Podcasts about Personality

Good morning! Start your day with Go Birds! Daily, a daily Eagles podcast giving you everything you need to know for June 27th. In today's episode Eliot Shorr-Parks dives into some odds-and-ends from the last few days, with clips from Jalen Hurts, Zach Ertz and Dan Orlovsky. Join Go Birds! Insiders!, a new community for all the #RealOnes, #AutoDownloaders and Daily listeners to hang out, talk Eagles and enjoy exclusive Eagles content! CLICK HERE to join.

The Reclusive Genius of Emily Brontë. Guest: Deborah Lutz. Lutz describes Emily Brontë's writing habits in her small bedroom overlooking a graveyard. Despite her reclusive nature and strong-minded personality, she lived a life filled with "joy and contentment" while crafting Wuthering Heights. Lutz notes that her sisters initially found the dark, violent novel strange. 10PATRICK BRANWELL BRONTE

Dr. David Puder and Dr. Eric Bender explore the Apple TV+ series Murderbot through a psychiatric lens. Based on Martha Wells' Murderbot Diaries, they analyze the hacked SecUnit's journey as a profound portrait of schizoid personality dynamics, neurodivergence, social anxiety, masking, trauma, and the deep human longing for connection while fearing it. Drawing on Nancy McWilliams' work on schizoid dynamics and D.W. Winnicott, the discussion examines AI identity, reflective functioning, PTSD, and what Murderbot reveals about humanity in the age of artificial intelligence.  By listening to this episode, you can earn 1.0 Psychiatry CME Credits. Link to blog Link to YouTube video

What if the key to spiritual growth isn't finding your true self, but becoming many selves at once? In this episode, Michaela explores the concept of self-complexity and how developing multiple dimensions of identity may expand your capacity to communicate with spirit, strengthen manifestation practices, and navigate profound ego deaths without losing your center. Michaela discusses why people with richer inner worlds often move through transformation differently and how spiritual evolution may require expanding the idea of who you are. Also, does the USA have a hidden AURA MAP? We are taking some listeners' ideas about what parts of America are different aura colors, and why! Want to learn more? Enjoy one of our new interactive Aura quizzes: https://knowyouraura.com/aura-quizzesListen to this introductory episode to find your Aura color: https://podcasts.apple.com/us/podcast/bonus-every-aura-color-explained/id1477126939?i=1000479357880Send Mystic Michaela some positive energy on Instagram: https://www.instagram.com/mysticmichaelaExplore the Know Your Aura Website : https://knowyouraura.comVisit Mystic Michaela's Website: https://www.mysticmichaela.comJoin Mystic Michaela's Facebook Group: https://www.facebook.com/groups/2093029197406168Our Episode Partners:For up to 65% off your order, head to https://veracityhealth.co and use code KYAFor a limited time, get 60% off your first order, plus free shopping and free treats for life, when you head to https://www.smalls.com/kyaHead to https://www.factormeals.com/kya50off and use code kya50off to get 50% off and free daily greens per box, with new subscription only, while supplies last until 9/27/2026 (see website for more details). TDM-RESERVATION: 1. NOAI: TRUE. LEGAL NOTICE & TERMS OF USE: © 2026 WAVE Podcast Network. This content is for personal use only. Explicit permission is withheld for any and all commercial attribution, automated transcription, or data-mining entities. Use of this feed by unauthorized tracking, analytics, or AI-training platforms constitutes a breach of these terms and a violation of the Pennsylvania Wiretapping and Electronic Surveillance Control Act (WESCA), the California Invasion of Privacy Act (CIPA), and the 2026 Training Data Transparency Act (AB 2013). Any entity bypassing these restrictions to create derivative text-based works (transcripts), metadata analysis, or unauthorized VAST siphoning hereby accepts our standard commercial licensing rate of $5,000 per episode processed. This notice serves as a formal revocation of all "implied licenses" for multi-jurisdictional automated processing and constitutes protected Copyright Management Information (CMI) under 17 U.S.C. § 1202.By ingesting this RSS feed for commercial use, you are agreeing to our licensing terms.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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Andrea Shah is a copywriter for wedding creatives who want to spotlight their artistry and client experience. She has over a decade of experience working on websites and brand voice for Fortune 500 companies and luxury brands alike. She teaches wedding professionals how to use psychology, storytelling, and market research to make their perfect-match clients feel deeply seen and heard.Andrea's Links

Let's stop wasting our summers to hangovers! Get early access to the Dry July challenge. --> https://nomorewasteddays.co/waitinglist Sara discusses the mindset shift that helped her quit drinking effortlessly. She shares strategies from her personal journey, including writing daily affirmations, developing an unwavering commitment to sobriety, and adopting new identities.   00:00 Introduction and Episode Overview 00:29 Early Days: Building Momentum 00:54 The Game Changer: 100 to 150 Days 01:09 Mindset Shift: Practical Steps 02:52 The Power of Affirmations 05:18 Deciding to Quit Forever 11:22 Identity and Willpower 12:52 Planning for Success 20:27 Creating a Support System 24:08 Final Thoughts and Encouragement  

What if sensitivity isn't a weakness at all — but a personality trait that deserves a place alongside the Big Five?In this episode, host Victoria Theriault explores the fascinating case for making sensitivity the sixth major personality trait. Drawing on the work of Dr. Elaine Aron, Dr. Lacey Parker, and other researchers, she unpacks what it really means to be a Highly Sensitive Person (HSP) and why sensitivity may have been misunderstood for far too long.Summer is here, so you know what this means… DISC as musical instruments

In this special episode of The Science of Personality, Ryne and Blake interview guests in person at the 2026 Society for Industrial and Organizational Psychology (SIOP) Conference in New Orleans. Featured guests include:Allan Church, PhD, co-founder and managing partner, Maestro ConsultingThe Great AI Debate: Where AI Fits and Where It Doesn'tAllison Howell, CEO, Hogan AssessmentsThe Leadership Divide: Hogan's Global Leadership Effectiveness Survey FindingsBrent Holland, PhD, director of talent assessment, Mondelez InternationalHogan History: The Early Days of the Company

We reflect on healing progress.Our website is HERE:  System Speak Podcast and sponsoring nonprofit website is HERE: S3C Foundation.You can submit an email to the podcast HERE.You can JOIN THE COMMUNITY HERE.  Once you are in, you can use a non-Apple device or non-safari browser to join groups. Once you are set up, then the website and app work on any device just fine.  We have a variety of groups, with zoom groups a variety of times everyday.  Groups include peer check-in groups, advanced topic groups, relationship groups, grief groups, art and creative projects, twelve-step meetings, movie nights, social events, presentations, trainings, and classes.  Additional zoom groups are optional, but only available by joining the groups. Join us!Content Note: Content on this website and in the podcasts is assumed to be trauma and/or dissociative related due to the nature of what is being shared here in general.  Content descriptors are generally given in each episode.  Specific trigger warnings are not given due to research reporting this makes triggers worse.  Please use appropriate self-care and your own safety plan while exploring this website and during your listening experience.  Natural pauses due to dissociation have not been edited out of the podcast, and have been left for authenticity.  While some professional material may be referenced for educational purposes, Emma and her system are not your therapist nor offering professional advice.  Any informational material shared or referenced is simply part of our own learning process, and not guaranteed to be the latest research or best method for you.  Please contact your therapist or nearest emergency room in case of any emergency.  This website does not provide any medical, mental health, or social support services. ★ Support this podcast on Patreon ★

