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Arts déco ou plutôt arts décoratifs : il y a 100 ans à Paris, une exposition annonçait l'avènement d'un nouvel art de vivre qui allait marquer aussi bien nos intérieurs que les monuments, les bâtiments et les objets du quotidien qui nous entourent. Entre béton et "style nouille", de l'Empire State Building à New York à la villa Le Lac à Cossonay, Histoire Vivante vous propose une plongée dans l'histoire de l'Art déco. Le 28 avril 1925, il y a plus de 100 ans, " l'Exposition internationale des arts décoratifs " ouvre ses portes à Paris. L'apothéose de ce qu'on appellera plus tard le mouvement Art déco, qui reste attaché à la France. Pendant sept mois, visiteurs français et étrangers, journalistes et chroniqueurs s'y pressent. Le monde sort à peine de la Première guerre mondiale et rêve de tourner la page. Avec Anne Monier Vanryb, conservatrice au Musée des Arts décoratifs de Paris, en charge des collections 1910-1960. Bénédicte Mayer, attachée de conservation à la Cité de l'architecture et du patrimoine à Paris. Jérémie Cerman, professeur d'histoire de l'art contemporain à l'Université d'Artois. Une série signée Catherine de Coppet, produite par Anaïs Kien et réalisée par Antonin Barre.
Entre les deux guerres mondiales, on parle souvent des Années folles. Une séquence de l'histoire au charme fou, avec sa fièvre de fête et de corps libérés, une fuite impatiente pour dépasser les douleurs de la guerre. Les artistes imaginent un art total, inventif et novateur, en un mot, moderne. On porte le regard vers l'avenir avec détermination et intensité : il faut reconstruire des régions entières dévastées par le conflit, sortir du traumatisme des pertes humaines et des privations, se projeter dans une société nouvelle qu'on espère radicalement différente. Avec Bénédicte Mayer, attachée de conservation à la Cité de l'architecture et du patrimoine à Paris. Jérémie Cerman, professeur d'histoire de l'art contemporain à l'Université d'Artois. Anne Monier Vanryb, conservatrice au Musée des Arts décoratifs de Paris, en charge des collections 1910-1960.
L'Art déco est-il un art colonial ? Ce mouvement artistique censé incarner la modernité de l'entre-deux-guerres n'aurait sans doute pas vu le jour sans l'empire colonial, si présent alors dans la société française. À l'Exposition des arts décoratifs de 1925 à Paris, les colonies sont bien présentes, d'une façon qui en dit long sur le regard métropolitain d'une part, et de l'exploitation de ces territoires conquis par la force d'autre part. Avec Manuel Charpy, chargé de recherche au CNRS, historien de la culture matérielle. Anne Monier Vanryb, conservatrice au Musée des Arts décoratifs de Paris, en charge des collections 1910-1960. Bénédicte Mayer, attachée de conservation à la Cité de l'architecture et du patrimoine à Paris.
Les productions d'artistes renommés de l'art déco sont, pour leur grande majorité, le fruit de commandes venant du haut de l'échelle sociale. L'Art déco n'est-il là que pour un public fortuné ? Cette question, qui ne se pose peut-être pas de la même façon pour la décoration intérieure que pour l'architecture ou encore le mobilier, fait encore débat chez les spécialistes d'histoire de l'art. Avec Manuel Charpy, chargé de recherche au CNRS, historien de la culture matérielle. Anne Monier Vanryb, conservatrice au Musée des Arts décoratifs de Paris, en charge des collections 1910-1960. Bénédicte Mayer, attachée de conservation à la Cité de l'architecture et du patrimoine à Paris. Jérémie Cerman, professeur d'histoire de l'art contemporain à l'Université d'Artois.
Si 1925 marque en quelque sorte l'apogée de l'art déco à la française, le milieu des années 1920 est le point de départ de son rayonnement mondial. Pensée pour montrer le meilleur de l'art et de l'artisanat français, accueillant de nombreux visiteurs étrangers, l'Exposition internationale des arts décoratifs de 1925 oeuvre comme une véritable ambassade, vis-à-vis du monde entier. Avec Anne Monier Vanryb, conservatrice au Musée des Arts décoratifs de Paris, en charge des collections 1910-1960. Bénédicte Mayer, attachée de conservation à la Cité de l'architecture et du patrimoine à Paris. Jérémie Cerman, professeur d'histoire de l'art contemporain à l'Université d'Artois.
Purdue basketball tipped off summer practices last week, and host Jordan Jones dives into the unofficial start of the 2026-27 season by analyzing Purdue's two most important players: Omer Mayer and Daniel Jacobsen. He looks at what's needed from both players to help Purdue achieve its goals. Plus, Purdue basketball's non-conference schedule is finalized, and why the Brendan Sorsby gambling ruling is so devastating for college athletics.If you enjoyed this week's episode, give us a five-star review and tell a friend! Give the show a follow on Twitter @BoilersBeyond and send me your feedback on this week's episode. Let me know your thoughts! You can also email the show at boilersandbeyondpod@gmail.com. New episodes are released weekly, so be sure to subscribe wherever you get your podcasts.
Dr. Ralph Ford, chancellor of Penn State Behrend, talks with Bibiana Mayer Steckel, a Fulbright Scholar from Brazil, about her work with the Virtual/Augmented Reality Lab, where she is studying the use of VR technology to connect with children who have autism. Originally recorded on April 30, 2026.
Fan Mail: Tell Wendy how you're saying yes to yourself!In this episode, Wendy sits down with Karen Mayer Cunningham, special education advocate and author of Epic IEP, a framework that transforms the complicated federal special education law into actionable steps. After years of doing 500 IEP meetings annually, Karen realized her greatest pain in motherhood had become her biggest calling: helping families navigate special education when the system feels impossibly complicated.They explore:What it means to advocate WITH schools, not against them, and why that partnership mattersWhy children with disabilities have capacity, but they need the right intervention and support to reach equityThe scope of need: why individual advocacy alone isn't enoughKaren's approach is fundamentally collaborative: she works alongside teachers, administrators, and families because she knows they're all navigating a system that's overwhelming for everyone. Her conviction is simple: when we start seeing each other as partners working toward the same goal, that's when children actually get what they need. Connect with Karen:Get her book, The Epic IEP: amazon.com/Epic-IEP-Educators-Advocates-Navigating/dp/1637635125?tag=syty-20SpecialEducationAcademy.comInstagram: instagram.com/specialeducationboss________________________________________________________________________________________Connect with Wendy:LinkedinInstagram: @wendy.harropFacebook: Phineas Wright HouseWebsite: Phineas Wright House PWH Farm StaysPWH Curated Experience and TravelInterested in being a guest on the show? Send your pitch to podcast@phineaswrighthouse.comPodcast Production By Shannon Warner of Resonant Collective Want to start your own podcast? Let's chat!If this episode resonated, follow Say YES to Yourself! and leave a 5-star review. It helps more women in midlife discover the tools, stories, and community that make saying YES not only possible, but powerful.
The crew listen back to the best Hill Notes of the day and one Hill-Noter has found one nice thing to say about the Red Sox. Wiggy says he wants the Red Sox to sell everyone, including Mayer.
Mayer, Ursula www.deutschlandfunk.de, Informationen am Abend
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Neuroscience is built on an assumption most scientists never examine: that the brain is the seat of consciousness, intelligence, and everything that makes us human. Sadhguru thinks that's like a child staring at a phone while a sunset unfolds right in front of them.In this episode of The Mind-Gut Conversation, Dr. Emeran Mayer sits down with Sadhguru — yogi, mystic, and founder of the Isha Foundation — for a conversation recorded at the Isha Foundation's retreat center in Tennessee. Sadhguru draws a sharp distinction between intellect — the data-gathering, pattern-finding capacity that AI now replicates — and intelligence, which he sees as something far more fundamental, distributed across all living systems from microbes to complex organisms. He argues that consciousness is not a product of the brain, but something far wider, and that our current scientific frameworks are designed for manipulation of the world rather than understanding of it.Topics discussed include:• Why the brain may be evolution's newest gadget, not its crowning achievement• Intelligence vs. intellect: what the distinction reveals• The phenomenal intelligence of microbes and living systems• Why AI leads to more certainty, not more understanding• Memory as a boundary and the concept of Samskara• What consciousness actually means when used preciselyDr. Mayer engages critically throughout, bringing a scientist's perspective and pushing back where he sees tension with evidence from his own decades of research. The result is a rare, unscripted exchange across very different worldviews — science, mysticism, and the gut microbiome all at the table.--------------------------------------------------------------------Connect with Dr. Mayer:Website: https://www.emeranmayer.comInstagram: https://www.instagram.com/emeranmayer/X (Twitter): https://www.x.com/emeranmayermdFacebook: https://www.facebook.com/EmeranMayerMD/LinkedIn: https://www.linkedin.com/in/emeranmayer/--------------------------------------------------------------------Chapters:0:00 – Introduction1:26 – Does the Brain Deserve Its Central Role?6:14 – Intelligence vs. Intellect10:49 – AI, Data, and the Limits of the Analytical Mind15:39 – What Is Consciousness, Really?22:25 – Memory, Samskara, and the Boundaries of Perception
Neuroscience is built on an assumption most scientists never examine: that the brain is the seat of consciousness, intelligence, and everything that makes us human. Sadhguru thinks that's like a child staring at a phone while a sunset unfolds right in front of them.In this episode of The Mind-Gut Conversation, Dr. Emeran Mayer sits down with Sadhguru — yogi, mystic, and founder of the Isha Foundation — for a conversation recorded at the Isha Foundation's retreat center in Tennessee. Sadhguru draws a sharp distinction between intellect — the data-gathering, pattern-finding capacity that AI now replicates — and intelligence, which he sees as something far more fundamental, distributed across all living systems from microbes to complex organisms. He argues that consciousness is not a product of the brain, but something far wider, and that our current scientific frameworks are designed for manipulation of the world rather than understanding of it.Topics discussed include:• Why the brain may be evolution's newest gadget, not its crowning achievement• Intelligence vs. intellect: what the distinction reveals• The phenomenal intelligence of microbes and living systems• Why AI leads to more certainty, not more understanding• Memory as a boundary and the concept of Samskara• What consciousness actually means when used preciselyDr. Mayer engages critically throughout, bringing a scientist's perspective and pushing back where he sees tension with evidence from his own decades of research. The result is a rare, unscripted exchange across very different worldviews — science, mysticism, and the gut microbiome all at the table.--------------------------------------------------------------------Connect with Dr. Mayer:Website: https://www.emeranmayer.comInstagram: https://www.instagram.com/emeranmayer/X (Twitter): https://www.x.com/emeranmayermdFacebook: https://www.facebook.com/EmeranMayerMD/LinkedIn: https://www.linkedin.com/in/emeranmayer/--------------------------------------------------------------------Chapters:0:00 – Introduction1:26 – Does the Brain Deserve Its Central Role?6:14 – Intelligence vs. Intellect10:49 – AI, Data, and the Limits of the Analytical Mind15:39 – What Is Consciousness, Really?22:25 – Memory, Samskara, and the Boundaries of Perception
Was passiert, wenn eine promovierte Biochemikerin irgendwann merkt, dass selbst ein sicherer Top-Job nicht automatisch zu dem Leben führt, das sie sich eigentlich vorgestellt hat? Sie hat alles richtig gemacht: promoviert, Karriere in der Wissenschaft, sicherer Job, gutes Gehalt. Und trotzdem hat es nicht gereicht. Nicht für Freiheit. Nicht für echte finanzielle Unabhängigkeit. Nicht für das Leben, das sie sich für sich und ihre Familie wirklich wünscht. In dieser Folge spricht Dr. Carmen Mayer darüber, warum genau dieses „sichere Leben“ für viele Menschen zur unsichtbaren Falle wird und warum selbst ein hoher Verdienst nichts daran ändert, wenn das Verständnis für Geld fehlt. „Ich habe verstanden: Nicht harte Arbeit macht reich. Sondern die Fähigkeit, Geld zu verstehen.“ Dieser Moment hat für sie alles verändert. Denn plötzlich ging es nicht mehr darum, mehr zu arbeiten, sondern komplett anders über Geld zu denken. Warum arbeiten so viele Menschen Jahrzehnte lang für ein Einkommen, ohne jemals wirklich Vermögen aufzubauen? Warum fühlt sich „gut verdienen“ oft trotzdem wie Stillstand an? Und warum schaffen es manche, aus genau diesem Muster auszubrechen, während andere genau dort bleiben? „Die meisten Menschen arbeiten für Geld. Reiche Menschen lassen Geld für sich arbeiten.“ Heute lebt Carmen genau diese Veränderung: Unternehmerin, Investorin und mit ihrer Familie zwischen München und Mallorca – ein Leben, das früher so nicht denkbar war. In dieser Folge geht es um Geld, Freiheit und die Denkfehler, die viele Menschen unbewusst im Hamsterrad halten – obwohl sie glauben, alles „richtig“ zu machen.
