Podcasts about Management

President Donald Trump in a concluding news conference at the G7 Summit in France says if Iran does not follow the agreement it will sign with the U.S. on Friday, the U.S. will resume bombing Iran; Senate confirmation hearing for Director of National Intelligence nominee Jay Clayton is postponed after President Trump prevents the nominee from testifying. Confirmation of a new DNI was expected to clear the way for Senate Democrats to support a reauthorization of a foreign surveillance tool as the Democrats opposed the president's Acting DNI Bill Pulte. Now the president says he will support the foreign spying power only if a bill to require ID to register to vote is attached, and Bill Pulte will stay as Acting DNI; Federal Reserve holds interest rates steady in the first meeting under new Chair Kevin Warsh, and announces new task forces, including on data sources the Fed considers in its decisions and how the Fed communicates with the public. We will hear from the Chair and talk with Wall Street Journal economics reporter Matt Grossman (20); Senate committee holds a confirmation hearing for nominees to lead the Transportation Security Administration and Federal Emergency Management Agency and to be Deputy Director of the White House Office of Management and Budget; in Campaign 2026, President Trump gets a split decision in Georgia. The candidate he endorsed for U.S. Senator wins, and the one he endorsed for governor loses. Learn more about your ad choices. Visit megaphone.fm/adchoices

Modern executive protection requires far more than a physical presence. In this episode, Fred Burton speaks with Bryan Niederhelm, Senior Vice President of Threat Assessment and Management at Gavin de Becker & Associates, about the evolving landscape of protective intelligence, threat assessment, and violence prevention. Bryan shares why the fundamentals of human behavior, preparation, and disciplined observation remain critical, even as AI and emerging technologies reshape the security conversation. The discussion also explores how protectors can avoid over-reliance on tools, build curiosity into their work, and better communicate risk to the people they protect. What you'll learn: Why modern protection depends on preparation, mindset, and understanding human behavior How AI, drones, and emerging technologies may influence protective intelligence Why curiosity and humility are essential skills for the next generation of protectors Learn more in Ontic Resources. If you're enjoying this episode, please take a minute to rate and review the show.

  Rob is Co-Chair of Taft's Sports Law Group and Chair of the firm's Cincinnati Business practice. He is widely recognized as principal counsel to private equity and venture capital funds, growth-oriented companies, sports franchises, and research institutions. His practice focuses on leading equity financings, securities offerings, complex commercial transactions, mergers and acquisitions, and other strategic initiatives. Rob regularly advises global and national clients on the structuring and execution of significant business transactions. Rob is actively engaged in civic and professional leadership at both the national and local levels. He serves as Chairman of the Board of Directors of the National Underground Railroad Freedom Center and is a board member of the FC Cincinnati Foundation. Reflecting the international scope of his practice, he also serves on the Board of Interlex, a global association of leading law firms. In Ohio, Rob is a member of the Executive Committee of the Cincinnati Chamber of Commerce and has previously served as Chair of the Cincinnati Symphony Orchestra and President of the Association for Corporate Growth (ACG) Cincinnati. Rob earned his bachelor's degree from Duke University and his MBA from the Kellogg School of Management at Northwestern University. During his undergraduate studies, he completed comparative law coursework at New College, Oxford University. He received his J.D. from Washington University School of Law, where he also clerked at the U.S. Securities and Exchange Commission during his final term. Rob grew up in Kobe, Japan.

How do you manage the vent in a critical polytrauma patient who is hypoxemic?  Link to the visuals for this episode: https://bit.ly/traumavents.  Also, checkout Rapid Sequence, our new choose-your-own-adventure resuscitation game at rapidsequence.org (coupon code for ICUedu listeners: ICUEDU2026)

Hip complaints are bread-and-butter emergency medicine—but every so often they are anything but straightforward. The obvious shortened, externally rotated leg after a fall is one thing; the patient with acute hip pain, a normal x-ray, unremarkable blood work, and no clear diagnosis is another. Hip fractures are also far from benign, carrying a 30-day mortality of 6–7% and a 1-year mortality of about 20%, often triggering a cascade of pain, immobility, delirium, deconditioning, and death. But hip fractures are only the tip of the iceberg. In this EM Cases episode, Dr. Arun Sayal and Dr. Matt DiStefano go beyond “get an x-ray and call ortho” to tackle hip fractures, occult injuries, atraumatic hip pain, and hip dislocations. We answer questions like: Why do so many patients never return to baseline after a hip fracture? What can we do in the ED to avoid delaying surgery? What are the best pain management and delirium prevention strategies? Which physical exam findings help diagnose an occult hip fracture? How do we distinguish hip from pelvic fractures clinically? When is a normal x-ray not enough, and when should we proceed to CT or MRI? What is POCUS useful for in the painful hip? How should hip fractures be classified to change ED management? How should we approach atraumatic hip pain? How do native and prosthetic hip dislocations differ? What clinical position suggests posterior versus anterior dislocation? Which reduction technique should we choose? What is the Whistler technique? What are the nuances of post-reduction management? And much more. Please consider a donation to EM Cases to support ongoing high-quality Free Open Access Medical Education: https://emergencymedicinecases.com/donation/

Y'all, this spotlight episode hit different.Lauren is a Conversions for Clients student who got made redundant in December and gave herself 3 months to make her ad management business work before she'd have to go back to corporate. By April, she was billing £6,125 with four clients, all from four completely different sources.No fancy website. No massive audience. No "wait until I'm ready" energy. Just decision, deadline, and doing the dang thing.In this episode, Lauren breaks down her exact numbers month by month, the four channels she used to find her first clients (none of them are Instagram, by the way), how she repackaged her offer to charge £3,000 for a foundational month plus £1,500/month retainer, and the mindset shift that took her from no self-belief to feeling invincible.If you've been sitting on the fence about starting your service business or you're scared the timing isn't right, this is your sign.In this episode, you'll learn:How Lauren scaled from £500 to £7,600 months in her first 4 months of businessThe 4 client acquisition channels she used (and why you only need 3)How to structure a £3,000 foundational month offer that clients will pay forThe exact moment she fired her £500/month client (and why you should too)Why "back against the wall" energy is the best place to start your businessThe strategist trifecta approach that lets you charge premium without burning outHow AI is changing service delivery (and why strategists are irreplaceable)The mindset shift that builds real, lasting confidenceWhat aligned hustle looks like versus the toxic versionMentioned in this episode:Conversions for Clients: conversionsforclients.comStrategist Society: thestrategistsociety.comConfident Ad Manager Bootcamp: confidentadmanager.comDM Brandi the word LAUREN on Instagram for the cliff notes version: @brandimowlesThe Champagne Clients podcast episode (referenced by Lauren): https://brandimowles.com/278Ready to scale past $10K months without burning out?Inside Strategist Society, I teach the strategist trifecta, the systems, and the offer structure that let you raise your rates and reduce your hours at the same time. If you're ready to stop trading hours for dollars and start building the business Lauren is now building, come hang out with us at thestrategistsociety.com.Loved this episode?Screenshot it, tag @brandimowles, and share it with one service provider who needs to hear Lauren's story. The more we lift each other up, the more women win.Now go do the dang thing.Follow the Podcast: https://podcasts.apple.com/us/podcast/serve-scale-soar/id1477998650Follow Brandi on Instagram: https://www.instagram.com/brandimowlesFollow Brandi on Facebook: https://www.facebook.com/Brandiandcompany

Managers often say they want more accountability on their teams. But accountability often feels like micromanaging people, chasing updates, or constantly correcting mistakes.In fact, many accountability problems begin long before performance issues show up. They start with unclear expectations, missing resources, and assumptions that everyone interprets requests the same way.Fortunately, this week's guest offers a practical framework for creating accountability that actually works, without damaging trust, morale, or autonomy.Molly Rodau helps organizations navigate periods of growth and complexity by strengthening leadership, communication, and management practices. She specializes in helping leaders make difficult decisions while creating environments where people can do great work and feel supported.In this conversation, we explore why accountability is often misunderstood, how managers can set clearer expectations, the importance of providing the right resources, and how to have productive accountability conversations that strengthen performance instead of creating resentment.Conversation Topics(00:00) Introduction(01:52) Why accountability is not the same as blame(03:44) The biggest mistakes managers make when setting expectations(09:31) When documenting expectations helps prevent confusion(11:55) How to balance clarity without becoming overly controlling(16:35) The difference between relational and tactical resources(20:03) Practical ways to support employees so they can succeed(21:03) Why accountability requires getting comfortable with authority(21:48) Avoiding “ruinous empathy” and “obnoxious aggression”(26:14) How positive accountability reinforces great performance(28:43) A great manager Molly worked for(31:46) [Extended] What to do when accountability conversations stop working(33:36) [Extended] The REAL framework for advocating upward and getting support(39:09) [Extended] Moving from complaints to productive action

