Podcasts about ODA

Episode Summary      On January 18, 2018, in Helmand Province, Afghanistan, Green Beret combat medic Luke Sciulli stopped being the medic and became the patient. A booby-trapped building collapsed on him during a personnel-recovery operation, fracturing his C4, C5, and C6 vertebrae, both scapulas, and his pelvis, and leaving him with a spinal cord injury at C5. In this episode of WarDocs, SFC(R) Luke Sciulli walks through that day and the MEDEVAC chain that followed — forward surgical team, Kandahar, Landstuhl, and Walter Reed — and explains how living through the system he once operated permanently reshaped his view of casualty care, pain management, and patient advocacy.   SFC(R) Sciulli is candid about the recovery that nearly broke him. He describes the culture shock of moving from elite combat operations to a 30-bed spinal cord injury ward populated largely by elderly veterans, and the slow, deliberate realization that, in his words, the only person who was going to make his life better was him. He maps the framework that pulled him back — physical health, mental health, and career — and offers a direct message to wounded operators who cannot get out of bed: the discipline that earned the Beret, the Tab, or the Trident is still inside them.   The conversation then widens into the operational and strategic challenges Sciulli has tackled across an extraordinary career. He compares civilian and military trauma systems and argues that surgeons in major American cities now see more penetrating trauma than many military providers — making military-civilian partnerships essential to keeping skills sharp. He recounts building a joint, combined MEDEVAC architecture across five African nations, and embedding at forward surgical teams in Ukraine just kilometers from the front, where 60 to 90 casualties a day exposed gaps in Role 1 and Role 2 doctrine, risk tolerance, and interoperability that U.S. tabletop exercises rarely surface.   SFC(R) Sciulli also draws on his time supervising a 216-bed field hospital at Columbia University during the 2020 COVID surge and his current work with Vigilant Consulting and Valinor Enterprises advising on tactical medical technology. He makes the case for predictive analytics, wearables, and automated resuscitation systems to force-multiply providers in large-scale combat operations — while confronting the risk-acceptance and accountability questions that slow adoption. He closes with the cause he intends to define his legacy: fixing the negligent disconnect that leaves SOF medics and operators underutilized in the civilian, defense, and healthcare worlds, and expanding the transition programs that turn their hard-won skills into lives saved at home. Chapters (00:00-01:10) Cold Open and Introduction (01:10-05:30) Becoming the Casualty in Helmand Province (05:30-11:30) The Recovery That Rewired Everything (11:30-15:45) Civilian and Military Medicine, Two Ways (15:45-22:45) Distance, Mass Casualties, and Lessons from Ukraine (22:45-32:30) Field Hospitals, Tactical Technology, and Risk (32:30-36:15) Recruiting the Next Force and a SOF Medic Legacy Chapter Summaries (00:00-01:10) Introduction Dr. Soderdahl frames the journey ahead: a Green Beret combat medic who became the patient on the wrong side of an IED blast and now drives technology and policy for the next war. The standard WarDocs welcome sets up a firsthand look at military medicine from the austere edge of combat to the front lines of innovation. (01:10-05:30) Becoming the Casualty in Helmand Province SFC(R) Sciulli recounts volunteering to backfill a buddy's ODA as senior medic and the January 18, 2018 operation in which a booby-trapped building collapsed onto him. He details catastrophic injuries — broken C4-C6, a C5 spinal cord injury, fractured scapulas and pelvis — and the MEDEVAC through the forward surgical team toward higher care, including how his teammates stabilized and moved him. (05:30-11:30) The Recovery That Rewired Everything He describes six months split between Walter Reed and the Tampa VA, the jolt of moving from combat to a spinal cord injury ward, and the loss of career, health, and identity overnight. The turning point came when he accepted that no one else could make his life better, and built a deliberate framework around physical health, mental health, and career. (11:30-15:45) Civilian and Military Medicine, Two Ways Drawing on his paramedic, firefighter, and critical-care flight background plus SF service, Sciulli argues civilian surgeons now out-rep many military providers on penetrating trauma, making military-civilian partnerships essential. He also reflects on serving as senior medical provider for SEAL Teams Two and Eight and why interoperability comes down to people and personality. (15:45-22:45) Distance, Mass Casualties, and Lessons from Ukraine He explains building a joint, combined MEDEVAC system across Chad, Niger, Nigeria, Cameroon, and Libya, then scales the problem to the Indo-Pacific and Eastern Europe. Embedded at forward surgical teams in Ukraine, he saw 60 to 90 casualties a day and learned hard lessons about volume, interoperability, civilian EMS integration, and U.S. risk tolerance. (22:45-32:30) Field Hospitals, Tactical Technology, and Risk SFC(R) Sciulli describes supervising a 216-bed COVID field hospital at Columbia University and why a military-style community made it work. He then identifies penetrating and shrapnel trauma as a top killer and makes the case for wearables, predictive analytics, and automated resuscitation — confronting the risk acceptance and human trust that slow adoption. (32:30-36:15) Recruiting the Next Force and a SOF Medic Legacy Speaking to students, residents, and recruiters, Sciulli reframes the pitch: the military needs people willing to operate beyond their comfort zone and scope, not just another credential. He closes on the legacy he intends to leave — fixing the negligent disconnect that leaves SOF medics and operators underutilized after service. Take Home Messages Experiencing Care Builds the Best Advocates: Living through the casualty evacuation chain as the patient teaches lessons no provider can learn from the other side of the litter. Empathy, pain management, and patient advocacy take on new meaning once a clinician has been the one strapped to the litter. Recovery Is a Decision You Make Daily: The hardest part of catastrophic injury is mental, not physical. Progress comes from a conscious choice to get up and be better than yesterday, supported by resources but driven by personal ownership of physical health, mental health, and career. Keep Military Providers Sharp in Civilian Trauma: Civilian surgeons in major cities now see more penetrating trauma and polytrauma than many military clinicians. An integrated military-civilian system that rotates providers through high-volume civilian centers is essential to keeping wartime skills ready. Plan for Volume, Distance, and Interoperability: Future large-scale combat means moving casualties across oceans and continents while relying on host-nation, partner, and civilian systems. High casualty volumes and contested distance demand generalist skill, civilian EMS integration, and a higher tolerance for operational risk. Close the Gap Between Research and the Warfighter: Government funds enormous amounts of combat casualty research and technology that never reaches frontline providers fast enough. The mission is to translate proven findings and devices into the warfighter's hands tomorrow — not years from now.   Episode Keywords military medicine, combat medicine, Green Beret medic, 18D combat medic, special forces medic, combat casualty care, TCCC, spinal cord injury recovery, polytrauma, Helmand Province, Walter Reed, MEDEVAC, forward surgical team, Ukraine combat medicine, mass casualty, large scale combat operations, LSCO, prolonged field care, tactical medicine, medical device innovation, SOF medic, military civilian partnership, WarDocs, Luke Sciulli, veteran resilience, penetrating trauma   Hashtags #MilitaryMedicine, #CombatMedicine, #GreenBeret, #WarDocs, #CombatCasualtyCare, #SOFMedic, #VeteranResilience, #TacticalMedicine   Honoring the Legacy and Preserving the History of Military Medicine The WarDocs Mission- WarDocs exists to honor the legacy of Military Medicine, preserve its history, and inspire every generation — across all Services, Corps, and Ranks — to serve with excellence and pride. Through mentorship, coaching, and education, we equip those considering, entering, and serving in military medicine with the knowledge, connections, and community they need to thrive. We celebrate Who we are, What we do, and, most importantly, How we serve Our Patients, the DoW, and Our Nation. Find out more and join Team WarDocs at https://www.wardocspodcast.com/ Check our list of previous guest episodes at https://www.wardocspodcast.com/our-guests Subscribe and Like our Videos on our YouTube Channel: https://www.youtube.com/@wardocspodcast Listen to the "What We Are For" Episode 47. https://bit.ly/3r87Afm WarDocs- The Military Medicine Podcast is a Non-Profit, Tax-exempt-501(c)(3) Veteran Run Organization run by volunteers. All donations are tax-deductible and go to honoring and preserving the history, experiences, successes, and lessons learned in Military Medicine. A tax receipt will be sent to you. WARDOCS documents the experiences, contributions, and innovations of all military medicine Services, ranks, and Corps who are affectionately called "Docs" as a sign of respect, trust, and confidence on and off the battlefield, demonstrating dedication to the medical care of fellow comrades in arms. Follow Us on Social Media Twitter: @wardocspodcast Facebook: WarDocs Podcast Instagram: @wardocspodcast LinkedIn: WarDocs-The Military Medicine Podcast YouTube Channel: https://www.youtube.com/@wardocspodcast  

Hoy recuperamos algunos momentos de las conversaciones con Irene Vallejo y Rosa Montero, donde exploran la importancia de la narrativa y el aprendizaje a través de la literatura. Irene Vallejo comparte cómo transforma datos e información en cuentos cautivadores, recordando las historias que su madre le contaba y enfatizando que aprender puede ser un placer profundo, no una tarea tediosa. Rosa Montero reflexiona sobre su evolución en la percepción de las mujeres a lo largo de su carrera, destacando las historias olvidadas de mujeres notables que han sido borradas de la historia patriarcal. Ambas autoras abordan el desafío de manejar la fama y el ruido que la acompaña, subrayando la importancia de mantenerse centradas en lo que realmente importa. Asi, en la voz de estas dos grandes autoras españolas, obtenemos valiosas perspectivas sobre la escritura, la historia de las mujeres y la relación con la lectura, inspirando a los oyentes a redescubrir el placer de los libros. Gracias por escuchar Espiral, el podcast de Karen Codner.  Si disfrutas de estas conversaciones, tu apoyo hace una gran diferencia: deja tu comentario, valora Espiral en tu plataforma favorita y comparte el podcast con quienes también disfrutan de las buenas historias. Y para seguir conectados, visita karencodner.com y suscríbete a Oda, la newsletter donde cada semana encontrarás inspiración, lecturas y nuevas ideas para alimentar tu propia espiral creativa. Capítulos del episodio: - 00:08: Introducción al programa Espiral - 00:30: La narrativa y el aprendizaje - 11:53: Presentación de Rosa Montero - 13:26: Evolución en la visión sobre las mujeres - 18:43: Historias olvidadas de mujeres - 20:47: Manejando la fama y el enfoque vital - 27:23: Cierre del episodio Puntos clave: - Transformar datos e información en cuentos cautivadores puede convertir el aprendizaje en un placer profundo, desafiando la percepción de que aprender es aburrido y tedioso. - Es fundamental reconocer y visibilizar las historias olvidadas de mujeres notables que han sido borradas de la historia patriarcal, resaltando su impacto y contribuciones. - Manejar la fama requiere centrarse en lo que realmente importa en la vida, evitando el ruido externo y recordando la importancia de las relaciones personales y la autenticidad. En este episodio se habla de 1. Irene Vallejo 2. Rosa Montero 3. narrativa 4. aprendizaje 5. literatura 6. historias de mujeres 7. historia patriarcal 8. fama 9. escritura 10. placer de los libros Learn more about your ad choices. Visit megaphone.fm/adchoices

Vince Makela enlisted in the U.S. Army while he was still in high school. After basic training, he specialized in communications and dreamed of flight school. When that dream didn't come true, Makela set his sights on another impressive goal - becoming a Green Beret.Several years later, he found himself in one of the first American units to set foot in Afghanistan after the 9/11 terrorist attacks. Operational Detachment Alpha (ODA) 595 not only achieved amazing results, but the men also became widely known as the "Horse Soldiers."In this edition of Veterans Chronicles, Makela takes us from basic training to a very meaningful early deployment to Korea. He also walks us through selection and qualifying for U.S. Army Special Forces and his vivid memories of 9/11.From there, Makela explains how ODA 595 was quickly ordered to prepare for deployment and draw up plans for its operation in Afghanistan. You'll also hear how no one in the unit was expecting to become a horse soldier and how they adapted rather quickly to the mission.Finally, Makela tells about the part of that mission that he still considers the highlight of his military career.

En este nuevo capítulo de Cuestionario Espiral, Juan Pablo Villalobos habla sobre su idea de la felicidad, el miedo que le produce la muerte, sus influencias literarias, la importancia de la lectura y de la vida cotidiana. Una conversación íntima en la que el autor mexicano comparte respuestas inesperadas.  Gracias por escuchar Espiral, el podcast de Karen Codner.  Si disfrutas de estas conversaciones, tu apoyo hace una gran diferencia: deja tu comentario, valora Espiral en tu plataforma favorita y comparte el podcast con quienes también disfrutan de las buenas historias. Y para seguir conectados, visita karencodner.com y suscríbete a Oda, la newsletter donde cada semana encontrarás inspiración, lecturas y nuevas ideas para alimentar tu propia espiral creativa. Cuestionario Espiral Juan Pablo Villalobos KC: Hola, Juan Pablo, ¿cómo estás? JPV: Hola, Karen. Muy bien, ¿y tú? KC: Muy bien, muy contenta de tenerte hoy en Cuestionario Espiral. Cuéntame. ¿En qué andas hoy? ¿Qué hiciste en la mañana? JPV: Hoy escribí. Va a parecer una cosa pretenciosa, pero sí, hoy realmente escribí. KC: Muy bien, entonces vamos a empezar con el Cuestionario. ¿Cuál es tu idea de la felicidad? JPV: La familia, la escritura y la naturaleza. KC: ¿Cuál es tu mayor miedo? JPV: La muerte. KC: ¿Qué es lo que más te molesta de ti mismo? JPV: Las inseguridades. KC: ¿Qué es lo que más te molesta en los demás? JPV: La inconstancia. KC: ¿A qué escritor o escritora viva admiras? JPV: Muchos. Pues te digo dos, Pablo Katchadjian y Margarita García Robayo. KC: ¿A qué escritor o escritora muerta admiras? JPV: Uf, muchísimos. Ahora mismo estoy pasando por una época muy decimonónica y estoy bastante obsesionado con Tolstói. KC: ¿Hoy a qué hora desayunaste? JPV: Hoy a las nueve y media. KC: ¿Y qué desayunaste? JPV: Una empanada de atún y un café con leche. KC: ¿A qué hora fue la última vez que comiste anoche? JPV: A las diez. KC: ¿Haces deporte? JPV: Solo caminar bastante. Hago paseos largos en la montaña. KC: ¿Agenda de papel? JPV: No. KC: ¿Cuál es tu mayor vicio? JPV: La comida. KC: ¿Cuándo mientes? JPV: Cuando me hacen entrevistas. KC: ¿Quién ha sido la mayor influencia en tu vida? JPV: Uf, qué difícil. Mi madre. KC: ¿Ayer cuándo te sentiste feliz? JPV: Viendo el partido de la Champions con mi hijo. KC: ¿Antes de acostarte siempre? JPV: Leo KC: ¿Qué te hace reír? JPV: La complicidad con el otro. KC: ¿Té o café? JPV: Café. KC: ¿Azúcar o endulzante? JPV: Nada. KC: ¿Vino o champán? JPV: Vino. KC: ¿Lo que más te inspira? JPV: La realidad. KC: ¿Qué es TikTok para ti? JPV: No lo conozco. KC: ¿De qué edad te sientes hoy? JPV: Cincuenta y tres. Tengo cincuenta y dos. Me estoy anticipando. No sé, llevo todo el año diciendo que tengo cincuenta y tres años cuando tengo cincuenta y dos.  KC: Bueno, a mí el año pasado me pasó eso. JPV: O sea, estoy unos meses más viejo de lo que soy. KC: ¿Has sentido odio? JPV: Sí, claro. KC: ¿Qué te hace enojar? JPV: La corrupción. KC: ¿Cuál es tu mayor lujo? JPV: Mi cotidianidad. KC: ¿Haces selfies? JPV: No. KC: ¿Qué es lo más aventurero que has hecho? JPV: Casarme con una brasileña. KC: ¿Mac o PC? JPV: Ahora Mac, pero casi siempre fui PC. KC: Se dicen 99% de trabajo y 1% de inspiración. ¿Qué opinas? JPV: 70-30. KC: Un consejo para escritores que comienzan. JPV: Que hay que leer. No sé. KC: Un acierto que has cometido en tu carrera. JPV: No publicar lo que no me gusta. KC: Un error que has cometido en tu carrera. JPV: Hacer demasiados chistes. KC: ¿Qué es Dios para ti? JPV: Es algo que va cambiando. Ahora mismo es una idea. KC: ¿Cómo te relajas? JPV: Escuchando música. KC: ¿Tienes un hobby? JPV: No creo en los hobbies. KC: ¿Fama o dinero? JPV: Dinero. KC: ¿Audiolibro o libro en digital? JPV: Expuesto a escoger, audiolibro. KC: ¿Qué es para ti el amor? JPV: Constancia y respeto. KC: Juan Pablo, te quiero decir que eres el primero de ya no sé cuántas personas he entrevistado aquí, que me dice con tal seguridad “dinero”. Todos los demás, que las dos, qué bueno, qué no sé, que ninguno. Gracias, por eso dije: "bien, bravo, Juan Pablo, bravo”. Una pregunta, ¿dónde te pueden contactar por si quieren tomar talleres contigo? ¿Haces talleres solo presenciales o también por Zoom? JPV: Bueno, ahora es difícil porque me he vuelto un señor en una caverna y no tengo redes, y me he ido de todos los lugares existentes del mundo virtual, todo lo mío funciona por boca oreja, por una comunidad que se va expandiendo. Y luego, cuando hago talleres a través de instituciones o de librerías, universidades, pues ya ellos hacen la publicidad y ya está. Pero digamos que en este momento hay que venir y tocar la puerta de mi estudio.  KC: Del hipopótamo. JPV: Hay que buscar el hipopótamo de la puerta de cristal. KC: Juan Pablo, muchas, muchas gracias por haber contestado hoy este Cuestionario espiral. Se supone que con tanta…ay, se me fue la palabra. JPV: Hipocresía. KC: No, se supone que fue con sinceridad, digamos, y no mentiste, pero ya no sé. Todo puede ser llevado a la duda, pero no importa, lo pasamos muy bien. Muchas gracias, Juan Pablo, por haber estado aquí. JPV: Gracias a ti, Karen. Hasta luego. KC: Chao. Learn more about your ad choices. Visit megaphone.fm/adchoices