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Rupert Mayer is the founder of IPfolio, a vertical SaaS platform built for corporate intellectual property teams to manage patents, trademarks, renewals, and innovation workflows. Originally from Austria, Rupert stumbled into IP software while helping a patent law firm solve Y2K risks, then moved to Silicon Valley to build a modern cloud-based product on Salesforce for smaller in-house IP teams. IPfolio started as a lightweight alternative to legacy enterprise systems but gradually moved upmarket as customers like Dropbox, Square, GoPro, and Alphabet companies adopted the platform. Built largely on Salesforce with a lean team, the company grew steadily, signed six-figure enterprise contracts, and expanded to roughly 40 employees while serving increasingly complex global enterprises. After raising a small strategic investment to scale faster, IPfolio grew too quickly and burned through capital chasing larger enterprise deals that took longer to close. Rupert ultimately sold the company in 2019 to a strategic partner, stayed through multiple acquisitions, and helped position IPfolio as the flagship product inside a much larger global company. Today, he is building again—this time in climate tech. Key Takeaways Go All In - Growing software companies need full-time focus once you know the opportunity is real. Move Upmarket - Lightweight SaaS products often evolve into enterprise systems as big customers reshape the roadmap. Enterprise Leverage - Selling to innovative companies like Google accelerated product maturity and credibility faster than expected. Growth Trap - Hiring ahead of demand after rapid growth can create painful consequences when pipeline assumptions fail. Platform Advantage - Building on Salesforce dramatically reduced enterprise security, compliance, and infrastructure complexity. Quote from Rupert Mayer, Founder of IPfolio "I think the US innovation culture, especially in Silicon Valley, is very different from the business culture in Europe. I think it's just the willingness to take risks. When I started selling, I was basically now a solo entrepreneur. When I approached big companies to buy IP Folio, the early version, I did not have big names to go out with. I was a nobody. And so I walk into, what was it at the time already, a public company in Silicon Valley. I do my demo and everyone likes the product. And then they ask the dreaded question, well, how big is your company? We're two people plus a developer. And I thought that was it. This public company will never sell from, buy from this no name, more or less solo startup. And they said, wow, that's so cool. This is great. We'd love to buy from you because 15 years ago, this company was basically just three people in the garage and someone trusted them and bought their product." Links Rupert Mayer on LinkedIn IPfolio on LinkedIn IPfolio website Podcast Sponsor – LaunchBay LaunchBay helps B2B software companies automate client onboarding and implementation so customers activate faster and everyone stays aligned. If your onboarding includes data collection, setup steps, approvals, training, or any level of customization, LaunchBay replaces the messy mix of emails, spreadsheets, and meetings with a clear, all-in-one onboarding system. Teams use LaunchBay to onboard clients faster, stay on top of follow-ups automatically, and deliver a smoother experience, without hiring more people or adding more tools. Visit launchbay.com/practical and get 25% off your first 3 months on any LaunchBay plan. The Practical Founders Podcast Tune into the Practical Founders Podcast for weekly in-depth interviews with founders who have built valuable software companies without big funding. Subscribe to the Practical Founders Podcast using your favorite podcast app or view on our YouTube channel. Get the weekly Practical Founders newsletter and podcast updates at practicalfounders.com. Practical Founders CEO Peer Groups Be part of a committed and confidential group of practical founders creating valuable software companies without big VC funding. A Practical Founders Peer Group is a committed and confidential group of founders/CEOs who want to help you succeed on your terms. Each Practical Founders Peer Group is personally curated and moderated by Greg Head.
En el Museo Franz Mayer se encuentra una exposición llamada: Fútbol diseñando una pasión, una habla acerca de los mundiales de fútbol desde el punto de vista del diseño, la verdad muy interesante.
Heike Mayer ist Heilpraktikerin für Psychotherapie und IFS-Therapeutin und Ausbilderin. Wobei "IFS" für "Innere Familien Systeme" steht. (Wdh. vom 07.10.2025)
Mayer Weiss grew up completely Mexican — and today he's a Hasidic Jew living in the Orthodox Jewish world. In this emotional and wild Jewish and Joyful podcast interview, Mayer shares the unbelievable true story of how a Mexican teen searching for meaning found himself drawn to Orthodox Judaism, Shabbos, and a completely different way of life.From his mother being arrested by ICE… to secretly keeping Shabbos at home… This isn't just a story of religion. It's a raw conversation about identity, family, pain, truth, purpose, and searching for meaning.Reach Mayer at mayernweiss@gmail.comThank you to our sponsors:__________________________________►Twillory: The Best Shirts and Polos - Get ready for the summer.Visit:https://Twillory.com__________________________________►Ohr Olam: The Hebrew-English Mishnah BerurahGet a copy at your local Jewish bookstore. Online:https://zbermanbooks.com/catalogsearch/result/?q=ohr+olamFor more info and a free download:https://www.ohr-olam.org__________________________________►Sofer.ai: The AI platform to unlock your Torah! Transcribe shurim or classes in an incredible way.Visithttps://go.sofer.ai/Azzakvt__________________________________►Colel Chabad: Pushka AppDownload Colel Chabad's Pushka app and help support over 47,000 needy families in Israel! Download:https://pushkapp.cc/joyful__________________________________►Parsha InspirationGet powerful inspiration and an amazing story for your Shabbos table every week.Email:info@parshaknowlege.com Visit:https://parshaknowledge.com__________________________________Join our WhatsApp group:https://chat.whatsapp.com/BbfFPZDu1ldBlANISpy0Oj?mode=gi_tor message us at 646-397-2320 Subscribe to our podcast on all platforms:Youtube: Youtube.com/@JewishnjoyfulSpotify: https://open.spotify.com/show/3Tyl3avgGLiK4f6wFR7GohApple: https://podcasts.apple.com/us/podcast/jewish-and-joyful/id1586344571Torah Anytime: https://www.torahanytime.com/organizations/151Listen to the podcast by phone:USA: 605-562-3522Israel: 972-79-579-5099-Reach out:WhatsApp: 646-397-2320Email: jewishnjoyful@gmail.comHosted by Aryeh FingererThank you for listening and remember to stay Jewish n' Joyful :
In this episode, we are joined by Phil Mayer of KRON4 News in the San Francisco Bay Area. We discuss the following topics:
Zack Teachout and Austin Mayer are with Hovercraft, a creative design practice that builds brand experiences for clients like Nike, Coinbase, Taco Bell, and BetMGM. They explain what it takes to get people away from their screens and into the real world. They share how Hovercraft designs retail spaces, temporary activations, and immersive installations that blend physical environments with technology. The conversation covers standout projects including a robotic basketball experience for Coinbase at NBA All-Star, a golf tournament activation for Taco Bell and Bad Birdie, and an interactive LED basketball court built inside an abandoned Las Vegas nightclub for BetMGM. Teachout and Mayer also discuss how they measure success, why shorter timelines often produce their best work, and the principles behind creating experiences that draw people in and keep them engaged. James Cook is the Director of Retail Research in the Americas for JLL. Subscribe: Apple Podcasts | Spotify Listen: WhereWeBuy.show Email: jamesd.cook@jll.com YouTube: http://everythingweknow.show/ Read more retail research here: http://www.us.jll.com/retail Theme music is Run in the Night by The Good Lawdz, under Creative Commons license.
Two Teachers give advice to the class of 2026.
In Episode 84, our host Captain Ricky Wheeler talks with Martin Tollefsen of Simrad by Konsberg and Greg Mayer of the "Fishin' Frenzy" out of Oregon Inlet, NC. The topic of this podcast is all things Simrad Omni Sonar from the SY 50 to their new SY60. We also dive into what the new AI system from Viam does for Simrad Omni users. It's amazing how far technology has come and how this new AI for the Simrad Omni is making it easier for users to utilize this amazing tool. Martin dives into the finite details of the units, and Greg has a ton of first-hand user experience and input from his time using the SY50 on the water with a lot of success.To learn more about this amazing AI Sonar advancement CLICK HERETo reach Martin, you can email him at martin.tollefsen@simrad.com https://www.kongsberg.com/To reach out to Greg Mayer for a fishing trip on "Fishin' Frenzy" email him at greg@fishinfrenzy.comhttps://www.fishinfrenzy.com/If you would like our host, Ricky Wheeler, to help you sell your boat/yacht or help you with searching for and buying a boat/yacht, or booking a fishing charter you won't forget, please contact him at: https://www.saltwatereuphoria.com/contactSaltwater Euphoria Podcast Sponsors:+Saltwater Euphoria - https://www.saltwatereuphoria.com/+Billfish Gear - https://billfishgear.com/+Cape Maritime Consulting - https://www.capemaritimeconsulting.com/For online fishing courses, go to our website Courses.SaltwaterEuphoria.comFollow the following on Instagram:CaptainRickyWheeler: @CaptainRickyWheelerSaltwater Euphoria: @SaltwaterEuphoriaBillfish Gear: @billfishgearIf you like this podcast, please be sure to click that FOLLOW button and also spread the word by sharing this episode with your friends or whatever social channels you are on and/or leaving a great review. We appreciate your support.