You are not defined by the hardest thing you have been through, the worst decision you have made, or the darkest season of your life. After more than 33 years as a trauma-informed psychotherapist, Scott Stolarick has sat across from people carrying pain most of the world never sees. From psychiatric hospitals and county jails to private practice, Scott has worked with people who have experienced trauma, people who have caused trauma, and people who are trying to understand why their anxiety, depression, anger, or substance use keeps showing up in their lives. This conversation dives into what it really means to understand the whole person, not just the behaviour, diagnosis, or moment that brought them into the room. Scott shares why trauma is often part of the mental health equation, how depression and anxiety can change the way people experience life, and why compassion matters when we are trying to understand someone's story. He also talks about coping, substance use, social media, connection, skill building, and the importance of asking for help before the weight becomes too heavy to carry alone. Through his wisdom, experience, and deeply human approach, Scott reminds us that every person is made up of many pieces. And when you take a step back, you begin to see the whole picture. Guest Bio Scott is a licensed, trauma-informed psychotherapist with 33 years of experience practicing in the state of Illinois. Throughout his career, he has worked as a clinician, administrator, and clinical supervisor, supporting individuals through trauma, mental health challenges, substance use, and complex life experiences. He also holds Management and Leadership Certifications from the University of Notre Dame and Cornell University. Scott is currently the owner of Mosaic Pathway Counseling in Gurnee, Illinois, where he brings a compassionate, whole-person approach to helping people understand their story, build healthier coping skills, and move toward healing. You'll hear About Why trauma is often part of the mental health equation How depression, anxiety, anger, and substance use can connect to deeper pain Why understanding the whole person matters more than judging one behaviour How self-medication can become a warning sign when it is used to cope Why skill building is an important part of managing mental health How social media and technology can quietly affect connection and wellbeing Chapters 00:00 Welcome and Episode Introduction 02:30 Scott's Career in Trauma-Informed Therapy 04:45 Why Trauma Matters in Mental Health 09:00 Why Hurt People May Hurt Others or Themselves 11:15 Seeing the Human Behind the Behaviour 14:30 Trauma, Social Media, and a More Stressed World 17:30 How Trauma Connects to Mental Health 20:30 Understanding Depression and Anxiety 24:30 Medication, Self-Medication, and Coping 29:45 When Substance Use Becomes a Warning Sign 31:30 Building Healthier Coping Skills 34:00 Breaking the Stigma Around Mental Health 37:30 Social Media, AI, and Disconnection 40:30 Learning to Relax Without a Screen 45:45 Reaching Out for Help 48:15 Scott's Message for Anyone Struggling 49:45 Final Reflections and Key Takeaways Chuck's Challenge This week, take one step back before you judge someone else's story — or your own. Look beyond the behaviour. Look beyond the one mistake, the one hard season, or the one piece that seems easiest to focus on. Ask yourself what else might be part of the picture. And if you are the one struggling, remember this: you are not weak for needing help. You are human. Because as Scott shared, we are all mosaics. We are made up of many pieces, and the whole picture is always bigger than one painful moment. Connect with Scott Website: https://www.mosaicpathwaycounseling.org/ LinkedIn: https://www.linkedin.com/in/scott-stolarick-lcpc-cctp-298734252 Connect with Chuck Check out the website: https://www.thecompassionateconnection.com/ LinkedIn: https://www.linkedin.com/in/chuck-thuss-a9aa044/ Follow on Instagram: @warriorsunmasked Join the Warriors Unmasked community by subscribing to the show. Together, we're breaking stigmas and shining a light on mental health, one story at a time.  

AI in the salon is no longer something you can put off, and ignoring it won't make it disappear. This week I'm joined by Martha Lynn Kale, owner of Mirror Mirror in Austin, Texas, who has spent the past year building AI into how she leads, hires, trains and markets. We get practical about what she uses it for, where it earns its place, and the mistake that trips most owners up.If you're curious about AI but unsure where it fits, or a bit nervous about it, this episode will help ground you. You'll come away knowing how to find the balance between using AI to increase efficiencies, but still protect the human side of your salon. Most importantly you'll understand  the work you have to do first so AI actually has a foundation of knowledge to build on.IN THIS EPISODE YOU'LL LEARN:✅ The practical jobs AI can take off your plate so your team is more present for clients✅ Why you have to do the work on your values and systems first before AI is any use✅ How to keep AI invisible to clients while it sharpens everything behind the scenes✅ The "start with one problem" approach that beats asking AI to build everything at once✅ Where to begin if you're nervous or sceptical about AI in your businessIN THIS EPISODE:[00:00] Introduction[02:37] Does using AI make you lazy, or sharpen your thinking?[04:08] Why AI works best as an enhancement to what you already do[05:14] The platforms Martha Lynn uses and why ChatGPT knows her[06:13] Typing versus talking: finding the input style that suits you[09:08] Using AI to tighten org charts, roles and career paths[11:46] The finance angle: driving revenue and solving slow Saturdays[13:52] Keeping the human touch as salon software gets smarter[15:46] Marketing with AI: brainstorming, captions and the branding challenge[20:29] The front desk slip that revealed human first, policy second[24:27] Rebuilding the apprentice program with feedback and AI[28:58] The work you must do before AI can help you[33:13] Where to start if AI still makes you nervousWant MORE to help you GROW?

What if your burnout isn't just a scheduling problem — what if it's an energy problem? In this powerful episode, we explore why emotional healing is the missing piece in most nurse leader recovery plans. Drawing from Scripture, quantum physics, and the bioresonance technology behind WholeBio Insights, Shan reveals how unresolved emotions are stored in the body as disrupted frequencies — and why you can't think your way out of what your nervous system is holding.   Joined by Aligned leadership coach, Kassandra Hamilton, this episode takes you inside a real burnout story and the emotional work that made recovery possible. If you've tried all the strategies and still feel depleted, this episode will help you understand why — and what to do about it.   What You'll Learn in This Episode This episode is for you if you've been asking why rest isn't enough, why strategies aren't sticking, or why you still feel empty even when things look okay on the outside. Here's what we cover:   Why burnout is fundamentally an energy problem — and what the Bible has always said about it The Hebrew meaning of Shalom and why it's actually a description of energetic wholeness What Proverbs 17:22 reveals about the body-emotion-health connection (that science is just now catching up to) How Mark Virkler's "Prayers that Heal the Heart" framework reframes emotional healing as a clinical necessity, not just spiritual work What quantum physics' Observer Effect has to do with your burnout recovery Why emotion is literally "energy in motion" — and what happens when you suppress it How bioresonance technology (WholeBio Insights™) reads the body's frequencies to reveal emotional disruption before symptoms become diagnosable Kassandra Hamilton's honest account of what burnout looked and felt like as a leader — and what it actually took to heal   About Our Guest: Kassandra Hamilton Leadership & Alignment Coach, Best-Selling Author, Facilitator, Bioenergy & Sound Healer, and quality improvement specialist in the healthcare field.

What I do: I align high achieving women with a life that feels as good on the inside as it does on the outside. 

Think More energy, time freedom, less stress.

Kassandra's links: 
LinkedIn: https://www.linkedin.com/in/kassandra-hamilton-15b8b175/

Facebook: https://www.facebook.com/VancouverIslandHealing

Instagram: https://www.instagram.com/kassandra_hamilton/
Tik tok: https://www.tiktok.com/@coachingwithkassandra?_r=1&_t=ZS-92Iynv6RAoe

Website: www.readysetrealign.ca

Link to BestSeller Book: https://a.co/d/2yWISSu
   Key Takeaways "Burnout is not a scheduling problem. It is an energy problem. And you cannot fix an energy problem with a schedule change."   "Management and healing are not the same thing. You can manage your emotions your whole life and still be running on frequencies of unresolved fear and grief that are quietly depleting you."   "The word emotion is energy in motion. When we suppress emotion, we stop that energy in its tracks — and stored emotional energy creates disruption in the body's field."   Scriptures Referenced "He gives strength to the weary and increases the power of the weak."  — Isaiah 40:29, NIV "A cheerful heart is good medicine, but a crushed spirit dries up the bones."  — Proverbs 17:22, NIV "For as he thinks in his heart, so is he."  — Proverbs 23:7, NKJV "The Spirit of God has made me; the breath of the Almighty gives me life."  — Job 33:4, NIV "We all, who with unveiled faces contemplate the Lord's glory, are being transformed into his image with ever-increasing glory."  — 2 Corinthians 3:18, NIV   Resources & People Mentioned Books & Teachers cwgministries.org Prayers that Heal the Heart by Mark & Patti Virkler — glorywaves.org Charity Virkler Kayembe — quantum physics and Christian spirituality — "Quantum Glory" (framework referenced) — the science of heaven invading earth   Work With Shan: The Wholly Well Intensive To learn more: DM "360" to Shan on Instagram @theshanwright or email: hello@theshanwright.com Connect With Shan Instagram: @theshanwright Website: theshanwright.com Stress Less Community (Storehouse Wellness)    Shalom Shalom,  Xx, Shan  ……CONNECT…… The STAT Protocol: 5 min Emergency Reset Take the Free QUIZ-  Are you in burnout or just stressed??

Welcome to PsychEd, the psychiatry podcast for medical learners, by medical learners. This episode covers cultural concepts of distress.The learning objectives for this episode are as follows:Define cultural concepts of distress and describe how they are framed in DSM-5Differentiate cultural concepts of distress from psychiatric diagnosesAppreciate the varied clinical takeaways from cultural concepts of distressHosts: Sara Abrahamson (MS3), Grant Yao (MS4), Dr. Angad Singh (PGY2)Audio editing: Dr. Angad Singh (PGY2)References:1. Lewis-Fernández, R., & Kirmayer, L. J. (2019). Cultural concepts of distress and psychiatric disorders: Understanding symptom experience and expression in context. Transcultural Psychiatry, 56(4), 786-803.2. Patel, R., Ashraf, A., Myers, N., & Bhatt, N. (2025). Cultural Concepts of Distress: A Dive into Presentation and Avenues for Management. Innovations in Clinical Neuroscience, 22(7-9), 14.For more PsychEd, follow us on Instagram (⁠⁠⁠⁠@psyched.podcast⁠⁠⁠⁠), Facebook (⁠⁠⁠⁠PsychEd Podcast⁠⁠⁠⁠), X (⁠⁠⁠⁠@psychedpodcast⁠⁠⁠⁠), and Bluesky (⁠⁠⁠⁠@psychedpodcast.bsky.social‬⁠⁠⁠⁠). You can email us at ⁠⁠⁠⁠psychedpodcast@gmail.com⁠⁠⁠⁠ and visit our website at⁠⁠⁠⁠ psychedpodcast.org⁠⁠⁠⁠.