Listen to the full podcast: https://bit.ly/SKMPKAYLYNNAnime is not a niche hobby and it is definitely not “for kids" it's one of the sharpest storytelling engines on the planet. Kaylynn, aka Anime with KK, has built a career, a cosplay business, and a K-pop dance trio around proving that theory right, and today we put it to the test. We trace how a culture that got Hello Kittied after Hiroshima ended up exporting the biggest unifying force in youth culture worldwide, why the Jolly Roger from One Piece is showing up at protests across the globe, and why cosplay isn't costume play, it's identity work. Somewhere in the middle of arguing about Bleach, Sanji, and Usopp, we accidentally answer a much bigger question about why an entire generation needed somewhere else to go.Follow Kaylynn:Instagram: https://www.instagram.com/animewithkk/TikTok: https://www.tiktok.com/@anime_kkYouTube: https://www.youtube.com/@AnimewithKK00:38 How She Got Into Cosplay03:34 Anime As Escape05:15 Why Anime Gets So Heavy08:52 Cyberpunk Edgerunners In 10 Episodes10:02 Samurai Champloo & Watanabe24:04 Entering A New Timeline (Bleach)29:01 Zoro's Backstory Hooked Her31:14 WIT Studio Redoing One Piece34:22 Oda's Insane Work Schedule37:14 Art As A Response To Cultural Rupture39:00 Anime Gym Bros And Gym Girls42:30 The One Piece Bag Tag Story44:52 From Dance Class To Cosplay Trio47:56 "I'm An Otaku"Listen to the complete episodes of Sky King's Mental Playground, sign up at skmp.supercast.comFollow Sky on XSubscribe on YouTubeFollow Sky on Instagram Hosted on Acast. See acast.com/privacy for more information.

Migración, lengua, familia y humor. En este nuevo capítulo el escritor mexicano Juan Pablo Villalobos reflexiona sobre la experiencia de vivir entre países y lenguas, la escritura como una exploración y las preguntas que lo siguen acompañando luego de más de veinte años fuera de México.  Gracias por escuchar Espiral, el podcast de Karen Codner.  Si disfrutas de estas conversaciones, tu apoyo hace una gran diferencia: deja tu comentario, valora Espiral en tu plataforma favorita y comparte el podcast con quienes también disfrutan de las buenas historias. Y para seguir conectados, visita karencodner.com y suscríbete a Oda, la newsletter donde cada semana encontrarás inspiración, lecturas y nuevas ideas para alimentar tu propia espiral creativa. Resumen del episodio Juan Pablo Villalobos, un destacado autor mexicano, comparte su visión sobre la escritura, la identidad y la migración en esta profunda conversación. Reflexiona sobre cómo su vida en México, Brasil y España ha moldeado su percepción de pertenencia y su estilo literario. Villalobos destaca la importancia de mantenerse conectado con el mundo, a pesar de la soledad que a menudo acompaña a la escritura. A lo largo del episodio, explora su relación con el español y el portugués, y cómo este cruce de lenguas ha influido en su obra. Además, aborda la autoficción y el humor como herramientas narrativas, enfatizando que su escritura surge de la lectura y de un persistente sentido de inadecuación. Con un enfoque en la duración y la complejidad en sus narrativas, Villalobos aboga por un proceso de escritura que resista la superficialidad de la era moderna. Esta conversación no solo ofrece una mirada a su vida como escritor, sino también a su filosofía sobre el arte y la existencia. Contenidos 00:00: Introducción a Juan Pablo Villalobos 00:04: La rutina de escritura 00:07: Identidad y migración 00:12: Experiencia en Brasil 00:15: La lengua en la escritura 00:19: La evolución de su escritura 00:24: La importancia de la duración 00:30: Conflictos con el origen 00:36: Autoficción en su obra 00:43: El humor en la narrativa 00:51: El hipopótamo en su estudio 00:54: La relación con su perro 00:56: El rol de la docencia 01:00: Escritura a mano y terapia 01:08: Aprendizajes en la escritura Temas comentados en este episodio La escritura debe estar en diálogo con el mundo y las personas, no solo surgir de la introspección, para evitar la fragmentación y la pérdida de complejidad en la narrativa. Villalobos aboga por la escritura prolongada como un medio para alcanzar profundidad y complejidad, resistiendo la superficialidad de la era moderna. Su sentido de inadecuación y la influencia de la lectura son motores fundamentales de su escritura, que busca explorar la identidad y la pertenencia en contextos multiculturales. Links: karencodner.com Libros mencionados: Fiesta de la madriguera by Juan Pablo Villalobos El pasado anda atrás de nosotros by Juan Pablo Villalobos Te vendo un perro by Juan Pablo Villalobos Peluquería y letras by Juan Pablo Villalobos La invasión del pueblo, del espíritu by Juan Pablo Villalobos Personas mencionadas: Juan Pablo Villalobos - escritor (Guest) — Es autor de múltiples novelas y ha construido una obra marcada por el desplazamiento, la lengua y la pertenencia. Karen Codner - periodista y escritora — Presentadora del programa Espiral, donde entrevista a grandes escritores de habla hispana. | Juan Pablo Villalobos, escritura, identidad, migración, autoficción, literatura, humor, Barcelona, México, Brasil, lengua, pertenencia Learn more about your ad choices. Visit megaphone.fm/adchoices

One Piece chapter 1186 is here and this week we recorded the episode LIVE! We talk all about our disgust at the actions of the celestial Dragons and how Oda has done this too many times at this point lmfao.

Welcome to the One Piece at a Time Podcast where I'm joined by Brandon Bovia to read and discuss 5 chapters of the One Piece manga every week. And with both Luffy and Kaido pushed to their limit, it's time to bring this battle to a close. It's certainly more action-based than recent chapters but the big question is how satisfying is the end? And maybe, Oda can pull on the heartstrings one more time. Join us as we chat about Chapters 1046-1050 of One Piece!Preorder my book "A Communal History of Metroidvania Video Games!" https://www.lostincult.co.uk/metroidvaniaSupport the One Piece at a Time Patreon! https://www.patreon.com/DerrickBitnerCheck out more from Brandon Bovia! https://bsky.app/profile/brandonbovia.bsky.social

VOV1 - Hệ thống thông tin và nền tảng số hóa tài sản đấu giá Việt Nam vừa được ra mắt, đánh dấu bước tiến mới trong quá trình xây dựng hạ tầng dữ liệu số phục vụ lĩnh vực tài sản và đấu giá tài sản tại Việt Nam.Công ty TNHH Giải pháp Xã hội SSCorp Việt Nam cùng Đối tác chiến lược Công ty Đấu giá Hợp danh DVL vừa chính thức công bố và ra mắt Hệ thống thông tin & Nền tảng số hóa tài sản đấu giá Việt Nam, đánh dấu bước tiến mới trong quá trình xây dựng hạ tầng dữ liệu số phục vụ lĩnh vực tài sản và đấu giá tài sản tại Việt Nam, định hướng trở thành hạ tầng dữ liệu số của hệ sinh thái tài sản và đấu giá tài sản tại Việt Nam, mở ra cơ hội kết nối đầu tư hiệu quả.- Nâng cao hiệu quả, thúc đẩy giải ngân vốn ODA, vay ưu đãi nước ngoài.- VN-Index tăng điểm nhờ lực đẩy từ cổ phiếu Vin phiên cuối tuần trước.

Myles and Radell are BACK breaking down One Piece Chapter 1186 "Once More" and the takes are FLYING. Brooke's backstory wraps up, a brand new Celestial Dragon character enters the chat, and Luffy shows up to punch Imu clean in the face. Is Imu officially a fraud? We're putting the entire World Government on notice.https://linktr.ee/blacksenseisocietyTIMESTAMPS:0:00 Intro, Housekeeping5:55 Chapter 1186 "Once More" Begins10:11 Brooke Backstory Ranking (vs Frankie, Robin, Sanji, Ace)17:00 Imu's Dot Dot Dot Moment, Does He Feel Anything?22:00 Celestial Dragon Pregnancy Disease Theory (Bonnie, Candle, Jenny)30:00 LeWevin's Decision to Go to War for Shuri37:00 Groh Manmayor Reveal, The Eyes, Gojo Clan Parallels44:00 Dragon vs Shanks vs Imu Portrayal Debate55:00 Brooke's Amnesia Explanation, Stabbed in the Head Critique1:00:00 Straw Hats Rally to Save Shuri1:04:00 Usopp Needs a Crumb on Elbaf1:07:00 THE PUNCH. Luffy vs Imu in Base. Fraud Watch Activated.1:13:00 Imu vs Blackbeard Portrayal Comparison1:20:00 Akainu, Dragon, and Sabo Endgame Predictions1:28:00 Chapter Rating and Next Chapter PredictionsIn this episode, we break down One Piece Chapter 1186 and go ALL the way in on Imu's portrayal. Brooke's backstory is officially wrapped and while it had its moments, we're ranking it among Oda's weaker efforts. The new character Groh Manmayor brings some serious lore about Celestial Dragon eyes and what Imu is really after. We connect the dots between Shuri, Bonnie, and a pattern of Celestial Dragons using surface dweller women for something bigger.Then Luffy pulls up and CLEANS Imu with a Conqueror's Haki punch in base form. Is Imu cooked? Is Blackbeard the real final boss? We break it all down and give our predictions for where the Elbaf saga goes from here.Subscribe and hit the bell so you never miss an upload. New episodes every Tuesday. Open Dojo drops every other Friday where YOU join the conversation.KEYWORDS:one piece, one piece chapter 1186, one piece manga, imu, luffy vs imu, brooke backstory, groh manmayor, shuri, celestial dragons, elbaf, one piece theory, anime podcast, black sensei society, one piece reaction, one piece breakdown, luffy base form, imu fraud, blackbeard, dragon one piece, shanks

Estrenamos una nueva serie recuperando los mejores momentos en la Biblioteca Espiral. Comenzamos con el cuestionario al escritor chileno Julio Rojas. Esto es un fragmento de un episodio de Espiral con Karen Codner. Si quieres escuchar el episodio completo visita ⁠karencodner.com⁠ y utiliza el buscador con el nombre del invitado. Y suscríbete al podcast en tu app o plataforma para no perderte nuevas entregas. Si disfrutas de estas conversaciones, tu apoyo hace una gran diferencia: deja tu comentario, valora Espiral en tu plataforma favorita y comparte el podcast con quienes también disfrutan de las buenas historias. Y para seguir conectados, visita karencodner.com y suscríbete a Oda, la newsletter donde cada semana encontrarás inspiración, lecturas y nuevas ideas para alimentar tu propia espiral creativa. Entrevista completa con Julio rojas en Espiral ep. 77 Transcripción KC: Vamos a ir como te dije al comienzo de este programa Espiral, al cuestionario Espiral ¿Cuál es tu idea de la felicidad? JR: Una casa en un bosque KC: ¿Tu mayor miedo?  JR: Una cueva con pensamientos.  KC: ¿Lo que más te molesta de ti mismo?  JR: Pienso mucho.  KC: ¿En los demás? JR: El oportunismo, no me gusta.  KC: ¿A qué escritor vivo admiras?  JR: Uy, qué buena pregunta. Ya sé, a Carrère  KC: ¿Y muerto? JR: Borges.  KC: ¿Hoy qué desayunaste? JR: No desayuno, tomo café. Como una vez al día.  KC: ¿A qué hora?  JR: En la noche.  KC: ¿A qué hora fue la última vez que comiste anoche?  JR: A las siete y media de la tarde. KC: ¿Y no comes nada hasta qué hora? JR: Tomo café, hasta las siete y media de la tarde. KC: No voy a seguir con las preguntas porque esto no lo puedo creer, hay algo en la alienígena.  JR: Porque lo que pasa es que el ser humano, tú piensas que el ser humano cuando cazaba, cuando se iba a cacería, ah voy a tomar desayuno y luego iba y se comía un conejo en la mitad de esa mañana y a las doce se comía otra cosa. No, pasaban días, entonces yo me acostumbre y como una vez al día cuando uno llega a la cueva, uno come y luego uno se va cacería y vuelve.  KC: ¿Y si haces deporte?  JR: No, mejor aún, tú crees que la gente que cazaba mamuts tenía que hacer mucho deporte y andaba sin comer, se activaba. Es una teoría que estoy probando puede que no resulte. KC: Ahí me vas a contar. JR: Y muera pronto.  KC: ¿Agenda de papel, electrónica o ninguna?  JR: Ah por favor agenda papel, en esta libreta que solamente encargo de un lugar, que tiene este tipo de páginas, todo en papel y uso solamente portaminas. Antes usaba también unas cosas como raras, pero las he ido desechando.  KC: ¿Cuál es tu mayor vicio?  JR: Chocolates a las siete de la tarde.  KC: ¿Cuándo mientes?  JR: Todo el tiempo.  KC: ¿Quién ha sido la mayor influencia en tu vida?  JR: Mi abuela Sara.  KC: Ay como mi hija, se llama Sara. ¿Ayer te sentiste feliz cuándo?  JR: Cuando aterrizó el avión y no había explotado una turbina. KC: Antes de acostarte, siempre.  JR: Siempre intento leer y me quedo dormido.  KC: ¿Qué te hace reír?  JR: Algunos memes, los encuentro increíbles, porque me los mandan de mis grupos de WhatsApp, no tengo redes pero me mandan los mejores memes y me cago de la risa. Y también me hace reír, soy viejo, Seinfeld, una y otra vez.  KC: ¿Té, café o agua?  JR: Café, completamente café, quizás con una pizca, pero minúscula de bicarbonato para bajar un poco el nivel de acidez del café y genera una sensación súper buena y quizás con un poquito de aceite de coco.  KC: ¿Azúcar, endulzante o nada? JR: No, eso no existe. Esos inventos como del siglo XIX de azúcar procesada no existe para mí eso.  KC: ¿Cerveza, blanco, tinto o champán? JR: Tinto. KC: ¿Lo que más te inspira?  JR: La posibilidad de que estemos en una simulación.  KC: TikTok ¿es? JR: El plástico del mundo digital.  KC: ¿Has sentido odio?  JR: Hace muchos años sí, una injusticia.  KC: ¿Qué te hace enojar?  JR: Me hace enojar la tontera.  KC: ¿Selfies? JR: No, tengo los brazos demasiado cortos.  KC: ¿Qué es lo más aventurero que has hecho? JR: He hecho que cosas aventureras. He estado solo en el desierto de Atacama, casi perdido buscando meteoritos. He estado en el Cabo de Hornos, bueno, eso es un aventurero, pero igual estaba más protegido. Creo que cuando estado más cerca de la muerte he estado ahí. Y también he pasado un huracán heavy en un lugar donde no era apropiado pasarlo. KC: ¿Mac o PC?  JR: Mac. KC: Se dice 99% de trabajo y 1% de inspiración, ¿qué opinas?  JR: Que es así. KC: Un consejo para guionistas que comienzan.  JR: Que no dejen de escribir nunca, ni un día. Y que bajen un programa de bloqueo de redes sociales y que dejen el celular lejos.  KC: Un acierto que has cometido en tu carrera. JR: Haber escrito las cosas que a mí me gustan, como yo publico.  KC: Un error. JR: Haber construido una historia que yo sabía que estaba mal.  KC: ¿Cómo te relajas?  JR: Medito. KC: ¿Tienes un hobby? JR: Sí, hago joyitas de madera pulida. KC: ¿Fama, dinero o ambas?  JR: Uf, fama no. Privacidad sería increíble, el dinero suficiente para tener privacidad.  KC: ¿Audio libro, libro en digital o en papel?  JR: Libro en papel para tenerlo, libro en digital para llevarlo, pero para poder leerlo, audiolibro.  KC: O sea, ¿que tú lees escuchas?   JR: Tengo el libro, lo tengo físico, lo hojeo, lo leo, pero cuando me voy me lo llevo en digital, pero cuando de verdad quiero leer una gran cantidad de cosas como y voy de viaje, me pongo audiolibro. El mismo lo tengo en tres versiones.  KC: Sí, sí ¿pero no te desconcentres el audiolibro? JR: No, no me desconcentro para nada porque estoy metido en el mundo de las audioseries. Entonces me gusta escuchar. KC: Oye, julio, ¿hay algo que te gustaría agregar hoy?  JR: Creo que sentí que venía una entrevista muy genérica y creo que tuve una conversación con muchas capas y te lo agradezco mucho, gracias.  KC: Gracias a ti. Esa es la idea. Este es un podcast distinto, que me gusta penetrar más en la persona más que el personaje, conectarse con algo más allá, con una visión más profunda y con anécdotas que tenemos todas las personas. Nadie había conocido que buscarás meteoritos y ese tipo de cosas. Pero lo puedo aceptar, lo puedo aceptar. Muchas, muchas gracias, fue un honor y lo pasé bomba.  JR: Yo también lo pasé muy bien, se me pasó volando así. Así que muchas gracias.  KC: Gracias, cuídate harto, gracias, Chao.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Amado Nervo (1870–1919) fue un poeta, Escritor, periodista, novelista y diplomático mexicano, asociado con el Modernismo, una corriente literaria de finales del siglo XIX y principios del XX caracterizada por el refinamiento estético, la musicalidad del lenguaje y el simbolismo. Nombre completo: Juan Crisóstomo Ruiz de Nervo y Orda. Nacimiento: 27 de agosto de 1870, Tepic, Nayarit, México. Muerte: 24 de mayo de 1919, Montevideo, Uruguay. Temas recurrentes en su obra:El amor idealizado. La espiritualidad y la religión. La muerte y el más allá. La melancolía y la introspección. Obras destacadas:"La amada inmóvil" (1922, póstuma): quizás su obra más conocida, escrita tras la muerte de su gran amor."Serenidad" (1914)"Los jardines interiores" (1905)"Elevación" (1916)"Plenitud" (1918. Uno de sus poemas más citados es "En paz", donde muestra una actitud serena y agradecida hacia la vida: Muy cerca de mi ocaso, yo te bendigo, Vida,porque nunca me diste ni esperanza fallida ni trabajos injustos, ni pena inmerecida... Amado Nervo es considerado uno de los grandes poetas de habla hispana. Su estilo reflexivo, musical y profundamente espiritual lo ha mantenido vigente, especialmente en contextos educativos y populares. También fue diplomático en Argentina y Uruguay, donde falleció en cumplimiento de su deber.

