Podcasts about Pembina

Steve Hudson, originally from the UK, raised a big Canadian flag at Pembina & McGillivray Dave Genn from 54-40 on their new album "West Coast Band" and Club Regent show on March 28th Carolyn Klassen, Conexus Counselling

In celebration of Black History Month in February, MPR News is highlighting Black history throughout the state. From a fur trader believed to be one of the first African descendants in territory that is now Minnesota, to streets and parks renamed in 2024 after Black community leaders, these sites span the state and the centuries. Click to explore Black history sites throughout the stateSouthern Minnesotagibbs divGibbs Elementary School, RochesterGibbs Elementary School in Rochester is named after George W. Gibbs Jr., the first known Black person to set foot in Antarctica.Gibbs was serving in the U.S. Navy when he sailed to the continent as a member of Rear Admiral Richard E. Byrd's third expedition.In January 1940, after almost 40 days at sea on the U.S.S. Bear, he was the first person to step off the ship.Gibbs moved to Rochester and became a civil rights activist and small business owner. He spent almost 20 years working at IBM, co-founded the Rochester Chapter of the National Association for the Advancement of Colored People, or NAACP, and founded an employment agency he operated until 1999.— Alex Haddon, radio reporter interndiv rushfordUnderground RailroadAlthough not much is known about Minnesota's role in the Underground Railroad due to its secrecy, the Rushford Area Historical Society believes the city was part of the network to help enslaved people to freedom. The area was home to abolitionists at the time and is about 16 miles from the Mississippi River, an escape route north to Canada. Secret rooms have been discovered in at least three homes in Rushford, which are all currently private residences. One home was built in 1859 for abolitionists George and Harriet Stevens and is thought to be a safe house in the 1860s. In a different house, a secret room was found downstairs after the flood of 2007. It's an 18-room, two-story house built in 1861 for Roswell and George Valentine. It is on the National Register of Historic Places.A third home was built in 1867 for Miles Carpenter, an early Rushford banker, and is also thought to be a safe house. The Rushford Area Historical Society also believes limestone caves were used to hide people escaping to freedom. — Lisa Ryan, editorCentral Minnesotadiv msrMinnesota Spokesman-Recorder, MinneapolisAs the oldest Black-owned newspaper and one of the longest standing family-owned newspapers in the country, the Minnesota Spokesman-Recorder is a point of pride in the Twin Cities. The paper was started in August 1934 by civil rights activist Cecil E. Newman with a split publication: the Minneapolis Spokesman and the St. Paul Recorder. In its first issue, Newman made a prediction and promise to readers, writing, “We feel sure St. Paul and Minneapolis will have real champions of the Race.” Today, Newman's granddaughter Tracey Williams-Dillard serves as the CEO and publisher for MSR and continues the paper that has been a trusted news source in the Black community for almost a century. As a weekly paper, MSR has tackled topics like local Ku Klux Klan activities, Brown v. Board of Education, the Civil Rights Movement, Minneapolis' first Black woman mayor, and George Floyd's murder. In 2015, its building at 3744 4th Ave. in Minneapolis became a state historic landmark.— Kyra Miles, early education reporterdiv penumbraPenumbra Theatre, St. PaulFounded in 1976, Penumbra Theatre was created by Lou Bellamy. Over the years, Penumbra has had the distinction of being the only Black professional theater in Minnesota. The name Penumbra means “half-light” or “partial eclipse.” It was founded using a Comprehensive Employment Training Act grant from the federal government. Its first production, Steve Carter's “Eden,” explored diversity of ethnicities within the African American community. In a 1977 interview with MPR News, Bellamy described the theater as being inadvertently political, with its focus on giving Black actors opportunities to perform at the professional level.  “The roles that you generally see — and it's because of the people who choose the shows — are waiters, butlers, things that if not debilitating, at least are not allowing them to show the extent of their capability,” Bellamy said.Penumbra has had a number of company members that are recognizable, both locally and nationally. Perhaps its most famous alumnus is playwright August Wilson, who developed some of his earliest plays at Penumbra. In a 2023 interview, Bellamy noted that the character Levee in “Ma Rainey's Black Bottom” was influenced by his brother Terry's portrayal in early readings. In 2021, under the direction of Lou's daughter Sarah Bellamy, the theater received a $5 million grant to build on its work in racial equality. — Jacob Aloi, arts reporter and newscasterdiv leeArthur and Edith Lee House, Minneapolis In June 1931, Arthur and Edith Lee, a Black couple, purchased the modest craftsman-style home in Minneapolis' Field neighborhood and moved into the predominantly white neighborhood with their young daughter, Mary.Several years earlier, property owners in the area signed a contract with the neighborhood association to not sell or rent their homes to anyone who wasn't white.When the Lees moved in, community members tried to force them out.Their home became the site of an urban riot in July 1931, when an angry mob of 4,000 white people gathered in their yard and spilled out onto the street, demanding the family leave the neighborhood.A U.S. postal worker, World War I veteran and NAACP member, Arthur Lee said he had a “right to establish a home” in the neighborhood of his choosing.Many individuals and organizations came to the family's defense, including local and national chapters of the NAACP and the prominent civil rights attorney, Lena Olive Smith. (see Lena O. Smith House below)The Lees stayed in their home until the fall of 1933. According to the National Register of Historic Places Registration Form, the family slept in the basement because of safety concerns, and their daughter Mary was escorted to kindergarten by the police.The Arthur and Edith Lee House became a designated historic property in Minneapolis in 2014.The Lee protests remain some of the largest and most widely publicized race-related demonstrations in Minnesota's history. The city of Minneapolis' local historic landmark designation similarly finds the Arthur and Edith Lee House to be associated “with broad patterns of social history, particularly in regard to African American history in Minneapolis, race relations and historical trends of housing discrimination.”— Erica Zurek, senior health reporterdiv floydGeorge Floyd Square, Minneapolis On May 25, 2020, former Minneapolis police officer Derek Chauvin murdered George Floyd outside of a convenience store at the intersection of 38th Street and Chicago Avenue on the south side of Minneapolis. The community transformed the intersection into a memorial and protest site. It's also become a point of contention over how to remember Floyd's murder and the protest movement that started here. Local protesters maintain that the site should be community-led, until the city meets a list of demands for justice. For a year after Floyd's murder, protesters kept the streets closed to traffic; city workers took down the barricades in 2021. Now, the city is locked in an ongoing debate over the square's future. City officials say the streets are overdue for reconstruction. They're pushing for a plan to rebuild the intersection, supported by some local residents and businesses on the block. But local activists, who still maintain the ongoing protest, say it's too soon for the city to take a role in the street design. Instead, they say they want the city to invest in neighborhood services, like housing and substance abuse programs.— Estelle Timar-Wilcox, general assignment reporterdiv hiawathaHiawatha Golf Course, MinneapolisAt a time when African American golfers were barred from participating in white-only tournaments and golf courses, the Hiawatha Golf Course became a popular gathering spot for Black golfers.The course opened in 1934 in south Minneapolis, and was the spot, a few years later, where African American golfer James “Jimmie” Slemmons created what's now the Upper Midwest Bronze Amateur Memorial — a tournament that welcomed Black golfers.Despite being a popular course for African Americans, the Hiawatha Golf Course clubhouse barred non-white golfers from entering. That is until 1952, when that rule ended, largely because of the efforts of golf legend and trailblazer Solomon Hughes Sr.“Hughes was an excellent golfer, recognized nationwide, yet still could not golf at white golf courses, which is why Hiawatha golf course is so important to us,” said Greg McMoore, a long-time south Minneapolis resident and historian.Although once only allowed to play with the United Golfer's Association, a league formed by Black golfers, Hughes was among the first Black golfers to tee off in a PGA event at the 1952 St. Paul Open.In 2022, the Minneapolis Park and Recreation Board officially named the clubhouse the Solomon Hughes Clubhouse. The golf course was added to the National Register of Historic Places in 2023.— Cari Spencer, reporterdiv smithLena O. Smith House, MinneapolisCivil rights leader and trailblazing attorney Lena O. Smith lived in this Minneapolis home on 3905 Fifth Ave. S. While working in real estate, Smith witnessed up close the discriminatory practices that excluded Black families from certain neighborhoods of the city. She took that experience to law school and in 1921 became the first Black woman to practice law in the state of Minnesota.As an attorney, Smith took on several high-profile cases fighting segregation and defending the rights of Black residents of Minneapolis. She worked to desegregate spaces in the city including the Pantages Theatre and protected a Black family from a campaign to oust them from their home in a mostly white neighborhood of south Minneapolis. (see Arthur and Edith Lee House, above)Smith founded the Minneapolis Urban League and led the local chapter of the NAACP as its first woman president. She worked inside and outside of the courtroom to advance civil rights until her death in 1966. Her home was added to the National Register of Historic Places in 1991. — Alanna Elder, producerdiv spiral‘Spiral for Justice' memorial, St. PaulOn the south lawn of the State Capitol grounds is the ‘Spiral for Justice' memorial for Roy Wilkins.Wilkins, who grew up in St. Paul's Rondo neighborhood, was a civil rights leader. He worked in various roles at the NAACP from 1931 to1977, leading the organization for 22 years.The memorial has 46 elements that are positioned in a spiral, getting higher and higher as they extend out from the middle and out beyond two walls that surround the main parts of the sculpture. Each element represents a year of his work at the NAACP, and the elements breaking through the wall represent progress breaking through barriers of racial inequality. The memorial, designed by sculptor Curtis Patterson, was dedicated in 1995.— Peter Cox, reporter div wigingtonClarence Wigington, St. PaulThe Highland Park Water Tower was designed by Clarence “Cap” Wigington, the first African American municipal architect in the United States.Wigington designed or supervised the creation of over 130 buildings throughout his decades-long career, with most located in St. Paul and designed during his tenure at the city architect's office between 1915 and 1949.He designed a number of city projects including fire stations and park buildings, as well as ice palaces for the St. Paul Winter Carnival. (He also designed my old stomping grounds, Chelsea Heights Elementary School, and an addition to my alma mater Murray Middle School.)Some of his other landmark structures include the Harriet Island Pavilion (since renamed after him), Roy Wilkins auditorium and the Holman Field Administration building at the St. Paul Downtown Airport.The Highland Park Water Tower, built in 1928, is one of three Wigington structures listed in the National Register of Historic Places. The others are the Harriet Island Pavilion and the Holman Field Administration building.— Feven Gerezgiher, reporter and producerNorthern Minnesotadiv gomerStatue of Tuskegee Airman Joe Gomer, DuluthA statue in the Duluth International Airport terminal honors a Minnesotan who was a member of the famed Tuskegee Airmen during World War II.Joe Gomer was among the country's first Black fighter pilots, flying 68 combat missions in Europe. He and his fellow Tuskegee Airmen were tasked with protecting bombers from German fighters. The unit's success helped the push to end segregation in the U.S. military.Gomer stayed in the military after the war and later worked for the U.S. Forest Service in Minnesota. He lived in Duluth for 50 years and stayed active into his 90s. The Duluth News Tribune reported that Gomer shared the history of the Tuskegee Airmen and talked about the importance of education with school groups.Veterans' groups in Duluth worked to raise money for the statue to honor Gomer's service to his country; it was dedicated at the airport in 2012, on Gomer's 92nd birthday. Gomer died the following year at age 93; he was Minnesota's last living Tuskegee Airman.— Andrew Krueger, editordiv mosleyHattie Mosley, HibbingIn 1905, 23-year-old Hattie Mosley moved from Decatur, Ill., to the up-and-coming mining town of Hibbing, Minn. Twelve years prior, the town was established by a German miner. At the time, 50 percent of Hibbing residents were born in a foreign country. Yet Mosley, a Black woman, remained a minority, as it was still uncommon for Black people to live in northern Minnesota as long-term residents. This is according to history expert Aaron Brown, who was featured in an Almanac interview with Twin Cities Public Television about the resident. Mosley came to Hibbing as a widow, and did not have any children. She spent the next 30 years as a single woman caring for the mining town as its residents faced the Spanish Flu, the effects of World War I and other daily ailments. She often volunteered in poor immigrant communities and checked in on the sick, using her homemade cough syrup and homemade remedies to nurse most of the town back to health.She was known to help with the worst cases other medical professionals wouldn't dare to touch, including the most severe quarantined cases of the Spanish Flu. Because of this, she is described as a heroine and often called the Florence Nightingale of Hibbing, according to Brown.She died in 1938 and is buried in Maple Hill Cemetery. The beloved nurse and midwife's obituary said her greatest joy in life was helping those who could not afford care. “Her acts of charity, so freely given, numbered a legion and among the poor her death will be keenly felt,” read her obituary in the Hibbing Daily Tribune.Mosley was elected to the Hibbing Historical Society's Hall of Service and Achievement a decade ago.— Sam Stroozas, digital producerdiv st markSt. Mark AME, DuluthSt. Mark African Methodist Episcopal Church is in the Central Hillside area of Duluth. The church was built in 1900 and was added to the National Register in 1991. W. E. B. DuBois spoke at St. Mark in 1921 before a gathering of the Duluth chapter of the NAACP, which had recently been founded after the lynching of three Black men in downtown Duluth. DuBois founded the national organization in 1909.— Regina Medina, reporterdiv bonga pembinaFort Pembina, near present-day Pembina, N.D.Pierre Bonga and his family are well known in Minnesota's early Black history, before it was even a state. His son George Bonga was one of the first Black people born in what later became the state of Minnesota, according to MNopedia. George was born in the Northwest Territory around 1802, near present-day Duluth. His mother was Ojibwe, as were the two women he married in his lifetime. George was a guide and translator for negotiations with the Ojibwe for Territorial Governor Lewis Cass. While the Bonga family has connections to many locations in present-day Minnesota and the Great Lakes region, they spent time in Fort Pembina, according to the University of North Dakota. Pierre Bonga was also a trapper and interpreter. He primarily worked near the Red River, as well as near Lake Superior. He died in 1831, in what is now Minnesota. — Lisa Ryan, editorClick here.

