Podcasts about Plan

In this episode of the Launch Your Box Podcast, I'm walking you through the 7-step roadmap to turn your product-based business into a subscription in 90 days or less. These are the same steps I used when I launched my first subscription. And the same steps I teach inside Launch Your Box. Step 1: Simplify Your Subscription Box Tech You need: A way to sell online A way to collect recurring payments That's it. Step 2: Choose What Goes in Your Subscription Box Start with what your customers already love. What are your top 3-4 best-selling items or categories? Those best sellers are the perfect foundation for your subscription. Think scalable, repeatable, and easy to ship.  Always ask yourself: Can I source this monthly? Will it ship well? Does it deliver high perceived value? Step 3: Price It Before You Plan It Don't plan your box and then figure out what to charge. Instead, set your price first, then curate around that number. Use your average order value as a guide. Keep an eye on your profit every step of the way.  Step 4: Map Out 6 Months of Boxes Want to feel ahead in your business? Plan six months of boxes now. You don't need every detail figured out. Just sketch out your themes or categories using customer behavior patterns and seasonal trends. For help doing this in just one hour, take my FREE⁠ 6 in 60 Workshop⁠. Step 5: Choose (and Commit to) Your Subscription Box Launch Date Mark your launch date on the calendar. Ideally, 45–60 days out. That becomes your anchor point. It tells you when to: Finalize tech Order product Build your waitlist Start marketing Tell someone your date. Accountability works. Step 6: Build a Waitlist + Create Launch Momentum Your waitlist isn't just a place to collect emails. It's your launch engine. Build a simple opt-in page that shares: Who your box is for What's inside Why it's special Then nurture that list with weekly updates. Even a small waitlist can convert like crazy when you keep them engaged. Step 7: Prep, Test, and Launch Test your tech. Write your emails. Plan your social content. Then go LIVE and get that first box out into the world. Take Action You already have a business. You already have customers. Now it's time to turn that into a recurring revenue stream you can count on. You've got the plan. Now go launch the dang thing. Want to turn your product business into recurring revenue? This episode gives you the action plan. Start listening now. Join me in all the places:     ⁠Facebook⁠ ⁠Instagram⁠ ⁠Launch Your Box with Sarah Website⁠  Are you ready for ⁠Launch Your Box⁠? Our complete training program walks you step by step through how to start, launch, and grow your subscription box business. ⁠Join the waitlist ⁠today! 