Why do accountability systems fail even when roles and responsibilities seem clear? In this episode, we sit down with Robert Snyder, Founder and President of Innovation Elegance, LLC, to explore why most organizations unintentionally separate authority from accountability, creating confusion, project delays, and trust issues. Robert introduces his Five Verbs framework—draft, review, revise, approve, and distribute—and explains how it creates clearer ownership, stronger collaboration, and better decision-making. Together, we discuss why documentation is a leadership tool rather than administrative overhead, how teams can detect and address untrustworthiness earlier, and why discipline and empathy must work together to build high-performing cultures. We leave with a practical perspective on creating trust through clear expectations, transparent decisions, and systems that help people succeed together. Key Takeaways: Keep authority and accountability connected to strengthen trust and execution.Use simple, repeatable processes to create clarity across teams.Document decisions that matter and avoid relying on memory alone.Encourage healthy task conflict while preventing personality conflict.Build empathy through consistent habits, questions, and team rhythms. Resources Mentioned The Inspire Your Team to Greatness assessment (the Courage Assessment) - In less than 10 minutes, find out where you're empowering and inadvertently kills productivity, and get a custom report that will tell you step by step what you need to have your team get more done. Get it here: https://courageofaleader.com/inspireyourteam/ You don't need to have all the answers to lead well. Get your copy of the Clarity Kit for just $17 to learn the five practices to bring more clarity, confidence and courage into your leadership - https://courageofaleader.com/the-clarity-kit/ About the Guest: Robert Snyder is the founder and president of Innovation Elegance, LLC. His thirty-year career spans roles such as developer, project management, change management, sales enablement, and the performing arts. His career path includes corporate roles, consulting roles, startups, PMP, and Agile certifications. He's performed in numerous vocal, dance, and theater ensembles. Robert earned his BS in Electrical Engineering from the University of Illinois and his MBA in Strategy from the Kellogg School of Management at Northwestern University. Robert is publishing a series of books on innovation methodology. Innovation Elegance: Transcending Agile with Ruthlessness and Grace - https://a.co/d/0e8MCIao Innovation Portfolio: Five Verbs Shape Your Team's Legacy - https://a.co/d/0h1K85BO Elegant Leadership: Distinguishing the Good, the Bad, and the False (targeting 2027) About the Host: Amy L. Riley is an internationally renowned speaker, author and consultant. She has over 2 decades of experience developing leaders at all levels. Her clients include Cisco Systems, Deloitte and Barclays. As a trusted leadership coach and consultant, Amy has worked with hundreds of leaders one-on-one, and thousands more as part of a group, to fully step into their leadership, create amazing teams and achieve extraordinary results. Amy's most popular keynote speeches are: The Courage of a Leader: The Power of a Leadership LegacyThe Courage of a Leader: Create a Competitive Advantage with Sustainable, Results-Producing Cross-System CollaborationThe Courage of a Leader: Accelerate Trust with Your Team, Customers and CommunityThe Courage of a Leader: How to Build a Happy and Successful Hybrid TeamHer new book is a #1 international best-seller and is entitled, The Courage of a Leader: How to Inspire, Engage and Get Extraordinary Results - https://a.co/d/06hsUz64 http://www.courageofaleader.com https://www.linkedin.com/in/amyshoopriley Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the, podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app. Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Mentioned in this episode:The Inspire Your Team to Greatness Assessment (The Courage Assessment)https://courageofaleader.com/inspireyourteam/

The promise is seductive: Implement the right operating system and your frustrations disappear. Your employees become more accountable. Communication improves. Growth follows. Your business finally runs the way you always hoped it would. That's the promise behind EOS, the Entrepreneurial Operating System popularized by Gino Wickman's book Traction. Plenty of business owners swear by it. Plenty have spent tens of thousands of dollars hiring EOS implementers to help put it in place. But does it work?This week, we're republishing one of our favorite conversations, one in which Shawn Busse, Paul Downs, and Laura Zander compare notes on their own experiences with EOS. Laura hired an implementer and spent years trying to make the system work. Paul took a more selective, do-it-yourself approach. Shawn has watched EOS play out inside numerous client companies. What emerges is a much more nuanced picture than the one promised in the book. The three owners discuss when EOS can be genuinely valuable, when it's the wrong tool for the job, and why no operating system can compensate for having the wrong people in key roles. As Laura puts it, EOS can be incredibly helpful "for people like me 10 years ago, who just don't know what they're doing." The question is whether that's enough to justify the investment.

Johnsongrass has long been one of the most challenging perennial weeds facing growers across the southern United States. In this episode of the Crop Doctors' Podcast, Dr. Jim Griffin shares insights from decades of weed science research and discusses the evolution of johnsongrass management strategies. The conversation explores the history of Treflan (trifluralin) and its role in johnsongrass suppression, as well as Dr. Griffin's experiences with johnsongrass control in sugarcane production. Dr. Griffin also highlights the importance of continued research to identify new management tools and to evaluate whether older practices can be adapted or repurposed to address current production challenges. Join us for a discussion on lessons from the past, innovations for the future, and the critical role of research in advancing sustainable weed management. https://extension.msstate.edu/shows/mississippi-crop-situation   

SHOW NOTES:In this episode of Stories With Traction, Matt Zaun sits down with Lee Caraher to unpack one of the most important and misunderstood skills in leadership: communication.Lee shares why so many leaders mistakenly assume that because they said something once, their team understood it. She explains why head nods can be misleading, why repetition is essential, and why “they should know this already” is one of the biggest red flags in organizational communication.Matt and Lee also discuss how leaders can communicate more effectively across multiple channels, why AI should support communication rather than replace it, and how vulnerability can strengthen trust when used wisely. This conversation is packed with practical insights for leaders who want to reduce confusion, build stronger teams, and communicate in a way that actually lands.LEE BIO:Lee Caraher helps businesses and people achieve their goals through communication. She is the founder of Double Forte and the author of Millennials & Management and The Boomerang Principle. Lee works with leaders and organizations to improve communication, strengthen teams, and build cultures where people can thrive.MATT BIO:Matt Zaun is an award-winning speaker, storyteller, and strategic communication advisor who helps leaders and organizations use storytelling to build trust, inspire action, and create stronger connections.Through keynote speaking, workshops, consulting, and his podcast Stories With Traction, Matt equips executives, sales teams, and leaders with practical ways to communicate more effectively and more memorably.

Michael explores how dreams reveal hidden issues around confidence, self-worth, leadership, boundaries, and the tendency to seek permission from others before taking action. Through dreams involving military service in Mexico, guiding others as a German Shepherd, retrieving treasures from deep water, and managing work activities, we see how childhood experiences can shape our relationship with masculine energy. The episode also examines the importance of recognizing your own value, accepting credit for your contributions, asking for support when needed, and developing the confidence to trust yourself without constantly looking for external validation. Whether you're working on leadership, healing old wounds, or simply trying to understand yourself more deeply, these dream interpretations offer profound insight into personal growth and spiritual development.   Chapters 01:41 Was I a Fish? Going Deep Spiritually 02:32 The Gift of Retrieving Wisdom for Others 04:33 Being a German Shepherd: The Hidden Guide Within 06:18 Shepherd Energy and Spiritual Leadership 07:55 Military Service in Mexico Dream Analysis 09:43 Masculine Energy and Feeling Safe 11:15 Service, Leadership, and Purpose 12:21 The Folded Table and Childhood Healing 13:00 Meeting the Unknown Masculine Self 14:55 Managing Work Activities Dream Analysis 16:04 Birth, Growth, and Masculine Development 17:12 Why Asking for Help Is Masculine Strength 20:29 Seeking Permission vs. Trusting Yourself 22:15 Why He Jumps Over the Tiny Woman 23:41 Offices, Management, and Masculine Energy 24:57 Final Thoughts & Dream Submission Invitation Get Our Free App with Dictionary & Journal iPhone: https://apps.apple.com/us/app/aisling-dreams/id6753309760   Android: https://play.google.com/store/apps/details?id=com.dream_analysis.aisling_dreams   Check out our courses https://www.dream-analysis.com/courses/  Talk to Sandy about our courses https://bookings.theaislingschool.com/sandy/got-questions 

As Iran escalates its shadow war, the operational footprint of the Quds Force expands into civilian spaces across Europe and the Americas, redefining everyday security risks. This episode analyzes the surveillance indicators, operational patterns, and target selection methods utilized by transnational assassination cells. Learn the critical principles of situational awareness and threat mitigation necessary to navigate a landscape where geopolitical conflicts spill into the public domain.

Brent is joined by Paige Kosinski, co-founder of Odyssey Entertainment Group, an influencer talent management company that has grown from a boutique operation into a mid-size powerhouse. The conversation covers the evolution of the creator economy, the art of matching talent with brands, and the practical steps aspiring creators need to take to build sustainable careers. Whether you are a merchant looking to leverage influencer marketing or a creator hoping to monetize your platform, this episode delivers real-world guidance from someone who lives and breathes this space every single day.Key TakeawaysConsistency beats follower count. Algorithms reward creators who show up regularly, and brands now prioritize engaged communities over raw follower numbers.Start with one clear focus. Creators should establish expertise in a single area before expanding into lifestyle content. That focus gives audiences a reason to stick around.Brand partnerships drive the bulk of creator revenue. Beyond one-off deals, long-term collaborations with aligned brands create stability for both the creator and the company.AI-generated content can backfire. Audiences are quick to spot avatar-driven or AI-produced material, and brands are even adding contract clauses to limit AI use in creative deliverables.The creator economy welcomes every generation. Gen X influencers are thriving on social platforms, proving that audience-building has no age requirement.Personal branding comes first. Monetization follows naturally when a creator invests in building a genuine, recognizable brand with clear content pillars.Cross-platform presence matters. Successful creators post across TikTok, Instagram, YouTube, Facebook, LinkedIn, and Pinterest depending on where their audience lives.Chapters00:00 Introduction to Odyssey Entertainment Group01:53 The Evolution of Influencer Management05:11 Matching Influencers with Brands09:03 The Importance of Community and Niche10:07 Engaging Older Audiences11:11 Navigating Different Platforms12:39 Building a Personal Brand13:31 Public Speaking and Influencer Opportunities14:33 The Role of AI in Content Creation17:21 Getting Started as an Influencer18:55 Closing Thoughts and Promotions ResourcesOdyssey Entertainment Group - https://www.odysseyentertainmentgroup.comErica Ver - PianyandHoney - https://www.instagram.com/pianyandhoneyWall Blush Modern Manor Collection - https://wallblush.com/collections/modern-manor

Explore the dark psychological architecture behind state-sponsored terror as we profile the operatives recruited into Iran's Quds Force. This episode examines the complex intersection of ideological radicalization, coercive control, and the compartmentalized mindsets required to execute cross-border assassinations. By analyzing the behavioral patterns of captured cells, we decode how sovereign nations psychologically weaponize proxies to project deniable power globally.

