Podcasts about measured

#161: On this week's episode, Han sits down with Meg Reynolds, host of Not The Girl Next Door Podcast, for a raw conversation about what it actually looks like to heal loudly, break the relationship patterns we learned in childhood, and finally choose ourselves.Meg opens up about leaving an abusive relationship, and recognizing the patterns that kept pulling her toward emotionally unavailable people. The girls talk about childhood trauma, specifically what it looks like to navigate going no contact with a parent, and why sometimes the strongest expression of self-worth is having enough courage to walk away. The girls get into:What it actually means to heal loudlyWhy silence can keep us stuck in sufferingHealing after an abusive relationshipRepeating unhealthy relationship patternsDating emotionally unavailable peopleHow relationships can mirror our unhealed woundsGoing no contact with a parentWhy no contact is a boundary—not a punishmentSetting boundaries with people you loveRaising your standards in datingWhy women sometimes treat men like projectsWhy your worth is not determined by how much pain you can endureLetting go of the need to fix someoneHaving enough courage to walk away& MORE!This episode is for anyone who is trying to understand their relationship patterns, healing from childhood trauma, struggling to walk away from someone they love, navigating boundaries or no contact with family, or learning that choosing yourself is not the same thing as giving up.CONNECT BELOW:Follow Meg ⁠⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠⁠⁠⁠Follow Not The Girl Next Door Podcast hereCONNECT with HAN:follow Han ⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠⁠⁠follow HOW I SEE IT ⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠⁠⁠follow Han on Substack ⁠here⁠watch HOW I SEE IT on YouTube ⁠here⁠shop the podcast merch ⁠⁠⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠⁠⁠⁠⁠work with Han: howhanseesit@gmail.com

KNOWING YOUR NUMBERS: HOW METRICS CAN STRENGTHEN CREATIVITYWhat if numbers aren't the enemy of creativity—but one of its greatest allies?In this special YOUR WORLD OF CREATIVITY roundtable, host Mark Stinson sits down with Alisa Sparks, Andrea Carter, and Rei Vardi to explore why creative people need to become more comfortable with numbers—not just financial numbers, but also data, activity, customer behavior, performance, relationships, belonging, and impact.Together, the panelists discuss how meaningful metrics can guide better decisions, sharpen intuition, reveal hidden opportunities, strengthen customer experiences, and help creative ideas grow.MEET THE PANELISTSAlisa Sparks grew Linden Creek from a garage startup into a nationally recognized home staging franchise. With a background in finance, she uses numbers to guide creative decisions, optimize client ROI, and help franchise owners build sustainable businesses. linden-creek.com https://www.linkedin.com/in/alisasparkslc/Andrea Carter is an organizational scientist and researcher whose work measures belonging, trust, culture, and human performance. Her research challenges leaders to look beyond averages and uncover the hidden stories within the data. www.belongingfirst.com https://www.linkedin.com/in/andreadcarter/ (https://theconversation.com/the-price-of-belonging-is-inconvenience-are-we-still-willing-to-pay-it-270778) https://substack.com/@andreadcarter https://www.adler.edu/faculty-engagement/faculty-directory/carter-andrea-d/Rei Vardi is the founder of EON Rides, an electric car-sharing and rental platform connecting underutilized vehicles with drivers through a frictionless digital experience. He focuses heavily on customer retention as a key measure of whether the experience truly works. eonrides.com https://www.linkedin.com/in/reivardi/EPISODE HIGHLIGHTSIs Creativity Constrained by Numbers—or Guided?Rei suggests that numbers don't limit creativity—they define the problem. Data might reveal that customer retention is falling, outreach is too low, or a process isn't working. Creativity comes into play when we ask: How do we solve it?Alisa agrees. Her background in finance became a competitive advantage in the creative world of home staging because she learned to start with the numbers and then ask: How do we create? How do we solve? How do we build?What Should Creative People Actually Measure?The answer depends on what you're trying to improve:Alisa tracks activity, especially how many new relationships and meaningful connections are being developed each week.Rei watches customer retention because repeat business is one of the clearest signs that people genuinely value the experience.Andrea looks beneath averages to uncover gaps in belonging, participation, engagement, and performance.As Andrea explains: "The average score is the story that the leaders want. The distribution is the story employees and customers are living."The Courage to Look at the NumbersNumbers don't always tell us what we want to hear. A campaign may underperform. A hire may not work out. A business model may need to change. An idea may not gain traction. But avoiding the numbers doesn't change reality.Andrea encourages creative people to look directly at the metric they've been avoiding and treat it not as a verdict, but as the beginning of a conversation. Alisa adds that intuition can be useful as a hypothesis—but it still needs to be tested.Scaling Creativity with MetricsMeasurement can help a creative idea travel. Andrea's research on belonging began with 3,508 participants in the mining industry and eventually expanded across manufacturing, healthcare, finance, government, and nonprofits, impacting more than 150,000 employees.Her perspective: "Unmeasured creativity is something that keeps us small. Measured creativity is what becomes repeatable by others."Metrics can turn a creative insight into a system, methodology, or infrastructure that others can use.The "Human" Numbers Behind Relationships and CommunityNot every meaningful number appears on a financial dashboard. Andrea challenges listeners to observe their next meeting, dinner party, or gathering and count:Who speaks?Who gets interrupted?Who receives credit?Who gets remembered?Who hasn't spoken at all?Her insight is simple but powerful: "Counting makes you notice, which makes you kinder."Alisa shares a similar lesson from her first home staging project. The home sold for $30,000 over asking, which initially looked like a great business case study. But when the homeowner explained what that additional money would mean for his family, the number became something more.The numbers may show us how we're making an impact. People remind us why the impact matters.KEY TAKEAWAYSNumbers can provide a frame for creativity rather than restrict it.The most useful metrics aren't always revenue or profit. Activity, retention, participation, belonging, customer behavior, and impact can be equally important.Intuition is valuable, but it becomes stronger when informed by experience and tested against evidence.Averages can hide important differences. Sometimes the real story lives underneath the headline number.Measurement helps creative ideas become repeatable, scalable, and transferable.Sometimes the number you've been avoiding is the one that has the most to teach you.BUILD YOUR NUMBERS MUSCLE THIS WEEKRei Vardi: Start tracking something. Whatever you're trying to improve, write down where you are now and begin measuring progress.Alisa Sparks: Measure activity before results. Instead of focusing only on whether you made the sale, count how many calls you made, relationships you developed, or actions you completed.Andrea Carter: Look at what you've been avoiding. Choose one number and review it every week at the same time. Don't judge it—study it. Look at the best moment, the worst moment, and what happened in between.FINAL THOUGHTKnowing your numbers doesn't mean becoming an accountant or a data geek. It means becoming a better creative leader.The right numbers can help us understand our customers, test our intuition, strengthen our organizations, build better relationships, scale our ideas, and measure the impact we're truly making.Numbers aren't the enemy of creativity. They may be one of its greatest allies.Connect with Alisa Sparks, Andrea Carter, and Rei Vardi to learn more about their work. And if you enjoyed this roundtable, subscribe, follow, rate, and review YOUR WORLD OF CREATIVITY on your favorite podcast platform. Every review helps more creative leaders discover these conversations.Stay tuned for more discussions inspired by the principles explored in Mark Stinson's book, UNLOCK YOUR WORLD OF CREATIVITY.Until next time, keep asking better questions, keep learning, keep measuring what matters — and together, let's keep unlocking ... your world of creativity.

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

Star orbiting close to Sagittarius A* could reveal its spin — plus, how exoskeletons might change the way humans move.00:46 The star that could reveal a black hole's spinResearch article: Dayem et al.13:23 Research HighlightsNature: ​​​​​​​Rattlesnakes' own antivenom could protect humans tooNature: ​​​​​​​Shipping on rivers packs a surprisingly large climate punch15:40 Commercial exoskeletons are hitting the market — what now?Nature: ​​​​​​​Will you be wearing an exoskeleton in ten years? The tech that could change how we move​​​​​​​Subscribe to Nature Briefing, an unmissable daily round-up of science news, opinion and analysis free in your inbox every weekday. Hosted on Acast. See acast.com/privacy for more information.

Interview with Campbell Baird, CEO of Asante GoldRecording date: 13th August 2026Asante Gold Corporation is working through an operational and leadership reset four months into Campbell Baird's tenure as Acting CEO, following the retirement of predecessor Dave Anthony. The company's investment case for 2026 hinges less on new catalysts than on execution against an already-disclosed plan: converting roughly $50 million of deferred or cancelled capital expenditure, combined with a narrower project focus, into the guided 275,000-300,000 ounce production range at an AISC of $3,200-$3,600 per ounce for the full year.The two operating assets are pulling in different directions operationally. Chirano has provided stability throughout 2026, delivering a consistent 10,000-11,000 ounces monthly even as Bibiani absorbed the impact of a January wall slip and an extended, costly stripping campaign in its Main Pit. Bibiani's ore has also proven more sulfidic than originally modelled, prompting a shift toward roughly 50% flotation processing and a sulfide recovery plant now being tied into the wider circuit - a process Baird estimated was roughly two months from completion.The key catalyst for H2 2026 performance is grade: Bibiani's head grade is expected to move from approximately 1.3-1.4 g/t over the past six months toward a targeted 1.7-1.8 g/t as mining progresses deeper into the Main Pit, directly underpinning the guided cost reduction weighted to Q4.On the resource side, Asante's 5 August NI 43-101 update showed combined Measured and Indicated Resources of 4.6 million ounces across both operations - effectively flat against December 2023 levels despite more than 430,000 ounces of production in the interim. Chirano's resource base grew materially (+443,000 ounces M&I since December 2023), supporting a seven-year mine life, while Bibiani's declined 17% on constrained exploration spend and open-pit depletion, even as its Main Pit is interpreted as geologically open to roughly 1,400 metres against only ~600 metres of current definition. The company frames the broader 80-kilometre Chirano-Bibiani Corridor as structurally comparable to far larger, more extensively drilled greenstone belts (Lefroy-Boulder, Abitibi), with a $23.4 million exploration budget allocated for 2026.On costs, management's own framing is notably conservative: Baird explicitly ruled out sub-$2,000/oz AISC as a credible near-term outcome, targeting below $3,000/oz only as a longer-term objective. This tempers what might otherwise be an overly optimistic reading of the company's cost trajectory, and is worth weighing against the wider sector-level cost inflation (diesel, labour, supply chain) that Baird cited as affecting gold producers broadly, not just Asante.The clearest risk flag for investors is guidance continuity: Asante's prior annual production target of 400,000-500,000 ounces remains formally withdrawn, with management stating directly it is not planning to reinstate it. The 275,000-300,000 ounce 2026 range should be treated as the only current, company-sanctioned figure.View Asante Gold's company profile: https://www.cruxinvestor.com/companies/asante-goldSign up for Crux Investor: https://cruxinvestor.com

I always love the different twist these AI characters provide in these discussions. Enjoy! Here's the link to the original post:  https://davebrock.substack.com/p/if-it-cant-be-measured-it-cant-be

The Lighthouse Where Silence Was Measured in Missing TimeBecome a supporter of this podcast: https://www.spreaker.com/podcast/dark-mysteries-unsolved-mysteries-forgotten-secrets-unanswered-questions--5684156/support.Darkest Mysteries Online

For the avid amateur golfer, there is more measured data for swing movements, club delivery, and ball flight than ever before. Is it too much? In this episode, Mark and Lou break down how to use swing data. There are devices that can measure body part motions: how can these help—without changing everything to make an app happy? A disciplined use of these tools can be enormously beneficial, and Mark and Lou give advice for doing just that.If you have a question you want covered on the pod, please submit here: https://www.hackitoutgolf.com/contact/Listeners can also leave us a voicemail! https://www.hackitoutgolf.com/voicemail/Where to find us:Mark Crossfield's weekly newsletter: https://www.crossfieldgolf.com/subscribeMark Crossfield on Twitter: https://twitter.com/4golfonlineMark Crossfield on YouTube: https://www.youtube.com/user/4golfonlineLou Stagner's weekly newsletter: https://newsletter.loustagnergolf.com/subscribeLou Stagner on Twitter: https://twitter.com/LouStagnerGreg Chalmers on Twitter: https://twitter.com/GregChalmersPGAThe Hack It Out Golf Podcast on Twitter: https://twitter.com/HackItOutGolfSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode of the NCS Podcast Hot Topics series, host Rich Choi, MD, is joined by Chiara Robba, MD, PhD, to discuss the article "The Effects of Milrinone Systemic Administration on Cerebral Perfusion as Measured with Computed Tomography in Aneurysmal Subarachnoid Hemorrhage Patients," published in Neurocritical Care. Their conversation explores the complex, multifactorial pathophysiology of delayed cerebral ischemia following aneurysmal subarachnoid hemorrhage and the potential role of intravenous milrinone as a rescue therapy. They discuss how milrinone may influence both systemic and cerebral hemodynamics, as well as the role of CT perfusion imaging in evaluating cerebral blood flow and perfusion heterogeneity. They also review findings from the retrospective study, including milrinone's association with increased cardiac index but not a consistent increase in cerebral blood flow. Among patients who did not develop delayed cerebral ischemia, cerebral perfusion became more spatially homogeneous as the milrinone dose increased. Dr. Robba explains why the distribution of cerebral blood flow may be more informative than its average value, the potential of perfusion heterogeneity as a marker of treatment response and why larger prospective studies are needed before these findings can inform changes in clinical practice. The views expressed on the NCS Podcast are solely those of the hosts and guests and do not necessarily reflect the opinions or official positions of the Neurocritical Care Society.

