Podcasts about Morale

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Text a Message to the ShowThis is our Christmas Bonus Episode for 2025! Today's guest is police chaplain Mark Femmel from St Louis. We're talking about the goodness of police officers, ride alongs, Christmas services at church, and Mark has a special Christmas message for you.Music is by Audionautix and by Kevin MacLeodHey Chaplain Bonus Episode 47Tags: Christmas, Chaplains, Church, Holidays, Ministers, Morale, Police, Kansas City, St Louis, Kansas, MissouriSupport the showThanks for Listening! And, as always, pray for peace in our city.Subscribe/Follow here: Apple Podcasts: https://podcasts.apple.com/us/podcast/hey-chaplain/id1570155168 Spotify: https://open.spotify.com/show/2CGK9A3BmbFEUEnx3fYZOY Email us at: heychaplain44@gmail.comYou can help keep the show ad-free by buying me a virtual coffee!https://www.buymeacoffee.com/heychaplain

Il y a pire qu'une mauvaise buche de Noël : les discussions autour de la table du réveillon. Cette année, plutôt que de s'engueuler autour du féminisme ou de la politique, et si on parlait d'intelligence artificielle ? Mais peut-on seulement débattre de ce sujet sans évoquer Elon Musk ou Terminator ? Et est-il possible d'avoir une approche technocritique de l'IA, sans faire la morale à vos parents ou à votre cousine accro à ChatGPT ?Les Exploreuses entrent dans le ring avec Mathilde Saliou, journaliste et autrice de l'essai “L'Envers de la tech - Ce que le numérique fait au monde”, publié aux éditions Les Pérégrines. Et se posent un certain nombre de questions existentielles de type : l'écologie, tout le monde s'en fout ? Quand est-ce que ma vie ressemblera enfin à une fanfiction ?

Paolo Agnoli ha speso 7 anni a scrivere un libro sulla decisione di sganciare la bomba atomica su Hiroshima e poi dopo pochi giorni su Nagasaki. Ne parliamo in questa puntata da cui cogliamo l'occasione per ragionare sul riarmo atomico europeo a fronte dell'aggressione russa.Diventa un supporter di questo podcast: https://www.spreaker.com/podcast/inglorious-globastards-podcast--4600745/support.

Morale is low today after the Dolphins get embarrassed on Monday night football against the Steelers, and now are officially eliminated from the playoffs. We touch on the struggles of the Miami Heat as they lost their 5th game in a row last night versus the Raptors. Tobin and Leroy dissect the game and evaluate the possibilities in the future for the Miami Dolphins. We take calls and hear from all the disgruntled Dolfans.

Morale is low today after the Dolphins get embarrassed on Monday night football against the Steelers, and now are officially eliminated from the playoffs. We touch on the struggles of the Miami Heat as they lost their 5th game in a row last night versus the Raptors. Tobin and Leroy dissect the game and evaluate the possibilities in the future for the Miami Dolphins. We take calls and hear from all the disgruntled Dolfans. We roll right into the second hour fielding more calls from Dolfans, and get into a discussion of whether or not the Dolphins organization is dysfunctional. The guys talk about possible future head coach scenarios for the Miami Dolphins. Leroy poses a question to the Dolphins fans, are you willing to be patient when they inevitably rebuild. We get into the Miami Heat's struggles as they drop to the Toronto Raptors for their 5th straight loss. Tyler Herro was a late scratch; Leory and Brittney feel like this could mean a trade soon but are shocked to find out Tobin doesn't agree. We then dip into our Mixed Bag and hear from; Aaron Rodger's ego and an annoyed Troy Aikman. We continue to break down the Dolphins getting embarrassed and eliminated on Monday versus the Steelers, we hear Tua and Jordy Brook's postgame comments. The guys make sure to praise the Cats as they took down the Lightning last night as they continue to impress. Would Giannis coming to the Heat be the immediate fix they need right now, or are their issues bigger than that? We wrap this Somber Tuesday with a little silly sauce as we discuss swimming with monkeys, and get in our last blows to Tua for his lacking display of disappointment after the game last night.