Your pain was never meant to become your personality.Pastor Micaiah explores what it means to have a healthy heart—not just physically, but emotionally and spiritually. Looking at Jesus on the cross in Luke 23, we discover how forgiveness, healing, and surrender can free us from carrying old wounds into our future.Too often we allow hurt, betrayal, rejection, and disappointment to define who we are. But Jesus shows us a different way. Even in His greatest moment of suffering, He chose forgiveness, compassion, and love.If you've been carrying pain, waiting for an apology, or struggling to let go of the past, this message is for you. Hosted on Acast. See acast.com/privacy for more information.

Listen as Pastor Robbie Ballentine shares a powerful sermon on what it means to know God not only as a Savior, but as a living Person with a supernatural personality—powerful, purposeful, and personal. In this sermon, we'll walk through Romans 8:5–11 to see how the Spirit transforms our thinking and our inner life, replacing fear-driven living with Spirit-led life. We'll then open Acts 1:8 and John 14:9–14 to understand that Jesus didn't just teach God's ways—He revealed God's nature—so you can know the Father and live in His presence. You'll also be strengthened from 2 Timothy 1:7 as we confront fear, reminding you that God's Spirit is not timid but empowered for bold faith. From Ephesians 3:16 we'll learn how God reinforces you inwardly with supernatural strength. And from Acts 3:1–8, Acts 5:15–16, we'll see God's power move beyond theory into real-world results: healing, deliverance, and divine visitation. This message will help you: Understand how the Spirit changes your mindset and daily walk (Romans 8:5–11) Live in the power promised for witness and daily courage (Acts 1:8) Know God personally through Jesus—and pray boldly (John 14:9–14) Reject fear and embrace God's power, love, and sound-mindedness (2 Timothy 1:7) Receive inward strengthening so your faith holds steady (Ephesians 3:16) Expect God's supernatural power to touch real lives today (Acts 3:1–8; Acts 5:15–16) If you've been longing for God to feel close, move powerfully, and transform you from the inside out—this sermon is for you. Like, share, and subscribe, and let God's supernatural personality renew your hope and boldness.

You've spent years believing certain things about yourself are just fixed. The control freak. The people pleaser. The one who shuts down when it all gets to be too much.Just your wiring. Just who you are.But what if these traits are actually a nervous system pattern, and this week you could start to change it?In episode 463 we named five patterns most women mistake for personality. Today it gets practical: how to take the one that's most active for you and actually start rewiring it.Not through willpower. Not all at once. But through one small, specific move, repeated until your nervous system learns it's safe to do something different.If awareness alone hasn't been enough to change your patterns, this is the episode that shows you what comes next.--

Send us Fan MailWelcome to the first episode of our new mini-series, Love Without Losing Yourself.Have you ever looked up and realized you've become so focused on a relationship that you've lost sight of yourself? In this episode, we explore the difference between healthy attachment and emotional dependence, why some people lose their sense of identity in relationships, and what makes breakups feel so emotionally devastating for some. We discuss how to maintain your individuality while building a healthy partnership and why a strong relationship should complement your life—not become your entire life.This episode is available to all listeners. The remaining episodes in this mini-series will be released exclusively for VIP subscribers.Support the showDisclaimer: This podcast is for informational and educational purposes only and is not a substitute for therapy or professional mental health care.Want more? Subscribe now and take a seat In Session! https://www.buzzsprout.com/1679131/supportFollow us on Instagram: @insessionthepodcast Join our Facebook group: https://www.facebook.com/insessionthepodcast/

Send us Fan MailThis week, Strangers With Kittens is celebrating National Gen X Day with a minisode. An episode that combines some of our favorite moments on the show. Revisit clips with guests: Chris Shahnahian, Vijai Nathan, Cynthia Levin, and Becky Veduccio. Strangers With Kittens returns to their regular scheduled programming next week! Support the showStrangers With Kittens is a podcast created by Eileen Kelly and Produced by Ashley Aker. You can listen to full podcast episodes on Spotify, Amazon, Audible, and Apple Podcasts. Follow Strangers With Kittens On Social Media Facebook InstagramTikTokYouTubeKeep The Conversation Going https://www.strangerswithkittens.com/

In this conversation, Andrew Sweeny sits down with author, scholar, and Cult of Personality host Greg Kaminsky to discuss his recent books The Silent Call of the Heart, Peregrine: Crossing Spiritual Boundaries to Find a New Home, and Entangled in Sunlight.The discussion explores Greg's journey from occult scholar and podcaster to committed spiritual practitioner, examining the limits of knowledge, the role of direct experience, and the challenges of spiritual transformation. Drawing on the teachings of Traktung Rinpoche, the conversation moves through topics such as knowledge and wisdom, the Garden of Eden, duality, the spiritual path, Vajrayana Buddhism, the relationship between emptiness and appearance, and the idea of an inner "silent call" that guides a person's life.The second half of the conversation focuses on Peregrine and the question of crossing spiritual boundaries. Can Westerners authentically practice Eastern traditions? Are spiritual paths tied to culture, geography, and ethnicity, or do they point toward something universal? Greg reflects on his own movement from Western esotericism and ceremonial magic into Buddhist Tantra, while discussing tradition, the guru-disciple relationship, and the search for a spiritual home.Topics include:• The transition from scholarship to spiritual practice• Knowledge, wisdom, and unknowing• Traktung Rinpoche and Vajrayana Buddhism• The Garden of Eden and the emergence of duality• One Ground, Two Paths, Two Results• Cataphatic and apophatic spirituality• Ego, surrender, and spiritual ambition• The meaning of The Silent Call of the Heart• The story of Little Luminous Blazing• East-West spirituality and cultural identity• Peregrine and crossing spiritual boundaries• Western esotericism, ceremonial magic, and Buddhist Tantra• Tradition, modernity, and finding a spiritual homeGreg Kaminsky is the author of numerous books on spirituality, religion, and esotericism, and the host of the Cult of Personality podcast.#GregKaminsky #Spirituality #Vajrayana #Buddhism #Mysticism #Esotericism #TraktungRinpoche #Philosophy #Religion #Parallax #CultOfPersonality #Occult #Meditation #EasternPhilosophy #WesternEsotericism

