, 7th Pyramid, Blocksberg, Azotix, Untrue, Shy HF, Kingh, Breakage, Anile, SIMMS, Lens, Fracture & Neptune, Jolliffe, Submorphics, Solah, Hugh Hardie, Quartz, Dunk, Brodie + Goddard.

You tell us what you're looking forward to this summer musically, and I play you amazing new music from Etherwood, Zar, Dogger, Submarine, Serpnt, 7th Pyramid, Blocksberg, Azotix, Untrue, Shy HF, Kingh, Breakage, Anile, SIMMS, Lens, Fracture & Neptune, Jolliffe, Submorphics, Solah, Hugh Hardie, Quartz, Dunk, Brodie + Goddard.

A U.S. citizen shares her account of being stopped, shackled and detained in Lafayette Parish, while reporters examine a new Louisiana law that could shield juror identities from public scrutiny. [...] Read More... from Behind The Lens: Detained despite citizenship and the debate over jury secrecy  (Audio) The post Behind The Lens: Detained despite citizenship and the debate over jury secrecy  (Audio) appeared first on The Lens.

Retrouvez Rothen s'enflamme de 18h à 20h sur RMC.

Most photographers have thousands, or even tens of thousands, of forgotten images sitting on hard drives. But what if some of your best work is already there, waiting to be rediscovered? In this episode of The Nerdy Photographer Podcast, I sit down with photographer Ian Plant to discuss the process of revisiting a massive photographic archive and selecting images to convert into black and white. What begins as a conversation about monochrome photography quickly becomes something deeper: a discussion about how changing the way you see an image can completely transform the way you evaluate your work. Why Revisit Your Photography Archive? Most photographers move forward constantly - new shoots, new gear, new edits, new projects. Rarely do we stop and revisit older work with fresh eyes. Ian discusses the surprising experience of combing through tens of thousands of images and realizing that photographs overlooked years ago suddenly carried new emotional or artistic weight when viewed differently. Distance matters. As photographers grow creatively, their ability to recognize strong composition, light, texture, mood, and storytelling evolves too. Images that once seemed ordinary may reveal entirely new potential years later. Key Takeaways from the Episode Your archive may contain some of your strongest unseen work Time and distance can completely change how you evaluate images Black and white photography emphasizes composition, light, and emotion Revisiting older work helps refine your creative voice Not every image needs color to be powerful Episode Promos Learn photography at your own pace - https://nerdyphotographer.com/learn StyleCloud Photography Website Templates - https://stylecloud.co/ref/380/ Siteground Web Hosting - https://siteground.com/go/nerdy Luminar NEO Photo Editing Software - https://nerdyphotographer.com/recommends/luminar Support The Nerdy Photographer Sign Up for The Power Up - https://nerdyphotographer.com/newsletter Get some artwork from the print shop - https://art.caseyfphoto.com Buy some Nerdy Photographer Merch - https://nerdyphoto.dashery.com Use our link to buy new gear from Adorama - https://nerdyphotographer.com/recommends/adorama Use our link to buy used gear from KEH - https://nerdyphotographer.com/recommends/keh Follow along with us on social media @thenerdyphoto About My Guest Whether hanging over the rim of an active volcano or braving the elements to photograph critically endangered species, Ian Plant has spent the past two decades traveling the globe in his never-ending quest to capture the beauty of our world with his camera. Ian has reached hundreds of thousands of people in his mission to inspire and educate others in the art of photography. Ian is the author of dozens of books and instructional videos, an instructor for KelbyOne and other photography education outlets, and founder of Photo Masters, a site dedicated to photography education and inspiration. You can view Ian's work on his website Ianplant.com - learn from Ian at photomasters.com - or find him on Instagram @ianplantphoto About The Podcast The Nerdy Photographer Podcast is written and produced by Casey Fatchett. Casey is a professional photographer in the New York City / Northern New Jersey with more than 20 years of experience. He just wants to help people and make them laugh. You can view Casey's wedding work at https://fatchett.com or his non-wedding work at https://caseyfatchettphotography.com    If you have any questions or comments about this episode or any other episodes, OR if you would like to ask a photography related question or have ideas for a topic for a future episode, please reach out to us at https://nerdyphotographer.com/contact