Hey before I begin I just want to thank all of you who have joined the patreon, you guys are awesome. Please let me know what other figures, events or other things you want to hear about in the future and I will try to make it happen.   If you are a long time listener to the Pacific War week by week podcast over at KNG or viewer of my youtube channel you have probably heard me talk about Tomoyuki Yamashita, the Tiger of Malaya quite often. It goes without saying when it comes to Japanese generals of WW2 he stands out. Not just to me, from the offset of the war he made a large impression on westerners, he achieved incredible feats early on in the war. Now if you look up books about him, you will pretty much only find information in regards to his infamous war crimes trial. Hell it was so infamous the legal doctrine of hierarchical accountability for war crimes, whereby a commanding officer is legally responsible for war crimes and crimes against humanity committed by his subordinates, was created. This is known as the command responsibility or “the Yamashita standard”. His court case was very controversial, he remains a controversial figure, certainly to the people of territories he campaigned in, but I think what can be said of him the most is he was special amongst the Japanese generals. Anyways lets get the show on the road as they say.   So who was Yamashita? When he was 59 years old commanding forces in the Philippines against General Douglas MacArthur, he weighed 220 ls and stood 5 feet 9 inches. His girth pressed out against his green army uniform. He had an egg shaped head, balding, wide spaced eyes and a flat nose. He wore a short mustache, sort of like Hitlers, until it grayed then he shaved it off. He was not a very attractive man, Filipinos referred to him as “old potato face” while Americans called him “a florid, pig faced man”.   Tomobumi Yamashita was born in 1885, he was the second son of Dr. Sakichi Yamashita and Yuu Yamashita in Osugi village, on Shikoku island. Like most males of his day he was indoctrinated into military preparatory school from a young age. Yamashita had no chosen the army as a career, in his words ‘my father suggested the idea, because I was big and healthy, and my mother did not seriously object because she believed, bless her soul, that I would never pass the highly competitive entrance examination. If I had only been cleverer or had worked harder, I would have been a doctor like my brother”Yamashita would graduate from the 18th class of the IJA academy in november of 1905, ranked 16th out of 920 cadets.    In 1908 he was promoted to the rank of Lt and during WW1 he fought against Imperial German and Austro-Hungarian forces in the famous siege of Qingdao, which if you are interested I did an episode over on my Youtube channel about this battle. Its a very overlooked battle, but many histories firsts occurred at it like the first carrier attack. In 1916 he was promoted to captain and attended the 28th class of the Army War college to graduate sixth in his class that year. He also married Hisako Nagayama in 1916, she was the daughter of the retired General Nagayama.    It seems Yamashita's brush against the Germans in 1914 had a huge influence on him, because he became fascinated with Germany and would serve as assistant military attache at Bern and Berlin from 1919-1922. He spent his time in Germany alongside Captain Hideki Tojo, both men would run into each other countless times and become bitter rivals. Both men toured the western front, visiting Hamburg and witnessed first hand the crippling inflation and food prices that came from Germany's defeat. Yamashita said to Tojo then “If Japan ever has to fight any nation, she must never surrender and get herself in a state like this.” He returned to Japan in 1922, was promoted to major and served a few different posts in the Imperial Headquarters and Staff College. Yamashita became a leading member of the Kodoha faction, while Tojo became a leading member of the rival Toseiha faction. In 1927 Yamashita was sent again to Europe, this time to Vienna as a military attache. Just prior to departing he had invested in a business selling thermometers starting by one of his wife's relatives, the business failed horribly and Yamashita was tossed into debt, bailiffs literally came to seize his house. As told to us by his biographer “For a regular officer to have contracted such a debt, however innocently, was a disgrace. He felt he should resign his commission.” Yamashita's brother refused to allow him to quit, instructing him to leave for Vienna, while he resolved his debts. His days in Vienna were the best of his life, professed Yamashita. He studied economics at Vienna university and made friends with a Japanese widow, who introduced him to a German woman named Kitty and they had an affair. This would spring forward his reputation as an eccentric officer. Yamashita was obsessed over hygiene,and refused to eat fruit unless it was thoroughly washed. He avoided ice water, hated dancing and never learnt how to drive a car. One of his most notable quirks was his habit of falling asleep often during meetings where he legendarily would snore. Like I may have said in previous podcast and youtube episodes, this guy was quite a character, often described as a big bear.    Now this is not a full biography on Yamashita so I cant devolve to far into things, such as his first fall from grace. During the February 26th coup incident of 1936, Yamashita was a leading member of the Kodoha faction and helped mediate a peaceful end to the standoff, however in truth he was backing the coup. He simply managed to not get caught red handed at the time doing too much for the mutineers, regardless he lost favor with the outraged Emperor and many young captains whom he loved like sons killed themselves in disgrace. If you want to know more about the February coup of 1936, check out my series on Emperor Hirohito or General Ishawara, they both talk about it in depth and touch upon Yamashita's role a bit.    The coup led to the dissolvement of the Kodoha faction and the dominance of the Toseiha, led by Tojo. Yamashita tried to resign from the IJA, but his superiors dissuade him. He was relegated to a post in Korea, which honestly was a punishment. Yamashita would say “When I was posted to Korea, I felt I had been given a tactful promotion but that in fact my career was over. Even when I was given my first fighting company in North China, I still felt I had no future in the Army, so I was always on the front line, where the bullets flew the thickest. I sought only a place to die.”  He had some time to reflect upon his conduct while in Korea, he began to study Zen Buddhism. He was promoted to Lt General in November of 1937 and when the China war broke out he was one of those speaking out that the incident needed to end swiftly and that peaceful relations must be made with the UK and US. He received a unimportant post in the Kwantung army and in 1938 was assigned command of the IJA 4th division. He led the forces during in northern china against insurgents until he returned to Tokyo in July of 1940. His fellow officers lauded him as Japan's finest general. Meanwhile Tojo had ascended to war minister and one of his first moves was to send a delegation to Germany. Tojo considered Yamashita a ruthless and forceful commander and feared he would become a powerful rival against him one day. Yamashita would go on the record to say then “I have nothing against Tojo, but he apparently has something against me.” You see, Yamashita had no political ambitions, unlike Tojo who was by nature a political monster. “My life, is that of a soldier; I do not seek any other life unless our Emperor calls me.” In late 1940, Tojo asked Yamashita to lead a team of 40 experts on a 6 month train tour of Germany and Italy, a move that kept him out of Tokyo, because Tojo was trying to solidify his political ambitions. This is going to become a looming theme between the two men.   He was presented to Adolf Hitler in January of 1941, passing along messages from Tojo and publicly praising the Fuhrer, though privately he was very unimpressed by the man  “He may be a great orator on a platform, with his gestures and flamboyant way of speaking. But standing behind his desk listening he seems much more like a clerk.” Hitler pressed upon him to push Japan to declare war on Britain and the US. At the time of course Japan was facing China and had two major conflicts with the USSR, thus this was absolutely not in her interest. “My country is still fighting in China, and we must finish that war as soon as possible. We are also afraid that Russia may attack us in Manchuria. This is no time for us to declare war on other countries.” Yamashita hoped to inspect Germany's military techniques and technology to help Japan. Hitler promised open exchanges of information stating “All our secrets are open to you,”, but this would prove to be a lie. “There were several pieces of equipment the Germans did not want us to see. Whenever I tried to persuade the German General Staff to show us things like radar—about which we had a rudimentary knowledge—the conversation always turned to something else.”   Yamashita met with field Marshal Hermann Goring who gave him an overview of the war in europe. Goring would complain about Yamashita falling asleep during lectures and meetings and he believed the man was drunk often. Yamashita met Benito Mussolini in June of 1941 receiving a similar rundown to what he got in Germany. Yamashita visited Kitty in Vienna for a quick fling, but overall the trip deeply impacted Yamashita's resolve that Japan should stay out of the Europeans war and that Germany made a grievous error invading the USSR in June of 1941. This is what he said the members of the commission “You know the results of our inspection as well as I do. I must ask you not to express opinion in favor of expanding the alliance between Japan, Germany and Italy. Never suggest in your report that Japan should declare war on Great Britain and the United States. We must not and cannot rely upon the power of other nations. Japan needs more time, particularly as there may be aggression against us from Russia. We must have time to rebuild our defense system and adjust the whole Japanese war machine. I cannot repeat this to you often enough.” His report was similar, and it really pissed off Tojo who was trying to develop plans for a war against America. Yamashita would then get exiled to Manchuria in July of 1941, but Tojo's resentment towards him could only go so far, because Yamashita was one of their best generals and in his planned war against Britain and America, he would need such a man.   Yamashita's time in Europe reshaped his views on how to conduct war. He saw first hand blitzkrieg warfare, it seems it fascinated him. He consistently urged the implementation of new proposals calling for the streamlining of air arms; to mechanize the Army; to integrate control of the armed forces in a defense ministry coordinated by a chairman of Joint Chiefs of staff; to create a paratroop corps and to employ effective propaganda. Basically he saw what was working for the Germans against the allies and wanted Japan to replicate it. Tojo did not like many of the proposal, hated the fact they were coming from Yamashita, so he obviously was not keen on making them happen. Luckily for Yamashita he would be given a chance to implement some of his ideas in a big way.   On November 6th of 1941, Lt General Yamashita was appointed commander of the 25th Japanese army. His orders were to seize the Malay Peninsula and then the British naval base at Singapore. The Malaya Peninsula snakes 700 miles south of Thailand, a rugged sliver of land that constricts at its narrowest point to about 60 miles wide. It hold mountains that split the peninsula in half, some going as high as 7000 feet. During this time Malaya produced around 40% of the worlds rubber, 60% of its tin, two resources vital for war. At its very southern tip lies Singapore, a diamond shaped island connected to the mainland by a 1115 stone causeway. Singapore's largest asset was its naval base guarding the passage from the Pacific and Indian oceans. Together Malay and Singapore represented the key to controlling what Japan called the Southern Resource Area.   Singapore was known as the gibraltar of the east for good reason. It was a massively fortified naval base. The base had been developed between 1923-1938 and cost 60 million pounds, around 2 billion pounds today. It was 21 square miles, had the largest dry dock in the world, the 3rd largest floating dock and enough fuel tanks to support the entire royal navy for 6 months. She was defended by 15 inch naval guns stationed at the Johre battery, Changi and Buona vista battery. And despite the infamous myth some of you may have heard, these guns were fully capable of turning in all directions including the mainland. For those unaware a myth perpetuated after the fall of Singapore that her large 15 inch guns could not turn to the mainland and that this spelt her doom, no it was not that, it was the fact they mostly had armor piercing shells which are using to hit ships and not land targets. Basically if you fire an armor piercing shell at land it imbeds itself then explodes, while HE shells would have torn any Japanese army to pieces. Alongside the 15 inch monsters, there were countless other artillery pieces such as 9.2 inch guns. By December of 1941 Malaya and Singapore held 164 first line aircraft out of a total of 253 aircraft, but many of the fighters were the obsolete Brewster F2A Buffalo, a pretty slow, fat little beast that could take a licking as it was armored, but against the Zero fighter it was unbelievably outmatched in speed and maneuverability.    The Japanese acquired a major gift prior to the outbreak of war. On november 11th, 1940, the SS Automedon, a German raider attacked the HMS Atlantis which was carrying documents intended for the British far east command. The documents indicated the British fleet was not going to help Singapore; that Britain would not declare war if Thailand was invaded and that Hong Kong was expendable. The Germans gave the documents to the Japanese who were very excited by the information.    Starting in January of 1941, Colonel Masanobu Tsuji led the Taiwan Army Research section based on Formosa to investigate how a campaign could be waged in Malay and Singapore. His findings on the defenses of Malay and Singapore were summed up in these 3 points: 1. Singapore Fortress was solid and strong facing the sea, but vulnerable on the peninsular side facing the Johore Strait;  Newspaper reports of a strong Royal Air Force (RAF) presence were propaganda;  Although British forces in Malaya numbered from five to six divisions (well over 80,000 men), less than half were Europeans.    Now just a little bit about Tsuji as he was to become the chief of staff operations and planning under Yamashita. Tsuji was extremely insubordinate and a political schemer. He was a Toseiha faction fanatic, loyal to Tojo and thus definitely an enemy to Yamashita. Yamashita wrote of Tsuji in his war diary “is egotistical and wily. He is a sly dog and unworthy to serve the country. He is a manipulator to be carefully watched.” Tsuji would go on to have a infamous reputation for ordering atrocities in the name of his superiors, often without them knowing and this would be very much the case under Yamashita. Now using Tsuji's intelligence Yamashita began plans at his HQ at Samah, a port on Hainan island, starting in November of 1941 on how to launch the campaign. He was initially offered 5 divisions for the invasion, but he felt he could accomplish the objective with only three. There are a few reasons why he believed this; first, Tsuji's research suggested the peninsula roads would be the center of the battlefront and that the flanks would extend no more than a km or so to the left or right due to the dense jungle terrain (in fact Yamashita was planning to assault from the jungle specifically); 2nd intelligence indicated the defending troops were not of the highest caliber (the British were busy in Europe thus many of the troops in southeast asia were poorly trained, half were british regulars the rest were Australian, Indian and Malayan); 3rd Yamashita was aware “the Japanese army were in the habit of flinging more troops into the battle than could possibly be maintained” boy oh boy tell that one to the future boys on Guadalcanal. Thus he calculated 3 divisions was the maximum to be fed, equipped and supplied. Based on his recommendations the 25th army was created with 3 divisions; the 5th under Lt General Takuma Matsui; 18th under Lt General Renya Mutaguchi and the Imperial guards division of Lt General Takuma Nishimura. Supporting these would be two regiment of heavy field artillery and the 3rd tank brigade. Something that made Yamashita's campaign quite interesting was the usage and amount of tanks. He was invading with around 200 or so tanks consisting of the Type 95 Ha-Go light tank, type 97 Chi-Ha and Type 89 I-Go medium tanks and Type 97 Te-Ke tankettes. For aircraft he had the 3rd Air division, 459 aircraft strong with an additional 159 aircraft from the IJN to support them. The 3rd air division had a variety of aircraft such as Nakajima Ki-27 Nate's, Nakajima ki-43 Oscars, Kitsubishi ki-51 Sonia's, Kawasaki ki-48 Lily's, Mitsubishi ki-21 sally's, Mitsubishi ki-30 Ann's, Mitsubishi ki-15 babs and Mitsubishi ki-46 dinahs. For the IJN it was the 22nd air flotilla using Mitsubishi G3M1 Nell's, Mitsubishi A5M4 Claudes and some A6M Zeros. To say it was a lot of firepower at his disposal is an understatement, Yamashita was packing heat, heat he could use in a blitzkrieg fashion.   His staff at Samah identified 5 operational objectives: 1 Simultaneous capture of Singora and Patani, Thailand and Kota Bharu, Malaya.  2 Capture of all enemy airfields in southern Thailand and Malaya.  3 Occupation of Kuala Lumpur, Malaya.  4 Occupation of Johore Bahru, and control of Johore Strait.  5 Conquest of Singapore.    Colonel Tsuji, appointed Chief of Operations and Planning for the 25th Army, proposed the following plan which was readily approved:  Land the main strength of the 5th Division simultaneously and without warning at Singora and Patani, and at the same time land a powerful section of the 18th Division to attack Kota Bharu.  The troops disembarked at Singora and Patani to press forward immediately to attack the line of the Perak River Hand capture its bridge and the Alor Star aerodrome.  The troops landed at Kota Bharu to press forward along the eastern coast as far as Kuantan.    The landing at Kota Bharu, the only one in Malaya was expected to be opposed and quite risky. But if it was successful, it would create a useful diversion away from the main force landings in Thailand.   The landings took place around 2:15am local time on December 8th, about an hour and 20 minutes before the attack on Pearl Harbor. The landings went largely unopposed, except at Kota Bahru where the Japanese saw heavy resistance. The British had anticipated this landing point and created operation Matador, a plan to pre-emptively invade southern thailand to secure defensive lines against the Japanese, however this plan was never accepted by British high command for obvious political reasons. But on December 5th, with a Japanese invasion looking certain, suddenly London gave permission to the Far east commanders to decide if Operation matador should be activated or not. The commander in Malaya, General Arthur Percival recommended forestalling it, fearing to violate Thai sovereignty, which ultimately would be the doom of a defense for Malaya.   At the battle of Kota Bharu, the 9th infantry division of Major General Barstow attempted holding off the Japanese from taking the important Kota Bharu airfield. The 8th brigade of Billy Key had fortified the beaches with pillboxes, barbed wire and land mines. The Japanese took heavy losses, but they were able to find gaps and fill them up until Brigadier Key had to ask permission to pull out. The royal air force at Kota Bharu tossed Hudson bombers to hit the troop transports, but it was a suicide mission to do so. Meanwhile the IJA 5th division landed at Pattani and Songkhla in Thailand while the Imperial guards division marched over the border from French Indochina. The Japanese encountered very little resistance, the leader of Thailand Plaek Pibulsonggram had been trying to get assurances from the allies and Japanese all the way up until the invasion, once the Japanese landed he knew his best option was to play nice and sign an armistice. This basically spelt doom for malaya as the Japanese were given access to Thailand's airfields which they used to smash the forward airfields in Malaya.   The first day of aerial encounters were a catastrophe for the British. General Percival would comment “The rapidity with which the Japanese got their air attacks going against our aerodromes was quite remarkable. Practically all the aerodromes in Kelantan, Kedah, Province Wellesley, and Penang, were attacked, and in most cases fighters escorted the bombers. The performance of Japanese aircraft of all types, and the accuracy of their bombing, came as an unpleasant surprise. By the evening our own air force had already been seriously weakened.” Brigadier Key withdrew after causing an estimated 800 casualties upon the Japanese while taking roughly 465. While Kota Bharu was being fought over, Percival unleashed Operation Krohcol, a 2.0 of Matador seeing British forces cross into Thailand to intercept the incoming enemy. It was an absolute disaster, the British attackers were defeated not only by the Japanese 5th division, but some Royal Thai police also defended their territory. The operation had basically become a race to who could seize the important focal point first and the Japanese took it first thus winning decisively. To add to that misery, force Z, consisting of the battleship HMS Prince of Wales,, battlecruiser Repulse and 4 destroyers tried to intercept the Japanese invasion fleet only to be utterly destroyed by overwhelming Japanese airforces.   Within 4 days of the landings, the 5th division advanced from Singora through the town of Jitra to capture the RAF airfield at Alor star, around 100 miles away. Yamashita managed this using flanking techniques that saw his army take town after town and airfield after airfield. There were numerous natural obstacles to the advance such as dense jungles, very long supply lines, torrential rain and heat, but he had a secret weapon, bicycles. At Jitra Percival made his first major stand. Holding Jitra would safeguard the northern airfields of Malaya, but it was a folly to do so as the airfields in question were not provided adequate aircraft and the British lacked something extremely important to be able to defend themselves, tanks. Colonel Tsuji saw the fighting at Jitra first hand and reported “Our tanks were ready on the road, and the twenty or so enemy armored cars ahead were literally trampled underfoot … The enemy armored cars could not escape by running away, and were sandwiched between our medium tanks … It was speed and weight of armor that decided the issue.” The British had spread themselves far too thinly across a 14 mile front with jungle on their right flank and rubber plantations and mangrove swamps to their left. Yamashita used a innovative blitzkrieg like tactic, he combined his air, artillery, tanks and bicycle infantry to punch holes in concentrated attacks forcing allied defenders to withdraw. As Percival would write later in his memoirs “This withdrawal would have been difficult under the most favorable conditions. With the troops tired, units mixed as the result of the fighting, communications broken and the night dark, it was inevitable that orders should be delayed and that in some cases they should never reach the addressees. This is what in fact occurred … the withdrawal, necessary as it may have been, was too fast and too complicated for disorganized and exhausted troops, whose disorganization and exhaustion it only increased”    Yamashita had ingeniously thought of employing large numbers of bicycles for his infantry so they could keep up momentum and speed with his mechanized forces. Oh and he didn't bring thousands of bicycles over to Malaya, the real genius was that they were there ready for him. His intelligence prior to the invasion indicated nearly all civilians in malaya had bicycles, so when the Japanese came over they simply stole them. Half of Yamashitas troops moved in motor vehicles while the rest road on 18,000 bicycles. As noted by Tsuji “With the infantry on bicycles, there was no traffic congestion or delay. Wherever bridges were destroyed the infantry continued their advance, wading across the rivers carrying their bicycles on their shoulders, or crossing on log bridges held up on the shoulders of engineers standing in the stream.” They Japanese overwhelmed the defenders who were forced to fight, flee into the jungles or flee along the roads where they were simply outsped by the faster Japanese. The defenders left numerous stores of food, abandoned vehicles, and supplies that Yamashita's men would dub “churchill's allowance”. British Lt Colonel Spencer Chapmanwas forced to hide on the sides of roads watching Japanese pedal past remarking “The majority were on bicycles in parties of forty or fifty, riding three or four abreast and talking and laughing just as if they were going to a football match.” The Japanese had the ability to carry their gear on the bicycles, giving them an enormous advantage over the allies fleeing on foot. The Japanese could travel faster, further and less fatigued. When the British destroyed 250 bridges during their flight, “the Japanese infantry (to continue) their advance, wading across the rivers carrying their bicycles on their shoulders, or crossing on log bridges held up on the shoulders of engineers standing in the stream”. The British could not escape the bicycle blitzkrieg as it became known, countless were forced to surrender under constant pressure and relentless pursuit.    Alongside the bicycle warfare, whenever Yamashita faced terrain unsuitable for his tanks, he ordered amphibious landings further south to outflank the enemy's  rear.   Meanwhile the war in the air went equally terrible for the allies. The RAF had pulled back its best pilots and aircraft to deal with the war for Britain against the Luftwaffe. 21 airfields were in Malaya and Singapore, few of them had modern facilities, only 15 concrete runways. The heavy rain made the grass airstrips unusable. All the airfields were allocated around 8 heavy and 8 light anti aircraft guns. Quality radar units were completely inadequate. The Super Spitfires and Hyper Hurricanes were mostly in Britain fighting the Germans, while Buffaloes were allocated to Malaya. The Japanese airforces easily overcame the allied opposition and established air superiority quickly. Launching from airfields in Vietnam, they bombed all the airfields into submission and continuously applied pressure to Singapore. . The aerial dominance of the Zero and ‘Oscar' fighters served to undermine the morale of the British infantryman on the ground. As historian H. P. Wilmot has observed, “in the opening phase of the war the Zero-sen was just what the Japanese needed, and the Allies were devastated by the appearance of a ‘super fighter.' To add insult to injury, every airfield taken starting at the most northern going further and further south towards Singapore offered the Japanese new launching points to make for faster attack.   Yamashita's forces reached the southern tip of the peninsula in just 8 weeks, his men had covered some 700 miles, about 12 miles a day on average. They fought 95 large and smaller battles doing so. Multiple lines of defense were erected one after another to try and halt the Japanese advance, to kill their momentum. Starting at the beach landings, to Jitra, then to Kampar, over the Slim river, then Johor. The British failed to employ “leave behind forces” to provide guerilla warfare in lost territories leading not only the Japanese to easily consolidate their gains, the Thai's also came down and grabbed some territory. At the battle of Muar Major General Gordon Bennet deployed the allied defenders south of the Muar River and it was widely believed here they would finally halt the Japanese. Then the Imperial Guards division outflanked them performing an amphibious landing and advancing down the coastal route. The 5th Japanese division followed a parallel route through the center and the 18th division landed near Endau. The allies were thus surrounded and took heavy casualties, countless were forced to flee through swamps and thick jungle abandoned their stuff. Gordons 45th brigade were absolutely shattered, effectively disbanded and left north of the Muar river as the rest of the allies fled south. The defeat at Muar broke the British belief they could hold even a toehold on Malay. Percivals strategy to fight delaying actions until the arrival of reinforcements to Singapore had fatally undermined his troops ability to hold onto defensive positions. As the British governor of the Johore straits settlement, Sir Shenton Thomas would say on January 6th ‘“We … have gone in for mechanized transport to the nth degree. It is a fearsomely cumbersome method. We have pinned our faith to the few roads but the enemy used tracks and paths, and gets round to our rear very much as he likes.”” Yet alongside the conquest came a series of atrocities.    At the Parit Sulong Bridge south of the Muar, Captain Rewi Snelling was left behind with 150 wounded Australian and Indian soldiers not able to trek south. The Imperial guards division herded them into buildings, denied them medical treatment, many of the Indians were beheaded, others shot. This become known as the parit sulong massacre. Its hard to saw what Yamashita would have known about this incident, it technically was under the command of Takuma nishimura. On January 22nd, Nishimura gave the orders for prisoners to be forced outside, doused with petrol and set on fire. Nishimura would be sentenced to life in prison by a Singapore court, but on a flight back to Japan he was hijacked by Australian military police in Hong Kong who grabbed him and held a trial for the Parit Sulong massacre, finding him guilty and hanging him on june 11th of 1951.    When the Japanese reached the straits of Johore, Yamashita took several days to perform reconnaissance, allowing his forces to regroup and prepare to attack the massive fortress. His plan for the invasion would see the Imperial guards perform a feint attack on the northeast side of Singapore, landing on the nearby Palau Ubin island on february 7th. The 5th and 18th division would remain concealed in the jungle until the night of the night of the 8th when they would cross the Johore and hit the northwest side of Singapore. The causeway to Singapore had been blown up by the retreating British, but the ability for Singapore to defend itself from a northern attack was lackluster. When Churchill was told by Wavell the Japanese sat on the other side of the Johore strait ready to attack the fortress he said ““I must confess to being staggered by Wavell's telegram. It never occurred to me for a moment that … Singapore … was not entirely fortified against an attack from the Northwards …””   With barely enough supplies or logistical support for his campaign, Yamashita's rapid advance down the Malay peninsula walked a tightrope of what was possible. His 70,000 men of which 30,000 were frontline troops had overcome a British force double their number. In Japan he garnered the epithet “Tiger of Malaya”, which ironically he was not too happy about. Later on in the war he would bark at a German attache “I am not a tiger. The tiger attacks its prey in stealth but I attack the enemy in a fair play”.   By this point Singapore had swollen from a population of 550,000to nearly a million. Percival had a total of 70,000 infantry of mixed experience plus 15,000 clerks and support staff to man lines if necessary. 38 battalions, 17 Indian, 13 British, 6 Australian and 2 Malayan. He placed his weakest troops west of the causeway, near the abandoned naval base rather than nearby the airfield which he considered was going to be Yamashita's thrust. He placed his best forces over there, which would prove fatally wrong as Yamashita hit west of the causeway. Yamashita meanwhile could only muster 30,000 troops, he was outnumbered 2:1 and amphibious assaults called for the attacker to hold a 2:1 advantage for success. Yamashita's men were exhausted, they had suffered 4565 casualties, roughly 1793 deaths in their 55 day advance south. Worse yet, Yamashita had a critical supply issue. He had greatly exceeded his supply lines and had been surviving on the abandoned churchill stores along the way. His ammunition was critical low, it is said he was down to 18 functional tanks, allowing his men to fire 100 rounds per day, the fuel ran out, and as Yamashita put it “My attack on Singapore was a bluff—a bluff that worked. I had 30,000 men and was outnumbered more than three to one. I knew that if I had to fight for long for Singapore, I would be beaten. That is why the surrender had to be at once. I was very frightened all the time that the British would discover our numerical weakness and lack of supplies and force me into disastrous street fighting.” He told his men of the 5th and 18th division not to build any cooking fires so they could conceal their positions in the jungle as he gathered hundreds of collapsible boats and other crafts to ford the strait. He gathered 40 divisional commanders and senior officers to a rubber plantation and with a flushed red face read out his attack orders while pouring them Kikumasamune (ceremonial wine). He made a traditional toast and said “It is a good place to die; surely we shall conquer”. He had to get the British to surrender quickly, he had to essentially ‘bluff” his enemy. He had to make the British think he was fully armed and supplied for a prolonged siege, how could he do so? He fired his artillery like a mad man, knowing full well they would run out of shells.   Starting on February 3rd,  Yamashita's artillery supported by aerial bombings hit Singapore for 5 days. On the night of the 7th, 400 Imperial Guards crossed to the Ibin island performing their feint attack. Percivals attention was grabbed to the east successfully, while on the night of the 8th the 5th and 18th divisions assembled carefully at the water's edge. At 8:30pm the first wave of 4000 Japanese troops crossed the Johore strait aboard 150 small vessels. The noise of their engines was drowned out by artillery. The thinly spread Australian lines, 3000 or so men led by Major General Bennet were breached fast leading to pockets of surrounded australian troops. As Lewis Gunner cliff olsen recalled “We were horribly spread out and it was pitch black and they [Japanese troops] were very hard to see. They walked through us half the time.” A beachhead was formed, a soon 14,000 Japanese had crossed by dawn.    Communications broke down for the allies, Percival unwilling to believe the Japanese's main thrust was in the west declined to send reinforcements there. When he did finally realize the main thrust was in the west he began to withdraw troops from quiet sectors and built up a reserve. The Japanese held air supremacy and their artillery was fierce. The big 15 inch guns of singapore held mostly armor piercing shells designed to hit ships, there were few HE shells available. When they fired upon the Japanese the shells would hit the ground they would embed deeply before exploding doing little damage. The defenders had no tanks, basically no more aircraft. The last departing ships fled the scene as everything was burning chaos around them. Morale was breaking for the defenders. By the 9th, Japanese bombers were raining bombs on allied positions unopposed. Bennet was forced to pull men back to a new line of defense from the east of the Tengah airfield to the north of Jurong. Poor communications hampered the northern sector of Brigadier Duncan Maxwell whose troops actually battered the hell out of the Imperial Guards who had landed at 10pm on the 9th. The Imperial guards gradually managed a foothold on a beach, but Maxwell feared encirclement and withdrew his men against direct orders of Bennet. The retreat opened up the flank of the 11th indian division who were overrun. All of the beaches west of the causeway fell to the enemy, when they did Yamashita brought over his tanks to smash the new Jurong line. The Japanese could have potentially stormed the city center at this point, but they held back, because in reality, Percival had created a formidable reserve in the middle. The Australian 22nd brigade took the brunt of the fighting.    Yamashita was running out of reserves and his attacks were reaching their limit, but he needed the battle to end swiftly. Yamashita was shocked and shaken when he received a report that the British troop strength within the city was twice what they believed. With covert desperation, Yamashita ordered his artillery to fire until their last rounds and sent Percival a demand for surrender. “In the spirit of chivalry we have the honour of advising your surrender. Your army, founded on the traditional spirit of Great Britain, is defending Singapore, which is completely isolated, and raising the fame of Great Britain by the ut¬ most exertions and heroic feelings. . . . From now on resistance is futile and merely increases the danger to the million civilian inhabitants without good reason, exposing them to infliction of pain by fire and sword. But the development of the general war situation has already sealed the fate of Singapore, and the continuation of futile resistance would only serve to inflict direct harm and in¬ juries to thousands of non-combatants living in the city, throwing them into further miseries and horrors of war. Furthermore we do not feel you will in¬ crease the fame of the British Army by further resistance.”   Singapore had received another order prior to this from Churchill “It is certain that our troops on Singapore Island greatly outnumber any Japanese that have crossed the Straits. We must defeat them. Our whole fighting reputation is at stake and the honour of the British Empire. The Americans have held out on the Bataan Peninsula against far greater odds, the Russians are turning back the picked strength of the Germans, the Chinese with almost complete lack of mod¬ ern equipment have held the Japanese for AVi years. It will be disgraceful if we yield our boasted fortress of Singapore to inferior enemy forces. There must be no thought ofsparing troops or the civil population and no mercy must be shown to weakness in any shape or form. Commanders and senior officers must lead their troops and if necessary die with them. There must be no question or thought of surrender. Every unit must fight it out to the end and in close contact with the enemy. ... I look to you and your men to fight to the end to prove that the fighting spirit that won our Empire still exists to enable us to defend it.”   What was Percival to do? The Japanese had seized control over Singapore water reservoirs, the population would die of thirst within 2-3 days. Japanese shells were causing fires and death everywhere. People were panicking, trying to get on the very last boats leaving the port, even though that surely meant death to the IJN. An American sailor recalled “There was a lot of chaos and people killed on the docks during these bombardments. Everywhere you looked there was death. Even in the water there were dead sharks and people floating all around.” Defeatism was endemic. Australian troops were overheard saying “Chum, to hell with Malaya and Singapore. Navy let us down, air force let us down. If the bungs [natives] won't fight for their bloody country, why pick on me?” Sensing a complete collapse Percival formed a tight defense arc in front of the city, and by the 13th his commanders were telling him they believed Singapore was already doomed. Wavell was asked for approval for surrender, but he replied  “to continue to inflict maximum damage on enemy for as long as possible by house-to-house fighting if necessary.” Percival then told him the water reservoirs were taken, so Wavell sent back “YOUR GALLANT STAND IS SERVING A PURPOSE AND MUST BE CONTINUED TO THE LIMIT OF ENDURANCE”   On the 15th, Percival held a morning conference reported there was no more fuel, field gun nor bofor ammunition. In 24 hours their water would be done. He told them he would ask for a ceasefire at 4pm, by the end of the day Wavell gave him permission to surrender. Over at his HQ on the Bukit Timah heights, Yamashita was staring at a Union Jack fluttering over Fort Canning. Then a field phone rang, and a frontline commander reported the British were sending out a flag of truce.   Meanwhile back on February the 14th, Japanese forces reached the Alexandra Barracks hospital at 1pm. At 1:40pm a British Lt greeting them waving a white flag and was bayoneted on the spot. The Japanese stormed the hospital and murdered the staff and patients. 200 male staff and patients, badly wounded were bound over night and marched to an industrial estate half a mile away. Anyone who collapsed was bayoneted. The survivors of the march were formed into small groups and hacked to death or bayoneted. For a few days over 320 men and women were massacred. Only 5 survivors would give recounts of the event. It is suspected by historians that Tsuji was the architect of the Alexandra hospital massacre. This is because he was the instigator of countless atrocities he ordered unbeknownst to his superior commanders such as Yamashita.    Percival was ordered to go to the Ford motor factory to where he met with Yamashita. Yamashita was hiding his surprise that the surrender party came and as he glanced at the surrender terms he said through his interpreter “The Japanese Army will consider nothing but surrender,” Yamashita knew his forces were on the verge of running out of ammunition and he still held half troops Percival did, he was anxious Percival would figure it out. Percival replied “I fear that we shall not be able to submit our final reply before ten-thirty p.m.,” Percival had no intention of fighting on he simply wanted to work out specific details before signing the surrender. Yamashita was sure Percival was stalling. “Reply to us only whether our terms are acceptable or not. Things must be settled swiftly. We are prepared to resume firing.Unless you do surrender, we will have to carry out our night attack as scheduled.”” Percival replied ““Cannot the Japanese Army remain in its present position? We can resume negotiations again tomorrow at five-thirty A.M”. Yamashita screamed “Nani! I want the hostilities to cease tonight and I want to remind you there can be no arguments.” Percival replied ““We shall discontinue firing by eight-thirty p.m. Had we better remain in our present positions tonight?” Yamashita said yes and that firing would cease at 8:30pm and that 1000 allied men could keep arms to maintain order within the city. Yamashita stated “You have agreed to the terms but you have not yet made yourself clear as to whether you agree to surrender or not.” Percival cleared his throat and gave a simple nod. Yamashita looked at his interpreter “There's no need for all this talk. It is a simple question and I want a simple answer.” He turned to Percival and shouted, “We want to hear ‘Yes' or ‘No' from you! Surrender or fight!” Percival finally blurted out  “Yes, I agree. I have a request to make. Will the Imperial Army protect the women and children and British civilians?”Yamashita replied  “We shall see to it. Please sign this truce agreement”. At 7:50 the surrender was signed off, 40 minutes later Singapore was in the hands of the Japanese. In 70 days Yamashita took at the cost of 9824 casualties, had seized Malaya and Singapore, nearly 120,000 British surrendered. It was the greatest land victory in Japanese history.   Churchill called the fall of Singapore to the Japanese "the worst disaster and largest capitulation in British history" Churchills physician Lord Moran wrote The fall of Singapore on February 15 stupefied the Prime Minister. How came 100,000 men (half of them of our own race) to hold up their hands to inferior numbers of Japanese? Though his mind had been gradually prepared for its fall, the surrender of the fortress stunned him. He felt it was a disgrace. It left a scar on his mind. One evening, months later, when he was sitting in his bathroom enveloped in a towel, he stopped drying himself and gloomily surveyed the floor: 'I cannot get over Singapore', he said sadly   With the fall of singapore came another atrocity, the Sook Ching massacre. After February 18th, the Japanese military began mass killings of what they deemed undesirables, mostly ethnic Chinese. It was overseen by the Kempeitai and did not stop in Singapore, but spread to Malaya. It seems the aim of the purge was to intimidate the Chinese community from performing any resistance. According to postwar testimony taken from a war correspondent embedded with the 25th army, Colonel Hishakari Takafumi, he stated an order went out to kill 50,000 Chinese, of which 20 percent of the total was issued by senior officials on Yamashita's operations staff, most likely Tsuji. It is certain at the behest of Tsuji the orders were extended to Malay. The death toll is a tricky one, the Japanese went on the record to admit to 6000 murders, the Singaporean Chinese community and the Prime Minister Lee Kuan Yew allege 70,000-100,000. Historians analyzing the scale of discovered mass graves after some decades think around 25,000-50,000. How much Yamashita knew of the massacre is debatable, the orders came from his office after all, but it seems Tsuji had orchestrated it. Many of Japan's generals wanted Yamashita to be appointed war minister, a move that obviously threatened then Prime Minister Hideki Tojo, who feared his rival. Tojo retaliated, ordering Japan's new war hero back to Manchuria. On the surface, the assignment appeared worthy as Yamashita would serve as the first line of defense against a possible Soviet invasion. But since the two nations had signed a neutrality pact in April 1941, and Soviets were bogged down fighting the Germans, immediate war appeared unlikely. In reality, Tojo had parked Yamashita on the war's sidelines. Tojo went even further, he barred Yamashita any leave in Tokyo, preventing him from visiting his wife as well as from delivering a speech he had written for the emperor. No worries though, an aide of Yamashita's sent him three geishas. Allegedly he said this “I know they want to please me with these girls. But send them back—and don't forget to tip them.” The Tiger of Malaya would maintain a low profile in Manchuria where he received a promotion to full General. As months fell to years Yamashita sat on the sidelines helpless to aid the Japanese forces. His exile would come to an end in 1944 when Tojo was outed and the Tiger was required to try and save the Philippines from General Douglas MacArthur.