Send us a textWelcome to this week's Safe Dividend Investing's podcast. You may want to go to the printed transcript, provided with this podcast, to review the detailed information there on the 5 outstanding US stocks and 5 outstanding Canadian stocks identified this week. It is interesting to see these 10 stocks strengths and weaknesses revealed by 9 data elements.The first 190 Safe Dividend Investing podcasts answered hundreds of  questions from my podcast listeners and readers of my publications. Not wanting to repeat  material that has already been covered, the weekly podcasts now deal with identifying each week 10 dividend stocks whose recent exceptional share price growth may make them worth considering as possible portfolio acquisitions.Visit www.informus.ca for information on my six investment guide books and stock scoring software.IANimacd@informus.caIan Duncan MacDonaldAuthor, Artist, Commercial Risk Consultant,President of Informus Inc 2 Vista Humber Drive Toronto, Ontario Canada, M9P 3R7 Toronto Telephone - 416-245-4994 New York Telephone - 929-800-2397 imacd@informus.ca

The Moose on The Loose helps Canadians to invest with more conviction so they can enjoy their retirement. Join the Retirement Rocks waitlist here: https://moosemarkets.com/retirement Dividend Income For Life webinar: https://moosemarkets.com/webinar Download The Canadian Rock Stars List, a selection of the safest dividend stocks in Canada: https://moosemarkets.com/rockstars Read More  

Halo SoNesh! Selamat bulan November, selamat menjelang akhir tahun, SoNesh!Podcast kali ini kita ditemenin sama dosen kece pendidikan sejarah niih... Kita akan berbincang-bincang bersama bapak Hasan Ashari S.Pd., M.Pd dosen baru pendidikan sejarah sekaligus pembina HMP Ganesha yang baru. So tunggu apalagi dengerin sekarang jugaa, karena obrolan di podcast kali ini bakalan seru untuk disimak para pendengar setiap sobat Tersua~

Markham interviews Janetta McKenzie, Pembina's Oil and Gas Program Manager; Tom Green, Senior Climate Policy Adviser, David Suzuki Foundation; and Maeve O'Connor, Analyst, Oil, Gas and Mining, Carbon Tracker, about the new report Turning Tides: The economic risks of B.C.'s LNG expansion in a changing energy market.

On June 25th, 2024, Cedar LNG announced a positive final investment decision (FID) for a floating liquefied natural gas (FLNG) facility with a nameplate capacity of 3.3 million tonnes per annum (~0.4 Bcf/d) located in the traditional territory of the Haisla Nation, near Kitimat, British Columbia, on Canada's west coast. Commercial operation is expected by 2028, and the project will use the existing Coastal GasLink pipeline (also serving LNG Canada) to deliver natural gas from the production fields in British Columbia and Alberta. The project has an estimated cost of US$4 billion and will be majority-owned by the Haisla Nation. Their partner is Pembina Pipeline Corporation.This week, our guests are Crystal Smith, Chief Councillor of the Haisla Nation, and Scott Burrows, President and Chief Executive Officer of Pembina Pipeline Corporation. They explain the project, the community support, the financing, the environmental review process, and, importantly, what this project means for the Haisla Nation's economic future.Other content referenced in this podcast:Cedar LNG Announces Positive Final Investment Decision (June 25, 2024), scroll down to play the videoSee all videos about the project, including hearing from members of the Haisla Nation: Media Kit - Cedar LNGNational Bank paper making a case for a global GHG reduction from growing Canadian LNG Exports: “Canada Has a Vital Role in Deleveraging the Global Environmental Balance Sheet,” February 2024Please review our disclaimer at: https://www.arcenergyinstitute.com/disclaimer/  Check us out on social media: X (Twitter): @arcenergyinstLinkedIn: @ARC Energy Research Institute Subscribe to ARC Energy Ideas PodcastApple PodcastsAmazon MusicSpotify 

Kegagalan Partai Solidaritas Indonesia atau PSI untuk lolos ke parlemen pusat mungkin jadi salah satu topik yang menarik dalam beberapa waktu terakhir. Gimana enggak, sekalipun dipimpin oleh putra Presiden Jokowi lewat Mas Kaesang, nyatanya tak banyak membantu parpol yang kerap disebut netizen sebagai PDIP U-21 ini untuk lolos ke parlemen pusat. Berbagai analisis bertebaran di sana-sini. Ada yang bilang partai ini telat “pakai” Jokowi sebagai jargon kampanye. Ada yang bilang ini gara-gara caleg PSI kurang kompeten dan pengalaman. Dan lain sebagainya dan lain sebagainya. Dan menariknya, dalam beberapa hari ini, saya coba mendalami AD/ART PSI serta coba mengamati struktur partai dan kepengurusannya. Dan memang ada beberapa hal menarik yang bisa kita temukan di sana. Penasaran seperti apa dan apakah ada korelasinya dengan kekalahan PSI yang sudah 3 kali berganti Ketua Umum? Yoi yoi yoi, mari kita bahas.

Madeleine Smith - Pembina Co. Ext Spring Planting

Pride Month has arrived, but Winnipeg isn't the only place celebrating the occasion. There are so many events across the province, bringing the 2SLGBTQIA+ community together in dozens of towns and cities. Pembina Valley Pride kicks off this weekend, June 8, in Altona. But Pride is just one of many activities or learning opportunities one can participate in.