SANDCAST: Beach Volleyball with Tri Bourne and Travis Mewhirter
Welcome back to SANDCAST: Beach Volleyball with Tri Bourne and Travis Mewhirter, and welcome back to our fourth semi-annual edition of SANDCASTING Your Brains Out with John Mayer and Billy Allen, the hosts of Coach Your Brains Out. Mayer is the head coach of the LMU Beach Volleyball team, while Allen is the assistant -- and AVCA Assistant Coach of the Year! -- at Stanford. We're recapping the NCAA Beach Volleyball season, where Mayer's Lions won another WCC title, making it seven in a row(!!), Allen's Cardinal made their first NCAA finals, and Mewhirter's FSU Seminoles had their second-best regular season ever, won a Big 12 Conference title, and made the NCAA semifinals, losing to Allen's Cardinal. We're chatting: Is there a "correct" way to do anything in beach volleyball, and sports? How do you prep for the post-season in beach volleyball? Injury prevention techniques And a whole lot more SHOOTS! We have a NEW BOOK! Pre-order your copy of Volleyball for Dummies today at Barnes and Noble! Want SANDCAST merch? We got you covered. Check it out here! Get 25 PERCENT off all Mikasa products with our code, SANDCAST and play with the ball. played with the best in the game. Head to Mikasa's website and get your bag of balls today! Get 10 PERCENT OFF VBTV using our discount code, SANDCAST10 Want to get better at beach volleyball? Use our discount code, SANDCAST, and get 10 percent off all Better at Beach products! If you want to receive our SANDCAST weekly newsletter, the Beach Volleyball Digest, which dishes all the biggest news in beach volleyball in one quick newsletter, click here and sign on up! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Most of us know overwork isn't good for us. But the research on just how damaging it can be, and how quietly the damage accumulates, is more sobering than most people realize.In this episode of The Mind–Gut Conversation, Dr. Emeran Mayer reflects on his own experience of sustained overwork throughout his career. We're talking 80-hour weeks, chronic sleep disruption, borderline hypertension, and eventually atrial fibrillation. He also digs into what the science says about why this pattern is so common and so easy to miss.Drawing on findings from the World Health Organization, the Cleveland Clinic, and Harvard Business Review, he explores the biological and behavioral mechanisms through which chronic overwork damages the body over time, identifies six key warning signs that your work-life balance is already off, and makes a practical case for reconnecting with physical signals that most of us have learned to override.Topics discussed include:Why working more than 54 hours a week is linked to measurable increases in stroke and heart disease riskWhat allostatic load is and how chronic stress accumulates invisiblySix red flags that signal your work-life balance is offDr. Mayer's personal experience with atrial fibrillation and what prompted a rethinkThe role of mindfulness, movement, and nature in nervous system recoveryWhy your body keeps the score, even when you're not paying attentionThis is a candid, evidence-based episode for anyone who has normalized pushing through exhaustion and wonders what it may be costing them.Connect with Dr. Mayer:Website: https://www.emeranmayer.comInstagram: https://www.instagram.com/emeranmayer/X: https://x.com/emeranmayermdFacebook: https://www.facebook.com/EmeranMayerMD/LinkedIn: https://www.linkedin.com/in/emeranmayer/Chapters:0:00 – Introduction0:35 – The Science of Overwork1:06 – Dr. Mayer's Personal Experience3:00 – Six Warning Signs4:55 – Reconnecting with Your Body
Most of us know overwork isn't good for us. But the research on just how damaging it can be, and how quietly the damage accumulates, is more sobering than most people realize.In this episode of The Mind–Gut Conversation, Dr. Emeran Mayer reflects on his own experience of sustained overwork throughout his career. We're talking 80-hour weeks, chronic sleep disruption, borderline hypertension, and eventually atrial fibrillation. He also digs into what the science says about why this pattern is so common and so easy to miss.Drawing on findings from the World Health Organization, the Cleveland Clinic, and Harvard Business Review, he explores the biological and behavioral mechanisms through which chronic overwork damages the body over time, identifies six key warning signs that your work-life balance is already off, and makes a practical case for reconnecting with physical signals that most of us have learned to override.Topics discussed include:Why working more than 54 hours a week is linked to measurable increases in stroke and heart disease riskWhat allostatic load is and how chronic stress accumulates invisiblySix red flags that signal your work-life balance is offDr. Mayer's personal experience with atrial fibrillation and what prompted a rethinkThe role of mindfulness, movement, and nature in nervous system recoveryWhy your body keeps the score, even when you're not paying attentionThis is a candid, evidence-based episode for anyone who has normalized pushing through exhaustion and wonders what it may be costing them.Connect with Dr. Mayer:Website: https://www.emeranmayer.comInstagram: https://www.instagram.com/emeranmayer/X: https://x.com/emeranmayermdFacebook: https://www.facebook.com/EmeranMayerMD/LinkedIn: https://www.linkedin.com/in/emeranmayer/Chapters:0:00 – Introduction0:35 – The Science of Overwork1:06 – Dr. Mayer's Personal Experience3:00 – Six Warning Signs4:55 – Reconnecting with Your Body
Episode 382: MANNY MARROQUIN “The Famed Mixing Engineer Who Crafted Classics for Kanye, John Mayer and Alicia Keys” The Road Podcast crew is in LA for the NAMM show and have a sit down with multi-Grammy Award-winning mixing engineer @MannyMarroquin whose career spans over two decades, defining the sonic landscape for artists like @KanyeWest, @AliciaKeys, and @JohnMayer. Manny joined the @ROADpodcast to break down the delicate balance between technical precision and emotional resonance in modern mixing. Starting with the core distinctions between engineers and producers, Manny explains his "emotion over technicality" philosophy (04:05) and the "Batman and Robin" approach to song structure (09:00). He provides an inside look at legendary sessions, discussing the ego free mindset required for 808s & Heartbreak (11:15), the "a-ha" moment of "Love Lockdown" (18:32), and the grueling 20-mix saga behind “Stronger." The conversation shifts to the synesthesia of sound, where Manny compares audio engineering to the brushstrokes of Renoir and Picasso (23:30), and explains his process of turning his chair away from the monitors to find objectivity. After diving into the mechanics of club records like "Let Me Love You" (35:50) and the future of music trends in 2026, he discusses the "less is more" choice for @JohnMayer's "Gravity" (55:55). The episode concludes with his venture into the culinary world with @Verse.LA (1:13:01) and a reflective look at his journey from Guatemala (1:26:01). Try Beatport for free: https://tinyurl.com/yc8da2pz Join DJcity for only $10: bit.ly/3EeCjAX
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On this episode of The Bandwich Tapes, I sit down with Michael Bacon for a conversation that moves naturally through songwriting, teaching, film scoring, orchestration, and the long arc of a creative life.Michael reflects on the musical education that shaped him, both formal and informal. He talks about returning to Lehman as an adult to fill in gaps in theory, harmony, counterpoint, and music history, and about the profound influence of composer John Corigliano. We also dig into Michael's early life in Philadelphia, where public school music programs, orchestral experiences, folk music, and an extraordinary listening environment at home all helped form his wide musical palette.One of my favorite parts of this conversation is hearing Michael talk about range: why he is drawn to music that can be beautiful, unsettling, lyrical, loud, delicate, and emotionally direct all at once. That idea connects everything he does, from songwriting with The Bacon Brothers to his work as a film composer and orchestrator. He has no interest in staying in one narrow lane, and that comes through clearly in the way he describes both his influences and his process.We also spend time on collaboration: co-writing in Nashville, writing with his brother Kevin Bacon, adding Mayer to the band, and the trust required to make any long-running musical partnership work. By the end of the conversation, what stands out most is Michael's clarity about what sustains a creative life: deep listening, family support, musical curiosity, and the willingness to keep showing up for the work.Key TakeawaysMichael Bacon balances multiple musical identities: songwriter, film composer, educator, orchestrator, and performer.He studied at Lehman College, and his time with John Corigliano helped strengthen the technical foundation behind his creative instincts.Growing up in Philadelphia, surrounded by music at home and in public school programs, had a lasting impact on his musical language.His values range in music—beauty, tension, melody, fear, dynamics, and emotional contrast all matter to him as a composer.His songwriting process differs depending on the setting, from structured Nashville co-writes to more personal, experience-driven songs.Collaboration in The Bacon Brothers works because Michael and Kevin bring different strengths, influences, and instincts to the same songs.Writing for orchestra remains one of Michael's deepest creative joys, especially when he can bring that world into live performance.Music from the EpisodePut Your Hand Up - The Bacon BrothersAirport Bar - The Bacon BrothersPeople in the World - The Bacon BrothersAbout the PodcastThe Bandwich Tapes is a podcast hosted by me, Brad Williams, featuring thoughtful conversations with musicians, songwriters, composers, and artists about craft, creativity, collaboration, and the stories behind the music.Connect with the ShowEmail: contact@thebandwichtapes.com
Curiosity turns into clarity when a seasoned teacher names the practices that work. Jackie sits down with Caroline Amberson, a K–12 demonstration teacher who completed her M.S. in Instructional Design at Grand Canyon University, to unpack how research transformed instinct into intention. She walks us through the moment Mayer's multimedia principles gave her a common language, how UDL and cognitive load theory run alongside them, and why the Kirkpatrick model finally made evaluation feel practical across classrooms and PD.What makes this conversation sing is the translation layer. Caroline shows how she rebuilt project-based learning into nimble microlearning and scenario-based experiences that her students ask for, using Genially's branching paths and embedded audio to differentiate without chaos. We get specific about tool choices—when linear, streamlined content suits Canva and when interactive decision-making calls for Genially—so listeners can pick the right medium without overloading learners.If you care about creating learning that actually works—clear, accessible, and grounded in evidence—you'll find practical steps you can use today. Subscribe, share this conversation with a colleague who designs learning, and leave a review to help more educators discover it. What's one design choice you'll rethink this week?
Invité: Pierre William Johnson. Le thé est la boisson la plus consommée au monde, après lʹeau. Prendre le thé est pour beaucoup dʹentre nous un rituel apaisant. Mais que savons-nous réellement de la culture de cette infusion, des mains qui cueillent ses feuilles aux enjeux de sa production? Quels sont les mécanismes qui ont démocratisé cette boisson? Quelles solutions trouver pour un thé équitable et durable? Tribu accueille Pierre William Johnson, socio-économiste, consultant et auteur. Il signe ce livre, "Thé: lʹenvers de la tasse. Enjeux sociaux et environnementaux de la filière thé", aux éditions Charles Léoplod Mayer.