The workplace in 2025 feels like it's moving at double speed. Federal contractors saw affirmative action requirements disappear virtually overnight. DEI programs have gone from top priority to barely mentioned in less than a year. AI is racing ahead of regulation, and states like Massachusetts are charting their own course while the federal government pulls in the opposite direction.Pete Wright sits down with Tom Jones and Kyle Pardo to make sense of it all. They walk through what the rollback of Executive Order 11246 means for employers still figuring out what they're required to track, how DEI is quietly shifting toward broader inclusion efforts, and why Massachusetts employers need to watch for changes to state average weekly wage calculations. The conversation also touches on what AI regulation might look like when the technology is evolving faster than lawmakers can keep up, and why remote work mandates are hitting morale harder than many leaders expected.But the biggest revelation comes from AIM's latest HR practices survey: for the first time in years, employee engagement and morale have become the number one priority for employers heading into 2026, surpassing even compensation. It's a signal that something fundamental has shifted in how organizations are thinking about their people. This episode offers a clear-eyed look at the year that was and what HR teams should be watching as they head into the next.AIM members can reach the HR Helpline at 800-470-6277 or helpline@aimnet.org for inquiries Monday through Friday from 8:30 a.m. – 5:00 p.m. (EST). Email requests will be responded to within 24 hours. Links & NotesExecutive Order 11246 (Wikipedia overview) — https://en.wikipedia.org/wiki/Executive_Order_11246 (historical context and 2025 repeal information)I-9 Central (USCIS) — https://www.uscis.gov/i-9-central (comprehensive I-9 compliance guidance)Form I-9 (USCIS) — https://www.uscis.gov/i-9 (current form and instructions)Handbook for Employers M-274 — https://www.uscis.gov/i-9-central/form-i-9-resources/handbook-for-employers-m-274 (detailed guidance for completing I-9)Massachusetts Workers' Compensation Rates — https://www.mass.gov/info-details/minimum-and-maximum-compensation-rates (official state average weekly wage information)Massachusetts PFML 2025 Updates — https://www.fisherphillips.com/en/news-insights/massachusetts-employers-should-prepare-for-2026-paid-family-and-medical-leave-updates.html (state average weekly wage and benefit updates)State AI Legislation 2025 (Future of Privacy Forum) — https://fpf.org/blog/the-state-of-state-ai-legislative-approaches-to-ai-in-2025/ (comprehensive analysis of state AI laws)NCSL Artificial Intelligence 2025 Legislation — https://www.ncsl.org/technology-and-communication/artificial-intelligence-2025-legislation (tracker of AI bills by state)State AI Laws 2025 (White & Case) — https://www.whitecase.com/insight-alert/california-kentucky-tracking-rise-state-ai-laws-2025 (detailed breakdown of enacted state AI laws) AIM HR Solutions Training CatalogAIM members can reach the HR Helpline at 800-470-6277 or helpline@aimnet.org for inquiries Monday through Friday from 8:30 a.m. – 5:00 p.m. (EST). Email requests will be responded to within 24 hours. 

