Podcasts about obstacles

First-time homebuyers may get short windows of relief, but our co-head of Securitized Products Research James Egan and Senior Economist and Strategist in Morgan Stanley's Private Wealth Management Sarah Wolfe say the bigger story is a housing market resetting around a higher bar to entry.Read more insights from Morgan Stanley.----- Transcript -----James Egan: Welcome to Thoughts on the Market. I'm Jim Egan, Morgan Stanley's U.S. Housing Strategist and Co-Head of Securitized Products Strategy.Sarah Wolfe: And I'm Sarah Wolfe, Senior Economist and Strategist within Morgan Stanley Wealth Management.James Egan: And today, why first-time homebuyers are facing a tougher path to ownership.It's Tuesday, June 23rd at 10am in New York.Buying a first-time home has always been a big step, but for a growing number of first-time buyers today, the goal can really seem insurmountable.Mortgage rates might be down from where they were in the second half of 2023, but they're significantly higher than they were for the several years before that. Monthly payments have roughly doubled for a median-priced home. And my colleague Jay Bacow and I have talked several times on this podcast about how many homeowners feel like they're locked into those lower rates.And they're staying put because they just don't want to give up a two or three-handle mortgage rate for something that has a six in front of it. But Sarah, as we know, this is bigger than just first-time buyers. Now, they often start the housing transaction chain, and when they can't buy, current owners may not be able to sell and trade up.That slows turnover across the market, and it also reduces activity tied to housing – from mortgages and renovations to moving and furniture. And it can keep would-be buyers renting for longer, which adds pressure to rental demand.So, how do you see this situation? Is this just another affordability squeeze, or has the housing market reset to a higher barrier to entry?Sarah Wolfe: I do think that we're on the upper bound of affordability pressures. This is about as bad as it's going to get. But as we discussed in our recent publication of The Economy Explained, unfortunately, we do think that the housing market is resetting at a structurally higher barrier to entry. There's a lot of reasons for that.The first is higher interest rates. Yes, mortgage rates are sitting around 6.5 percent, and they should come down from here, but maybe not better than 5.5 percent, right, in an optimistic scenario. The second is demographic pressures. Remember, we have this tremendous aging population of baby boomers. All of their children are now entering their prime home-buying years, so there's a lot of demand for ownership.The third and fourth ones are land regulation and permitting, which is at the state and local level, really hard to change. And the last one is climate risk. It's just raising insurance pricing and making it much more difficult to buy a home.So overall, we see a world where, yes, mortgage rates come down a bit, improve affordability marginally, but we think neutral and other interest rates at the longer end of the curve are going to be higher than the post-financial crisis period. And what we're going to see is that those forces are going to widen the divide between who can own a home and who cannot. And who gains from that wealth accumulation and who does not.James Egan: Right. So now, you mentioned where mortgage rates are today, above that 6 percent rate. Rates did briefly – in February, we got below 6 percent before they bounced back up here. Why did that short-lived relief matter so much?Sarah Wolfe: I think that short-lived relief showed us that moves in the mortgage rate make a difference, but things are so unaffordable that it didn't make that much of a difference.So, the dip below 6 percent was very exciting. It happened this past February. It was the first time that mortgage rates fell below 6 percent since 2022, and we saw a few things happen. First, it lowered the monthly payment for first-time homebuyers from about two point two thousand dollars a month to one point nine thousand.So makes a bit of a difference. And it lowered the share of income that goes towards monthly mortgage payments from about 26 percent of income to 22 percent, from peak to trough. So, that is a notable improvement. But what we saw in the new home sales data and the existing home sales data, that it did not drive people back into the housing market.I want to turn it back to you though, Jim, because you've actually done a lot of interesting work on this. And how this change in mortgage rates has changed the monthly cost that people have to pay for a median-priced home. Can you tell us a little bit more?James Egan: Sure. So, we talk about the lock-in effect a lot, and it's kind of easy to point to: Well, there are a lot of people with mortgage rates that are around 3 percent or 3.5 percent, and the prevailing rate's at 6 percent, and that's a lot higher, so they're locked in.But when we look at the actual numbers in terms of what we're asking a homeowner to do – to list their home for sale and move to another home today, pay off that existing mortgage, take out a new one. When you take into account how much higher home prices are today…You bought a home in 2016, for instance, right? Let's assume you refinanced in 2020 or 2021 if you still live there, right? Most homeowners did. So, you've actually taken your monthly payment, and it is lower today than it was when you bought your home in 2016. If we assume that your income has risen alongside just median household income over that time period, your monthly payment as a share of your income today is probably sub 8 percent.If you bought over the past three years, your monthly payment is a share of your income. You mentioned some numbers earlier. It's low to mid 20 percent. From a dollar amount perspective, if you were to pay off that 2016 mortgage, as an example, and take out one today, your payment is probably [$]13[00] or $1400 higher. It's like a 200 percent increase. That's very difficult economically for a lot of households, and that's the kind of physical manifestation of that lock-in effect.Now, Sarah, given this significant change in housing math, what does that mean for who is actually able to buy in this market?Sarah Wolfe: It's making who's able to buy into the market a lot more selective. So, what we're seeing is that first-time home buyers today are actually not meaningfully older. They're still about 36 years old, but they are a much more selective group financially. The Federal Reserve Bank of New York put out a great analysis on this recently, and they basically found that the first-time home buyer profile today is taking out a mortgage that's nearly $350,000, compared to $240,000 in 2019 and $200,000, a decade ago. So, significant increase in mortgage balances.At the same time, credit standards have tightened significantly, so that average credit score to get a mortgage has risen quite a bit over the last 5 to 10 years. And what this is doing is it's shifting who can buy and also where they can buy. So, we're seeing higher-quality home buyers moving to lower-income zip codes. So, buying cheaper homes in lower-income metro areas, and so it's wealthier buyers in lower-income areas.And that's the really big shift that we're seeing. It's a demand resorting story. And what we're also seeing, and we hear this a lot when we talk to our financial advisors and their clients, is that family is increasingly helping their other family members put that down payment down; in particular, parents helping their children buy that first home.So, we're seeing that first-time buyers may be feeling this pressure, right, when it comes to rates. How much of this affordability issue, though, is being driven by the locked-in effect specifically?James Egan: So, look, it's clearly playing a role. We just talked about some of the math behind that. But then when you look at what that means on a nationwide basis when it comes to inventory, when it comes to so many other aspects of this, that homeowner who's unwilling to give up that lower mortgage rate, that lower payment, right, their homes are off the market.Existing inventories for sale, they've picked up from historic lows in 2023, but they're still very, very low on a long-run basis. The fewer homes there are for sale, the more upward pressure or the absence of downward pressure that's going to put on home prices, right?We saw affordability plummet in 2022 and 2023 when rates backed up. We saw existing home sales really, really come down as a result. But home prices remained at record highs. They continued to set new record highs. For home prices to actually come down, right, you need people who are willing to sell at lower home prices.Sarah, you just mentioned that lending standards themselves remain tight.Sarah Wolfe: Mm-hmm.James Egan: Those forced sales, those tend to be distressed transactions. We don't see that distress in the market providing the inventory and the motivated inventory to lead to softer home prices. So, it's really that lack of inventory which we think is in large part driven by the lock-in effect that's kept home prices. And as a result, that piece of the affordability equation kind of stuck at these higher levels.Sarah Wolfe: I mean, it's really this vicious cycle, the locked-in effect making it difficult for entry-level buyers to get into the market – and then fewer existing homeowners sell or trade up or relocate. So, on and on it goes.Are there broader implications of this freeze?James Egan: Right. So, we just talked about what that means from an inventory perspective. And then if you think about affordability remaining challenged, lending standards themselves remaining tight, inventory remaining as low as it is, you could argue that we're at one of the more difficult times that we've seen for renters to exit rentership and step into homeownership.Now, there's a lot of different things that drive rent growth, and the fact that you have a stuck renter is just one of them. The other side of that equation can be the supply of rental units, right? So that's just a piece of the equation.But those are some of the externalities that we think about when it comes to how the tightness of the housing market – what the lock-in effect and what affordability is doing there. But outside of the housing market, Sarah, the wider economy, like how do these housing costs play a role there?Sarah Wolfe: Massive effect. Some of the work that we've done shows that housing affordability is the number one driver pushing down fertility rates in America. The number one driver. Above childcare costs, above finding a partner, finding a good job. It's housing affordability. So, you could see how that could pretty significantly ripple through the broader economy.But there's other components, right? So, as we discussed earlier, it's driving migration from unaffordable areas to more affordable regions. That has significant implications. And then putting my consumer economist hat on, as we discussed earlier in the podcast, when people buy a home, they tie themselves to that home. They spend money on couches, on beds, on TVs, right? Durable goods. And if we're going to have more people as renters for longer, that's going to expand the services economy at the expense of the goods economy.All right. Let's take a step back and think about where this is all going. It hasn't been a very optimistic conversation. Jim, what is the outlook for affordability in your view? Do we get anywhere back to the post-financial crisis period or even the pre-financial crisis period?James Egan: When it comes to the outlook for mortgage rates, the outlook for affordability, the outlook for the U.S. housing market – look, we just, throughout Morgan Stanley Research and Strategy, published our 2026 major outlook. From now through the end of 2027, we don't have conventional mortgage rates getting below 6 percent.We do have affordability improving on the margins. We have income growth exceeding home price appreciation that makes it a little bit better, but that doesn't get us back to the post-GFC affordability era, which was very, very affordable. Looking back over the past several decades, it gets us closer to where we were pre-GFC, not all the way back there.But when we think about how that ripples through the housing market and how we think about that evolving from here, look, we do think that the state of mortgage credit availability means there will be a lack of distress. We think that while affordability itself may be challenged and inventories may be low, there is some level of housing activity that has to occur regardless of where mortgage rates are or affordability is.We think we found that level. We think there's support for home sales at these current levels, and that combination of support for home sales, lack of inventory, means that home prices, very little room for them to grow from here. But we think they're going to be pretty supported.So, from a housing market perspective, at a ten-thousand-foot view, we're calling it 1-2 percent growth in sales, in home prices, well-supported. But the affordability outlook that we've outlined throughout this podcast – challenged to see a lot of acceleration.Now, when we pull it back to the first-time home buyer, based on our conversation, it seems that the key question is becoming less about when to buy, more about who can still afford to enter the market.But Sarah, it's really been great talking with you about the housing market today.Sarah Wolfe: It was great speaking with you, Jim.James Egan: And thanks for listening. If you enjoy Thoughts on the Market, please leave us a review wherever you listen and share the podcast with a friend or colleague today. ***Sarah Wolfe is a member of Morgan Stanley's Wealth Management Division and is not a member of Morgan Stanley's Research Department. Unless otherwise indicated, her views are her own and may differ from the views of the Morgan Stanley Research Department and from the views of others within Morgan Stanley.