Welcome back to another episode of the unSeminary podcast. Today we're joined by Hal Mayer, a coach and consultant who works with pastors and business leaders to help them grow healthy teams without burning out. With decades of ministry experience and a background in coaching, Hal brings actionable insights into one of the most common leadership challenges: how to move a team from passive compliance to active engagement. Are you carrying too much of the leadership load yourself? Feeling like you're the only one coming up with ideas or pushing things forward? In this conversation, Hal shares a simple but effective framework to help leaders shift from telling to asking—and unlock the potential of their teams. Why teams become disengaged. // One of the most common frustrations leaders express is that their team feels stagnant or unmotivated. Hal suggests this is often not a team problem but a leadership problem. When leaders consistently provide the answers, shut down ideas, or unintentionally reward passivity, team members learn that their input isn't needed. Over time, they stop contributing and simply comply. What appears as laziness is often the result of a system that has trained people not to engage. From answer-giver to question-asker. // Many leaders are promoted because they have strong ideas and can solve problems quickly. However, if they continue operating as the “answer person,” they eventually limit both their own capacity and the development of their team. Hal emphasizes that asking better questions is the key to unlocking engagement. Questions reveal what team members understand, help them think critically, and shift ownership of solutions back to them. When people help create the solution, their investment in execution increases dramatically. The Smart Ask framework. // Hal introduces a practical coaching framework called Smart Ask, designed to guide conversations that lead to action. The process begins broadly by asking, “What issues are you facing?” This allows team members to surface their own challenges and become more self-aware. From there, the leader helps narrow the focus by identifying one clear goal for the conversation—something the person can act on immediately. Next comes a pivotal question: “If you could try anything, what would you do?” This opens up creativity and removes internal barriers that might limit thinking. From there, the conversation moves toward selecting one idea, identifying potential roadblocks, and outlining specific next steps. By the end, the team member leaves with a clear, self-generated action plan. Why buy-in matters more than the idea. // Even a great idea will underperform if the person responsible for executing it isn't fully invested. Conversely, a slightly weaker idea can produce better results if the team member has full ownership and enthusiasm. Engagement drives execution. When leaders consistently choose their own ideas over their team's, they unintentionally lower buy-in and limit results. Coaching toward self-leadership. // Over time, consistently using questions develops leaders who can think and solve problems independently. Hal describes the ultimate goal as “self-coaching” where team members begin asking themselves the same questions and generating solutions without needing constant input. This not only reduces the leader's workload but also builds a stronger, more capable team. Balancing development and delegation. // Hal cautions that delegation is not the first step. Rather, it's the result of development. Leaders must invest time in coaching and guiding their team before handing off responsibility. Skipping this process leads to frustration and failure. However, when leaders take the time to develop people through intentional questions and feedback, they create a foundation for effective delegation and long-term growth. Recognizing true engagement. // Leaders can spot engagement by watching for energy, initiative, and ownership. Engaged team members proactively solve problems, follow through on ideas, and bring solutions rather than just concerns. In contrast, disengagement shows up as slow execution, repeated questions, or a lack of enthusiasm. These are signals that more coaching, and better questions, are needed. Leading with humility and transparency. // For leaders who recognize they've been over-directing, Hal encourages a simple starting point: acknowledge it. Telling your team, “I've been giving too many answers, and I want to change that,” creates trust and opens the door for a new dynamic. This kind of vulnerability invites feedback and helps reset expectations for how the team will function moving forward. To learn more about Hal Mayer and his resources—including Smart Ask and The Coaching Playbook—visit halmayer.com or find his books on Amazon. Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Thank You to This Episode’s Sponsor: TouchPoint As your church reaches more people, one of the biggest challenges is making sure no one slips through the cracks along the way.TouchPoint Church Management Software is an all-in-one ecosystem built for churches that want to elevate discipleship by providing clear data, strong engagement tools, and dependable workflows that scale as you grow. TouchPoint is trusted by some of the fastest-growing and largest churches in the country because it helps teams stay aligned, understand who they're reaching, and make confident ministry decisions week after week. If you've been wondering whether your current system can carry your next season of growth, it may be time to explore what TouchPoint can do for you. You can evaluate TouchPoint during a free, no-pressure one-hour demo at TouchPointSoftware.com/demo. Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. So glad that you are tuned in to today’s episode. Man, we’ve got something super helpful for us. It’s one of these areas that many of us spend lots of time doing, but we maybe haven’t taken a step back and think thought about what do we do in coaching relationships? We all are involved in coaching staff and people on our teams. And today we want to help you with some practical steps to make that even better. Rich Birch — Excited to have Hal Mayer with us. He’s a coach and consultant for both businesses and business leaders and pastors who want to grow but don’t want to burn out. He’s authored a few books, including “Smart Ask”, “The Coaching Playbook”, and excited to have Hal on the episode today. Welcome. So glad you’re here.Hal Mayer — It’s good to be here, Rich. I’ve been a fan on the sidelines for years, and unSeminary was so good because I did the seminary thing, and I did all the stuff, and you’re right. There’s so many things we didn’t talk about there that you help us prepare for, so thank you for what you’re doing.Rich Birch — Oh, that’s super exciting. That’s kind of you to say, but I'm I’m really looking forward to today’s conversation. It’s been a while coming and so excited. We bumped into each other at the Exponential conference this year.Hal Mayer — Yeah.Rich Birch — Shout out to Exponential. I was like, we got to get you on. So excited that you’re here today. Well, why don’t we kind of start. Give us kind of the Hal background. Tell us for folks that don’t know, you know, you give us the kind of the 90 second, this is who Hal is conversation.Hal Mayer — Yeah, I, ah goodness, was born up north, came to faith in Georgia in high school. We moved down there, played basketball in college, and then coached for about five years. Married Sandy, moved off to seminary, finished that up, and I’ve been in Florida since ’84, serving in churches from the size of 200 to 12,000. Rich Birch — Love it. Hal Mayer — So all over the yard, and also do some business coaching in the middle of that.Rich Birch — Yeah, it’s so good. Yeah. And I’m, I really, that’s really what I want to tap in today. You spend your days coaching both pastors and businesses leaders, like we talked about that. Rich Birch — When, when someone first sits down with you, I want to kind of use the fact that you have a lot of these conversations today to help our listeners kind of take advantage of you. When someone first sits down with you, what’s like a common version of stuck that you hear, whether it’s a pastor or maybe a business leader, like do you hear common themes with folks.Hal Mayer — Yeah, you know, probably the most common thing I hear is our team’s stuck, our team’s stagnant. And I’ll say, what do you mean by that? And they’ll often say something that relates to this of, I have to come up with all the ideas. It seems like I’m the only one pushing the team to get going. I’m the only one with the ideas. They just seem often lazy, or they’re not doing it. What do I do to engage them?Rich Birch — Right. Love that. Well, man, I wish I hadn’t thought that. I haven’t thought that as a leader over the years. What what, so then take us the next step from there. What what, as you’re kind of coaching someone, I’m assuming as a leader, you know, I, or one of my convictions is our teams are a by-product of our leadership… Hal Mayer — Yeah. Rich Birch — …and we’re leading in a way that’s leading them to act that way. So what what leads our people to be like that?Hal Mayer — Yeah, I think it’s the leader. And that’s the fun thing to do. As a parent, I loved watching my kids do something that was dumb, but they repeated it, and it’s because it was rewarded.Hal Mayer — So I watch team members disengage because they come up with an idea and it gets shot down. Or they ask everybody in the room the idea and it’s only the leader’s idea they go with. And when that happens, they they kind of go, well, I guess we’re just here to hear his ideas. And they start pulling back and not engaging and just being compliant.Rich Birch — Interesting. I remember years ago we had a coach in who said who said to us, this is when I was on the senior leadership team of a fairly large church, fast growing. We were like four or 5,000 people at the time. And he spent a bunch of time with our ah you know with our team, with us.Rich Birch — And ah he looked at us and he said, listen, you guys answer way too many questions. You need to be asking more questions than answering questions.Rich Birch — And that was a pivotal you know changing moment for me as a leader. I was like, oh, Oh my word, that is so true. Talk us through that dynamic of, you know, asking the right questions versus always being the answer man or the answer person.Hal Mayer — You know, we usually get promoted because we did the job well or we have the answers. If we continue in that framework, one day we will run out of the answers, but let’s say we’re in that framework. I’m not developing anybody if it’s only my ideas we’re using. And if we’re only using my ideas, they’ve got ideas, but they’re dying. So what I encourage and push guys to do is exactly what you said, ask questions. Hal Mayer — I mean, questions will do a couple things. One, it will tell me what they understand. I mean, do they really understand the problem? I say, tell me what’s going on. Okay. What do you see here? And all that. It tells me, do they understand the problem? And I may have to probe some more, but I want them solving things that I find out about later. And to do that, I’ve got to lead different. Hal Mayer — For me, we were in a fast growing church in South Florida. And I was the answer man. And what I realized was I’m working harder and harder and I’m not developing people. So I started stepping back and then learning this principle and started asking questions, looking for their engagement. Here’s what I found. When they had the answer or they got to do what they wanted to do, their engagement went way up.Hal Mayer — So for me, not only did it go up, they began to develop. And I’ve had somebody say, well, I don’t have time to develop people. He said, in fact, if I develop them, they’ll just leave me. I say, yeah, yeah you know, it’s worse is if you don’t develop them, they stay, right? Right.Rich Birch — Right. Exactly.Hal Mayer — So I found this to be a tool for development: asking questions.Rich Birch — Okay, that’s cool. I, like talk to me more about engagement. What would be some telltale signs for you of like someone who’s really engaged, fully engaged versus, you know, when your team isn’t as engaged? Because maybe we’re having a hard time even discerning what that looks like.Hal Mayer — Yeah, I I mean, if they’re slow walking the solve that we came up with, if there’s no passion around it, if there’s no energy going in it, and I find myself even answering the same question over and over, I’m realizing more and more, I don’t have engagement. I’ve got compliance. And I really want them engaged and dialing in to what we’re doing. And to get that, I’m going to have to get them on the same page.Rich Birch — Well, and then obviously questions are at at a core of this. And a part of what I love about your resource, “The Smart Ask” or just “Smart Ask” is this framework, it’s it’s, you know, it’s simple… Hal Mayer — Yes. Rich Birch — …but powerful. So why don’t you kind of talk us through the Smart Ask framework? What’s kind of the basic arc that you try to walk someone through?Hal Mayer — Very good.Rich Birch — Coach us through that. Talk us through what that looks like.Hal Mayer — I start very broad and I’ll say, and by the way, I take notes, but at the end I give them the notes and I’ll explain that in a minute. Rich Birch — Okay.Hal Mayer — So I'll I’ll ask permission, can I take some notes? And they’ll say, sure. And I say, I’m going to give them to you. But our first question is, what are the issues you’re facing right now? And let them just elevate them out. Let them say everything they want to say, every problem they’ve got.Hal Mayer — And then I’d say looking at these problems, is what’s one goal that we could have for our time today? Now, what that does is it focuses it on a goal and what they’re going to do, not on me. It can’t be, how could you find me 10 more leaders? That’s not something we can do in that meeting.Rich Birch — Right.Hal Mayer — So I want a goal from them, something they can do when they leave the meeting. And so they say, you know what? I want to face this volunteer engagement. In fact, I use the illustration from the book about a preschool lady who said, I need 30 more volunteers to serve in preschool. And I said, well, I can’t get that for you now. So her goal was come up with an idea that I could engage 30 more people. And then I’d go with this.Hal Mayer — Okay. If you could do anything, what would you try? Yeah. And of course, the first, she says, anything? She said, yeah. She said, I’ll pay them $1,000 a piece. I said, okay.Rich Birch — Right.Hal Mayer — And I just write it down to go ahead and get that out and get them moving on to the next thing. Rich Birch — Right. Hal Mayer — And they run through things. And I listen, I’ve got to be careful not to go, oh, that’s a really good one. But let them talk about it. And as they get through, if I’ve got something at the end, I mean, as they’re going, I’ll go, anything else you could try? Anything else you could try? And you feel like you’re asking that too much, but what you’re doing is just unpacking all of it. If I’ve got an idea, I can add