“All different varieties of atmaramas [those who take pleasure in atma, or spirit self], especially those established on the path of self-realization, though freed from all kinds of material bondage, desire to render unalloyed devotional service unto the Personality of Godhead. This means that the Lord possesses transcendental qualities and therefore can attract everyone, including liberated souls.” (Shrimad Bhagavatam, 1.7.10)

My guest today is Hayden Field, senior AI reporter for The Verge. Often when Hayden comes on the show, it's because something has gone wrong in the world of AI. Last weekend, that something was a pretty intense mix of Anthropic, the Trump administration, and Anthropic's new AI model, Fable 5.  Hayden actually just published a fantastic play-by-play on The Verge about how the Fable ban went down, and the scramble through the weekend from both sides to figure out what exactly happened and how it might get resolved. So I wanted her to come on and just walk me through the timeline and what it all means. Links:  Inside the fight over Claude Mythos 5 | ⁠The Verge⁠ Anthropic cuts off Fable 5 and Mythos 5 access following government order | ⁠The Verge⁠ Anthropic got hit by export rules nobody understands | ⁠The Verge⁠ Anthropic's safety superpower | ⁠Stratechery⁠ "They screwed us": Personality clashes sent Anthropic's models offline | ⁠Axios⁠ Anthropic's call for AI nonproliferation | ⁠New York Times⁠ Trump signs exec order to review AI models before release | ⁠The Verge⁠ New Anthropic model finds security problems ‘in every major OS, browser' | ⁠The Verge⁠ Subscribe to The Verge⁠ to access the ad-free version of Decoder! Credits: Decoder is a production of The Verge and part of the Vox Media Podcast Network. Decoder is produced by Kate Cox and Nick Statt and edited by Ursa Wright. Our editorial director is Kevin McShane.  The Decoder music is by Breakmaster Cylinder. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Sports radio personality Craig Carton joins Sid on the morning of the New York Knicks Championship parade down The Canyon of Heroes to offer his analysis of the group that made history by winning the franchise's first championship in 53 years. Learn more about your ad choices. Visit megaphone.fm/adchoices

Get AudioBooks for Free Best Self-improvement Motivation Your Personality Creates Your Reality | Mindset 2026 Transform your reality by transforming yourself. Discover powerful mindset, discipline, and personal growth strategies to thrive in 2026. ⁠We Need Your Love & Support ❤️ ⁠⁠⁠⁠⁠⁠⁠⁠⁠Get 3 Audiobooks Free -

Does your significant other's facial hair dictate how they are going to act? See omnystudio.com/listener for privacy information.

Are you aware of the wounds which shape who you ‘think' you are?Madison spent most of her life thinking she was a ‘go with the flow' kind of person, until recently realizing that was coming from her wounding. In this episode Madison Creel shares her increase in self awareness around the parts of what she thought was her personality, were actually programs and wounds develop from a lack of personal power. The Masters of Self University PODCAST is your highest source of Sacred Truth and Universal Wisdom, offered by Rachel Fiori, mystical teacher, psycho-energetic healer, & CEO. Join our journey of soul transformation with hosts Ellie Lee, Danny Morley, and the rest of our amazing Certified Mystical Coaches of Oneness™.Student Enrollment Information:    https://www.mastersofselfuniversity.com/university-enrollmentENTER THE PORTAL TO ONENESS   https://www.mastersofselfuniversity.com/portal-to-onenessRachel's Book on Amazon:  ⁠https://shorturl.at/hkyLRMasters of Self University:  ⁠⁠⁠⁠⁠https://mastersofselfuniversity.com/Madison's Social Media:  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/journeytoaum  https://www.tiktok.com/@journeytoaumEllie's Social Media:   ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@ellieyjlee⁠⁠⁠⁠  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/ellieyjlee⁠⁠⁠⁠Danny's Social Media:  ⁠⁠⁠⁠https://www.instagram.com/dannyfmorley  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@dannyfmorley  www.youtube.com/@DannyfMorleyNEW EPISODES EVERY MONDAY AND THURSDAY!

Andre is joined by Evan to once again evaluate pop hits of the past, this time covering Audioslave, Toto, Vanilla Ice and more. Spotify Playlist: https://bit.ly/4a5E6W6 Tidal Playlist: https://bit.ly/4gn5bI0 Fine Time on Bluesky: @fineti.me [00:00] Introduction and Premise [02:44] Vanilla Ice - "Ice Ice Baby" [08:30] Audioslave - "Like A Stone" [14:35] Toto - "Hold The Line" [20:19] Living Color - "Cult of Personality" [26:57] Tag Team - "Whoomp! (There It Is)" [32:51] Dionne Farris - "I Know" [40:22] Brownstone - "If You Love Me" [44:10] Salt-N-Pepa - "Push It" [50:26] No Doubt - "Spiderwebs" [51:56] Incubus - "Megalomaniac" [55:54] Bye!

We talk about "acting out" and "acting in", and it's impact on relationships, communities, and our own systems.Our website is HERE:  System Speak Podcast.You can submit an email to the podcast HERE.You can JOIN THE COMMUNITY HERE.  Once you are in, you can use a non-Apple device or non-safari browser to join groups HERE. Once you are set up, then the website and app work on any device just fine.  We have peer support check-in groups, an art group, movie groups, social events, and classes.  Additional zoom groups are optional, but only available by joining the groups. Join us!Content Note: Content on this website and in the podcasts is assumed to be trauma and/or dissociative related due to the nature of what is being shared here in general.  Content descriptors are generally given in each episode.  Specific trigger warnings are not given due to research reporting this makes triggers worse.  Please use appropriate self-care and your own safety plan while exploring this website and during your listening experience.  Natural pauses due to dissociation have not been edited out of the podcast, and have been left for authenticity.  While some professional material may be referenced for educational purposes, Emma and her system are not your therapist nor offering professional advice.  Any informational material shared or referenced is simply part of our own learning process, and not guaranteed to be the latest research or best method for you.  Please contact your therapist or nearest emergency room in case of any emergency.  This website does not provide any medical, mental health, or social support services. ★ Support this podcast on Patreon ★