Erin Brockovich (2000) (directed by Steven Soderbergh) is based on the true story of Erin Brockovich, a legal assistant without formal training, who uncovers one of the most significant environmental lawsuits in U.S. history: the case against Pacific Gas and Electric for contaminating groundwater in Hinkley, California. The film, which features an Oscar-winning performance by Julia Roberts in the title role, explores the role of lawsuits in exposing truth and gaining compensation for victims, the gendered dynamics of legal advocacy, and the challenges of taking on entrenched power structures in society.Timestamps:0:00     Introduction1:59       Who is Erin Brockovich?3:11       Obstacles to holding corporations accountable5:49      How Erin Brockovich overcomes those obstacles8:10      Imbalance of power and resources14:40    Hinkley, California18:00    Accessing records21:16     Tort reform, punitive damages, and proportionality27:10     States and environmental regulation32:22    Causation and attribution science37:30    Whistleblowers              41:17      Finding the “smoking gun”42:53    The practice of law and parentingFurther reading:Banks, Sedina “The ‘Erin Brockovich Effect': How Media Shapes Toxics Policy,” 26 Environs Env't L. Poly' J. 219 (2003)Brockovich, Erin and Eliot, Marc, Take It from Me: Life's a Struggle but You Can Win (2002)Chen, Sarah Small, “Toxic Film: Analyzing the Impact of Films Depicting Major Contamination Events on the Regulation of Toxic Chemicals,” 35 Georgetown Env't L. Rev. 561 (2023)"'Erin Brockovich' Made their Town Famous: They Still Don't Have Clean Water,” Wash. Post (Dec. 27, 2024)Martens, Daniel L. “Chromium, Cancer, and Causation: Has a Death-Blow Been Dealt Chromium Cases in California?” 16 Natural Resources & Env't 264 (2002)McCann, Michael McCann & Haltom, William, “Ordinary Heroes vs. Failed Lawyers – Public Interest Litigation in Erin Brockovich and Other Contemporary Films,” 33 Law & Soc. Inquiry 1045 (2008)“Still Toxic After All These Years,” Grist (Jan. 29, 2019)Law on Film is created and produced by Jonathan Hafetz. Jonathan is a professor at Seton Hall Law School. He has written many books and articles about the law. He has litigated important cases to protect civil liberties and human rights while working at the ACLU and other organizations. Jonathan is a huge film buff and has been watching, studying, and talking about movies for as long as he can remember. For more information about Jonathan, here's a link to his bio: https://law.shu.edu/profiles/hafetzjo.htmlYou can contact him at jonathanhafetz@gmail.comYou can follow him on X (Twitter) @jonathanhafetz You can follow the podcast on X (Twitter) @LawOnFilmYou can follow the podcast on Instagram @lawonfilmpodcast

Obstacles to a Kingdom Impact | Steve PetroeljeThe Church and The KingdomCoopersville Reformed Church is a place where people can meet Jesus, engage in life-giving community, and everyone is welcome. We believe in creating a space where people can have authentic encounters with Christ, discover their gifts and use them for God's glory. Join us for our Sunday services!Visit our website: https://coopersvillereformed.com/Check out our Instagram: https://www.instagram.com/coopersvillerc/Check out our Facebook: https://www.facebook.com/CoopersvilleRC/

2026-06-21 | Surmonter les obstacles à la prière | Elie-Michel Ndalubila by Église Connexion de Rimouski

There is a kind of person you have met, perhaps only a few times in your life, who operates by a different set of rules.Obstacles that stop most people don't slow them down (they speed them up, actually). They do not wait for permission, for better conditions, or for someone else to solve the problem. They think and they dream and they create. Then they move. [Because leadership is mostly about getting big things done].My latest book “The Wealth Money Can't Buy” is full of fresh ideas and original tools that I'm absolutely certain will cause quantum leaps in your positivity, productivity, wellness, and happiness. You can order it now by clicking here.FOLLOW ROBIN SHARMA:InstagramFacebookYouTube

When spiritual resistance tries to weaken your hands and steal your courage, God gives you the power, love, and sound mind to keep building until breakthrough comes.