that in, but I don’t give any passion to it because I don’t want to control.Hal Mayer — Then I’ll say, now look at these. Which one of these ideas would you like to explore further? And they’ll look, and this lady said, I want to explore the one about a lemonade stand in the lobby, which I thought was a dumb idea. I didn’t tell her that, but I thought, aaaah.Rich Birch — Right.Hal Mayer — So then I said, okay, what potential roadblocks? Well, I’ve got to talk to leadership. Okay, what else? And they talk about that. And any detours?Hal Mayer — Well, if this happens, we’re walking through solving the problem before it approaches, right? And then the last thing I said, okay, if you’re going to do this, what will it look like? And we list out six or eight things. And I say, okay, let me know like it goes. And hand her the paper. In this case, I said, hey, listen, let me know on Instagram how it went. Rich Birch — Oh, nice.Hal Mayer — So the next week she picked up 40 new workers. And this was a very large church. Rich Birch — Wow.Hal Mayer — She picked up 40 workers with this idea, because it was hers. And to me, it was crazy. It worked. Hal Mayer — But so the the framework is you’re starting broad and you’re narrowing down. And I’m actually getting a set of to-dos and objectives. One, two, three, four, five. Then I hand them that. They’ve got their plan. All going to do is execute it. And they develop it when I’m asking them questions. Rich Birch — Yeah, I love that. Hal Mayer — Now, let me tell one of the advantages of that too.Rich Birch — Yeah.Hal Mayer — If I use that enough with them, there’s going to be a time when they come to me and say, and want to talk to me and I’m not available. They’ll say, well all he was going to do is ask questions. Rich Birch — Right.Hal Mayer — And they start going through the questions and they start self-coaching is what they do. And that’s the end game. That’s what I want. And by the way, when I use questions with people, I explain to them what I just did. So they can then take it and use it somewhere else.Rich Birch — Yeah, that’s cool. I’d love to start right back at the beginning. Hal Mayer — Sure.Rich Birch — I love this idea of really starting at a wide open. Hey, what challenges are you facing today? I think too often if we’re, I’m thinking in kind of the one-on-one situation, maybe I’m an executive pastor at a church of 1,500. One of my people comes to me and I go to that conversation, and I’ve got five things I want to talk to them about. Hal Mayer — Right. Rich Birch — But I love, you know, starting with what challenges are you facing? What happens if we skip that with people? If we if we don’t start there, I’m sure we get, you know, we end up in all kinds of bad places. Talk us through why you encourage people to start with that question.Hal Mayer — Especially early on when you’re coaching folks, because as they go later, they’ll kind of work through that, no, that’s the framework I’m going to work with. And they’ll come up with their biggest issue. But the reason I do that, I want to show this value to everything they’re facing. And I want them to elevate it, not me tell them what they’re doing, so they become more self-aware.Hal Mayer — Now, if they don’t list one of the things I see as an issue, I may say, and what about this? Is this an issue for you? Oh, yeah, that too. I just don’t want to put a lot of passion on it because then they’ll do what I want. And I want them to do something they’re passionate about because the framework just means I’m going to get more from it.Rich Birch — Yeah, that’s cool. That that’s a key lesson. I think particularly for first-time managers or people who haven’t managed a lot of people before, we don’t realize the weight of our voice, right? Hal Mayer — Right.Rich Birch — If we, you know, even by saying like, oh yeah, you’re right. That’s a good idea. Then all of a sudden they’re running with that idea just because you indicated it. That’s an interesting thing. That’s interesting. Rich Birch — Now one of the, I mean, you kind of pulled it apart, but I would love to double click on it there. To me, as I go through your framework, I can imagine, that, hey, “what if you could try anything” is a is a pivotal moment, is kind of a turning point, it is an important question. Why is that and so important? Maybe give us another example. I love the idea when you talked through with the lemonade stand, but talk us through why that’s so important and what does that unlock as we’re interacting with our teams and people?Hal Mayer — That’s a great question because what will happen there is if we don’t ask that question, ah it’s “what if you could try anything”, they may be in the back of their mind have something they go I can’t try that. So they keep trying to think somewhere else. Just get it out on paper.Hal Mayer — It’s like when I feel stressed or something, I just list everything that I’m dealing with and then I can focus on one thing.Hal Mayer — But I allow them to get it all out at that point of trying this and trying that. And usually what will happen is they’ll come up with six or seven ideas. And I say, “and what else” a lot? And it seems like I’m saying a lot, but is when they’re in the zone, they’re answering, well, could try this. Well, could try that. I could try this. And then I find which one they have the most energy around because that’s what they want to do.Rich Birch — Yeah. And obviously you would, you observe that, that energy and you’re like, Hey, it seems like this one, tell me more about that.Hal Mayer — No, no I don’t I don’t do that.Rich Birch — Oh okay. Okay. Talk to me about that.Hal Mayer — What I do is I say, okay, which one of these seven things would you like to try?Rich Birch — Okay.Hal Mayer — Once they identify it, then I say, okay, tell me more about that. What would that look… Why do you want to try? And and then we dive into that.Rich Birch — Okay. One of the things that this strikes me, and this, when I read, again, friends, you should pick up a copy of of this book and there’s a playbook as well I want to talk about. But but I think this could be ah a huge gift for…Just this week, two days ago, I was talking to somebody who, they asked me, they said, hey, what should I be doing in my one-on-ones? I’ve got these staff, what should I be doing with them? And I thought of this framework. Rich Birch — So I think the part of what I love that you’re driving towards is is buy-in. At least my, my my impression as an outsider looking in is that this would really increase the buy-in of my staff. Talk me through, you know, the connection there between buy-in and moving the organization forward and that sort of thing. What, how does that help us think through those issues? Hal Mayer — Yeah. I’m going to bring up the equation I use in the book, the buy-in equation, or the engagement question, whatever that is. I was a math teacher in a former life. So PBI, possible value of an idea, times BI, the buy-in, equals their ROI.Hal Mayer — Now, let’s say, you know, we’ve we’re we’ve got, you’re my boss and I’m doing student ministry and you have an idea because you did student ministry and all that. Your idea out of one 10, it’s going to at least be a nine. I mean, you’re Rich Birch. I mean, you have all the answers.Hal Mayer — Now me doing it, I don’t get any input on it. So I will comply. I will do it, but my buy-in is probably going to be about a three. I’ll do what you ask, but there’s not going be a passion with it. So 3 times your 9 idea is a 27. Hal Mayer — However, let’s say I come up with an idea and it’s not going as good as yours. In fact, it’s a only two thirds as good as yours. It’s a 6, but what’s my buying going to be if it’s my idea? It’s a 10.Rich Birch — A lot higher. Yeah.Hal Mayer — That’s a 60. So there’s a 60 ROI to my buy-in because of my buy-in as opposed to a 27. Now you had the better idea, but buy-in is what gets it done. We’ve seen that over and over again. When people are bought in on something, they often they’ll make a bad idea work. We’ve seen that.Hal Mayer — So for me, that’s what I want. I want full engagement. And when they know that they get to do their ideas, people are much more engaged than they’re running around doing mine. Rich Birch — Yeah, that’s so true. As a coach, somebody who obviously I coach people full time now and and that is you’ve you’ve named something there that I think is critically important and that oftentimes like I can’t coach people who don’t want to be coached.Hal Mayer — Right.Rich Birch — Right? Like if they’re not bought in, if they don’t think this will help. And, you know, I’ve said in other contexts, I’ve been like, man, the the leaders who who apply the frameworks we’re talking about are seeing great results. And those that are applying, the majority of them are seeing, but a lot of it is just their own buy-in on these issues. Hal Mayer — Right.Rich Birch — There might be a leader that’s listening in today that’s like, okay, this all sounds good, but like, what if my people just have bad ideas? Like, and if, if it’s going to push us in the wrong direction, like it’s one thing to be like, tell me seven ideas. All seven of those are crappy and they’re going to, we’re going to end up somewhere where I don’t want us to end up as it. How do I steer somebody back towards better direction?Hal Mayer — Yeah. One the things before I give people full leash or full run on something is I want to check out their readiness for it. For example, if I want to do brain surgery, I may be excited. I may have done AI search on it and Claude said, do it this way and all that. But I’m not ready for that. It wouldn’t take but a second to find that out. I found that out in high school. I went, so I worked at a gas station where they actually worked on cars too. And I saw a guy fixing the valve. So I went home and took my 1960s Comet and tightened the valves down and ended up having to get a valve job. Hal Mayer — I was excited. I was passionate, but I wasn’t ready. So if you don’t have people who are ready, you cannot hand it off to them. They must be developed some. They’ve got to have some experience. To hire somebody in fresh who’s never done it before and start leading with questions is like leading me with questions in how to operate. I wouldn’t have a clue. I’d be most excited about cutting. No, stop.Hal Mayer — However, questions also help draw focus. And sometimes the reason they don’t have ideas, is we haven’t focused them.Hal Mayer — I learned this with a physical metaphor. Somebody told me it would work. My son, pretty good basketball player. I had him out driveway. I said, son, see how many shots you can make out of 10? And so what that basically did was put a little pressure on, right? And he’s a good, so he shot four out of 10 from the three point line.Hal Mayer — I said, okay, let’s forget about how many you’re making and just shoot and answer my questions. I said, okay, what do you notice? All right, what do you notice about the ball? What do you notice about the ball? He hit 10 in a row. And what I discovered was, you know, you college athletes who will shoot seven out of 10 in a game, but in practice hit 20 in a row. It’s the fog of war or whatever.Hal Mayer — And so with employees, sometimes we haven’t asked enough questions. to get through that. However, we could also have some people who aren’t ready to lead. It’s not fair to expect them to come up with good ideas. They haven’t done anything. So both edges on that. Hal Mayer — And at the end of the day, all of the employees I have are my fault. And if I haven’t developed them, that’s on me, right?Rich Birch — Right. Yeah, that’s good. Talk to me about, so I feel like there are, lead there’s leaders on our teams or there’s people that are listening in today that think they’ve got buy-in, but they really actually don’t. They think their teams are really with them, but they don’t. How, what advice could you give us to try to spot the difference around buy-in that’s not actually there? Like I keep kind of bumping into this wall. How can, how can we spot that?Hal Mayer — You know I look for people who are solving problems. Are they solving them and telling me about it later? Are they coming to me with every problem? Because that means I’m still solving. Buy-in has to do with the passion and the ability to finish something. It doesn’t mean you work until 9 o’clock every night, but it does mean you manage to get the ball across the line.Hal Mayer — So when I watch a lack of energy around an idea or somebody slow walking it. Or maybe somebody asking questions that really aren’t, that are just curmudgeon questions. They’re asking questions just to find every hole that’s wrong. I mean, everything that you can find, well, suppose that doesn’t work. Suppose… That’s not buy-in because for me, my challenge is always, don’t tell me what won’t work or tell me what’s not working. Give me an idea of what we might try. At least then we’re thinking in solutions and not just problems.Rich Birch — That’s good. That’s really good. So a big part of scaling any organization, a growing church, a growing business is delegation, is leaders figuring out how to give away things they’re doing. I’ve said this in so many contexts, you know, roll this clock forward. The majority of what you’re doing, we need to figure out how to give to someone else… Hal Mayer — Right. Rich Birch — …how to empower a volunteer or another staff member to pick that up. How does asking better questions change the way we hand off responsibility to other people? How how does it help in that transaction?Hal Mayer — You know, I'm a big fan of Ken Blanchard and the book “Situational Leadership”.Hal Mayer — And I used to train that with a corporation. And one of the things I watch is people like to start people and like to delegate. But when they leave off the coaching in between, it’s not delegation, it’s abdication. And people fail. Hal Mayer — I go, what’s wrong? They said they understood. Well, you stay engaged. I mean, you give them a task. You stay engaged. You’re asking questions. Soon, you’re no longer asking questions to to help them figure out what to do. You’re just asking questions to draw focus. And then you know they’re ready. You can hand it off to them. Hal Mayer — But you’re right. If we’re not finding a way to delegate, but delegation is not the first step nor the second. It’s more like the fourth, right? You watch me. We do it together. I watch you. You’re doing it. However you want to call that. But it takes more engagement. Hal Mayer — People say, well I don’t have time for that. Well, here’s the deal. You can pay me now or you’ll pay me later. But you’re going to pay me. If you’re if you’re not developing people, you’re going to run into a system where you’ve got a bunch of people who don’t know how to think and do. And that’s on you.Rich Birch — True. Yeah, that’s so true. And if we don’t start that process, hey, you watch me, we do together. And if we don’t start that process today, we’ll never get there. And so it takes time. But we’ve got to, you know, that’s, that’s what it we just constantly have to repeat that over and over and over in our areas. I love that. So let’s talk more specifically about the