La poeta gallega Chus Pato responde un nuevo Cuestionario Espiral. Habla sobre el tiempo, la inspiración y la poesía como una forma de caminar con los sentidos abiertos. También reflexiona sobre qué es el amor, su miedo al sufrimiento físico y la importancia de vivir sin agobios.  Gracias por escuchar Espiral, el podcast de Karen Codner.  Si disfrutas de estas conversaciones, tu apoyo hace una gran diferencia: deja tu comentario, valora Espiral en tu plataforma favorita y comparte el podcast con quienes también disfrutan de las buenas historias. Y para seguir conectados, visita karencodner.com y suscríbete a Oda, la newsletter donde cada semana encontrarás inspiración, lecturas y nuevas ideas para alimentar tu propia espiral creativa. Learn more about your ad choices. Visit megaphone.fm/adchoices

Nakamas

Tháng 04/2026, Nhật Bản “sửa đổi ba nguyên tắc về chuyển giao các thiết bị và công nghệ quốc phòng” để xây dựng chiến lược quốc phòng mới, trong đó có mục đích mở rộng hoạt động xuất khẩu sang cả các loại vũ khí sát thương. Một cơ chế mới cũng đã được thành lập - Chương trình Hỗ trợ an ninh chính thức (OSA) - nhằm mục đích thúc đẩy hợp tác kỹ thuật và trang thiết bị quốc phòng. Và Việt Nam được Nhật Bản xác định là ứng cử viên ưu tiên trong chương trình OSA. Những thay đổi mới trong chính sách quốc phòng của Nhật Bản có tạo thêm những cơ hội mới cho hợp tác với Hà Nội trong lĩnh vực này không ? RFI Tiếng Việt phỏng vấn nghiên cứu sinh Nguyễn Thế Phương, chuyên về lĩnh vực an ninh hàng hải, Đại học New South Wales, Úc. RFI : Trả lời báo tài chính Nikkei Asia ngày 23/04/2026, ông Minoru Kihara, chánh văn phòng thủ tướng Nhật Bản, cho biết Tokyo đã cho phép “sửa đổi ba nguyên tắc về chuyển giao các thiết bị và công nghệ quốc phòng”. Nội dung chính sách mới của Nhật Bản là gì? Tại sao Tokyo lại thay đổi chính sách vào thời điểm này ? Nguyễn Thế Phương : Sau Chiến tranh Thế giới thứ hai, toàn bộ tư duy chiến lược của Nhật là tập trung vô phát triển kinh tế nội địa và tư duy chiến lược của Nhật là chủ hòa. Việc Nhật Bản thay đổi “ba nguyên tắc về chuyển giao các thiết bị quốc phòng” nằm trong sự thay đổi căn bản trong tư duy quốc phòng, văn hóa chiến lược của họ kể từ khoảng đầu thế kỷ thứ XXI với sự trỗi dậy của Trung Quốc, môi trường an ninh khu vực diễn biến ngày càng phức tạp : Sự gia tăng sức mạnh của các hoạt động đơn phương mà nhiều học giả nói là “cố tình thay đổi trạng thái trật tự” của Trung Quốc, đặc biệt là những vấn đề tranh chấp trên biển. Đối với Nhật Bản, một trong những mối nguy nữa, đó là mối đe dọa từ Bắc Triều Bắc. Cũng nói thêm một chút, nước Mỹ dưới thời Donald Trump mong muốn đồng minh, đặc biệt là những đồng minh hiệp ước của họ, có những chính sách và có tiếng nói mạnh mẽ hơn trong việc tự lực xây dựng năng lực quốc phòng, chứ không còn hoàn toàn dựa vào Mỹ với tư cách là một quốc gia bảo trợ an ninh nữa. Điểm thứ ba là điểm mà nhiều người bỏ qua, đó là Nhật Bản cần một cách tiếp cận mới hơn để làm mới ngành công nghệ quốc phòng trong nước. Bởi vì từ trước tới nay, Nhật Bản cấm xuất khẩu trang thiết bị quốc phòng và vũ khí ra nước ngoài. Toàn bộ hạn chế về mặt xuất khẩu này khiến cho ngành công nghiệp Nhật, đặc biệt là công nghiệp quốc phòng, bị hạn chế tính cạnh tranh, đặc biệt trong bối cảnh hiện nay, với những cuộc xung đột khắp nơi trên thế giới thì thị trường vũ khí bắt đầu mang lại lợi nhuận rất lớn. Và Nhật Bản dường như cũng muốn bắt đầu thay đổi cách tiếp cận và tham gia vào thị trường công nghiệp quốc phòng chủ động hơn. Đọc thêmViệt Nam, Nhật Bản "mạnh mẽ" chống lại việc làm thay đổi nguyên trạng các vùng biển trong khu vực Và cuối cùng là yếu tố nội bộ, đó là sự thay đổi về mặt tư duy của liên minh cầm quyền Nhật Bản, bắt đầu từ thời Shinzo Abe. Cách đây khoảng 10-15 năm, đảng Dân Chủ Tự Do đề xuất Chiến lược Ấn Độ-Thái Bình Dương. Việc này cho thấy rằng đảng Dân Chủ Tự Do mong muốn đưa nước Nhật ra khỏi tư duy chủ hòa và tham gia nhiều hơn về việc tái định hình cấu trúc an ninh khu vực. Đây là bốn điểm tạm gọi là “bốn nền tảng” để giải thích tại sao Nhật Bản bắt đầu phải thay đổi nguyên tắc về chuyển giao thiết bị công nghệ quốc phòng. Với việc thay đổi nguyên tắc mới, họ sẽ bắt đầu không giới hạn thiết bị chuyển giao, mà sẽ mở rộng tới những loại trang thiết bị có thể là sát thương, ví dụ vũ khí tấn công, xe tăng, máy bay và những trang bị khác. Điểm thứ hai, Nhật Bản cho phép hợp tác phát triển các loại vũ khí song phương, một ví dụ ở đây là phát triển máy bay chiến đấu thế hệ thứ năm giữa Nhật, Anh và Ý. Điểm này sẽ cho phép Nhật chủ động hơn, thích ứng linh hoạt hơn trong chính sách phát triển công nghiệp quốc phòng. RFI : Việt Nam thiết lập quan hệ đối tác chiến lược toàn diện với Nhật Bản. Việt Nam là quốc gia thứ 11 ký một thỏa thuận chuyển giao thiết bị, công nghệ quốc phòng với Nhật Bản. Cho đến nay, Tokyo hỗ trợ Hà Nội như thế nào trong khuôn khổ này ? Nguyễn Thế Phương : Trước đây, việc hỗ trợ về mặt chuyển giao thiết bị hoặc công nghệ quốc phòng song phương, chủ yếu Việt Nam sẽ là bên nhận. Những hỗ trợ này chủ yếu xoay quanh việc nâng cao năng lực nhận thức hàng hải, an ninh biển và chủ yếu liên quan đến những loại trang thiết bị vũ khí phi sát thương. Điểm nổi bật thứ nhất là việc chuyển giao tàu tuần tra và phương tiện giúp Việt Nam có thể cải thiện năng lực tuần tra hàng hải, tiêu biểu là việc Việt Nam nhận một số loại tàu cảnh sát biển loại biên của Nhật Bản. Những tàu này thực ra vẫn rất tốt và vẫn phục vụ rất hiệu quả trong quá trình Việt Nam bảo vệ lợi ích trên biển ở thời điểm hiện tại. Đây là khoản hỗ trợ lớn nhất. Đọc thêmViệt Nam, Nhật Bản đạt thỏa thuận về chuyển giao công nghệ quốc phòng Thứ hai là thiết bị giám sát công nghệ hàng hải, ví dụ radar, các thiết bị lặn, công nghệ viễn thám, thông tin liên lạc phục vụ cho quá trình tìm kiếm, cứu nạn, giám sát thực địa trên biển. Và thứ ba là đào tạo, nâng cao năng lực chuyên môn cho các lực lượng của Việt Nam, đặc biệt là lực lượng cảnh sát biển và kiểm ngư. Đây là điểm mà hai bên thường xuyên tiến hành : Trao đổi đoàn, trao đổi tàu, lực lượng Việt Nam qua Nhật Bản để tập huấn. Ở đây tập trung vào một số vấn đề phi tác chiến, ví dụ quân y, phá bom mìn, khắc phục hậu quả chiến tranh, an ninh mạng. Đối với quân đội còn có gìn giữ hòa bình. Đó là ba mảng mà Việt Nam nhận được hỗ trợ có thể nói là rõ ràng nhất từ Nhật Bản thông qua chương trình chuyển giao thiết bị và công nghệ quốc phòng. RFI : Việt Nam được Nhật Bản xác định là ứng cử viên ưu tiên cho Chương trình Hỗ trợ an ninh chính thức (OSA). Anh có thể giải thích OSA là gì ? Theo một quan chức chính phủ Nhật Bản, “quá trình này đôi khi có thể mất thời gian”. Những nước được chọn để hợp tác an ninh thông qua OSA có vai trò như thế nào trong chiến lược của Nhật Bản ? Nguyễn Thế Phương : OSA (Official Security Assistance) là hỗ trợ an ninh chính thức. Đây là một trong những chương trình rất mới, là một công cụ đối ngoại rất mới của Nhật, được thông qua trong chiến lược an ninh quốc gia cuối năm 2022. ODA, là một khái niệm mà chúng ta rất quen thuộc, chỉ giới hạn nghiêm ngặt (ở đây từ “nghiêm ngặt” là từ quan trọng) cho phát triển kinh tế-xã hội. Cho nên nếu như Nhật Bản muốn hỗ trợ về mặt an ninh quốc phòng cho các quốc gia khác thì họ phải tạo ra một cơ chế hoàn toàn mới, chứ không phải là ODA. Thì OSA chính là kết quả. Nói một cách đơn giản OSA chính là ODA nhưng chỉ được dùng cho lĩnh vực an ninh và quân sự. Quá trình này rất mất thời gian bởi vì Nhật Bản sẽ phải thiết lập quy trình khảo sát nhu cầu của bên nhận, đối chiếu nhu cầu đó với pháp luật nội bộ của Nhật, mà chúng ta biết là pháp luật của Nhật về mặt này rất khắt khe. Và nó yêu cầu cả bên cho - ở đây là Nhật - và cả bên nhận - là các quốc gia khác - phải thảo luận rất lâu và rất kỹ để có thể đưa ra được một danh sách tiếp nhận các loại hỗ trợ cho phù hợp. Đọc thêmNhật Bản và Việt Nam tăng cường hợp tác an ninh, ủng hộ thương mại tự do Danh sách các quốc gia được hỗ trợ và có tiềm năng nhận được hỗ trợ OSA từ Nhật Bản vào thời điểm hiện tại chỉ tầm 12 nước, chủ yếu là các nước ở Ấn Độ Dương, Thái Bình Dương, trong đó có 5 nước Đông Nam Á (Philippines, Indonesia, Malaysia, Việt Nam và Thái Lan). Nam Á có hai nước là Bangladesh với Sri Lanka. Ngoài ra còn một số quốc đảo Thái Bình Dương, ví dụ Papua New Guinea, Tonga. Có thể thấy rõ là có Đông Nam Á, khu vực cốt lõi trong chiến lược Ấn Độ-Thái Bình Dương của Nhật Bản, và đặc biệt là khu vực các quốc đảo Nam Thái Bình Dương hiện đang là khu vực cạnh tranh địa lý khá gay gắt giữa các quốc gia đồng minh của Mỹ và Trung Quốc. Gần đây, Tokyo tăng ngân sách dành cho OSA trong năm tài khóa 2026 lên tầm 112 triệu đô la. Số lượng sẽ không lớn đứng dưới góc độ về mặt ngân sách. Nhưng trong tương lai, ngân sách mà Nhật dành cho OSA sẽ ngày càng tăng và sẽ dựa vào khả năng nước Nhật thích ứng với sự thay đổi không ngừng của môi trường an ninh bên ngoài, cũng như trong chính sách đối nội của Nhật Bản, đặc biệt là việc Nhật điều chỉnh ba nguyên tắc hỗ trợ vũ khí và công nghệ quốc phòng. Trong tương lai, số lượng nước được nhận sẽ tăng lên, cũng như nội dung của OSA cũng sẽ được mở rộng hơn. RFI : Với chiến lược quốc phòng mới của Tokyo mở ra việc bán vũ khí sát thương, liệu trong tương lai, có thể có một chương trình hợp tác sâu rộng hơn về lĩnh vực này giữa Việt Nam và Nhật Bản ? Nguyễn Thế Phương : Nhiều người kỳ vọng rằng hợp tác giữa Việt Nam và Nhật Bản trong tương về chuyển giao trang thiết bị cũng như là hỗ trợ OSA của Nhật Bản đối với Việt Nam sẽ được mở rộng. Tuy nhiên như đã trình bày, quá trình này sẽ không nhanh. Thứ nhất một phần cũng bởi vì phía Nhật Bản, như đã nói, họ sẽ rất kỹ trong vấn đề lựa chọn chuyển giao, tính minh bạch ra sao. Đọc thêmNhật Bản và Việt Nam nâng cấp quan hệ lên thành đối tác chiến lược toàn diện Thứ hai, nhu cầu của Việt Nam ở đây là gì ? Nhu cầu Việt Nam vẫn sẽ có. Nhưng theo tôi, trong tương lai gần, khoảng 5 năm, hợp tác quốc phòng giữa Việt Nam và Nhật Bản cũng sẽ chủ yếu xoay quanh nội dung về an ninh hàng hải, hỗ trợ các loại tàu cảnh sát biển, hỗ trợ Việt Nam đóng một số loại tàu cho cảnh sát biển hoặc là cho kiểm ngư ở trong nước, nhận một số loại trang thiết bị liên quan tới bảo đảm an ninh hàng hải, cũng như là nhận thức hàng hải ở khu vực, hỗ trợ liên quan tới vệ tinh chẳng hạn và tiếp tục huấn luyện. Còn những vũ khí tác chiến, theo tôi, sẽ phải là tương lai xa, cho tới khi nào Nhật Bản hoàn toàn dỡ bỏ những hạn chế về mặt xuất khẩu vũ khí tiến công và cho tới khi nào ngành công nghiệp quốc phòng của Nhật Bản trở nên cạnh tranh hơn, thì khi đó Việt Nam mới bắt đầu xem xét có hay không lựa chọn các loại vũ khí tác chiến của Nhật Bản như là một lựa chọn trong quá trình hiện đại hóa quân đội. Còn ở thời điểm hiện tại, khả năng đó rất là thấp. RFI Tiếng Việt xin chân thành cảm ơn anh Nguyễn Thế Phương, Đại học New South Wales, Úc.