Break through plateaus, stay consistent, and make every session count with a free 14-day trial of Intentional Climber. https://www.thestruggleclimbingshow.com/intentional     Support the Show on Patreon Get access to all Pro Clinics, bonus episodes, and more. https://www.patreon.com/thestruggleclimbingshow   - Elite climber Adam Ondra explores: Flashing multiple V15 (8C) boulders How he's stronger than ever at 33 The new training tools he's using  The truth about his "secret" crimp grips  Going for V17 (and perhaps V18?) His weird low-intensity warmup for V15 flash attempts  Training solo vs with a crew  Is anyone today capable of 9c+ 5.16a - BIG THANKS TO THE AMAZING SPONSORS OF THE STRUGGLE WHO LOVE ROCK CLIMBING AS MUCH AS YOU DO: PhysiVantage: the official climbing-nutrition sponsor of The Struggle. Train harder, recover faster, and feel better than ever. I love all their stuff! Use code STRUGGLE15 at checkout for 15% off your full-priced nutrition order. Arc'teryx: Inspired by and tested in the Coast Mountains of BC, Arc'teryx makes gear to go the distance! If you're out adventuring in the elements, Arc'teryx has got you covered. Shop their full collection at Arcteryx.com  Intentional Climber: Stop spinning your wheels. Start making real progress. Plan smarter, train harder, and stay consistent with world-class coaching plans, mindset tools, and powerful analytics built specifically for climbers. Download on Google Play or the App Store and use code STRUGGLE to unlock Kris Hampton's 6-week Stronger Fingers program.   And check out ALL the show's awesome sponsors and exclusive deals at thestruggleclimbingshow.com/deals   - Shoutout to Aiden Schlatter, Michael Martin, and Kent Olmstead for supporting at the Hero level on Patreon. So mega!  - Here are some AI generated show notes (hopefully the robots got it right) 00:00 App Announcement 01:15 Welcome Adam Ondra 03:46 Life in Arco Italy 05:39 Smith Rock Stories 06:57 Retiring From Comps 08:49 Flash Mindset Explained 12:20 Training Tools and Crew 16:49 Board Climbing Breakdown 19:09 Sponsor Break Arc'teryx 20:52 Sponsor Break Sendurex 22:35 Strength Testing Habits 24:23 Grip Hacks and Thumb 32:09 Flash vs Project Potential 35:02 App Break Intentional 37:04 Mindset for Flash Attempts 38:47 Flash Warmup Routine 40:48 Using Beta Videos Wisely 43:37 Solo vs Crew Training 46:30 Regimen vs Flexibility 51:39 Sport Climbing Goals 53:49 Arco New Route Potential 55:41 Will 9C Get Repeated 59:20 What Makes 9C Plus 01:03:32 Staying Psyched Climbing 01:06:54 Bonus Episode Promo 01:09:45 Host Training Update 01:11:13 Intentional Climber App 01:14:29 Final Wrap Up   - Follow along on Instagram @thestruggleclimbingshow and YouTube /@thestruggleclimbingshow - The Struggle is carbon-neutral in partnership with The Honnold Foundation, whose mission is to promote solar energy for a more equitable world. - This show is produced and hosted by Ryan Devlin, and edited by Glen Walker. The Struggle is a proud member of the Plug Tone Audio Collective, a diverse group of the best, most impactful podcasts in the outdoor industry. - The struggle makes us stronger! I hope your training and climbing are going great.  - And now here are some buzzwords to help the almighty algorithm get this show in front of people who love to climb: rock climbing, rock climber, climbing, climber, bouldering, sport climbing, gym climbing, how to rock climb, donuts are amazing. Okay, whew, that's done. But hey, if you're a human that's actually reading this, and if you love this show (and love to climb) would you think about sharing this episode with a climber friend of yours? And shout it out on your socials? I'll send you a sticker for doing it. Just shoot me a message on IG – thanks so much! 

The Joe Piscopo Show 6-17-26 Today is Joe Piscopo's birthday!!! 34:02- Jim McLaughlin, pollster for President Donald Trump, strategic consultant, and CEO and Partner of McLaughlin & Associates Topic: Latest primary results 48:08- Hogan Gidley, Former National Press Secretary for the Trump campaign and former White House Deputy Press Secretary Topic: Iran deal; President Trump at the G7 summit 1:00:00- Laura Sheaffer, General Manager of AM 570 The Mission and AM 970 The Answer Topic: Wishing Joe Piscopo a Happy Birthday 1:06:28- Stephen Moore, "Joe Piscopo Show" Resident Scholar of Economics, Chairman of FreedomWorks Task Force on Economic Revival, former Trump economic adviser and the author of "The Trump Economic Miracle: And the Plan to Unleash Prosperity Again" Topic: Let young workers out of Social Security; Oil prices amid Iran deal 1:19:54- Nicole Parker, Special Agent with the FBI from 2010 through October 2022, Fox News contributor, and the author of "The Two FBIs: The Bravery and Betrayal I Saw in My Time at the Bureau" Topic: UFC terror plot investigation 1:42:24- Lt. Col. Robert Maginnis, a retired U.S. Army officer and an experienced military analyst with on-the-ground experience inside Russia and Ukraine and the author of "Preparing for World War III" Topic: Latest in the U.S.-Iran deal 2:03:21- Pastor Dave Watson, Senior Pastor of Calvary Chapel on Staten Island, Founder and President of the New York Institute of Biblical Studies, and the host of "God in Our City" on WMCA Topic: Father's Day and the biblical significance of fathers; Joe Piscopo's birthdaySee omnystudio.com/listener for privacy information.