True leaders adapt as needed and are able to problem-solve to bring out the best in their team. Obstacles are just another challenge along the journey!

In a perfect world, you'd be able to address potential obstacles proactively. In the real world, many obstacles can't be predicted. The only option for moving past them is reacting in the moment and figuring out a solution. Love the show? Check out the support page for ways you can help keep the Diz Runs Radio going strong! dizruns.com/support Become a Patron of the Show! Visit Patreon.com/DizRuns to find out how. Subscribe to the Diz Runs Radio Find Me on an Apple Device dizruns.com/itunes
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Prince Harry and Meghan Markle are discovering that bringing Archie and Lilibet back to the UK for the first time in years is proving far more complicated than expected. At the same time, Taylor Swift and Travis Kelce’s rumored July 3 wedding at Madison Square Garden is shaping up to be the biggest celebrity event of the year. Meanwhile, Jelly Roll is recovering after being hospitalized with a severe sinus infection that disrupted his tour with Post Malone—just days before his divorce filing from wife Bunnie Xo became public. Rob’s latest exclusives and insider reporting can be found at robshuter.substack.com My novel, It Started With A Whisper, is available nowSee omnystudio.com/listener for privacy information.

There is a kind of person you have met, perhaps only a few times in your life, who operates by a different set of rules. Obstacles that stop most people don't slow them down (they speed them up, actually). They do not wait for permission, for better conditions, or for someone else to solve the problem. They think and they dream and they create. Then they move. [Because leadership is mostly about getting big things done].My latest book “The Wealth Money Can't Buy” is full of fresh ideas and original tools that I'm absolutely certain will cause quantum leaps in your positivity, productivity, wellness, and happiness. You can order it now by clicking here.FOLLOW ROBIN SHARMA:InstagramFacebookYouTube

Episode 286 – 3 Obstacles to Spiritual AdvanceWhat if the greatest obstacle to our spiritual growth isn't demonic resistance, external persecution, or dramatic trials, but rather the subtle pull of comfort, convenience, and competing loyalties? This powerful exploration of Luke 9:57-62 confronts us with three critical hindrances that can stall our journey with Christ. First, we face the seduction of ease and comfort—that instinctive desire to follow Jesus only when it doesn't cost us too much. The enthusiastic disciple who pledged to follow Jesus anywhere was met with a sobering reality check: even foxes have holes and birds have nests, but the Son of Man had nowhere to lay His head. Second, we encounter the obstacle of present duties and responsibilities. When Jesus called someone to follow Him immediately, the response was 'let me first bury my father'—a reasonable request that Jesus rejected with startling intensity. Finally, we wrestle with lesser loyalties, those good things that become obstacles when they compete with our wholehearted devotion to Christ. The challenge isn't to abandon all responsibilities, but to recognize that authentic discipleship means Jesus holds the supreme position in our lives. This isn't about earning salvation through works, but about living out the reality of what it means to deny ourselves, take up our cross daily, and follow Him without looking back. Are we truly advancing in our faith, or have we settled for a comfortable Christianity that demands little and transforms even less?

Every couple hits obstacles in the bedroom — but they don't have to stay stuck. In Part 3 of our Summer Sex Series, Dave and Ashley Willis tackle the most common roadblocks to a healthy sex life: mismatched drives, stress, mental health, passionless routines, and physical limitations. Plus, a real talk on counterfeit solutions and how to reconnect in even the hardest seasons. 9 Days to Great Sex eBook: https://www.daveandashley.com/9-days-... 21 Day Inner Healing Journey: https://store.xomarriage.com/collecti... https://www.xonow.com Download our FREE 31 Day Marriage Devotional: https://bit.ly/3ZxsLZd Video on Christian Sex Positions (Part 1): https://www.youtube.com/watch?v=pRwuVGKDM_E Video on Christian Sex Positions (Part 2): https://www.youtube.com/watch?v=4Od-mFJ1SZ8 __________ Submit your questions to Dave & Ashley: http://nakedmarriagepodcast.com Download our FREE 31 Day Marriage Devotional: https://bit.ly/3ZxsLZd We want your marriage to thrive! Learn more at http://xomarriage.com Dave and Ashley Willis spent thirteen years in full-time church ministry before devoting their work entirely toward the global mission of building stronger, Christ-centered marriages. Their marriage-related books, blogs, podcast, speaking events and media resources have reached millions of couples around the world making Dave and Ashley one of the most recognized and trusted couples in marriage ministry. Dave and Ashley partnered with XO Marriage in 2018. XO Marriage is the nation's largest marriage-focused ministry. The Willis family includes four sons and a rescue dog named "Chi Chi." When Dave and Ashley aren't writing and speaking, they love hanging out with their family, watching movies and going on long walks which is also where they develop many of their marriage ministry content ideas. Learn more about Dave & Ashley at daveandashley.com Learn more about your ad choices. Visit megaphone.fm/adchoices

This is the audio podcast of our weekly Sunday message, recorded live during our church service in San Francisco.This podcast is designed for those who prefer a simple, audio-only experience of the message as it was shared in the room—no edits, no commentary, just the teaching from Sunday.New episodes are released weekly following our Sunday services._When spiritual resistance tries to weaken your hands and steal your courage, God gives you the power, love, and sound mind to keep building until breakthrough comes.Invite and share this message with your family and friends and bless them with this great message. If you're new to Cornerstone and this is your first time watching us, we'd love to say “hello!” Just click on this url ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://cornerstonesf.org/welcome⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to fill out our Welcome Card and one of our community members will follow up with you. Also if you are in need of prayer, don't hesitate to put in a prayer request at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://cornerstonesf.org/prayer

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

Sunday & Wednesday weekly teaching.

Sunday & Wednesday weekly teaching.