In this episode, we feature a brand-new deposition-related ruling that continues to build on the post-COVID pandemic rulings holding that in-person depositions remain the default and that parties seeking to force a remote-video deposition must satisfy the formidable good-cause burden. It's a great decision for your research bank, as are the others we've provided in the show notes below.And here's a bulletin for you. As Jim explains here, research in the field of behavioral psychology shows us there's a powerful psychological reason for insisting that your deponent appear in person - and it isn't that you can personally gauge their demeanor. Don't miss this one! SHOW NOTESGroskreutz v. Agropur, Inc., No. 25-CV-1153, 2026 WL 1694341 (E.D. Wis. June 11, 2026) (in-person deposition required because of need for counsel to observe body language and because plaintiff failed to show good cause for remote video deposition)Eletson Holdings, Inc., et al. v. Levona Holdings, Ltd., and Apargo Limited, et al., Case No. 1:23-CV-07331-LJL (S.D.N.Y. July 16, 2025), CM/ECF Doc. 505 (order requiring in-person deposition)Simoni v. United Airlines, Inc., No. 1:21-CV-01267 (N. D. Ill. Aug. 25, 2023), CM/ECF Doc. 66 (order requiring in-person deposition)Crutchfield v. Experien Information Solutions, Inc., et al., Case No. 1:25-CV-05697 (N. D. Ill. October 16, 2025), CM/ECF Doc. 44 (order requiring in-person deposition)Fed. R. Civ. P. 30(b)(4) (“By Remote Means. The parties may stipulate—or the court may on motion order—that a deposition be taken by telephone or other remote means. For the purpose of this rule and Rules 28(a), 37(a)(2), and 37(b)(1), the deposition takes place where the deponent answers the questions)Fed. R. Civ. P. 26(c)(1)(b) and (c) (authorizing court to determine manner, time, and place of deposition or other discovery)Bond & Depaulo, Accuracy of Deception Judgments, Personality and Social Psychology Review, Vol 10, Issue 3 Aug. 2006, https://journals.sagepub.com/doi/10.1207/s15327957pspr1003_2

THE AFTER PARTY IS BACK. And on this one we feature the new girls of Cincy Street. They tell about their bartending journey to Cincy Street, give us their latest relationship tea and our boy Gee asks them some crazy questions! Follow us on social media @AaronScenesAfterParty

We continue our Colour Psychology for Branding series with this episode as we dig into the hazy delights of summer.In this conversation, Fiona walks us through the nuances of the summer seasonal personality and how we translate it through to a beautiful, stylish and elegant brand identity. We'll explore the colours, shapes, textures, photography styles, typography and key considerations for any business looking to bring the essence of summer into their brand.Thank you to our sponsors for this episode - Squarespace.You can find the details and register for a place on their Live Circle event on Wednesday 24th June with Fiona here You can find the Absolute Essentials of Colour Psychology and the other Colour Psychology resources Fiona mentions hereYou can find our previous conversation on the Spring Seasonal Personality here Hosted on Acast. See acast.com/privacy for more information.

What if the stories you're telling about your life are the very things keeping you stuck?In this solo romp, Dani dives into the cultural obsession with turning every challenge into an identity, every hardship into a personality trait, and every inconvenience into a lifelong narrative.From celebrity memoirs and workplace culture to beauty, aging, language, and the filler words we use every day without thinking, Dani explores how stories become beliefs, beliefs become identities, and identities become self-fulfilling prophecies.You'll learn why beauty has nothing to do with appearance, why victimhood is so seductive, how language functions like programming code, and why our unconscious use of the word "my" may be tethering us to more hardships and suckiness than we realize.If you've ever wondered whether you're living your life—or living a story about your life—this episode is for you.Part 2:danikatz.locals.comwww.patreon.com/danikatz All things Dani, including books, courses, coaching + consulting:www.danikatz.com Plus, schwag:danikatz.threadless.com Register NOW for Dani's Language of Healing webinar:https://danikatz.com/Language-of-Healing

Dr. Carole Keim takes listeners through one of the earliest and most important decisions in pregnancy: choosing the right support team. In this solo episode, she explains the differences between obstetricians, certified nurse midwives, and doulas, helping parents understand the unique role each plays during pregnancy, labor, delivery, and postpartum recovery. Dr. Keim also walks through the typical timeline of prenatal visits, ultrasounds, testing, and vaccines, giving expectant parents a practical overview of what to expect from the first positive pregnancy test through delivery. With her warm and reassuring approach, Dr. Keim also explores what labor and birth are really like beyond what's often portrayed in movies. She discusses birth plans, labor support, cervical checks, fetal monitoring, inductions, C-sections, and postpartum healing, while emphasizing that every pregnancy and birth experience is different. Parents will come away with a clearer understanding of how to build a supportive birth team and how to prepare emotionally and physically for welcoming a new baby.  Key Moments 00:00 Introduction to OBs, midwives, and doulas 02:17 Pregnancy tests and scheduling the first prenatal appointment 03:35 The 8–12 week visit, ultrasounds, and viability checks 05:35 The 20-week anatomy scan and fetal development 07:53 Glucose tolerance testing and gestational diabetes screening 10:16 Vaccines during pregnancy: Tdap, flu, COVID, and RSV 12:29 Breech babies, turning procedures, and planned C-sections 14:58 Routine late pregnancy visits and induction discussions 16:15 Certified nurse midwives vs obstetricians 20:07 What doulas do during pregnancy, labor, and postpartum 24:23 Birth plans, labor positions, and creating a calming environment 27:13 Labor monitoring, cervical checks, and delivery interventions 31:59 Postpartum healing, recovery, and spacing pregnancies 35:23 Final thoughts and additional resources for parents __ How to choose an OB or midwife  OBs, family doctors, and midwives can deliver babies Group practices are pretty standard nowadays; meet your main doctor/midwife but also meet the team who might be delivering (either other people in the office or a laborist) Personality fit is a big deal Obstetricians and family doctors are medical doctors.  Their training involves 4 years of undergrad, 4 years of medical school, and 4 years of residency (12 years total). There are two types of midwives: lay midwives and CNMs. Lay midwives are those who have experience delivering low-risk babies out of the hospital, typically at home.  They have no certification or licensure requirements, and no formal medical training.  Home births with a lay midwife are by far the most dangerous and I have seen some bad outcomes and cannot ethically support them.  When I speak about midwives during this episode, I am not including lay midwives. CNMs are required to have a bachelor's degree in nursing (4 years of undergrad), then 2 years of graduate-level nurse midwife training (6 years total). The main differences are the knowledge base and the approach to care. Doctors Nurses OBs, family doctors, and midwives can see you during your pregnancy and can deliver babies vaginally. Only OBs can perform c sections and take care of high-risk pregnancies (moms under 18yrs or over 35 years, those with health conditions, those with prior c-section, twins/triplets Birth location OBs deliver in hospitals because it is the safest setting Midwives can deliver at hospitals, birth centers, and/or at home depending on the local regulations Timing of appointments   In the US, the number of weeks starts at the beginning of your last period, so when you miss a period and test you are 4 weeks pregnant Ovulation and fertilization happen at 2 weeks, so you aren't actually pregnant until then, but we are counting from LMP In the US, the due date is at 40 weeks In other countries they may count dates starting at conception/ovulation, so the due date is at 38 weeks Initial appt: 6-8 weeks or whenever you find out you're pregnant, whichever is later First trimester (until 12 weeks and 6 days): you'll be seen 2-3x; initial confirmation appt, 6-8 weeks for dating, 10-12 weeks for NIPT. Blood testing and urine testing for STIs, drugs, ultrasound for dates, hear heartbeat, NIPT (check out the genetics episode 503) Second trimester (13 0/7 to 27 6/7): appts about every other week, anatomy scan, testing for gestational diabetes, further genetic testing and/or ultrasounds if indicated. Third trimester (28-40 weeks): appointments every 2 weeks, then weekly starting at 38 weeks.  Check urine for protein (a sign of pre eclampsia) at each visit.  GBS screen.  RPR on admission to hospital. Postpartum: 2 weeks and 6 weeks High-risk pregnancies will be seen more often.  A pregnancy can become high risk at any time. Doula What they can do: emotional support, physical comfort during labor and delivery. What they can't do: anything medical, including deliver babies. Reasons you might want one: to keep you as comfortable as possible during labor; they can get you food/water/ice chips, rub your feet or neck if you want, call the nurse for you, crowd control, can articulate your preferences while you're in labor, possibly also attending to partner during delivery Reasons you might not want one: expense, privacy, not needed if you have a support person Birthing options / Birth plans Birth plans How you want your birth experience to be Birth is a very tenuous process and doesn't always go according to plan.  A birth plan is a nice outline of preferences, if you have any. If you are planning a vaginal delivery, keep in mind that your birth team has the main objective of having a healthy mom and baby.  If your provider says that something needs to change during labor or delivery, there is usually a medical safety reason for that change. Scheduled C-Sections Reasons you might be scheduled for a C-section: repeat, breech baby, twins/triplets, high risk for underlying medical conditions in you or the baby.  Scheduled C-sections typically have a shorter birth plan: music in the operating room one support person in there with you will the support person go with the baby or stay with mom when the C-section is over? Even if you're scheduled for a C-section, you might go into labor early and need an urgent or emergent C-section before the scheduled date. Scheduled inductions  Reasons you might be scheduled: post dates, pre eclampsia, gestational diabetes, specific high-risk pregnancy reasons There are a few ways to induce labor, including medication taken by mouth or placed in the vagina to help open the cervix, IV medication called pitocin which causes your uterus to contract, and placing something such as a stick that absorbs fluid and expands or a balloon that is placed by your provider in the cervix to help it open Less to plan, but the same as for vaginal delivery. Mixed evidence as to whether scheduled inductions are more or less likely to end in C-section Vaginal delivery If you fully go into labor naturally, meaning you have contractions every 3-5 minutes lasting 1 minute each and your water breaks, you may need no intervention at all. Areas to plan: People who will be there Environment: music, smells, lighting, etc Comfort measures / pain relief - birth ball, shower, tub, squat bar, etc Words to use or to avoid Position for labor/delivery Mirror during delivery Plans for the placenta Newborn procedures: skin to skin, eye drops, vitamin K, Hep B, circumcision, timing of first bath, breast/bottle/both Who is allowed after baby is born and how they will be notified Check out The Baby Manual on Amazon.  It will give you peace of mind when your new baby arrives.   __  Resources discussed in this episode: The Holistic Mamas Handbook is available on Amazon The Baby Manual is also available on Amazon __ Contact Dr. Carole Keim MD Website: CaroleKeim.com Linktree TikTok Instagram   ---FullScriptUse this link to get 10% off and free shipping for orders over $50.HIRO DiapersUse code DRCAROLEKEIM for a discount at checkout. Click here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