Trish Kerin breaks down the runaway reaction that triggered a mass evacuation in Orange County, California, and explains what facilities handling reactive chemicals can learn about instrumentation, warning signs and emergency communication. Editor's Note: We mention an upcoming webinar that Trish will be hosting: a webinar focused on leadership in uncertain times — looking at key strategies and tools we can use to navigate some of the challenges we're all facing globally right now. Use the code CPREADER for $5 off.

Anthropic calls for a coordinated break in the development of particularly powerful AI systems. We talk to Dr. Florian Klonek about what could be behind the AI developer's warning and how imminent the danger really is. Dr. Florian Klonek is associate professor at the Department of Management at Deakin University in Melbourne and specializes in AI systems. - Anthropic fordert eine koordinierte Pause bei der Entwicklung besonders leistungsfähiger KI-Systeme. Mit Dr. Florian Klonek sprechen wir darüber, was hinter der Warnung des KI-Entwicklers stecken könnte und wie real die Gefahr wirklich ist. Dr. Florian Klonek ist Associate Professor am Fachbereich Management der Deakin University in Melbourne und hat sich auf KI-Systeme spezialisiert.

The Central Role of Cardiac MRI in the Management of Heart Failure and Cardiomyopathy Patients   Guest: Gosia Wamil, M.D., Ph.D. Host: Malcolm R. Bell, M.D.   Cardiac MRI is now central to heart failure care, moving beyond imaging to guide diagnosis and treatment. It distinguishes disease causes, identifies fibrosis and scar, and uncovers specific conditions in both HFrEF and HFpEF. By providing prognostic markers, it helps tailor therapies and improve outcomes—delivering the right treatment at the right time. In this episode of "Interviews With the Experts," Dr. Malcolm Bell interviews Dr. Gosia Wamil from Mayo Clinic London practice on the role of cardiac MRI in practice.   Topics Discussed: When does CMR change the management decision? CMR findings Which CMR biomarkers truly predict outcomes—and how should clinicians act on them? From echo-first to CMR-led pathways: what should every HF service implement now?   Connect with Mayo Clinic's Cardiovascular Continuing Medical Education online at https://cveducation.mayo.edu or on Twitter @MayoClinicCV and @MayoCVservices. LinkedIn: Mayo Clinic Cardiovascular Services Cardiovascular Education App: The Mayo Clinic Cardiovascular CME App is an innovative educational platform that features cardiology-focused continuing medical education wherever and whenever you need it. Use this app to access other free content and browse upcoming courses. Download it for free in Apple or Google stores today! No CME credit offered for this episode.   Podcast episode transcript found here.   Recorded on: 14-January-2026  

Follow the chilling trail of blood left across the globe by Iran's elite, state-sanctioned execution squads. This investigative episode unravels the terrifying true stories of dissidents and politicians hunted down in broad daylight on foreign soil by the ruthless Quds Force. From botched plots to cold-blooded executions, we expose the shocking evidence, police investigations, and international conspiracies behind Iran's ongoing shadow war.

About this episode:   The wellness industry covers everything from fitness to biohacking, yoga to peptides, and it's backed by culturally and financially powerful players. In this episode: a new paper in the Milbank Quarterly covers how social media fuels the industry's proliferation, the growing skepticism of traditional medicine that allows it to thrive, and the tension between the concepts of wellness and public health. Guest:  Nancy Karreman, PhD, is a researcher of public health interventions at the University of Cambridge.  Nason Maani, PhD, MPH, is a senior lecturer in inequalities and global health policy at the University of Edinburgh.  Host:  Dr. Josh Sharfstein is distinguished professor of the practice in Health Policy and Management, a pediatrician, and former secretary of Maryland's Health Department. He served as the Baltimore City Commissioner of Health from 2005 to 2009.  Show links and related content:  The Political Economy of Wellness: Commercial Determinants of a Burgeoning Industry—Millbank Quarterly  The Outlook on Direct-to-Consumer Health Care—Public Health On Call (February 2026)  Dietitian Influencers On Social Media Are Being Paid By the Food Industry to Promote Products and Messages—Public Health On Call (October 2023)  Transcript information: Looking for episode transcripts? Open our podcast on the Apple Podcasts app (desktop or mobile) or the Spotify mobile app to access an auto-generated transcript of any episode. Closed captioning is also available for every episode on our YouTube channel. Contact us: Have a question about something you heard? Looking for a transcript? Want to suggest a topic or guest? Contact us via email or visit our website. Follow us: @‌PublicHealthPod on Bluesky @‌PublicHealthPod on Instagram @‌JohnsHopkinsSPH on Facebook @‌PublicHealthOnCall on YouTube Here's our RSS feed Note: These podcasts are a conversation between the participants, and do not represent the position of Johns Hopkins University.

In Today's Episode: Host: Brandon Elliott,  https://zez.am/brandonelliottinvestments Guest: with Mark Khuri ⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯ Resourceful Links:  How To Get Up To $500,000 Every 6 Months At 0%: https://www.creditcounselelite.com/ Get Your Most Accurate Credit Report:https://myfreescorenow.com/enroll/?AID=COUNSELELITELLC&PID=18983 Best Credit Cards: https://milevalue.com/best-credit-cards/?aff=cce Free Credit Education Resources: https://creditcounselelite.com/articles Guide to Taking Massive Action: https://amzn.to/2IZMN8Z LEARN MORE CLICK HERE: https://www.creditcounselelite.com/fb-start-here ⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯ Meet Your Host, Brandon:  Brandon Elliott went from being off track finding himself on house arrest and burning 40% of his body to getting on track reaching $8.5 million in Assets and being acknowledged part of the "Top 100 Yahoo Finance" by using Credit Cards to buy small multi-family and scaling his businesses using the exact strategies taught in Credit Counsel Elite (CCE). CCE teaches business owners how to get up to $500,000 every 6 months at 0%. By being a member with CCE, you get to learn how to Travel Hack, get access to the 800 FICO Score Club in 30 days or less, fix credit quickly, receive $5K-15K+ of free sign up bonuses, buy Real Estate with Credit Cards, deep dive into Business Credit and Personal credit. To learn more visit: https://www.creditcounselelite.com/ ⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯ Connect with Brandon Elliott:  Facebook: https://www.facebook.com/brandonelliottinvestor YouTube: https://www.youtube.com/@BrandonElliottInvestments Instagram: https://www.instagram.com/brandonelliottinvestments LinkedIn: https://www.linkedin.com/in/brandon-elliott-6b1643148