books specifically. So it’s “Smart Ask: Questions that lead your team to win.” Where can we pick up copies of this? If people are looking, because I think this is not a huge book. It’s, you know, if you’re watching on video, it’s just a little thin one, but it’s got, it’s one of these ones. It’s a quick read. You could literally give it to a team member and say, hey, let’s read through this. And then we’re going to talk about it next week. I’d love to get your thoughts on it. But talk to us kind of, when why did you put this together in a book form?Hal Mayer — Well, I was training it and people kept asking me questions. And the only reason I write books is to stop answering all the questions I get asked, right? Is to put it out there. I mean, Seth Godin’s idea of a long tail, right? I want it to last when when I put a book out there.Hal Mayer — So “Smart Ask” is on Amazon, but it was created for the purpose to to help people, after I’ve used it in coaching, to be able to take it then and train their teams. Because it dives in also to the why it works and and such as that. But you’re right, intentionally a short book because I like short books and there you go.Rich Birch — Well, and we all, you know, I can say this as an author, that we’re tempted when we write to be like, well, I’m just going to stuff a bunch of other stuff in there.Rich Birch — But this is, it’s to the point, it’s it’s focused, it’s a great training material, I think, like you say, for you know for our entire team.Hal Mayer — Right.Rich Birch — But then you also put together a playbook. Talk us through how this is different than just the standard book.Hal Mayer — Well, my daughter-in-law, Chrissy, Chrissy Mayer, married to my son. She’s a pastor over to church in Tampa, Grace Family Church. And she said, why don’t you create a handbook for it? And you know what I said? Why don’t you do that?Rich Birch — That sounds like a great idea for you.Hal Mayer — So I said, that sounds like great idea. Once you create the framework, I’ll get it published on. So she did the work and we got together and we put it there. And the reason for it is you can take your coaching conversation, it has all the questions in it. It’s got lines you can write answers. And it gives you a chance to keep up. And I would probably take a picture and send the person they’re the the answers they gave to the questions or whatever like that. It just helps you stay on track. So you’ve got all the questions right there.Rich Birch — And yeah, talk us through the the handing off of the notes back to someone. I think that’s a great move. Hal Mayer — Yeah.Rich Birch — Talk us through why that’s important. Why is that such a critical piece of the puzzle?Hal Mayer — Well people are so used to us building files on them. And you’re going to put that in my file to show that I didn’t know what to do? And so I asked for permission on the front end to take notes. Now, if I’m the boss, I’ll do take notes if I want to. But I I won’t and I won’t if they say no, though. So I’m I’m really giving it to them. And I tell them, I’m going to give you these at the end because I don’t want them taking notes. I want them talking. I want their full engagement with me. And you can’t get that while they’re writing.Rich Birch — That’s good.Hal Mayer — So I said, you just pay attention to me. I’ll take the notes and I’ll give you them at the end. Then you hand them at the end and they’ve got their execution plan.Hal Mayer — So my meeting with them, usually it’s a 30-minute meeting and land with an execution plan that gets handed to them and they go back and do the work. So it pulls them into full engagement. They’re not getting distracted by trying to write down everything or slow play that way. So I’m taking notes again, putting value to them. Hal Mayer — When when they’re the hero, right, and I’m the guide, what I’m doing is is setting them up. And when you take notes on somebody, that means something to them. Rich Birch — Right, right. Hal Mayer — So that’s where I am. Rich Birch — Yeah, that’s cool. Now, what about, so one of the tensions I have found in my one-on-ones is wanna make sure that I’m doing all the other stuff: caring for them, you know releasing, you know I guess, finding barriers that that I can pull apart for them and say like, hey, here’s some stuff. Yeah, I’m gonna take some to…Hal Mayer — Right.Rich Birch — And I’ve said to my team in the past, hey, I’m hoping that you don’t walk away from this with a bunch of to-dos. That’s not the the goal of today. I want to help you. And I know you got a lot going on. I don’t want to just dump on you today. And so how do you avoid that in this framework that we don’t end up with? Okay. Every time they meet with Hal, now I’ve just ended up with a plan that I just, gosh, I just gave myself more work to do. How do you, how do you, do you understand that tension?Hal Mayer — Yeah, I don’t do this every meeting with them.Rich Birch — Okay.Hal Mayer — The meetings on there. And I, you know, I’ll check in. How are you doing? One the things I i really want to pay attention to is the emotional, soul, health of the individual.Rich Birch — Yeah, that’s good.Hal Mayer — Because we’ve got people facing burnout today. So I’ll ask them, you know, tell me on a scale of one to 10, what are you feeling? You feel like you want a 1 being I want to go home and go to bed, a 10 being let’s charge hell with water pistols. Right, that gives me a framework. The number doesn’t really matter. I just compare it each time to see if they’re tanking.Hal Mayer — The second thing I’ll ask for is give me a win in your private life, in your home.Rich Birch — That’s good.Hal Mayer — Give me a win in your ah ah ministry side because I want to get them on the positive run. And then I’ll say, anything you need from me. And this may be 15-minute meeting. But what it is is I’m checking in on them. If I have something I need them to do, sure, I can tell them. But I’m checking in on them, and ah that gives them value, right?Rich Birch — Yeah, that’s good. Yeah, that’s really good. That’s good. I love there’s, friends, as you’re listening and you can tell Hal’s done this a few times. And so, you know, it’s been such a great conversation for you. So if if I’m a church leader listening in today and I feel like, man, I’m doing way too much telling and not enough asking, where would I, and and maybe even my team has told me this.Hal Mayer — Yeah.Rich Birch — Where do I start? How do I start to shift that dynamic with my people? Because because you you you kind of set this up at the beginning of like the teams that are passively disengaged, they’re just waiting for for you to give the list of, okay, go do these 12 things and then come back. How do I shift that dynamic? Where do I start? If i if my analysis is, I think that I’ve actually done that to my team, ah where would we start?Hal Mayer — If I’m convinced of that, I start at this place and I’ve done this before. Guys, you know what? I’ve been running our meetings and coming up with the answers and that’s not fair. So what I want to do is pull back more and get your engagement. So I’m going to be asking questions. I need your engagement in this meeting and your ideas coming. And in fact, if you see me over talking, catch me one-on-one afterwards and give me some feedback because I’m open up the feedback loop then, right?Hal Mayer — But I will do some self-disclosure and just own it because here’s what I do know. If you don’t own it, they won’t recognize the difference later. For example, if I tell somebody, you know what, I’m going to work on asking more questions. Six months they go, wow, you’re asking more questions. If I don’t tell them, they’ll never at they’ll never notice. Sometimes you have to highlight it. Hey, I’m going to stop being the guy trying to be the smartest man in the room, and I’m going to do this.Rich Birch — Yeah. Yeah.Hal Mayer — People get, vulnerability from a leader is a great thing, right? Own their stuff, but come up with some resources ah to help them, so so you’re asking more questions.Rich Birch — Yeah, that’s good. I like that. I like i think that’s a keen insight, that not just like shifting the behavior, but actually pointing to it like, hey, as a person, I’m changing. And the implicit, the great kind of ninja move you’re doing there is like, and therefore I need you to change because, you know, what?Hal Mayer — Right. Right.Rich Birch — I’m changing because I don’t think this is working. Implicit in that is I don’t think our relationship is structured correctly and we need to figure out a different way to do that. You don’t even need to necessarily say that. But but flagging that, hey, I need to change my approach, I think is a really smart move for sure. That’s you know that’s fantastic. Rich Birch — Well, as we’re coming down to land today’s episode, any kind of final words around this idea of asking, leading with questions rather than being the answer person all the time?Hal Mayer — Yeah, this model doesn’t mean you don’t ask offer suggestions. This model doesn’t mean you couldn’t collaborate to build it. It just means you can’t be the person always having the answer.Hal Mayer — And it’s engaging other people. And the thing you will find for me that I have found, when I truly am asking them for their ideas and we execute on their ideas, they’ll come back later and say, you know, I thought that was one of those conferences you went to that said ask questions.Hal Mayer — But you actually did execute on what we talked about. Then they’re more engaged because everybody wants has ideas and wants to be heard and wants to be a part. I think people are motivated. They’re just not motivated when we take over a meeting and and run everything, right? There’s an intrinsic motivation. There’s there’s something they want to do. They’re in ministry, not because they’re just wanting to plow through. They want to see a difference. Well, they’re in the business cycle.Rich Birch — Yeah. Yeah, that’s very true. And I think that’s a good reminder for us. I think sometimes we can get caught in the weeds of running Church World and we forget that like all these people have chosen to be here. They could be doing something else. Hal Mayer — Right.Rich Birch — And how do we bring the best out of them? And how do we, you’ve encouraged me to thinking about long term the long-term win, that really engagement, even if we have to walk through a couple of things that maybe are not the best, because… But if I can get engagement up with my team, man, that’s way better place than like, sure, we have the, it’s the, you know, it’s that perfect plan that’s poorly executed. We want to avoid that, you know, even an imperfect plan. But if it’s got tons of engagement behind it, man, there’s some gold there that we need to think more clearly about. That’s good. Love it. Hal Mayer — Yep.Rich Birch — Well, I want to send people to Amazon to pick up both of these. I think it’d be great. I really do think this could be the kind of book you could build a staff training around it, friends, really easily. You’ve got 15 staff. You could buy 15 copies of this and say, hey, you’re going to read this. And then we’re going to come to our you know team meeting in two months or whatever in a month. And we’re going to work through how do we ask better questions in our our training. That’s how it sticks out to me. Anywhere else we want to send people online to connect with you or to pick up copies of the book?Hal Mayer — You can catch my web website at halmayer.com. They can email me at hal@halmayer.com or I’m on the socials just as Hal Mayer. I, my son is Hal Mayer also, but I beat him to all of them. So I’m Hal Mayer on Instagram, Facebook, LinkedIn. It’s just /halmayer. So I win there.Rich Birch — Nice. Really appreciate you, Hal. You’re a good friend of leaders and I appreciate you being on today. Thanks for being here.Hal Mayer — Thanks, man. It’s been an honor.
In this episode of Boots on the Ground, Boots travels to Casper, Wyoming to an abandoned saloon with a dark past. With a pair of paranormal people, we will get to the bottom of big questions like "are ghosts real?" and "how many times can you electrocute a rat?" and "what if we put a crane on the moon and hung a bus on it and dangled it over the Earth and you could get inside and let the Earth spin then get off in another country?" New episode, and new song, every month!Cody LindenbergerMichael StouferChante KellerAaron Mayer
This hour: Scheim went golfing on his honeymoon in Hawaii; Is Story keeping Mayer from playing his natural position?
Mayer, Ursula www.deutschlandfunk.de, Das war der Tag
The Future of Sunnyside School in Los Osos. Ballot Mes. B 26
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Two actors, both alike in intellect, in fair zoom meeting where we lay our quiz.That's right my friends, we've gone full Shakespeare for this one because this episode's guests, Charles and Josephine Mayer, live and breathe the Bard.Their theatre company - which is named after a quote from the Scottish Play "Come You Spirits" - has for the last few years been producing exclusively the works of William Shakespeare in some wild surrounds - including on board a tall ship sailing on Sydney Harbour, the sands of a riverbank and atop a Full Scale Granite Replica of Stonehenge in Western Australia.It seems almost pedestrian that they're about to perform their pared back Romeo and Juliet in an actual theatre!This podcast is made on the land belonging to the Wurundjeri people of the Kulin nation. We pay our respect to their elders past and present and acknowledge their traditions of sharing knowledge and stories for millennia on this land.Support this show http://supporter.acast.com/the-saturday-quiz. Hosted on Acast. See acast.com/privacy for more information.
Marcello Mayer stars in yet another commercial, this time with a big time celebrity, although his acting still needs A LOT of work.
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Mea Culpa welcomes back one of the most dialed-in journalists of the last several decades, Jane Mayer. Mayer has been a staff writer at The New Yorker since 1995. As the magazine's chief Washington correspondent, she covers politics, culture, and national security. Previously, she worked at the Wall Street Journal, where she covered the bombing of the U.S. Marine barracks in Beirut, the Gulf War, and the fall of the Berlin Wall. In 1984, she became the paper's first female White House correspondent. She is the author of the 2016 Times best-seller “Dark Money: The Hidden History of the Billionaires Behind the Rise of the Radical Right,” She also wrote the 2008 Times best-seller “The Dark Side: The Inside Story of How the War on Terror Turned Into a War on American Ideals,” which was named a National Book Award finalist. She is the co-author, with Jill Abramson, of “Strange Justice,” also a National Book Award finalist, and, with Doyle McManus, of “Landslide: The Unmaking of the President 1984-1988.” She has won numerous prizes and awards including a Guggenheim Fellowship and the Nellie Bly Award for Investigative Reporting. Michael and Jane dig into Clarence Thomas and the Supreme Court, GOP's scary policies, and Trump's legal woes.