In this episode, Dave and Jamison answer these questions: I handed in my resignation this past Monday. During the conversation, my manager confided in me that this coming Wednesday, 25% of the workforce is being laid off. For context, this is the second round of layoffs. The first round happened a year ago and was a disaster. It was announced via an internal video the night before, but the CEO forgot to mention that the affected employees had already been notified privately. This caused mass panic; thinking they were next, many experienced engineers immediately brushed up their resumes and jumped ship voluntarily. Even my skip-level manager was in the dark. Shortly after that chaos, we were acquired by an American Private Equity firm. Morale has been at an all-time low ever since, and the writing has been on the wall all year. Now I am in the awkward position of serving my three-month notice period while walking through the ruins of my company. I am the “lucky one” who quit voluntarily two days before the hammer dropped to join a different company for a massive raise and promotion, while my colleagues are about to lose their jobs. How do I navigate the next 90 days? How do I interact with the survivors who are likely furious and overworked, knowing I'm already checking out? Sincerely, Rearranging Deckchairs on the Titanic Hello! I have a bad manager, like really bad. She gets the whole team together to say “so and so is getting laid off tomorrow, or in a month, don't say anything”. She openly shares employee compensation in 1-1's, gossips about her boss and team members and takes feedback as personal attacks. Would you believe me if I said that no one trusts her? What should I do? I want to contact HR but I have never talked to HR before in my career. I know I can't tell her because engineers who have offered feedback on team dynamics, or general professionalism, get yelled in 1-1's. Is this something worth taking to HR or do I just live with it until… I get a new job? If I do say something what do I say? Do I bring up the distrust she has created amongst the team or do I keep it to the poor judgement and unprofessionalism? Do you want to write the letter for me? Yes!? Thanks!

Hour 2 dives inside the Commanders' locker room after their division win over the Giants. Chris Russell breaks down Dan Quinn's motivational message as the team eyes the best record in the division, highlights Antonio Hamilton's incredible performance on defense, and explains how wins keep players engaged and fighting. Rooster also weighs in on why a brutal Ravens injury and the current state of the team mean that losses won't trigger major changes, and why boosting morale now is critical for Washington's season.