"It's too late" is a feeling, not a fact, and most of the deadlines we're measuring ourselves against were never ours to begin with. In this episode, Brett breaks down why the voice telling you your window has closed is working from bad information, and gives you a three-question "ownership test" for telling a real constraint from an inherited story, so you can find out whether the change you keep circling is actually worth making. What You'll Learn in This Episode Why the feeling that it's too late is not evidence that it's too late — and the specific blind spot in how our minds predict our own future selves The 2013 "End of History Illusion" study and what it reveals about why every age group believes they're basically done changing The difference between a real constraint and a borrowed deadline you absorbed from comparison, family expectation, or culture — and never agreed to Why "is it too late?" is actually two different questions wearing the same coat, and why only one of them deserves a factual answer The Ownership Test: three questions to separate a change that's genuinely yours from one that's just an escape Why the regret of the untried tends to outlast the regret of things that didn't work out The smallest honest step you can take this month to turn "too late" from a story you obey into a fact you check Episode Timestamps [0:00] Introduction — the version of your life you keep circling [2:00] Why "too late" feels so convincing, even when it's wrong [4:00] The End of History Illusion — the 2013 study on how badly we predict our own change [7:00] Borrowed deadlines — where your "too late" clock actually comes from [8:00] Julia Child and the myth of the linear timeline [10:00] Separating real constraints from inherited stories [11:00] Moving toward vs. running from — why the same decision can mean two different things [13:00] The Ownership Test — three questions to run any change through [16:00] Why the regret of the untried outlasts the regret of trying [17:00] This week's smallest honest step Episode Summary There's a version of your life you keep circling back to. Different work, a creative thing you set down years ago, a move, a different way of being in your own days. And every time it comes close, a quiet voice forecloses it: "Nice idea, but that ship's already sailed." Brett opens this episode by taking that voice seriously instead of arguing with it — and then taking it apart. The central claim of the episode is simple and, once you hear it, hard to unhear: "The feeling that it's too late is not evidence that it's too late." Those are two different things, and we habitually treat them as one. To back this up, Brett walks through a 2013 study published in Science by psychologists Jordi Quoidbach, Daniel Gilbert, and Timothy Wilson, called "The End of History Illusion." Researchers surveyed more than 19,000 people ages 18 to 68 and asked how much they'd changed over the past decade versus how much they expected to change over the next one. At every single age, people readily admitted they'd changed a lot in the past — and then predicted they'd barely change going forward. In other words, no matter how old you are, there's a persistent illusion that right now is the moment you've finally become who you're going to be. If that's true at every age, the person telling you "it's too late for me to become someone different" is very likely making the exact predictable error the whole species makes. That's the first thing "too late" gets wrong: it assumes you're finished. The second thing is about the clock itself. Most of the deadlines we carry — established in your 20s, settled by your 30s, peaked in your 40s — aren't real deadlines. They're borrowed ones, absorbed from peer comparison, family expectation, and culture, never consciously chosen. Brett illustrates this with Julia Child, who didn't cook seriously until her late 30s, trained in France at 36, and published the cookbook that made her a household name at 49. Measured against the timeline most of us carry, she'd have been called finished. It would have been wrong. Here's where the episode does its most useful work. Brett argues that "is it too late?" isn't one question — it's two, wearing the same coat, and they need different answers. The first is the constraint question: is this change actually still possible, physically and practically? That deserves a clear-eyed factual answer, not a feeling. The second is the ownership question, and it's the one almost nobody asks: is this change mine? Are you moving toward something that genuinely fits who you're becoming, or just trying to escape something that hurts right now? Two motivations that feel identical in the moment but lead to completely different places — because a change built only on escape tends to rebuild the same problem somewhere new. From there, Brett offers what he calls the ownership test: three questions to run any change you're circling through. The constraint question (what specifically is in the way, and have you actually inspected the wall or just assumed it's there?), the ownership question (finish the sentence "I want this change because ___" and notice whether you're moving toward something or away from something), and the cost-of-not question (what does it quietly cost you in five years if you never touch this at all?). The point isn't to talk you into changing — it's to make the choice yours instead of the fear's. And the research on regret backs this up: people tend to make peace with things they tried that didn't work out. What sits heaviest years later is the door they never walked up to at all. This idea sits at the center of what optYOUmize means by growth — not a checklist of habits or a race against a timeline, but the slower, more honest work of closing the gap between how your life looks and how it actually fits. If this episode resonated, that's the deeper territory to explore next. The takeaway Brett leaves you with: this week, do exactly one honest thing with the change you keep circling. Not the leap — just the inspection. Walk up and touch the wall you've been describing from across the room. Resources Mentioned "The End of History Illusion" — Jordi Quoidbach, Daniel T. Gilbert, and Timothy D. Wilson, Science, Vol. 339, Jan. 4, 2013 — DOI: 10.1126/science.1229294 Julia Child — chef and author who didn't train professionally until her late 30s — en.wikipedia.org/wiki/Julia_Child The Shawshank Redemption — referenced for the line "Get busy living, or get busy dying" Frequently Asked Questions Is it actually too late to change your life? Usually not — but the honest answer depends on separating two different questions. Whether a specific change is still physically or practically possible deserves a factual answer, not a feeling. Whether the change is genuinely yours to make (versus an inherited deadline you never agreed to) is the question most people never actually ask. What is the "End of History Illusion"? It's a finding from a 2013 study in Science (Quoidbach, Gilbert, and Wilson) showing that people at every age readily admit they've changed a lot in the past decade, but consistently predict they'll barely change in the next one. The researchers concluded people tend to treat the present as a kind of finish line for who they'll become — a belief the data shows is reliably wrong at every age. How do I know if a deadline I'm holding myself to is real or just something I absorbed? Ask where it actually came from. Most "too late" deadlines trace back to peer comparison, family expectation, or a cultural script (established in your 20s, settled by your 30s) rather than any genuine constraint. A real constraint is something you can name specifically — a dollar amount, a skill gap, an obligation to a real person. If you can't name the specific obstacle, it's likely a borrowed story rather than a wall. What is the "ownership test" from this episode? It's a three-question framework for deciding whether a change you're circling is genuinely yours to make: the constraint question (what's factually in the way, and have you actually inspected it?), the ownership question (are you moving toward something or escaping something?), and the cost-of-not question (what does staying the same quietly cost you in five years?). What's the difference between making a change to move toward something versus to escape something? Both can look identical from the outside — quitting a job, for example — but internally one is a compass and the other is a fire alarm. A change built primarily on escaping discomfort tends to recreate the same problem in a new location, because part of what you didn't like was inside the situation and part was inside you. A change built on moving toward something specific tends to be more durable. Do people regret the changes they tried that didn't work out? Research on regret suggests people tend to make peace with things they tried, even when they didn't land the way they'd hoped. What tends to weigh heaviest years later is the door someone never walked up to check at all — the regret of the untried, which is a distinct and more durable kind of regret. What's the smallest step I can take if I'm not ready to make a big change? Brett's advice is to skip the leap and start with the inspection. Take the change you keep circling and do one honest, small thing to test it this month — a class, a conversation, one experiment — small enough that "too late" becomes a fact you check instead of a story you obey. Keep Exploring If this episode resonated, these are worth your time: Growth & Self-Becoming — The optYOUmize pillar page on growing in the direction of your own values instead of a borrowed timeline → https://optimizeyoumize.com/growth-self-becoming/ Enjoyed This Episode? The best way to support optYOUmize is to subscribe and leave a review — it takes about two minutes and makes a real difference in helping more people find the show. Apple Podcasts · Spotify · Amazon Music · YouTube Leave a Review →

The following article of the Talent industry is: 'Operational Capacity Only Meaningful When Measured Against Growth' by Francisco Hernandez Tejeda, CEO, Core Resources. 

AI coding tools are everywhere, but how do you prove they're actually making engineers more productive?In this episode of PurePerformance, hosts Brian Wilson and Andi Grabner welcome Michael Reichenbach, Platform Engineer at 1KOMMA5°, to discuss the company's journey toward more than 80% AI-written code. Rather than relying on anecdotes or hype, Michael shares how his team designed a real experiment to measure the impact of AI-assisted development.We explore the metrics they chose, why traditional DORA metrics such as deployment frequency and change failure rate were not the right indicators, and how they instead focused on "Time to Code" from ticket creation and first commit to merged pull request. Michael also explains how AI lowered the barrier for contribution across the organization, enabling even non-engineering teams to prototype and build solutions faster.The conversation also dives into the operational side of AI adoption, including AI observability dashboards, budget controls, Slack alerts, usage monitoring, and the surprising decision to intentionally limit AI spending during their proof of concept.Whether you're evaluating Cursor, GitHub Copilot, or other AI coding tools, this episode offers practical lessons on measuring value, maintaining quality, and scaling AI adoption responsibly.Links we discussedMichael's LinkedIn: https://www.linkedin.com/in/michael-reichenbach/Klaus's LinkedIn: https://www.linkedin.com/in/langenheldt/Talk at Cloud Native Munich: https://www.youtube.com/watch?v=Ntf0h0vFuMQ1Komm5 Website: https://1komma5.com/Kenote from KubeCon: https://youtu.be/P1phxZHJGrA?t=570&is=9DYnbK8VGorMmaXoMichael's YouTube Playlist: https://youtube.com/playlist?list=PLn-u2xOcMlXlVweZ0aB4pu6VM6Xv6895i&si=MZ6jzF-VwIAY3HFF

Astronomy Daily · S05E157 · “The Edge of Everything” · Monday 3 August 2026 In this episode •      The largest galaxy, measured at last. Ultra-deep imaging of IC 1101 in the Abell 2029 cluster has traced its outer edge for the first time: an edge radius of ~260 kpc, a diameter near 520 kpc (~1.7 million light-years), and ~3.4 trillion solar masses in stars — about 17× the width of the Milky Way. Faint outer structures aligned with cluster X-ray disturbances show it is still accreting. Source: Marrero-de la Rosa et al., “How large can galaxies be? Ultra-deep imaging of IC 1101”, accepted A&A (arXiv:2607.15340, 16 Jul 2026); phys.org, 31 Jul 2026; The Debrief, 1 Aug 2026. •      Hayabusa2's record asteroid flyby. JAXA confirmed (press conference 30 Jul) that its Hayabusa2 probe passed just 400 m from the surface of near-Earth asteroid Torifune on 5 July — 744 m from centre at >18,000 km/h — the closest asteroid flyby by any mission, plus the first-ever laser ranging of an asteroid during a flyby. Torifune proved to be a contact binary. Source: JAXA press conference, 30 Jul 2026; phys.org / Japan Today (AFP), 31 Jul 2026; autoevolution, 1 Aug 2026. •      UK's first orbital launch on hold. Rocket Factory Augsburg de-stacked its RFA One at SaxaVord Spaceport (Unst, Shetland) after finding a vehicle issue during hot-fire test prep (announced 28 Jul). The certified launch window opens 10 August; a successful flight would be the first orbital launch from UK soil. Source: RFA statement (X), 28 Jul 2026; Space.com, 1 Aug 2026; Shetland Times, 28 Jul 2026. •      Andromeda is winding down. A new Hubble study mapping ~200 million stars across two-thirds of Andromeda's disk finds star formation has declined over ~500 million years (from ~1 to ~0.2 solar masses/year), with the steepest drop in the last 40 million years — possibly linked to an interaction with satellite galaxy M32. Source: Williams et al., The Astrophysical Journal, 27 Jul 2026; NASA/STScI release, 27 Jul 2026. Skywatch — both hemispheres •      Comet 10P/Tempel 2 — perihelion 2 Aug; closest approach to Earth tonight (3 Aug). Binoculars/small scope, dark skies. Best pre-dawn from the Southern Hemisphere; ~9:30–10:30 pm local for mid-northern latitudes before moonrise. •      Moon near Saturn tonight (3 Aug) — naked-eye pairing, both hemispheres, up into dawn. •      Mercury at greatest western elongation (2 Aug) — low eastern horizon ~1 hr before sunrise, toward Gemini; Mars higher. Better placed for northern observers. •      Diary (2 days out): Falcon 9 upper stage (2025-010D) lunar impact near Einstein Crater, 5 Aug ~06:35 UTC — ~2:35 am EDT / 11:35 pm PDT (4 Aug); North America best-timed on the dark limb. Southern Hemisphere: ~4:35 pm AEST (daylight) — await orbiter after-images. •      Looking ahead: 12 Aug total solar eclipse (Greenland/Iceland/Spain) + moonless Perseid peak + six-planet dawn alignment. View partial phases only through certified ISO 12312-2 filters. Links & follow •      Website, back catalogue, news feed & newsletter: astronomydaily.io •      Social: @AstroDailyPod  ·  Part of the Bitesz.com Podcast NetworkBecome a supporter of this podcast: https://www.spreaker.com/podcast/astronomy-daily-latest-space-news--5648921/support.Sponsor Details:Ensure your online privacy by using NordVPN. To get our special listener deal and save a lot of money, visit www.astronomydaily.io/nordvpn. You'll be glad you did!Get the best secure and private email on the planet. Stop your Government, google and who knows who else spying on every email you write. Do what we did and use ProtonMail. They beleive in privacy and there are no ads in their business model...yet they still provide a free forever service. Check them out and get out special deal at www.astronomydaily.io/protonmailBecome a supporter of Astronomy Daily by joining our Supporters Club. Commercial free episodes daily are only a click way... Click HereThis episode includes AI-generated content.