Tháng 04/2026, Nhật Bản “sửa đổi ba nguyên tắc về chuyển giao các thiết bị và công nghệ quốc phòng” để xây dựng chiến lược quốc phòng mới, trong đó có mục đích mở rộng hoạt động xuất khẩu sang cả các loại vũ khí sát thương. Một cơ chế mới cũng đã được thành lập - Chương trình Hỗ trợ an ninh chính thức (OSA) - nhằm mục đích thúc đẩy hợp tác kỹ thuật và trang thiết bị quốc phòng. Và Việt Nam được Nhật Bản xác định là ứng cử viên ưu tiên trong chương trình OSA. Những thay đổi mới trong chính sách quốc phòng của Nhật Bản có tạo thêm những cơ hội mới cho hợp tác với Hà Nội trong lĩnh vực này không ? RFI Tiếng Việt phỏng vấn nghiên cứu sinh Nguyễn Thế Phương, chuyên về lĩnh vực an ninh hàng hải, Đại học New South Wales, Úc. RFI : Trả lời báo tài chính Nikkei Asia ngày 23/04/2026, ông Minoru Kihara, chánh văn phòng thủ tướng Nhật Bản, cho biết Tokyo đã cho phép “sửa đổi ba nguyên tắc về chuyển giao các thiết bị và công nghệ quốc phòng”. Nội dung chính sách mới của Nhật Bản là gì? Tại sao Tokyo lại thay đổi chính sách vào thời điểm này ? Nguyễn Thế Phương : Sau Chiến tranh Thế giới thứ hai, toàn bộ tư duy chiến lược của Nhật là tập trung vô phát triển kinh tế nội địa và tư duy chiến lược của Nhật là chủ hòa. Việc Nhật Bản thay đổi “ba nguyên tắc về chuyển giao các thiết bị quốc phòng” nằm trong sự thay đổi căn bản trong tư duy quốc phòng, văn hóa chiến lược của họ kể từ khoảng đầu thế kỷ thứ XXI với sự trỗi dậy của Trung Quốc, môi trường an ninh khu vực diễn biến ngày càng phức tạp : Sự gia tăng sức mạnh của các hoạt động đơn phương mà nhiều học giả nói là “cố tình thay đổi trạng thái trật tự” của Trung Quốc, đặc biệt là những vấn đề tranh chấp trên biển. Đối với Nhật Bản, một trong những mối nguy nữa, đó là mối đe dọa từ Bắc Triều Bắc. Cũng nói thêm một chút, nước Mỹ dưới thời Donald Trump mong muốn đồng minh, đặc biệt là những đồng minh hiệp ước của họ, có những chính sách và có tiếng nói mạnh mẽ hơn trong việc tự lực xây dựng năng lực quốc phòng, chứ không còn hoàn toàn dựa vào Mỹ với tư cách là một quốc gia bảo trợ an ninh nữa. Điểm thứ ba là điểm mà nhiều người bỏ qua, đó là Nhật Bản cần một cách tiếp cận mới hơn để làm mới ngành công nghệ quốc phòng trong nước. Bởi vì từ trước tới nay, Nhật Bản cấm xuất khẩu trang thiết bị quốc phòng và vũ khí ra nước ngoài. Toàn bộ hạn chế về mặt xuất khẩu này khiến cho ngành công nghiệp Nhật, đặc biệt là công nghiệp quốc phòng, bị hạn chế tính cạnh tranh, đặc biệt trong bối cảnh hiện nay, với những cuộc xung đột khắp nơi trên thế giới thì thị trường vũ khí bắt đầu mang lại lợi nhuận rất lớn. Và Nhật Bản dường như cũng muốn bắt đầu thay đổi cách tiếp cận và tham gia vào thị trường công nghiệp quốc phòng chủ động hơn. Đọc thêmViệt Nam, Nhật Bản "mạnh mẽ" chống lại việc làm thay đổi nguyên trạng các vùng biển trong khu vực Và cuối cùng là yếu tố nội bộ, đó là sự thay đổi về mặt tư duy của liên minh cầm quyền Nhật Bản, bắt đầu từ thời Shinzo Abe. Cách đây khoảng 10-15 năm, đảng Dân Chủ Tự Do đề xuất Chiến lược Ấn Độ-Thái Bình Dương. Việc này cho thấy rằng đảng Dân Chủ Tự Do mong muốn đưa nước Nhật ra khỏi tư duy chủ hòa và tham gia nhiều hơn về việc tái định hình cấu trúc an ninh khu vực. Đây là bốn điểm tạm gọi là “bốn nền tảng” để giải thích tại sao Nhật Bản bắt đầu phải thay đổi nguyên tắc về chuyển giao thiết bị công nghệ quốc phòng. Với việc thay đổi nguyên tắc mới, họ sẽ bắt đầu không giới hạn thiết bị chuyển giao, mà sẽ mở rộng tới những loại trang thiết bị có thể là sát thương, ví dụ vũ khí tấn công, xe tăng, máy bay và những trang bị khác. Điểm thứ hai, Nhật Bản cho phép hợp tác phát triển các loại vũ khí song phương, một ví dụ ở đây là phát triển máy bay chiến đấu thế hệ thứ năm giữa Nhật, Anh và Ý. Điểm này sẽ cho phép Nhật chủ động hơn, thích ứng linh hoạt hơn trong chính sách phát triển công nghiệp quốc phòng. RFI : Việt Nam thiết lập quan hệ đối tác chiến lược toàn diện với Nhật Bản. Việt Nam là quốc gia thứ 11 ký một thỏa thuận chuyển giao thiết bị, công nghệ quốc phòng với Nhật Bản. Cho đến nay, Tokyo hỗ trợ Hà Nội như thế nào trong khuôn khổ này ? Nguyễn Thế Phương : Trước đây, việc hỗ trợ về mặt chuyển giao thiết bị hoặc công nghệ quốc phòng song phương, chủ yếu Việt Nam sẽ là bên nhận. Những hỗ trợ này chủ yếu xoay quanh việc nâng cao năng lực nhận thức hàng hải, an ninh biển và chủ yếu liên quan đến những loại trang thiết bị vũ khí phi sát thương. Điểm nổi bật thứ nhất là việc chuyển giao tàu tuần tra và phương tiện giúp Việt Nam có thể cải thiện năng lực tuần tra hàng hải, tiêu biểu là việc Việt Nam nhận một số loại tàu cảnh sát biển loại biên của Nhật Bản. Những tàu này thực ra vẫn rất tốt và vẫn phục vụ rất hiệu quả trong quá trình Việt Nam bảo vệ lợi ích trên biển ở thời điểm hiện tại. Đây là khoản hỗ trợ lớn nhất. Đọc thêmViệt Nam, Nhật Bản đạt thỏa thuận về chuyển giao công nghệ quốc phòng Thứ hai là thiết bị giám sát công nghệ hàng hải, ví dụ radar, các thiết bị lặn, công nghệ viễn thám, thông tin liên lạc phục vụ cho quá trình tìm kiếm, cứu nạn, giám sát thực địa trên biển. Và thứ ba là đào tạo, nâng cao năng lực chuyên môn cho các lực lượng của Việt Nam, đặc biệt là lực lượng cảnh sát biển và kiểm ngư. Đây là điểm mà hai bên thường xuyên tiến hành : Trao đổi đoàn, trao đổi tàu, lực lượng Việt Nam qua Nhật Bản để tập huấn. Ở đây tập trung vào một số vấn đề phi tác chiến, ví dụ quân y, phá bom mìn, khắc phục hậu quả chiến tranh, an ninh mạng. Đối với quân đội còn có gìn giữ hòa bình. Đó là ba mảng mà Việt Nam nhận được hỗ trợ có thể nói là rõ ràng nhất từ Nhật Bản thông qua chương trình chuyển giao thiết bị và công nghệ quốc phòng. RFI : Việt Nam được Nhật Bản xác định là ứng cử viên ưu tiên cho Chương trình Hỗ trợ an ninh chính thức (OSA). Anh có thể giải thích OSA là gì ? Theo một quan chức chính phủ Nhật Bản, “quá trình này đôi khi có thể mất thời gian”. Những nước được chọn để hợp tác an ninh thông qua OSA có vai trò như thế nào trong chiến lược của Nhật Bản ? Nguyễn Thế Phương : OSA (Official Security Assistance) là hỗ trợ an ninh chính thức. Đây là một trong những chương trình rất mới, là một công cụ đối ngoại rất mới của Nhật, được thông qua trong chiến lược an ninh quốc gia cuối năm 2022. ODA, là một khái niệm mà chúng ta rất quen thuộc, chỉ giới hạn nghiêm ngặt (ở đây từ “nghiêm ngặt” là từ quan trọng) cho phát triển kinh tế-xã hội. Cho nên nếu như Nhật Bản muốn hỗ trợ về mặt an ninh quốc phòng cho các quốc gia khác thì họ phải tạo ra một cơ chế hoàn toàn mới, chứ không phải là ODA. Thì OSA chính là kết quả. Nói một cách đơn giản OSA chính là ODA nhưng chỉ được dùng cho lĩnh vực an ninh và quân sự. Quá trình này rất mất thời gian bởi vì Nhật Bản sẽ phải thiết lập quy trình khảo sát nhu cầu của bên nhận, đối chiếu nhu cầu đó với pháp luật nội bộ của Nhật, mà chúng ta biết là pháp luật của Nhật về mặt này rất khắt khe. Và nó yêu cầu cả bên cho - ở đây là Nhật - và cả bên nhận - là các quốc gia khác - phải thảo luận rất lâu và rất kỹ để có thể đưa ra được một danh sách tiếp nhận các loại hỗ trợ cho phù hợp. Đọc thêmNhật Bản và Việt Nam tăng cường hợp tác an ninh, ủng hộ thương mại tự do Danh sách các quốc gia được hỗ trợ và có tiềm năng nhận được hỗ trợ OSA từ Nhật Bản vào thời điểm hiện tại chỉ tầm 12 nước, chủ yếu là các nước ở Ấn Độ Dương, Thái Bình Dương, trong đó có 5 nước Đông Nam Á (Philippines, Indonesia, Malaysia, Việt Nam và Thái Lan). Nam Á có hai nước là Bangladesh với Sri Lanka. Ngoài ra còn một số quốc đảo Thái Bình Dương, ví dụ Papua New Guinea, Tonga. Có thể thấy rõ là có Đông Nam Á, khu vực cốt lõi trong chiến lược Ấn Độ-Thái Bình Dương của Nhật Bản, và đặc biệt là khu vực các quốc đảo Nam Thái Bình Dương hiện đang là khu vực cạnh tranh địa lý khá gay gắt giữa các quốc gia đồng minh của Mỹ và Trung Quốc. Gần đây, Tokyo tăng ngân sách dành cho OSA trong năm tài khóa 2026 lên tầm 112 triệu đô la. Số lượng sẽ không lớn đứng dưới góc độ về mặt ngân sách. Nhưng trong tương lai, ngân sách mà Nhật dành cho OSA sẽ ngày càng tăng và sẽ dựa vào khả năng nước Nhật thích ứng với sự thay đổi không ngừng của môi trường an ninh bên ngoài, cũng như trong chính sách đối nội của Nhật Bản, đặc biệt là việc Nhật điều chỉnh ba nguyên tắc hỗ trợ vũ khí và công nghệ quốc phòng. Trong tương lai, số lượng nước được nhận sẽ tăng lên, cũng như nội dung của OSA cũng sẽ được mở rộng hơn. RFI : Với chiến lược quốc phòng mới của Tokyo mở ra việc bán vũ khí sát thương, liệu trong tương lai, có thể có một chương trình hợp tác sâu rộng hơn về lĩnh vực này giữa Việt Nam và Nhật Bản ? Nguyễn Thế Phương : Nhiều người kỳ vọng rằng hợp tác giữa Việt Nam và Nhật Bản trong tương về chuyển giao trang thiết bị cũng như là hỗ trợ OSA của Nhật Bản đối với Việt Nam sẽ được mở rộng. Tuy nhiên như đã trình bày, quá trình này sẽ không nhanh. Thứ nhất một phần cũng bởi vì phía Nhật Bản, như đã nói, họ sẽ rất kỹ trong vấn đề lựa chọn chuyển giao, tính minh bạch ra sao. Đọc thêmNhật Bản và Việt Nam nâng cấp quan hệ lên thành đối tác chiến lược toàn diện Thứ hai, nhu cầu của Việt Nam ở đây là gì ? Nhu cầu Việt Nam vẫn sẽ có. Nhưng theo tôi, trong tương lai gần, khoảng 5 năm, hợp tác quốc phòng giữa Việt Nam và Nhật Bản cũng sẽ chủ yếu xoay quanh nội dung về an ninh hàng hải, hỗ trợ các loại tàu cảnh sát biển, hỗ trợ Việt Nam đóng một số loại tàu cho cảnh sát biển hoặc là cho kiểm ngư ở trong nước, nhận một số loại trang thiết bị liên quan tới bảo đảm an ninh hàng hải, cũng như là nhận thức hàng hải ở khu vực, hỗ trợ liên quan tới vệ tinh chẳng hạn và tiếp tục huấn luyện. Còn những vũ khí tác chiến, theo tôi, sẽ phải là tương lai xa, cho tới khi nào Nhật Bản hoàn toàn dỡ bỏ những hạn chế về mặt xuất khẩu vũ khí tiến công và cho tới khi nào ngành công nghiệp quốc phòng của Nhật Bản trở nên cạnh tranh hơn, thì khi đó Việt Nam mới bắt đầu xem xét có hay không lựa chọn các loại vũ khí tác chiến của Nhật Bản như là một lựa chọn trong quá trình hiện đại hóa quân đội. Còn ở thời điểm hiện tại, khả năng đó rất là thấp. RFI Tiếng Việt xin chân thành cảm ơn anh Nguyễn Thế Phương, Đại học New South Wales, Úc.

Oda-vissza csattogott egymással hétvégén a Fidesz és Magyar Péter a migrációs paktumon, Izrael az Egyesült Államok után kémkedett, végre izgalmas volt a Forma-1 Monacóban. Ez a HVG hétköznap reggelente jelentkező hírpodcastja.

Nakamas

Josh, Astrid, and Reid are covering One Piece's series-defining Arlong Park arc, starting with the Straw Hats' arrival on the island. We discuss Oda's sudden shift into political storytelling, a surprisingly touching depiction of poverty, the Grand Design that Oda's been setting up since the beginning, and what it means "to live" in an era marked by opportunism and exploitation.  /// A small note: If you like the series, spread the word and give our PayPal link a look. We're putting out this show because we like doing it, but if you're into the result and would like to help us recoup our costs and allow Superculture to continue more collaborative projects like this one, consider tossing in a few dollars or sharing episode links to others who may be interested in listening. Follow this podcast right here, and follow the other Superculture websites, Bullet Points, Funland, Heterotopias, and Bad End.

Celý díl najdete na: https://herohero.co/dobrovskysidloNa konci roku 1997 zažilo Česko věc, na kterou nebylo desítky let zvyklé. Po pouhých 18 měsících své existence padla vláda Václava Klause. Ministrem financí byl jeho spolustraník z ODS Ivan Pilip, který v tomhle příběhu hrál důležitou roli. Poslechněte si jeho vzpomínky v první epizodě speciální série „Krize“Hlasujte v anketě Podcast roku do 14.6. Děkujeme za váš hlas!