Fluent Fiction - Serbian: Allergic Obstacles: A Designer's Journey to Triumph Find the full episode transcript, vocabulary words, and more:fluentfiction.com/sr/episode/2026-06-14-22-34-01-sr Story Transcript:Sr: Никола је седео у свом омиљеном углу Куће слободних радника у Београду.En: Nikola sat in his favorite corner of the Kuća slobodnih radnika in Beograd.Sr: Била је касна пролећна поподневна светлост, савршено доба за инспирацију.En: It was the late spring afternoon light, the perfect time for inspiration.Sr: Велики прозори су пропуштали зраке сунца који су обасјавали шарене украсе и стварали топлу атмосферу где је сваки креативни ум могао наћи свој мир.En: Large windows allowed the sun's rays to illuminate the colorful decorations and create a warm atmosphere where every creative mind could find its peace.Sr: Никола је био фриленс графички дизајнер.En: Nikola was a freelance graphic designer.Sr: Волео је своју независност и слободу креације, али је често имао сумње у своје способности.En: He loved his independence and creative freedom but often had doubts about his abilities.Sr: Данас је био од посебног значаја јер је радио на важном пројекту за клијента који би му могао донети дугорочан рад и стабилност.En: Today was of particular importance because he was working on an important project for a client that could provide him with long-term work and stability.Sr: Дубоко је удахнуо и отворио кесицу новог бренда грицкалица које је претходно купио у малој продавници у близини.En: He took a deep breath and opened a bag of a new brand of snacks he had previously bought in a small nearby store.Sr: Радећи и грицкајући, потпуно је био у свом свету креативности.En: While working and snacking, he was completely in his own world of creativity.Sr: Али није прошло дуго, а осетио је свраб по рукама и грлу.En: But it wasn't long before he felt itching on his hands and throat.Sr: То је било нешто ново и неочекивано.En: This was something new and unexpected.Sr: "Ана, нешто није у реду", прошапутао је Никола својој пријатељици која је такође радила недалеко од њега.En: "Ana, something isn't right," Nikola whispered to his friend, who was also working not far from him.Sr: Она је одмах приметила његово црвенило и забринуто погледала.En: She immediately noticed his redness and looked at him with concern.Sr: "Можда је то алергијска реакција", предложила је брзо.En: "Maybe it's an allergic reaction," she quickly suggested.Sr: "Имамо клинику одмах иза угла.En: "We have a clinic right around the corner.Sr: Да ли желиш да идемо?En: Do you want to go?"Sr: "Али Никола је мислио о чврстом року који је имао.En: But Nikola was thinking about the tight deadline he had.Sr: Ако оде, можда неће стићи на време завршити пројекат.En: If he left, he might not finish the project on time.Sr: Ипак, свраб се појачавао, а визија му се полако замагљивала.En: However, the itching intensified, and his vision gradually blurred.Sr: Одлучио је.En: He decided.Sr: "Идем у клинику", уздахнуо је.En: "I'm going to the clinic," he sighed.Sr: "Боље је да проверим шта ми се дешава.En: "It's better to check what's happening to me."Sr: "Са Милошем, који га је подржавао све време, стигао је до клинике.En: With Miloš supporting him all the while, he arrived at the clinic.Sr: Лекар је брзо уочио да је Никола имао реакцију на нову грицкалицу.En: The doctor quickly noticed that Nikola had a reaction to the new snack.Sr: Након што је примио одговарајућу терапију, вратили су се у Кућу слободних радника.En: After receiving the appropriate treatment, they returned to the Kuća slobodnih radnika.Sr: Вративши се, прво што је требало било је позвати клијента.En: Upon returning, the first thing he needed to do was call the client.Sr: Срце му је убрзано куцало док је смишљао објашњење.En: His heart was racing as he composed an explanation.Sr: "Извините што нисам на време завршио пројекат", почео је.En: "Sorry I didn't finish the project on time," he began.Sr: "Имао сам изненадну алергијску реакцију.En: "I had an unexpected allergic reaction.Sr: Могу ли да добијем кратку продужење рока?En: Could I get a short deadline extension?"Sr: "На његово изненађење, клијент је био разумевајући.En: To his surprise, the client was understanding.Sr: "Никола, ваше здравље је најважније.En: "Nikola, your health is most important.Sr: Узмите време које вам је потребно.En: Take the time you need."Sr: "Овај искуствa научила су Николу да је здравље најважније.En: These experiences taught Nikola that health is paramount.Sr: Понекад је потребно прихватити помоћ и бити искрен о изазовима.En: Sometimes it's necessary to accept help and be honest about challenges.Sr: Вратио се пројекту с новом мотивацијом и обновљеним осећајем мира, одлучан да заврши свој рад са истом страшћу која га је и довела овде.En: He returned to the project with new motivation and a renewed sense of peace, determined to complete his work with the same passion that brought him here. Vocabulary Words:corner: углуilluminate: обасјавалиdecorations: украсеfreelance: фриленсindependence: независностinspiration: инспирацијуclient: клијентаstability: стабилностsnacks: грицкалицаitching: сврабallergic: алергијскаreaction: реакцијаclinic: клиникуtight deadline: чврстом рокуblurred: замагљивалаarrived: стигаоappropriate: одговарајућуtreatment: терапијуdeadline extension: продужење рокаunderstanding: разумевајућиexperiences: искустваparamount: најважнијеaccept: прихватитиchallenges: изазовимаrenewed: обновљенимdetermined: одлучанpassion: страшћуmind: умconcern: забринутоsupporting: подржавао

Tocqueville saw America's faith in its own democracy as a vital force. But these days the majority of Americans think the country is headed in the wrong direction. Can a group of maximum security prisoners in Sing Sing offer a vision of how to get back on track?Guests and HostsJohn Prideaux, The Economist's US EditorSean Pica, executive director of Hudson Link for Higher Education in Prison Jean Frantz, prisoner at Sing Sing Correctional Facility Topics Alexis de Tocqueville's views on voluntary associationsSing Sing prison education programmePrisoners' views on the American dream To listen to the full series, subscribe to Economist Podcasts+If you're already a subscriber to The Economist, you have full access to all our shows as part of your subscription. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account. Hosted on Acast. See acast.com/privacy for more information.

Tocqueville saw America's faith in its own democracy as a vital force. But these days the majority of Americans think the country is headed in the wrong direction. Can a group of maximum security prisoners in Sing Sing offer a vision of how to get back on track?Guests and HostsJohn Prideaux, The Economist's US EditorSean Pica, executive director of Hudson Link for Higher Education in Prison Jean Frantz, prisoner at Sing Sing Correctional Facility Topics Alexis de Tocqueville's views on voluntary associationsSing Sing prison education programmePrisoners' views on the American dream To listen to the full series, subscribe to Economist Podcasts+If you're already a subscriber to The Economist, you have full access to all our shows as part of your subscription. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account. Hosted on Acast. See acast.com/privacy for more information.

What do you do in those difficult moments when you feel ramped-up? Laurie and Kayla discuss strategies to back away and not go with the emotion of the moment.The support group that Kayla facilitates is now offered on a sliding scale.(Cost should not be a barrier—please reach out if you're interested)Allies in Recovery's member site is currently "on pause". ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Learn more here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. During this time, we have taken our entire eLearning program out from behind the paywall—the entire library of learning videos is currently available on our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠youtube channel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.

Tocqueville saw America's faith in its own democracy as a vital force. But these days the majority of Americans think the country is headed in the wrong direction. Can a group of maximum security prisoners in Sing Sing offer a vision of how to get back on track?Guests and HostsJohn Prideaux, The Economist's US EditorSean Pica, executive director of Hudson Link for Higher Education in Prison Jean Frantz, prisoner at Sing Sing Correctional Facility Topics Alexis de Tocqueville's views on voluntary associationsSing Sing prison education programmePrisoners' views on the American dream To listen to the full series, subscribe to Economist Podcasts+. If you're already a subscriber to The Economist, you have full access to all our shows as part of your subscription. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account. Hosted on Acast. See acast.com/privacy for more information.