Baltimore / Connectivity tee-up for 7:35 (1:40); Baltimore bridge collapse - What brought it down so quickly? (7:40); Manitoba's A.I. Easter Bunny looks...horrifying - Manitoba stereotypes (15:15); Feedback on Baltimore bridge and working on bridges / Manitoba stereotypes (22:50); Richard Cloutier: Connectivity in your neighborhood. Why does my cell drop out on Pembina? Where is it working? How are we fixing it? (26:40); Computer scientist weighs in on connectivity issues and why the service sometimes... stinks! (36:00); Winning story on Manitoba stereotypes (43:10); Summit Series plaque unveil - Winnipeg getting a plaque for hosting Game 3, now the mission begins to find the plaque a home! (46:25).

Greetings, and welcome back to the podcast. This episode, we are joined by Mr. Scott Burrows - President & CEO of Pembina Pipeline - a TSX & NYSE  listed energy transportation and midstream company with a market cap of ~$26 billion on both exchanges. Previously, Mr.Burrows was Chief Financial Officer of Pembina for approximately seven years, overseeing the Company's financial operations, investor relations, treasury, tax, risk management, corporate planning, corporate development, and capital market financings. Prior to his role as CFO, Scott served as Vice President, Capital Markets, and as Vice President, Corporate Development and Investor Relations. In these roles, Scott was responsible for guiding Pembina through its corporate-level financial analysis of business opportunities in addition to strategic development and planning, acquisitions, and divestitures. He also supported the Company's participation in the capital markets by evaluating various financing alternatives and oversaw Pembina's investor relations and related marketing initiatives. Before joining Pembina in 2010, Scott spent seven years in energy-focused investment banking where he provided advice and counsel related to mergers and acquisitions, dispositions, joint ventures and equity and debt financings. He has considerable experience in the energy industry, including petroleum, natural gas and other product pipelines and related infrastructure facilities. Scott has a Bachelor of Commerce from the University of British Columbia and is also a CFA® Charterholder. Among other things, we discussed new pipelines, LNG opportunities & what makes a good midstream business. Enjoy.Thank you to our sponsors.Without their support this episode would not be possible:Connate Water Solutions Canada Action Galatea TechnologiesCanadian Gas AssociationEnergy UnitedLearn more about each sponsor at the links above. Support the show

Dakota Territory began the work of organizing counties in 1861. Pembina was the first official county, established in 1867. Some North Dakota counties remain in their original form. Others were carved up. The southern portion of Hettinger County, for example, became Adams County. And the Bowman County story is interesting. Created in 1883, it was eliminated in 1903 due to a lack of settlement, then reestablished 1907.

Drs. H. Muchlisin Desky, MM Rais 'Aam Dayah Perbatasan Darul Amin --- Send in a voice message: https://podcasters.spotify.com/pod/show/99cloudss/message Support this podcast: https://podcasters.spotify.com/pod/show/99cloudss/support

Pembina pramuka Januari 2024 --- Send in a voice message: https://podcasters.spotify.com/pod/show/99cloudss/message Support this podcast: https://podcasters.spotify.com/pod/show/99cloudss/support

It may surprise you, but wolverines are native to North Dakota, particularly the area in and around the Pembina Hills. Alexander Henry obtained pelts of wolverines at his trading post near Pembina in the early 1800s from in and around the Pembina Hills, Pembina River, Park River, and Red River.

The “Red,” or Red River of the North, forms the border between North Dakota and Minnesota. It begins at the confluence of the Bois de Sioux and Otter Tail rivers near Wahpeton-Breckenridge, then meanders northward through Fargo-Moorhead and Grand Forks-East Grand Forks before reaching the Manitoba border near Pembina.

Four northern tribes won a historic $59 million settlement with the federal government after a legal battle dating back three decades. The substance of the Pembina Tribes' lawsuit is rooted in a treaty in the mid-19th Century. We'll talk about what it takes to hold the United States accountable for dishonorable actions and the slow, difficult process to finally prevail against the odds. GUESTS Leslie Ann Wilkie Peltier (Pembina of the Turtle Mountain Band of Chippewa Indians), Peltier v. Haaland lead plaintiff representative  Melody McCoy (citizen of the Cherokee Nation), Native American Rights Fund staff attorney Chairman Jamie Azure (Turtle Mountain Band of Chippewa Indians)

Listen to the Grand Forks Herald Minute wherever you listen to podcasts, including Apple Podcasts, Spotify Google Podcasts and the Herald homepage.

Greetings & welcome back to the rose bros podcast.This episode we are joined by Mick Dilger - Chairman of Secure Energy Services & previous CEO of Pembina Pipeline - two energy companies listed on the TSX with a market cap of ~$2 Billion & $23 Billion respectively. Mr. Dilger was President and Chief Executive Officer of Pembina Pipeline Corporation ("Pembina") from January 2014 to November 2021.Prior thereto he was Pembina's President and Chief Operating Officer (February 2012 to December 2013), Chief Operating Officer (November 2008 to February 2012) and Vice President, Business Development (2005 to 2008).Before joining Pembina, Mr. Dilger worked as a senior executive in various financial and business development positions in both oil and gas as well as infrastructure companies.Mr. Dilger was a director of Trilogy Energy Trust for 14 years, where he served as Chairman of the Health, Safety & Environment Committee until 2017, when Trilogy was sold. Mr. Dilger was co-chair of the 2016 United Way of Calgary campaign. Mr. Dilger has been a Chartered Professional Accountant since 1989 and holds a Bachelor of Commerce degree from the University of Calgary. Among other things, we discussed growing a company to $40 Billion, the value of authenticity & why scarcity is important in business. Enjoy.This podcast episode is sponsored by Connate Water Solutions.Do you need cost effective water sourcing options to supply your next drilling or completions program?Connate Water Solutions is a specialized hydrogeology company focused on water well drilling, testing and water management services in Western Canada and Texas.Contact info@connatewater.com or www.connatewater.com for more details.This episode is brought to you by Canada Action, whose aim is to promote the importance of Canada's Energy industry which is the bedrock of our nation's economy, providing hundreds of thousands of jobs and economic opportunities across the country. Learn more at canadaaction.ca, or check out Canada Action on social media.This podcast is sponsored by Headracingcanada.comIn partnership with 4x-Olympian Manny-Osborne Paradis, Headracingcanada.com is offering the European factory performance ski gear from its online storefront, by passing brick and mortar savings on to customers. Check out  Headracingcanada.com for more info on the 2024 collection, and get your high performance ski gear for the upcoming season. Support the show

On October 13th, Canada's top court ruled that Canada's federal Impact Assessment Act (also known as Bill C-69 and sometimes called the “no-more-pipelines act”) is unconstitutional, with a 5-2 decision. To learn more about the decision and the implications for major projects in Canada and future environmental policy, we welcome Sander Duncanson, Partner, Regulatory, Indigenous, and Environmental at Osler to the podcast. Osler is a Canadian business law firm.   Sander was one of the authors of “Supreme Court of Canada finds the federal Impact Assessment Act unconstitutional,” a briefing published by Osler the day of the ruling.    Next, on the podcast, we talk with Chris Severson-Baker, Executive Director of the Pembina Institute, a Canadian environmental organization.  Here are some of the questions Jackie and Peter asked Chris: Have affordability issues reduced the focus on climate as a top concern? Do you see scenarios, such as the IEA's Net Zero Scenario, which assume a rapid decline in oil and natural gas demand as realistic? Do you agree with Alberta's moratorium on new permits for renewable projects? In your opinion, does Canada's oil and gas industry need a cap on its greenhouse gas emissions? What is Pembina's position on developing Canada's LNG export market? Do you view the plan for Canada to reach net-zero electricity by 2035 as achievable? What are your expectations for the upcoming COP28 meeting in Dubai?  Other content referenced in this podcast:  Danielle Smith's statement about the Supreme Court Ruling on X (formerly Twitter) Pembina's 2023 Alberta Climate Summit on October 26 in Calgary  Please review our disclaimer at: https://www.arcenergyinstitute.com/disclaimer/ Check us out on social media:X (Twitter): @arcenergyinstLinkedIn: @ARC Energy Research InstituteSubscribe to ARC Energy Ideas PodcastApple PodcastsGoogle PodcastsAmazon MusicSpotify