Consciousness is one of science's deepest mysteries — and it may be under threat.In this episode of The Mind–Gut Conversation, Dr. Mayer is joined by Michael Pollan, author and one of our most important thinkers on the relationship between humans and the natural world, to discuss consciousness, the subject of Michael's latest book.They explore what consciousness actually is, how it differs from sentience and intelligence, and why the gut operates with remarkable sophistication outside conscious awareness. Michael explains how his lifelong interest in plants, food, and psychedelics eventually led him to confront fundamental questions about awareness — including why humans seem evolutionarily driven to alter their consciousness despite the obvious risks.But the conversation takes a contemporary turn when Michael describes his growing concern that technology platforms — social media, smartphones, AI chatbots — are eroding human consciousness by keeping us in a state of minimal awareness for hours each day. He argues that corporations are monetizing our headspace, fragmenting our attention, and undermining our ability to think independently and connect authentically.Michael also discusses his personal meditation practice and why caring for consciousness is not about withdrawing from the world, but strengthening our capacity to engage with it responsibly.This episode offers an essential, wide-ranging exploration of consciousness, attention, the brain-gut connection, and what it means to be fully human in an age of unprecedented distraction.Topics discussed include:• What consciousness is and how it differs from sentience• Why the gut's intelligence operates outside awareness• How plants and animals co-evolve with humans• Why humans seek altered states of consciousness• The relationship between interoception and consciousness• How technology threatens human awareness and attention• Why meditation strengthens engagement with the worldThis is a thought-provoking discussion for anyone interested in consciousness, the mind-body connection, and preserving human awareness in a distracted world.—————————————————————————————Connect with Dr. Mayer:Website: https://www.emeranmayer.comInstagram: https://www.instagram.com/emeranmayer/X: https://www.x.com/emeranmayermdFacebook: https://www.facebook.com/EmeranMayerMD/LinkedIn: https://www.linkedin.com/in/emeranmayer/—————————————————————————————Chapters:0:00 - Introduction2:48 - From Gardens to Consciousness: Michael's Journey6:08 - Do Plants Manipulate Humans?8:27 - Sentience vs. Consciousness13:32 - Why Humans Alter Consciousness18:36 - The Brain-Gut Connection and Consciousness25:42 - What Is Consciousness Really For?33:06 - Different Forms of Consciousness in Nature40:20 - Is Consciousness Under Threat from Technology?43:51 - Defending Consciousness in an Age of Distraction45:41 - Michael's Personal Meditation Practice46:21 - Closing Remarks
Magyarok Amerikában, New York-i magyar történetek, magyar vállalkozó Amerikában, Mayer szörp az USA-ban, Oszter Gábor életútja és a MÓKA Podcast egyik legszínesebb beszélgetése. Ebben az epizódban egy budapesti fiú történetét ismerjük meg, aki 1989-ben érkezett Amerikába, Brooklynban nőtt bele az új világba, majd vállalkozóként magyar ízeket kezdett el vinni az amerikai piacra. Oszter Gábor története bevándorlásról, honvágyról, New York-i magyar közösségről, vállalkozói ösztönről, Coney Island különös világáról és a Mayer szörp amerikai útjáról szól. Gábor gyerekként nem tűzoltó vagy buszvezető akart lenni, hanem hamburgert és hot dogot szeretett volna árulni a Körúton. Már akkor is az emberekkel való kapcsolódás érdekelte, nem csak az eladás, hanem a beszélgetés, a kiszolgálás és az a különös energia, ami egy jó kereskedőben megvan. 1989. november 9-én, a berlini fal leomlásának napján érkezett családjával az Egyesült Államokba. Ő maga nem nagyon akart eljönni Magyarországról, hiszen otthon voltak a barátai, az édesapja, a kutyája, és már gyerekként is járt a Petőfi Csarnok bolhapiacára, ahol pénzt keresett. Amerika eleinte nem álom volt számára, hanem kényszerű újrakezdés. A beszélgetésben szó van arról, milyen volt magyar tinédzserként Brooklynban iskolába járni, angolul tanulni, beilleszkedni, és közben keresni a magyarokat. Gábor mesél a high school évekről, az első magyar barátokról, a brooklyni kosarazásról, majd a Central Parkban kialakuló magyar focis közösségről. Mobiltelefon és social media nélkül, csak ismerősökön, vonatokon és beszélgetéseken keresztül gyűltek össze a magyarok. Előkerül a régi New York-i magyar közösség világa is: Molnár Travel, repülőjegyek, bevándorlási ügyek, magyar rendezvények, magyar napok, és az a korszak, amikor a közösség sokkal személyesebb volt. Gábor életútja nem hagyományos karriertörténet. Nem az iskolapadból építette magát, hanem az életből. Mesél a Brooklyn College-ról, Kingsborough Community College-ról, a tanulással kapcsolatos nehézségeiről, és arról, hogyan érezte már fiatalon, hogy ő inkább "street smart" típus, aki az emberek között tanulja meg, hogyan működik a világ. Az epizód egyik legérdekesebb része Gábor első amerikai vállalkozása: cukros és snack automatákat helyezett ki Brooklynban, Brighton Beachen, Coney Island környékén, éttermekben, mosodákban, bárokban és car service helyeken. Innen jönnek a legfilmszerűbb történetek is: maffiás környezet, éttermek előtti őrök, razziák, készpénzes sztorik, és egy olyan New York, amit ma már nehéz elképzelni. A beszélgetés második nagy témája a Mayer szörp és a Mayer's Harvest. Hogyan lesz egy magyar szörpből amerikai termék? Hogyan lehet elmagyarázni az amerikai fogyasztónak, hogy a szörp nem pancake syrup, nem cough syrup, hanem egy magyar és európai italélmény, amit vízzel, szódával, koktélokban, teában, kávéban, desszertekhez, sőt akár pácoláshoz is lehet használni? Ez az epizód nem csak szörpről szól. Hanem arról, hogy mit jelent magyar vállalkozóként Amerikában gondolkodni, két ország között élni, két kultúrából építkezni, és közben valami olyat létrehozni, ami egyszerre üzlet, küldetés és identitás. Fejezetek: 00:00 Bevezető: maffiás sztorik és magyar szörp Amerikában 01:52 Oszter Gábor bemutatása és gyerekkori álma 04:22 Kiköltözés Amerikába 1989-ben 06:34 Brooklyn, high school és az első magyar barátok 08:37 Central Park, magyar foci és New York-i közösség 13:35 Iskola, Brooklyn College és a "street smart" életút 18:32 Cukros automaták, Candyman és az első vállalkozás 23:10 Coney Island, Brighton Beach és a 90-es évek vad New Yorkja 27:02 Mercedes Dallasba és egy gyanús ajánlat 33:20 Delta Airlines, munka és amerikai lehetőségek 45:00 Hogyan került képbe a Mayer szörp? 50:00 Magyar ízek az amerikai piacon 58:00 Mayer's Harvest, Amazon és az amerikai piac 01:02:02 Szörp koktélba, kávéba, pácoláshoz és desszertekhez 01:09:57 Zárás és folytatás Website: www.mayersharvest.com (http://www.mayersharvest.com/) Amazon Store: https://rb.gy/j1eiuy Iratkozz fel a csatornára további magyar New York-i interjúkért és podcast epizódokért. https://bit.ly/MOKAPodcatsSign Kövess minket Facebookon: @mokapodcast Instagramon: @mokapodcastusa Web: mokapodcast.com Spotify (https://bit.ly/mokapodcast) Apple Podcast (https://bit.ly/moka2021) [Google Podcast](https://bit.ly/MokaGoogle) [Deezer](https://bit.ly/MokaDeezer) [LibSyn](https://bit.ly/MokaLibsyn) [Facebook](https://bit.ly/MokaFB) magyarok Amerikában, magyarok New Yorkban, New York-i magyarok, magyar podcast, MÓKA Podcast, Oszter Gábor, Mayer szörp, Mayer's Harvest, magyar szörp Amerikában, magyar vállalkozó Amerikában, Brooklyn magyarok, Coney Island, Brighton Beach, magyar közösség Amerikában, bevándorlás Amerikába, Hungarian Americans, Hungarian podcast
¡Feliz 5 de maio amigos! ¡Gracias a todas y todos los que votaron por nosotros en estos días, de verdad estamos agradecidos! La Presidenta nos pide calma y nos recuerda que ella no agacha la cabeza. Se viene la Ley anti-Mayer y Sergio la aprueba. La Gobernadora interina de Sinaloa fue embestida y ya tenemos imitador de AMLI por si lo extrañaban. ¿García Harfuch a la Casa de los famosos? ¡Ay mamá!
DRCoinbase cuts headcount by 14% citing AI acceleration. The shares are gainingCoinbase cuts headcount by 14% citing AI acceleration WHO DO YOU BLAME?Cofounder/CEO/Chair Brian Armstrong: 49.6% voting power MMIn 2020, amidst global protests for racial justice, Armstrong issued a blog post that effectively banned employees from discussing social issues or activism at work: "We don't advocate for any particular causes or candidates internally that are unrelated to our mission, because it is a distraction from our mission... we won't engage in broader societal issues."Brian is a proponent of "Freedom Cities"—privatized zones built on federal land that would be exempt from the laws that govern the rest of the countryMeta Platforms director Marc Andreessen:Impeding the development of AI in any way, he argues, “is a form of murder."Our enemies are 'social responsibility', 'stakeholder capitalism', 'Precautionary Principle', 'sustainable development goals', 'social justice', and 'environmental, social, and governance (ESG)'... These are all ideas that would lead to a stagnant, decadent, and ultimately dead society."The dual class share structure:The holders of our Class B common stock are entitled to twenty votes per share, and holders of our Class A common stock are entitled to one vote per share.Jeffrey Billings, the independent trustee for certain trusts established by Brian Armstrong (representing 18.9% voting power)Co-founder/director Frederick “Fred” Ernest Ehrsam III (10.6% voting power)co-founder and general partner of the crypto-focused venture capital firm Paradigmco-founder and CEO of Nudge, a neurotechnology startup developing non-invasive brain–computer interfacesDuke UniversityWhile Fred is often seen as the quiet intellectual counterpart to Marc Andreessen, his philosophy is arguably even more dystopian to critics because it moves beyond just software—aiming to program human governance and the human brain itself.Fred is the Quiet Architect of a future where human systems are replaced by cold code.Fred is a major backer of the Prometheus Summit, a secretive gathering of tech elites focused on "longevity" and "assisted reproductive technologies."In 2026, Fred was appointed to the President's Council of Advisors on Science and Technology (PCAST) by President Donald TrumpThe 2 women on the board, seems very DEI-ishThe shares are gaining WHO DO YOU BLAME?InvestorsUp 15$ in 2 days: $655M for brianDiary of a CEO founder says he hired someone with ‘zero' work experience because she ‘thanked the security guard by name' before the interview WHO DO YOU BLAME?The so-called “meritocracy” MM“I hired someone who's CV was two lines. Their experience was zero”Elon Musk's SpaceX Could Be Fast-Tracked Into S&P 500 After IPO Under Proposed Rule Changes AND Elon Musk settles SEC lawsuit over Twitter purchase and agrees to pay $1.5m fineA trust in Musk's name will pay a $1.5m civil penalty, without admitting wrongdoing. Musk won't have to give up any money he allegedly saved from the delay. In its January 2025 lawsuit, the SEC said Musk's 11-day delay in revealing his initial 5% Twitter stake in late March and early April 2022 let him buy more than $500min shares at artificially low prices, before he finally revealed a 9.2% stake. WHO DO YOU BLAME?The SEC CommissionersJan 2025Chair Gary Gensler (D) Commissioner Hester Peirce (R)Commissioner Mark Uyeda (R)Commissioner Caroline Crenshaw (D)Commissioner Jaime Lizárraga (D)Today MMChair Paul Atkins (R)Commissioner Hester Peirce (R)Commissioner Mark Uyeda (R)VacantVacantSpecifically Paul AtkinsDuring his first stint as an SEC Commissioner (George W. Bush), Paul was famous for his dissent against large corporate penaltiesHe argued that fining a company for the "sins" of its executives just hurts the innocent shareholders a second timeRecently in the same Administration with Musk (DOGE)Generally believes the SEC overregulates; Musk has referred to the SEC as “bastards”Commissioner Hester PeirceThe perennial dissenter (pre-Trump 2.0): Whenever the SEC would sue a crypto firm or fine a high-profile CEO, Peirce would release a blistering public letter explaining why the SEC was wrong, overreaching, and "paternalistic."Hester is the primary author of the Token Safe Harbor proposal, which essentially argues that tech companies should be allowed to operate for three years without any SEC oversight to "find their footing."Hester has long argued that the SEC's disclosure requirements are "bloated" and "immaterial." In her view, Musk's failure to file a 13D form for his Twitter stake wasn't a crime—it was a failure to comply with a "clunky, outdated bureaucracy.""In our purportedly enlightened era, we pin scarlet letters on allegedly offending corporations without bothering much about facts and circumstances... After all, naming and shaming corporate villains is fun, trendy, and profitable."The S&P 500, managed by S&P Global Dow Jones Indices, on Thursday, announced it was beginning consultation on rule changes that could potentially help Elon Musk-led SpaceX gain an expedited entry into the index. The rule changes include letting IPOs enter the index six months after their debut on an eligible index instead of a 12-month period, according to current rules.The index also proposed eliminating a minimum Investable Weight Factor (IWF) of 0.10 for megacap companies. The IWF is a methodology used to calculate the number of shares of a company available to trade on the market.Notably, the proposed rule changes also eliminate profitability requirements for megacap companies. Current rules require a company to be profitable on a GAAP basis for 12 months to be considered for the index, but that rule could be eliminated.S&P DJI only accepts feedback during the announced consultation open period, which is generally one calendar month following the consultation announcement. The Index Committee considers the complexity of the change and the desirable implementation timing in determining the open window for the consultation, which is generally aligned, if possible, with the index rebalancing schedule. WHO DO YOU BLAME?S&P Global CEO Martina L. Cheung (31% no on pay last year) DEI? That's all I haveS&P Global Chair Ian Livingston (Lord Livingston of Parkhead)Lord Livingston is also involved in a number of charities particularly in the fields of education, equality and social careLords are weird? That's all I haveThe Index CommitteeThe S&P 500 Index Committee is one of the most powerful and secretive groups in global finance. To prevent insider trading and front-running (where traders buy a stock because they know it's about to be added to the index), S&P Dow Jones Indices (S&P DJI) keeps the names of the individual committee members confidential.