Ryan talks to Tampa Bay Business Journal Editor-at-Large Ashley Kritzer about the latest developments in the Tampa Bay Rays stadium debate, including concerns that the Tampa Sports Authority may need to prioritize funding for Raymond James Stadium over a new Rays ballpark. They also discuss political tensions involving calls to remove a Sports Authority member, questions about public support for the project, and how the proposed stadium could be affected by issues involving the Drew Park Community Redevelopment Agency.See omnystudio.com/listener for privacy information.

Yoga is an inquiry into the nature of the mind, body, and consciousness. It provides a ritual that fosters belonging, meaning, and purpose, creating a sense of community and support. Through asana, yoga helps focus the mind on the breath, entering a state of stillness and awareness. A balanced practice is grounded in ethics and personal discipline, guided by the 8 Limbs of Yoga, particularly the Yamas (ethical guidelines) and Niyamas (observances). Key principles include non-violence (Ahimsa), truthfulness (Satya), and self-study (Svadhyaya).Asana practice emphasises steadiness (Sthira) and ease (Sukham), with focus on breath, sensation, and internal light (prana). This leads to overcoming duality and attaining a state of yoga. Obstacles such as dullness and self-doubt arise, but cultivating awareness, friendliness, joy, and compassion can help overcome them. Using tools like R.A.I.N. (Recognise, Allow, Investigate, Nurture), we learn to self-regulate and move toward lasting fulfilment and freedom from suffering.To read more and to practice with Zephyr Wildman, click here. To support Zephyr Yoga Podcast, donate here. Hosted on Acast. See acast.com/privacy for more information.

Federal officials released the final rules for Medicaid requirements this week. Hiding among the nearly 400 pages of regulations is a significant change that could make it harder for Montanans to stay on the public health insurance program.

Episode Topic: Obstacles to Moral ActionExplore how Thomas Aquinas transforms 13th-century ethics into a blueprint for modern life. Join elite scholars as they bridge the gap between ancient habits and contemporary character development, revealing how our first moral choices and the “architecture of consent” continue to shape our journey toward virtue and human flourishing.Featured Speakers:José M. Torralba, University of NavarraRobert J. Barry, Providence CollegeIsabel Lemaître Palma, University of the Andes (Santiago, Chile) Read this episode's recap over on the University of Notre Dame's open online learning community platform, ThinkND: https://go.nd.edu/ad58ab. This podcast is a part of the ThinkND Series titled Aquinas at 800.Thanks for listening! The ThinkND Podcast is brought to you by ThinkND, the University of Notre Dame's online learning community. We connect you with videos, podcasts, articles, courses, and other resources to inspire minds and spark conversations on topics that matter to you — everything from faith and politics, to science, technology, and your career.Learn more about ThinkND and register for upcoming live events at think.nd.edu.Join our LinkedIn community for updates, episode clips, and more.

On your journey of faith, the biggest dangers aren't always obvious. They're the hidden obstacles that can quietly pull you off course if you're not careful. This Sunday, discover what's trying to sidetrack your faith -- and how to stay anchored in Jesus -- as our God on Film series continues with The Odyssey: Overcoming Life's Obstacles.

What are the obstacles between knowing what to do and putting that knowledge into real practice? In part 1, our hosts focus on  avoiding a "crisis" response, and slowing events down to avoid being reactive.The support group that Kayla facilitates is now offered on a sliding scale.(Cost should not be a barrier—please reach out if you're interested)Allies in Recovery's member site is currently "on pause". ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Learn more here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. During this time, we have taken our entire eLearning program out from behind the paywall—the entire library of learning videos is currently available on our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠youtube channel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.

Send us Fan MailEpisode 108 of 'The Open Forum' where Religious or Non-Religious are invited to join the discussion. Guests will be invited on a first come first serve basis. Please note we can only have a maximum of 10 panelists (including efdawah panelists) at any one time.Link to join the panel: TEARS OF GAZA Donation Link: https://givebrite.com/gazacrisis© 2026 EFDawah All Rights ReservedDonate to Ijaz's medical expenses: https://buymeacoffee.com/ijazthetriniWebsite : https://efdawah.com/https://www.patreon.com/EFDawahhttps://gofund.me/7cb27d17https://www.paypal.me/EFDawahhttps://www.facebook.com/efdawah/Timestamps:00:00 - Intro01:05 - EF Dawah Panel join: Format of the Stream02:50 - Evaluation of the Modern Dawah Scene 05:21 - Advice about giving Dawah08:55 - Reminder to Muslims about Intention12:45 - Dealing with Islamophobes vs Non-Muslims 19:13 - Message to Muslims about Dawah 22:55 - Nonoah (Theist) joins: shares his beliefs24:12 - Obstacles to fully accepting Islam27:38 - Exploring the Unreliability of the Bible38:08 - Examining the beliefs of Nonoah46:40 - Inconsistencies in Nonoah's beliefs52:33 - Uplift (Ex-Muslim) joins: shares his views54:16 - Advice for dealing with faith struggles59:10 - Recognising the Signs of Allah ﷻ 1:02:26 - Understanding the Prophet's character1:05:48 - Importance of Gratitude in Islam1:08:32 - The Prophet's character: free will or destiny 1:16:02 - Free Will vs Predestination in Islam1:18:47 - Kaum (Muslim) joins1:20:46 - Responding to Christian Apologetics 1:22:36 - Refuting claims about the end of times 1:27:16 - Issues with the claims of Islamophobes1:29:12 - Exposing the Hypocrisy of Christians1:34:04 - Age of Marriage in the Abrahamic religions1:39:38 - Problems with the Far Right movements1:46:24 - Uncovering the Corruption in the UK1:49:47 - Insights into the Unreliability of the Bible2:00:10 - Analysing the Bible's errors & corruption2:07:08 - Inconsistencies in Christian theology2:08:52 - Message to Christians2:15:38 - Praying after taking ADHD medication 2:22:36 - Roy (Christian) joins2:23:01 - Arguments for the Bible's reliability 2:26:03 - Debunking Roy's arguments for the Bible 2:35:40 - Debate on the authenticity of the Bible2:54:27 - Who was Jesus pbuh sent for?3:03:11 - 1000 H (Christian) joins3:04:26 - Claim about the Qur'an's preservation3:06:35 - Establishing the Qur'an's preservation3:10:52 - Mechanism of the Qur'an's preservation3:14:56 - Dawah to 1000 H: The Message of Islam3:22:17 - Refutation of the claim of Jesus' divinity3:25:15 - Message to the Viewers3:31:27 - Closing Remarks & Wrapping UpSupport the show

In this episode, we examine the S&P 500's refusal to allow SpaceX's fast-track entry, which also impacts OpenAI and Anthropic's IPO prospects. We also discuss Google's $920 million monthly deal with SpaceX for AI compute power and escalating enterprise spending on AI token budgets.Chapters00:00 Introduction00:16 S&P 500 Denies SpaceX Fast-Track00:27 Google's Compute Deal with SpaceX00:33 Enterprises Exceed AI Budgets00:53 Brian Chesky's AI Lab01:46 Investors in Competing AI Firms Show LinksGet the top 80+ AI Models for $8.99 at AI Box: ⁠⁠https://aibox.aiHow I Grow and Scale My Business with AI: https://www.skool.com/aihustleGet the AI Chat Daily Newsletter: https://www.aichatdaily.com/newsletter See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The guys talk Spurs-Knicks then are joined by ESPN's Nick Wagoner.