Katherin Hervey is an award-winning filmmaker, artist, former public defender, and co-founder of On the Border Films. In this episode, Katherin shares how her legal background shaped The Prison Within, why storytelling became her form of advocacy, and how creativity helped her continue the work of justice outside traditional practice. Lawyer Side HustlesKatherin's creative work is not a side project anymore. It is her life's work. As a filmmaker, director, producer, and artist, she uses storytelling to examine the hidden corners of the American landscape and the human experiences often ignored by traditional systems. The Prison Within premiered at the Santa Barbara International Film Festival, won Best Social Justice Documentary, and has since become part of legal education, prison curricula, and broader conversations about criminal justice reform. “For The Prison Within, it was my baby, it came from my heart,” shares Katherin Hervey in Episode 34 of You Are a Lawyer.Her filmmaking continues the advocacy she began as a public defender, but in a different form. Rather than arguing cases one at a time, Katherin creates work that invites audiences to question punishment, trauma, accountability, and humanity. Her path reflects a core YAAL truth: legal training can become a creative tool when lawyers allow themselves to follow the work that feels most honest. This episode is produced by Skip the Boring Stuff, a podcast strategy company for business owners and creatives.

In this episode of the Exploring More podcast, Michael Thompson welcomes Scott Jennings and Steve Knee for a powerful conversation around Scott's book, The Life You Built, and one of the most important journeys a man can take: moving from the false self to the true self. What if the version of you that learned to survive isn't the real you? Together, they explore the ways men construct false identities through wounds, fears, coping mechanisms, and performance. Over time, these strategies can become so familiar that they feel like who we are. But beneath the masks, defenses, and self-protection is the true self—the man God created and loves. The conversation centers on what Scott calls "The Great Exchange"—the ongoing process of recognizing the false self, releasing its grip, and learning to live from a place of truth, freedom, and belovedness. Michael, Scott, and Steve unpack practical steps for this journey, including awareness, self-observation, compassion, and choosing presence over fear. They also discuss the role of community in healing, using the image of interconnected aspen trees as a reminder that transformation was never meant to happen alone. Freedom isn't found by trying harder—it's found by becoming more honest, more awake, and more connected to God and others. If you've ever felt trapped by old patterns, exhausted by performance, or disconnected from your true self, this episode offers a hopeful invitation: the real you is still there, waiting to emerge.

Women receive less than 1% of climate finance in the US and about 5% globally. And yet research consistently shows that women who do get funded generate more than twice the revenue per dollar invested compared to male peers.So why does the gap persist?Jessica Espinoza, CEO of 2X Global, joins Jennifer and Kati to unpack the intersection of gender equity and climate action. Since 2018, 2X Global has mobilized $34 billion in gender lens investments. Jessica's work spans creating the Gender Smart Climate Finance Toolkit, launching facilities that back women fund managers and building communities of practice where investors learn from peers already doing the work.Have a question for us? Email us today at engagingesg@gmail.com!Learn more about us at https://bit.ly/EngagingESGpod. Show Links Learn more about Jessica Espinoza Visit 2X Global Explore the Gender Smart Climate Finance Toolkit Learn about the Resilient Futures Fund Our theme music is “Lost in Translation” by Wendy Marcini and ElvinVangard. Learn more about your ad choices. Visit megaphone.fm/adchoices