🧭 REBEL Rundown Click here for Direct Download of the Podcast. 💨 What Is Nitrous Oxide? Nitrous Oxide (N2O) is a colorless, odorless inhaled anesthetic that has been used for centuries, particularly in the surgical world. Mechanistically, it can induce euphoria, anxiolysis, and intoxication via NMDA receptor antagonism.During the late twentieth century, nitrous oxide was increasingly used recreationally due its accessibility and perceived benign nature.The modern day slang term for nitrous oxide is “whippets” – which tends to refer to the canisters that contain this agent and are frequently used as whipped cream foaming agents.Despite the legal nature and benign perception of nitrous, frequent use can lead to lasting and permanent neurologic effects. 🧠 How Nitrous Oxide Causes Toxicity Nitrous oxide toxicity results from its ability to oxidize the cobalt moiety in Vitamin-B12, thus leading to a functional B12 deficiency, despite adequate consumption and absorption.1Functioning B12 is needed as a cofactor for methionine synthase.2 This enzyme has two critical roles:The conversion of 5-methyl tetrahydrofolate to tetrahydrofolate; tetrahydrofolate is essential for the synthesis of our DNA.And the conversion of homocysteine to methionine; methionine is needed to maintain the integrity of the myelin sheath of our axons.As a result, nitrous toxicity leads to: a megaloblastic anemia and demyelination of both the dorsal columns and the lateral corticospinal tracts (also known as subacute combined degeneration). 🚶‍️ Clinical Manifestations of Nitrous Oxide Toxicity These patients will have a combination of both upper and lower motor neuron symptoms due to demyelination of the dorsal columns, lateral corticospinal tracts, and peripheral nerves. As a result, the following may manifest:Dorsal Columns: diminished sense of proprioception, vibration, and fine touch.Lateral Corticospinal Tracts: upgoing plantars, hyperreflexia, weakness of voluntary distal muscle controlPeripheral Nerves: numbness/tingling and weakness in a glove and stocking pattern (symptoms that start initially in the feet and hands that progressively spread proximally to the ankles and wrists)Taking all of this into account, patients may present with difficulty ambulating, positive Romberg sign, dysmetria (difficulty with finger to nose or heel to shin), upgoing Babinski reflex, and decreased strength and sensation in a glove and stocking pattern. 🔍 How to Diagnose Nitrous Oxide Neurotoxicity History is key! As with a lot of pathologies in toxicology, identifying the exposure will expedite management.A thorough neurologic exam will narrow the differential – with a particular focus to fine, peripheral motor and sensory deficits, dysmetria, proprioception, and ability to ambulate.Magnetic resonance imaging of the spine may identify enhancement and/or edema of the dorsal columns, specifically on T2 weight axial imaging – sometimes referred to as the “inverted V” or “inverted rabbit ears appearance.”3Serum B12 concentrations may be normal as the issue is with a functional deficiency as opposed to a vitamin absence. However, patients have elevated concentrations of both homocysteine and methylmalonic acid, both of which are metabolized in the presence of functional B12. 💉 Management of Nitrous Oxide Toxicity First and foremost, cessation of nitrous oxide abuse is crucial to limit/prevent toxicity.While there is no universally agreed upon treatment regimen, supplementation with intramuscular B12 is recommended.Approaches vary from daily or every other day injections until symptoms improve at which point injections can be spaced out to weekly and then monthly.Physical and occupational therapy may be needed depending on the degree of functional debility.It is important to note, that depending of the severity and chronicity of toxicity, some proportion of patients may not fully return to their baseline. 📌 Take-Home Points Though legal and seemingly benign, nitrous oxide abuse can lead to permanent neurologic dysfunction.Nitrous oxide toxicity can affect the dorsal columns, lateral corticospinal tracts, and peripheral nerves.Thus leading to a constellation of both upper and lower motor neuron deficits, particular in a glove and stocking pattern: deficits in proprioception and fine motor skills, positive Romberg, upgoing Babinski, peripheral numbness, tingling, and weakness.Magnetic resonance imaging may identify symmetric high signal intensity in the dorsal columns.Treatment includes B12 supplementation and physical/occupational therapy as needed. 📚 References Long H. Chapter 81. Inhalants. In: Nelson LS, et al. Goldfrank’s Toxicologic Emergencies. 11th ed. New York: McGraw-Hill; 2019Shah K, Murphy C. Nitrous Oxide Toxicity: Case Files of the Carolinas Medical Center Medical Toxicology Fellowship. J Med Toxicol. 2019 Oct;15(4):299-303. doi: 10.1007/s13181-019-00726-x. Epub 2019 Aug 6. PMID: 31388940; PMCID: PMC6825085.Schmitz ZP, Hoffman RS. Magnetic resonance imaging in a patient with nitrous oxide-induced subacute combined degeneration of the spinal cord. Clin Toxicol (Phila). 2023 Nov;61(11):1006-1008. doi: 10.1080/15563650.2023.2286205. Epub 2023 Dec 19. PMID: 38060330. Post Peer Reviewed By: Marco Propersi, DO (Twitter/X: @Marco_propersi), and Mark Ramzy, DO (X: @MRamzyDO) 👤 Associate Editor Anand Swaminathan MD, MPH All Things REBEL EM Meet The Team 🔎 Your Deep-Dive Starts Here REBEL Core Cast – Pediatric Respiratory Emergencies: Beyond Viral Season Welcome to the Rebel Core Content Blog, where we delve ... Pediatrics Read More REBEL Core Cast 143.0–Ventilators Part 3: Oxygenation & Ventilation — Mastering the Balance on the Ventilator When you take the airway, you take the wheel and ... Thoracic and Respiratory Read More REBEL Core Cast 142.0–Ventilators Part 2: Simplifying Mechanical Ventilation – Most Common Ventilator Modes Mechanical ventilation can feel overwhelming, especially when faced with a ... Thoracic and Respiratory Read More REBEL Core Cast 141.0–Ventilators Part 1: Simplifying Mechanical Ventilation — Types of Breathes For many medical residents, the ICU can feel like stepping ... Thoracic and Respiratory Read More REBEL Core Cast 140.0: The Power and Limitations of Intraosseous Lines in Emergency Medicine The sicker the patient, the more likely an IO line ... Procedures and Skills Read More REBEL Core Cast 139.0: Pneumothorax Decompression On this episode of the Rebel Core Cast, Swami takes ... Procedures and Skills Read More Showing Slide 1 of 7 The post REBEL Core Cast—Nitrous Oxide Toxicity: Whippets and Neurologic Injury appeared first on REBEL EM - Emergency Medicine Blog.

Sweating is one of your horse's most important cooling mechanisms, so what happens when it doesn't work properly? In this episode of Horse HealthCast, we explore how horses regulate body temperature, the warning signs of heat stress, and what owners should know about anhidrosis, heaves, and more. From management strategies and cooling techniques to hydration and supportive nutrition, learn how to help your horse stay comfortable and healthy through the hottest months of the year.Key Learnings to Listen for: Sweating is a specialized adaptation unique to humans and horses among mammals.Evaporative cooling efficiency hinges on environmental humidity, not just temperature.Anhidrosis severely impacts a horse's ability to regulate body temperature.Management strategies for anhidrosis focus on keeping horses cool and comfortable.Links to products and articles mentioned in this episode: Gallagher's Water Electrolytes Equiwinner Patches Anhidrosis Article Too Hot to Ride Article

Today's episode continues the saga from last week's episode (“Are Accurate Estimates Important?”). Dr. Kuba continues to unpack details about a disgruntled parent in her practice that ended up with an unexpected bill of $1,700. Today, they discuss more oversights from the team including coordination of benefit issues (involving primary and secondary insurance), miscommunication to the parent when insurance failed to pay, and failing to advocate for the parent to pursue better reimbursement from insurance. Alongside the inaccurate estimate, these missteps have Dr. Kuba and Bethany evaluating what to do with this parent and with the team. They conclude the episode with a detailed account of how they responded to the parent's disgruntled email. Deep and meaningful tips are included in this episode PLUS so much more in the June bonus episode.

Featuring perspectives from Dr Eileen M O'Reilly and Dr Philip A Philip, including the following topics: Introduction (0:00) Optimal Incorporation of Chemotherapy into the Management of Advanced Pancreatic Cancer — Dr Philip (7:27) Other Available and Emerging Novel Approaches for Pancreatic Cancer — Dr O'Reilly (28:05) CME information and select publications

Featuring perspectives from Dr Manali Kamdar, Dr Krish Patel and Dr Gilles Salles, including the following topics: Introduction (0:00) Antibody-Drug Conjugates and Other Novel Strategies for the Management of Diffuse Large B-Cell Lymphoma (DLBCL) — Prof Salles (7:05) Current and Future Role of Monoclonal and Bispecific Antibodies in the Management of DLBCL — Dr Patel (26:21) Chimeric Antigen Receptor (CAR) T-Cell Therapy for DLBCL — Dr Kamdar (43:12) CAR T-Cell Therapy for Follicular Lymphoma (FL) — Prof Salles (1:08:33) Other Approved and Emerging Novel Therapies for FL — Dr Patel (1:24:44) Integrating Bispecific Antibodies into the Management of FL — Dr Kamdar (1:41:34) CME information and select publications

Interview with Kyle Floyd, CEO of Vox Royalty Corp.Our previous interview: https://www.cruxinvestor.com/posts/from-one-asset-to-eight-how-vox-royalty-tsxvoxr-is-building-a-cash-generating-royalty-powerhouse-7187Recording date: 10th June 2026Vox Royalty Corp reported a record-setting first quarter in 2026, underscoring a period of accelerating growth driven by both strategic acquisitions and a strong gold price environment. The company generated $16 million in royalty receipts, alongside record operating cash flow and earnings per share exceeding $0.30. Management attributed this performance largely to a $60 million portfolio acquisition completed in September 2025, which added high-quality royalty assets that have since benefited from operational improvements and rising commodity prices.Building on this momentum, Vox introduced its first long-term financial outlook, projecting annual royalty receipts of approximately $66 million by 2030—nearly double its current guidance range of $32–$37 million. Notably, this forecast is based բացառively on existing assets, excluding potential upside from future acquisitions or the resolution of ongoing litigation related to the Red Hill royalty.A central element of Vox's investment case is its perceived valuation gap. The company currently trades at roughly $300 per gold equivalent ounce (GEO), significantly below peers such as Triple Flag and Franco-Nevada, which trade closer to $1,200 and $1,800 per GEO, respectively. Management argues this discount is difficult to justify given Vox's reported 28% return on invested capital and growing production base.Financially, the company remains well positioned, with no debt, available credit of up to $75 million, and a disciplined acquisition strategy focused on under-the-radar, pre-production royalties. Near-term catalysts include potential mine life extensions, ongoing drilling activity across its portfolio, and the possible unlocking of the Los Filos stream—acquired for a nominal cost but potentially worth up to $50 million.Overall, Vox Royalty presents a growth profile anchored in existing assets, with management emphasizing both operational execution and valuation re-rating potential.View Vox Royalty's company profile: https://www.cruxinvestor.com/companies/vox-royaltySign up for Crux Investor: https://cruxinvestor.com

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.

Cattle Market Update Weed Control After Wheat Harvest Faces in Agriculture: Chelsea Good   00:01:05 – Cattle Market Update: The show kicks off with Oklahoma State University livestock economist Derrell Peel as he chats about the cattle market and continued impacting factors.  derrell.peel@okstate.edu    00:12:05 – Weed Control After Wheat Harvest: K-State's Sarah Ganske and Jeanne Falk Jones keep today's show rolling as they discuss reminders for controlling weeds after wheat harvest and is crucial to take into consideration. Controlling Weeds After Wheat Harvest eUpdate.agronomy.ksu.edu Chemical Weed Control Guide   00:23:05  – Faces in Agriculture: Chelsea Good: Chelsea Good from Johnson County ends the show explaining her involvement in agriculture and what she is excited for in the dairy industry for this segment of Faces in Agriculture.      Send comments, questions or requests for copies of past programs to ksrenews@ksu.edu.   Agriculture Today is a daily program featuring Kansas State University agricultural specialists and other experts examining ag issues facing Kansas and the nation. It is hosted by Shelby Varner and distributed to radio stations throughout Kansas and as a daily podcast.   K‑State Extension is a short name for the Kansas State University Cooperative Extension Service, a program designed to generate and distribute useful knowledge for the well‑being of Kansans. Supported by county, state, federal and private funds, the program has county Extension offices statewide. Its headquarters is on the K‑State campus in Manhattan. For more information, visit Extension.ksu.edu. K-State Extension is an equal opportunity provider and employer.