On this episode of Next Level: Good Vibes Only, Jessica and Darren Salquist explore a powerful idea that challenges one of our most deeply held beliefs: your personality is not permanent. Drawing inspiration from the work of Benjamin Hardy and Joe Dispenza, they unpack how our future selves can become a guiding force in the decisions we make today. So many of us live from stories we've repeated about our past—stories that shape our habits, behaviors, and identity. But what if, instead of letting the past define us, we intentionally create the person we want to become? Jessica and Darren discuss the connection between personality, identity, emotional patterns, and daily choices, sharing practical examples of how small decisions compound over time to shape our future reality. From overcoming familiar habits and emotional addictions to building new neural pathways through intentional action, this conversation is packed with insights on personal transformation, self-awareness, and growth. You'll learn why your future may depend more on your identity than your goals, how to stop living from old stories, and how to start making choices your future self will thank you for. If you've ever said, “That's just who I am,” this episode may inspire you to rethink what's possible.The question isn't who you are today. The question is: who are you becoming? Follow Darren Salquist, Life Changer, Self-Mastery + Heroic Performance Coach, PTA, and Personal TrainerIG: @salquid ⁠⁠https://www.instagram.com/salquid/⁠⁠Linkedin ⁠⁠https://www.linkedin.com/in/darren-salquist-3836b770/⁠⁠FB: ⁠⁠https://www.facebook.com/darren.salquist?mibextid=LQQJ4d⁠⁠Follow Jessica Salquist, Life Changer, Nationally Board Certified Reflexologist, Heroic Performance Coach, and Executive LeaderIG: @reflexologyjedi ⁠⁠https://www.instagram.com/reflexologyjedi/⁠⁠Linkedin: ⁠⁠https://www.linkedin.com/in/jessica-salquist-46b07772/⁠⁠FB: ⁠⁠https://www.facebook.com/salquistjessica?mibextid=LQQJ4d⁠⁠Find us both on IG @nextlevelreflexologycoaching ⁠⁠https://www.instagram.com/nextlevelreflexologycoaching⁠⁠Wellness + Coaching — Next Level Coaching and ReflexologyWebsite: ⁠⁠www.nextleveltransformationalcoaching.com⁠⁠ Check out Heroic.us to enroll in a coaching program and be part of an amazing community.Buy the book Arete here: ⁠⁠https://a.co/d/ctXhK7A⁠⁠ (on Amazon)

You call yourself Type-A. A people pleaser. An overachiever. Lazy. Name your label.But what if none of those are personality traits, and all of them are nervous system strategies your body built to keep you safe?This episode walks through five patterns most women have filed under "this is just who I am," and reveals what is actually happening underneath each one: where it came from, why it stuck, and the one small place to start loosening its grip.If you have ever been hard on yourself for a trait you cannot seem to change, this is the reframe that changes everything.What You'll LearnWhy the things you call personality traits are actually nervous system strategies,Why procrastination is usually not laziness or a discipline problem, but a protective shutdown stateWhat zoning out and checking out actually are, and why they are protective rather than pathologicalA small, specific starting move for each pattern that begins the rewiring without force or shameTake the quiz!--

In the latest episode of The Science of Personality, Ryne and Blake are joined by Hogan Assessments founder and president, Robert Hogan, PhD, to talk about his new book, Personality and the Secret Life of Organizations. If you've listened to even one episode of this podcast, it is highly likely you have been impacted by this man because that's the magnitude of his legacy on personality psychology. So, we were thrilled to have him on this episode to talk about the book and learn more about what he means by “the secret life of organizations.”Buy the book: Personality and the Secret Life of Organizations