In this episode, Tim talks with podcast guest George Trachilis about recognizing and cultivating leadership in their work as leadership coaches. Both Tim and George share their history of how they found themselves working with organizations to improve their processes and systems and the top takeaways each took regarding the power of leadership. As an expert in Lean Leadership, George provides insightful ideas on workplace culture. Drawing inspiration from leaders in mindset and workplace culture, such as James Clear, Normen Bodek, Shigeo Shingo, and Mike Rother, this episode is a treasure trove of resources for leaders who want to focus on self-improvement. If you consider yourself a leader or someone who has a vision and gets things done, this episode has tons of resources and ideas to help you grow.About George TrachilisAuthor and speaker, George Trachilis, is the Shingo Research Award winning contributor and publisher of the book, Developing Lean Leaders at All Levels. His insight as an entrepreneur and Lean Coach will astound. George is one of the most experienced and knowledgeable people alive in the Lean world today, and his focus has changed from Lean, to operational excellence to leadership excellence. It has always been about leadership and leading by example. Connect with George today to address your leadership needs.Resources discussed in this episode:Kaizen LeadershipNormen Bodek - The Harada MethodTaiichi OhnoShigeo Shingo Atomic HabitsPaul AkersMike Rother - Toyota KataGemba Walk--Contact Tim Sweet | Team Work Excellence: WebsiteLinkedIn: Tim SweetInstagramLinkedin: Team Work ExcellenceContact George Trachilis | Leadership Excellence: WebsiteEmailLinkedinFind It George Website--George 00:00The more you focus on the laggards, the more attention everybody else will want from you, and you'll lose good people. Focus on your superstars. You know, that's the direction you're going people get caught up. Tim 00:12I'd like to ask you some questions. Do you consider yourself the kind of person that gets things done? Are you able to take a vision and transform that into action? Are you able to align others towards that vision and get them moving to create something truly remarkable. If any of these describe you, then you my friend, or a leader, and this show is all about and all for you. Welcome to the Sweet on Leadership Podcast, episode 16. Tim 00:46Thanks again for joining us on sweet on leadership. I'm really pleased today that I have person who I have followed for years joining me. And when I contemplated what we're going to talk about today was the obvious choice for who to reach out to and that's George Trachilis. George, thanks very much for taking the time. George 01:08Oh, thank you. Thank you, Tim. So Tim 01:10today, we spent a little bit of time here before we hit record talking about what we want to cover. And we don't really know where this is gonna go. But I believe it's all around how both of us, our careers have taken us into the area of strategy, leadership development, team development. And we share a common starting point. And that is really moving from operational excellence, and the tools that are involved there all the way into this, this era. So maybe as a start, why don't you tell us a little bit about yourself, what you're working on. And then we can get into how we found ourselves down this path. George 01:53So, my name is George Trachilis. For those of you that don't know me, I started off in Lean In 1994, working for a company called Motorcoach Industries, which was Greyhound Buses. And in those days, I was a young engineer, just coming out of school basically. And I was asked to be on an implementation team for an ERP implementation, which took me to Pembina, North Dakota in the US from Winnipeg, Canada. And we implemented an ERP system, which included total quality management, and what we knew as Lean back then, and Kanban, and all the tools. And we had consultants come in from all Oliver White Consulting. And what they did was they share the tools with us, the leaders of the group, and then they asked us to go train others. And I loved it. What I say is I caught the bug, that was it, I can no longer work in a regular job. It needed to be about change, and looking at the light go on in people's eyes. That's what it was all about. And it hasn't been for 30 years now. The first 10 years was me implementing with a team of people the second 10 years, was owning my own consulting business going to Edmonton Calgary throughout Canada. As a matter of fact, I had an online course that created maybe the first online course, on Lean 101 the Lego Simulation Airplane Game. And the Government of Alberta bought it, which means I was allowed to sell it for them. And they trained 300 companies in Alberta, Canada, which then expanded because in 2011, I just said let's give it away to the world. And I had like in December of that year, something like 300 students on average registered per day. So, it was pretty amazing that everybody in 2011 love this thing called Lean. Okay, Lean is great. But I found I was missing something because I would go into a company, somebody would show me the Toyota way and the 4P model. Okay. I didn't know what all that meant. And then in 2012, I was doing more online courses and I met Jeff Liker, and I met Norman Bodek. Actually in reverse Norman first, Jeff Liker, and met a lot of the Guru's and I went to Japan learned a lot about the Toyota way of doing things, met with a lot of Toyota coaches, especially on Toyota business practices, and learned that and now I coach and develop people using Toyota business practices. But throughout the last 30 years, even though the last 10 is all on leadership development, I still go in, I still do value stream mapping, I still do the tools. So that's not a problem. I love doing that. But I get the benefit there. Not everybody else necessarily. If I can teach that, well, somebody else is getting the benefit. Now I coach and develop companies. And I've got two big clients today where I'm coaching leaders to be leaders. And they're coaching others. So, the mental model I used to have in the first one years was the five principles of Lean. Okay? Define value from the customer's perspective, right? Define the value stream, first flow, then pull, and strive for perfection, great five values, great five principles of Lean. Now, ever since Jeff Liker and I put the book together, called Developing Lean leaders at all levels, the model we share there is, number one, live the core values of the company. Okay, that's number one. Number two, commit to self development, because everybody knows, if you don't develop yourself, you don't have that attitude, you're going nowhere, you're going nowhere, plus, you're causing everybody else, no end of pain, because you're in it for yourself, everybody's got to do something for you. And you're not enough for the customer or the company, or your teamwork, or your team players. Number two coach and develop others, we need everybody to be a coach, as a manager. If you're not coaching and developing somebody, you're just not doing your job as a manager. Number three, support daily Kaizen. And then number four, define your targets and align all of your processes towards those targets for that year. So create vision, and align targets. That's number four. So that mental model today is a model that I refer to as the Lean Leadership Development Model. Jeff, and I created a company called Lean Leadership Institute. And we have an online course that trains that to the masses. But really step one, I always say if you can't improve, if you can't say, I want to improve, there's something wrong. And it's not with a everybody else. It's with you. So, so just just making sure people know and then I usually get the question is like, what happens when you meet somebody like that? Well, don't worry about them, don't focus on them as a leader, the more you focus on the laggards, the more attention everybody else will want from you. And you'll lose good people focus on your superstars, you know, that's the direction you're going people get caught up. So what I'm working on today is remote coaching for several companies, and helping them understand how they should be thinking so that they can teach that mindset to others. Tim 07:33It's a real basis and thought, when we think of just the pure efficiency of playing to your strengths, or supporting, I liked what you said there about focusing on the superstars. Because we're going to improve our reach, we're going to make sure that we have all the right thought going on in the organization, rather than focusing on constraints, it it's a good place to be but with teams, we need to be marshaling everybody into a common goal. And what was that old saying that they used to say? You know, do you want to be the hero with 1000 Helpers? Or do you want to be the leader with 1000? Heroes? You know, really, can we bring that out in people? I'm still floored by just how similar the evolution is between yourself and myself and where we've landed. George 08:26I'm not. I think it's funny, because when we're a Lean thinker, what is it we're looking for? We're looking to help people, okay. And when we see the gap, we kind of say, hey, let's close the gap. And this is the gap for a long time. We just never saw it. And we've been distracted by others, like, let's call them thought leaders that have driven us in a certain thinking process. We've been distracted for about 10 to 20 years. But today, I think we're on top of the real issue, which is our leaders are not leaders, at times, they're not behaving that way. They're thinking about short term results and behaving in a way similar to get those versus the long term game that they could get by staying on course, you know, making sure people understand they're valued at the company. They're the only appreciating asset. You're growing the people that's your job. When I was in Japan, it was funny because Matt Amezaga he was the Vice President of Operations at all of Toyota. He said that Fujio Cho, asked him to go back to Kentucky and get the culture back because they had a leader there. This particular leader didn't do a good job. And in a matter of one year, he destroyed the culture. And it took four years to get it back. But he did it in three, he was very impressed with himself. So, this is the kind of culture that you need. And you, you got to think of the culture as the behaviors. And the behaviors, behaviors of the leadership go furthest. When you see somebody in front of you, and they're the CEO of the company, and they bend down, they pick up a piece of garbage, and they throw it in the garbage can. That's not like for show. That's because they live it. That's because they, they understand that if they don't demonstrate what they want from others, they're not going to get it. Tim 10:30Yeah, I think tied on to that is, if the leaders are behaving in a way, or if the managers or the executives in those that should be in leadership roles are behaving in a way that demonstrates the worst possible things, then that also becomes how we define the culture because you know, that culture is defined by the worst behaviors we're willing to accept. And it can be so debilitating for an organization to have the wrong people getting the attention. It really takes away from the enjoyment and from the fulfillment, that everybody who's fighting the good fight is able to derive from it. And when I think back to some of the experiences that I had, I remember what my first major regional management role was with was with a large commercial bakery, and I had Thunderbay to Vancouver Island. Spent a lot of time in Winnipeg, incidentally. You know, working in that area, I spent two years creating, I was deploying TQM back in the day. So we were doing quality circles and having a bunch of unionized employees wrangling waste, and getting it down and, and really working with the union to help them understand why we were having people work off page and not necessarily working to their their job description, but getting excited for their role. And one organizational shift where they decided to take our regional office out of Calgary and send it back east, and that we were no longer going to play nicey nice with the unions, it dismantled culture overnight, it dismantled all of that positive work we had done, and really made improvement. Not impossible, but a fight again, that didn't have to be. And throughout my career, I think as I evolved, I could design great, elegant processes. I could go in and do the work, I could come up with the answer I could, I could define and measure and analyze and improve till the cows came home and loved doing it, it was a lot of fun. You could get the right answers. And if the leaders weren't on side, you were done. You were dead in the water. And if you manage to get it over the line, the leaders decided that that wasn't what they were interested in anymore. They could dismantle it overnight. I started out as a junior team-building consultant, and then I and then I went in school, I found operations management, and loved it. And then I came full circle. And I realized that really, I could enable other people to do the improvement, teach them the skills and let them go out and, and reengineer the processes. But I needed to focus on hoeing the row for those improvement projects to take place. And getting leadership excited. Yeah, so I mean, that's very similar in terms of where I've ended up because it yes, the other work is very, very important. But it needs to have fertile ground. Otherwise you're, you're throwing good money out. George 13:49Yea, it's