☞ ABOUT THIS MESSAGE Jim opens Love That Lasts with a bold call: we are not doormats or brick walls—we are carriers of Christ's heart. Drawing from 1 Peter 4:8 and Proverbs 10, he introduces "gospeling our relationships"—responding to hurt with forgiveness, pursuit, and grace. His key insight: cover an offense, but confront a pattern, always as an advocate, not an accuser. When wounded, pause, pray, and separate the wound from the person's worth—every human bears God's image. The mission: navigate hurt differently, proving everyone deserves to know someone who lives like Jesus. Don't just survive broken relationships—let God gospel them.   ☞ LOVE THAT LASTS BOOKLET https://www.summitchurch.online/_api/public/file/download/bond_d29ce0a2c80e497db2ef4754dd5e4012   ☞ BIBLE APP NOTES https://www.bible.com/events/49620789   ☞ GROUP LEADER GUIDE https://page.church.tech/78d64cc4   ☞ NEXT STEPS

Lake life in Wisconsin is upon us! This week we chat with Madelyn Reinagel aka Sunburned Sailor about her sailing adventures. We discuss our favorite lakes and lake towns (plus good food stops there!) and find ourselves on a tangent about some of our favorite fish fry places in the state! Plus - some really fascinating Wisconsin lake facts that may surprise you. Plan your summer lake adventures now! The Cabin is presented by the Wisconsin Counties Association and this week we're featuring Iron County; https://www.wicounties.org/counties/iron-county/ The Cabin is presented by Badger State Brewing; https://badgerstatebrewing.com/ The Cabin is presented by WiscoCottages: https://www.wiscocottages.com/ As well as Crystal Farms; https://crystalfarmscheese.com/ And the WCA Group Health Trust; https://www.wcaght.org/

The Drone/Sniper Terror Attack Plan Against WH UFC Event Is Another Fake Plot Manufactured By Deep State To Repass FISA Warrantless Spying On Americans! Tune In Now For Exclusive Intel! Meanwhile, Israel Is Publicly Pledging to Sabotage US-Iran Peace Deal

If you've ever felt like you've slowly disappeared into your roles—wife, mom, manager of everything—and somewhere along the way you got lost… this conversation is for you. Maybe you wake up already feeling behind. Maybe your days feel like a constant loop of doing and reacting. Or maybe you've thought… When did I stop feeling like myself? You are not alone—and you're not stuck. Today I'm joined by Coach Whit Voisin, who helps overwhelmed moms stop disappearing in their lives and start reclaiming their voice, identity, and sense of self—without guilt. In this episode, we're talking about: ✨ What burnout really looks like for moms ✨ Why choosing yourself isn't selfish—it's essential ✨ Simple ways to create space, clarity, and energy in your day This is such an honest, empowering conversation about stepping off the hamster wheel and creating a life that feels more aligned, intentional, and joyful. So grab your coffee, take a deep breath, and let's dive in.  Quick Announcement  We have some fun things coming up this summer   I have something exciting to share!  This summer I'm launching a brand new FREE weekly co-working and planning call — and I would love for you to join us!  Every Friday starting in July we'll get together to: Plan and map out our week ahead.  Check in on our goals and priorities. Troubleshoot what isn't working and get personalized support.  It's completely free — just a fun summer gift for this community because you deserve support that actually shows up for you!  All the details are coming soon via email so make sure you're on my list — and if you have any questions reach out at contact@byrdmichelle.com.  I cannot wait to see you there!  Connect with Coach Whit Voisin: Website: https://sites.brandpod.ai/CoachWhitVoisin/previews/preview-20260226T151007 Facebook Link: https://www.facebook.com/itscoachwhit Instagram Link: https://www.instagram.com/itscoachwhit   I pray this episode blesses you! Michelle Grab a coaching call with me at:  www.byrdmichelle.com Email: contact@byrdmichelle.com website: www.byrdmichelle.com Facebook: The Busy Vibrant Mom  Instagram: @thebusyvibrantmom Linkedin: The Busy Vibrant Mom  Free Productivity Planner - my gift to you! www.byrdmichelle.com  Come join our Facebook Group: The Busy Vibrant Mom https://www.facebook.com/groups/2315591962144641/