Send us Fan MailIf you've never had a smoking tenant, consider yourself lucky — and unprepared. A smoking policy for landlords isn't just a nice-to-have anymore. It's the industry standard. But if your lease only says "no cigarettes," you may have more gaps than you realize. Vaping, e-cigarettes, cigars, and cannabis all need to be spelled out — and most older leases don't cover them.Here's what often gets overlooked: the stakes are completely different depending on what kind of property you own. A single-family home carries primarily financial and fire-related risk. But in a duplex or multi-unit building, secondhand smoke travels through shared walls, vents, and HVAC systems — and a non-smoking tenant who's being exposed may have grounds to claim a breach of the implied warranty of habitability. The bigger the building, the higher the legal liability.In this episode, Kevin and I cover why smoke-free is now the industry standard, what your no-smoking clause actually needs to say, how enforcement works when a tenant violates it, and a real story from our Sacramento six-plex during COVID that made the cost of a weak smoking policy very, very clear.Nothing on this podcast is legal advice. Please consult a real estate attorney in your state before finalizing any lease language.Links & References Mentioned in This EpisodeEpisode 128  AI Is Your New Business Partner American Nonsmokers' Rights Foundation ChangeLab Solutions (Smoke-Free Housing Resources)EZ Landlord Forms State Specific Leases for LandlordsConnect with Us: 

Donald Trump says he alone can fix Washington — but is one unelected official actually running the show? Chris and Jarv are joined by journalist Andy Kroll to discuss the rise of Russell Vought, the budget chief using the Office of Management and Budget to quietly expand Trump's power from inside the White House. Back us on Patreon – we need your help to keep going. Get ad free episodes, extra bits and merch: https://www.patreon.com/c/americanfriction We're now on Youtube: https://www.youtube.com/@AmericanFrictionPod Follow us on social media:  BlueSky: https://bsky.app/profile/americanfric.bsky.social Instagram  TikTok Written and presented by Chris Jones, Nikki McCann Ramirez and Jacob Jarvis. Producer: Jake Preston. Group Editor: Andrew Harrison. Managing Editor: Jacob Jarvis Executive producer: Martin Bojtos. Artwork by James Parrett. Music: Orange Factory Music. AMERICAN FRICTION is a Podmasters Production.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

Le Carnet de Maxime Blot "Devenir un Artisan Hôtelier" pour 39€ seulement !Fruit de plusieurs années d'expérience sur le terrain, ce carnet signé Maxime Blot, Meilleur Ouvrier de France, offre un regard affûté sur les enjeux actuels du service hôtelier.1️⃣ Présentation de l'invitée :Ariane Guevara a choisi le côté de la distribution hôtelière et en a fait son parcours professionnel. Jusqu'à intégrer une fintech nouvelle génération !Ariane est une professionnelle accomplie dans le domaine de la distribution hôtelière. Diplômée de l'école hôtelière de Lausanne avec une spécialisation en marketing, elle a commencé sa carrière en sales pour une bed bank en France. Elle a ensuite rejoint Hotel Beds, où elle a joué un rôle crucial dans l'unification des équipes après une fusion majeure. Aujourd'hui, elle travaille pour Hopper, une entreprise qui se positionne comme un challenger sur le marché des OTA (Online Travel Agencies), avec une approche centrée sur l'innovation technologique et la finTech.Quelles sont les tendances actuelles et futures de la distribution hôtelière ?Quelle est la part croissante des canaux digitaux et des technologies émergentes comme l'intelligence artificielle ?Comment Hopper utilise des algorithmes de machine learning pour offrir des solutions innovantes, telles que la flexibilité des annulations et le gel des tarifs ?Comment améliorer l'expérience utilisateur, mais également une valeur ajoutée aux partenaires hôteliers ?Quels sont tes conseils pour les hôteliers qui cherchent à naviguer dans ce paysage en constante évolution ?Toutes les réponses dans notre échange !2️⃣ Notes et références :▶️ Toutes les notes et références de l'épisode sont à retrouver ici.Cet épisode est produit en partenariat avec Hopper. Un grand merci aux équipes pour leur collaboration et leur professionnalisme.3️⃣ Le partenaire de l'épisode :HotelPartner Revenue ManagementPrendre un rendez-vous avec MarjolaineDites que vous venez d'Hospitality Insiders et Marjolaine se déplace gratuitement dans votre établissement pour effectuer un diagnostic !4️⃣ Chapitrage : 00:00:00 - Introduction00:01:05 - Parcours professionnel d'Ariane Guevara00:05:26 - Présentation de la Fintech Hopper00:07:31 - Habitudes de consommation de la Génération Z00:11:30 - Flexibilité des réservations00:16:10 - Positionnement de Hopper en Europe00:21:30 - Stratégie d'acquisition clients00:29:10 - Conseils pour la distribution hôtelière en France00:35:00 - Questions signaturesSi cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLe E-Carnet "Devenir un Artisan Hôtelier" pour celles et ceux qui souhaitent faire de l'accueil un véritable artLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Warum und Wieso Mehr Leistung, Motivation, Elan und Glück – in der Arbeit und im Leben. Darum geht es in meinem Podcast. Für Führungskräfte und alle, die irgendwie in Verantwortung sind. Thema dieser Folge: Zuversicht als Führungskraft verstehen, verstärken und verbreiten Überall Umbruch, Unmut, Ungewissheit. Krach, Krise, Konflikt. Rekordzahl an Unternehmenspleiten, Konjunkturprognosen im freien Fall, geopolitische Dauerkrise. Und mittendrin die Frage: Woher nimmst du eigentlich noch Zuversicht? Hallo bei „Positiv Führen"! In dieser Solo-Episode dreht sich alles um ein Thema, das gerade in Keynotes, Teamworkshops und Einzelcoachings immer wieder auftaucht: Zuversicht Was bedeutet sie wirklich – und was nicht? Wie unterscheidet sie sich von Hoffnung und Optimismus? Warum ist sie gerade jetzt so wichtig, für dich selbst, dein Team und deine Organisation? Und: Was sagt die Forschung dazu? Ich habe dafür auch einen neuen Audiokurs bei LinkedIn Learning aufgenommen – diese Folge gibt einen ersten Einblick, ergänzt um ein paar exklusive Add-Ons. Außerdem kommen Stimmen zu Wort, die zeigen, wie unterschiedlich Menschen Zuversicht erleben und beschreiben: ein Optiker, eine Kinderkrankenschwester, ein Pfarrer und Nachhilfelehrer, eine Schülerin – und ein Schüler. *„Das Gute sehen – ohne das Schlechte zu übersehen. Das real Mögliche anstreben – ohne sich mit dem Unmöglichen zu verheben." * Teil 1 dieser Episode – wie immer nachzuhören auf positiv-fuehren.com/spfy – hat das Was und Wozu von Zuversicht beleuchtet. Diese Folge widmet sich dem Wie – pragmatisch, evidenzbasiert und direkt anwendbar: Wie du Zuversicht konkret verstärken und verbreiten kannst – mit Do's und Don'ts für Führungskräfte.

“Success really should be improving your life, not just consuming it.”  Nancy Youssef Top Five Tips For Moving From Fear to Purpose and Building a Life you Actually Want 1. Commit before you feel ready2. Money is emotional before it's mathematical. 3. Let go of control to become a better leader4. Purpose isn't something you find- Its something you keep choosing5. Build a business that gives you freedom, not just success. TIME STAMP SUMMARY01:37  Readiness is achieved through action and experience. 06:40 Knowing your numbers and understanding trigger points.14:50  Purpose can change based on life circumstances and challenges.20:10  Make changes to achieve the freedom they desire, even if it means taking risks. Where to find Nancy?Website                       https://www.nancyyoussef.com.au/LinkedIn                      https://www.linkedin.com/in/nyoussef/ Nancy Youssef Bio Nancy Youssef is an award-winning business mentor, Certified Speaking Professional and author of Fear Money Purpose and Success Beyond Fear.She founded Classic Finance in 2003 and Classic Mentoring and Coaching in 2012, originally to give back to startups in the finance industry. That work has since evolved into mentoring more than 300 entrepreneurs and SME owners across many industries in Australia and beyond. She sold Classic Finance in 2019 and has been fully dedicated to mentoring and speaking ever since.Nancy is a Director on the PSA Board and a graduate of the Australian Institute of Company Directors. A lifelong student of leadership, she has invested in her entrepreneurial journey through Richard Branson's Necker Island and pursued development through UCLA Anderson School of Management, Bond University and the Mind Academy where she holds certifications in NLP, Life Coaching, Hypnotherapy and Sustainable Dynamics.Nancy has also raised hundreds of thousands of dollars supporting charitable initiatives across Africa, the Middle East and beyond. For her, purpose-led business and giving back have always been the same pursuit.She is known for her grounded, candid style and one question guides everything she does: does this give you more freedom or less?