En este nuevo capítulo de Espiral conversé con la poeta gallega Chus Pato, una de las voces más relevantes de la poesía contemporánea gallega. Hablamos sobre la huella que dejó el franquismo en su vida y en su generación, de la memoria heredada y de los distintos despojos que han marcado su escritura.  También tuvimos una profunda reflexión sobre la diferencia entre poesía y poema, la creación, el lenguaje y el oficio poético. Además, conversamos sobre los premios literarios, la experiencia de ser abuela y la necesidad de poder asegurar el tiempo y silencio que exige la escritura. Gracias por escuchar Espiral, el podcast de Karen Codner.  Si disfrutas de estas conversaciones, tu apoyo hace una gran diferencia: deja tu comentario, valora Espiral en tu plataforma favorita y comparte el podcast con quienes también disfrutan de las buenas historias. Y para seguir conectados, visita karencodner.com y suscríbete a Oda, la newsletter donde cada semana encontrarás inspiración, lecturas y nuevas ideas para alimentar tu propia espiral creativa. Learn more about your ad choices. Visit megaphone.fm/adchoices

Nakamas

Welcome to the One Piece at a Time Podcast where I'm joined by Brandon Bovia to read and discuss 5 chapters of the One Piece manga every week. And the fights are happening as Oda continues to position even more pieces! It's that classic method of building up threats beyond the battles as the stakes are increased more and more and more! We talk about how the formula still works as we cover Chapters 1026-1030 of One Piece!Preorder my book "A Communal History of Metroidvania Video Games!" https://www.lostincult.co.uk/metroidvaniaSupport the One Piece at a Time Patreon! https://www.patreon.com/DerrickBitnerCheck out more from Brandon Bovia! https://bsky.app/profile/brandonbovia.bsky.social

Canadian singer-songwriter Daniela Andrade introduces her new song, Cohete, in Q's recurring New Music segment. Daniela's new album, Oda, is out now.

In this powerful episode of the Prolonged Field Care Podcast, Special Forces Detachment Commander Nate shares his journey from medical novice to building a highly effective team clinic SOP. With only one 18D on the team, Nate realized that top cover and systems thinking were critical for success in austere environments. He discusses creating, testing, and refining a practical clinic layout, the "Care Chain" concept, realistic PFC training under fatigue, honest medical risk assessment for commanders, and breaking down the mystique of medicine for the entire team.Key Takeaways:Why commanders must dive into medical capabilities and challenge assumptions instead of leaving it solely to the medic.How to design an efficient SOF clinic using systems thinking and proxemics to reduce friction during prolonged care.The critical importance of testing medical plans with full rehearsals and pushing to realistic limits (fatigue, resource constraints).Treating prolonged field care like any other battle drill: train to standard, not convenience.Strategies for communicating medical limitations honestly to higher command and building a culture of openness.Expanding medical knowledge across the entire ODA to increase team resilience.Whether you're a commander, medic, or operator preparing for austere operations, this episode delivers practical, battle-tested insights on turning medical readiness into a true force multiplier.Podcast Chapters:00:00 - Introduction & Guest WelcomeHost Dennis introduces Nate, SF Detachment Commander, and sets the stage.00:00 - Nate's Medical Journey & First PFC ExerciseHow a failed 24-hour PFC exercise exposed gaps in equipment familiarity, charting, and leadership involvement.03:30 - The Suffolk Experience & Understanding 18D CapabilitiesKey training that gave Nate better appreciation for medics and his own limitations.06:00 - Why Create a Team Clinic SOP?The first overseas deployment, poor rehearsal results, and the lack of existing doctrine for ODA-level clinics.09:00 - Designing the Ideal SOF ClinicSystems-based approach, "Care Chain" concept, layout, storage, vampire kits, proxemics, and reducing friction.13:30 - Testing & Iterating the SOPMoving the entire clinic, rehearsals, learning from failures, and refining based on real feedback.17:00 - Training to Standard vs. Training to ConvenienceComparing medical training to breaching, CQB, and other skills. Why PFC needs to be treated as a battle drill.21:00 - The Power of Realistic, Fatigue-Based TrainingLessons from Suffolk, Rangers' approach, and pushing teams to their actual limits.25:30 - Planning Challenges & Honest Risk AssessmentCommon failures in CONOPs, evac planning, the "death of the golden hour," and testing medical capabilities early.29:00 - Convincing Command & Building a Culture of HonestyCommunicating limitations, resource requirements, and fostering intellectual openness.33:00 - Expanding Medical Knowledge Across the TeamDemystifying medicine, operator-level training, and treating it like ballistics or demolitions.36:30 - Final Thoughts & Call for FeedbackNate's request for community input on the clinic SOP and closing remarks.For more content, go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.prolongedfieldcare.org⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Consider supporting us: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠patreon.com/ProlongedFieldCareCollective⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ or ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.lobocoffeeco.com/product-page/prolonged-field-care⁠

Nakamas

¿Qué nos da miedo cuando escribimos… y cuando vivimos? En este episodio de Espiral, los escritores chilenos Andrés Montero y Marcelo Simonetti conversan con Karen Codner sobre felicidad, inseguridades, creatividad, emociones y el proceso de escribir desde la vulnerabilidad. Una conversación profunda y honesta sobre los miedos que nos definen, la búsqueda de sentido y cómo las historias nacen muchas veces de aquello que más nos inquieta. Si te interesan los podcasts culturales, las conversaciones inteligentes y la literatura latinoamericana, este episodio es para ti.

Welcome to the One Piece at a Time Podcast where I'm joined by Brandon Bovia to read and discuss 5 chapters of the One Piece manga every week. And this time at least some of the fights are drawing to a close as the manga showcases Jinbei, Franky, and at least a little of Robin. But leave it to Oda to drop the potential of more lore among all of this. We give our thoughts on all of it as we cover Chapters 1016-1020 of One Piece!Preorder my book "A Communal History of Metroidvania Video Games!" https://www.lostincult.co.uk/metroidvaniaSupport the One Piece at a Time Patreon! https://www.patreon.com/DerrickBitnerCheck out more from Brandon Bovia! https://bsky.app/profile/brandonbovia.bsky.social

Josh, Astrid, and Reid are back at it for the Orange Town arc, covering One Piece volume 2 and 3 on this episode. This time we're talking about characterization through backstory reveals, big fight pacing, circus freaks, personal treasures, and, of course, Chouchou the Dog. CORRECTION: Josh claimed that Oda imagined Usopp to be from Brazil. That was Luffy. Usopp's actually from South Africa.  /// A small note: If you like the series, spread the word and give our PayPal link a look. We're putting out this show because we like doing it, but if you're into the result and would like to help us recoup our costs and allow Superculture to continue more collaborative projects like this one, consider tossing in a few dollars or sharing episode links to others who may be interested in listening. Follow this podcast right here, and follow the other Superculture websites, Bullet Points, Funland, Heterotopias, and Bad End.

- Nỗ lực vượt bậc để thu hút vốn ODA thế hệ mới.- Xã phường vào cuộc thúc đẩy tiến độ dự án đầu tư công tại Lạng Sơn.- Trí tuệ nhân tạo - AI đang định hình lại toàn bộ năng lực cạnh tranh cốt lõi của ngành giao nhận - logistics.

Nakamas

In this inaugural episode, Reid, Astrid, and Josh break down the opening volume of One Piece. We give our initial impressions of Luffy and cover: recurring disconnects between fantasy and realism, Oda's command of framing and action, manga vs anime, blurred lines between the factions of pirates/bandits/marines, One Piece as picaresque novel. /// A small note: If you like the series, spread the word and give our PayPal link a look. We're putting out this show because we like doing it, but if you're into the result and would like to help us recoup our costs and allow Superculture to continue more collaborative projects like this one, consider tossing in a few dollars or sharing episode links to others who may be interested in listening. Follow Superculture @Superculturenet, follow this podcast @SupercultureRev, and follow the other Superculture websites @HeterotopiasZn, @BulletpointsVG, @Badendpodcast, and @FunlandMag.

Andrés Montero y Marcelo Simonetti responden un nuevo Cuestionario Espiral en paralelo. En breves respuestas muestran sus ideas sobre la felicidad, el miedo, su escritura y cotidianidad, sus respuestas se contrastan y también coinciden. Gracias por escuchar Espiral, el podcast de Karen Codner. Si disfrutas de estas conversaciones, tu apoyo hace una gran diferencia: deja tu comentario, valora Espiral en tu plataforma favorita y comparte el podcast con quienes también disfrutan de las buenas historias. Y para seguir conectados, visita ⁠karencodner.com⁠ y suscríbete a Oda, la newsletter donde cada semana encontrarás inspiración, lecturas y nuevas ideas para alimentar tu propia espiral creativa. Learn more about your ad choices. Visit megaphone.fm/adchoices

Nakamas

Bonjour, bonsoir les nakama.Bienvenue dans ce premier numéro de "Au bout de la planche", une nouvelle rubrique où l'on analyse une image de manga pour en révéler tous les détails cachés.Aujourd'hui, on plonge dans une scène mythique de One Piece :l'évasion d'Impel Down.Une image qui, au premier regard, semble chaotique…mais qui en réalité cache une lecture beaucoup plus profonde.Alliance improbable, symbolique de Luffy, chute du Gouvernement…et même un détail intriguant qui pourrait faire écho à des révélations bien plus récentes.Comme quoi, Oda n'a jamais rien laissé au hasard.Si t'as aimé ce genre d'analyse, abonne-toi.Parce que ce n'est que le début.Il reste encore beaucoup de planches à explorer.Alors reste avec nous…Au bout de la planche.

VOV1 - Liên tục trong khoảng gần 2 tuần qua, chuyến thăm Việt Nam của Thủ tướng Nhật Bản Takaichi Sanae trở thành tiêu điểm của của dư luận Nhật Bản và truyền thông nước này không bỏ sót bất cứ diễn biến nào có liên quan.Đưa tin sớm nhất về hoạt động ngoại giao thượng đỉnh này là Hãng thông tấn Jiji Press và tờ Thời báo kinh tế Nhật Bản Nikkei. Bắt đầu từ ngày 21/4 – thời điểm chuyến công du Việt Nam của Thủ tướng Nhật Bản Takaichi Sanae còn chưa được công bố chính thức, 2 cơ quan báo chí này đã đăng tải các tin tức và bình luận có liên quan.Trong khi Jiji Press dự báo “khung hỗ trợ năng lượng dành cho các nước châu Á, có tên gọi POWERR Asia, với trọng tâm là một khoản hỗ trợ lên tới 10 tỷ USD từ Tokyo, do Thủ tướng Takaichi công bố hôm 15/4, sẽ là một trong những hành trang quan trọng trong chuyến công du tới Việt Nam”, thì Nikkei nhận định “hợp tác trong các lĩnh vực liên quan an ninh kinh tế như năng lượng, khoáng sản thiết yếu, khoa học - công nghệ… sẽ được đặt lên bàn nghị sự thượng đỉnh Nhật – Việt”.Tiếp đó, tất cả các báo lớn của Nhật Bản số ra hôm qua (1/5) đồng loạt đưa tin về việc bà Takaichi lên đường sang Việt Nam và dẫn các thông tin do đích thân vị nữ Thủ tướng công bố trước khi lên máy bay. Truyền thông Nhật Bản đặt nhiều hy vọng vào hội đàm thượng đỉnh giữa Thủ tướng Takaichi và Tổng bí thư, Chủ tịch nước Việt Nam Tô Lâm, cũng như bài thuyết trình của bà Takaichi về chính sách ngoại giao.Theo Yomiuri – một trong những tờ báo lớn nhất Nhật Bản, trong bài thuyết trình nêu trên, Thủ tướng Takaichi sẽ nhấn mạnh tầm quan trọng của một khu vực Ấn Độ Dương – Thái Bình Dương tự do và rộng mở (FOIP), đồng thời nêu bật 3 nhóm vấn đề lớn, bao gồm kiến tạo một hệ sinh thái kinh tế của thời đại số và trí tuệ nhân tạo (AI), phối hợp tạo dựng nền kinh tế tiên phong dựa vào hợp tác công tư, phối hợp trong gìn giữ hòa bình và ổn định ở khu vực.Yomiuri cũng nhận định, bà Takaichi sẽ kêu gọi tăng cường hợp tác năng lượng dựa vào khung hỗ trợ “POWERR Asia”, công bố kế hoạch viện trợ nhằm nâng cấp cơ sở hạ tầng viễn thông, bao gồm hệ thống cáp ngầm dưới biển và hệ thống thông tin vệ tinh. Ngoài ra sẽ là việc mở rộng đối tượng và quy mô của viện trợ an ninh chính thức (OSA), tận dụng nguồn vốn hỗ trợ phát triển chính thức (ODA) cho xây dựng các sân bay, cảng biển và nâng cao năng lực bảo đảm an ninh trên biển…Tất cả các vấn đề nêu trên đều được đánh giá là những yếu tố cốt lõi, liên quan trực tiếp đến lợi ích quốc gia của Nhật Bản và các đối tác chiến lược./.Thủ tướng Nhật Bản Takaichi Sanae kỳ vọng một trụ cột mới trong hợp tác chiến lược với Việt Nam. Ảnh Jiji Press

VOV1 - Thiết lập quan hệ ngoại giao từ lúc còn là “phía bên kia” của nhau, Việt Nam và Nhật Bản đã đồng hành, vượt qua nhiều thăng trầm của lịch sử mới đi đến được móc son “Đối tác chiến lược toàn diện vì hòa bình và thịnh vượng tại châu Á và trên thế giới”.Nếu như khoảng 15 năm trước, hợp tác Việt - Nhật chủ yếu dựa vào nguồn vốn hỗ trợ phát triển chính thức (ODA) và những dự án xây dựng cơ sở hạ tầng của Việt Nam với nguồn đầu tư từ Nhật Bản…, thì nay, cùng với sự phát triển vượt bậc của Việt Nam, mối quan hệ này đã có những biến chuyển về chất, dựa trên những trụ cột khác hẳn trước đây.Đại sứ Phạm Quang Hiệu (ảnh VOV Tokyo)

Logan Paul just dropped over $500k on the first publication of One Piece -- the YouTube boxer and crypto king snagged a Beckett 9.0 graded copy of Weekly Shonen Jump #34 from 1997 (Luffy's canon debut, second-highest grade in existence) plus a record Dragon Ball Chapter One 9.2 for the full haul, then bragged it's the start of his "manga journey" like he's the next big collector whale. Yeah after flipping Pokémon cards and NFTs he's now parking half a mil in vintage manga while actual One Piece fans lose their minds over the price tag and call it another pump-and-dump flex -- nothing says "I love the series" like turning Oda's masterpiece into your latest investment trophy. Watch the podcast episodes on YouTube and all major podcast hosts including Spotify. CLOWNFISH TV is an independent, opinionated news and commentary podcast that covers Entertainment and Tech from a consumer's point of view. We talk about Gaming, Comics, Anime, TV, Movies, Animation and more. Hosted by Kneon and Geeky Sparkles. Get more news, views and reviews on Clownfish TV News - https://more.clownfishtv.com/ On YouTube - https://www.youtube.com/c/ClownfishTV On Spotify - https://open.spotify.com/show/4Tu83D1NcCmh7K1zHIedvg On Apple Podcasts - https://podcasts.apple.com/us/podcast/clownfish-tv-audio-edition/id1726838629 MORE CLOWNFISH TV - Official Merch Store: http://ClownfishMinus.com Facebook - https://facebook.com/ClownfishTV X - https://x.com/ClownfishTVcom Clownfish TV subreddit: https://www.reddit.com/r/ClownfishTVOfficial/ Disclaimer: This series is produced by Clownfish Studios and WebReef Media, and is part of ClownfishTV.com. Opinions expressed by our contributors do not necessarily reflect the views of our guests, affiliates, sponsors, or advertisers. ClownfishTV.com is an unofficial news source and has no connection to any company that we may cover. This channel and website and the content made available through this site are for educational, entertainment and informational purposes only. These so-called “fair uses” are permitted even if the use of the work would otherwise be infringing. #News #Podcast #FYP #Shorts #LoganPaul #OnePiece #MangaCollector #OnePieceFirstIssue #WeeklyShonenJump #LoganPaulManga #MangaInvestment #AnimeNews Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

-  Tổng Bí thư, Chủ tịch nước Tô Lâm dự Lễ dâng hương tưởng niệm các Vua Hùng tại Khu Di tích lịch sử quốc gia đặc biệt Đền Hùng, tỉnh Phú Thọ. Hàng vạn người dân từ khắp mọi miền Tổ quốc cũng hội tụ về đất Tổ trong không khí trang nghiêm, thành kính.- Thủ tướng Chính phủ yêu cầu các bộ, ngành, địa phương khắc phục triệt để những tồn tại trong công tác chống khai thác hải sản bất hợp pháp, không báo cáo và không theo quy định, quyết tâm gỡ cảnh báo “thẻ vàng” trong năm nay.  - Bộ Tài chính dự báo nhu cầu vốn ODA giai đoạn 2026–2030 có thể lên tới 1 triệu 350 nghìn tỷ đồng, tập trung vào các dự án có hàm lượng công nghệ cao và khả năng lan tỏa lớn.-  Nổ súng tại tiệc Hội Nhà báo Nhà Trắng, Tổng thống Mỹ Donald Trump được sơ tán an toàn.- Gaza tổ chức bầu cử lần đầu tiên sau 20 năm, nỗ lực hướng tới một Nhà nước Palestine  thống nhất.