interesting, you say fertile ground. And I think immediately about the leader. If the leader doesn't have fertile ground in their brain, we've got a problem. And Gallup, for example, just came out with a statement that 70% of all hiring decisions are wrong, based on you know what a good leader is. And you think, well, what's the characteristics of a good leader? They only have other than the skills, the hard skills, the soft skill, one of the main ones is that they're willing, and they believe in improvement. They believe in Kaizen, it's almost like Kaizen resides in their heart. I believe I can be better tomorrow than I am today. And the day after can be better than tomorrow. And ultimately, if they have that belief system, and they're willing to do the work on themselves, that's like a beacon. It'll just generate light for the rest of the organization. Nobody tests for it. So the fertile ground in my mind is in their brain. And today, I've actually avoided working at mid-level in a company. Avoid 90% failure rate is guaranteed when you're not dealing with the executives, and you're not dealing with the people who actually can, in some ways, demonstrate and expand and proliferate Kaizen and improvement and call it Lean, call it excellence. If they don't do it, nobody else is gonna do it. Tim 15:21That lesson was hard one for me, because often, I'd be entering into the wrong level of an organization. And, you know, it took me losing. Well, we did great work, but the work was… George 15:36It's not sustainable. Okay. Tim 15:41Well, there's priority changes, and the work was just the work was just taken out from under us. And, and it was, it was awful. That, because we knew we knew where we were in the answers we were bringing in, but it was a fickle leader made a snap judgment. And so yeah, I have since for several years now, I only work if I'm starting from the top, because you need to have that conviction. And that willingness, and that space, that space to improve. It's really interesting. Sometimes when you're talking about, you'll run into teams that have capacity challenges and want to improve. And one of the first things that I say is a great reason to go and chase some waste is we have to create enough capacity that we have capacity to improve. And then that is that, I think back to that Covey model, where they talk about the Covey's quadrants, and how that quadrant one is urgent and important. And Quadrant Two is really important but not urgent. If we can get operating in quadrant two, that would where Lean resides in my mind, it's the only quadrant that pays dividends. It's the only one that creates more space to create more space, more efficiency to create more efficiency. Capacity building on top of capacity. If we don't have the support of the leaders to start that process, it's really tough. You have that support lined up top to bottom cascading down through the organization. And it's really easy. That's not only easy, it's fun. And I mean, the work is tough enough, trying to convince leadership trying to work and overcome turbulence in teams. That's tough. Like it's, let's let the work be tough. Let's not let's not make working with people tough. So you'd said something earlier again, before we had hit record here. I want you to share that thought around starting in the students mind. You take care of that a little bit. You're talking about Gemba. And I thought that was fascinating. George 17:54Like a progression for me over the years. But I brought Ritsuo Shingo, bless his heart, he's the late Shingo now. Shingo San, I brought him to Santorini, Greece, along with others, who were leaders in their industry, you know, there's business owners, there's, you know, others like Paul Akers, as an example, I brought him to Santorini, Greece. And we did training there. And we went through a Gemba Walk of Santo Wines, one of the biggest, the biggest winery in Santorini. And we're watching somebody work, we're watching somebody work. And what they're doing is they got a big light facing them, and they got, you know, like three bottles on each end. And they're looking, their eyes are focused on the bottle, and the light is behind it. So, you might be able to see something, you know, in the bottle. And so they're looking for spiders, because the bottle sometimes just, just over. So they do wash the bottles, but sometimes, you know, if there's like a big nest in there, you put that bottle aside and needs extra washing, but this is what this person's job function was. And ritual wouldn't leave. And he's just observing. And I'm thinking, what's he, what could he possibly observe? Like the flow is such that there's such a queue in front of them, and the line is running, and there's no way he's gonna be out of work. Like, he's got a lot of work and the lines running, maybe he's not, maybe they're slack. I don't know if he's trying to calculate how much time he's actually working, versus how many bottles are moved. I don't know what he's doing. And it was so shocking. I said, what do you what are you doing? He says George San, watch his eyes. And I'm watching the workers eyes. And as he lifts the bottles, his eyes are down. I'm going oh, Shingo San I never thought to watch the workers eyes. Like pretend you're in the worker shoes, and think you're the worker, and your job is to do this function. And he says also, there's no standard. I sai, what do you mean no standard. Sometimes he lifts up three bottles, and two, and sometimes two and two, sometimes three and three, there's no standard. And I'm going, Wow, he got all that from what I would just say that's just not important. Okay. So from that, I thought, How does somebody look at improvement? And so for example, I'm coaching somebody now he's a, he's a great coach. His name is Raj Pathak, I'm sure he's he's okay with me using his name. He just went through PDCA excellence training with myself and Dr. Jake Abraham, who is my Toyota coach. And we just finished training. And he did a great A3, now it's time for him to train others. And they've got a big project to do. He's leading the project. And I said, So Raj, tell me what you're thinking, what's the first meeting look like? And why? He says, Well, I want to go right into step one, okay. And I'm trying to understand why he would want to just go right into step one, for everybody of problem-solving, when we got a whole team here, and they're different areas, and he might not have a challenge for each one. So I said, what's your challenge for each individual, and he doesn't have that thought through. So I'm thinking, we need to do some visualization, what this might look like. So that's kind of the biggest thing for me, is if you can't visualize the end, to some degree, getting into it right away, that's the gap. There's a gap between being able to visualize the results, and get everybody else signing up into a charter saying, Here's what we want to do great. That charter, I've seen so many places, I've seen it work, it never works without everybody signing. So that's part of the Nemawashi though the consensus building that you need in Lean today, in order to make it work. So that's why I say you got to think about like, what's in their head? For two reasons. Number one, you want to know if there's any gaps. But number two, what are the gaps between them, and you. You could be the one in the learning seat. And so that's where the teacher sometimes learns more than the student. You know, show me more, tell me how you get that. I did that a couple of times, with students that I'm going, okay, I better pick up that book and read it. Jim 22:37Yeah, in my parlance, over the last few years, fluency has been the big word. And it's, you know, are you fluent in your own beliefs and your own thoughts around what we're about to do? Are you fluent in that and how you conceptualize work and what you value? And how you align to the corporate goals? Or what are your own goals? What's your workstyle? What's your genius? George 23:03We call that a little different. We call that the line of sight. But let me ask you this. What's your long term goal? Tim 23:10Myself? George 23:11Yeah, 10 years. Tim 23:1310 years out? I mean, I think it will be that I've managed to train enough leaders in this, in this practice, that they are self-sufficient, that my own company has a body of work behind it, that allows what can be would you say automated or that can be approached individually is happening and that we are focused in that space where other people can can begin to do some of the heavy lifting, I guess. Whereas for myself, I focus primarily on the teaching, and, and really getting the senior most leaders lined up for the work. The challenge becomes, can you carry that work all the way down to the coalface can it cascade through the organization effectively? And so, I mean, from my own practices, I think that's really important that the company has my clients have the ability to carry this thinking all the way down, internally. And so I'd say for the next 10 years on this, it's really about Systemizing. And in getting that, that together, and I'm on track for that. Whether or not it will materialize in that way. I'm not sure. But I don't exactly know “the how” yet to be frank. George 24:41Yeah. So one of the most amazing things I've come across is some guy on the internet. Norman Bodek, by the way, who's dead again, you know, like he he's gone. Mike, another coach is gone. Norman Bodek said, You need to learn about the people-side of Lean. And I'm going I don't know what that means. So he was talking about the Harada Method, with Kakashi Harada in Japan, teaching people how to be self-reliant. And they come up with their goal. They come up with their tasks, they go and execute and and one of the famous, the famous baseball player in the world today Shohei Ohtani did the 64th chart with Takashi Harada, in Japan. So it's pretty amazing that there is a process for almost every problem. But when you want to be successful, you need a system. You can't just have a process, we can go in with Lean. And we can say, here's a problem describing the problem, which is obviously half solved if you can do that. And we put together some tools and we say let's go through this. And we got a solution. For every problem, there's a solution. But for really successful people, they need a system. And that's why the Harada Method came into into play for me as well. 10 years ago, yeah, Tim 26:09that'll help me answer that, that question. More retrospectively, but yeah, the biggest leaps that I've taken in my business and my coaching practice and, and working with leaders, and again, I specialize in academics, and STEM leaders, people that are they're fairly linear in their thinking or at least linear in their, in the practice. And it really has been. It's funny, because as we talk about where that catastrophic derailment happened due to a that's actually what was the impetus for me taking a step back and looking at everything that I practiced over several decades of doing this work two decades doing this work. And deciding that I wanted to just really box what was working the best and I ended up starting to put my practices into some structures and into some processes. And I'd shied away from that. As the Lean guy, I'd shied away from that instead, you know, opting for more of a artisan approach or job shop approach, because I wanted, I wanted to make sure that I gave everybody a unique path through and I had to get my own mind around the fact that you know what, once I had systemized my approach my first conversation, say with with new coaching clients, suddenly I had a bunch of things going for me one, I didn't have to imagine where I was going next I had a place that I could start. And I knew they were reliable tools I used the most. They're things that I believe in, and that they've always worked. So there, I had linear thinkers I was dealing with, I could show them the path. I remember one point in my career, I had an engineer come up to me and say, Man, that was amazing. You did it was a piece of collaborative contract we're doing. But boy, you sure you sneak up on people. He said to me, I said, What do you mean, he says, We I didn't know what this was all about. And then towards the end of it, I was just like, amazed at how far we come out sure would have been calmer. If I had known where you were gonna take us well, now I can put a roadmap in front of this is what we're about to do, I'm not going to wait and deliver a punch line and, and make a guess at what we're going to do. And then the ability to just really test those theories, as blueprints for people doing well, and prove them out until they can be now I can isolate if I'm going to improve something about them, I can see the whole path. And, you know, it's so funny because I try not to be too hard on myself. But you know, you know these tools, and just the ability to step back and apply them to your own business, something that could seem rather chaotic, has made a big difference. George 29:01The entrepreneur does that. The entrepreneur thinks they must recreate everything for our client for every customer. So look, that's not a bad thing. You just got to recognize that if you want to stay a one person company, you'd better start thinking differently. Entrepreneur not. Because yeah, because there are people out there that like a system. And nowadays two companies are growing. Their reference of the past is not as relevant as it was. So what they're doing is they're experimenting their way towards the future. And understanding how to experiment is critical. So you know, of course Mike Rother is, you know, that Toyota Kata guy, and