Wednesday, June 03, 2026

We planned to return to Obstacle Wonderland to cover their Rise of the Obstacles!  It has been 2 years since the last time that we covered their event which was the Boogie Wonderland! Unfortunately we needed to make a change due to travel exhaustion and in preperation for 3 more trips this month! Luckily we were able to have Mario Valentin on the show to talk about his experience at the event! We  talk about how he found OCR, the origin of his Super Smash Bros OCR Team, his favorite local events, his drive to create content, how the event went this past weekend, and much more! Start – 4:06 – Intro 4:06 – 15:39 – Quick News 15:39 – 18:01 – Content Preface 18:01 – 1:21:19 - Mario Valentin Interviews 1:21:19 – End – Outro Next weekend Mike will getting through his first Hyrox doubles in NYC and we have a WTM related interview lined up! ____ News Stories: DEKA Payouts Onsite at World Championships, Chicago, and NYC Hyrox Overhauls Elite Race Access Hyrox Ends Majors Hyrox Lyon Death Death at Cocodona One World Canine Run Sold Out Tatyana McFadden World Records Run Rise Collective Accidental First Marathon FIT Challenge Looking for Feedback Malin the Troll Burns Down Luca Pescollderungg Netflix Show OCRCWC 6K Team Podiums OCRCWC 15K Podiums: Men and Women OCRCWC 3K Podiums: Men and Women Water Ski Secret Link Amazon Disguise Secret Link Real Talk Secret Link Saving Ducks Secret Link Spicy Food Secret Link ____ Related Episodes: 380. Obstacle Wonderland's Boogie Weekend, 3 and 6 Hour Multi Lap Live Coverage! 382. New England OCR Expo! (Part 2: Athletes, Speeches, and Staff) 390. Spartan Citi Field With Elites And Vendors! 396. Savage Race Boston with Elites! 398. New England Spartan Super, Sprint, and Teddy Bear Crawl! 433. New England OCR Expo 2025! (Part 2: Athletes, Speeches, and Awards) 483. New England OCR Expo 2026! (Part 2: Table Recordings, Military Panel, and Awards) ____ The OCR Report Patreon Supporters: Jason Dupree, Kim DeVoss, Samantha Thompson, Matt Puntin, Brad Kiehl, Charlotte Engelman, Erin Grindstaff, Hank Stefano, Arlene Stefano, Laura Ritter, Steven Ritter, Sofia Harnedy, Kenny West, Cheryl Miller, Jessica Johnson, Scott "The Fayne" Knowles, Nick Ryker, Christopher Hoover, Kevin Gregory Jr., Evan Eirich, Ashley Reis, Brent George, Justin Manning, Wendell Lagosh, Logan Nagle, Angela Bowers, Asa Coddington, Thomas Petersen, Seth Rinderknecht, Bonnie Wilson, Steve Bacon from The New England OCR Expo, Robert Landman, Shell Luccketta Jules Estes, and Alan "Muddy Duck" Moore. Sponsored Athletes: Javier Escobar, Kelly Sullivan, Ryan Brizzolara, Joshua Reid, and Kevin Gregory! Support us on Patreon for exclusive content and access to our Facebook group Check out our Threadless Shop Use coupon code "adventure" for 15% off MudGear products Use coupon code "ocrreport20" for 20% off Caterpy products Like us on Facebook: Obstacle Running Adventures Follow our podcast on Instagram: @ObstacleRunningAdventures Write us an email: obstaclerunningadventures@gmail.com Subscribe on Youtube: Obstacle Running Adventures Intro music - "Streaker" by: Straight Up Outro music - "Iron Paw" by: Dubbest

Nik Shaw is an American digital creator, volleyball player and enthusiast. He is the founder/pioneer for "Highline" volleyball - a new tournament series on the beach in the South Bay Area. His ideas on where this is- and where it is going - is indeed, a journey worthy of following. 01:37 - "Highline Volleyball," the idea, the pioneering, and the mission, plus, open level players and open level ideas, and finding a way to bring them together 10:55 - Transcendent players, who are they or who can they be? Plus, the camera loves Troy Field 20:00 - Obstacles on what is in the way of the success of volleyball, the tournaments, the league, the sport 31:23 - finding player back stories, the excitement of watching Savvy Simo (Cory) the last month, what's next for Highline, thoughts on the league, what sport should volleyball emulate to take a next step 46:33 - The power of regional support - it is amazing, plus, why are they laughing when they lose? 1:00:12 - top 5 defenders, the best player in the world, plus, who is the GOAT? The movie and cult classic "Side Out," the inciting incident that saved the UFC 1:31:44 - the conflicting forces of endgame vs residual success vs evolution, Toni Rodriguez and her bionic woman story 1:45:44 - Calling people in on the live set

Rerun from Late May 2023 episode 24 picked at random. BTW, I'm feeling great and finally took some antibiotics for that cough I've been fighting for months It's gone now. I'm just too stubborn some times. This episode covers twin flame energy, blocked relationships, legal and family obstacles, codependency, and true love timings. Will they come back? Are they thinking of you? Pick your element and find out. Medium (SEO blog/podcast show notes): Looking for a tarot love reading that goes deep? In this episode, intuitive tarot reader Acacia delivers detailed relationship spreads for fire, water, air, and earth signs — covering everything from twin flame connections and false twin flame energy to legal delays, family interference, and emotional blockages keeping you from your person. Each reading explores: • Will they come back? Current energy and timing • Do they think about you? Mental and emotional states revealed • What's blocking your relationship? Obstacles, shadow energy, and hidden fears • Twin flame or false twin flame? How to tell the difference • Relationship outcome: True love, new beginnings, and soulmate potential Whether you're waiting on a slow burn romance, navigating a complicated situation, or wondering if someone is your once-in-a-lifetime love — these readings offer clarity, validation, and guidance. Keywords naturally included: tarot love reading, twin flame tarot, will they come back tarot, relationship tarot reading 2026, tarot reading by element, soulmate tarot, blocked relationship tarot, free tarot love reading, tarot for fire signs, tarot for water signs, tarot for earth signs, tarot for air signs. ⚠️ These are performances and for entertainment purposes only. Make Good Decisions www.lovesexandtarot.com lovesexandtarot@gmail.com Socials: @lovesexandtarot Find me on YouTube and TikTok

This episode is a companion to two previous EOLU Podcast episodes and a Substack post on Medical Aid in Dying. Here I share the story of a colleague with ALS who wanted to use MAID and my thoughts about grief after a chosen death. This episode includes:Obstacles faced by many who want to use MAIDAmbiguous grief after death by MAIDGrief when the ending feels unfinishedRemembering not to postpone saying goodbyeLearn about my books hereCheck out End-of-Life University PodcastRead my latest Substack postMake a donation here

How do we respond when its seems like everything we try to do, or feel like God is leading us to do, meets a brick wall? In our message today we will examine how the Apostle Paul dealt with Satan when he blocked him from gong back to visit the young believers at Thessalonika. Too many times we simply give up when the obstacles we face might be there to help us develop and grow in our faith and relationship with God. We examine why God would allow Satan to tempt, block, discourage and distract us from trying to be obedient to God's word and will for our life. We also look at how Paul used what the world meant for evil and turned it around into something that brings God glory and extends his Kingdom. From 1st Thessalonians 2:17-3:5The 9th Message from our Study of the letters to the ThessaloniansThank you for listening to our podcast and we would love for you to subscribe to our page and share with others. Join us for our weekly worship online at www.firstbaptistblowingrock.com or our Youtube page. Contact us at office@firstbaptistblowingrock.com or by phone @ 828-295-7715

The sermon centers on the destructive power of unbiblical expectations, using Naaman's reaction to Elisha's simple healing instruction as a pivotal illustration. It argues that when individuals impose unrealistic or self-centered expectations on God, others, or life circumstances, they become blind to divine provision, lose joy, and foster resentment, frustration, and relational damage. The message emphasizes that true gratitude and spiritual freedom come not from demanding life conform to our desires, but from surrendering expectations and embracing God's sovereign, often unexpected, ways of blessing. Through personal anecdotes, cultural critiques, and biblical examples—from the Emmaus disciples to Stephen Hawking—the preacher calls believers to humility, gratitude, and a radical release of expectations in order to experience God's abundant life and restore joy in relationships, worship, and daily living.