Were the feeding of the 5,000 and the feeding of the 4,000 the same event? Some scholars say yes, and they use that claim to cast doubt on the reliability of the Gospels and the whole of Scripture. In this episode of Beyond the Notes, Elder Peter Finch walks through the specific differences between the two miracles: the location, the crowd, the season, the amount of food used, the length of time the people had been with Jesus, the Greek word for "basket," and the crowd's response afterward. He also examines Matthew 16, where Jesus himself references both feedings by name, and considers why Christ would repeat a miracle of this magnitude. The answer has less to do with the bread and more to do with who Jesus is feeding. His provision is not reserved for one people group, one season, or one kind of person. He is the bread of life for Jews and Gentiles, for the familiar and the stranger, for those who have come to church for years and those who have never walked through the door. Presented by McGregor Podcast 2026 Visit Our Website at McGregorPodcast.com New to McGregor? Plan a visit at mcgregor.net/plan-a-visit

If you placed your faith in Jesus, we are celebrating with you!Subscribe to Our Channel: https://www.youtube.com/channel/UCEHNDPb5XMkf1LyqoTU30vg Help Support and Grow our Ministry to reach people around our community and spread the love of Jesus: https://transformchurch.com/giving/ Stay connected with us through our:Transform Church Website: https://transformchurch.com/Instagram: https://www.instagram.com/transformchurchnj/Plan your next in-person visit. We are located at:Rutherford Location- The Williams Center8:30AM, 10:15AM, 12PM, 1:45PM15 Sylvan St, Rutherford NJLyndhurst Location- 10AM, 12PM525 Riverside Ave, Lyndhurst NJ

God's Plan for The Church | Jemima Haley | HTB Livestream by HTB Church

Show Summary On today's episode, we're having a conversation with Army Veteran Ramon Salazar, Senior Manager of Learning and Experience Design for PsychArmor, as well as Executive Director for Warriors At Ease, an organization dedicated to empowering the military and veteran community with the tools and knowledge to harness the transformative power of yoga and meditation.Provide FeedbackAs a dedicated member of the audience, we would like to hear from you. If you PsychArmor has helped you learn, grow, and support those who've served and those who care for them, we would appreciate hearing your story. Please follow this link to share how PsychArmor has helped you in your service journey Share PsychArmor StoriesAbout Today's GuestRamón Salazar is a US Army Veteran with a diverse background in education and wellness. Holding a Master's degree in Education and experience in instructional design, he currently serves as an instructor at the University of Arizona. As an E-RYT 500 (Experienced Registered Yoga Teacher that has completed at leased 500 hours of advanced yoga teacher training and logged a minimum of 2,00 hours of teaching experience), Ramón brings a deep understanding of yoga practice, skillfully tailoring his approach to the specific needs of the military community. He incorporates trauma-informed techniques and mindful movement to foster healing and resilience. Ramón also holds various certifications in other wellness areas. His commitment to education and holistic well-being reflects his belief in yoga's power to positively impact individuals and communities.Links Mentioned in this Episode Ramon on PsychArmorWarriors At Ease websitePsychArmor Resource of the WeekThis week's resource of the week is PsychArmor's online course library, including many courses designed and led by Ramon. PsychArmor offers trusted, expert-led training for anyone who wants to better understand and support service members, Veterans, and their families. Whether you're a health care provider, educator, employer, caregiver, or simply someone who wants to make a difference — these courses are designed for you.You can find the resource here:https://learn.psycharmor.org/collections Episode Partner: Are you an organization that engages with or supports the military affiliated community? Would you like to partner with an engaged and dynamic audience of like-minded professionals? Reach out to Inquire about Partnership Opportunities Contact Us and Join Us on Social Media Email PsychArmorPsychArmor on TwitterPsychArmor on FacebookPsychArmor on YouTubePsychArmor on LinkedInPsychArmor on InstagramTheme MusicOur theme music Don't Kill the Messenger was written and performed by Navy Veteran Jerry Maniscalco, in cooperation with Operation Encore, a non profit committed to supporting singer/songwriter and musicians across the military and Veteran communities.Producer and Host Duane France is a retired Army Noncommissioned Officer, combat veteran, and clinical mental health counselor for service members, veterans, and their families.  You can find more about the work that he is doing at www.veteranmentalhealth.com  