Measured by Sacrifice // Temple Teaching Series (pt.6) | Jared Douglas

A measuring line does not change the object being measured—it simply reveals the truth about it. It shows where something lines up, where it falls short, and where adjustment is needed. In the same way, God’s Word does not flatter us or condemn us without hope. It shows us what is really happening beneath the surface. The question is not whether we can look changed. The question is whether we are actually becoming more like Jesus.

Last time we spoke about the Japanese offensive at Changsha. In late September 1941, fighting in China had become a brutal struggle of endurance. Japanese forces kept pushing forward, but China—though battered by heavy losses—refused to yield. Help from abroad was slowly beginning to matter. American aid reached China through groups like the Red Cross, and volunteers later associated with the Flying Tigers offered crucial support to Chinese operations. Against this backdrop, Changsha in Hunan became the center of a dangerous autumn campaign. Chiang Kai-shek and the Nationalist leadership treated the city as strategically vital, knowing that its fate could influence the wider course of the war. In the end, the resistance at Changsha showed China's key advantage: resilience. The city's defense helped slow the Japanese advance, break up momentum, and create uncertainty as the campaign continued.   #212 The Autumn Battle of Changsha, 1941 Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. In late September 1941, the war in China had already entered its fifth year. By then the conflict had lost whatever remained of novelty and had settled into something harsher and more exhausting: a long war of attrition fought across enormous distances, under conditions of chronic shortage, strategic uncertainty, and repeated local catastrophe. Japan still possessed formidable military strength. Its armies could strike hard, move fast, and exploit superior firepower, air support, and communications in individual campaigns. Yet the larger shape of the war had begun to change. China had not collapsed. The Nationalist government still stood. Chinese armies, however battered, still held the field. The line between survival and defeat remained dangerously thin, but it had not broken. This was the situation in which the autumn campaign in Hunan and Hubei unfolded.   The struggle around Changsha did not occur in isolation. It belonged to a wider military and political moment. In Europe, the war had already expanded into a continent-wide convulsion. Germany and the Soviet Union were locked in a massive struggle after the German invasion in June. Leningrad was under threat, Kiev had become the scene of disaster, and the approach of the battle for Moscow suggested that still greater bloodshed lay ahead. Stalin had pressed Churchill to open a second front in Europe and had been refused. The global balance of war was shifting, but not yet in any way that guaranteed relief to China.   In Asia, Japan continued to press forward. The pressure on China remained immense. Yet by mid-1941 China's position, though still precarious, no longer looked quite as desperate as it had in earlier years. International sympathy had grown. Material aid, however limited, was beginning to take more concrete form. In July, the American Red Cross sent China medical supplies worth millions of dollars. In August, more than a hundred retired American pilots and mechanics came together to aid China against Japan. The air unit they formed, later celebrated as the Flying Tigers, meant more than aircraft and personnel alone. It signaled that China's war was no longer quite so isolated. That change in atmosphere did not produce calm in Chongqing. It sharpened urgency.   For Chiang Kai-shek, the possibility that the international situation might slowly improve for China carried with it a hard implication: China had to endure long enough to benefit from it. That meant surviving not in abstract terms, but in particular places, against particular offensives, at moments when a local defeat might have consequences far beyond the immediate battlefield. In the autumn of 1941, one of those places was Changsha. Changsha had long occupied an outsized place in the military geography of the war. It stood as the capital of Hunan, a hinge between regions, and a vital position in the defense of central China. Its security affected the Xiang River basin, communications across the province, and the broader defensive posture shielding approaches toward the wartime capital. To lose it, even temporarily, would be more than a symbolic blow. It would threaten the larger balance of the front in south-central China and test whether Japanese offensives could still force dramatic strategic results.   At the same time, the battle for Changsha was not a simple contest between one Chinese army and one Japanese army facing each other across a fixed line. It was part of a larger operational struggle linking the Ninth War Zone with supporting actions from the Third, Fifth, and Sixth War Zones. It involved frontal resistance, hurried reinforcement, mobile defense, rear harassment, and the constant effort to turn Japanese momentum into Japanese overextension. Chinese commanders were trying not merely to survive a blow, but to absorb it, stretch it, and eventually strike back against an enemy whose speed could become a liability once supply lines lengthened and formations dispersed. This was the burden resting on the Military Commission in Chongqing.   There, while reports arrived in fragments and maps were revised hour by hour, Chiang Kai-shek spent long stretches in the operations room watching the situation in Hunan and Hubei develop. He had already ordered the various war zones to support the Ninth War Zone's operations, and now he followed the campaign with intense concentration. His attention moved repeatedly toward reports from the Sixth War Zone and Chen Cheng's counteroffensive toward Yichang, for Yichang was tied not only to local fighting in Hubei but also to the defense of the Yangtze approach and therefore to the security of Chongqing itself. In his mind, Hunan and Hubei had become the focal point of China's war effort in that season.   Meanwhile at the front, the situation was deteriorating fast. Japanese forces pressing into northern Hunan had already imposed severe strain on the Chinese defense. Blocking units had been battered back. Communications were uncertain. Some formations fought stubbornly but could not hold; others dissolved more quickly than hoped. The Japanese advance toward Changsha created exactly the kind of crisis Chinese commanders feared most: one in which the enemy moved with enough force and speed to threaten a major city before a coherent defensive response could be reassembled. Chinese units had to be thrown into action as they arrived, often after exhausting marches, often with incomplete knowledge of the situation, and often under immediate pressure from artillery, aircraft, and aggressive infantry assaults. Yet even at this dangerous stage, the campaign contained an opportunity as well as a threat.   The deeper Japanese units pushed into Hunan, the more exposed their rear became. Supply depots, transport lines, and communications stretched farther behind the spearhead. Chinese formations that had been driven aside were not always destroyed; some remained capable of reappearing to strike roads, depots, and isolated detachments. If Changsha represented the visible center of the struggle, the enemy rear represented its hidden vulnerability. The Chinese aim, therefore, was not simply to defend passively around the city. It was to combine stubborn resistance in front with harassment and disruption behind, so that Japanese advance would become increasingly difficult to sustain. The battle that followed unfolded under these pressures: a threatened city, a strained but unbroken defense, commanders forced to improvise under severe danger, and a wider international war that made every local decision feel heavier than the ground on which it was taken.   This subtle improvement in China's larger situation did not mean safety. China was still battered, under-resourced, and vulnerable. Japanese forces still possessed enormous advantages in mobility, firepower, and air power in many sectors. Large parts of the country remained occupied or threatened. Yet by mid-1941 something in the atmosphere had changed. In July, the American Red Cross sent China medical supplies worth millions of dollars. In August, more than a hundred retired American pilots and mechanics came together to aid China in its struggle against Japan. The air unit they formed would become famous under the name by which China knew them: the Flying Tigers. Their significance exceeded their immediate tactical value. They represented a visible sign that China was not entirely abandoned to isolation.   For Claire Chennault, romantic, aggressive, and optimistic by temperament, the new situation encouraged increasingly bold thoughts. For the first time he included in his planning the idea that Japanese home territory might one day be bombed from bases in China. Such schemes were ambitious and perhaps premature, but their very existence reveals an altered horizon of possibility. A country that imagines striking back is already psychologically in a different position from one concerned only with preventing collapse.     Yichang mattered directly to the fighting in Xiangbei, but it also mattered independently. It was tied to the security of the Yangtze approach and therefore to the defense of Chongqing. It belonged not only to the immediate problem of battlefield maneuver but to the larger question of whether China could do more than absorb Japanese offensives. Could Chinese forces exploit enemy overstretch? Could Japanese advances be turned into liabilities? Could local counterattacks and rear harassment generate effects greater than the raw size of the forces involved? By September 1941, these questions were no longer hypothetical. They were urgent. In Chiang's mind, Hunan and Hubei had become the focal point of China's war effort in that season.   The struggle around Changsha was central to that effort. From Chongqing, Chiang telegraphed Commander Xue Yue of the Ninth War Zone with instructions that made both the danger and the opportunity plain. The message emphasized that the enemy in northern Hunan, though still pressing hard, had already been bravely intercepted by Chinese units and was now exhausted, with lines of advance increasingly difficult to sustain. This, Chiang argued, created an excellent opportunity for Chinese forces to strike at the enemy's rear and seek annihilation rather than mere delay. He urged officers and soldiers alike to remain determined to destroy the enemy. Even if Japanese troops advanced to the vicinity of Changsha itself, Chinese forces were to renew their efforts, maintain their confidence in victory, and prevent the enemy from establishing a foothold.   The telegram also pointed to the broader operational picture. Japanese troops drawn from the sectors of the Fifth and Sixth War Zones had been committed to the invasion of northern Hunan, leaving their rear areas dangerously exposed. The Third, Fifth, and Sixth War Zones had launched supporting offensives on the twenty-third. Therefore, the Ninth War Zone had to strike resolutely and fiercely, preventing the Japanese from coordinating their forces and frustrating any attempt to occupy Changsha. The message was at once exhortation and operational logic. It reflected the core Chinese problem in the campaign: the Japanese thrust was dangerous and had to be blocked, but the very speed and depth of that thrust could also expose the attacker. Yet by the time Chiang sent his instructions, the danger around Changsha was already severe. After the 74th Army had been beaten back, there was no major Chinese force north of the city that could confidently block the Japanese advance in a straightforward, stable line. The Japanese 4th Division, together with the Hayabuchi Detachment, had defeated the 95th Division of the Chinese 37th Army and pushed toward Changsha. The prospect that the city might fall, at least temporarily, was no longer remote.   In response, Xia Chuzhong's 79th Army from the Sixth War Zone was ordered to move toward the city. Its vanguard was Wang Jiaben's 98th Division. That movement was a forced march in the literal sense. It was not a flourish of language but an admission of emergency. Troops were pushed beyond ordinary endurance because there was no time to gather strength under favorable conditions. Changsha could not wait for convenience, rest, or ideal concentration. Either reinforcements arrived in time to fight immediately, or they arrived too late to matter. Wang Jiaben was no stranger to battle. A veteran officer from the Yunnan Army, he had fought the Japanese repeatedly—more than twenty times since the outbreak of the War of Resistance. He belonged to that generation of commanders who had been shaped by the fragmented military politics of Republican China but whose careers were now being rewritten by the national emergency of the anti-Japanese war.   During the First Battle of Changsha, he had already distinguished himself. He led troops in a counterattack along the Tongcheng line in southern Hubei and intercepted retreating Japanese forces at Longmenchang and Changshoujie, killing more than a thousand enemy soldiers. He had experience, reputation, and a sense of what it meant to fight in the Changsha theater. This time he marched from Changde, driving his division forward with all possible speed. By noon on September 26 the 98th Division reached a position about two kilometers northeast of Changsha. There was scarcely time to settle the men. No careful preparation was possible. They had arrived because the city was in danger, and battle began almost at once. At dusk the division engaged the Hayabuchi Detachment.   The fighting continued until late in the night without decisive result. That in itself was costly enough. Troops who have just completed a punishing march are already close to the limits of their endurance. To be thrown immediately into combat magnifies every weakness: thirst, fatigue, confusion, and the difficulty of building fieldworks under pressure. What the soldiers of the 98th Division could do that night, they did with their hands and whatever tools they had. They scraped positions out of the earth. They assembled makeshift cover. Officers moved along the line trying to impose order on terrain that had become a battlefield almost as soon as it was occupied. At dawn on September 27 the Japanese intensified the pressure from the air.   More than twenty aircraft bombed the 98th Division's positions, tearing apart the earthworks that officers and soldiers had spent the night constructing. Bombing had a double effect. Physically, it damaged positions, wounded men, and disrupted preparations. Psychologically, it reminded defenders that they were being observed from above and struck by an enemy against whom they could often do little in the sky. Immediately after the bombing came a fierce infantry assault. Wang Jiaben and several other commanders went down to their respective regiments to supervise the fighting personally. This was dangerous, but under such circumstances commanders often believed that presence itself mattered. When fieldworks are collapsing, shell bursts are continuous, and communications are unreliable, authority must sometimes be carried by a body rather than a wire. The defenders held.   Again and again the Japanese attacked. Again and again they were repulsed only to reorganize and come on once more. Every minute the Chinese line remained in place was bought with blood. Fallen and wounded men were carried rearward in what seemed an endless stream. The cost of resistance accumulated visibly before the eyes of those still fighting. By noon even water could no longer be delivered to the front. That detail reveals the intensity of the battle more clearly than many grander statements could. A line that cannot be supplied even with water has reached a condition of severe strain. During brief pauses in the fighting, officers and soldiers pulled out dry rations and chewed them slowly, swallowing with difficulty while they waited for the next attack. Such moments are among the most characteristic in battle: not the long, smooth continuity imagined in peacetime rhetoric, but brief interludes of miserable necessity between explosions. At two in the afternoon the crisis deepened sharply.   A unit of the Japanese 4th Division worked its way behind the 98th Division's position and attacked from the rear. This was the kind of tactical development every defending commander dreads. A force can endure heavy frontal pressure if its line remains coherent and its rear reasonably secure. But when enemy troops appear behind a position, the entire structure of defense begins to dissolve. There, behind the line, were more than a hundred Chinese wounded awaiting evacuation. Japanese soldiers attacked them with bayonets. One of the wounded Chinese soldiers, already beyond ordinary capacity for resistance, rushed forward and detonated a grenade against a Japanese attacker. It was an act of desperation, but also of defiance. The episode captures something essential about the tone of the battle around Changsha. This was not a neat engagement between organized lines alone. It was a desperate collision in which even the badly wounded were drawn into last resistance. For Wang Jiaben, however, the tactical reality was impossible to deny. If he stayed where he was, the division might be annihilated. Personal courage could not alter encirclement. Resentfully, bitterly, and under the kind of pressure that leaves permanent scars on a commander's memory, he ordered retreat. When he led the survivors off the battlefield, fewer than half his men remained.   