Émission mémoires, mensonges et garder la foi. Une vie blessée, tout se déchire on se perd. C'était pas pour l'éternité, on se retrouve le cœur à terre, sans se faire d'illusion, comme un défi on regarde en arrière. L'amour est déjà loin, on ne ressent plus rien, alors on tombe sans savoir que ce n'est jamais la fin. Enfin bref, il est 19h...Dispo également sur des plateformes en voulez-vous y'en aura, et sur le tube notamment :Au programme cette semaine :* Je n'avais que le néant : "Shoah" par Lanzmann, réalisé par Guillaume Ribot * Segundo Premio, de Isaki Lacuesta et Pol Rodriguez* L'Œuf de l'ange, de Mamoru Oshii______PUBLIC SERVICE ANNOUNCEMENT: Le Film du Dimanche Soir, dimanche 11 janvier, on va vous raconter des histoires de fantômes chinois !______Coups de cœurs:THOMAS: À 2000 mètres d'Andriivka (Mstyslav Chernov)THIBAUT: Los Planetas - Una semana en el motor de un autobúsDOC ERWAN: Charles Mingus, Duke Ellington et Max Roach  - Money JungleMARGAUX: Tokyo Godfather (Satoshi Kon)PLAYLISTPrégénérique / Extrait Je n'avais que le néantExtrait / Je n'avais que le néantLos Planetas / DesaparecerExtrait / Last Action Hero

In this episode of Innovation Meets Leadership, host Natalie Born welcomes back Ron Crabtree—founder and CEO of MetaOps and MetaExperts, global process improvement leader, and one of the most respected voices in Lean and operational excellence. This conversation takes a deep dive into value stream mapping, a powerful visual methodology that helps leaders uncover hidden inefficiencies, reduce cycle time, improve quality, and identify the smartest opportunities for digitization and AI.If you want a clearer view of where your business is wasting time, losing money, or missing value, this episode is your blueprint.[00:00 – 03:00] Why Value Stream Mapping Still MattersRon returns to discuss deeper layers of process improvement and Lean thinking.Deming's foundational principle: If you can't describe your work as a process, you don't know what you're doing.Value stream mapping as a visual + data-driven methodology to understand workflow end-to-end.[03:01 – 07:00] Defining the Mission: What Problem Are We Solving For?Understanding the organizational challenge: cost, quality, speed, or customer experience.Toyota's SQDCMP hierarchy (Safety, Quality, Delivery, Cost, Productivity, Morale).Selecting the scope and granularity of a mapping effort based on the business challenge.[07:01 – 10:00] Where Digitization and AI Fit InWhy not all automation opportunities are equally valuable.Using value stream mapping to identify high-ROI areas for digitization and AI.[10:01 – 14:00] Beyond Manufacturing: Value Stream Mapping for Any IndustryHow even non-technical environments—like historical sites—benefit from mapping their visitor and customer journey.[14:01 – 17:00] Swim Lanes, Roles & the Hidden Complexity in HR ProcessesUsing swim lane diagrams to visualize handoffs, approvals, and compliance requirements.A real-world hiring example showing a six-month cycle time inside a government agency.[17:01 – 20:00] The Power of Hard Numbers in Decision MakingWhy mapping requires both visuals and data to measure true performance.Ron's example from a defined benefits company: identifying the percentage of time spent on rework, verification, and corrections.[20:01 – 23:00] When Processes Are Physically InefficientHow spaghetti diagrams expose unnecessary movement, travel time, and equipment downtime.Distinguishing internal vs. external activities to reduce waste during machine setup or maintenance.[23:01 – 26:00] The University Email Story: From 17 Steps to ZeroA university's onboarding process involved 17 steps and two weeks of delays.A powerful demonstration of innovation + efficiency working hand in hand.[26:01 – 27:00] Efficiency vs. Innovation: Why Leaders Need BothMany companies over-index on either efficiency or innovation—but not both.Understanding your value stream helps leaders see where inefficiencies hinder innovation.Ron shares where listeners can find his work, his podcast, and how to connect.Quotes“If you can't describe what you're doing as a process, you don't know what you're doing.” – Ron Crabtree“Value stream mapping helps you see where to apply digitization and AI with laser focus.” – Ron CrabtreeConnect with Ron CrabtreeWebsite: metaexperts.comLinkedIn: Ron Crabtree, MetaOps & MetaExpertsPodcast: MetaExperts Workforce ExcellenceIf this conversation inspired you, leave a review and share this episode with a leader who's ready to rethink how their organization creates value.

Audits show police morale down at several Utah police departments

You inherit a team of 35 people. Morale is in the basement. Processes don't exist. Nobody knows what success looks like. And somehow, you're supposed to turn this around. Most leaders would panic. Ryan Ford built a system. In this episode, Ryan breaks down exactly how he transformed an underperforming team into a high-functioning operation—not through motivation speeches, but through structured systems, clear metrics, and a decision-making framework that stopped making him the bottleneck. The Reality of Inheriting a Broken Team Ryan walked into 35 people with low morale, unclear expectations, and no real processes. The kind of situation where everyone's busy but nothing meaningful gets done. His first move wasn't motivation—it was understanding. Before changing anything, he invested time learning the team dynamics and figuring out where the breakdowns actually happened. The uncomfortable truth: Sometimes the people aren't the problem. The lack of clear expectations and accountability systems is. The LEAF Decision Framework: Stop Being the Bottleneck Here's where most leaders kill their own productivity: they become the decision-maker for everything. LEAF Decisions - Low-impact decisions that don't require leadership approval. If it's a LEAF decision, the team makes the call and keeps moving. How to implement it: Create a decision tree with your team. Map out what requires your input and what doesn't. Give them permission to make LEAF decisions without asking. Then get out of their way. The Turnaround System: Metrics, Accountability, and Cadence Ryan didn't turn around his team with a single meeting. He built a system with three core elements: Clear Metrics: Everyone knew what "good" looked like. No more subjective performance reviews. Accountability Structure: Regular check-ins where progress was reviewed and blockers were identified. Not micromanagement—strategic support. Rapid Adjustment: When the plan wasn't working, they changed it. No ego about sticking to a failing strategy. Real example: Ryan led a critical product launch with tight timelines. He established daily check-ins, tracked progress against milestones, and adjusted when reality didn't match the plan. The product launched successfully because the system caught problems early. From Individual Contributor to System Builder The hardest transition for new leaders: realizing your job is no longer about what you personally accomplish. It's about what your team accomplishes through the systems you build. What Ryan learned to love about leadership: Setting people up for successBuilding cultures where high performance becomes normalCreating teams that function even when he's not in the room Why Systems Beat Heroics Every Time Heroic leaders jump in and save the day. They make all the critical decisions. And they become the ceiling on their team's performance. System-building leaders create frameworks that allow their teams to solve problems without them. They empower LEAF decisions and reserve their energy for choices that actually need their expertise. The result: Teams that perform consistently, not just when the leader is present. The teams that win aren't the ones with superhero leaders. They're the ones with systems that turn ordinary people into high performers. You can learn more about Ryan Ford over on LinkedIn. Want help designing systems that make your business more effective? Let's talk about creating a customer experience that catches problems early and turns your team into problem solvers. You can join the next Customer Experience Zoom Workshop to find out how to improve your customer experience and get more referrals.

We're joined by Dr. Cindy Ryals, Assistant Superintendent of Catholic Schools in the of Diocese of Baton Rouge, with monthly update. Mike Pasquier, speaker at St. Aloysius Advent series, talks about the series. Stephen White, editor of the book, Rebuilding Trust Clergy Morale in the Wake of Abuse Crisis discusses his insights.

Giovanni Morale"Il polittico di Monte San Martino"Milano, Palazzo MarinoCome ogni anno, la grande mostra di Natale a Palazzo Marino, l'appuntamento ormai tradizionale che regala ai milanesi e ai turisti un'esposizione straordinaria, gratuita, allestita in Sala Alessi, il grande e storico salone di rappresentanza del Comune di Milano. Fino all'11 gennaio 2026, sarà possibile ammirare uno dei più grandi capolavori del Rinascimento italiano: il Polittico di Monte San Martino di Carlo e Vittore Crivelli, opera del Quattrocento che raramente ha lasciato la sua sede originaria nella chiesa di San Martino Vescovo a Monte San Martino (Macerata).La complessa ‘macchina' pittorica, datata intorno al 1490, è composta da dieci tavole con una predella raffigurante Cristo benedicente tra i dodici apostoli. Al centro, la Vergine con il Bambino evoca il Mistero natalizio, offrendo ai visitatori un'esperienza artistica e spirituale di grande intensità. Nei suoi oltre cinque secoli di storia, il polittico è stato spostato solo tre volte: Ancona 1950, Fermo 1951 e Venezia 1961. L'allestimento a Milano rappresenta dunque un evento di rilievo straordinario, reso possibile grazie a un articolato lavoro di collaborazione istituzionale e culturale tra enti e amministrazioni.L'organizzazione della mostra a Palazzo MarinoProdotta e promossa dal Comune di Milano, Arcidiocesi di Fermo e Intesa Sanpaolo, Il Polittico di Monte San Martino di Carlo e Vittore Crivelli è un progetto di Palazzo Reale e Gallerie d'Italia, in collaborazione con il Comune e la Parrocchia di Monte San Martino, realizzato da Civita Mostre e Musei con il sostegno di Rinascente. Curata da Giovanni Morale e Marcello Smarrelli, l'esposizione rientra nel programma dell'Olimpiade Culturale di Milano Cortina 2026. Il catalogo, che include saggi introduttivi e di approfondimento, oltre alle schede delle opere, è edito da Allemandi.Chi erano i fratelli CrivelliI fratelli Crivelli erano originari di Venezia, crocevia commerciale e artistico del Quattrocento insieme a Firenze. I collegamenti tra la Repubblica veneziana, le coste adriatiche e i centri manifatturieri dell'Appennino umbro-marchigiano favorivano gli scambi e il movimento di artisti. Carlo e Vittore Crivelli soggiornarono infatti anche a Zara, una delle principali città della Dalmazia, che in quel periodo era sotto il dominio veneziano, ma operarono prevalentemente nelle Marche. Qui realizzarono, di solito lavorando separatamente, numerosi polittici dorati, in maggioranza conservati oggi in importanti musei nazionali e internazionali.Il polittico della chiesa di Monte San Martino è l'unica opera realizzata insieme dai due fratelli: avviato da Carlo, che interruppe il lavoro per motivi sconosciuti, l'altare fu completato successivamente dal fratello minore. L'esposizione a Milano consente quindi sia di apprezzare la maestria di Carlo, sia di riscoprire la figura meno nota di Vittore, costituendo un'importante occasione di approfondimento per studiosi e pubblico.Le opere dei Crivelli a MilanoMilano è profondamente ‘crivellesca', soprattutto grazie a Napoleone che ordinò il trasferimento dall'Italia centrale di molte tavole di Carlo Crivelli: una quindicina di queste sono custodite alla Pinacoteca di Brera, due si trovano al Castello Sforzesco e altre due al Museo Poldi Pezzoli, testimonianza della lungimiranza collezionistica di Gian Giacomo Poldi Pezzoli. Fu quindi il periodo storico napoleonico a portare a Milano le opere di un autore allora poco conosciuto che oggi è entrato a far parte del patrimonio culturale cittadino, e proprio a questo periodo sono dedicate a Milano due importanti mostre, aperte anche durante le festività natalizie: una monografica a Palazzo Reale su Andrea Appiani, ‘primo pittore' di Napoleone ed epigono del Neoclassicismo a Milano, esponente di rilievo della Pinacoteca proprio quando arrivarono le tavole di Crivelli; una mostra alle Gallerie d'Italia su ‘Milano Capitale', che rievoca il periodo napoleonico in Italia (1796-1815), epoca di profonde trasformazioni politiche, economiche e sociali che segnarono anche il mondo dell'arte. Roma, custode del patrimonio antico, rimane la capitale universale delle arti, mentre Milano, cuore politico e culturale del Nord e sede del Regno d'Italia, diventa un vivace centro di innovazione artistica. L'esposizione celebra il dialogo tra queste due città, simboli di una straordinaria stagione creativa, sospesa tra l'eredità del passato e le aspirazioni dell'Europa moderna.La mostra di Palazzo Marino è gratisLa mostra del Polittico di Monte San Martino di Carlo e Vittore Crivelli è a ingresso libero, aperta tutti i giorni dal 3 dicembre all'11 gennaio 2026. I visitatori e le visitatrici saranno accolti da storici dell'arte, coordinati da Civita, che li accompagneranno in visite guidate gratuite.Prodotta e promossa dal Comune di Milano, Arcidiocesi di Fermo e Intesa Sanpaolo, Il Polittico di Monte San Martino di Carlo e Vittore Crivelli è un progetto di Palazzo Reale e Gallerie d'Italia, in collaborazione con il Comune e la Parrocchia di Monte San Martino, realizzato da Civita Mostre e Musei con il sostegno di Rinascente. Curata da Giovanni Morale e Marcello Smarrelli, l'esposizione rientra nel programma dell'Olimpiade Culturale di Milano Cortina 2026. Il catalogo, che include saggi introduttivi e di approfondimento, oltre alle schede delle opere, è edito da Allemandi.Diventa un supporter di questo podcast: https://www.spreaker.com/podcast/il-posto-delle-parole--1487855/support.IL POSTO DELLE PAROLEascoltare fa pensarehttps://ilpostodelleparole.it/