“To mitigate even the appearance of a conflict of interest... all Index Committee meetings are confidential. Membership of the Index Committee is not disclosed, and voting members consist of senior S&P DJI staff who have no commercial responsibilities”The Committee Members: Usually consists of about five to nine full-time employees of S&P Dow Jones Indices. Veto Power: Unlike other indices that use a rigid formula, this committee has discretionary authority. They can choose to ignore certain rules (like profitability) if they believe a company is representative of the U.S. economy.Who is probably partly on the Committee:Catherine Clay (CEO, S&P Dow Jones Indices): As the top executive, she oversees all index divisions. She joined in late 2025 with a mandate to modernize the indices for the digital and private-to-public era.Fiona Boal (Global Head of Equities): She oversees the entire equity index suite. Any proposal to change the "seasoning" or profitability rules for the S&P 500 goes through her office.Michael Orzano (Head of Exchange Products): He is the primary strategist for how major listings (like a $1.75T SpaceX IPO) integrate with the exchange-traded product (ETF) ecosystem.He was the lead strategist during the 2020 Tesla Inclusion, which was the most chaotic event in S&P historyHamish Preston (Head of U.S. Equities): He is the primary spokesperson for S&P 500 methodology. If the "SpaceX Rule" is adopted in June 2026, he will be the one explaining the technical justification to the media.Louis Bellucci (Head of Index Committee Management): As of 2026, he is the specific individual tasked with managing the various index committees and ensuring they follow the updated governance protocolsThe general concept of greed MMMM'Tone Deaf' Starbucks CEO Slammed for Justifying $10 Coffee as 'Affordable Premium Experience' - Niccol is so close to the human experience, he thought it was obviously “affordable” premium to pay $10 for a single cup of coffee. WHO DO YOU BLAME?Mike Sievert, Jorgen Knudstorp, Neal Mohan, and Brian NiccolAccording to Free Float knowledge database, the only four directors with base knowledge of marketing in their backgrounds - all direct from their education and bios46% of SBUX influenceRichard Allison, Neal Mohan, Andy Campion, Beth Ford, Mike SievertMembers of the pay committee that graciously granted Niccol $96m such that a $10 coffee is an “affordable premium experience” for Niccol aloneMeanwhile, CEO Pay Surges 11% While Workers' Wages Stagnate at 0.5% in 2025: Report.In the last 5 years, EVERY director at SBUX was tagged as a “bottom payer” for employees using bottom quartile employee median pay relative to peers as a flagAt the same time, SBUX tagged as mildly atypical overpay relative to other paying directors, and the board average 5 year CEO Pay ratio ranking in the BOTTOM QUINTILE - not only do they love paying their employees as little as possible, the couple it with massive pay packages for CEOs everywhere they goBeth Ford, Daniel Servitje, and Neal MohanAccording to Free Float deference numbers, which use how directors get paid, the prestige of the directorship, the overlaps/reliance on the CEO, and social ties to management, these three are the only ones on the board tagged as “Deferential”For instance, Mohan has directorships at Chrome Holding and Starbucks… which one is a bigger deal?These are directors with the most to lose by dissenting - and risking getting replaced - at this board in particularMike Sievert, Daniel Servitje, Marissa Mayer, Neal Mohan, Brian NiccolEstimates of each of their net worth is in excess of $100m, with Servitje part of the nepo Grupo Bimbo money (he's worth >$3bn)Mayer is the rare female fail up, with early Google and Yahoo money >$600mMohan got a $100m stock retention bonus in 2013 alone and is the CEO of YouTube, the ultimate in artist exploitation machineNeal Mohan, who is on every one of these lists DRBrian Niccol, for generating a record quarter, avoiding negotiating with the union, and calling $10 for roasted beans “affordable premium”Activists Protest Jeff Bezos at 2026 Met Gala with Symbolic 'Urine' Bottles - no one like Uncle Jeffe and his wife anymore!!! WHO DO YOU BLAME?Zohran MamdaniHe skipped the Met Gala??? This was his one chance to show he actually DOES love Ken Griffin!WorkersIf they just accepted that they will all be fired by AI robots and take what their tech billionaire overlords bequeath them generously, they wouldn't have to do this: While billionaires get ready for the Met Gala, their workers walk a different kind of runwayA protest fashion show by workers of Amazon, Whole Foods, Starbucks, Uber, organized by the SEIU and Amazon Labor UnionLauren Sanchez DRProfiled in the NYT saying the uber-rich should “stop apologizing” and “start enjoying themselves” - isn't always the wife's fault?Amazon's board of sycophantsLabelled as “Structurally Deferential” in Free Float data, 5 of the 12 directors have been with Bezos for over a decadeThe rest are almost entirely connected to the directors who have been there for more than a decade7 of the 12 directors tagged as bottom payers, 6 of them at just AmazonEVERY DIRECTOR has been flagged more than once for Human Rights violations across all boards they're on - literally they have overseen constant strings of human rights violationsUncle Jeffe - who still thinks you can buy things and make people like youGameStop is preparing offer for eBay, WSJ reports - the offer is for $56bn and would allow a failing brick and mortar video game company to buy a semi-failing 2000s internet auction company - WHO DO YOU BLAME?TD Bank directors Ana Arsov, Cheri Brant, Elio Luongo, Keith Martell, Frank Pearn, Paul Wirth - the TD risk committeeTD offered a “I guess so?” letter for financing coming in around $20bn in debt. That amount of debt would make these directors - who are only active on the GameStop board - among the most indebted in our databaseThe risk committee is: accountant, compliance officer, ex-bank CEO, accountant, lawyer, someone from Moody'sRoaring Kitty Keith GillIsn't this obviously all his fault?Last count, he has as many as 9m shares in GME in 2024…CEO Ryan CohenWhose deep experience selling pet food and video games has set him up to have just the ego to think he can run anything anywhereWho cares
Megyn Kelly discusses Meghan Markle's narcissism, her whining about herself in front of suffering children, Prince Harry's dramatics and weak public persona, and more. Then Stephen A. Smith, host of "The Stephen A. Smith Show" on SiriusXM, joins to discuss why Kamala Harris is likely to run in the 2028 Democratic primary, why she'll have a hard time when she actually faces competition, Gavin Newsom's failures in California, the radical gender ideology in the state, what happens if VP JD Vance squares off with Sec. Marco Rubio in the GOP 2028 primary, and more. Then Britt Mayer, host of "The Britt Mayer Show," and Will Witt, author of "Do Not Comply," join to discuss Meghan Markle's hypocritical whining, Prince Harry's privilege, Dave Chappelle responding to backlash about his "trans" jokes, whether Chappelle is shifting blame onto the media and the right, Jimmy Kimmel appearing on Michelle Obama's terrible podcast, Kimmel's position on getting political as a late night comedian, Sec. Pete Hegseth continuing to talk about God and the Bible at war press briefings, Joy Behar's hilariously false claims about Jesus, and more. Smith-https://www.youtube.com/@stephenasmithspeaks Mayer- https://open.spotify.com/show/6ej8rWH1AxG6q8i00Q9Izk?si= Witt- https://www.amazon.com/Do-Not-Comply-Americas-Corrupt/dp/1546005587/ Supersure Insurance: Simplify your business insurance and get a free coverage report at https://Supersure.com/Megyn Brooklyn Bedding: Upgrade your sleep with Brooklyn Bedding—Visit https://brooklynbedding.com and use promo code MEGYN for 30% off sitewide! Quo: Make this the season where no opportunity slips away. Try QUO for free PLUS get 20% off your first 6 months when you go to https://www.Quo.com/MK Riverbend Ranch: Visit https://riverbendranch.com/ | Use promo code MEGYN for $20 off your first order. Follow The Megyn Kelly Show on all social platforms: YouTube: https://www.youtube.com/MegynKelly Twitter: http://Twitter.com/MegynKellyShow Instagram: http://Instagram.com/MegynKellyShow Facebook: http://Facebook.com/MegynKellyShow Find out more information at:https://www.devilmaycaremedia.com/megynkellyshow Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
It was once believed that young adults were largely safe from developing colorectal cancer. But the sad truth is, rates of cancer and cancer deaths have been on the rise in younger age groups in recent years. Today, we're going to unpack some of the environmental factors that could be behind this uptick and how to optimize your diet and lifestyle for a healthier gut. Dr. Emeran Mayer is a gastroenterologist and neurologist who specializes in the intricate role between the gut and the brain. Today, he's back on The Model Health Show for an enlightening conversation on the important topic of colon cancer. Dr. Mayer is sharing the risk factors for colon cancer, new innovations in microbiome research, and how to strengthen your gut health. You're going to learn about advances in colon cancer screening methods, the optimal diet for a healthy gut and microbiome, and the role your hormones play in regulating your gut and overall health. Dr. Mayer is passionate about taking a holistic role to health, as well as empowering folks to understand the brain-gut connection to make more informed decisions about their health. I hope you enjoy this interview! In this episode you'll discover: How advances in colon cancer screenings have impacted cancer rates. (6:35) The different methods of screening for colon cancer. (7:16) Why colon cancer rates are rising in young adults. (8:53) The connection between processed food intake and colorectal cancer rates. (18:36) What intrinsic health is and how to influence it. (33:20) How early life trauma can predispose humans to chronic illnesses. (36:55) What the estrobolome is. (43:34) Dr. Mayer's approach to taking probiotics. (54:13) Dietary principles that can help you reduce your risk of developing illnesses. (1:02:51) The importance of regenerative agriculture. (1:03:20) How eliminating ultra-processed foods can improve your health. (1:07:15) Items mentioned in this episode include: Beekeepersnaturals.com/model - Save up to 30% on natural remedies! Piquelife.com/model - Get exclusive savings on bundles & subscriptions! Mayer Nutrition - Shop gut health supplements, organic olive oil, and more! Books by Dr. Emeran Mayer - Learn more about the brain-gut connection! Connect with Dr. Emeran Mayer Website / Newsletter / Podcast / YouTube Be sure you are subscribed to this podcast to automatically receive your episodes: Apple Podcasts Spotify Soundcloud Pandora YouTube This episode of The Model Health Show is brought to you by Beekeeper's Naturals and Pique. Reinvent your medicine cabinet for with clean, effective products powered by the beehive & backed by science. Claim up to a 30% discount at beekeepersnaturals.com/model. Go to Piquelife.com/model for exclusive savings on bundles & subscriptions on cutting-edge solutions for your head-to-toe health and beauty transformation.
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