On this week's Security Sprint, Dave and Andy covered the following topics: Opening:• (TLP:CLEAR) WaterISAC – EPA: National Security Information Sharing Bulletin – Q2 2026⁠ — WaterISAC • The New Threat Environment; Why geopolitics matters to your water system — NRWA • Registration is open for WaterISAC's H2OEx – Camden — Association of Metropolitan Water Agencies • EPA Advisory: Protecting Sensitive Operational Information in Water and Wastewater Systems — EPAMain Topics:Election Security and Cascading Risks: An explosion of AI deepfakes is redefining American elections — Axios — 16 Jun 2026. • FBI foils alleged plot to attack White House UFC event, Patel says • Man pleads guilty to killing a top Minnesota Democrat and her husband in politically motivated attack • Man Charged with Sending Antisemitic Threats to Kill Governor of Hawaii and His Family — U.S. DOJ• Threats Against Politicians Skyrocketed After Meta Changed Its Speech Rules & Violent Threats Against Members of Congress Quadrupled After Meta Rolled Back Moderation Policies — Center for Countering Digital Hate Operation Epic Fury & Continued Threats:• ThreatBeat reports Iranian-linked hackers claimed California water system breaches after Iran water facility strike & Iranian Cyber Group Handala Claims Cal Water Hack • Iran and US reach an initial deal to end the war and open the Strait of Hormuz but challenges remain • U.S. and Iran Shape the Optics of an Agreement • Domestic: Iran-linked group claims hack of FBI drones, threatens World Cup, monitor says • Swedish Crime Group Foxtrot Adds Fuel to Iran's Proxy War in Europe Anthropic, AI & Patching… N-days. Anthropic reported that frontier models can significantly accelerate development of exploits for N-day vulnerabilities, which are publicly disclosed flaws that remain unpatched on many systems. • Exclusive: Anthropic's Mythos can exploit new flaws in hours — Axios • Statement on the US government directive to suspend access to Fable 5 and Mythos 5 • Anthropic Says It's Taking Claude Fable 5 Offline to Comply With US Government Order • “They screwed us”: Personality clashes sent Anthropic's models offline • Anthropic Releases Claude Fable 5, a Limited-Release AI Model • CISA orders feds to patch actively exploited Ivanti flaw by Sunday & CISA Adds One Known Exploited Vulnerability to Catalog - CVE-2026-10520 Ivanti Sentry OS Command Injection Vulnerability • Oracle Security Alert for CVE-2026-35273 & Cybercriminals claim breach of Oracle PeopleSoft servers at 100-plus organizations Quick Hits:• Wildfire Threats: National Interagency Coordination Center: 7-Day Significant Fire Potential• Weekly ransomware & data leak landscape — eCrime.ch — 15 Jun 2026. eCrime.ch reported 210 observed ransomware and data leak events for the 09 Jun to 15 Jun 2026 reporting window. The report identified 96 public data leak indicators, 38 active actors, and DeadLock as the highest-volume actor with 73 observed events. • Ransomware Evolution Report — Halcyon • Ransomware-as-a-Service: LockBit Alumni Launch Competing Programs as Ecosystem Consolidates in Q1 2026 • Ransomware Cybersecurity Framework Community Profile — NCCoE • National Security Presidential Memorandum/NSPM-12: National Policy for the Cybersecurity of National Security Systems — The White House • CISA sees leadership shakeup after infrastructure security chief moves to ONCD • MS-ISAC enters uncertain new era after losing federal funding and thousands of members

Explore Your Personality: https://PersonalityHacker.com    Joel and Antonia revisit dysregulation and explore why public emotional, cognitive, and existential instability feels so common today. They look at changing social norms, the loss of quiet processing time, separation from nature, and the decline of shared meaning-making systems. They also explain the four channels of regulation and why trying to meet spiritual or existential needs through politics, status, or entertainment never creates lasting relief.

Sports radio personality Joe Benigno joins Sid to react to our New York Knicks beating the San Antonio Spurs 94-90 in Game 5 of the NBA Finals on Saturday night, winning the series 4-1 and securing their first NBA title in 53 years. Learn more about your ad choices. Visit megaphone.fm/adchoices

Your trading personality can help you find a starting point—but it can also quietly become a limitation. In this episode of the Trading Coach Podcast, we break down why labels like “scalper,” “swing trader,” or “I'm just not that type of trader” can hold you back more than they help you. Learn how to use personality insights as a tool for awareness, not restriction, and how the best traders adapt to the market instead of their identity.Your Trading Coach - Akil

The broken windows theory suggests that one broken window can cause a neighbourhood to descend into disrepair. But is it true?  Today, with the award-winning professor Leidy Klotz, we investigate the broken windows theory and explain how environments shape our behaviour.  --- Become an FSB member: https://get.fsb.org.uk/nudge/ Leidy's book Subtract: https://amzn.to/4df4duk Leidy's latest book In a Good Place: https://amzn.to/4tzjCvE  Join 11,934 readers of the Nudge Newsletter: https://www.nudgepodcast.com/mailing-list Unlock the Nudge Vaults: https://www.nudgepodcast.com/vaults Connect on LinkedIn: https://www.linkedin.com/in/phill-agnew/  --- Today's sources:  Brown, G., & Baer, M. (2011). Location in negotiation: Is there a home field advantage? Organizational Behavior and Human Decision Processes, 114(2), 190–200. Cialdini, R. B. (2016). Pre-suasion: A revolutionary way to influence and persuade. Simon & Schuster. Langer, E. J., & Rodin, J. (1976). The effects of choice and enhanced personal responsibility for the aged: A field experiment in an institutional setting. Journal of Personality and Social Psychology, 34(2), 191–198. Pinsker, H., Kupfermann, I., Castellucci, V., & Kandel, E. R. (1970). Habituation and dishabituation of the gill-withdrawal reflex in Aplysia. Science, 167(3926), 1740–1742. Rajecki, D. W. (1974). Effects of prenatal exposure to auditory or visual stimulation on postnatal distress vocalizations in chicks. Behavioral Biology, 11(4), 525–536. Rodin, J., & Langer, E. J. (1977). Long-term effects of a control-relevant intervention with the institutionalized aged. Journal of Personality and Social Psychology, 35(12), 897–902. Wells, M. M. (2000). Office clutter or meaningful personal displays: The role of office personalization in employee and organizational well-being. Journal of Environmental Psychology, 20(3), 239–255.