Quake discusses 6IX9INE receiving 3 months in prison sentence, Diddy's mom Janice Combs responds to 50 Cent's Diddy documentary, 50 Cent says the producer of Skillhouse movie sullied his reputation, Pusha T saying diss tracks are “dead” to him, Sounwave revealing Kendrick Lamar started ‘GNX' right after ‘Mr. Morale', The Game's fans thinking he is dissing Kendrick Lamar on new mixtape and much more.(00:00) - Intro(04:18) - 6IX9INE Receives 3 Months Prison Sentence For Probation Violation(15:39) - Diddy's Mom Janice Combs Responds to 50 Cent's Diddy Documentary(21:41) - Diddy Allegedly Recorded Conversation With Case Lawyer Without Permission(24:33) - 50 Cent Alleges Producer Of Skillhouse Movie Sullied His Reputation(28:00) - Pusha T Says Diss Tracks Are “Dead” To Him(34:38) - Sounwave Reveals Kendrick Lamar Started ‘GNX' Right After ‘Mr. Morale'(42:35) - The Game Fans Think He Is Dissing Kendrick Lamar On New Mixtape(45:32) - New Music(46:01) - Album Sales

The State Department's diplomatic workforce is feeling overburdened, under-resourced and more likely to leave in the next few years. That's according to a recent survey from the American Foreign Service Association. The State Department conducted widespread layoffs this year. It also closed and consolidated hundreds of offices as part of an agency reorganization. Foreign Service officers say they're spread thin because of these changes. Federal News Network's Jory Heckman has more. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

On this episode John & Eric discuss the current state of NYPD Morale. They will explore a recent study that was published, the continued early retirements, resignations and the causes behind them all. ️ New to streaming or looking to level up? Check out StreamYard and get $10 discount! https://streamyard.com/pal/d/5689366474915840 Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode, Cindy Esliger addresses the myth that managing people is the only way up the career ladder. We're often told that stepping up into management is the only way to advance in our workplace, but shoving people into management roles unprepared can come with devastating fallout. Both the managers and employees find that the move exacts a painful toll. Cindy explains why it's critical to rethink how careers can grow and employees can advance beyond people management. Leadership and success do not have to be synonymous with managing people.   Managing people requires a very different set of skills than most people imagine. Cindy breaks down four of the key things managers are responsible for: 1. Morale, 2. Performance, 3. Retention, and 4. Culture. As Cindy notes, “a great manager is in the trenches with their people, shaping how employees experience the workplace”, and not everyone is cut out to do this. We've all had bad managers, and they may have been people promoted into management positions without preparation, told that it was the only way to advance.If we do end up in a management role, Cindy offers six strategies to add to our toolkits: 1. Have people create informal personal operating manuals, 2. Ask the right question, 3. Balance, 4. Practice presence and curiosity, 5. Brush up on conflict resolution and stress management skills, and 6. Set and enforce boundaries. But if we aren't ready for managing people, Cindy urges us to ask where we can thrive and how we can make the biggest difference on an alternate path. Roles like Principal Engineer, Distinguished Scientist, and Senior Strategist are designed for those who want to deepen impact without taking on direct reports. The goal isn't just climbing higher, it's building the career we actually want.Resources discussed in this episode:Guide to Redefining Career Growth Beyond ManagementAstronomic AudioConfidence Collective—Contact Cindy Esliger Career Confidence Coaching: website | instagram | facebook | linkedin | email Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Robert Ménard, maire DVD de BéziersHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

When it rains, it f*cking pours.Big dramas surronding the god awful heat happening this weekend in Sydney, days shuffled, horses out, but that won't stop us from still putting on a show! We give updates on our horses and the new plans for our owners meeting on Saturday in the DKC before kicking into our weekends: Poo's just got a brand new sleep apnea machine and Tommy's been ripping in to Dad fitness. A very special edition of Pub Of The Week that is relevant to some recent travel some high value finds in the dump finds. The news is filled with dribble, surrounding how animals determine if they're actually gay (and which animals are the gayest), followed by further animal analysis related to farting on your pooch in the trendsetters. Finally, we bring it home with a high scoring edition of Poo's Reviews. Morale was low before we kicked off but as soon as hit record spirits were back high. Enjoy the rest of your week trendsetters and we hope to see some of you this weekend at Rosehill!Got a yarn? Keep it under 2 minutes and send it to carryon@alphablokes.com.auEver wanted to watch the Podcast? Check out full visual, uncut and ad-free versions on our Patreon. Only $5 a week plus access to all of our exclusive vlogs. Our four part film series from Darwin has begun and a new part is out this Sunday: patreon.com/alphablokespodcastBetter Beer: Jog in a can, win in a tin, the athletes choice: https://www.betterbeer.com.au/Neds: Whatever you bet on, take it to the neds level: https://www.neds.com.au/SP Tools: Schmicker tools for an even schmicker price, use code "ALPHA" at checkout for 10% off and check out their brand new catalogue: sptools.com0:00 - Race Meet Plans17:00 - What's Happening Round The Traps44:51 - Pub Of The Week56:43 - Pep & Poo's Dump Find For You1:00:12 - Cooking1:06:45 - Alpha News1:30:00 - Trendsetters & Motivation1:39:15 - Poo's Reviews Hosted on Acast. See acast.com/privacy for more information.

durée : 00:02:16 - L'Humeur du matin par Guillaume Erner - par : Guillaume Erner - On répète que "l'histoire jugera", comme pour se rassurer. Mais non, l'histoire ne juge jamais… Cette phrase est sans doute la phrase la plus vide, la plus cruelle, la plus mensongère de notre vocabulaire politique. - réalisation : Félicie Faugère

In this episode of PWTorch ‘90s Pastcast, Patrick Moynahan and Alex McDonald discuss issue #361 of the PWTorch including the low morale in WWF, the rise of the Clique, first look at the In Your House 5 card, WCW rushing Sting vs. Hogan, and much more. Contact us with questions, reactions, and more at torchpastcast@gmail.com.Become a supporter of this podcast: https://www.spreaker.com/podcast/pwtorch-dailycast--3276210/support.

In this episode of All in the Delivery, they bring on retired driver and Circle of Honor member of 25 years safe driving Vic Wirhowski to discuss the evolution of UPS, focusing on the changes in company culture, service quality, and appearance standards over the years. They share personal anecdotes and reflect on how the industry has shifted towards profit-driven priorities, often at the expense of safety and service. The conversation highlights the gradual decline in standards and professionalism, as well as the impact of technology and cultural shifts on the workforce. In this conversation, the speakers reflect on their experiences as UPS drivers, discussing the evolution of the job, the impact of technology, and the changes in company culture over the years. They share personal stories about navigating challenges, including pension cuts and the restoration of benefits, while emphasizing the importance of recognition and morale in the workplace. The discussion highlights the contrast between past and present experiences, illustrating how the driving profession has transformed and the lasting legacy of service within the company.  Help support the show Join our Discord Takeaways The importance of acknowledging supporters and community. Personal stories can illustrate broader industry issues. Career changes can bring a sense of relief and fulfillment. Company changes often lead to a decline in service quality. Profit-driven decisions can compromise safety and service. The deterioration of standards is often gradual and unnoticed. Appearance standards were once strictly enforced in the industry. Technological advancements have changed operational practices. Cultural shifts have influenced company policies on appearance. The balance between evolution and maintaining standards is crucial. The job has become easier due to technology like GPS. Pension cuts were a significant concern for retirees. Restoration of pensions brought relief and gratitude. Company morale has declined with fewer recognition events. Drivers used to feel appreciated with regular rewards. The culture of the workplace has shifted over the years. Recognition for safe driving has diminished. Corporate messages often focus on safety outside of work. There are always employees who resist hard work. Legacy and service are core values for long-term employees. Chapters 00:00 Introduction and Acknowledgments 01:49 Personal Stories and Experiences 06:18 New Beginnings and Routes 08:52 Company Changes and Service Quality 13:03 The Slow Deterioration of Standards 17:35 Impact of COVID-19 on Operations 20:16 Leadership Changes and Their Effects 21:37 The Evolution of Driver Appearance Standards 24:32 Technological Advancements in Delivery 30:45 Changes in Union Regulations and Pension 37:44 Reflections on Job Expectations and Experience 44:08 Pension Cuts and Morale Issues 45:16 The Importance of Morale in the Workplace 46:52 Challenges with Team Dynamics 48:28 Recognition and Appreciation in the Workplace 50:27 The Shift in Company Culture 52:10 Technical Difficulties and Communication 53:57 Reflections on Union and Safety 56:27 Founders Day and Company Traditions 59:03 Positive Perspectives on Company Experience THE OPINIONS EXPRESSED OR VIEWS EXPRESSED ON THIS PODCAST ARE THOSE OF THE HOSTS AND GUESTS AND DO NOT NECESSARILY REFLECT ANY DELIVERY COMPANY  

November 26, 2025; 8pm: Tonight, the latest special election that is making Donald Trump and Republicans nervous. Plus, Congressman Eric Swalwell with big news about his lawsuit against the Trump administration. Then, the latest legal woes for Donald Trump's political targeting.  Want more of Chris? Download and follow his podcast, “Why Is This Happening? The Chris Hayes podcast” wherever you get your podcasts.To listen to this show and other MS podcasts without ads, sign up for MS NOW Premium on Apple Podcasts. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of The Inspire Podcast, Bart speaks with Barry LaBov—CEO, founder, author, and former rock musician and producer—about his new book The Power of Differentiation. Barry explains why differentiation is critical for brands, businesses, and leaders, and how clarity around what makes you unique is essential in today's crowded marketplace He shares stories from his early days in the music industry and his unexpected transition into marketing, highlighting how great bands, great companies, and great leaders all know what makes them distinctively unique, and they double down on it. Barry also walks through his approach to finding and naming your differentiators, and why leaders must launch and celebrate them by engaging the people who bring them to life. Whether you want your business to stand out or you're looking to elevate your own leadership brand, Barry's insights offer practical guidance for differentiating in an increasingly crowded marketplace. Shote Notes: 00:22 Show intro 00:56 Introducing Barry 02:05 What is differentiation? 02:53 It's so important today to have authenticity 03:15 Harley Davidson's differentiation 03:58 Elon Musk 04:42 Bart talks about differentiating brands 04:59 Music and unique artists 06:07 Barry's early days in a band and as a producer 06:58 Wrote songs for famous performers 07:19 Band members were all doing something unique 07:47 From music to marketing 09:49 Someone asked him to take on a marketing role – and he declined!  10:18 We trust YOU  10:49 Writing a book 11:09 Why write the book on differentiation? 11:48 How the COVID great resignation changed his thinking 12:11 Hearts, minds and market share 12:46 How can people discover their unique proposition? 13:20 Talk to humans about the brand 14:21 Observing the biz to see what is unique 14:53 Example of a unique process in a business 15:50 Jam session with the client 16:07 Taking the differentiators and executing in marketing and business 16:21 The Launch 16:26 Launch to the most important people first  16:58 You're often too close to your own work to see the differentiators 17:47 How to do this personally 19:08 These are things I do well — but it's not for everyone!  20:14 Celebrating your differentiators 24:03 Morale slipping — leaders need to reframe 25:26 How to maintain enthusiasm for your core strengths 25:57 Don't wait for the holiday party — tell them every day  26:28 Don't talk about profit unless you are sharing it 27:03 Cheerleading vs authentic celebration 28:41 Music acts that are unique today 30:53 Where can people get more 31:28 Thank-yous and outro

WDAY First News anchors Lisa Budea, Scott Engen and Lydia Blume break down your regional news and weather for Tuesday, November 25. InForum Minute is produced by Forum Communications and brought to you by reporters from The Forum of Fargo-Moorhead and WDAY TV. Visit https://www.inforum.com/subscribe to subscribe.