Reinforcements from another direction now entered the struggle. The Provisional 2nd Army of the Seventh War Zone dispatched the Provisional 8th Division under Zhang Junsong. At seven in the evening on September 27, Zhang's force arrived at Zuojiatang on the eastern outskirts of Changsha. Personnel of the Ninth War Zone waiting there reported grim news: a Japanese detachment had already entered the city that afternoon, and another detachment was only three kilometers away. The situation invited rashness. A commander arriving near a threatened city at dusk, with reports that the enemy is already inside, may feel compelled to hurl troops forward immediately in a gesture of resolution. Yet night fighting in an urban approach without adequate reconnaissance can turn courage into waste. Zhang Junsong considered the matter carefully. He concluded that to rush blindly into the city at night would likely produce confusion and heavy losses. Instead he first sought to strike the enemy outside the city. His troops deployed quietly and crept forward through the darkness, launching a probing attack. But they soon discovered that the Japanese were fully prepared and not vulnerable to easy surprise. The line could not be broken. With no prospect of success, the force withdrew.   The moment is revealing because it shows how narrow the margin had become. Chinese commanders were trying to recover initiative while still groping through uncertainty. Reports were incomplete, Japanese dispositions difficult to fix, and every hour dangerous. On the evening of September 28, the 79th Army's 6th Provisional Division occupied Yuelu Mountain west of Changsha. From that height officers and soldiers looked across the Xiang River toward the city. Changsha, for the first time, was in Japanese hands. The emotional force of that sight can only be imagined. Changsha had lived for years under threat. It had been defended, contested, prepared, and feared. The possibility of its loss had hovered over military planning and public consciousness alike. Now the danger had become fact. A city that had stood as an object of effort and anxiety was visibly occupied by the enemy. No single feeling could have governed the men who saw it. There must have been anger, shame, weariness, and dread—but also stubbornness. For in war a city seen in enemy hands is not always simply lost. Sometimes it is a summons.   Late that night Zhao Jiping, commander of the 6th Provisional Division, received a telegram from Xue Yue. He read it and then stood before the map for a long time. Days of anxiety began to lift. He was not alone in that reaction. Many Chinese generals involved in the campaign had felt that they were fighting a confused and chaotic battle. Japanese movements had been broad, rapid, and difficult to pin down. The Ninth War Zone had thrown numerous units into blocking actions, yet both well-regarded formations and weaker, improvised units had repeatedly failed to hold. After ten days of combat, Chinese losses were heavy. But Japanese forces too had been worn, stretched, and damaged. Only now, as the Japanese reached the apparent culmination of their advance, did the Ninth War Zone begin to recover rhythm. Chaos did not disappear, but it became more legible. The possibility of a more ordered counteroffensive emerged.   In the early hours of September 29, Zhao Jiping issued the order to force a crossing of the Xiang River and attack the enemy in Changsha. The preparations consumed the entire day. River crossings under combat conditions are among the most delicate operations in war. Boats must be assembled or found. Units must be organized into waves. Timing matters. Surprise matters. The location of landing points matters. The men themselves matter most of all, because they must sit exposed in fragile craft knowing that the real test will begin not in the middle of the river but at the far bank. Late that night the division crossed secretly by boat in six groups. The crossing itself went well enough. The river did not betray them. The groups made progress in darkness. Yet everyone involved understood that smooth movement on the water did not guarantee success. The crucial question was what waited at the landing points. It was expected that the troops going ashore at Daximen would be first to meet the Japanese. Once battle began there, the rest of the crossing accelerated.   Chinese soldiers landed, attacked fiercely, and drove the enemy back from the riverbank. The momentum of the assault mattered. In such moments hesitation on shore can doom an entire crossing, but aggression can seize a foothold before the defender fully stabilizes. By the time Chinese forces entered the city, dawn was breaking. Then came street fighting. Changsha had ceased to be an objective on a map. It became again what cities become in war: a place of corners, walls, alleys, debris, smoke, and sudden death. Fighting in a city strips away much of the abstraction through which campaigns are often remembered. Streets channel movement. Buildings become cover, obstacles, or traps. Distances shrink but danger multiplies. A few men behind masonry can delay many more. Noise magnifies confusion. The city itself seems to fragment into a hundred separate battlefields. For Changsha, the long season of anxious anticipation ended in direct flame.   Yet to understand the campaign only through the struggle at Changsha would be incomplete. While the city drew attention as the central prize, another set of operations was unfolding across Hunan and Hubei—less dramatic in appearance perhaps, but strategically significant. These were the actions of the 27th Army Group under Yang Sen. If the fighting around Changsha demonstrated the pressure of frontal battle, Yang Sen's operations illustrated another principle entirely: the stubborn, opportunistic use of weaker forces to harass, sting, and trouble a stronger enemy from behind. The 27th Army Group was composed largely of Sichuan troops. Their presence speaks to one of the larger political transformations of the war. Republican China had long been fractured by regional militarism. Armies had often owed stronger loyalty to commanders, provinces, or local power structures than to any unified national command. Yet the anti-Japanese war compelled a partial reordering of those loyalties. Many warlord forces, however imperfectly integrated, now turned their weapons outward under Nationalist command.   There were exceptions. Some men, like Han Fuqu, had preserved their own strength at the cost of military responsibility and lost both opportunity and honor in doing so. But in the main, especially among middle and lower-ranking officers and ordinary soldiers, the imperative of national survival overrode provincial identity. Men from distant regions marched and fought in terrains not their own because the war no longer permitted a narrow conception of interest. Yang Sen himself was an old warlord soldier, one of those figures formed in the fractured military world of earlier decades. By 1941 he was deputy commander of the Ninth War Zone and commander-in-chief of the 27th Army Group. Along the Hunan-Hubei-Jiangxi border he had long been cautious in his operations.   At the beginning of the northern Hunan battle, his troops proved unable to withstand the force of the Japanese offensive and retreated in disorder into mountains and forests. That fact should not be softened. They were pushed back. But retreat did not mean disappearance. This is where Yang Sen's role became important. Once the main Japanese force had advanced far ahead, the troops that had scattered began to reemerge. They knew the terrain. They knew the roads, villages, passes, and wooded approaches. If they could not defeat the Japanese in a grand collision, they could search for openings behind the advancing columns.   On September 20, as the Japanese main force drove into the heart of northern Hunan, Yang Sen led elements of the 4th, 58th, and 20th Armies in pursuit for an entire day. The main body of the 4th Army had already been badly beaten at the Xinqiang River line, and only the 60th Division, recently transferred from the 37th Army, remained relatively intact. That single fact sharply defined the weakness of his means. He was not pursuing with fresh and powerful forces prepared for a decisive encounter. He was pursuing with fragments, survivors, and such units as still retained some offensive potential. But the Japanese, intent on rapid advance southward, paid too little attention to what followed behind them. That was the opening Yang Sen needed.   On the morning of September 21, the 60th Division acted on information supplied by an old beggar. Such details often sound almost literary, but they remind us that war in China was never fought by armies alone. Villagers, refugees, peddlers, guides, boatmen, and the destitute all participated in the circulation of military knowledge. A beggar could see what a reconnaissance officer had missed. On the basis of that tip, the 60th Division launched a surprise attack on the supply depot of the Japanese 40th Division at Zhangjiayuan. Division Commander Dong Yu led the action.   The Chinese quickly overwhelmed the more than three hundred Japanese troops guarding the depot. Once they broke in, they discovered an astonishing quantity of matériel: shell boxes, ammunition, food, medicine, gasoline, explosives, protective clothing, telephone wire, body bags, stretchers, and more, all stacked beneath heavy canvas. For men accustomed to scarcity, it must have seemed almost unreal. Dong Yu, delighted, is remembered as exclaiming to his deputy commander, "It's practically a department store!" The line has a momentary comic brightness in the middle of war, and that is part of why it survives. But its deeper significance lies in what it reveals. A modern army advancing deep into hostile territory is sustained by accumulation—ammunition, fuel, wire, medicines, rations, transport materials. To seize such a depot is not merely to take objects. It is to grasp the hidden skeleton of movement. Dong Yu then issued a one-word order: "Move."   At once the whole division became a swarm of carriers. Officers and soldiers grabbed whatever they could and began hauling the captured supplies away. The scene must have been one of extraordinary improvised energy—riflemen transformed into laborers, war reduced for a moment to the brute physical act of lifting, dragging, and carrying. They moved like ants dismantling a storehouse. But there was too much to remove and too little time. Before even two regiments had completed the work, the Japanese returned in force. Enraged, they sent more than a dozen aircraft to bomb the troops carrying off the captured crates, while over a thousand infantrymen rushed in on the ground. Dong Yu immediately ordered the men to abandon what remained and destroy it. Amid deafening explosions, the 60th Division withdrew from Zhangjiayuan. The Japanese pursued hard, driving them back into the mountains before finally stopping. Measured purely in terms of territorial occupation, the action changed little. The Chinese did not hold the depot. They were forced back again. But judged in operational terms, the raid mattered. Supplies had been captured, destroyed, or disrupted. Japanese rear security had been embarrassed. Time and energy had been consumed in response. In a campaign where the Japanese were racing south and depending increasingly on stretched lines, such harassment was not trivial.   After September 23, Yang Sen expanded these efforts. He sent whole divisions to harass the Japanese rear while also dispatching battalions and companies to ambush supply columns and disrupt transport lines. This was not the kind of warfare that produces neat dramatic maps in conventional military histories. The actions were scattered, local, opportunistic, and often inconclusive. Yet precisely for that reason they can be misunderstood. Not every useful military action ends in the destruction of an enemy division. Sometimes its value lies in forcing a stronger opponent to spend attention where he had hoped to spend only momentum. These operations were costly and uncertain. Small Chinese units striking roads and depots risked encirclement or aerial punishment. Yet they possessed one advantage: they did not need to win a grand battle to matter. They needed only to make movement harder, supply more precarious, and the rear less secure.   On September 25, even after the 26th and 37th Armies had suffered defeat elsewhere, Yang Sen gathered the troops that still retained some offensive capacity and launched another attack. In these actions, the 90th Division captured Wukou; the 59th Division reached the north bank of the Miluo River; the 60th Division advanced to Donggang; and elements of the 58th Army controlled the Yuanba–Zheyangqiao highway line by the twenty-sixth. These gains were not the dramatic centerpiece of the campaign. But they formed part of the cumulative pressure on Japanese operations. Every road contested from the rear, every convoy threatened, every depot exposed, and every forced diversion of troops weakened the enemy's ability to convert tactical advance into stable success.   The battlefield was fluid enough that Yang Sen's headquarters itself had to keep moving—from the Miluo River northward to Pingjiang. Mobile headquarters in such conditions lived under constant uncertainty. Reports arrived late or contradictory. Rumors outran facts. The front could bend in unpredictable ways. A command post that seemed safely behind the line in the morning might by afternoon lie only a few kilometers from enemy forces. Years later Mao Jiuyin, who had then served as an operations staff officer under Yang Sen, recalled the old commander's outward behavior in those dangerous days. Yang Sen, Mao remembered, was always joking with the people around him and could still laugh and talk during battle. On one occasion he even joked with his bodyguard about putting chili oil in his tea. To younger staff officers, such behavior appeared almost absurd.   Yet they knew how dangerous their situation often was. Sometimes they were only a few kilometers from the main Japanese forces. There is more than anecdote in this memory. Old commanders often cultivated a style of ease under danger not because they felt no fear, but because they believed visible calm itself was part of command. Men take emotional bearings from those above them. A commander who panics spreads panic faster than any enemy breakthrough. Yang Sen was sixty years old during the Second Battle of Changsha, and he liked to remark that he was five years older than Chiang Kai-shek. Age had not removed him from the front. His function in the campaign was not to shatter the enemy in one decisive frontal blow. It was to persist, reappear, sting, and remain troublesome. The 27th Army Group followed the Japanese nearly all the way to the outskirts of Changsha.   They did not fight many large set-piece engagements. That was never their main value. But the Japanese could not ignore them. If Japanese units turned and tried to hit them directly, they tended to dissolve into the landscape. If the Japanese pushed on and ignored them, they reappeared to sabotage roads, hit supply lines, and create alarms in the rear. Even Japanese official histories later described them memorably. They called them "like a swarm of annoying flies." The phrase was meant as contempt. But as so often happens in war, an insult became an accurate description of effect. If these Chinese troops could not be tigers in formal battle, they could still become intolerable as flies. And under certain conditions—fatigue, heat, uncertainty, stretched supply, shaken morale—flies can become more oppressive than an enemy would like to admit.   When later generations look back on campaigns, they often search for a single explanatory image. But the fighting of September 1941 resists reduction to one symbol alone. What gives the campaign its force in memory is not one isolated episode, but the convergence of several pressures at once: a city under threat, a command trying to coordinate multiple fronts, exhausted reinforcements thrown directly into battle, Japanese forces advancing quickly but becoming increasingly vulnerable the farther they pushed, and Chinese troops in the rear refusing to disappear after defeat. Seen from Chongqing, the campaign was a matter of telegrams, maps, and the management of strategic risk. Seen from the front, it was a matter of thirst, mud, broken fieldworks, sudden bombing, exhausted marching, and the uncertainty of whether the next order meant reinforcement, retreat, or death. Seen from the Japanese side, it was initially an aggressive advance toward an important objective, but one increasingly troubled by stretched supply, difficult terrain, and the persistent reappearance of Chinese forces behind the line of movement.   At the same time, the campaign reveals a Chinese war effort that had become more resilient than in the earliest years of the conflict. The Japanese advance toward Changsha was dangerous and at moments appeared close to success. Chinese blocking forces suffered severe defeats. Units arrived exhausted and were hurled into action at once. Commanders lost men at devastating rates. Changsha itself briefly fell into enemy hands. And yet the city was not simply surrendered as an accomplished fact. Chinese forces regrouped. Orders were coordinated across war zones. Reinforcements marched at desperate speed. Counterattacks were mounted. Forces west of the Xiang prepared and crossed back into the city. Elsewhere, troops under Yang Sen gnawed at the Japanese rear and made advance more costly than a map of front lines alone might suggest. This combination of desperate frontal resistance and incessant rear harassment was one of the characteristic strengths of China's resistance in this stage of the war. China could not always match Japanese power in one concentrated blow. But it could absorb, delay, fragment, and trouble that power across space and time. That is why the struggle around Changsha in late September 1941 deserves to be remembered not merely as a sequence of engagements, but as a layered event in which tactical battle, morale, logistics, political endurance, and international context all converged.   I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. In late September 1941, Japan pushed deeper into China, but Chinese forces—supported gradually by international help—kept resisting. Changsha in Hunan became the central point of the conflict, seen as vital to strategic control in south-central China. Meanwhile, elsewhere in Hunan and Hubei, Yang Sen's 27th Army Group—often using smaller, opportunistic actions—reappeared behind Japanese lines to disrupt depots and convoys. Even when Chinese gains were temporary, the cumulative pressure delayed Japanese momentum.       