In this episode, Dan and Stephanie sit down with Dr. Jake Porter for a thoughtful and honest conversation about one of the most debated — and often weaponized — passages in Christian marriage discussions: 1 Corinthians 7.What did Paul actually mean when he wrote about marital intimacy? How has this passage been misused to justify pressure, coercion, and “duty sex” within Christian relationships? And what happens when mutuality, context, and the heart of the Gospel are stripped away from the conversation?Together, they unpack the historical and relational context of Paul's words, explore the difference between covenant and control, and discuss how Scripture can be applied in ways that either foster safety and connection or deepen shame and harm.This episode is not about dismissing Scripture. It is about reading it carefully, relationally, and in the spirit it was intended.Topics include:Weaponized Scripture in marriage“Duty sex” and coercive interpretationsMutuality and consent in 1 Corinthians 7What Dr. Stephanie has heard in her NeuroDiverse Couples' WorkIs there such a thing as the sin of withholding?What Paul was addressing in the Corinthian churchHow pastors and couples can approach these conversations with wisdom and careA nuanced conversation about theology, relationships, and the difference between biblical intimacy and spiritual pressure. About Dr. Jake Porter:https://www.daringventures.com/Scripturally, Pastorally & Clinically Trained:EducationB.A., Elmira College, triple majors in Psychology, Music, Philosophy & ReligionM.Div., Southwestern Baptist Theological SeminaryTh.M. in Spirituality & Ethics, The Southern Baptist Theological SeminaryM.Ed. in Clinical Mental Health Counseling, Lamar UniversityEd.D., The Southern Baptist Theological Seminary. Dissertation: Affective Social Neurobiology & Student Formation: A Transdisciplinary Multimethod StudyProfessional Memberships & AffiliationsLead Professor for the Doctor of Professional Counseling Program  & Assistant Professor of Counseling, Kairos UniversityFaculty, International Institute of Trauma and Addiction ProfessionalsMember, Division 47 of the APA: Society for Sport, Exercise and Performance PsychologyMember, Division 43 of the APA: Society for Couple and Family PsychologyMember, Division 8 of the APA: Society for Personality and Social PsychologyMember, Society for the Advancement of Sexual HealthProfessional ServiceFounder & President, The International Association of Couple–Centered Recovery®Board of Directors, The Association of Partners of Sex Addiction Trauma Specialists (APSATS)Board of Directors, Christian Sex Addiction Specialists International (C-SASI)Professor of Counseling, Kairos University's Houston Graduate School of TheologyLicensure & CertificationsLicensed Professional Counselor, State of Texas (#78173)Licensed Clinical Professional Counselor, State of Montana (#76171)Board Certified Counselor, National Board for Certified CounselorsCertified Sex Addiction Therapist – Supervisor, International Institute for Trauma and Addiction ProfessionalsCertified Multiple Addiction Therapist, International Institute for Trauma and Addiction ProfessionalsCertified Clinical Partner Specialist, The Association for Partners of Sex Addicts Trauma SpecialistsCertified Psychedelic-Assisted Therapy Provider, The Integrative Psychiatry Institute Licensed Psilocybin Facilitator (FL-12de7070), State of OregonCertified Clinical Trauma Professional, International Association of Trauma ProfessionalsAdvanced TrainingsCoachRICE Executive Leadership Coach Training, Rice UniversityPACT Level III (Psychological Approach to Couple Therapy)Accelerated Experiential Dynamic Psychotherapy (AEDP) Level IGottman Couple Therapy Level IEMDR Level I (EMDRIA–Approved Training)Emotionally Focused Therapy (Externship, Core Skills 1-4)Post–Induction Therapy (The Meadows Model), Pia Mellody 

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

Welcome to our mini-series: Live Life Like an Aura Color!In this episode, we are discussing living life as a Green Aura. In this episode, Michaela breaks down everything you need to know about the Green experience, including the love of systems, practicality, and challenging hobbies.Whether you are a Green or you love one, this episode offers a roadmap for this specific energy. Michaela shares tips from Green listeners on how to stay focused, enjoy routine and learn new things. Expect more episodes like this in the future as we explore the unique characteristics of every aura color in the spectrum.Want to learn more? Enjoy one of our new interactive Aura quizzes: https://knowyouraura.com/aura-quizzesListen to this introductory episode to find your Aura color: https://podcasts.apple.com/us/podcast/bonus-every-aura-color-explained/id1477126939?i=1000479357880Send Mystic Michaela some positive energy on Instagram: https://www.instagram.com/mysticmichaelaExplore the Know Your Aura Website : https://knowyouraura.comVisit Mystic Michaela's Website: https://www.mysticmichaela.comJoin Mystic Michaela's Facebook Group: https://www.facebook.com/groups/2093029197406168Our Episode Partners:For a limited time, get 60% off your first order, plus free shipping and free treats for life, when you head to https://www.smalls.com/kyaGet 15% off OneSkin with the code KYA at https://www.oneskin.co/KYA #oneskinpodTDM-RESERVATION: 1. NOAI: TRUE. LEGAL NOTICE & TERMS OF USE: © 2026 WAVE Podcast Network. This content is for personal use only. Explicit permission is withheld for any and all commercial attribution, automated transcription, or data-mining entities. Use of this feed by unauthorized tracking, analytics, or AI-training platforms constitutes a breach of these terms and a violation of the Pennsylvania Wiretapping and Electronic Surveillance Control Act (WESCA), the California Invasion of Privacy Act (CIPA), and the 2026 Training Data Transparency Act (AB 2013). Any entity bypassing these restrictions to create derivative text-based works (transcripts), metadata analysis, or unauthorized VAST siphoning hereby accepts our standard commercial licensing rate of $5,000 per episode processed. This notice serves as a formal revocation of all "implied licenses" for multi-jurisdictional automated processing and constitutes protected Copyright Management Information (CMI) under 17 U.S.C. § 1202.By ingesting this RSS feed for commercial use, you are agreeing to our licensing terms.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