En este nuevo episodio #147 hablamos con la editora y escritora chilena Claudia Apablaza, autora clave para pensar las nuevas formas de la narrativa. A partir de su experiencia en diferentes territorios, aborda de qué manera la escritura se convierte en un espacio que está en constante desplazamiento. Conversamos acerca de sus procesos creativos y sobre la dimensión política que se halla en su escritura, y de qué manera vuelve a su infancia a través de su obra. Gracias por escuchar Espiral, el podcast de Karen Codner.  Si disfrutas de estas conversaciones, tu apoyo hace una gran diferencia: deja tu comentario, valora Espiral en tu plataforma favorita y comparte el podcast con quienes también disfrutan de las buenas historias. Y para seguir conectados, visita karencodner.com y suscríbete a Oda, la newsletter donde cada semana encontrarás inspiración, lecturas y nuevas ideas para alimentar tu propia espiral creativa. Learn more about your ad choices. Visit megaphone.fm/adchoices

If you've ever said “We'll just set up a walking blood bank when we need it,” this episode will make you rethink everything. Dennis and Andrew Fisher drop straight fire on how to actually build, stock, train, and run a real walking blood bank on a FOB, Firebase, or any austere base — not just theory, but the exact steps special operators and conventional medics are using right now to save lives when the next mass casualty hits.No fluff. No “somebody else will handle it.” Just battle-tested, practical guidance on turning your team (and the units around you) into a living blood bank that can deliver fresh whole blood in under 30 minutes.Key Takeaways You Can Use TomorrowPre-type every donor (especially O's) and keep the roster with key leaders and medics — Medpros + secondary confirmation beats dog tags every time.Distribute kits across the team so one casualty doesn't wipe out all your supplies.Practice full collections with non-medics — they can (and will) be your force multipliers.Have donor questionnaires filled out in advance for anyone outside your unit; do Eldon cards in calm conditions, never under fire.Plan for 20–30 minutes from alert to transfusion — that window dictates how long you have to bridge with other resuscitation tools.Principles over perfection: good stick + patent line + practiced team beats fancy equipment every single time.Chapters00:00 – Welcome & Why Most Walking Blood Banks Stay TheoreticalThe dangerous gap between “we have a plan” and actually practicing it.02:30 – Preferred Blood & ABO Typing Your Entire ForceLow-titer O whole blood, Medpros screening, lab vs. Eldon cards, and why you double-type.08:45 – Eldon Cards: When They Work (and When They Don't)Calm pre-mission testing vs. chaos — real talk on reliability.13:20 – Supplies & Logistics: Bags, Kits, Refrigeration & Cold ChainFenwal vs. Terumo, how many kits to order, and smart storage hacks.19:10 – Point-of-Injury Kits & Load DistributionWhat medics carry, what teammates carry under plates, and spreading risk.24:40 – IV Technique, Saline Locks & Point-of-Care TestingWhy 18-gauge + PRN adapter wins, donor screening, and host-nation considerations.31:15 – Donor Questionnaires & Pre-ScreeningWhen to use them, multilingual options, and why you do this before the fight.35:50 – Selling It to Commanders & Multi-Unit CoordinationRisk-benefit talk that actually works: mutual support, 100+ years of history, and 10,000+ units transfused.41:20 – Real Timelines: 20–30 Minutes from Call to TransfusionTraining goals, the 15-minute bag-fill rule, and why practice beats classroom speed.47:30 – Closing Principles & Final ThoughtsForce multiplication, non-medics stepping up, and adapting under pressure.Whether you're ODA, Ranger, conventional, or just preparing for the next deployment — this is the episode that turns “we should do a walking blood bank” into “here's exactly how we're doing it.”For more content, go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.prolongedfieldcare.org⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Consider supporting us: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠patreon.com/ProlongedFieldCareCollective⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ or ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.lobocoffeeco.com/product-page/prolonged-field-care⁠

Welcome to the One Piece at a Time Podcast where I'm joined by Brandon Bovia to read and discuss 5 chapters of the One Piece manga every week. And we've finally done it. We've reached Chapter 1000! So how does Oda celebrate this massive achievement? We give our thoughts on it all as we cover Chapters 996-1000 of One Piece!Preorder my book "A Communal History of Metroidvania Video Games!" https://www.lostincult.co.uk/metroidvaniaSupport the One Piece at a Time Patreon! https://www.patreon.com/DerrickBitnerCheck out more from Brandon Bovia! https://bsky.app/profile/brandonbovia.bsky.social

In Episode 103 of the GHM Podcast, we talk about the possibility of Oda getting rid of one of the Strawhats on Elbaph, new anime reviews such as Witch Hat Atelier, Deamons of the Shadow Realm, and Liar's Game, and the Avatar The Legend of Aang Movie Leaks??

¡Bienvenidos a un cónclave de alto nivel en Monjes Fanáticos! Hoy dejamos de lado la realidad para sumergirnos en la ficción que nos obsesiona. Analizamos los saltos más ambiciosos del papel a la pantalla, desde el anime más bizarro hasta los universos literarios más masivos.Rooster Fighter: El gallo más rudo del manga llega para salvarnos. Analizamos por qué esta sátira de acción es lo que necesitabas y no lo sabías. ¡Puro surrealismo y adrenalina!El Cosmere de Brandon Sanderson: ¿Es posible adaptar el universo cinematográfico literario más grande de la actualidad? tendrá total libertad Sanderson?.One Piece (Netflix): Ya pasó la marea alta, pero que se viene y los cambios aprobados por Oda. Harry Potter en HBO: las libertades no autorizadas.¡Prepárate para un debate lleno de teorías, críticas y mucha pasión geek! Dale play ahora y únete a la orden.