En RDC, le changement de Constitution proposé par le pouvoir provoque une vive réaction de l'opposition, qui y voit une manœuvre du président Tshisekedi pour faire un troisième mandat. Vendredi à Kinshasa, une manifestation de la coalition « Article 64 » s'est terminée par des affrontements. Quatre leaders de l'opposition ont été blessés. Parmi eux, il y a Delly Sesanga, qui a été ministre du Plan de 2003 à 2006 et qui préside aujourd'hui le parti Envol. En ligne de Kinshasa, il témoigne au micro de C. Boisbouvier. RFI : Vous avez été blessé lors de la manifestation du 12 juin à Kinshasa. Qu'est-ce qui vous est arrivé ? Delly Sesanga : Nous avons été ciblés par les escadrons envoyés par le régime qui a visé le leadership de la C64, pour décourager le peuple, comme ils ont peur du peuple congolais. Ils ont voulu désamorcer la mobilisation et la démonstration que l'on voulait faire devant le Palais du peuple. Et donc, il y a eu ce tir qui m'a atteint dans mon intégrité physique et qui a conduit à une incapacité à ce jour. Une sonde m'a été placée et je suis mis au repos pour au moins une dizaine de jours. Alors vous dites que vous avez été touché par un tir. Un tir de quoi ? Ce que je sais, c'est que le premier engin, qui a atterri entre mes jambes et qui visiblement faisait l'objet d'un tir ciblé, est un engin à déflagration. Parce que quand il est arrivé, il a éclaté et on a eu des éclats dans les jambes qui faisaient très mal. Et le deuxième, ça a été un tir d'une balle qui m'a éraflé au bas-ventre et a touché mes appareils urinaires et ainsi de suite. Ce qui a nécessité les soins que je subis aujourd'hui. Et savez-vous qui a tiré ces deux projectiles sur vous ? Nous avions en face de nous une police qui était accompagnée des Forces du progrès, qui est la milice de Monsieur Tshisekedi et de l'UDPS [Union pour la démocratie et le progrès social, le parti du chef de l'État, NDLR], qui est enrôlée aujourd'hui pour faire de la répression contre l'opposition. Ceux qui ont tiré sur moi portaient les tenues de la police. Mais je ne peux pas certifier qu'il s'agit des policiers parce qu'aujourd'hui nous sommes dans un chaos créé par Monsieur Tshisekedi, où la police se confond avec les Forces du progrès parce que les Forces du progrès sont aujourd'hui habillées en tenue de la police pour faire usage de la force. Donc, ce sont les deux mélangées. Monsieur Tshisekedi utilise une milice privée dans les forces armées et dans les forces de l'ordre pour assurer son entreprise de répression. Le gouvernement provincial de la ville de Kinshasa fait état d'un bilan de 20 blessés légers, dont 15 policiers et cinq manifestants. Est-ce que vous confirmez ? C'est complètement faux. On a vu d'abord des cadavres qui ont été récupérés par la police. Ce que nous lui demandons de restituer. Ensuite, le nombre de blessés est