On this, our 329th Evolutionary Lens livestream, we continue to discuss the West. We begin with readings of glorious California—from Stegner to Chandler to Didion—and reminisce about our own time growing up in LA. Then: the elections in California seem rigged, and if your elections are rigged, you don't have a democracy. Paper polls worked; in-person voting worked; exit polls provided information. Why did our elections change? The system as it stands is an invitation to fraud. A democratic republic is the only viable alternative, and Democrats are destroying the goose that lays the golden eggs, which makes the marvelous life of most people—including the men singing about not taking it anymore--possible. Meanwhile in the state of Washington: the newest Executive Order demonstrates just how spineless, powerless, and in need of replacement, our leaders are. EO 26-01 purports to address menopausal and perimenopausal symptoms; instead, it is a pandering, bureaucratic, gameable, woke, anti-scientific mess. To everyone who still believes the blue team: Stop being foot-soldiers of Goliath.*****Our sponsors:Redmond Salt: Jurassic-era salt from Utah, and amazing electrolytes (Re-Lyte) from the same sea bed. Go to http://redmond.life/darkhorse and use code DARKHORSE to get 15% off your first order.Branch Basics: Excellent, effective, simple, truly non-toxic cleaning supplies. Get 15% off with code DarkHorse at https://branchbasics.com/DarkHorse #branchbasicspodCrowdHealth: Pay for healthcare with crowdfunding instead of insurance. It's way better. Use code DarkHorse at http://JoinCrowdHealth.com to get 1st 3 months for $99/month.*****Join us on Locals! Get access to our Discord server, exclusive live streams, live chats for all streams, and early access to many podcasts: https://darkhorse.locals.comHeather's newsletter, Natural Selections (subscribe to get free weekly essays in your inbox): https://naturalselections.substack.comOur book, A Hunter-Gatherer's Guide to the 21st Century, is available everywhere books are sold, including from Amazon: https://amzn.to/3AGANGg (commission earned)Check out our store! Epic tabby, digital book burning, saddle up the dire wolves, and more: https://darkhorsestore.org*****Mentioned in this episode (Amazon links receive affiliate commission, thank you for supporting DarkHorse):Haslam 1992: Many Californias: Literature from the Golden State https://amzn.to/3QwRDPNDidion 1968: Slouching Towards Bethlehem https://amzn.to/4vEJnw4Stegner 1971: Angle of Repose https://amzn.to/4olKo9UChandler 1939: The Big Sleep https://amzn.to/3RYFVOnWest 1939: The Day of the Locust https://amzn.to/4uqy0a2Didion 1979: The White Album https://amzn.to/4uKdem5KTLA: https://ktla.com/news/politics/los-angeles-mayor-primary-election/Men's chorus: https://x.com/politibunny/status/2064083824393236818WA EO on menopause: https://governor.wa.gov/sites/default/files/exe_order/26-01%20-%20Menopause%20%28tmp%29.pdfWomen's Commission: https://wswc.wa.govSupport the show

On the afternoon of July 18, 1984, James Huberty left his apartment in the San Ysidro neighborhood of San Diego, California, and drove one block over to the nearby McDonalds. After walking through the door of the restaurant, Huberty raised his Uzi semi-automatic 9mm and began indiscriminately shooting at patrons, employees, and anyone else who happened to cross into his line of sight. At the time, and for decades after, the San Ysidro McDonalds massacre was the worst mass shooting in American history, with the shooter killing twenty-one people and injuring nearly two dozen others before being struck down by a sniper's bullet. The incident lasted over an hour, during which time San Diego police and SWAT members surrounded the building, but didn't enter the building until an hour after the shooting started, when Huberty was already dead. MENTIONED IN THIS EPISODE To Celebrate Ash's Birthday, get YOURSELF a gift! Visit THE SIRIUS XM STORE  and save 25% with CODE: AshSale.  Need international shipping?? Visit  PODSWAG! References Ben-Ali, Russell. 1990. "After a long wait, monument is dedicated at Massacre site." Los Angeles Times, December 14. Corwin, Miles, and Tom Howlett. 1984. "Neighbors reall a man who never smiled." Los Angeles Times, July 19: 14. Crea, Jackie. 2025. Survivors remember San Ysidro McDonald's mass shooting. July 18. Accessed August 6, 2025. https://www.nbcsandiego.com/news/local/san-ysidro-mcdonalds-mass-shooting-40-years-later/3569489/. Cummings, Judith. 1984. "Neighbors term mass slayer a quiet but hotheaded loner." New York Times, July 20: 1. Freed, David. 1984. "21 die in San Diego massacre." Los Angeles Times, July 19: 1. Logan, Alan C., Jeffrey J. Nicholson, Stephen J. Schoenthaler, and Susan L. Prescott. 2024. "Neurolaw: Revisiting Huberty v. McDonald's through the Lens of Nutritional Criminology and Food Crime." Laws. 2016. 77 Minutes. Directed by Charlie Minn. New York Times. 1984. "Coast man kills 20 in rampage at a restaurant." New York Times, July 19: 1. Time-Life Books. 1993. Mass Murderers. Alexandria, VA: Time-Life Books. Weintraub, Daniel. 1984. "'That guy's gonna shoot you'." Los Angeles Times, July 20: 2. Cowritten by Alaina Urquhart, Ash Kelley & Dave White (Since 10/2022)Produced & Edited by Mikie Sirois (Since 2023)Research by Dave White (Since 10/2022), Alaina Urquhart & Ash KelleyListener Correspondence & Collaboration by Debra LallyListener Tale Video Edited by Aidan McElman (Since 6/2025) Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