In this episode of Ready Your Future, Todd draws powerful parallels between the Pilgrims' journey and modern preparedness, demonstrating how their story offers crucial lessons for today's preppers facing potential SHTF scenarios. Their experience proves that true preparedness goes far beyond stockpiling supplies—it requires developing practical skills, building strong community bonds, and cultivating the psychological resilience needed to adapt when everything goes wrong. Todd emphasizes how the ability to adapt when plans catastrophically fail mirrors the flexibility modern preppers must develop. The episode reminds us that whether facing religious persecution in 1620 or economic uncertainty today, the principles remain the same: adaptability, community cooperation, and maintaining gratitude even in hardship are the true foundations of survival and the ability to thrive beyond mere existence. Of Interest Get One Preparedness Tip in Your Email Weekly! For more about Todd and RYF Join the Exclusive Email Group The Christian Prepper Podcast Buy Me a Coffee: https://www.buymeacoffee.com/prepperwebsiteSee omnystudio.com/listener for privacy information.

Andy and Randy talk about the mindset the Falcons need to have as they currently have a five game losing streak and how keeping morale high will help them beat the Saints, but staying positive won't solve everything.

What's the hidden habit that silently sabotages your team's productivity—and are you accidentally feeding it? If you've ever sensed tension in the room, watched projects slow down for no clear reason, or noticed morale slipping even though no one is talking about the real issue, this episode will feel uncomfortably familiar. You'll discover how conflict avoidance—what the host calls “Diaper Genie syndrome”—quietly derails the team's productivity and holds you back from the influence, clarity, and results you're striving for. Understand exactly how conflict avoidance erodes trust, clarity, and your team's productivity—and learn the early signs so you can stop it before it compounds. Get practical phrases and simple conversation openers that help you address tension directly and respectfully. Walk away with four small weekly experiments that make it easier to break the habit of avoidance and lead with more confidence and impact. Play the episode now to learn the mindset shifts and everyday techniques that can immediately boost your team's productivity and your influence as a leader. Check out: 01:57 — The Origin of “Diaper Genie Syndrome” This is where David explains the metaphor in a way that instantly clicks. You'll hear why conflict avoidance feels tidy on the surface but turns into a long, plastic-wrapped chain of unresolved issues that quietly drags down your team's productivity. 04:19 — The Hidden Consequences of Avoidance A powerful breakdown of how avoiding tough conversations erodes trust, fuels resentment, and creates sideways conflict. If you want to understand why your team's productivity stalls despite “everyone getting along,” this section is a must-listen. 09:54 — Four Mini Experiments to Break the Habit This is the most actionable part of the episode. David shares simple weekly habits—like “say the thing once a week” and “invite the unsaid”—that help you shift from avoidance to clarity and boost your team's productivity in real, practical ways. Leadership Without Using Your Soul podcast offers insightful discussions on leadership and management, focusing on essential communication skills, productivity, teamwork, delegation, and feedback to help leaders navigate various leadership styles, management styles, conflict resolution, time management, and active listening while addressing challenges like overwhelm, burnout, work-life balance, and problem-solving in both online and in-person teams, all aimed at cultivating human-centered leadership qualities that promote growth and success. Learn more about your ad choices. Visit megaphone.fm/adchoices

With the economy in 2025 being so unpredictable, learn how to keep your shop moving forward even when things get tough. Stay productive, confident, and proactive by using proven strategies from ShopSabre's Talkin' Shop podcast. Hosts Brandon Bombardo and Nick Peters discuss real-world challenges such as supply chain issues, rising costs, and labor shortages, and show how you can turn these problems into growth opportunities through automation and smart choices. This episode explores how uncertainty is a normal part of running a shop, especially in manufacturing and CNC work. Find out why reacting emotionally can slow you down, and see how focusing on what you can control, like your attitude, effort, and important tasks, helps you build momentum. Learn the difference between just being busy and actually being productive, with tips on delegating, automating simple tasks, and tracking key performance indicators for long-term efficiency. The hosts share real examples, such as using CNC fixtures like All Star gaskets for holding small parts and improving workflows to cut waste when costs go up. Brandon and Nick offer practical advice, such as setting daily priorities, celebrating small wins to keep spirits up, and using slow periods to train your team. They highlight how good leadership builds confidence, encourages cross-training, and supports using technology like nesting software or ERP systems so you can make decisions based on facts instead of fear. Whether you run a woodworking shop adding new products or a manufacturing business automating tasks, this episode shows that challenges can reveal new opportunities and help you earn smarter, not just easier, money. If you own a shop and want practical, SEO-friendly tips on building business resilience, this episode is a helpful guide for thriving in any market. While it focuses on U.S. manufacturers facing local economic changes, the advice can be useful for shops anywhere. Timestamps: 00:00 - Intro to Talkin' Shop with Brandon and Nick 00:28 - Understanding Business Uncertainty in 2025 01:23 - Banter and Episode Overview 04:41 - Tips for Small Part Hold-Down with Vacuum Fixtures 09:55 - Global Supply Chains and Market Shifts 14:59 - Focused Action vs. Random Motion 22:14 - Building Team Confidence and Morale 33:30 - Turning Challenges into Opportunities with Automation Check out all of our equipment at https://www.shopsabre.com/ Follow us for daily CNC content Facebook:  https://www.facebook.com/shopsabre Instagram:  https://www.instagram.com/shopsabre Twitter/X: https://x.com/ShopSabreCNC TikTok: https://www.tiktok.com/@shopsabre LinkedIn: https://www.linkedin.com/company/shopsabre-cnc/ Like and Subscribe to our YouTube channel for more CNC router and CNC plasma cutting machine tutorials, DIY project builds, and more. We feature cutting in different materials such as wood, plastic, aluminum, and other various steels. For over 20 years, ShopSabre CNC has provided businesses and hobbyists with the best CNC machines at the best value. By focusing on unbeatable customer service and high-quality products built in the USA, we've grown from a single machine built at home to one of the most trusted CNC machine manufacturers in the country. Since building our first machine two decades ago, we now have over 10,000 CNC routers, plasma, and laser engraving machines in a wide variety of industries in over 40 countries. Our success is a result of our commitment to developing a better way to build CNC machines and support our customers. ShopSabre CNC  www.ShopSabre.com 21673 Cedar Ave, Lakeville, MN 55044 800-493-6021

If You Want Better Stories, Stop Writing Them All YourselfI've talked to a lot of product owners who are drowning in tickets, trying to “get ahead” by writing every single user story themselves.I used to be one of them. And every sprint, we'd slip. Morale tanked. The team blamed the process, and I blamed myself.But after one conversation — and one uncomfortable realization — I found a single thread running through every success story I've seen since.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

The longest government shutdown in U.S. history ended last Wednesday, but many federal workers, including air traffic controllers, are still waiting to receive full backpay. The government shutdown left roughly 13,000 air traffic controllers without pay for 43 days, leading many to take on second jobs. Many say the shortages during the government shutdown only amplified current issues caused by a long-term staffing shortage. Lyle Clingman, a retired air traffic controller from Eugene, joins us to share more about the long-term staffing shortage as well as the repercussions air traffic controllers faced during the recent government shutdown.

durée : 00:03:23 - La Chronique du Grand Continent - par : Gilles Gressani - Aujourd'hui, en faisant mon nœud de cravate, j'ai pensé à Elon Musk et Mark Zuckerberg.

Alidad Hamidi: When a Billion-Dollar Team Becomes Invisible Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "Most of the times, it's not teams that are self-destructive or anything... Simple analogy is when a flower is not blooming, you don't fix the flower, you fix the soil." - Alidad Hamidi   The team sat on the sidelines, maintaining a large portfolio of systems while the organization buzzed with excitement about replatforming initiatives. Nobody seemed to care about them. Morale was low. Whenever technical challenges arose, everyone pointed to the same person for help. Alidad tried the standard playbook—team-building activities, bonding exercises—but the impact was minimal. Something deeper was broken, and it wasn't the team.   Then Alidad shifted his lens to systems thinking. Instead of fixing the flower, he examined the soil. Using the Viable Systems Model, he started with System 5—identity. Who were they? What value did they create? He worked with stakeholders to map the revenue impact of the systems this "forgotten" team maintained. The number shocked everyone: one billion dollars. These weren't legacy systems gathering dust—they were revenue-generating engines critical to the business. Alidad asked the team to run training series for each other, teaching colleagues about the ten different systems they managed. They created self-assessments of skill sets, making visible what had been invisible for too long. When Alidad made their value explicit to the organization, everything shifted. The team's perspective transformed. Later, when asked what made the difference, their answer was unanimous: "You made us visible. That's it." People have agency to change their environment, but sometimes they need someone to help the system see what it's been missing. Ninety percent of the time, when teams struggle, it's not the team that needs fixing—it's the soil they're planted in.   Self-reflection Question: What teams in your organization are maintaining critical systems but remain invisible to leadership, and what would happen if you made their value explicit? Featured Book of the Week: More Time to Think by Nancy Kline Alidad describes Nancy Kline's More Time to Think as transformative for his facilitation practice. While many Scrum Masters focus on filling space and driving conversations forward, this book teaches the opposite—how to create space and listen deeply. "It teaches you to create a space, not to fill it," Alidad explains. The book explores how to design containers—meetings, workshops, retrospectives—that allow deeper thinking to emerge naturally among team members.   For Alidad, the book answered a fundamental question: "How do you help people to find the solution among themselves?" It transformed his approach from facilitation to liberation, helping teams slow down so they can think more clearly. He first encountered the audiobook and was so impacted that he explored both "Time to Think" and this follow-up. While both are valuable, "More Time to Think" resonated more deeply with his coaching philosophy. The book pairs beautifully with systems thinking, helping Scrum Masters understand that creating the right conditions for thinking is often more powerful than providing the right answers. In this segment, we also refer to the book Confronting our freedom, by Peter Block et al.    [The Scrum Master Toolbox Podcast Recommends]

Send us a textPeaches rolls solo in this scorched-earth episode of Ones Ready—no filters, no fluff. He lights up everything from the Air Force's new SWAS 2.0 gut-check to the Navy's Medal of Honor cover-up and the ridiculous “high-stakes leadership certificate” that's basically a digital participation trophy for wannabe operators.He calls out politicians, pokes fun at the government shutdown circus, and questions why Airmen need morale patches like emotional support blankets. Then he drops a hard truth: you're either ready for life or you're not.This is Peaches at his finest—equal parts rage, logic, and humor. If you're thin-skinned, skip it. If you're tired of fake motivation, buckle up.⏱️ Timestamps: 00:00 – Medal of Honor truth bombs: Peaches calls out the SEAL myth. 02:00 – The Ones Ready crew “too busy F-offing” while Peaches runs the show. 03:00 – Vegas Operator Training Summit: no smoke sessions, just skill. 06:00 – SWAS 2.0 surprise gut-check—“Did you forget?” 09:00 – Reality check: pain, dehydration, and why you need to love the suck. 13:00 – Heat casualties and the myth of “easy training.” 15:00 – Government shutdown rant: “They're all pieces of crap.” 17:00 – Air Force politics & predictions: sending in “The Wolf.” 22:00 – Morale patches vs. personal accountability—why no one owes you happiness. 30:00 – Everyday readiness: Airmen saving lives outside Eglin AFB. 37:00 – Fitness isn't for vanity—it's for saving lives (or your own). 38:00 – “High-stakes leadership certificates”—Peaches nukes the SEAL masterclass. 46:00 – The unpopular truth about Chapman, Slabinski, and accountability. 50:00 – Final rally: train smart, show up ready, and stop expecting pity.

Throwback Thursday!Title: Episode #27_Staff Motivation & Morale featuring Dr. Todd Whitaker Originally Released On: 2-26-21This week, we're revisiting one of our timeless episodes from Leading Out The Woods! In this episode, we:✅ discuss the importance of staff motivation and morale in school management,✅ provide tips on what you can do to ensure this is happening in your school.Whether you're hearing it for the first time or revisiting a classic, this conversation is packed with insights that still resonate today.