【欢迎订阅】 每天早上5:30，准时更新。 【阅读原文】 标题：Nvidia chief Jensen Huang to join board at prestigious Beijing universityChipmaker boss's move to join Tim Cook-chaired board underlines push to maintain ties with China正文：Jensen Huang has agreed to join the advisory board of a prestigious Chinese university that counts Apple's Tim Cook as chair, as the Nvidia chief pushes to maintain ties with Beijing. Huang, who accompanied US President Donald Trump on his recent visit to China, has accepted an invitation from Tsinghua University's School of Economics and Management to join its advisory board, according to two people with knowledge of the matter. The appointment has not yet been formally announced by either Nvidia or the university. Huang was one of several tech luminaries who joined Trump on the trip for diplomatic talks.知识点：advisory /ədˈvaɪzəri/（形容词）本义为“咨询的、提供建议的”，外刊机构与治理语境核心义为顾问的、咨询的（特指为机构、组织提供专业建议和战略指导的，是描述各类顾问委员会、咨询机构的标准形容词）核心搭配：advisory board、advisory committee、advisory council、advisory role、advisory panel・The government established an advisory board to provide expert advice on climate change policies. 政府成立了一个顾问委员会，为气候变化政策提供专业建议。・Jensen Huang has agreed to join the advisory board of Tsinghua University's School of Economics and Management. 黄仁勋已同意加入清华大学经济管理学院的顾问委员会。获取外刊的完整原文以及精讲笔记，请关注微信公众号「早安英文」，回复“外刊”即可。更多有意思的英语干货等着你！ 【节目介绍】 《早安英文-每日外刊精读》，带你精读最新外刊，了解国际最热事件：分析语法结构，拆解长难句，最接地气的翻译，还有重点词汇讲解。 所有选题均来自于《经济学人》《纽约时报》《华尔街日报》《华盛顿邮报》《大西洋月刊》《科学杂志》《国家地理》等国际一线外刊。 【适合谁听】 1、关注时事热点新闻，想要学习最新最潮流英文表达的英文学习者 2、任何想通过地道英文提高听、说、读、写能力的英文学习者 3、想快速掌握表达，有出国学习和旅游计划的英语爱好者 4、参加各类英语考试的应试者（如大学英语四六级、托福雅思、考研等） 【你将获得】 1、超过1000篇外刊精读课程，拓展丰富语言表达和文化背景 2、逐词、逐句精确讲解，系统掌握英语词汇、听力、阅读和语法 3、每期内附学习笔记，包含全文注释、长难句解析、疑难语法点等，帮助扫除阅读障碍。

ReSanté-vous est une entreprise solidaire d'utilité sociale créée il y a 19 ans par Guy Le Charpentier et Nicolas Roumagne, alors étudiants en master ingénierie de la rééducation.L'activité a démarré en 2007 avec une première équipe mobile de prévention spécialisée dans les interventions non médicamenteuses (INM) auprès de personnes âgées en unités protégées Alzheimer. L'équipe est pluridisciplinaire et comprend des psychomotriciens, ergothérapeutes, psychologues et art-thérapeutes.L'entreprise emploie aujourd'hui 50 salariés répartis sur 8 équipes mobiles de prévention départementale en région Nouvelle-Aquitaine.Ensemble, nous revenons sur l'évolution des EHPAD au cours des deux dernières décennies : l'arrivée des interventions non médicamenteuses, le développement des unités spécialisées Alzheimer, la transformation numérique des établissements, mais aussi les difficultés croissantes de recrutement et l'augmentation de la dépendance des résidents.Guy nous explique l'origine du projet : Les Éclaireurs du Tour, une initiative née presque par hasard lors d'une séance avec une résidente de 100 ans devant le Tour de France.Ce qui était au départ une simple activité physique est devenu un véritable mouvement national réunissant aujourd'hui des centaines d'établissements autour d'un objectif commun : lutter contre l'isolement des personnes âgées grâce au vélo, au lien social et à l'engagement citoyen.Nous parlons également du projet ActiDuo, qui transforme les aides à domicile en véritables acteurs de prévention grâce à des séances d'activité physique réalisées en duo avec les bénéficiaires. Une démarche dont les résultats montrent un impact important non seulement sur la santé, mais aussi sur la qualité de la relation entre les professionnels et les personnes accompagnées.L'épisode aborde aussi le nouveau projet Tous au Stade, développé avec le monde du rugby, qui vise à reconnecter les personnes âgées à la vie sociale de leur territoire en facilitant leur participation à des événements sportifs locaux.La conviction : plutôt que de se concentrer uniquement sur les fragilités liées au vieillissement, nous devons apprendre à regarder les capacités, les envies et les ressources des personnes âgées.L'innovation dans le médico-social ne repose pas toujours sur la technologie. Elle peut aussi naître d'une idée simple, d'un vélo, d'un club sportif ou d'une rencontre, dès lors qu'elle permet de recréer du lien et de redonner une place aux aînés dans la société.Vous pouvez contacter Guy via LinkedinVous retrouverez toutes les infos pour candidater aux projets sur le site : https://www.resantevous.fr/Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Dr. Jim Dubovsky, U.S. Fish and Wildlife Service central flyway representative, rejoins the DU Podcast to provide nostalgic reflection as he share insights on the role of sex-specific duck regulations, how they were formulated under the point system, and what determined if a bird was worth 10, 15, or 35 points. Despite being conceptually sound, the point system was withdrawn in 1994, largely due to challenges with the practicality of its implementation and enforcement.Listen now: www.ducks.org/DUPodcastSend feedback: DUPodcast@ducks.orgSPONSORS:Purina Pro Plan: The official performance dog food of Ducks UnlimitedWhether you're a seasoned hunter or just getting started, this episode is packed with valuable insights into the world of waterfowl hunting and conservation.Bird Dog Whiskey and Cocktails:Whether you're winding down with your best friend, or celebrating with your favorite crew, Bird Dog brings award-winning flavor to every moment. Enjoy responsibly.

Featuring perspectives from Dr Thomas E Hutson, Dr Erik A Singer and Dr Ulka Vaishampayan, moderated by Dr Hutson, including the following topics: Introduction (0:00) Current Indications for Adjuvant Immune Checkpoint Inhibitor Therapy in the Management of Renal Cell Carcinoma (RCC) — Dr Singer (2:32) Potential Role of Hypoxia-Inducible Factor-2 Alpha Inhibitors as a Component of Adjuvant Treatment — Dr Hutson (30:53) Tolerability of Current and Emerging Adjuvant Approaches for RCC — Dr Vaishampayan (1:06:37) CME information and select publications

Technology is changing ranching—but only if it leads to better decisions. This week, Shane White of Ceres Tag discusses wearable livestock technology and how data on feed efficiency, fertility, and grazing behavior may reshape cattle management. Then Gabe Wight of HerdAdvisor joins us to tackle one of ranching's biggest challenges: getting records entered and using them to improve marketing, culling, breeding, and profitability. Two technologies. One goal: helping ranchers make better decisions. #WorkingRanchRadio #ranching #cattle #cowcalf #livestock #agtech #precisionlivestock #cattlemanagement #grazingmanagement #ranchmanagement #beefproduction #agriculture

Matt Faircloth talks to David Fields, CEO of AcquiOS, is a former Disney executive with a track record of orchestrating multi-billion-dollar acquisitions and a pioneering AI entrepreneur transforming real estate analysis. David shares the proprietary AI platform, AcquiOS, which automatically extracts data from documents, benchmarks assumptions against market intelligence, and scores deals based on your unique buy box. Whether you're evaluating multifamily, self-storage, or commercial assets, learn how this technology dynamically adapts to asset class complexity, enabling you to identify promising opportunities faster and with more confidence. David Fields Chief Executive Officer of AcquiOS Based in: Beverly Hills, California Where to find them: https://www.linkedin.com/in/davidrfields/ https://acquios.ai/ Book your free demo today at bill.com/bestever and get a $100 Amazon gift card. Visit https://malabarhillcapital.com/ for more info. Podcast production done by⁠ ⁠Outlier Audio⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

The March 2026 ACC/AHA Guideline on the Management of Dyslipidemia made a major pivot regarding Lipoprotein(a) by establishing a formal recommendation for universal screening in adults. This 2026 guideline, published in the Journal of the American College of Cardiology, issued a Class 1 recommendation stating that every adult should have their Lp(a) measured at least once in their lifetime. Because Lp(a) levels are genetically determined and remain highly stable throughout a person's life, a single lifetime check is sufficient for the vast majority of the population to establish their baseline risk. Well, that's great for Family medicine or internal medicine, but how does that affect us in women's health? Well, it's complicated: lipoprotein(a) has been associated with an increased risk of VTE and has also been associated, in some studies, with FGR, preeclampsia, and preterm birth! So, can these patients receive oral contraceptives? What about Perioperative and postop care? Do these patients require anticoagulation? What about pregnancy- is LDA recommended here? And lastly, what about TXA use in patients with HMB? This podcast topic comes from one of our podcast family members who is an OBGYN military personnel caring for our wonderful troops overseas. Listen in for details!16% OFF TONA ACTIVE WEAR PROMO: https://tonaactive.com/discount/CHAPANOSPINOBG1. Ezzat, D., Lopez, D. M., Claggett, B. L., Li, L., Mohammadnia, N., Schuermans, A., Hemeryck, J., Chang, A., Murillo, S., O'Donoghue, M. L., Bikdeli, B., Yu, Z., Natarajan, P., Patel, A. P., Pabon, M. A., & Honigberg, M. C. (2026). Lipoprotein(a) and incident venous thromboembolism in pre- and postmenopausal women, and in men. European Heart Journal, ehag252. https://doi.org/10.1093/eurheartj/ehag2522.ACC/AHA/AACVPR/ABC/ACPM/ADA/AGS/APhA/ASPC/NLA/PCNA Dyslipidemia Writing Committee. (2026). 2026 ACC/AHA/AACVPR/ABC/ACPM/ADA/AGS/APhA/ASPC/NLA/PCNA Guideline on the Management of Dyslipidemia. Circulation, 153, e1155–e1300. https://doi.org/10.1161/CIR.00000000000014233. CDC MEC 4. Prevention of Venous Thromboembolism in Gynecologic Surgery: ACOG Practice Bulletin, Number 232. Obstetrics and Gynecology. 2021. Committee on Practice Bulletins—Gynecology5. Sofi F, Marcucci R, Abbate R, Gensini GF, Prisco D.Lipoprotein(a) as a Risk Factor for Venous Thromboembolism: A Systematic Review and Meta-Analysis of the Literature.Seminars in Thrombosis and Hemostasis. 2017. Dentali F, Gessi V, Marcucci R, et al. Lipoprotein (A) and Venous Thromboembolism in Adults: The American Journal of Medicine. 2007.