For many years, some economists and politicians have painted income equality as a major threat to our economy and well-being. As usual, they understand neither inequality nor economics.Original article: https://mises.org/mises-wire/how-much-inequality-there-depends-how-its-measured

For many years, some economists and politicians have painted income equality as a major threat to our economy and well-being. As usual, they understand neither inequality nor economics.Original article: https://mises.org/mises-wire/how-much-inequality-there-depends-how-its-measured

Foundations of Amateur Radio When the Sun burps, something that it does regularly, the mainstream media starts talking about aurorae and optionally the end of the civilised world, not always as clinically as that. What's not talked about, let alone explained, is the nature of the solar burp. You've likely heard the terms Coronal Mass Ejection, or CME, Solar Flare and perhaps Solar Wind, Solar and Geomagnetic Storm, and Solar Flux, but what do these terms actually mean and how do they relate? Let's start with some basic numbers. Our Sun is 150 million kilometres away from Earth. As seen from Earth, the Sun rotates on its axis every 27 days, called a synodic rotation period, because while the Sun is rotating, Earth is moving too. If that wasn't enough, the Sun isn't solid, depending on where you're looking at it, rotation happens at different speeds, faster at the equator, slower at the poles. You might have heard of the Solar Cycle, an 11 year period during which solar activity steadily increases, near the maximum activity its magnetic poles flip from North to South and activity slowly decreases until the cycle starts again. Until quite recently we've deduced this by counting the number of dark areas, called sunspots, on the surface of the Sun. All this to say that our Sun is one massively dynamic environment and with it come a whole lot of processes that science is still discovering. The YouTube channel Astrum has a fascinating video called "We Didn't Predict the Sun Would Do This", that describes much of what we're still learning. We experience the Sun as a source of light, but as a radio amateur you know that light only represents a small set of frequencies in the radio spectrum, it's better to think of the Sun as a radio source, emitting many frequencies at once. The strength of this is measured at 2.8 GHz three times a day at 17:00, 20:00 and 23:00 UTC at the Dominion Radio Astrophysical Observatory in Penticton, British Columbia, Canada. This measurement, the Solar Flux gives a good indication of the level of solar activity. Adjusted for the varying distance between Earth and the Sun, a Solar Flux Index, or SFI, below 70 means that solar activity is very low, above 150 is considered very high activity. In addition to radio waves, the Sun also spits out a continuous wave of particles. Different parts of the Sun emit these at different speeds, varying between 300 and 800 km/s. These particles, the Solar Wind, exist throughout our Solar system. Because the Sun rotates and the particles aren't being emitted evenly we experience the solar wind as having a 27 day cycle. Think of a water filled beach-ball hanging from a rope with a hole in it, spinning, creating spirals of water. Stand in one spot and every time the ball rotates, you get hit by water. When the Sun burps, often at a sunspot, where concentrations of magnetic fields cool the surface, bursts of electromagnetic radiation are generated throughout the radio spectrum. Measured in Watts per square meter, this radiation is called a Solar Flare. Travelling at the speed of light, it takes about nine minutes to arrive at Earth. Sunspot and solar activity is used to model and predict the potential for solar flares. Strength is classified in four stages, class B being the weakest, through C, M, and class X being the strongest, each ten times more powerful than the previous. Within each class, numbers 1 through 9 serve to provide additional resolution, X2 being twice as strong as X1. The most powerful flare on record was estimated to be about X45, recorded on 4 November 2003, when at strength X17 the sensors overloaded. Some solar flares coincide with a massive eruption of particles, some of which are ejected violently, called a Coronal Mass Ejection or CME. A slow CME, travelling at 500 km/s might take three days to hit Earth, an extreme CME, travelling at up to 2,500 km/s might arrive in 16 hours. As the CME particles arrive, they distort Earth's geomagnetic field and depending on the severity, might cause a geomagnetic storm where fields are pushed closer towards Earth causing visual effects as aurorae. Recovery generally takes up to two days, but in extreme cases has been observed to take four. Disturbances of Earth's magnetic field are highly variable and are expressed in several different ways, the K, Kp, A, Ap and G indices. The K-index measured at individual observatories, ranges from 0 to 9 over a three hour period represents the maximum horizontal fluctuation in the geomagnetic field. Values of 5 and above indicating a geomagnetic storm. The planetary Kp-index represents a weighted average of 13 mid-latitude observatories. The National Oceanic and Atmospheric Administration, or NOAA uses a G-scale, between 1 and 5, equivalent to a Kp-index between 5 and 9. The A-index is derived over eight K-index readings over a 24 hour UTC period at a particular observatory, below 20 is calm, between 20 and 50 is unsettled and above 50 is a stormy day. The Ap-index is an averaged planetary index based on data from a set of specific Kp stations. There's more. In 1760, a publication by Swiss polymath Leonard Euler indicated the existence of three stationary points between any two large bodies, known today as L1, L2 and L3. In 1772, Italian born, French mathematician, physicist and astronomer, Joseph-Louis Lagrange, discovered two more stationary points, L4 and L5. Known as the Euler-Lagrange, or Lagrange Points, some of these locations are being used today for solar observations, predictions and early warning systems. Launched on 24 September 2025 and in orbit at L1, between the Sun and Earth, at a distance of 1.5 million kilometres from Earth, the SOLAR-1 satellite acts as an early warning for solar storms. Since particles travel slower than the speed of light, this provides about 15 minutes warning for extreme CME's and longer for slower events. It became fully operational on the 10th of June, 2026. As part of the same Space Situational Awareness Programme as SOLAR-1 is the European Space Agency's Vigil space mission. Intended to be placed at L5, 150 million kilometres from Earth, it will be able to observe solar activity as the Sun rotates towards Earth and reports indicate that this will increase early CME warning by two to four hours. Vigil will also allow for four to five day space weather forecasts. It's planned for launch in 2031, mind you, it's going to take three years to get to L5. Aimed with all that information, I was actually, for the first time, able to at least understand the solar report in my Mastodon feed. "The Sunspot Number has dropped to 88. The Solar Flux Index has risen to 149. G1-class geomagnetic storms are predicted for today. A-Index is 14, K-Index is 2. Chance of flares today: 55% for M-Class, 10% for X-Class." Armed with that information I'm going to make myself a cuppa and figure out what my WSPR beacon has to say about all this. I'm Onno VK6FLAB

FF: Measured in Gold The U.S. is over $39.4 trillion in debt. The interest on that debt has doubled in the last 5 years. The government needs to quit spending more than the citizens are willing to pay in taxes, which is already at a breaking point. What happens if you save money in dollars for retirement? What if you invested in stocks? What if you saved in gold? Many parents have taught their kids to save in dollars. We explain why, with inflation, this is not a good idea. Measuring things in the price of dollars is inaccurate in the long term, as the purchasing power is being eroded every year. What if we measured things in gold? Americans love to hear the rags-to-riches stories of those who went from the lowest of the low to the highest of the high. If you are struggling with finances now, use that to push you to learn more, be more, and do more. It wasn't comfortable living in a warehouse and sleeping on the floor with no heat in December. It wasn't comfortable to be in a financially difficult position in 2007. However, those events pushed us to become what we are now. You can use today's adversity to propel you to a better position later if you are willing to learn, grow, and apply those lessons. Buy more hard assets faster, so you can make your world a better place! 2026 Home Business Conference Abolish Property Taxes in Ohio: www.AxOHTax.com  Get more information about abolishing all property taxes in Ohio. https://citizensforpropertytaxreform.org/ Our Links: www.RealPowerFamily.com Info@RealPowerFamily.com 833-Be-Do-Have (833-233-6428

Same binding affinity. Same target. One compound worked in vivo. The other did nothing. The answer was how long each molecule stayed on the CRF receptor — seven hours versus fifteen minutes — and no one had thought to measure it.Sam Hoare spent 15 years at Neurocrin Biosciences before founding PharmaChanics, a pharmacology data analysis consultancy built on one conviction: most GPCR teams are collecting data they don't know how to analyze. In this conversation, Hoare walks through the off-rate discovery that redirected an entire drug program, the signaling kinetics framework he developed to fill a gap no one had formally acknowledged, and what it actually takes to move from industry scientist to independent consultant. Along the way: why GPCRs are the most tractable system in pharmacology — and why that still isn't enough if the analysis is wrong.How receptor residence time — not affinity — determined which CRF compound reached Phase 2Why time-course signaling data is routinely collected but almost never analyzed with the rigor applied to dose-response curvesWhat 15 years of GPCR drug discovery taught Hoare about the gap between understanding a receptor and making a drug for itHow early-career researchers can leverage deep target expertise to build a consulting practiceThe three aha moments that have kept a pharmacological data analyst motivated across a 30-year careerDr. GPCR Ecosystem: https://www.ecosystem.drgpcr.com/Membership & Pricing: https://www.ecosystem.drgpcr.com/university-pricingWeekly News: https://www.ecosystem.drgpcr.com/gpcr-weekly-news

In this episode, Sebastian and Angie investigate the reasons behind Nathaniel Parker Willis's descriptions of Lake George. Utilizing the concepts of picturesque theory, the works of landscape artists from America, France, and Italy, and philosophical ideas regarding objective and subjective beauty, the two discuss whether the beauty of nature belongs to the landscape itself or if its in the eye of the observer. Throughout this episode, listeners learn how different influences like writers, paintings, prints, tourism, culture, and the consideration of the natural world all influence human perception of scenery. Overall, the episode concludes that their is both objectivity and subjectivity in the appreciation of beauty.