LIL #002: Why Doing "All the Right Things" Keeps You BrokeThe investing playbook you inherited was never designed to set you free. Here's what works instead.Episode SummaryIn this episode of The Lifestyle Investor Podcast, host Justin Donald breaks down why following conventional investing wisdom - save, max out the 401k, grow the pile - keeps most people stuck. You'll learn the critical difference between a Textbook Investor and a Lifestyle Investor, how three mobile home parks created financial freedom for Justin's family, and the first five of his 10 Commandments of Cash Flow Investing.Question of the DayAre you a Textbook Investor or a Lifestyle Investor? What's one piece of conventional investing wisdom you've started to question? Drop it in the comments.Key TakeawaysThe "accumulate and deplete" model leaves you working until 65 with no guarantee it's enoughCash flow, not net worth, is how the ultra-wealthy measure real financial freedomThree mobile home parks replaced Justin's family income before he was ever a millionaireMost inherited investing wisdom was never questioned - it was just passed downThe 10 Commandments of Cash Flow Investing give you a framework the textbooks don't teachTimestamped Outline00:00 - Introduction and recap of the three shifts00:31 - What is a Textbook Investor?01:15 - The ham story - why we follow inherited wisdom01:37 - The problem with the textbook approach02:13 - What is a Lifestyle Investor?02:29 - How mobile home parks created financial freedom03:16 - Core differences: Textbook vs. Lifestyle Investor04:51 - The 10 Commandments of Cash Flow Investing05:46 - Five more commandments coming in future issues05:53 - Why the ultra-wealthy don't write textbooks06:25 - The choice is yours06:47 - What topics do you want next?Links & ResourcesThe Lifestyle Investor (Justin's book) - https://access.lifestyleinvestor.com/lifestyleinvestor-bookThe Lifestyle Investor Lens (weekly newsletter) - https://lifestyleinvestor.com/newsletterConnect & CTAEnjoyed this? Subscribe and leave a review on Apple Podcasts.Every week, The Lifestyle Investor Lens breaks down what's changing in the world of wealth, what the wealthy are doing differently, and how to build passive income that funds your life today: https://lifestyleinvestor.com/newsletterCreditsHost: Justin Donald © 2026 Lifestyle Investor. All rights reserved.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Join us for a special weekend episode from the Built Different podcast hosted by Dr. Zach Clinton. What defines a life well lived? In this powerful conversation, Dr. Zach Clinton welcomes Tim Tebow to discuss identity, intimacy with Christ, and living a life marked by lasting impact. While many know Tim first as a Heisman Trophy winner, national champion, and NFL quarterback, his greatest mission has always extended far beyond football. From serving the “Most Vulnerable People” through the Tim Tebow Foundation to stepping into fatherhood with his wife Demi-Leigh and their daughter Daphne, Tim shares how identity, calling, and purpose have taken on even greater meaning in this season of life. At the center of this conversation is Tim’s new book, If the Tree Could Speak, a creative retelling of the crucifixion inspired by Luke 19:40. Through the perspective of the cross itself, Tim invites listeners to slow down and truly see the love displayed at Calvary—not as distant history, but as a deeply personal rescue mission. Together, Tim and Zach explore: Living with urgency without anxiety Leading with conviction anchored in love Seeing and valuing the people the world often overlooks Finding identity rooted in Christ instead of achievement The transforming power of the cross If you’ve ever felt unseen, dismissed, or forgotten, this episode is a reminder that the greatest declaration of love in history was completed for you. About Built Different Built Different with Dr. Zach Clinton helps listeners grow emotionally, relationally, and spiritually through conversations centered on faith, mental health, identity, and purpose. Be sure to follow Built Different for more encouraging conversations like this one. Episode Links Find Out More About Tim: https://timtebow.com/ Find Out More About the Tim Tebow Foundation: https://timtebowfoundation.org/ Purchase If the Tree Could Speak: https://timtebow.com/tree Purchase Look Again: https://shorturl.at/JFL2B Follow Tim on Instagram: https://www.instagram.com/timtebow/ Find Christian Counseling or Coaching: https://christiancareconnect.com/ Discover more Christian podcasts at lifeaudio.com and inquire about advertising opportunities at lifeaudio.com/contact-us.