he used to be a student of Jeff Likers. So, you know, it's coming kind of from the same place. What did we miss with Toyota? What we missed was the soft stuff. We got the hard stuff. You know, 4S, they have at Toyota not 5S, we kind of know how to do that. But we don't have the discipline. And we're always thinking, look at all these tools, what are they there for? They're there to develop the people. And we never thought like that. We were, you know, great people, great products, they kind of bound it in between you got all your tools and systems and results. But it starts with great people. And it ends with a great product. You know, they kind of bound the problem there. And I don't know too many industries that wouldn't start like that, you know, we need great people. And what are those great people? Well, they're the ones that want to improve. And because they're doing it, they can demonstrate to others, in several ways coach and develop them to do it. And what are they striving for? Well, we need to get short term and long term results, you got to do both. So it's kind of like a big challenge in industry, especially everywhere, it doesn't matter. But we got the quarter crunch, the year end, you know, we got to make our numbers all the time, I just remember that the nightmare I was in, when I worked at New Flyer Industries, which ultimately ended up going bankrupt or taken over whatever. But it was a nightmare. We owed all our suppliers, like a lot of our suppliers, tons of money 120 million past 90 days. So it was like crazy, that's the way to run a business is to try to start a bus so you can get a progress payment, and then pay for parts on the buses that are in the yard. So you can actually get them shipped to the customer. So the challenge is applying lean is like an exercise in futility. What we got is great people, and we got to get those results. So we kind of nailed it. And Toyota went bankrupt way back in the 50s. So that's where, you know, they kind of learned their lesson. That's why they have a big bank account. Tim 31:57The big question that's left is you think about your journey through and how your thinking and your and your application. And your focus has evolved. When you think about that leadership experience that you're now focused on the other part of that Gallup poll that I thought was really interesting, or sorry, not Gallup poll, but their their recent publication was, they had said, They figure 10% of the population has the DNA of a leader, the ability to actually, you know, operate in them. And I my hypothesis is, it's actually smaller, because although they may start with 10%, only a fraction of that, I like to say 6% have the opportunity to lead or have not incurred other baggage, or something that will take them out of the mix, or don't have a personal situation that wouldn't allow them to do that, or haven't suffered trauma that wouldn't allow them to do that. So when you look at the leadership experience, and as you watch the leaders that you're working with, really grasp these concepts and then apply them and become higher and higher performing. What do you think the key, in your experience, what are the key mindsets? As I say, you know, you've talked about the five principles, what are some of the watershed moments that you see with leaders where they, you know, a light bulb goes on? And, and it clicks and they really get something? Could you share some thoughts on that? In terms of what are some of those big pivot points? George 33:32Yeah. Okay, I'm not sure they're big pivot points. This is part of the problem. Tim 33:34Sure. George 33:45The problem is we have a lot of little pivot points, which end up making a lot of big change at the end of the day. Tim 33:48Great, perhaps, what are some of the common little pivot points? George 33:50Yeah, so, number one, when I look at leaders getting excited, I think about why are they getting excited? It's because you've pointed out something, whether it's through your book or what have you. It's something that they did not expect. Okay, here's what they expected. And they got something else, there's a gap between what they expected and what they got. That gap is called learning. And as soon as you can increase the learning for that leader, they get hooked. It is the adrenaline, it's the dopamine that you know, gets released in your head. As soon as they do that, they get hooked. So one of one of my students in Germany, she was, I can't remember how we got to this. We were talking about a book called The Power of Habit or something. And I said, Look, a company is made up of habits. So tell me the behavior you would like to see. Tell me what the trigger is and how do you make sure that trigger happens? Because you got to have a trigger. You know, and then you can do the routine was the behavior and you need to kind of reinforce for yourself that that was a good thing to do. And you reinforce it in many ways. So she was, I want to make my bed every morning. I don't know why maybe she heard it and you know, they do it in the army and stuff. Okay, I want to make my bed every morning. So I said, Great. Let's talk a little bit about the trigger. So the trigger is, okay, I'm not gonna have my coffee. I'm gonna get up, I'm gonna put my clothes on, I'm gonna put my slippers on or whatever she's doing. There's a trigger somewhere for her to make her bed. Good. Then she makes the bed. And I said, what's the reward? And she struggled. We have a hard time programming our own thinking to say this is successful. And I said, Okay, I think in the book, they talked a little bit about somebody going on the sheets, just straightening out the sheets. And that felt good. I think it was a  Febreeze thing. I mean, they did that as a reward. And I thought, Okay, why don't you try that. And she says, George, it worked the next day. It worked. I can't believe it. Specifically thinking about the reward. I did this on the bed, and it smoothed out. And I felt good. I smiled. Well, okay, good. The smile is the reward too. So we have a hard time building in new habits that we know we need to have. Because we don't understand that we need a trigger. We need to do the routine because you know, it's important. And we need to create that little reward. And after that becomes a habit, you're done. You're done. Because every time today, when I go into a meeting, I always ask, what's the purpose? And what's the desired outcome of that meeting? I always ask it's a habit for me. And at the end, I always say it's time for Hansha, which is Japanese for reflection. Okay, what went well, during this meeting? What can we do better? How do we build that in for next time, and we improve our meetings each time. So that's just my meeting routines. But the habits make the difference. And so when I start with somebody, what, what we're doing is we're learning. And when we're learning, I'm saying, Are you satisfied with everything? You know, the way life is? Or would you like to improve something? And of course, we bring up the Taiichi Ohno no problem is the biggest problem of all? Yeah, okay, if you're, if you don't have a problem you want to fix then then I'm really no good to you. But let's, let's fix something, let's break it up, let's make sure we have little habits that we put together, maybe that'll create a routine, maybe that falls into a system that we built for you. Okay, so this is excellent when they can see how all this comes together. And they're excited about it, and then they transfer it to others. So I just think it's those little learning bits that make all the sense in the world. Tim 38:00Well, there's one other thing that you said there that I think I like to just stop on. And that's for your students that you talked to make the bed and then smooth out the sheets. And take a moment to reflect that you did this and that you're enjoying it and that the smile is the reward. You had said earlier that it's really important to, you know, go to the Gemba. And that being get into the students mind and understand what they're starting with. Right, this kind of thing. And I think it's a really interesting concept to say, maybe that going to the Gemba is getting into our own mind for a minute. And just stop for a second. And appreciate why you appreciated the reflection again, but saying, hey, you know, understand what you're out for here and understand what you just created for yourself. And take a moment, I used to be a chef. I was so I was a I was a classically trained chef, before I went back to business school. And what's the most important thing that a chef can do throughout that, that experiences if you're not tasting, you're not in control of the process? You have to stop and enjoy. Your own soup for a minute, if you're going to truly understand is it ready to go out? You have to look at it and say is this beautiful? What I just created here? You have to take a moment. And I think that's also part of sort of empathy when we're dealing with other people see it from their perspective. Appreciate it for a moment for what it is take a moment to be there with the person but you know, and this is where I'm like be there for a moment with yourself because I'm I was always really bad at that. I would do something meaningful. And I would steamroll right past it. Right. I wouldn't take praise for it. I wouldn't. Very bad at saying You're welcome. These kinds of things. You have to take a moment and say we just did something for a minute here, let's just put pause and realize, we got to the milestone we thought we were gonna get it because that gives us fuel for the next time we make the push. And the next time we do the next piece of effort, George 40:09That's called celebration, but we have to celebrate. Yeah. And being grateful. Look, that's all preparing your mind. And that's preparing yourself to be a better person, which you can then translate to others. So all of this is all teachings that you can apply to work. The customer, really, we got to turn this into value-added, we've run a business, we can't go home and say, Hey, I did this, I smoothed my bed. And now I want you to pay more for that product. No. So all of this is part of the little steps that it takes for them to say, Hey, I did this at home. Why can I do this at work? What's wrong with doing five paths? In a way, where there's a trigger? Five minutes before the end of the shift? Everybody does a five-minute 5S and we give each other a high five before we leave nothing wrong? Unless you're in COVID times, then maybe it's an elbow bump, you know? Tim 41:16Yeah. Well, it's been really enlightening to hear your perspectives on this stuff. And I hope we can do it again, because I'm having a lot of fun. And I'm learning through this conversation. So thank you very much for that. I want to make sure that people know how they can get involved with your thinking, how you'd like to be contacted, if somebody is inspired to reach out. George 41:38So my name is George Trachilis, they can go to georgetrachilis.com, they can contact me if they want to talk to me, or, you know, book me for a meeting and my calendars right there. That's the best way. Also, there's resources like the Harada Method I mentioned, you can go to finditgeorge.com, which is a great place that I'm building up now. And anybody can type something like A3, and they will have examples of A3s there. But if you type Harada, you'll get the five, five worksheets to use in the Harada Method. If you buy the book, I don't have anything to do with the book. But I promote the book. And those five worksheets are in there. So type Harada and download them for free. Tim 42:32Great, we'll make sure to put those links in the show notes so that everybody has quick access to them. One piece of advice from George Trachilis. George 42:40Yeah, and you know what I put it as a quote on my website, too. I've been where you are Tim, and I thought I've got so much to offer. You know, these executives, they just, sometimes they just don't see what I see. The key is to have an open enough relationship with these people where you can ask a question, and you ask a question to learn. And you can ask a question to teach. And in those situations, you're going to have to ask a question to teach, you're gonna have to figure out what that question is, that will allow you to not be offensive. Because Lord knows we can be offensive in what we're asking, and come across in a way that's very respectful, but gets your point across. But it's a question. They don't have to answer it. So many times. They're thinking short-term. And the question can simply be, are we thinking about the long term and the ramifications of doing this? Six months from now, versus what we get today? So, you know, I my quote was always just ask questions. Sooner or later, you'll become a teacher. Tim 43:56Once again, hey, thank you for for doing this. It was fantastic to spend some time with you. And we'll do it again. I'll talk to you real soon. Thank you so much for listening to Sweet on Leadership. If you found today's podcast valuable, consider visiting our website and signing up for the companion newsletter. You can find the link in the show notes. If like us, you think it's important to bring new ideas and skills into the practice of leadership. Please give us a positive rating and review on Apple podcasts. This helps us spread the word to other committed leaders. And you can spread the word to by sharing this with your friends, teams and colleagues. Thanks again for listening. And be sure to tune in in two weeks time for another episode of Sweet on Leadership. In the meantime, I'm your host, Tim sweet, encouraging you to keep on leading