In today's Morning Manna, Rick Wiles and Doc Burkhart conclude their five-week journey through Proverbs 25 with a chapter-wide review of its most important lessons. From the king's court to the home, from our relationships with others to the condition of our own hearts, Solomon teaches that wisdom is living the right way, in the right measure, at the right time. Rick and Doc revisit the chapter's three great themes—measured living, skillful speech and relationships, and the disciplined inner life—showing how every proverb points to the formation of godly character. This summary brings together the practical wisdom of Proverbs 25 and reminds believers that the strongest life is built on humility, self-control, faithful obedience, and unwavering trust in God. Lesson 139-2026 Teachers: Rick Wiles and Doc Burkhart You can partner with us by visiting MannaNation.com, calling 1-888-519-4935, or by mail at PO Box 399 Vero Beach, FL 32961 MEGA FIRE reveals the ancient recurring cycles of war and economic collapse that have shaped history for 600 years. These patterns predict America is now entering its most dangerous period since World War II. Get your copy today! www.megafire.world Get high-quality emergency preparedness food today from American Reserves! www.AmericanReserves.com It's the Final Day! The day Jesus Christ bursts into our dimension of time, space, and matter. Now available in eBook and audio formats! Order Final Day from Amazon today! www.Amazon.com/Final-Day Apple users, you can download the audio version on Apple Books! www.books.apple.com/final-day Purchase the 4-part DVD set or start streaming Sacrificing Liberty today. www.Sacrificingliberty.com

Small Cap Breaking News You Can't Miss!Here's a quick rundown of the latest updates from standout small-cap companies making big moves today:Nextech3D.ai (CSE: NTAR) (OTCQB: NEXCF) (FSE: EP2)Nextech3D.ai launched KraftyLab Intelligence, an AI-powered workforce intelligence and employee engagement platform, and has begun an enterprise pilot program with select organizations. The company is targeting a workforce engagement software market projected to reach roughly 4.47 billion dollars by 2034, with commercialization planned for the third quarter of 2026. For investors, it marks an expansion beyond its existing enterprise customer base into a fast-growing software category.Power Metallic Mines Inc. (TSXV: PNPN) (OTCBB: PNPNF) (FSE: IVV1)Power Metallic reported new Lion zone drill results, including 36.42 metres of 2.83 percent copper-equivalent, with a high-grade core of 6.00 metres at 12.38 percent copper-equivalent. These assays complete the drilling that feeds the company's maiden Mineral Resource Estimate, expected at the end of July, which will underpin a Preliminary Economic Assessment. Shareholders also approved measures positioning the company for a potential U.S. national exchange listing.NevGold Corp. (TSXV: NAU) (OTCQX: NAUFF) (FSE: 5E50)NevGold delivered its maiden gold-antimony resource at the Limo Butte project in Nevada, outlining 29,600 tonnes of measured and indicated antimony plus 181,400 ounces of measured and indicated gold and roughly 1.2 million ounces of inferred gold. Management positions it as one of the largest strategic antimony-gold resources in the United States, with both metals starting at surface. A 20,000 metre drill program is underway to expand the resource in 2026.Aztec Minerals Corp. (TSXV: AZT) (OTCQB: AZZTF)Aztec drilled 155.4 metres averaging 1.63 grams per tonne gold-equivalent (1.08 g/t gold and 30.23 g/t silver) at its Tombstone project in Arizona, within a broader 198.1 metre intersection from surface. The results extend the oxide gold-silver zone more than 85 metres deeper, more than doubling the previously demonstrated depth in that part of the Contention area. The near-surface, bulk-tonnage mineralization remains open in all directions.Salazar Resources Limited (TSXV: SRL) (OTCQB: SRLZF) (FSE: CCG)Salazar reported a sharply higher after-tax net present value of 573 million dollars for the Curipamba-El Domo project in Ecuador, a 121 percent increase over the 2021 feasibility study, alongside a 45 percent after-tax internal rate of return. Construction is fully funded and first commercial concentrates are expected in mid-2027, with Salazar holding a fully carried 25 percent interest that requires no further development funding. Measured and indicated resources rose 27 percent and reserves grew 10 percent.Bottom Line: Today's headlines span AI-driven workforce software, high-grade polymetallic and gold-silver drilling, a strategic U.S. antimony-gold resource, and a major project economics upgrade, underscoring that small caps are delivering real results across both technology and critical minerals.Stay ahead of the market — follow AGORACOM for more breaking small-cap news and insights.

What happens when you willingly choose something with a greater than 50% chance of failure?In this solo episode of The MISOGI Method, Jody B. Miller takes you along on a personal adventure into Oregon's wild rivers as she pursues one of her newest passions—fly fishing.But this isn't really about fish.It's about courage.It's about preparation.It's about doing something that scares you enough to make you feel fully alive.Driving deep into the Deschutes National Forest, Jody heads into unfamiliar water, completely alone, testing new techniques, new equipment, and her own confidence.Along the way, she shares lessons about stepping beyond comfort, trusting your preparation, embracing uncertainty, and discovering that success often has very little to do with the final outcome.During the journey, she battles an enormous mystery fish for eight unforgettable minutes... only to lose it.Most people would call that failure.Jody calls it a MISOGI Because the greatest victories aren't always measured by what you bring home—they're measured by who you become while chasing something meaningful.The adventure continues the following day with another river, another challenge, and another reminder that every meaningful pursuit rewards those willing to keep showing up.Whether you've never held a fly rod or have spent years outdoors, this episode is ultimately about something much bigger than fishing. It's about finding the thing that stretches you, humbles you, excites you, and reminds you that life is meant to be lived outside your comfort zone.In This Episode You'll Discover:• Why every meaningful MISOGI carries a real possibility of failure.• How preparation builds confidence when stepping into the unknown.• Why losing can still be one of your greatest victories.• The surprising mental and emotional benefits of spending time in nature.• How pursuing passion creates more joy than pursuing perfection.• Why surrounding yourself with supportive people changes everything.• The difference between achieving a goal and becoming the person capable of pursuing it.Memorable Takeaways"A MISOGI isn't about guaranteed success—it's about having the courage to try.""Preparation creates confidence.""Even when you don't catch what you're after, the adventure can change you.""Sometimes the greatest reward isn't what you land—it's who you become along the way.Challenge for This Week.Ask yourself: What is one challenge you've been avoiding because you're afraid you might fail?Maybe that's exactly where your next MISOGI begins.Take the first step.Prepare.Go anyway.Because growth lives just beyond the edge of certainty.About The MISOGI Method.Hosted by bestselling author, TEDx speaker, media entrepreneur, and Work Happiness expert Jody B. Miller, The MISOGI Method features conversations with remarkable people who have chosen difficult paths in pursuit of purpose, fulfillment, and extraordinary lives.Every episode is designed to inspire you to embrace challenges that transform who you become.Connect with Jody B. Miller

On today's Legally Speaking Podcast, I am delighted to be joined by Patrick McCann.Patrick is the Chief Executive of the City of London Law Society, representing more than 21,000 solicitors and some of the largest law firms in the world. With more than 30 years of experience across legal practice, learning, development and talent strategy, Patrick has become one of the most influential voices shaping the legal profession. Before joining the London Law Society, Patrick served as the Global Director of Learning at Linklaters, and held senior leadership positions at Herbert Smith Freehills, BCLP and Bird & Bird. Today, we are exploring the future of the legal profession. We will discuss leadership, talent, social mobility, apprenticeships, legal innovation and how the legal sector can continue to evolve whilst remaining human.So why should you be listening in? You can hear Rob and Patrick discussing:- Top Talent No Longer Being Defined by Traditional Credentials- How Leadership is Measured by Authenticity & Emotional Clarity- The Legal Sector's Evolution- A Collective Shift from Competition to Collaboration- Why We Need to Improve Senses of Purpose and Well-Being.Connect with Patrick McCann here - https://uk.linkedin.com/in/patrick-mccann-066017207

As women, we are socialized and trained to be helpful, accommodating, available, kind, and cooperative. But our energy, capacity, calendar, and interest may want us saying the opposite of yes. Join me this week as I discus 3 healthy options to saying yes...Be a Guest: https://forms.gle/NtccnhVn2PVn9nSQ6Visit my Website: https://doneapologizing.org/done-apologizing-website ..#doneapologizingpodcast #doneapologizingforbeingme #doneapologizing #womenempowerment #womensupportingwomen 

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It is way to early truly start the preseason predictions, largely because we are still waiting to get information about what some of the final rosters will look like. But the aggregate of what many of the FAMU Faithful are looking for is growth.Whether it be on or off the field FAMU faithful want to see growth, especially from those who have been placed on campus under this current administration. FAMU #FangsUp #HBCU #HBCUdigital

Leif Nilsson, CEO & Director of Surge Copper (TSX.V:SURG – OTCQB:SRGXF), joins me for a comprehensive update covering the updated Mineral Resource Estimate and Pre-Feasibility Study (PFS), at their flagship copper-molybdenum-silver-gold Berg Project in British Columbia.   Leif mentioned that the completion of the Berg PFS marks an important milestone for Surge and materially advances one of Canada's most significant undeveloped copper projects. Berg now stands out not only for its scale, but also for the quality of its development profile, with long-life production of copper as a primary metal, and industry leading molybdenum and silver output, strong infrastructure advantages, and access to low-carbon hydroelectric power. Just as importantly, this study reflects a great deal of technical work completed since the PEA and provides a more defined foundation for the next stage of advancement, including continued work with First Nations, formal entry into the environmental assessment process, and future feasibility-level studies.   Key highlights from PFS:    Base case after-tax NPV8% of C$4.6 billion, IRR of 24%, and payback period of 2.9 years, based on long-term commodity price assumptions of US$4.75/lb copper, US$20.00/lb molybdenum, US$45/oz silver, and US$3,500/oz gold and an exchange rate of 0.73 US$/C$ At spot prices as of June 2026 (US$6.45/lb copper, US$30.00/lb molybdenum, US$65/oz silver, and US$4,250/oz gold and an exchange rate of 0.73 US$/C$), a spot price sensitivity case generates an after-tax NPV8% of C$9.4 billion, an IRR of 36%, and a payback period of 1.8 years, underscoring the Project's leverage to higher metal prices Maiden Proven & Probable Mineral Reserve of 1.2 billion tonnes grading 0.22% copper, 0.026% molybdenum, 4.1 g/t silver, and 0.02 g/t gold, containing 5.8 billion pounds of copper, 687 million pounds of molybdenum, 160 million ounces of silver, and 0.8 million ounces of gold Updated Mineral Resource Estimate includes Measured and Indicated Mineral Resources of 1.4 billion tonnes grading 0.21% copper, 0.025% molybdenum, 4.0 g/t silver, and 0.02 g/t gold, plus additional Inferred Mineral Resources of 1.0 billion tonnes grading 0.16% copper, 0.027% molybdenum, 4.3 g/t silver, and 0.01 g/t gold 28-year mine life with total production of 8.6 billion pounds (3.9 million tonnes) of copper equivalent (CuEq)1, including 4.9 billion pounds (2.2 million tonnes) of copper, 602 million pounds of molybdenum, and 89 million ounces of silver First 5 years of steady-state production averages 416 million pounds (189 thousand tonnes) of copper equivalent annually, including 270 million pounds (122 thousand tonnes) of copper, 21 million pounds of molybdenum, and 4 million ounces of silver Life of mine average annual production of 308 million pounds (140 thousand tonnes) of copper equivalent, including 176 million pounds (80 thousand tonnes) of copper, 21 million pounds of molybdenum, and 3 million ounces of silver Life of mine C1 co-product cash costs of US$1.95/lb payable CuEq and by-product cash costs of US$(0.17)/lb payable Cu Low life of mine strip ratio of 2.0:1, including waste pre-stripping requirements of 304 million tonnes Initial capital cost of C$4.7 billion and sustaining capital of C$1.7 billion, based on an EPCM execution approach and a three-year construction period, and including a total life of mine contingency of C$715 million, implying initial capital intensity of US$24,416/t CuEq annual average production capacity, and life of mine capital intensity of US$0.55/lb recovered CuEq Selected development case based on a 120,000 tonne per day concentrator and a new 230 kV transmission line connecting the Project to the BC Hydro grid, and downhill overland conveyor transport of ore to the process plant Simple, stand-alone development case based on a single-phase build, conventional open pit mining and processing, with no reliance on phased expansions or third-party major infrastructure     If you have any follow-up questions for Leif regarding Surge Copper, then please email them to me at Shad@kereport.com.   In full disclosure, Shad is a shareholder of Surge Copper at the time of this recording, and may choose to buy or sell shares at any time.   Click here to follow the latest news from Surge Copper   For more market commentary & interview summaries, subscribe to our Substacks:   The KE Report: https://kereport.substack.com/ Shad's resource market commentary: https://excelsiorprosperity.substack.com/     Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security. Investing in equities and commodities involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.    