Wes and Eneasz are once again joined by Jimmy to keep the rationalist community informed about what's going on outside of the rationalist communitySupport us on Substack!News links:We're still blowing up alleged drug traffickers in the CaribbeanWe're also sending an aircraft carrier to hang outSeven people arrested connected to Louvre heistJudge orders administration to pay SNAP benefits out of contingency fundTump pardoned the founder of Binance after he made a deal with Trump's crypto startupFed cut rates by .25% againAWS outage turns off a big chunk of the internet brieflyUS-China trade dealAlso some kind of deal with South Korea4 Republicans joined Democrats in Senate to terminate emergency tariff powersAlso voted to terminate tariffs on BrazilNorth Carolina decided to gerrymander their Congressional mapAltman pulls of world's biggest theft, taking OpenAI (partially) privateOpenAI subpoena requests for suicide funeral guest listOpenAI subpoenaing their critics for any and all documents related to regulations OpenAI opposes)NBA Coach, player, and a bunch of mafia dudes arrested in gambling stingHuel and plant-based protein powders have the same lead content as anything elseInterstellar object 3i/Atlas (comet?) flying through our solar system right nowHappy News!First human bladder transplant performedUS obesity rate down nearly 3 percentage points in 3 yearsNewsom vetoes bill that banned port automationCyberEyes are coming!Got something to say? Come chat with us on the Bayesian Conspiracy Discord or email us at themindkillerpodcast@gmail.com. Say something smart and we'll mention you on the next show!Follow us!RSS: http://feeds.feedburner.com/themindkillerGoogle: https://play.google.com/music/listen#/ps/Iqs7r7t6cdxw465zdulvwikhekmPocket Casts: https://pca.st/vvcmifu6Stitcher: https://www.stitcher.com/podcast/the-mind-killerApple: Intro/outro music: On Sale by Golden Duck Orchestra This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit mindkiller.substack.com/subscribe

Send us a textLevi and Dylan are joined by Melissa Treibawasser to preview the game at TCU.

Very light on news and information this week so it's a bit of a shorter than usual show, sorry. We discuss more Festival of the Lost 2025 and we try to solve the controller vault issue live on the show. We go over Update 9.1.5.3 and other fixes, plus This Week At Bungie for the 30th October 2025 and the upcoming weeks rotations, for the ninth week of Ash & Iron. Not forgetting the usual video recommendations for you to check out. 00:01:36 - Welcome to Not Ark Raiders 00:04:10 - Enjoying a Bit of Festival 00:22:14 - Update 9.1.5.3 & Fixes 00:27:08 - This Week In Destiny: Ash & Iron Update - Edge of Fate - Week 17 00:33:56 - This Week At Bungie: October 30th 2025 00:34:41 - Festival Recap & Art 00:38:33 - Progression Has Improved… Morale? 00:40:50 - Cutscene Archive Update 00:41:41 - Trials is Live & Bounty For Good Done 00:42:58 - Peroty's Player Support Report 00:45:26 - Vault Controller Issue Solved 00:51:08 - Peroty's Player Support Report Continued 00:54:35 - End of the TWAB 00:57:16 - Video Recommendations 01:03:44 - Patreon & End of the Show 01:07:00 - Fin Two Titans and a Hunter YouTube Channel Two Titans and a Hunter Twitch Two Titans and a Hunter Discord Two Titans and a Hunter - Patreon Two Titans and a Hunter Ko-Fi The100 io – GH/GD/2TAAH Group Email: twotitansandahunter@hotmail.com Two Titans and a Hunter Twitter Two Titans and a Hunter – Facebook Artwork by @Nitedemon Xbox Live: Nitedemon, & Peroty End credits theme song by Elsewhere - YouTube Channel Plus as always, thank you to Alexander at Orange Free Sounds & www.freesound.org for all the sound effects used in our podcast.  Required Stuff: Bungie - This Week at Bungie October 30th 2025 Bungie - Update 9.1.5.3 CammyCakes Gaming - Last Thursday PvP God Roll Profane Gaming - Ranking Every New Armor 3.0 Set Llama - Fixing the Portal xHOUNDISHx - Players Are Going WILD About The New Roadmap Destiny Rising - Discord Link Destiny 2 - Tier 5 Report Destiny 2 Armor 2.0 Cleaner Destiny 2 - Way Back Machine Link Twitch - GuardianDownBot Raid Checkpoints Twitch - IceBreakerCatty. Engram.Blue Link

2025 has been a rough year for charities. Economic uncertainty, decreased federal funding, political polarization – in many ways, nonprofits are facing a lot of the same challenges they did during Covid, as well as a few new ones. Charitable organizations need your donations now more than ever.  In this episode, we're joined by former OFF THE WALL co-host and Partner at Monument, Jessica Gibbs, CFP® as she highlights three current trends in charitable giving and how you can adjust your giving strategy to help make a bigger impact. If you're currently looking at end-of-year giving or planning ahead for next year, be sure to tune in for the full episode.       Please see important podcast disclosure information at https://monumentwealthmanagement.com/disclosures   Episode Timeline/Key Highlights:   0:00 Disclosure 0:24 The Future of Giving 3:13 The State of Nonprofits Today 8:26 Funding Pressures and the Power of Flexibility 14:17 Burnout, Morale, and Donor ROI 21:01 Sustaining Impact Through Multi-Year Giving 26:09 How to Give with Intention 30:42 Closing Thoughts and Resources Resources Mentioned: Check out our sister podcast, Between Sips: https://monumentwealthmanagement.com/between-sips-podcast/   Watch 75th Episode of OFF THE WALL on YouTube: https://youtu.be/pc_3Z7f7CY8   Connect with Monument Wealth Management:    Visit our website: https://monumentwealthmanagement.com/   Follow us on Instagram: https://www.instagram.com/monumentwealth/#   Connect on LinkedIn: https://www.linkedin.com/company/monument-wealth-management/   Connect on Facebook: https://www.facebook.com/MonumentWealthManagement   Connect on YouTube: https://www.youtube.com/user/MonumentWealth#Fit   Subscribe to our Private Wealth Newsletter: https://monumentwealthmanagement.com/subscribe/   About "OFF THE WALL":    Markets move fast. OFF THE WALL helps you stay one step ahead. Hosts David B. Armstrong, CFA, and Nate Tonsager, CIPM, are talking about the things that Wall Street isn't: breaking down what's really happening in the markets and economy, how it impacts your wealth, and the smart moves to consider right now.    Learn more on our website at https://monumentwealthmanagement.com/off-the-wall-podcast/

La droiture moraleSauver son âme #4Émission live "La médecine des coeurs" du mercredi 29 octobre 2025____________________________________________

Sabrina speaks to the grand water trines influencing October and November with Jupiter in Cancer, Saturn in Pisces, and transiting inner planets in Scorpio.Sign up for my free Pluto course here and get on my mailing list where I'll be announcing my upcoming offerings to work together: https://www.sabrinamonarch.com/pluto-mini-courseLearn more about all my work at https://www.sabrinamonarch.com/ Hosted on Acast. See acast.com/privacy for more information.

Many medical trainees are driven to medicine by their moral or religious principles — only to find that they are expected to check their principles at the patient's door. When this happens, physicians and patients may lose the opportunity for deeper, more healing relationships.Our guest on this episode is Dr. Farr Curlin, a hospitalist and palliative care physician at Duke University School of Medicine. Dr. Curlin holds joint appointments in the Trent Center for Bioethics, Humanities & History of Medicine and Duke Divinity School, where he studies the intersection of medicine, ethics, and religion. From a young age, Dr. Curlin was intrigued by the moral dimensions of medicine. As a medical trainee, he began to study how the religious backgrounds of physicians inform their practice. He is the co-author of The Way of Medicine, in which he challenges the modern “provider of services” model and calls for a recovery of medicine's spiritual foundations as a healing profession. Now, at Duke Divinity School, he spends significant time helping physicians re-center their practice around the question: “What is Good?” Over the course of our conversation, we discuss attitudes toward religion in the medical profession and how many medical professionals worry that being openly religious may make them seem retrograde — or worse. We explore striking the balance between offering physician wisdom while respecting patient autonomy, consider whether the project of medicine makes sense when viewed through the lens of secular humanism, and reflect on how the physician attributes of humility and respect enable physicians to productively bring their full selves to the bedside, all while practicing medicine within a morally pluralistic society.In this episode, you'll hear about: 2:48 - Dr. Curlin's path to medicine and what drew him to a career at the intersection of religion and medicine 19:30 - Dr. Curlin's thoughts on why doctors often feel they cannot be openly religious35:45 - How Dr. Curlin would change medical training to create a deeper focus on personal commitments and moral conviction 41:15 - Exploring the limitations of artificial agnosticism at the patient's bedside51:50 - How fostering a spiritual connection to the work of healing can mitigate burnoutVisit our website www.TheDoctorsArt.com where you can find transcripts of all episodes.If you enjoyed this episode, please subscribe, rate, and review our show, available for free on Spotify, Apple Podcasts, or wherever you get your podcasts. If you know of a doctor, patient, or anyone working in health care who would love to explore meaning in medicine with us on the show, feel free to leave a suggestion in the comments or send an email to info@thedoctorsart.com.Copyright The Doctor's Art Podcast 2025

Get ready for a deep-dive ride! In Ask A Gettysburg Guide #116 Lewis Trott and I trace the story of the Army of the Potomac **after** Gettysburg — from the tense pursuit across the Potomac to the grinding Overland Campaign, the siege around Petersburg, and the final Appomattox Campaign that helped end the war. Tune in for crisp storytelling, surprising turns of command, and the decisions that kept “Mr. Lincoln's Army” fighting through 1863–1865.

Iran Trash-Talks Trump; Nuclear Ambitions Become More Overt. Jonathan Sayeh and Bill Roggio discuss how Iran's Supreme Leader publicly rejected Trump's appeals for negotiations, a move primarily aimed at boosting domestic morale following regional setbacks. However, a top nuclear scientist overtly claimed Iran has the capacity to build a nuclear bomb, suggesting weaponization ambitions are becoming less covert. Tehran views its regional position as a lose-lose scenario but uses the Gaza ceasefire as a critical breathing room opportunity to rearm its weakened proxies. 1870 TEHRAN

Send us a textBuckle up — Peaches sits down with Black Rifle Coffee's Jared Taylor and AFSW's Chief Jimbo Spreeder to torch the nonsense strangling the Air Force from the inside out. From the death-by-a-thousand-cuts of the A-10, to the badge redesign drama, to the Tech P force reduction nobody understood, this episode pulls zero punches.Peaches calls out leadership confusion (“Wait, you didn't know what TacPs do?!”), while JT and Jimbo laugh their way through the bureaucratic chaos that makes warriors less lethal. Expect hard truths, gallows humor, and the kind of brutally honest conversation you'll never hear in a press briefing. If you think the military's “heritage problem” ends with pilots and PowerPoints, think again. The boys talk heritage, mental toughness, rebuilding the pipeline, and why being “Instagram fit” won't save your ass when the rotors kick up and it's go time.This one's pure Ones Ready energy: real talk, no filters, and all attitude.⏱️ Timestamps: 00:00 – “So… the Air Force forgot what TacPs do?” 03:00 – JT & Jimbo on making the ‘Controlled' documentary and saving the legacy 07:00 – How two dudes turned chaos into a badass TacP history film 10:00 – “The A-10 ain't dead yet… but it's bleeding out” 15:00 – Inside the new badge redesign and why it pissed everyone off (again) 20:00 – Future of the TacP pipeline: less fluff, more fight 25:00 – “We don't want influencers — we want killers” 32:00 – Swimming, stress, and suffering: TacPs hit the pool 38:00 – Morale shocker: why commanders are finally happy again 43:00 – Peaches & Jimbo on the State of TacP: cutting dead weight, building killers 50:00 – The new Scout Program and the legend of Funky Bunkley 54:00 – JT's next mission: writing, war stories, and whiskey 56:00 – “Train hard, shut up, and stop believing the rumors”

A growing list of U.S. cities are set to see National Guard troops in their communities as President Trump explores ways to deploy the military on American soil. But legal challenges are piling up. On today's show, Kimberly talks with Patrick Eddington, senior fellow in homeland security and civil liberties at the Cato Institute, about the changing role of the National Guard and why Trump's use of the Guard defies precedent.Here's everything we talked about today:"The President's List of Subversive Organizations" from the Cato Institute"Trump's use of Guard may have lasting impact on cities and troops" from The Washington Post"Trump's use of the National Guard sets up a legal clash testing presidential power" from AP News"Troops and marines deeply troubled by LA deployment: ‘Morale is not great'" from The Guardian"What We Lose by Distorting the Mission of the National Guard" from The AtlanticWe love hearing from you. Leave us a voicemail at 508-U-B-SMART or email makemesmart@marketplace.org.