When building a business, have you ever felt like working harder should be the answer, but the more you push, the more exhausted, misaligned, or stuck you become?  In this episode of the #DoorGrowShow, Jason Hull sits down with Sean Patton, former U.S. Army Special Forces Commander, executive coach, and leadership speaker, to unpack what entrepreneurs can learn from military leadership, self-leadership, and mission-driven culture.  They discuss the dangers of hustle without recovery, why so many business owners never learn to lead themselves, and how clarity of mission, roles, and outcomes can transform the way a team operates.  Jason and Sean also explore why the military is far more collaborative than most people assume, how strong leaders facilitate input without losing ownership, and why mission dictates culture in both combat and business. Along the way, they dive into personal purpose, team alignment, trust in sales, and the mindset shifts required to build a business that creates both impact and freedom instead of burnout. You'll Learn (00:00) Introduction and Guest Background  (01:15) Sean Patton's Military and Entrepreneurial Journey  (04:16) Leadership in Difficult Situations: Military vs. Business  (08:29) Dispelling Myths About Military Leadership  (10:35) Collaborative Decision-Making in Special Forces  (12:56) The Role of Extreme Ownership in Leadership  (16:08) Culture as a Mission-Driven Concept  (19:16) Aligning Mission, Culture, and Outcomes  (20:51) The Power of Mission and Vision in Business  (25:41) The Why Behind Business Success  (29:24) The Entrepreneurial Hierarchy of Needs  (35:19) Applying Military Clarity to Business Operations  (37:31) The Importance of Clear Roles and Responsibilities  (41:37) Closing Remarks and Contact Information Quotables "Leadership isn't a title, it's a person you become." "Sometimes the loudest voice in the room isn't the smartest voice in the room." "Mission dictates culture." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:01) Five, four, three, two, one. All right. Welcome everybody to the DoorGro show. I'm Jason Hull, the founder and CEO of DoorGro, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we've brought innovative strategies and optimization to the property management industry.   At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now, let's get into the show. All right, so I have an awesome guest today. I'm hanging out here with Sean Patton. Welcome, Sean. I'm going to brag about you a little bit. Thanks for being here.   Sean Patton (00:53) Yeah, alright, you go for it. Thanks for having me, man.   Jason Hull (00:54) All right. All   right. So Sean is a former U.S. Army Special Forces Commander, Meta Performance Executive Coach at Novus Global and a leadership keynote speaker. Sean helps leaders accomplish seemingly impossible and thrilling visions through transformation. This is your bio. As a former U.S. Army Special Forces Commander, Sean brings a rare combination of battlefield tested leadership, real world business ownership.   and success back to human performance principles to every stage and coaching session. His work is grounded in one belief, leadership isn't a title, it's a person you become. As an ICF certified executive coach, host of the No Limit Leadership Podcast and author of A Warrior's Mindset, The Six Keys to Greatness. Awesome. Sean, so glad to have you here. Welcome to the show.   Sean Patton (01:48) Thanks, man. I'm excited to be here.   Jason Hull (01:50) Cool. So Sean, for those listening, I'd love for them to get a little bit of background on you. I gave a little bio, but tell them a little bit about how did you get into entrepreneurism? When did you wake up and go, hey, you know what? I'm an entrepreneur.   Sean Patton (02:04) Well, it took a little bit. was maybe a little late to the game. I originally went from a small town in Kansas. I went to the United States Military Academy at West Point, graduated and then spent 10 years as an active duty officer in the army. So I was an infantry officer and then a special forces officer in the special forces group commanding two different Green Beret attachments. So it was a busy time. I feel like I crammed a lifetime of   leadership lessons into those 14 years, right? Like West Point is most intense leadership training that our nation has. And then, you know, was a rifle platoon leader and sniper platoon leader in Iraq. Then I was an Afghanistan with my team. So I was doing really difficult things and complex things with elite performing teams. And, you know, despite all of that and 22 months in combat and 30 months to point overseas,   I was never really the gun guy or the gear guy. Uh, it was all, it always about the people and the problems that we were solving. And so in 2015, a little before that, I decided that I was going to get out of the military in transition. And I just had this entrepreneurship itch that I wanted to scratch. Plus, you know, I want to check out with this freedom thing that I had been hearing about all these years was all about. And so I decided to try it and.   Jason Hull (03:04) Yeah.   Yeah.   Sean Patton (03:31) It was a rocky start. I had a lot of, I think I had some strengths coming out of the military and those experiences, but also some real gaps. And one of them was a, I think my risk tolerance was so high from things I had been doing. then also   Jason Hull (03:33) Yeah.   Yeah.   Sean Patton (03:59) The answer in the military so often, at least in the units I was in was when things got hard, right? When the, when the darkness came, when it seemed like the weight was unmanageable, the answer was just go harder. Like, you know, like the mission is going to end, you're going to redeploy, like you, know, the sun's going to come up, just keep going, keep going, keep going. And what I didn't appreciate was when you get into the entrepreneurship space is that in the military, even in those units, there was this like,   Jason Hull (04:11) Okay, yeah.   Yeah.   Sean Patton (04:28) mechanism around us almost protecting us. Like they had honed us into this machine that could push ourselves to these extreme limits. But they told us when it was time to turn it off and when it was time to refit and when it was time to recover. And then I got in entrepreneur space and when things got difficult and you know, I made some really bad financial decisions which we can get into and all of that. I found myself with all of that weight with the only answer I had was just go harder.   Jason Hull (04:52) Yeah.   Yeah.   Sean Patton (04:59) And so   three years later, I was in the hospital ⁓ and I had stress hives and my appendix almost burst and all these health issues and going through my first bankruptcy or my only bankruptcy, but bankruptcy after three years. And so it was a rough start to the whole thing. I had to learn a lot of lessons about myself in that.   Jason Hull (05:07) Wow.   Yeah, yeah. And I think, you know, early stage entrepreneurism, there's some similar patterns I've noticed because, you know, I've talked to thousands of entrepreneurs. I've gone through this sort of journey. in the beginning, yeah, we do a lot of stupid stuff. Like we make mistakes and that's part of learning. You know, we believe weird things like I just like your first hire should be a clone of yourself. If I could just clone myself, I call it the clone myth. Like we believe like   You know, we think we can do everything ourselves. it'd be cheaper if I just figure out how to do it myself. If I just read the right book, watch the right YouTube video. And so we do dumb stuff like we don't get support. We don't get help. We don't get mentors. like it. had to things had to get really hard before I started getting mentors, getting help, getting coaches, getting support. And I had to be humble, you know, before I was willing to do that. And.   And yeah, and so I see, I see this, you know, a lot of people play out this journey and then early stage as an entrepreneur. Yeah. We're, we're, it's almost like the hustle's glamorized. And so we go through this process of like, I got a hustle. I got to work harder. That's what you do if you own a company, if you're a CEO, if you're a boss. And so you just burn yourself out. I remember I was at end of a sales call trying to wrap it up.   I was in so much pain because I like I think I'd slipped some sort of disc or was bulging in my back. And I was like by the end of the call and doing this call, I was laying on the floor and I ended the call and I was like, and I was in so much pain. I wasn't able to work and had to lay down for like two weeks. Yeah. And then I realized because I hadn't been eating, I'd been just working. hadn't been sleeping.   Sean Patton (07:04) my gosh.   Jason Hull (07:11) very well, I'd been just working. I thought I just need to work harder, work faster. And I didn't realize that probably I was like probably operating at like 10 % of my effectiveness mentally. I was being stupid. And I thought, I just need to work harder, I gotta hustle. And I wasn't taking care of myself. And then that's when I realized, if I don't take care of my body, I don't have a vehicle to achieve stuff or to get results. And I'm not even really present.   Sean Patton (07:23) Thank   Jason Hull (07:40) when I'm there with people because I'm hungry and I'm tired and I'm I'm everywhere else and I haven't even produced the, or my brain hasn't had a chance to clean itself like it does every night. And I haven't gotten food to fuel my brain. I don't have all the chemicals my brain needs. I'm lacking dopamine and serotonin and GABA and like, I'm just, I'm an absolute mess, right? And I see people do this all the time, all the time.   Sean Patton (08:05) It's so true. I, in my lens, how I look through that is through a leadership lens. And I learned in the military so many great things about leading others. And as I look back at it, what I had to learn in entrepreneurship, what you're kind of talking about is like, I never really had to master leading myself.   Jason Hull (08:31) Yeah.   Sean Patton (08:32) I never had to look at myself as like, how am going to lead myself? Cause the way you mentioned there, like I would never treat one of my soldiers or one of my employees or have an expectation of them the way I was, I was treating myself. And so it's like, how would you.   Jason Hull (08:41) Yeah.   Yeah, I wouldn't do I wouldn't I wouldn't push my spouse to be like this. I'd be like, hey, come on, clean more. Work harder.   Do this. Right. Yeah. Then marriage would be over real fast. I wouldn't like I wouldn't do that to my kids. Come on, go. Yeah. But to ourselves, we can sometimes be a cruel leader. Right. Can you dispel a myth? Because, you know, I got I kind of got a sense of this. I've never been in the military. And God bless you. Thank you for your service. I appreciate that.   Sean Patton (08:55) Yeah.   Jason Hull (09:15) ⁓ but I've realized I've been listening to, ⁓ Chaka Willa, Willick and Leaf, whatever their, their book, ⁓ the dichotomy of leadership. And I had this belief that in the military, I think a lot of people maybe that haven't been involved in it have this perception. Military, just, you either give orders or you take orders. It's rigid. There's no thinking. You just were told what to do. And, ⁓ you know, I've kind of gotten a very different picture of that.   that there's a lot of decisions and there's planning and know, this is lives are on the line and it's painted a very different picture. Can you just touch on that? Cause I think some people here, you've got this background in the military and to you, it's just, you know this stuff cause you had lived it. But for those that have never been in the military, what advantage did that give you in business and how is that different that maybe people perceive it?   Sean Patton (10:09) It's a great question. I do think that there is this idea from either whether it's like movies about basic training or, you know, the, or, know, about like submarines. Yeah. You just shut up and go. Right. And, know, there is in basic training or when you're, I would say when you're being transformed from a free citizen to a soldier, there is a bit of a breaking down of   Jason Hull (10:16) in movies. Yeah. You blindly follow and you're told what to do. Yeah.   Mm-hmm.   Sean Patton (10:39) some of that, that needs to come back. But then as you build that foundation of like, when it's time to go, I go ⁓ and I have some discipline and I can, can integrate with the unit, let's say. ⁓ Then you start getting more and more responsibility. And especially as you move up in the military, you become, I mean, it's not that long, like two or three years later, even the regular military, regular army, you're going to be a team leader. So you're going to be a leader.   And a of those kids are like 20, 19, and they're in charge of three people. And so they're no longer just like, it would make no sense to have someone to stand here and like, what do I need to do? This is what need to do. ⁓ That's not, not, that wouldn't like, that doesn't work in a company and that wouldn't work in a unit. And so there needs to be input on each side. And then especially when you get into like the Navy SEALs, like Jaco was talking about, or in a special forces team. mean, the planning, I was a facilitator of mission plan.   Jason Hull (11:11) Yeah.   Yeah.   Sean Patton (11:38) but I was by no means the smartest person in the room and it was a very collaborative experience. And so my job as the commander of a 12 man special forces ODA was to receive the mission that we had been given. And that mission doesn't come down and tell us this is how you're going to do it. It says, here's the effect we need to have in the area. Here's the questions we have. And then it was up for us to sit down and I had, you know, I have a warrant officer who's   Jason Hull (11:43) Hmm.   Sean Patton (12:08) trained in human intelligence to a level of a CIA operative. I have an intelligence officer or an intelligence sergeant who does the same work the NSA does. My average age on my team is 30 years old, people with multiple combat experiences. I remember one time I was in Lebanon and one of my younger soldiers, Greenbright, we were talking about why there was this conflict going on and how we were trying to influence it.   And I said, well, you know, it's probably because of this rift between this Hezbollah and the Shia sect and the Sunni sect of Muslims in the area. And, you my 26 year old soldier is like, actually, sir, that's incorrect. This conflict in the Becca Valley actually goes back hundreds of years. It's actually over like water rights. mean, like that's the level of conversation we're having in the planning session. And it is very much a collaborative   Jason Hull (13:00) Yeah.   Sean Patton (13:07) ⁓ discussion and we come up with multiple courses of action, but here's, I will say where it kind of converges to, ⁓ the lesson that comes from the military and maybe an issue, this is where the people maybe have this misconception, but I think it's an important one for when it comes to the, company is that at the end of the day, kind of go back to Jaco's first bunk on book, honestly, extreme ownership, has to be someone in charge as the commander is my dis   Jason Hull (13:11) Yeah.   Sean Patton (13:35) was my decision. was like, okay, I've heard everyone's input. We're going with, this is how we're going to do that. And immediately, because everyone had given their input, even if we didn't pick what their choice was, it was, okay, Roger that. Now we're going to execute that as if it was our own. And so that level of ownership when it comes to planning and execution is where we turn and say, okay, now we're on the same page.   the rich discussion and input that happens before that is an important job. And that's why I think whether it's in the military or in the civilian world, as a leader of an organization like that, you need to be a master facilitator. It's not your ideas. It's how can we be the composer of the group in front of us? And if someone is taking over, how do we calm them down? How do we...   Jason Hull (14:20) Yes, yeah.   Sean Patton (14:31) recognize when someone's voice is being stomped out and their valuable input isn't being contributed. You know, like how do you handle that and get the idea so that the best concept comes to the top and then get buy-in to execute.   Jason Hull (14:37) Bye.   I mean, what I'm hearing is like, you know, this picture you're painting is you've got this team of specialists. They each bring some value and some wisdom and some knowledge to the table. They're experts at this one particular craft. They see everything through a different lens and you're getting feedback from all these different lenses. And then as a leader, you have to decide which things are valid, which things do we incorporate? And, know, and it's up to each individual that's a specialist to really   put some pressure on the leader to say, this is significant, this is important. And it's up to the leader to make sure that, you know, maybe that quieter voice, but to recognize what is significant if they're not making it present, because sometimes the loudest voice in the room isn't the smartest voice in the room. And so, yeah, so that's fascinating. And, business is a lot like that, but a lot of business owners, they don't even run their teams like that. They think it's a dictatorship.   They mistakenly think that's how the military works. They're like, I'm the dictator and I have all the best ideas and I'm smarter than all of you. And they do, they end up as the emperor with no clothes. Cause everybody in the team were like, yes boss, we don't want to get fired.   Sean Patton (15:56) Absolutely. And that's why I think that the, main job of, let's say that entrepreneur, that business owner, that even commander, right. Is your job is to craft the vision of what you're trying to create. And yes, the outcome and clarity of outcome, clarity of vision of why does this company, why do we exist and what impact are we trying to have in the world? And once people are bought into that and aligned on that.   Jason Hull (16:09) The outcome, clarity of outcome.   Okay.   Sean Patton (16:26) then we can have a great and rich discussion on the how, the strategy.   Jason Hull (16:30) Got it. that,   you know, that's, so now we're talking about culture, right? Which is the foundation before we get into tactics, we have to have culture and the military, you have all kind of chosen into a particular culture. There's a set of beliefs and that's a foundation. It's kind of like, you might maybe even take it for granted, but the military has that and a lot of businesses don't. They don't have that set culture where it's defined.   Sean Patton (16:57) So can I, what I will say is that this is true in the military and I'll give you some military examples just because they're maybe interesting to your audience and then we can talk business is that mission dictates culture. So, know, for example, you might have, you know, especially a lot of the movies, right? You see like the Marines, That's stereotypical. We'll be super stereotypical right now. Marines mission, their core mission is secure the beach to land ships.   Jason Hull (17:04) Yeah, I love this. Yeah.   Yeah, OK.   Mm-hmm.   Okay.   Sean Patton (17:27) So if   you notice, are a bit like, just go get in line, full frontal assault, you're getting off ships on an uncovered area and you're just massive violence of action. That's how you win that battle, okay? So they need to have a certain kind of mentality and I'm generous. Okay. A special forces team will operate by, with and through an indigenous force. So we're a US sponsored insurgent. we've got, I will go on target with.   Jason Hull (17:42) Yes.   Sean Patton (17:54) 10 Americans and 300 Afghani commandos. Like that dictates a certain mission, right? And so ⁓ the difference between the Marines and then maybe the Navy SEALs who are operating and their job is to take over a ship underway with 30 SEALs that all live together, work together. They know each other in their ear, like synchronize their precise, you know, cause you've got to be right. You're, you're firing weapons inside of a ship corridor. Like   Jason Hull (17:57) Okay. Yeah.   Sean Patton (18:23) You have to be so precise. I can't do that on the ground with 300 Afghanis running around. I'm just like guns pointed this way. You know, like we've got to you've to be much more flexible and and how you plan that and how you think about success and all that is a different animal than the Marines who are on you're trying to storm a beach together. A SEAL team is operating with 30 people who've worked closely together and then.   where you've got 12 of us trying to work by with and through a different unit to do a different thing. Like the culture inside each one of those units would be completely different. In the Marines, you might have a bit more like go here, do that. Yes, sir. How, how jump high, jump faster. You know, you might need that because that's you need to storm a beach. You made, you need very precise, very black and white, right? And wrong, like precision to take down a ship with 30 people.   you need to be very clear about larger intent and what is the big thing we're trying to operate here and how do we control sort of an uncontrollable mass and chaos to operate a Green Break team. If you took the culture of each one of those, if you gave that mission to a bunch of Marines who are just like, where do I go? Where do need to blow up? And you're trying to like do a sensitive political operation with 300 indigenous, it would be a disaster.   Jason Hull (19:29) Yeah.   Sean Patton (19:46) And if you tried to set the precision of, cause we tried to do this sometimes, like you would work with an indigenous force. If you tried to set the precision and standard of a US special operator, whether it's a SEAL or a Green Beret on this indigenous force, you drive yourself crazy. Like it's not going to happen. All right. And so all of those different units have different missions. And so they all have different cultures. And to your point on your company, if you're not clear on missions,   If you're not clear on the vision and like why you exist and what you're trying to do, you will end up chasing your tail on culture because you'll just start grabbing like every other leadership book and culture. just like, what about this works here? This works here. This works here. Instead of saying, what are we trying to accomplish and what is the optimal culture for our mission set?   Jason Hull (20:36) I love that. Yeah, one of our guiding documents at DoorGrow is our, we call it our client-centric mission statement. And it talks about who we want to serve in detail, how we will help them, what our goal is, our plan, and then what kind of the long-term sort of vision that maybe we'll never achieve, but it's the goal we're striving for. And this is what we coach our clients on getting defined because it creates culture.   Then we have our how we do things. That's the company core values. And then we get into personal why statements for the business owner, business why statements. Creating all of this is, we call this the culture materials. There's like six key elements that I coach them on getting in place that help kind of make the culture visible to everybody on the team. And you're right, mission dictates culture. I love this idea because the mission of the business   which most people mistakenly think is just to make money, is actually to provide some sort of value and to solve a real problem in the marketplace. And that mission, whether you're good at it or not, and the team are conscious of it or not, and you're focused on it or not, dictates whether or not you have good culture that actually achieves outcomes. That makes a lot of sense.   Sean Patton (21:53) Yeah, absolutely. Cause   yeah, I love that you have that structure and I love how you also tied that down to personal why statements because this is another leadership issue that I see with a lot of entrepreneurs. We're big companies, honestly too, is that there is this assumption that you've accepted this job description and here's what matters to the company and therefore   what matters to maybe me as your leader or boss or the division or the company is also the most important thing to you as an individual or like the reason you're here is not really explored. So I think one of the most critical conversations you can have, and it sounds like you have a structured format for that, which is fantastic, is just sitting down with each member of your team, like, why are you here? What matters to you? Because often, right, I'm sure you've had this, I've had employees where you assume   a salesperson, the most important thing is compensation, right? It's how much money you can make. And that's great. Maybe it is, but then it's actually like, well, yeah, that's important. And also, you know, my, my youngest is a senior in high school and this is the last baseball season we have with, and man, the games start at four and it's so hard for me to get to games at four because you have me work till five. And it's like, if I could just make those baseball games, that would be amazing. And then all of sudden,   Once you know like what matters to them and why they're doing this, then you can adjust and say, cool, how do we align what matters to you? What your personal why statement as you mentioned it and the company why statement. And now you've got alignment. And when you align those two things where what matters most to them contributes to what matters most to the company, you just, create transformative effects.   Jason Hull (23:36) Thank   Yeah, the big challenge I've noticed, the biggest transformation I can get is to help the business owner get clear on their why. Because when the business owner isn't clear on why they do what they do, they end up doing the wrong things in the business. Because you're the business owner, you can do anything in the business. And so some business owners are like, well, I have to do the accounting. I'm the business owner. Do you really? If you hate accounting, you probably shouldn't be doing the accounting.   You're not the right personality fit for that, which means you're actually probably not the best person to do that. So some business owners love sales. Some love accounting. Some hate it. Some love operations. Some are really bad at that. And so if we can get clear on their personal why, and then we can look at their role and see if their role is helping align with that, we can then reorganize the entire business. But most business owners, the first team they build is they transition from solopreneur to having a team.   I find is a mess. The first team they have is built around the wrong person. And it's kind of like they're like, I'm this shape puzzle piece, but it's not really them. They're like, I'm doing accounting. I'm doing this and a little bit this. And then they're like, now I'm going to get team members. I'm going to puzzle pieces around this misshapen puzzle piece. And they fit that puzzle piece, but that's not even me. So I hate being in it. I'm uncomfortable in my own business.   In property management, this is where they get to two to 400 doors. call it the second sand trap or the team sand trap. They've made it through that transition of finally having a team from being a solopreneur and they're the most miserable they've ever been in their business. And adding more doors makes their life personally worse, not better. Because adding more doors just means they're working harder. They're doing more work instead of getting the right support and the right team, because they didn't build the right team around the right person from the beginning. So if I get them clear on their why,   They're like, my gosh, I'm a circle. I'm not a square. I need to build this whole different team around me. And then like when I got clarity on this many years ago, I think within a month I had fired like half my team. I changed everything. I changed the type of clients I was willing to work with. I changed my business model. Like I didn't want to tolerate certain things anymore because you know, I woke up one morning and I was like, I would rather stream Netflix and avoid growing my business.   even though I need money, then deal with the clients I'm dealing with at that time. I'm like, why is this so, why am I so out of alignment? Then I saw Simon's the next start with why, like presentation on the golden circle, why, how, what? And I was like, what? And I'm like, ⁓ what's my why? And so I went to, I've like, I need to figure this out. And my personal why is to inspire others to love true principles. What that means is I love finding the better way to do things. I love learning what works.   and sharing it with other people, I would do that for free for fun. If you're listening to this podcast, I'm doing it for free for fun right now. Like I love this. I love learning what's working for other people. And then I get to turn around and share that with clients and I get paid to do that. That's crazy. And that's the role I get to live in my business. And so my business, it feeds me my why.   Sean Patton (26:47) Yeah, it's all true.   Jason Hull (26:55) And so our why statement of door goes to transform property management, business owners and their businesses. So we get to create transformation. Everybody on my team buys into this vision. We all celebrate when our clients are winning. And so that's the culture we've created in the business. That's our mission, transformation. And we know if we transform the business owner, we transform the business. We transform the business, we transform the team. We transform the business and the team. We transform hundreds, maybe thousands of tenants and rental property owners lives.   There's this ripple effect and that's exciting to me. We're having impact, right? And so the thing I can get on a sales call and confidently say to a property management business owner, here's why you should trust me because if I'm selfish in getting what I want out of life, my why, my business is going to give you what you need and you are going to win. And we can always trust motives. And so I call that the golden bridge. The golden bridge is find out the prospects why.   Sean Patton (27:31) Yeah.   Jason Hull (27:54) and you build a bridge to it, the bridge is the business. It's what gives you both what you want. That's where the deal happens. And there's my why, there's the prospect's why, the business why is what connects us. And that's the golden bridge. And if I can relate that formula verbally, all the objections drop by the wayside, because the only real objection is, I don't trust you. If they're like, what about these features? And what do you do with my property? And what do you do? How do you handle evictions? All they're saying is blah, blah, blah, I don't trust you yet.   And so that's, I just teach my clients the golden bridge formula and that we have, and then they become great at selling because sales is about trust. That's it.   Sean Patton (28:35) Yeah, I love that, ⁓ that framework. And also I want to call out an important mindset shift that I know I struggled with. And I think a lot of other owners struggle with it. You mentioned there, which is this belief that if we're not suffering,   Jason Hull (28:57) ⁓ yeah. It's like suffering's a badge of honor in entrepreneurism.   Sean Patton (29:02) Yeah, like if we had, if we're actually enjoying what we're doing, if we're having time off, if we're like, you mentioned, we're taking care of ourselves and we're like inspired and energetic and it doesn't feel that hard, we must be doing something wrong or being lazy or we're not doing enough. And so then we're like constantly pushing ourselves to this point of, uh, I need to be overwhelmed. I need to be, and when things are going well, we'll crash the plane.   Jason Hull (29:11) ⁓ yeah.   Yeah, yeah.   Sean Patton (29:30) just so we can feel the pain again, so we feel like we're being productive. And so I love the fact that you, sounds like you sort of, we're running into that or identified that. And now the shift that it sounds like you've made around your mindset is like, what if this could be fun?   Jason Hull (29:32) Yeah.   Yeah. What if you actually love doing what you were doing in your business? I'll tell you what happens because I hope a lot of people do this. You make way more money when you focus on the money instead of the mission and you're not focused on your why you make way less money. But it's money is easy when you are focused on helping people get what they want. You're outward focus and it's you're being selfish enough to focus on your actual purpose. Money is not your purpose.   If I say, do you want money? There's a whole level of depth beneath that. Right. And so, yeah, but you're right. Like we're struggling, we're suffering, and it's like a badge of honor. Look at my hustle culture. And I'm like, it's so hard. And then we start succeeding and we get, the world gives us feedback because the world isn't supportive of entrepreneurs. The world cares about safety and certainty more than freedom. Entrepreneurs care about freedom and fulfillment more.   Sean Patton (30:24) Yes.   Jason Hull (30:48) than safety and security. And that's why we start businesses. That's a risk. But as soon as we start winning, what do we hear from people? ⁓ it must be nice.   Sean Patton (31:00) Yeah.   Jason Hull (31:01) it must be nice that you have this. Jason got his cyber truck or he's in his million dollar house. It must be nice. ⁓ know, and so you hear things like this and you're like, did I do something wrong? maybe I need to be small because I'm making some people feel uncomfortable because, know, it's to be a struggle. I can't show that I'm having success because it's got to be hard. I didn't I didn't work hard enough to earn this. Maybe it's that feeling or, know, it has to   Sean Patton (31:20) Yeah.   Or enjoyment, yeah, it's gotta be.   Yeah, I think there's a lot   of that. I know my relationship as I've reflected back with, with money, um, with success is, know, I grew up with a, with a single mom and she was phenomenal. I mean, raised me, worked full time as a waitress and bar center to put herself through undergrad and grad school to be a school psychologist, to work with special needs kids so that she could impact the world and take care of me. But in that, yeah. Yeah.   Jason Hull (31:31) Hard.   Yeah.   And love was working hard. That's what you saw. Like she was hustling.   You knew she loved you. She was serving. Yeah.   Sean Patton (32:02) Absolutely.   And so I would say there's two sides of that coin. One, what I tell people all the time is like, when you see your mom do that or that's your leader, like mediocrity is no longer acceptable. That's one thing I took away from it. then the, but there was this idea when we say we drove through nice neighborhoods or we saw big houses or we saw people with money. was like, ⁓ those it's like those people. Like it was very much put into, I feel like subconsciously that   Jason Hull (32:10) Yeah.   Yes. Yeah.   Sean Patton (32:31) I think that it was just a matter of like, ⁓ there's this idea of that good people or hardworking, working class folks like us, we're doing sort of this noble thing and these other people either just got lucky or they're just different or they were born into it or, it's this idea of like, we're not those people.   Jason Hull (32:49) Or even worse,   were unethical or hurt people to get there. Those rich people, those evil billionaires and those evil millionaires, and nobody should have that kind of money. They must have hurt people to get there and yeah, yeah, yeah.   Sean Patton (32:54) 100 exactly.   And so that   was like a story, even a money story and success story that over the last 10 years as an entrepreneur with different businesses, and I was, and I was as a coach of leaders inside companies, ⁓ and, business owners that I've had to overcome. And I have found myself to your point, sort of sabotaging or questioning when I do have certain levels of success or impact and downplaying it almost because I have this.   Jason Hull (33:17) Yeah.   Sean Patton (33:34) subconscious belief that like, wait a if I make this amount of money or if I get to do these things is like, am I, as you said, am I deserving of that? Or is that even like an ethical thing to be able to do? I need to suffer more and drive myself back to the suffering conversation.   Jason Hull (33:40) Yeah.   Yeah, I mean,   the feedback we get from the world as entrepreneurs. So one of my frameworks is the four, I call it the four reasons for starting a business. The first reason is fulfillment in life. That should be primary. We should be getting fulfillment in life, living our why, living our purpose. Number two, it should be more and more freedom. The business should give us more and more freedom. Now, we initially as entrepreneurs, when we start our journey, we make more and more money.   And the reason we want more money is we think it will give us more fulfillment and more freedom. But the default is, I've seen this over and over again, I live this, is we make more and more money and we have less fulfillment and freedom in our business initially. Until we get clear on this, because we're aiming for the wrong goal, we're aiming for money, not the four reasons. Once we have fulfillment and freedom though, once we figure that out, we're like, why am I doing this? I need to shift things. And we get alignment there, then we want to benefit others.   That's contribution. And that's actually why businesses exist. Businesses exist to contribute to the marketplace something of value, solve real problems. Otherwise, they're just snake oil and they're stealing people's money. And so true entrepreneurs, like they might start with just the motive of money, which maybe isn't the highest motive. But if they're going to be successful, eventually they graduate usually to contribution.   because that's the only thing that actually works in the marketplace. The marketplace is brutal to anything else. So it's almost like God tricks us into becoming good people by getting us to start businesses, you know? And so the fourth reason, once we have contribution, we have fulfillment, freedom, we get to, we're living a life where we feel like we're benefiting others, making a difference. And we love, we can't have those first three without the fourth, which is support. There's no,   Sean Patton (35:22) Yeah, yeah.   Jason Hull (35:41) business owner that I know of that enjoys doing every hat, wearing every hat in their own business. And so we have to have a good team. We have to have a good support. Just like you were talking about in the, in the military, like if you're going on a mission, you need some specialists that have expertise in different areas to make this work. Not everybody has the same personality, the same skills, the same intellectual abilities. And so we need other people if we want to stay in those first three.   We can't have fulfillment, freedom and contribution if we're doing stuff we don't enjoy. That's the opposite. And so we have to have team members. And that's why we build the vehicle of a business instead of just be a freelancer and do it all on our own. And that's the, so those are my four reasons. Now there is the fifth reason. The fifth reason is what everybody else wants. And we want this too as entrepreneurs, but the fifth reason is safety and security.   This is what makes us different. Everybody else on the planet wants all five of these things. But most people on the planet play safety and security first. They're like, forget your freedom. We saw this during the pandemic. It's like, fuck your freedom. Like, we don't care about your freedom. I want to feel safe. Make everyone feel safe. Force it on everybody. Make everybody feel safe first. And then freedom would be a really nice afterthought. And then entrepreneurial people were like, this what crazy planet am I on?   Sean Patton (37:04) Mm-hmm.   Jason Hull (37:08) Am I hanging out with aliens? Like, I don't understand. I thought we were in the land of the free home of the brave here in the US and like, what's going on? And we have all these different basic hierarchy of needs, but the hierarchy is different for entrepreneurs versus everybody else. And there's nothing wrong with that. Like I need people on my team that don't want to be the business owner.   Sean Patton (37:21) Mm-hmm. Mm-hmm.   Yeah, yeah   Jason Hull (37:32) You know, I need them to be with me and enjoy it, right? And they need somebody that like me, that's crazy, that's willing to take some of the risks. They just don't realize they're working for a crazy person, right? So that values freedom more than safety. So yeah, but look, I love safety and security too. That's why I process documentation. I have systems that makes me feel safe. If I lose somebody, right? So we need all of these things. So I love, I love that you were pointing that out. ⁓ Where should we go from here?   Sean Patton (37:42) Hahaha   Yeah.   Jason Hull (38:01) Like we're almost at the time and I love hearing the ⁓ how the military works because the military works its life or death. It's it's ⁓ and there's clear objectives and I feel like in business things get so fuzzy and there's so much BS. And when we hear it in terms of military, we're like, ⁓ duh, this would translate. I should do my business this way.   Sean Patton (38:04) Yeah.   Yeah, I think it's a good way to wrap in last couple of minutes is like, what are some key points there? think that what the military does, because not everything in the military is from personal experience translates perfectly over, right? But that there's certain things. Yeah, it's all the same. There are some similarities. I think that if there's an overarching word of why, and it's just true,   Jason Hull (38:43) Sure, it's not all exactly the same, yeah.   Sean Patton (38:58) military, good military units are able to accomplish the seemingly impossible tasks ⁓ is clarity, like extreme clarity and no nonsense around no clarity. And so whether that's clarity of mission, clarity of roles and responsibilities, who's doing what when and what are they committing to? There's so much... ⁓   Jason Hull (39:05) Yeah.   Hmm.   Sean Patton (39:26) sort of expectation or unsaid agreements that happen inside business, where we make assumptions about what we think other people understand or what they think success is or roles is. Instead of saying here's our clear mission, here's our outcomes, here's my role and responsibility, here's what I'm gonna own. I mean, the amount of times I work with a company or entrepreneur and we go in and they say, yeah, here are like the 12 things that are important before the next meeting, but there's no one's name next to it with a date.   Jason Hull (39:28) Hmm.   Yeah.   Yeah. Right.   Like who? Who's responsible? Who's accountable? Yeah.   Sean Patton (39:55) It's like, Hey, what'd we talk about last meeting? Who's doing that? Yeah. Who's taking,   who's accountable. So I think they're very clear about like what role and responsibility do you have so that you can lean into that. So clarity around roles, responsibilities, clarity around mission, then clarity around, you know, end state. Like what does success look like for this? Those are.   Jason Hull (40:14) What's the definition   of done on this? How do we know this is accomplished? I love it.   Sean Patton (40:19) Mm-hmm. And so I think   if companies could really take that approach of clarity in those three areas, it could be transformative.   Jason Hull (40:29) Totally agree. One of my mentors that really taught me operational stuff was a mentor named Alex Sharpen. And Alex would talk about outcome transparency and accountability. He was like a three-legged stool. And he said, there has to be a clear outcome. Like, who's responsible ⁓ is also, right? that's like outcome transparency, accountability. Accountability is who? What are we trying to accomplish is the outcome.   And then what's the scoreboard? How do we measure success? How do we know if it's done? And he said he would watch billionaires and follow them around and they go into a meeting. They didn't know what was going on, what was being discussed, but there was a problem. He would just walk in and he would ask three questions and the problems were solved. Cool. What are we trying to accomplish? Okay. Who's responsible for this? Awesome. How do we know if it's done or not?   And it was that simple. And then you walk out of the room, everyone's like, man, he's magic. So glad we have him. What a great leader. And I love it. Clarity is massive. one of the things, like a lot of businesses don't even have the clear role or job descriptions defined for their existing team members. If I went to, anyone listen to this, I went to your team member, ask yourself this question. And I asked them, what are you responsible to achieve on a weekly, monthly basis? What is your job?   Sean Patton (41:27) Yeah.   Jason Hull (41:52) What are your roles? What are you supposed to do? And then I went to the business owner. I went to you listening and said, what is their responsibility? What are these? I usually get two very different set of directions. But if you come to my team or hopefully some of my clients that I'm coaching and you ask that question, they would say, cool, let me pull up my document that is super clear that we review regularly. This is it. We've agreed on this. We're literally on the same page.   And it's that simple. And so they know what outcomes they're responsible for. And the outcomes are more important than the responsibilities. So on our job descriptions, we have results. What results or expected accomplishments are there? so little things like that. One of the things I love saying lately is, this is one of my little phrases, is any action we take without clarity is a little bit wrong. Sometimes a lot, a lot wrong.   Sean Patton (42:21) Yes.   Mmm, I love that.   I love that.   Jason Hull (42:51) Yeah, and so that's dangerous. like the last thing you want to do in on the battlefield is just rush out with a lot of gusto guns a blazing with no plan and a lack of clarity. But in business, sometimes that's how we operate for shooting from the hip. We're like, Woo, yeah.   Sean Patton (43:08) Yeah,   it is. That's the thing is because of the mission that the military has, the culture demands extreme clarity. And because of the mission of businesses, people can get away with leakage and mistakes because, you know, it's not life or death. But if you treat your business like that, that's how you get to the next level of performance.   Jason Hull (43:18) you   Love it. Cool. Sean, awesome having you on. Always fun to chat with you. We have some good conversations. ⁓ This is really interesting to me. I love hearing how ⁓ this all works and the contrast with military and whatnot. You brought up some really great points that really made me think. How can people get in touch with you? Tell them what you do real quick and all that.   Sean Patton (43:40) Yeah, absolutely.   Yeah,   absolutely. So you wanna, my personal site is SeanPatton.me. Super easy to find. I'm very active on LinkedIn. And I am a part of a larger firm called Novus Global, where we focus on creating meta performance leaders. A lot of the transformation we're talking about today. So yeah, LinkedIn and my website, easiest ways to get me. also the host of the No Limit Leadership Podcast. Please check that out and.   Jason, you have a scheduled day. I'm excited to have you on that podcast in the future.   Jason Hull (44:29) Yeah, I'm excited to be on that. That'll be great. It's been great having you. Cool. Thanks for being here. All right. Yeah, absolutely. So for those of you that are property management business owners and you felt maybe stuck, stagnant, you want to take your property management business to the next level, reach out to us at doorgrow.com for free training on how to get unlimited free leads. Text the word leads to 512-648-4608.   Sean Patton (44:35) Thanks, Jason. Appreciate the opportunity.   Jason Hull (44:57) Also join our free Facebook community just for property management business owners at doorgrowclub.com. And if you want tips, tricks, ideas, and to learn about our offers, subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe and leave us a review on wherever you saw this. We'd really appreciate it. And until next time, remember the slowest path to growth is to do it alone. So let's grow together. Bye everyone.   All right, and we are out in five, four, three, two, one.   Sean Patton (45:33) Thanks brother.