This week on Autonomy Signals, Grayson Brulte and Rob Grant discuss the pending Uber-Waymo divorce, Agility Robotics' $2.5 billion SPAC merger with Churchill Capital XI, and the launch of The Road to Autonomy Confidence Indices.As of May, Waymo and Uber concluded their robotaxi partnership in Phoenix after roughly 948 days, with Waymo going exclusively direct-to-consumer in that market and Uber seeking a replacement partner, with a Nuro / Lucid partnership as the leading candidate.Uber's value to select autonomous vehicle operators is highest during market entry, and once an operator builds density and consumer trust, Uber's value diminishes as the robotaxi provider's brand grows in that market.Then there is Agility Robotics, whose $2.5 billion SPAC merger with Churchill Capital XI targets over $620 million in gross proceeds to become the first pure-play humanoid robotics entity in the public markets. The listing could be perceived as a forced transparency event, as SEC disclosures will stress-test the contested 98% task success rate, the $300 million contingent backlog, and a warehouse data moat that risks becoming a depreciating asset as the industry pivots to foundation model generalization.Closing out the show, Grayson and Rob discuss the launch of The Road to Autonomy Confidence Indices, a first-of-its-kind benchmark tracking the market's confidence in the global commercial adoption of robotaxis, autonomous driving licensing, autonomous trucks, and delivery bots.Each index is a single zero-to-100 reading, cryptographically sealed and independently verifiable, and the early divergence is telling, as robotaxi confidence is rising while the market continues to be unsure about autonomous trucking.Episode Chapters00:00 Signal 1: Waymo/Uber Divorce: Predictable and Repeatable34:29 Signal 2: Agility Robotics' $2.5B merger with Churchill Capital XI55:06 Signal 3: The Road to Autonomy Confidence Indices Launch1:04:19 AUTNMY AIFollow The Road to Autonomy Indices--------About The Road to AutonomyThe Road to Autonomy is the leading applied intelligence platform covering the convergence of automation, autonomy, and the Autonomy Economy.™.Through our podcasts, newsletter, and proprietary applied intelligence, we set the narrative for institutional investors, industry executives, and policymakers navigating the convergence of automation, autonomy, and economic growth.Join institutional investors and industry leaders who read This Week in The Autonomy Economy every Sunday. Each edition delivers exclusive insight and commentary on the autonomy economy, helping you stay ahead of what's next.Sign up for This Week in The Autonomy Economy newsletter: https://www.roadtoautonomy.com/ae/See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What if abundance has less to do with what you have and more to do with how you live?In this episode, we're talking about joy—the kind that doesn't depend on circumstances, achievements, relationships, or possessions.If you've been waiting for the next milestone, promotion, relationship, or breakthrough before allowing yourself to feel fulfilled, this conversation is for you.Because real joy isn't measured by success.It's rooted in God's presence.

Wars get the headlines. A civil war can wreck a country's economy and dominate its news for a decade. But if you assume war is the most costly form of violence a society faces, you would be wrong.In this week's VoxDev Talk, James Fearon (Stanford) joins Tim Phillips to argue that the violence happening quietly inside homes and on ordinary streets does far more damage than war and terrorism combined.Drawing on his new book Worse Than War (PUP), written with Anke Hoeffler, Fearon estimates that interpersonal violence, meaning homicide, intimate partner violence and severe physical abuse of children, kills and injures more people than war, and costs society more too. Large-scale collective violence hits very few countries in any year. Almost every country carries rates of homicide and assault that exceed the global average for war.Fearon's argument is not that war does not matter. It is that the interpersonal violence is less dramatic and often hidden from view. There is evidence on what works to reduce it, but we aren't giving the problem the attention it needs.The book behind this episode:Hoeffler, Anke, and James D. Fearon. 2026. Worse than War: The Global Costs of Violence. Princeton: Princeton University Press.To cite this episode:Phillips, Tim, and James Fearon. 2026. "Interpersonal violence costs the world more than" VoxDev Talk (podcast). About James FearonJames Fearon is the Theodore and Frances Geballe Professor in the School of Humanities and Sciences and professor of political science at Stanford University, and a senior fellow at the Freeman Spogli Institute for International Studies. His research spans civil and interstate war, ethnic conflict, the international spread of democracy, the evaluation of foreign aid and institution building, and the costs of collective and interpersonal violence. He was elected to the National Academy of Sciences in 2012 and the American Academy of Arts and Sciences in 2002.The book is co-authored with Anke Hoeffler, professor of development research at the University of Konstanz and co-author of Breaking the Conflict Trap, whose work on the economics of civil war includes the influential conflict-trap research with Paul Collier.Research and concepts discussed in this episodeInterpersonal versus collective violence. The book distinguishes collective violence, perpetrated by organised groups such as states, rebel organisations, terrorists, or criminal gangs, from interpersonal violence, committed by individuals. Interpersonal violence is broken down into homicide, intimate partner violence, and severe physical abuse of children. The central finding is that the average annual cost of interpersonal violence is far larger than that of interstate and civil war, somewhere between five and 20 times larger, with a best estimate of about eight times.Prevalence, not intensity. The reason interpersonal violence costs more in aggregate is that it is far more widespread. Very few countries experience large-scale collective violence in any given year, but almost all countries carry annual death and injury rates from homicide, intimate partner violence, and child abuse that exceed global average war death and injury rates. For 2000 to 2019, the authors estimate a global annual average of not quite 1.5 deaths per 100,000 people from war and terrorism, against about 7 per 100,000 for homicide.Intimate partner violence. The authors estimate global annual averages of about 3,300 and 1,600 per 100,000 people for intimate partner physical and sexual assault respectively, which is roughly twice those rates for women specifically.Severe physical abuse of children. Measured conservatively, capturing beatings far more serious than a mild spanking, the estimates imply that 15% of children aged 14 or younger are subjected to monthly beatings that would be classed as assaults if the victims were adults.Economic costs versus well-being costs. Civil war can cause severe economic devastation in the worst-affected countries, mainly through reduced growth, and at the global level the strictly economic costs of collective violence may exceed those of interpersonal violence. But economic loss is only one cost. Drawing on methods that use what people pay to avoid risks of death or injury, the authors estimate well-being losses that are far greater for interpersonal violence, because it kills and injures so many more people each year. The authors note that the difficulty of estimating the economic cost of interpersonal violence means their figures probably understate it relative to collective violence.Why interpersonal violence stays invisible. National media and political debate focus far more on collective violence, partly because it is dramatic and episodic while interpersonal violence is persistent and, happening inside households, often practically invisible. Sustained public and policy attention on the scale of interpersonal violence is itself a step towards reducing its costs.It is not just "culture". Against the view that little can be done because interpersonal violence is cultural, the authors point to a broad range of programmes and policies with evidence behind them. For homicide and intimate partner violence, measures that reduce alcohol access and consumption. For intimate partner violence and child abuse, adolescent dating programmes and parenting programmes. Across all forms, police reform to improve accountability and training, and more police in countries with low ratios of police to homicides.Reducing collective violence. There is reasonable evidence that UN peacekeeping operations are a relatively inexpensive way to lower violence in civil war countries and to reduce the chance of war resuming after a peace agreement. The authors note that rising conflict among the permanent five members of the UN Security Council, and sharpening regional rivalries among larger states in conflict-affected areas, have sharply reduced the prospects for new peacekeeping operations for now.

This week, I'm taking you with me to Pixar and into the very real mom guilt spiral that hit when one of my girls got invited into a special experience and the others didn't. What started as a magical Disney/Pixar day turned into a bigger parenting reframe about fairness, sibling comparison, and why equal does not always mean the same. This is me learning out loud about intentional parenting, shared joy, and remembering that our tiny humans do not all need identical things to feel loved.00:00 Siri Thinks It's a Medical Emergency00:39 Welcome Back and Pixar Joy01:12 Walking Onto the Pixar Campus02:18 Meeting Kind People in Real Life03:14 A New Season of Motherhood04:13 Three Girls, Three Different Humans05:21 One Person's Encouragement Isn't Your Discouragement06:20 The Pixar Tour Invitation07:33 The Immediate Pang of Mom Guilt09:02 Equal Doesn't Always Mean the Same10:33 Sometimes It's About Intentional11:41 The Pixar Pool and Shared Joy13:03 Different Kids, Different Needs13:41 The Myth of Balance16:24 Intentional Time Changes Everything17:11 Celebrating Someone Else's Turn19:39 Life Isn't Measured in Sameness21:39 Giving People What They Need23:32 Moving Out of Guilt and Into Intentionality25:19 Shared Joy Is the Gift25:50 You Are Doing Your Best

in this message, Ps Katy breaks down the measuring system of the kingdom and how vastly different it is from how culture and the world measures success. Let this message correct and inspire us in the way that we choose to live!

This episode features "A Life Measured in Seconds" written by Anne Wilkins. Published in the June 2026 issue of Clarkesworld Magazine and read by Kate Baker. The text version of this story can be found at: https://clarkesworldmagazine.com/wilkins_06_26 Support us on Patreon at https://www.patreon.com/clarkesworld/membership

For the last 400 years when medical researchers conducted an autopsy they would throw this away as medical waste, not realizing it was actually a powerful connective organ...now Western science has finally caught up with Chinese Medicine in discovering the power of fascia. What is fascia in your body and how can learning about it benefit you? In this episode you'll learn: What fascia tissue is and how it connects every system in your body, allowing for strength and mobility. How your fascia actually communicates throughout your body. If one organ has an issue, it could be impacting another one. How your fascial system is your body's electrical system, conducting energy, a fact Western medicine is finally waking up to while Traditional Chinese Medicine has known it for thousands of years. How embryology is the process through which one cell becomes your whole body, from conception to birth, and your meridian lines form the blueprint. How to strengthen your fascia through moving, stretching, hydrating and breathing. For more reading on this topic: pick up The Spark in the Machine: https://a.co/d/0d2LkDKT  Acupuncture points and meridians correspond to connective-tissue planes - Langevin & Yandow, The Anatomical Record, 2002 https://doi.org/10.1002/ar.10185. Electrical resistance is lower along connective-tissue planes that follow meridians - Measured impedance Electrical impedance along connective tissue planes (PMC) https://doi.org/10.1186/1472-6882-5-10. The interstitium, a fluid-filled collagen network, was described as one of the body's largest organs 2018 Scientific American, - Meet your interstitium, The interstitium as a defined anatomical structure Benias & Theise NewYork-Presbyterian https://www.nyp.org/publications/professional-advances/gastro/introducing-the-interstitium-a-new-anatomical-structure Fascia behaves as a tensegrity structure, a body-wide tension network - Biotensegrity and the mechanics of fascia https://doi.org/10.1016/B978-0-7020-3425-1.00054-4 Fasciacytes produce the gliding fluid; the whole fascial web is being mapped in 3D - https://fasciaguide.com/article/fascial-net-plastination-project Your body is not just bone-on-bone, like the bricks that form a house's foundation. It is a tension web, and if you pull one string the whole thing moves. ------  Want more of The Ancient Health Podcast? Subscribe to the YouTube channel. Follow Doctor Motley Instagram Facebook Website ------  *You can get cell support in gummy form: Mitopure now starts at $79, when you go to timeline.com/DRMOTLEY. *Join Doctor Motley's newsletter for TCM insights and regular podcast updates: https://www.doctormotley.com/ *Do you have a ton more in-depth questions for Doctor Motley? Check out his course on emotions and the body in his membership. You'll find other courses full of his expertise and clinical wisdom, plus bring all your questions to his weekly lives! To try risk-free for 15 days click here: https://www.doctormotley.com/15

Ecclesiastes 7:15-8:9 | Measured | Jon Deedrick

If you think you're a leader or influencer, but your followers aren't helping, you're not one.For the last few episodes, we've been talking about how to figure out what God made you to do. We've talked about finding the need, identifying your passions, and discovering your gifts. But today, we're looking at the ultimate test of your calling: Is anyone actually coming alongside you?True, God-given passion will naturally attract a team.But once you have a team, how do you actually mobilize them? Here's 6 proven practices to actually get things done with your community:- What gets TALKED about gets done.- What gets TRAINED for gets done.- What gets MEASURED gets done.- What gets BUDGETED gets done.- What gets CONFRONTED gets done.- What gets REWARDED gets done.