This episode is a replay from The Existential Stoic library. Enjoy! Are you living your best life? Should we chase our dreams? In this episode, Danny and Randy discuss the dark side of chasing your dreams.Subscribe to ESP's YouTube Channel! Thanks for listening!  Do you have a question you want answered in a future episode? If so, send your question to: existentialstoic@protonmail.com  

KittyAnn is a multi-talented artist, entrepreneur, wife, and mother of six who is proving that it's never too late to pursue your dreams. After spending a lifetime singing, she officially stepped into music professionally this year, bringing with her a wealth of life experience, resilience, and authenticity. Her debut single “I Miss You” is deeply personal, drawing from real-life emotions and experiences that many listeners can relate to. Beyond music, KittyAnn is also a model and the CEO of TheKittyShow podcast, balancing multiple roles while remaining committed to inspiring others through her story. In this interview, she opens up about vulnerability in songwriting, overcoming obstacles, managing family life and business, and the rewarding feeling of finally sharing music she wrote herself with the world. Through honesty, determination, and passion, KittyAnn is building a platform that reflects both her journey and her purpose.

If your prospects are ghosting you, dragging their feet, or making the final decision based on whoever has the lowest number, the problem probably isn't your price. It's that you're selling the plunger. In this episode, Todd Dawalt breaks down why most contractors spend too much time talking about their company and not enough time talking about what the client actually wants. He shares a four-step sales framework for getting prospects to make faster decisions, stop hiding their budget, and see you as the obvious choice. Todd walks through how to uncover the desired end result, identify the risks and obstacles standing in the way, position yourself as the path of least resistance, and introduce the investment only after the value is fully established. If you've been winging the sales process and wondering why deals keep stalling out, this episode gives you a repeatable framework you can put to work right away.

We had plans to do an athlete interview this week but language barriers slowed things down a bit.  Quick reminder that if you speak another language in addition to English, we would love the help of a translator to reduce the barriers to communication with athletes! Between that and the fact that Mike is currently in an uber on the way to the airport at 3:26 AM Friday morning for a work conference in San Fransisco as he/I write this, we needed to make a stress free pivot! Because of this, we are rereleasing episode 138. Bridge to Bridge 12k Run with Angela Melchiori!! originally released August 26th, 2019 which is interesting as Katelyn brought up because while that was released on Mike's/my birthday, this one is being released on Katelyn's birthday! Start – 4:34 – Intro 4:34 – 9:44 – Quick News 9:44 – 11:42 – Content Preface 11:42 – 40:53 - reRUN of  138. Bridge to Bridge 12k Run with Angela Melchiori!! 40:53 – End – Outro Next weekend may be an episode on the Spartan USNS West Series or Rise of the Obstacles at Obstacle Wonderland in person coverage! ____ News Stories: Kirk DeWindt Wins Superior Spring 50K Walking the Perimeter of the United States DEKA World Championships in Fort Worth, Texas on December 10th-13th Amelia Boone Surgery Spartan USNS West Series Leaderboard Tough Mudder London West Podiums Purple Cobras Secret Link Puffer Jackets Secret Link Cough Drops Secret Link Alphabet Greetings Secret Link Track Coach Secret Link ____ Related Episodes: 138. Bridge to Bridge 12k Run with Angela Melchiori! ____   The OCR Report Patreon Supporters: Jason Dupree, Kim DeVoss, Samantha Thompson, Matt Puntin, Brad Kiehl, Charlotte Engelman, Erin Grindstaff, Hank Stefano, Arlene Stefano, Laura Ritter, Steven Ritter, Sofia Harnedy, Kenny West, Cheryl Miller, Jessica Johnson, Scott "The Fayne" Knowles, Nick Ryker, Christopher Hoover, Kevin Gregory Jr., Evan Eirich, Ashley Reis, Brent George, Justin Manning, Wendell Lagosh, Logan Nagle, Angela Bowers, Asa Coddington, Thomas Petersen, Seth Rinderknecht, Bonnie Wilson, Steve Bacon from The New England OCR Expo, Robert Landman, Shell Luccketta Jules Estes, and Alan "Muddy Duck" Moore. Sponsored Athletes: Javier Escobar, Kelly Sullivan, Ryan Brizzolara, Joshua Reid, and Kevin Gregory! Support us on Patreon for exclusive content and access to our Facebook group Check out our Threadless Shop Use coupon code "adventure" for 15% off MudGear products Use coupon code "ocrreport20" for 20% off Caterpy products Like us on Facebook: Obstacle Running Adventures Follow our podcast on Instagram: @ObstacleRunningAdventures Write us an email: obstaclerunningadventures@gmail.com Subscribe on Youtube: Obstacle Running Adventures Intro music - "Streaker" by: Straight Up Outro music - "Iron Paw" by: Dubbest

“Obstacles” was a teaching given by Ajahn Brahm during the 2001 Rain's Retreat at Bodhinyana Monastery. The main audience was the Sangha.   A transcription is available here:  https://bswa.org/teaching/obstacles/ Support us on https://ko-fi.com/thebuddhistsocietyofwa BSWA teachings are available: BSWA Teachings BSWA Podcast Channel BSWA DeeperDhamma Podbean Channel BSWA YouTube

On apprend très tôt aux enfants à se contrôler, à se calmer, à “bien se comporter”. Mais on leur apprend rarement à comprendre ce qui se passe à l'intérieur d'eux.Aurélie Lamy est préparatrice cérébrale. Elle accompagne de grands champions et championnes dans leur carrière, notamment en F1, elle a aussi collaboré avec le XV de France sous l'ère Galthié.Son travail ne consiste pas à optimiser la performance, mais à aider chacun à mieux utiliser son cerveau pour s'adapter aux situations, aux émotions, aux défis du quotidien.Dans cet épisode, elle explique qu'on ne fonctionne pas avec un seul cerveau, mais avec trois dynamiques : analytique, émotionnelle et instinctive. Et que tout l'enjeu, dès l'enfance, est d'apprendre à naviguer entre elles plutôt que de subir celle qui prend toute la place.On parle de co-régulation, du rôle clé des parents pour aider les enfants à apprivoiser leurs émotions, de l'impact des mots — parce que verbaliser diminue déjà la charge émotionnelle — mais aussi de ce qu'on fait de l'échec, de la pression, et de tout ce qui traverse un enfant sans qu'il sache toujours l'exprimer.Aurélie partage aussi des outils très concrets : revenir au corps, passer par le mouvement, sentir, respirer, pour sortir du mental et retrouver de l'apaisement.Un épisode pour comprendre que l'équilibre émotionnel ne passe pas par le contrôle, mais par la conscienceAu programme :

1pm hour of The K&C Masterpiece!