Join us for another episode of EV Life as we chat with Adam Thorn from the Pembina Institute. Thorn, who is the director of Pembina's transportation program, shares some insights into research the think-tank has conducted around electric vehicles and why it's so important for researchers to be exploring the future of clean energy options in Canada.   Join AMA's EV Life group Pembina Institute Study on Electric School Buses

Ikuti diskusi 8.30 pagi nanti bersama Datuk Tengku Ahmad Badli Shah Raja Hussin, Presiden & Ketua Pegawai Eksekutif Agrobank mengenai strategi melahirkan generasi pembina rantaian bekalan makanan, dengan ilmu pertanian.

Ikuti diskusi 8.30 pagi nanti bersama Datuk Tengku Ahmad Badli Shah Raja Hussin, Presiden & Ketua Pegawai Eksekutif Agrobank mengenai strategi melahirkan generasi pembina rantaian bekalan makanan, dengan ilmu pertanian.

Pride in Manitoba has come a long way since the first Pride protest in 1987. Although Pride has become a regular event in Winnipeg, many rural Manitoba communities are celebrating for the first time. In 2019, Pembina Valley Pride held its first event in Morden. For 2SLGBTQ+ individuals living in rural areas, rural Pride events are a chance to see you're not the only one who feels the way you do. Let's learn more about Pembina Valley Pride coming June 10 with President Peter Wohlgemut. https://pembinavalleypride.ca/ Intro and outro music: Mind Games - Mathew Mcguire.

Cody Schulz, North Dakota Parks and Recreation Director, is on Afternoons Live with Tyler Axness to discuss plans for the newest state park in North Dakota and how this decade long process crossed the finish line.See omnystudio.com/listener for privacy information.

Episode 1 of Season 2 gets right down to the important part of New Year's celebrations- chicken wings! Marty and Spirited Kenny recall the history of local wing sales gimmicks at restaurants, "the wing craze" and the unique packaging- going back to the early 90's. Where was Piccolo Pub, fans? We talk about what we did over January 1 and what we saw around town (and nothing goes better with wings than College football.) Marty even got in a New Yera's prank with a radio DJ this year for oldtime's sake! He also tells about the holiday mayhem and hectic pace in his past DJ career at the Zoo and Ozzy's. Plus, we tell about our respective introductions to belly button shooters; more tales of taxi rides and house parties past.... and the story of Kenny and the New Year's Eve rut. 22:10 Update on our UFO talk. And, some alien talk (about classic TV shows). Kenny has a few questions to compare the incident Marty experienced https://spotifyanchor-web.app.link/e/wlRbsGldiwb with previous reports in other areas of Manitoba and is preparing 'a fancy slide show'. Marty recallls producing the infamous New Year's Eve Party of Pizza Phil Sacco on Pembina - and Chuck Green's reaction to the stooge report of the "Star Wars bar" crowd it drew. An excellent story about an early 90's visit with Pizza Phil at his Club Soda gig ensues. 38:34 Part 2 begins with Kenny's bar-hopping days. Which clubs? PLENTY! And some funs one too. We talk some history, as Marty explains a bit of Strawberry's to Kenny - 'an epitome of excess"; a verbal tour of "triple shot night", "and the Druxman's thanked you" and the Pembina strip, when it was still the wild west for the college crowd. And then there was the Legions. How did bars handle the music when the cops raided the beverage room? You'll hear a firsthand experience. Eventually we turn to our bread and butter- local politics. What was Brian Bowman's legacy? Among other things, machetes on buses. 52:00 A New York Post story claims a British women is getting harassed by food delivery orders, dozens a night. We try to gumshoe the case a bit. 1:00:00 Marty teases an upcoming interview in a sports publication he's been asked to participate in. And somehow, while we started with wings, we end on another favorite food subject- buffet busting. SUPPORT OUR COVERAGE - Donate via Paypal --https://www.paypal.me/MartyGoldMedia Send us your news tips, insights, interview suggestions, or even requests to be interviewed -- Email Martygoldlive@gmail.com Our best regards to all of you in 2023. We'll need your help to expand our reach and bring important news, analysis, information and interviews to Winnipeg and beyond this year. With your support we will make a difference in coverage of public affairs and the upcoming Manitoba provincial election.

Dalam mewujudkan pelayanan publik yang prima pada samsat di Provinsi Riau, kolaborasi antara pemerintah daerah dengan kepolisian dan Jasa Raharja diharapkan terus terjalin dan berkesinambungan

Episode 25 opens with Marty's memory of how kids at Winnipeg Hebrew School were sternly lectured they weren't in kindergarden anymore, and Spirited Kenny noting the discovery of a fifth dimension that's kinda mind-bending. 6:45 We make a few corrections to civic election information discussed in our last podcast - the actual number of robocalls made by the Glen Murray campaign on E-day is still an impressive number. We also relate a few other tips and insights from Marty's summary for TheJ.ca explaining why the chosen favorite of the elite went down to defeat. 12:15 Want to know what Winnipeg Free Press columnist Brent Bellamy thinks about investigative reporting? It sure affected the decision of voters to reject his pal Glen Murray but bitter Brent can't handle the truth, apparently. As Kenny points out - "I don't think how someone gets to the Osborne Safeway should really matter when it comes to how they run this city." You won't read in the newspaper why the WFP's urban visionary hates the way journalists did their job - but we'll tell you in this podcast, and tell how he described Murray's campaign manager- and Scott Gillingham's. 18:35 Coun. Cindy Gilroy complained the new Mayor turfed her from EPC. She never complained about Brian Bowman, did she. The other councilor de-EPC'd is Matt Allard of St. Boniface. We have an idea of something he has time to investigate now- how close is crime in St. B coming to the crisis in River Heights?- which we explore in Part 2. 25:23 Part 2 - With Gillingham taking over City Hall, the WPS sent a letter to River Heights saying that NOW, they're going to step up crime fighting in their area. We got a few interesting replies after we posted online 'what took so long?' you'll want to hear. Kenny explains why community watch programs are a great idea. 32:00 What's old is new again- the Integrated Warrant Unit was resurrected by the Province to help police keep Winnipeggers safe- so of course the Marxist radicals shrieked "racism!". We swing into the crime headlines, which illustrate that whether it's a block from the downtown cop shop (knifer in the library) or 2 blocks from City Hall (shooting that set a new record for homicides at 45), some warrant and other enforcement just might do some good. We also noticed something about 2 other recent murders the media didn't. And hear how many MORE murders would have been registered without modern trauma treatments rendered on-site. 50:00 Why don't people trust MSM? Look no further than CBC and CTV. Whose side are they on? Not reporting the details of a vile violent sexual assault and robbery of a 20 year old at a Pembina transit shelter on Friday night, and especially censoring the full description of the knife-wielding rapist, is a clue. Hear how the suspect was apparently complained about in the hours before the attack, and what Winnipeg mothers say about how unsafe Winnipeg Transit and the BRT line is. Winnipeg newsrooms actively obstruct public safety lest the wokesters bellow "racist!" at them. 58:08 A (nowadays) rare foray for us into provincial affairs - Wab Kinew and his NDP caucus have a problem with English proficiency standards being expected of nurses. There was an excellent suggestion online about how Wab should prove his point. We wrap up by talking about Remembrance Day and how shopping restrictions have changed in Manitoba in recent years. You Can Support Us via PayPal www.paypal.me/MartyGoldMedia