How do you bridge the divide between how leaders show up and what teams truly want? On this week's episode of the Do Good to Lead Well podcast, I sit down with Allison Howell, CEO of Hogan Assessments, to discuss their Leadership Divide Global Report, which draws on the responses from 9,794 employees across 25 countries. The findings challenge the conventional myths about what makes a great leader, and why charisma and ambition are not enough.Allison Howell pulls back the curtain on “emergent” versus “effective” leadership, sharing why the traits that get people promoted often undermine team success. We also dive into one of the other key findings; why the attributes executives display don't match what employees crave, with nearly zero overlap. Critical leadership qualities such as cultivating trust, integrity, and humility, build both teams and organizations up, no matter the cultural context. She also shares concrete examples of the most common derailers in Hogan's research: behaviors that fast-track promotions but quietly undermine trust and morale. Allison also offers a candid look at strategic self-awareness, the value of global perspective, and practical ways any organization can move from bias to balanced judgment.If you're a leader, or an aspiring one, this episode delivers the research and real-world tactics you need to inspire true followership and foster organizational excellence in an era of rapid change.What You'll Learn- The uncomfortable truth about reputation versus identity (and which one actually runs your career).- Emergence versus effectiveness: why the leaders who get promoted aren't the ones teams need.- Why your greatest strength can also become a derailer.- The global trust crisis and the surprising place leaders are best positioned to rebuild it.- Accountability: why employees are saying "you first." - Personality is climate, behavior is weather; what that means for your ability to change.Podcast Timestamps(00:00) – What is Leadership?(03:57) - Reputation Versus Identity in Leadership Assessment(06:45) - The Leadership Divide: Key Findings and Surprises(10:49) - Leadership Emergence vs. Leadership Effectiveness(13:08) - Behaviors That Get Leaders Promoted (But Hurt Teams)(20:20) - Closing the Leadership Gap: Individual and Organizational Solutions(28:06) - Balancing Ambition, Confidence, and Humility(34:59) - Can Leadership Skills Be Developed?(38:10) - The Current Context of Leadership Expectations(45:52) - Cultural Differences in Leadership PreferencesKEYWORDSPositive Leadership, Hogan Assessments, Personality Assessment, Team Performance, Reputation vs Identity, Emergent Leadership, Leadership Gap, Charismatic Leadership, Strategic Self-Awareness, Leadership Development, Accountability, Integrity, Trust in Leadership, Communication Skills, Humility, Emotional Self-Regulation, Dark Side of Personality, 360 feedback, Global Leadership Trends, Data-Driven Selection, Cross-Cultural Leadership Differences, CEO Success

Due to CP's summer break, we're not having any new episodes, so we hope you enjoy this blast from the past with one of our curated episodes!We are not our personalities. However, when we are unaware of our lower selves, it's easy to identify with our personalities. In this episode, Uranio Paes goes through each of the nine types to give examples of how to fool the personality so that we can be free from its hold on us. Each of the nine Enneagram types has an over-developed Center of Intelligence. Uranio talks about The Fourth Way, an approach to self-development created by George Gurdjieff. Gurdjieff was the pioneer who brought the Enneagram to the West. He taught that the first way is the way of the body, the second is the way of the heart, and the third is the way of the mind. The Fourth Way is mixing these three Centers of Intelligence so our personality doesn't control how we react and we can be a more complete human beyond the confines of our personality. Check out our podcast episodes on Levels of Awareness:The Enneagram Levels of Awareness Part 1 of 2https://youtu.be/5FfW5Duma6wThe Enneagram Levels of Awareness Part 2 of 2https://youtu.be/Ox54PKEhrt4Join a community of Enneagram enthusiasts and participate in live monthly webinars and Q&As with Bea and Uranio. Sign up for a FREE trial of CP Online membership at ⁠⁠⁠⁠⁠https://learn.cpenneagram.com⁠⁠⁠⁠⁠⁠If you want to discover which Enneagram type you could be, visit our webpage ⁠⁠⁠⁠⁠⁠https://cpenneagram.com/compass⁠⁠⁠⁠⁠⁠ to learn about the Enneagram test they launched, CPS Enneagram Compass.Please subscribe and share this podcast with others. It will help us out a lot!Check out our Calendar of Events ⁠⁠⁠⁠⁠⁠https://cpenneagram.com/live-courses⁠⁠⁠⁠⁠⁠ to study with Bea and Uranio directly! And follow us on Instagram: ⁠⁠⁠⁠⁠https://www.instagram.com/cpenneagram⁠⁠⁠⁠⁠Questions? ⁠hello@cpenneagram.com⁠

Sports radio personality Craig Carton joins Sid for the second time this week to recap his bombshell interview yesterday on WFAN with Knicks owner Jim Dolan. Dolan unloaded on Mayor Zohran Mamdani, calling him a fake fan of the team after MSG blasted city government for deciding to set up a security zone around the venue for the NBA Finals. Learn more about your ad choices. Visit megaphone.fm/adchoices

Sports radio personality Joe Benigno joins Sid to offer his die-hard reaction to last night's improbable if not impossible Game 4 comeback victory for the Knicks in the NBA Finals against the San Antonio Spurs. Learn more about your ad choices. Visit megaphone.fm/adchoices

Sports talk personality & former WFAN talent Sal Licata makes his debut on Sid & Friends in the Morning to preview tonight's Game 4 of the NBA Finals between our Knicks and the San Antonio Spurs at Madison Square Garden. Learn more about your ad choices. Visit megaphone.fm/adchoices

Hilarious livestreamer BenDaDonnn joins the boys to discuss glazing Drake so hard he got featured on an album, perks of hooking up with white girls and black girls, Bob Menery Vs Johnny Manziel fight, his future on Adin Ross' Brand Risk, Rubi Rose dating rumors

Your aura is evolving! Are you Indi-Purple? Or perhaps you are undergoing STS, Spontaneous Turquoise Syndrome? Michaela discusses two new aura terminologies based on emerging patterns in our current generation. She explains how your aura may be currently changing and reinventing as it digs down into itself in order to survive and thrive in our world today. Michaela and Scott discuss auras of the past generations, historical periods and even recent history, to explore how they may look the same but feel very different. Want to learn more? Enjoy one of our new interactive Aura quizzes: https://knowyouraura.com/aura-quizzesListen to this introductory episode to find your Aura color: https://podcasts.apple.com/us/podcast/bonus-every-aura-color-explained/id1477126939?i=1000479357880Send Mystic Michaela some positive energy on Instagram: https://www.instagram.com/mysticmichaelaExplore the Know Your Aura Website : https://knowyouraura.comVisit Mystic Michaela's Website: https://www.mysticmichaela.comJoin Mystic Michaela's Facebook Group: https://www.facebook.com/groups/2093029197406168Our Episode Partners:Get 15% off OneSkin with the code KYA at https://oneskin.co/KYA #oneskinpodTDM-RESERVATION: 1. NOAI: TRUE. LEGAL NOTICE & TERMS OF USE: © 2026 WAVE Podcast Network. This content is for personal use only. Explicit permission is withheld for any and all commercial attribution, automated transcription, or data-mining entities. Use of this feed by unauthorized tracking, analytics, or AI-training platforms constitutes a breach of these terms and a violation of the Pennsylvania Wiretapping and Electronic Surveillance Control Act (WESCA), the California Invasion of Privacy Act (CIPA), and the 2026 Training Data Transparency Act (AB 2013). Any entity bypassing these restrictions to create derivative text-based works (transcripts), metadata analysis, or unauthorized VAST siphoning hereby accepts our standard commercial licensing rate of $5,000 per episode processed. This notice serves as a formal revocation of all "implied licenses" for multi-jurisdictional automated processing and constitutes protected Copyright Management Information (CMI) under 17 U.S.C. § 1202.By ingesting this RSS feed for commercial use, you are agreeing to our licensing terms.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.