On this, our 328th Evolutionary Lens livestream, we discuss fires in the West, both literal and metaphorical. First: the mayoral race in LA, and race politics. Then: rioting in Paris after a soccer win—not mere hooliganism, but also due to race politics and immigration. The World Cup is coming to Seattle—but what to do about the homeless people? Build a “low barrier” tiny home community out of sight of the tourists, where drug addicts are encouraged to relocate. New public toilets in Seattle were destroyed within weeks, though—will tiny homes be sufficient to protect soccer fans? Also: it's pride month! At UCSC's “Gender Affirming Gear” closet, students can get free binders, packers, and tucking kits! Knitting it all together: What is the West, what are its tenets, and is it worth saving? Yes.*****Our sponsors:Timeline: Accelerate the clearing of damaged mitochondria to improve strength and endurance: Go to http://www.timeline.com/darkhorse and use code darkhorse for 20% off your first order.ARMRA Colostrum is an ancient bioactive whole food that can strengthen your immune system. Go to http://www.tryarmra.com/DARKHORSE to get 30% off your first order.Caraway: Non-toxic, highly functional & beautiful cookware and bakeware. Save with their cookware set, and visit http://Carawayhome.com/DH10 to for an additional 10% off your next purchase. Also: spend over $495 and receive a Butcherbox FREE; spend over $795 and also get a FREE cast iron grill pan!*****Join us on Locals! Get access to our Discord server, exclusive live streams, live chats for all streams, and early access to many podcasts: https://darkhorse.locals.com/Heather's newsletter, Natural Selections (subscribe to get free weekly essays in your inbox): https://naturalselections.substack.comOur book, A Hunter-Gatherer's Guide to the 21st Century, is available everywhere books are sold, including from Amazon: https://amzn.to/3AGANGg (commission earned)Check out our store! Epic tabby, digital book burning, saddle up the dire wolves, and more: https://darkhorsestore.org*****Mentioned in this episode:LA mayoral race results: https://ktla.com/news/politics/los-angeles-mayor-primary-election/Voting based on race: https://x.com/DrewPavlou/status/2061571066707972540?s=20Rioting in Paris: https://x.com/MarioNawfal/status/2060870418014118162?s=20Seattle toilets: https://x.com/WallStreetApes/status/2061802513993490856Tiny homes in Seattle: https://thepostmillennial.com/seattle-builds-tiny-home-village-for-citys-homeless-drug-users-displaced-by-fifa-world-cup-gamesUCSC Queer Center: https://queer.ucsc.eduUnClockable tucking kit: https://unclockable.com/products/unclockable-tuck-kit-2Support the show