Why do we read the story of Ruth on Shavuot? Beneath the surface of this beautiful Megillah lies one of the most dramatic stories in all of Tanach, famine, exile, conversion, controversy, loss, courage, and the hidden birth of redemption.In this class, Rabbi Yisroel Bernath explores the deeper story behind Ruth, Naomi, and Boaz through Midrash, Talmud, Zohar, and Kabbalah. Together we'll uncover the shocking halachic debate surrounding Ruth's conversion, the spiritual meaning behind her loyalty, and the extraordinary chain of Divine Providence that ultimately gave birth to King David and Moshiach. This is a story about what happens when life appears to fall apart… only to reveal a deeper plan unfolding underneath it all.Key Points: • Why Elimelech abandoned the Jewish people during the famine and the consequences that followed • Ruth's radical choice to embrace Judaism despite uncertainty and rejection • The deeper meaning of “Where you go, I will go” according to the Talmud • Boaz, Ruth, and the hidden hand of Divine Providence • The controversial halachic debate: Could Ruth even marry into the Jewish people? • Why King David's lineage was questioned generations later • The spiritual lesson of apparent failure, loss, and hidden redemption • How the story of Ruth became the blueprint for MoshiachA Brand-New Four Part Kabbalah Series - Turning Walls into DoorwaysHow to Transform Life's Obstacles into the Path to Your Greatest GrowthWhy do we keep hitting the same emotional walls? Why do certain fears, insecurities, patterns, and painful circumstances keep showing up in our lives, despite our best efforts to change? Access HERE https://www.jewishndg.com/civicrm/event/info?reset=1&id=102 Available now:Paperback: https://www.amazon.com/Forgiveness-Experiment-What-Would-Your/dp/1069217638Kindle: https://www.amazon.com/dp/B0FR2QNJL6Audiobook: https://bit.ly/4tPFZhVSupport the showGot your own question for Rabbi Bernath? He can be reached at rabbi@jewishndg.com or http://www.theloverabbi.comSingle? You can make a profile on www.JMontreal.com and Rabbi Bernath will help you find that special someone.Donate and support Rabbi Bernath's work http://www.jewishndg.com/donateFollow Rabbi Bernath's YouTube Channel https://www.youtube.com/user/ybernathAccess Rabbi Bernath's Articles on Relationships https://medium.com/@loverabbi

My subject today is: “5 POWERFUL THINGS THAT HAPPEN WHEN YOUR BURDEN IGNITES YOUR VISION.” These things become evidence that something is happening in a special way. Obstacles are removed, and circumstances change. I cannot wait for you to hear me talk about this with you today.

Ceci est une extrait de l'épisode 308 avec PhD Anne Laure Le CunffJe ne sais pas vous, mais j'ai la sensation que dans cette société on nous pousse à chercher les bonnes réponses, à sécuriser nos choix, et donc à éviter l'échec. Sauf qu' à force, on a désappris quelque chose d'essentiel : expérimenter.Anne-Laure Le Cunff est docteure en neurosciences au prestigieux King's College de London, entrepreneuse et chercheuse. Ancienne cadre dans l'équipe santé digitale de Google, elle a fondé Ness Labs et a quitté une carrière classique dans un des GAFA pour explorer une autre manière de vivre et de penser, plus alignée avec la curiosité. À travers son travail quotidien et son livre “Petites expérimentations pour vivre en grand" elle défend une idée simple : avancer ne passe pas par la certitude, mais par l'expérimentation.Dans cet épisode, elle explique pourquoi notre cerveau préfère la sécurité à l'inconnu, pourquoi les transitions de vie — ces espaces “entre deux” — nous déstabilisent autant, et comment on peut apprendre à naviguer autrement. On parle de prise de décision, de peur, de changement d'identité, et de cette tendance à vouloir que tout fasse sens immédiatement.Elle propose aussi des outils concrets, notamment avec les enfants : transformer le quotidien en laboratoire, tester, observer, ajuster, sans jugement. Parce que c'est comme ça qu'on apprend vraiment.Un épisode pour sortir du besoin de certitude et réapprendre à explorerAu programme :

Welcome to the Purple Patch Podcast! On this episode, IRONMAN Master Coach Matt Dixon discusses the importance of resilience and coaching in overcoming setbacks in athletic performance. He emphasizes that athletes who come back stronger often do so with the right perspective, support, and a smart plan. Dixon shares his personal journey from failing to make the Olympic team to becoming a professional triathlete and later a coach, highlighting the value of health and holistic training. He outlines three comeback scenarios: overcoming injury, failing a goal, and returning after a long break, using examples like Sarah Piampiano's recovery from a femur fracture. Dixon stresses the importance of mindset, leveraging strengths, and seeking professional guidance to navigate challenges effectively.   Purple Patch and Episode Resources Hiring Purple Patch Coach: https://www.purplepatchfitness.com/careers-page  Fast Track Run Squad: purplepatchfitness.com/fasttrackmarathon Check out our world-class coaching and training options: Tri Squad: https://www.purplepatchfitness.com/squad 1:1 Coaching: https://www.purplepatchfitness.com/11-coached Run Squad: https://www.purplepatchfitness/com/run-squad Strength Squad: https://www.purplepatchfitness.com/strength-1 Live & On-Demand Bike Sessions: https://www.purplepatchfitness.com/bike Get a free needs assessment and learn more about our programs: https://purplepatchfitness.simplybook.me/v2/#book/service/19  Live in San Francisco? Explore the Purple Patch Performance Center: https://center.purplepatchfitness.com  Everything you need to know about our methodology: https://www.purplepatchfitness.com/our-methodology Amplify your approach to nutrition with Purple Patch + Fuelin https://www.fuelin.com/purplepatch Get access to our free training resources, insight-packed newsletter and more at purplepatchfitness.com  

Adam Wexler was the Founder of PrizePicks, the largest paid fantasy sports platform. A career entrepreneur, he's known for resilience and customer-first innovation. He now focuses on vision, leadership, and new ventures. Top 3 Value Bombs 1. When you find product-market fit, don't quit; double down and do whatever it takes to make it to the other side of adversity. 2. Obstacles are not dead ends; they are opportunities to get resourceful and build leverage. 3. You don't need every conversation to change your life just one unique nugget from each interaction can propel you forward. Check out Adam's fantasy sports platform - PrizePicks Sponsors HighLevel - The ultimate all-in-one platform for entrepreneurs, marketers, coaches, and agencies. Learn more at HighLevelFire.com. 50 - Join JLD on his free '50 days to something' video series on YouTube and create something special in 50 days. Revenued - Built for small business owners who need fast, flexible access to working capital, without relying on your personal credit score. Apply now at Revenued.com/fire.

THIS is how you moved that mountain.https://www.curlynikki.com/the-cure-daily-devotional-april-28.html