RJ Scaringe is the founder and CEO of Rivian Automotive. Host Jeff Berman digs into how Scaringe thinks about competing with Tesla, the hard won lessons of building a company that makes both vehicles and software, and how the company is scaling to fuel the highly anticipated launch of its newest electric vehicle: The R2.This Masters of Scale Live event, sponsored by Atlassian, was recorded at Atlassian Team 2026 in Anaheim.Subscribe to the Masters of Scale weekly newsletter: https://mastersofscale.com/subscribeSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Hey besties!!! Little switch up on ya today, but we of course just want to give you the best content we can!! Today, Taylar does part 2, the final part of the case of Gretchen Anthony from March of 2020 who went missing from her home in Jupiter, FL after texting family members to inform them she had been sent to a COVID facility for treatment, only to never be seen or heard from again. This case is very topical and sensitive due to the tough conversations about Mental Health and Brain Trauma, so we ask that you come with an open mind and heart, knowing that our intentions behind opening these conversations are pure. So much love, gonna hit ya next week with Morgy-poos BIG CASE HEHEHEHEE LOVE YA BESTIES TTYL Get 20% off your first order of federally legal THC gummies, flower, edibles, and more at https://mood.com with code CACBESTIES. Ships discreetly to your door and backed by a 100-day satisfaction guarantee. Head to https://brodo.com/CACBESTIES for 20% off your first subscription order and use code CACBESTIES for an additional $10 off. ---------------------- Need to Call Susan (Angel Wings and Healing Things)? Text Ellen at 704-562-3476 to book!! Make sure to tell her we sent you for a Besties only Special discount!! If you have a Creepy Account of your own you would like to submit, you can go to our Reddit (CreepsandCrimes) or email it to us at CREEPSANDCRIMES.CA@GMAIL.COM Creeps and Crimes Merch: ⁠⁠https://creepsandcrimesmerch.com/⁠⁠ Join our OG Pick Me Cult (Patreon): ⁠⁠https://patreon.com/creepsandcrimes⁠⁠ SUBSCRIBE AND SUPPORT WHEREVER YOU GET YOUR PODCASTS: - Apple Podcast: ⁠⁠https://podcasts.apple.com/us/podcast/creeps-and-crimes/id1533194848⁠⁠ - Spotify: ⁠⁠https://open.spotify.com/show/0v2kntCCfdQOSeMNnGM2b6?si=bf5c137913dd4af7⁠⁠ - Youtube: ⁠⁠https://youtube.com/@creepsandcrimespodcast?si=e6Lwuw6qvsEPBHzG⁠⁠ Business Inquiries please contact Management: ⁠⁠maggie@MRHentertainment.com⁠⁠ FOLLOW US ON SOCIALS: Creeps and Crimes Podcast - Insta: ⁠⁠https://www.instagram.com/creepsandcrimespodcast/?hl=en⁠⁠ - Facebook: ⁠⁠https://www.facebook.com/creepsandcrimespodcast/⁠⁠ - TikTok: ⁠⁠https://www.tiktok.com/@creepsandcrimes⁠⁠ Taylar Jane (True Crime Host) - Insta: @Taylarj - TikTok (True Crime Channel): @TaylarJane98 - TikTok (Personal): @TaylarJane1 Morgan Harris (Paranormal & Conspiracy Host) - Insta: @morgg.m - Tiktok: @morgg.m Want More Info? Check out our Website: ⁠⁠www.creepsandcrimespodcast.com⁠⁠ Send Us Mail & Fan Art to our PO Box!!! CREEPS AND CRIMES PODCAST PO BOX 11523 KNOXVILLE, TENNESSEE 37939 Have a Creepy Account You'd like to share and be featured on the Podcast? Email it to: ⁠⁠CreepsAndCrimes.CA@gmail.com⁠⁠ Submit it through the Portal on our Website (Listed above) or Post in on our Reddit Thread with the tag "creepy account" Love our TBB episodes and want to get in on the Action or submit an AIMS? Head over to our Reddit Community: @creepsandcrimes Need to contact us or request sources? Email us at ⁠⁠creepsandcrimespodcast@gmail.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

Welcome to the latest Midlife Minute. Today, I'm taking a closer look at oral contraceptive use in perimenopause and menopause, exploring how oral contraceptives work, how they suppress or blunt perimenopausal and menopausal symptoms, alter hormone signaling and testing, what women may experience when they stop taking them, and why the gut microbiome is an essential part of the conversation. IN THIS EPISODE, YOU WILL LEARN: How oral contraceptives suppress certain key signaling hormones, making it difficult to assess women's menopausal status accurately What women may experience when transitioning off oral contraceptives How long-term oral contraceptive use can alter gut microbial function and inflammatory pathways The association between long-term oral contraceptive use and nutrient depletion Why the standard reproductive hormone markers used to assess menopause (especially FSH/LH) are unreliable while on the pill How the microbiome changes that occur as women age may compound the effects of previous oral contraceptive use Helpful dietary, microbiome, and lifestyle strategies to support women navigating the post-pill transition Connect with Cynthia Thurlow   Follow on X, Instagram & LinkedIn Check out Cynthia's website. Submit your questions to support@cynthiathurlow.com  Join other like-minded women in a supportive, nurturing community: The Midlife Pause/Cynthia Thurlow.  Purchase Cynthia's book, The Menopause Gut. Cynthia's Intermittent Fasting Transformation Book The Midlife Pause Supplement Line Resources:  Sitruk-Ware R, Nath A. Characteristics and metabolic effects of estrogen and progestins contained in oral contraceptive pills. Best Practice and Research: Clinical Endocrinology and Metabolism. 2013;27(1):13–24. doi:10.1016/j.beem.2012.09.004 Schaffir J, Worly BL, Gur TL. Combined hormonal contraception and its effects on mood: a critical review. European Journal of Contraception and Reproductive Health Care. 2016;21(5):347–355. doi:10.1080/13625187.2016.1217327 Panzer C, Wise S, Fantini G, Kang D, Munarriz R, Guay A, Goldstein I. Impact of oral contraceptives on sex hormone-binding globulin and androgen levels: a retrospective study in women with sexual dysfunction. Journal of Sexual Medicine. 2006;3(1):104–113. doi:10.1111/j.1743-6109.2005.00198.x Palmery M, Saraceno A, Vaiarelli A, Carlomagno G. Oral contraceptives and changes in nutritional requirements. European Review for Medical and Pharmacological Sciences. 2013;17(13):1804–1813. PMID:23852908 Khalili H, Higuchi LM, Ananthakrishnan AN, Richter JM, Feskanich D, Fuchs CS, Chan AT. Oral contraceptives, reproductive factors and risk of inflammatory bowel disease. Gut. 2013;62(8):1153–1159. doi:10.1136/gutjnl-2012-302362 Flores R, Shi J, Fuhrman B, Xu X, Veenstra TD, Gail MH, Gajer P, Ravel J, Goedert JJ. Fecal microbial determinants of fecal and systemic estrogens and estrogen metabolites: a cross-sectional study. Journal of Translational Medicine. 2012;10:253. doi:10.1186/1479-5876-10-253 Baker JM, Al-Nakkash L, Herbst-Kralovetz MM. Estrogen-gut microbiome axis: physiological and clinical implications. Maturitas. 2017;103:45–53. doi:10.1016/j.maturitas.2017.06.025 Hua X, Cao Y, Morgan DM, Miller K, Chin SM, Bellavance D, Khalili H. Longitudinal analysis of the impact of oral contraceptive use on the gut microbiome. Journal of Medical Microbiology. 2022;71(4):001512. doi:10.1099/jmm.0.001512 Mihajlovic J, Leutner M, Hausmann B, Kohl G, Schwarz J, et al. Combined hormonal contraceptives are associated with minor changes in composition and diversity in gut microbiota of healthy women. Environmental Microbiology. 2021;23(6):3037–3047. doi:10.1111/1462-2920.15461 Seelig MS. Increased magnesium need with use of combined oestrogen and calcium supplementation. Magnesium Research. 1990;3(3):197–215. PMID:2133742 Donders GGG, Bellen G, Mendling W. Management of recurrent vulvo-vaginal candidosis as a chronic illness. Gynecologic and Obstetric Investigation. 2010;70(4):306–321. doi:10.1159/000314022 Krog MC, Hugerth LW, Fransson E, et al. The healthy female microbiome across body sites: effect of hormonal contraceptives and the menstrual cycle. Human Reproduction. 2022;37(7):1525–1543. doi:10.1093/humrep/deac094

Robert Dow buys and sells raw land across Texas and Oklahoma — mostly sight unseen, almost entirely through direct mail. It's a lean operation built on a simple idea: take infrastructure you already have and point it at a new market. In this conversation, we get into his direct mail philosophy (why novelty beats clever copywriting, why your letter should be about the reader and not you), how he thinks about capital structure and tax efficiency, and his take on AI — that it's a powerful tool but not a durable moat. The edge still comes from domain expertise and knowing immediately which option is worth keeping. We also get into personal finance: a self-directed Roth IRA structure that's quietly been one of his best investments, and why most founders shouldn't be doing private deals. Guest: Robert Dow, founder of Remarkable Land Sponsor: [wayfront.com/tmba](wayfront.com/tmba) Thanks to this week's sponsor Wayfront — the AI-ready operating system for productized agencies. One client portal. One team dashboard. All your data, AI-accessible. TMBA listeners get an extra free month on top of the trial at wayfront.com/tmba. Links: Dan Kennedy — The Ultimate Sales Letter Seth Godin — Purple Cow Seth Godin — Linchpin Al Ries & Jack Trout — The 22 Immutable Laws of Marketing Al Ries — Focus John Ruhlin — Giftology Donald Miller — Building a StoryBrand Aaron Ross — Predictable Revenue Chris Voss — Never Split the Difference Robert Cialdini — Influence Alex Hormozi — $100M Offers Jack Carr — The Terminal List Andy Weir — Project Hail Mary Andy Weir — The Martian Cormac McCarthy — The Road Business Resources Upcoming DC Events