au-delà de ce chiffre donné. Rien que parmi les leaders de la C64, vous avez Ados Ndombasi qui a été blessé, vous avez moi-même. Vous avez Martin Fayulu, vous avez Jean-Marc Kabund. Et quand je prends les deux gardes du corps qui ont été évacués en même temps que moi et tous ceux qui sont dans les établissements ici sur place, on est au-delà de ces chiffres. Donc, c'est un mensonge éhonté. D'ailleurs, ce mardi, nous allons nous réunir à la conférence des présidents de la C64 et nous allons rendre public le bilan complet. Vous parlez de cadavres : y a-t-il eu des morts ? Il y a eu un corps qui a été récupéré au niveau de la police. Nous lui demandons de pouvoir restituer celui-ci. Et puis il a été fait état d'autres victimes de la répression qui ont perdu la vie. Après le sit-in que vous avez organisé devant le siège du parti de Martin Fayulu, les autorités vous reprochent d'avoir voulu marcher en direction du Palais du peuple, c'est-à-dire du Parlement, alors que vous n'y étiez pas autorisés. D'abord, ce sont des grands irresponsables parce que ces autorités de la ville, nous leur avons demandé de faire le sit-in à l'esplanade du Palais du peuple, le lieu où ils ont autorisé, il y a encore quelques semaines, les membres de la majorité à pouvoir s'y présenter. Nous sommes des citoyens congolais. On ne peut pas nous interdire, au nom de l'égalité de droit, de jouir des mêmes droits que la majorité. Donc, nous voulions être à l'esplanade du Palais du peuple. Donc, il n'a jamais été question de marcher sur le Palais du peuple, mais d'être plutôt à l'esplanade du Palais du peuple. Votre coalition de l'opposition s'appelle Article 64. Pourquoi pointez-vous en particulier cet article de la Constitution congolaise ? Parce que l'article 64, c'est le dernier refuge de tous les démocrates pour assurer le respect de l'ordre constitutionnel. Cet article fait un devoir à chaque Congolais de faire échec à toute personne qui veut prendre le pouvoir en violation de la Constitution, ou l'exercer en violation de celle-ci. Et l'entreprise que Monsieur Tshisekedi a initiée actuellement de vouloir changer de constitution pour se donner un troisième mandat à la tête de notre pays, c'est une tentative de renversement de l'ordre constitutionnel, une violation de son serment, une violation intentionnelle de la Constitution. C'est pourquoi nous nous mobilisons sur ce dernier refuge de la loi et de la Constitution, pour faire échec à son entreprise et pour pouvoir le plaquer au sol. Parce que le nombre et la durée des mandats du président de la République ne peuvent pas faire l'objet d'une révision de la Constitution. Et nous nous mobilisons pour faire en sorte que l'ordre constitutionnel dans notre pays soit respecté. À lire aussiRévision de la Constitution en RDC: le Sénat adopte la proposition de loi pour un référendum