On today's episode, Dr. Mark Costes is joined by Ashlee Hirschfeld for another installment of the Back to Basics series, this time focusing on the numbers every dental practice owner must know. Mark and Ashlee discuss why even experienced owners benefit from revisiting the fundamentals, especially when so many dentists feel overwhelmed by reports, spreadsheets, overhead, and profitability.  They break down the importance of understanding your P&L, knowing the difference between fixed and variable expenses, tracking lead and lag measures, and using your numbers as data instead of letting them trigger shame or panic. This episode is a practical reminder that financial clarity creates confidence, and once you know where you stand, you can make better decisions for your practice, your team, and your future. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

Leadership is measured at the edge, where pressure, uncertainty, and difficult decisions reveal a leader's true character. This episode explores how preparation, accountability, and consistent daily leadership habits determine how leaders perform when it matters most.Host: Paul FalavolitoConnect with me on your favorite platform: Facebook, Twitter, Instagram, TikTok, LinkedIn, Substack, BlueSky, Threads, LinkTree, YouTubeView my website for free leadership resources and exclusive merchandise: www.paulfalavolito.comBooks by Paul FalavolitoThe 7 Minute Leadership® Handbook: bit.ly/48J8zFGThe Leadership Academy: https://bit.ly/4lnT1PfThe 7 Minute Leadership® Survival Guide: https://bit.ly/4ij0g8yThe Leader's Book of Secrets: http://bit.ly/4oeGzCI

SHOW NOTES:It's Shawna Summer! Shawna chats with Abbey Carbonneau of the org Book More WomenThey discuss: “Waterfalls” by TLC, needing numbers and visuals, the power to make headliners, admiration for people that work at festivals, systems thinking and points of leverage (what?), including artists about the things that affect them, what's a non-corporate phrase for “on the ground”? Why has gender equity in live music plateaued? Balancing data and real people's stories, and basic photoshop skills (in the Patreon-exclusive Bonus Moment!)FFO: non-profit nerdery, women in music, data, cameo's from Rosie.SHOW LINKS:Book More Women - bookmorewomen.comInsta @bookmorewomen Measured: the Book More Women podcast - https://open.spotify.com/show/1CEnTkDGlvqhnpAvXICk1kSHAWNA'S LINKSshawnapotter.comNEW WAR ON WOMEN ALBUM: https://smartpunk.com/collections/war-on-womenThe new Safer Spaces: Online Course: https://shawnapotter.com/safer-spaces-courseMaking Spaces Safer book: https://www.akpress.org/making-spaces-safer-book.htmlRequest fun video messages: https://www.cameo.com/shawnapotterwowAll things War On Women: linktr.ee/waronwomen https://www.youtube.com/@shawnapotter

In today's episode of Next Level University, hosts Kevin Palmieri and Alan Lazaros explain why better results do not fix broken systems. More money, more motivation, or a strong month can feel like progress, but if the inputs are not being tracked, the same problems eventually come back. Kevin shares a real coaching conversation about income, spending, and the blind spots that keep people stuck financially. Alan adds what he has seen after years of coaching people who say they want freedom but resist the structure needed to build it.Together, they make the case that tracking is not about restriction. It is about honesty, ownership, and performance. The result is not the solution. The system is. Track the truth before it starts tracking you._______________________Book Alan's Business Breakthrough Session. Your first 30-minute coaching call is FREE. Learn how to prioritize success and let your quality of life become the byproduct. - https://calendly.com/alanlazaros/30-minute-breakthrough-sessionJoin the "Next Level Fitness Accountability Group" – Reach out to Kevin or Alan on Instagram:Kevin: https://www.instagram.com/neverquitkid/Alan: https://www.instagram.com/alazaros88/_______________________NLU is not just a podcast; it's a gateway to a wealth of resources designed to help you achieve your goals and dreams. From our Next Level Dreamliner to our Group Coaching, we offer a variety of tools and communities to support your personal development journey.For more information, check out our website and socials using the links below.

You don't usually hear someone talk about peptide serums, CAC and customer lifetime value in the same breath. But that's a normal day for Alexa Raff, CMO of goop, the wellness and lifestyle brand co-founded and led by Gwyneth Paltrow.

Imagine you are in the circus, watching a tightrope walker who's been on the sauce.He sways, the crowd gasps, he sways again, more gasps, and yet somehow he doesn't fall. This goes on and on and eventually you get bored watching. That, it seems to me, is Britain.Public debt is now knocking on £3 trillion. (Remember you could have spent a million pounds every day since Jesus was born and still not have spent a trillion - that's how incomprehensible a sum a trillion is). Interest payments now run at over £110 billion a year - more than we spend on education. Debt-to-GDP hovers around 100%. Growth is wilted. Productivity is like blancmange. Taxes are everywhere and record-breaking. Waste and bloat and bureaucracy are rampant.But the political response to every problem is the same: spend more.Despite all of this, like our inebriated tight rope walker, sterling refuses to drop. The pound trades around $1.35. The gilt market continues to function. The bond vigilantes, whoever these mystical people are, appear to be away at lunch with Lord Lucan..Why?The answer begins with a simple but often overlooked fact that currencies are not valued absolutely, but relatively.You look at Britain's fiscal position and conclude the pound must fall, but against what?It's not like the US isn't running unthinkable deficits. Interest payments are exploding there too. The eurozone is if anything more trapped in low growth than we are. Japan's debt burden is legendary. Never mind the oil, Canada is a basket case. Australian regulation is doing its best to revive the traditions of the penal colony and China has its own economic and demographic headaches.All currencies are crapThen there are interest rates. Britain still offers relatively attractive yields. Ten-year gilts yield around 5%. That may be painful for the Chancellor, whatever her name is, but it is attractive to those looking for income. Japan, the US and most of Europe offer less. Higher interest rates support the pound. They attract computerised capital from around the world, which buys sterling to get the yield.London remains a financial centre, albeit it one in over-regulated decline. There is still some rule of law and some respect for property rights. The UK is not yet Zimbabwe, Turkey or Venezuela, even if it may feel that way. A country can be badly governed for a surprisingly long time before capital completely loses confidence.However, none of the underlying problems have actually been fixed, nor are they going to be fixed. We are still spending £48,000 per household through the state. You'll get greater productivity out of a plate of blancmange. Taxes are not coming down. We are locked in promise, spend, borrow, tax, repeat.Here's another possibility. The tightrope walker may never fall off. But with each step, the tightrope itself gets closer to the ground.The pound has lost over 40% of its purchasing power just since 2020. In 2007 a pound cost $2.10, so we are down a third against another unit which in itself is hopeless. Measured against the constant that is gold, the pound has fallen over 95% since the Gordon Brown sales of 1999.Here are those declines visualised.The framing is all wrong. The collapse is not sudden but ongoing. Maybe we don't get a dramatic crisis. No Black Wednesday, no run on the pound, no emergency press conference outside the Bank of England or wheelbarrows full of digital bank notes. Just more of this relentless decline. Every year a bit more debt, a bit more printing, a bit more inflation, another 7% loss of purchasing power, a bit more government spending, a bit more taxation, year after year, decade after decade. The tightrope gets lower and lower but nobody notices because we are all looking at the walker.Alf Ramsay was on £4,500 a year. Thomas Tuchel gets £5 million. That didn't happen over night. It was cumulative, incremental and compounded. The endgame remains debasementNot just in the UK but everywhere. In a democracy where politicians need votes they will ALWAYS choose inflation over austerity, spending over restraint and dilution over default. This is built in. The incentives are too powerful. They will sacrifice the currency to preserve the system.Nothing changes until the system itself changes.Perhaps the tightrope walker never falls. But the rope keeps inching lower and lower until one day it is running along the ground.The crowd applauds because there was no crash. Meanwhile the currency has lost another 98% of its value.That is where this is going, gradually but relentlessly. Not with a bang, but with a long, slow debasement.Sterling has been “collapsing” for decades, and it will “collapse' for many decades more, likewise dollars and euros and yen.The debasement of currency is not a new thing, though we have never seen it globally in the way it exists today. Gold has seen it happen many times before and it has survived every time. It will survive tsunamis, earthquakes and explosions. National currencies will not.Tell someone about this great postThanks for reading the Flying Frisby.Until next time,DominicIf you live in a third world country such as the UK, I urge you to own gold or silver. The pound will be further devalued, as will the euro and dollar. The bullion dealer I use and recommend is The Pure Gold Company. They deliver to the UK, the US, Canada and Europe. More here.A quick housekeeping noteI've decided to withdraw Lifetime Membership to The Flying Frisby at the end of June.The current price is £550 until 15 June. It then rises to £650 before being withdrawn permanently on 30 June.If you've been considering Lifetime Membership, this is your last chanceNB despite what the sign-up process says, this is a genuine ONE-OFF payment for lifetime access. I manually convert memberships myself.Any problems, please message me on Substack or reply to this email.The bookThe Secret History of Gold is getting rave reviews and is available around the world at all good bookshops, with the audiobook read by me is especially popular. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.theflyingfrisby.com/subscribe

The role of the CMO is evolving. Increasingly, it is becoming a pathway to the CEO's office.Jim's guest this week, Melissa Grady Dias, first joined the show in 2020 as Global Chief Marketing Officer of Cadillac, where she helped transform one of America's most iconic brands into the leading luxury EV brand while navigating a global pandemic and unprecedented industry disruption.Now she has entered an entirely new chapter. Melissa recently became CEO of Measured Wellness, a healthcare company focused on preventative care, wearable technology, AI powered health insights, and what she calls "care between appointments." It is a model built around the 99 percent of health that happens outside the doctor's office. The company was founded in San Diego by Dr. Michael Kurisu, who specializes in Family and Integrative Medicine.Melissa is a leader who thrives when navigating transformation, and she simply likes building things. Those are her words. At Cadillac, that meant helping consumers rethink mobility, luxury, and electrification. At Measured Wellness, it means helping people rethink healthcare itself by moving from reactive care to proactive wellness, from occasional doctor visits to continuous engagement, and from treating illness to creating the conditions for long term health.Tune in for a conversation about leadership, reinvention, wellness, and the growing influence of marketers in shaping the future of business.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Guest: Blaine Holt General Blaine Holt discusses routine Russian nuclear threats and the U.S. military's measured reaction. While such rhetoric is common, the U.S. closely monitors yearly exercises in Belarus to identify critical gaps in Russian readiness.1951 USAF

Some conversations stay with you forever, and this is one of them. Getting to talk with Amy Grant felt surreal. We talked about her powerful new album, The Me That Remains, her first album in 13 years, a project that beautifully weaves together the stories, seasons, and soul of a life fully lived. We went all the way back to the beginning… from being discovered and signed over the phone at just 16 years old, to building a beautiful life and love story with Vince Gill (who, as it turns out, measure their love in dogs ❤️). Amy was the very first artist I ever truly fell in love with. My sister and I absolutely wore out Heart in Motion, singing into our hairbrushes like we were on stage right beside her. To get to talk with someone whose music helped shape your childhood, and hear the stories behind the legend, was something I’ll never forget.See omnystudio.com/listener for privacy information.

Legacy, Nobel Snubs, and the Fringes of Science Following the confirmation of the Big Bang theory, the cosmic microwave background was measured at approximately 2.73 degrees Kelvin, a discovery that George Gamow spent his final years advocating for as a validation of his 1940s work. Gamow, whose health declined due to heavy smoking and alcohol use before his death in 1968, frequently reminded the scientific community that his earlier calculations with Ralph Alpher had correctly predicted this radiation, using the metaphor that a lost and found penny is still the same penny. While the Big Bang gained universal acceptance, Fred Hoyle faced a professional crisis when the Nobel Prize for stellar nucleosynthesis was awarded solely to William Fowler, excluding Hoyle and his other collaborators, Margaretand Jeffrey Burbidge. This snub, which some speculate was due to a misunderstanding by nominator Hans Bethe or Hoyle's increasingly controversial reputation, led Hoyle to sever ties with Fowler and retreat to the Lake District. In his later years, Hoyle moved toward the fringes of science, championing the theory of "panspermia"—the idea that life and diseases such as AIDS and Legionnaire's disease originated in space and arrived on Earth via comets. He also drew the ire of the scientific establishment by arguing that Darwinian evolution was impossible due to the Earth's age, a stance that ironically gained him support from creationist groups despite his own atheism. Paul Halpern characterizes both Gamowand Hoyle as "seat of the pants" thinkers who relied on flashes of intuition rather than slow, methodical archival work, though Hoyle was notably more stubborn in defending his unconventional ideas. Ultimately, both men are remembered as brilliant storytellers who made the complex physics of the 20th century accessible to the public while fundamentally shaping our understanding of the universe. Guest Author: Paul Halpern. (4/4)DECEMBER 1951