Our election wrap-up is the theme of Episode 24 - and we look at the results, the campaigns, the media coverage, and we point out THE headline that Winnipeg media has dared not utter. Hear what the result really meant about 34.00 in. And CTV gets spanked for their 'Decision Desk' faux pas and non-apology. First- Marty walked past the Glen Murray HQ windows around noon on the way to Enterprise Rent A Car at 283 Ellice, who provided an election day Spark and great pricing and service. What did he see? 7:00 Our top 5 headlines of the election campaign - Kenny is surprised at how on the nose we were right from the start. Plus, one more headline still in play because of a broken Murray promise. Then we take apart some often vapid statements of the local political science talking heads, who seriously devalued their standing in the public eye in this election. Hear the description of the Pembina Institute allegations by an independent media outlet. They were damn serious but aside from CBC (that broke the story), none of the corporate newsrooms dared spell out the scope of Glen Murray's misconduct (ie the word 'pelvis'). Spirited Kenny has an idea why the Pembina allegations stuck, even after one pillar of poli-sci said scandals from outside of Winnipeg wouldn't matter to voters. Marty talks about the Murray campaign on E-Day - robocalls galore; insider words about what went wrong; and what took their focus off of Gillingham. 27:50 Bartley Kives of CBC had a great story of the march to election day. We elaborate on the Bowman (non) factor, the rejection by voters of the union endorsements for Murray, the winning Gillingham strategy, the failed attempt of the elitists to recapture the 1990's, and the shame a whole lot of big money Conservatives should feel. 33:08 The heat map - where the votes fell around the neighborhoods. The obvious headline about the result we'd hear if this was Vancouver. A commentary by The Daily Scrum had smart and different observations about the CBC debate, some of which ties in with our coverage. They reflected on poor MSM coverage and the outsize influence of inaccurate polls and misleading headlines early in the campaign. It's tilting the playing field and works against voters but the perps aren't accountable. 43:54 Part 2 - TheJ.ca update 50:04 Let's talk about the media. Dan Lett wants to talk about voter suppression and disengagement? We talk about how the Free Press and a lot of other newsrooms should look in the mirror. Kenny has thoughts about another highbrow far-left columnist whose reason for supporting Glen Murray was- to spite the media investigating his misdeeds. With attitudes like that, the touting of "front-runner" Murray based on a garbage poll, pumping divisive narratives, entitled smarminess - trust in a lot of the Winnipeg media took a big hit. We analyze the subjects and issues we raised- especially the Caledon scandal that MSM almost all ignored. Yet it was important enough for Scott Gillingham to toss at Glen Murray in the CBC debate. 1:07:10 Hear CTV anchor Marilee Caruso's lecture that the Gillingham campaign was wrong not to concede, because the "Decision Desk" said Murray won. Kenny was watching online and has an excellent description of the on-set mayhem. Guess what? CTV never mentioned Caledon in the campaign. 1:15:09 An overview of the City Council results, and media failures. Why was the media so un-curious about ol' Glen? For TGCTS, history repeats itself. We will be back weekly, with 3 specific City Hall interviews being planned- starting with the new Mayor, Scott Gillingham.

Episode 23 starts off, unexpectedly, with the lessons taught to Marty by Yoram Hamizrachi, Nick Ternette and other grassroots journalists of the 1980's about the power structure in Winnipeg; the elitists still flex their might when an election rolls around. Encompassing the 'society' types, the political class, and the mainstream media, their circle jerk is a big reason why there was a 'lack of curiousity' about Glen Murray's "18 years more experience". The public has not heard important details about Glen Murray's actions in Ontario and Alberta and his actual record of shameful conduct. Marty and Spirited Kenny recap all of it. There are now at least 4 women, professionals all, who have personal experience with the intimidating behavior of Glen Murray. What about their human rights? Is Gail Asper ok with that? He has a problem with women and he is unfit for public leadership. We note the incurious media in the early stages of the campaign - why didn't they ask? Who makes those decisions? The late-breaking timing of the scandals- why after a poll, and after a debate, and not before? Voters now wonder how Glen Murray talks the talk, but the walk he walks falls far short of their standards. Kenny mentions the downturn for Murray in online forums after the recent CBC news about his abusive antics at the Toronto office of the Pembina Institute. 24:00 - We review the poll trends, and where some disillusioned Murray votes might leak to. We ask if the overall media disinterest in exploring Murray's background undermines election integrity, as the 40,000 advance voters were in the dark about him trying to out the Pembina whistleblowers. We tell what the outlets could do better. PART 2: 51:05 - A look at the recent stories in TheJ.ca. Marty has another round-up on the Liberal funding of an antisemite in the Laith Marouf scandal. 54:00 - B'nai Brith Canada asked the candidates for Mayor 6 questions about antisemitism and City Hall. A few of the responses, the non-responses, and the didn't-respond at-alls. 1.08:00 - Most Listened To TGCTS 2022 election podcasts: First place: Aug. 8 - Glen Murray Should Come Clean About Caledon 2) July 17 - The Don Woodstock Interview: "The Public Don't Want Another Bowman" 3) July 4 - Aaron McDowell Takes 5 Questions About The Civic Election 4) Aug. 15 - Klein Responds To Coun. Eadie / Glen Murray Takes Flak On 4 Fronts 5) Aug. 22 - The RFO Interview - And Some New Council Candidates Emerge (by tiebreaker) 5.1) July 10 - Police Chief Danny Smyth Makes Himself An Election Issue Marty and Kenny discuss the topics focused on, why those episodes attracted larger audiences, and how we filled the gap in MSM coverage. Election wrap-up next week!

Recap your news day with the Grand Forks Herald Minute Podcast. Join us daily for the latest headlines from news, weather and sports in the northern Red River Valley area. The Grand Forks Herald Minute can be found on Spotify, Apple and Google Podcasts as well as the Herald website.

In 1899, revised laws in North Dakota stated that no two townships could have the same name. However, most townships didn't act on the change. Pembina's Pioneer Express opined, it was a law “in existence, but … in innocuous desuetude”—which was a fancy way of saying a harmless state of disuse.

WDAY First News Anchor Se Kwon breaks down the top stories for Friday, July 29, 2022. InForum Minute is produced by Forum Communications and brought to you by reporters from The Forum of Fargo-Moorhead and WDAY TV. Visit inforum.com/subscribe to subscribe.

Wednesday, June 29, 2022 - North Dakota is seeing more diversity within its youth population, but researchers say they face a tougher road in securing a brighter future. According to Kids Count, nearly one in four children in North Dakota is a person of color. However, because of discriminatory policies in place their families are less likely to achieve economic security. We visit with North Dakota Kids Count Dir. Xanna Burg. ~~~ Bison were hunted to near extinction at the same time as the European cow was brought to the Americas. Cattle quickly became the most dominant meat eaten here. But as Harvest Public Media's Jonathan Ahl reports, combining those two breeds into something better is a niche market that some hope becomes more widespread. ~~~ Tom Isern shares a Plains Folk essay titled: “Cattle Kings' Prayer.” ~~~ The Pembina County Historical Museum has the ambitious goal of gathering all of the county's cemetery records into a central, searchable, location available to the public. Special contributor Brandi Malarkey visits with Zelda Hartje, Administrator for the Pembina County Historical Museum.

Hai sahabat data..Seperti yang kita tau ya, statistik ada 3 jenis, yaitu statistik dasar, statistik sektoral, dan statistik khusus..Kali ini kita belajar langsung dari Kepala BPS Kota Blitar tentang apasihhh "Statistik Sektoral" dan apa peran BPS di statistik sektoral..Selamat menikmati..

Inside Agriculture Segment 3

Reinvesting Warner Bros Discovery into AT&T, help me understand what's happening with bank stocks, Pembina Pipeline is my best high yield stock, and much much more!

In this week's energy podcast, Senior Portfolio Manager Matt Sallee discusses:The International Energy Agency (IEA) announcing a coordinated 60 million barrel release to combat rising energy pricesKey takeaways from in-person conferences hosted by Credit Suisse and Morgan Stanley including a focus on expanding our supply of energy to the rest of the worldPositive aspects stemming from the recently announced joint venture between Pembina and KKRDownload Transcript

Perempuan Anti Hoax ,Bersama Erna Murti - Pembina Mafindo Jombang ~ KR53 Broadcast

Fourth quarter 2021 earnings call for Pembina Pipeline Corporation. For further information, please consult the company website at https://www.pembina.com/For more TSX news, checkout www.tsxquarterly.comSupport this podcast at — https://redcircle.com/tsx-quarterly/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Recap your news day with the Grand Forks Herald Minute Podcast. Join us daily for the latest headlines from news, weather and sports in the northern Red River Valley area. The Grand Forks Herald Minute can be found on Spotify, Apple and Google Podcasts as well as the Herald website.

Recap your news day with the Grand Forks Herald Minute Podcast. Join us daily for the latest headlines from news, weather and sports in the northern Red River Valley area. The Grand Forks Herald Minute can be found on Spotify, Apple and Google Podcasts as well as the Herald website

Third quarter 2021 earnings call for Pembina Pipeline Corporation. For further information, please consult the company website at https://www.pembina.com/Support this podcast at — https://redcircle.com/tsx-quarterly/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Second quarter 2021 earnings call for Pembina Pipeline Corporation. For further information, please consult the company website at https://www.pembina.com/Support this podcast at — https://redcircle.com/tsx-quarterly/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

This week we are going to take a look at Brookfield Infrastructure's (BIP.UN: TSX) recently accepted acquisition of Inter Pipeline. Brookfield first made its offer in February. It was initially opposed by Interpipe's management and faced a competing bid by Pembina pipeline. Now it appears that the acquisition is going to proceed and we will discuss if this is a good deal for Brookfield Infrastructure investors. Brennan will be taking a question from a long-term podcast listener, Dave, on CareRX Corp. (CRRX: TSX). CareRx is a provider of pharmacy services to senior homes. Dave would like to hear our analysis on the stock and how it stacks up against KeyStone's investment criteria.

Two Canadian truck drivers in their 20s are facing charges in North Dakota over a $4.5 million load of marijuana intercepted at the U.S. border. Co-host and producer Nate Tabak explains why he's looking into the case – which has some unusual aspects.The drivers were arrested on April 23 after U.S. Customs and Border Protection Officers discovered the marijuana while inspecting what was supposed to be a load of straw at the U.S-Canada border in Pembina, North Dakota.In an unusual turn for a border drug case, border officers turned the truckers over to the county sheriff to face state charges. Tabak is looking into why this happened. Also unusual: is the young age of one driver - one is 21 years old, according to court records. Co-host and fellow FreightWaves reporter Noi Mahoney joins Tabak for the episode. Read more: 2 truckers face prosecution after $4.5M marijuana seizure at US-Canada border - FreightWavesApple PodcastSpotifyMore FreightWaves Podcasts

An outlaw gang robs trains, banks and finally meets the Law