After‑hours calls, patient autonomy, nervous patients… how do you handle the ethical curveballs that show up in everyday practice? We've got advice to help you confidently navigate some sticky situations.  Featured Guest: Dr. Kelly Roth  Special Guests: Dr. Craig McKenzie, Dr. Maryann Lehmann, and Dr. Lance Attiq  For more information, show notes and transcripts visit https://www.ada.org/podcast Show Notes  In this episode, we are talking about sticky situations. From after‑hours calls to patient autonomy, and nervous patients… how do you handle the ethical curveballs that show up in everyday practice? We've got advice to help you confidently navigate the tough issues.   Our guest for this episode is Dr. Kelly Roth, a general dentist in Canton, OH. She is the speaker of the House of Delegates of the Ohio Dental Association. She also previously served as the ODA's vice speaker of the House of Delegates and is the past chair of the ADA Council on Ethics, Bylaws and Judicial Affairs, past chair of the ODA Credentials, Rules and Order Committee, past chair of the ODA Ethics Subcommittee, past member of the ODA Council on Membership Services, and past president of the Stark County Dental Society. She is a member of the Pierre Fauchard Academy, Academy of General Dentistry, National Association of Parliamentarians, American Institute of Parliamentarians, and International College of Dentists.   Dr. Roth breaks down the ADA Principles of Ethics and Code of Professional Conduct, explaining what it is, why it matters, and the critical role it plays in modern dentistry.  In this episode, dentists openly share their stickiest real-world scenarios. First up, we're joined by Dr. Craig McKenzie, an assistant professor of dental anesthesiology and the director of the Center for Patients with Special Needs at the University of Pittsburgh School of Dental Medicine. He is a past national president of the American Student Dental Association (ASDA) and was a founding member of the Coalition for Modernizing Dental Licensure. He currently serves as a member of the ADA Council on Membership, CODA site visitor for dental anesthesiology, as well as the Pennsylvania Dental Association's (PDA) Membership Committee and New Dentist Committee. He was recognized for his contributions with the ADA's 10 Under 10 award in 2025.  Dr. McKenzie shares his real-world case involving an adult patient with special healthcare needs who understood the risks and benefits of a specific procedure but was too anxious to consent, highlighting how he navigated consent, patient autonomy, anxiety management, and family involvement.  Our next guest is Dr. Maryann Lehmann, who has been in private practice for over 35 years in Darien, CT. She has been a dental researcher as part of the PBRN PEARL Network, and an inventor holding numerous patents in dental technology.  Her philanthropic efforts include being a volunteer adjunct professor of General Dentistry at the University of Connecticut School of Dental Medicine, making service trips with students, and working at the CT Mission of Mercy.  Dr. Lehmann feels her greatest intention in being a dentist is to improve the quality of dental care for the greater good.  Dr. Lehmann shares how the overwhelm of all-hour messaging, and non-urgent demands have blurred patient boundaries after hours and raises questions about charging for emergency call-backs. The conversation turns to defining dental emergencies, boundaries, delegating in these situations, and how to protect dentists' mental health while still fulfilling ethical obligations.  Dr. Roth shares a story of an incident that helped her define boundaries for herself.  After prescribing medications to someone she believed to be a patient of her practice, she reflected on the lessons learned and the importance of establishing safeguards for emergency care.  Our last sticky situation comes from Dr. Lance Attiq, a general dentist practicing at a Federally Qualified Health Center in Arizona. With involvement in dentistry since a young age, his experience includes roles as a dental assistant, free clinic manager, clinical dentistry IT coordinator, and active participant in organized dentistry. In addition to clinical practice, Dr. Attiq serves as Adjunct Faculty at the Arizona School of Dentistry & Oral Health, where he educates students and colleagues on leveraging technology to improve patient care.  Dr. Attiq recounts treating an extremely nervous patient who was vomiting before and after an extraction, despite stable vitals and repeated confirmation to proceed. This prompted a thoughtful discussion on managing severe dental anxiety, practicing the principle of doing no harm, and knowing when to pause treatment.  Resources  Download the 2026 ADA Principles and Code of Professional Conduct.  Learn more about the Council on Ethics Bylaws and Judicial Affairs (CEBJA).  You can read the Ethical Moment section in current and back issues of the Journal of the American Dental Association (JADA).  Listen to the ADA's CEBJA podcast, Dental Dilemmas.  Dr. McKenzie was recognized for his contributions with the ADA's 10 Under 10 award in 2025.  Have a story or show idea you want to share with us? Connect with us through ADA on social media! Follow us on Facebook, Instagram, LinkedIn, and TikTok for the latest industry news, member perks and conversations shaping dentistry.

Mighty_Mozby hosts this week. Tune in for Moze's opinion on the new Green Lantern series, an Oda rant, as well as a Who Wore it Best

One Piece - Episode 387: When does a podcast die? When it's listenership falls? No! When they unsubscribe? No! When the hosts lose interest? No! When they run out of ideas for episodes? No! A podcast dies when you unsubscribe! So keep listening as we return to a very special series and talk One Piece Season 2! We enter the Grandline and discuss devil fruits as we cover the new Netflix series adapting the popular manga, only on Normies Like Us! Gum-Gum Subscribe! @Normies_Like_Us https://www.instagram.com/normies_like_us/ @jacob https://www.instagram.com/_j__a___c___o__b_/ @JoeHasInsta https://www.instagram.com/joehasinsta/ @Mike_Has_Insta https://www.instagram.com/mike_has_insta/ https://letterboxd.com/BabblingBrooksy/ https://letterboxd.com/hobbes72/ https://letterboxd.com/mikejromans/

Mike Elmore was born in Illinois into a family with a legacy of military service. He joined the U.S. Army in 1987 with no immediate intention of pursuing special forces. But he loved the idea of a new challenge, passed selection and qualifying, and earned his Green Beret. By the time of the 9/11 Al Qaeda terrorist attacks, Elmore was part of Operational Detachment (ODA) 595, a group that would later become known as the Horse Soldiers.In this edition of Veterans Chronicles, Elmore walks us through qualifying and explains why being mentally tough is just as important as physical toughness in Special Forces. He also explains how his ODA's training in the months leading up to 9/11 turned out to be perfect prepartion for the fight against the Taliban.Elmore takes us up into the Afghan mountains, explains how he and others in his detachment worked alongside Afghan General Abdul Dostum and elements of the Northern Alliance, how he adjusted to the small horses needed to navigate the mountains, and what combat was like approaching Mazar-i-Sharif.  He also explains the huge advantages of U.S. air power in their mission and some of the challenges involved in coordinating those air strikes.