If your summer looks different than the rest of the year because you have kids at home and everything is more chaotic or your rhythms are a little different because of summer activities and travel and just reading more than tidying, this episode is for you. Helpful Companion Links Order my book The PLAN or ask your library to consider carrying a copy. The Stone Roses by The Stone Roses Creature of Habit by Courtney Barnett Pumpkin by Georgie Parker Group Project by Hi Lo Jack Music Speaks Louder Than Words by Candi Staton To Keep by Dominique Adams Big Flower Light Go Bloom by Henry Jamison Sign up for our every-other-week podcast recap email called Latest Lazy Listens. Sign up for my once-a-month newsletter, The Latest Lazy Letter. Grab a copy of my book The Lazy Genius Kitchen or The Lazy Genius Way! (Affiliate links) Download a transcript of this episode. Want to share your Lazy Genius of the Week idea with us? Use this form to tell us about it or record your idea and share your voice on the show. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Para los que estamos perdiendo el cabello y nos salen lesiones por el sol, este es nuestro episodio.La Dra. Mari Carmen Morales es cirujana dermatóloga y tricóloga, egresada del Instituto Dominicano de Dermatología y Cirugía Dermatológica Dr. Huberto Bogaert Díaz.Ha sido una de las pioneras en trasplante capilar en la República Dominicana desde 1999, destacándose especialmente en la técnica FUE (pelo a pelo).Con 27 años de experiencia en restauración y trasplante capilar, se ha consolidado como una de las mayores referentes en esta especialidad en el país y la región.Ha sido invitada como ponente a numerosos congresos nacionales e internacionales. Fue Vicepresidenta de la Sociedad Dominicana de Dermatología y Secretaria de la Sociedad Ibero Latinoamericana de Trasplante de Pelo. Es miembro de la Sociedad Internacional de Trasplante de Pelo (ISHRS) y forma parte del Consejo Internacional de Trasplante de Pelo.Miles de pacientes satisfechos respaldan su trayectoria, caracterizada por un servicio altamente personalizado, excelencia técnica y tecnología avanzada en el moderno Centro MCM, del cual es su Directora.La Dra. Laura Gabriela Conde Vásquez es una dermatóloga especializada en tricología y trasplante capilar. Se graduó como médica en la Universidad Iberoamericana (UNIBE) con mención en investigación y se especializó en Dermatología en el Instituto Dermatológico Dominicano y Cirugía de Piel Dr. Huberto Bogaert Díaz. Además, cuenta con un máster en Tricología y Trasplante Capilar de la Universidad de Alcalá. Es miembro de la Sociedad Dominicana de Dermatología y del Colegio Ibero-Latinoamericano de Dermatología (CILAD), y ha participado como ponente e investigadora en congresos latinoamericanos.En nuestro equipo contamos con una anestesióloga dedicada, la Dra. Katherine Rios, quien acompaña al paciente durante todo el procedimiento.Su presencia garantiza mayor seguridad, monitoreo continuo y tranquilidad, permitiendo que el trasplante capilar se realice en las mejores condiciones posibles.Temas que tratamos en este episodio:- [ ] Necesidad evaluación medica, por dermatólogo, especialista idóneo para el trasplante- [ ] Evaluación especifica de área donante (densidad, tipo, grosor)- [ ] Plan quirúrgico con expectativa real, que logre buena densidad y naturalidad ( Diseño personalizado según rasgos faciales, anatomía, edad, grado de alopecia, etc.)- [ ] Centro equipado, equipo técnico capacitado, con protocolos de seguridad y habilitación por salud publica - [ ] Evaluación previa del paciente desde el punto de vista de analíticas, cardiovascular, etc.- [ ] Proceso anestésico prácticamente indoloro, acompañado de sedación oral para relajación - [ ] Acompañamiento post quirúrgico, incluso de forma virtual para pacientes en el extranjero- [ ] Equipo profesional estable- [ ] Expectativas reales sin número de injertos, sin falsa publicidad - [ ] Consultas virtuales son solo una idea y deben acompañarse de una evaluación en persona- [ ] Áreas donantes como barba y cuerpo (Body Hair)- [ ] Micro pigmentación capilar- [ ] Otras áreas donde puede realizarse trasplante (barba, cejas, áreas de cicatriz)- [ ] Pioneros en trasplante de pelo, afiliación a asociaciones internacionales de Trasplante ABHRS, ISHRS- [ ] Medicos sin aval para ejercer extranjeros, y personal no médico realizando trasplante ( Médico Sombrilla)- [ ] Tecnologías para extracción- [ ] Técnicas de trasplante y otros nombres utilizados para publicidad- [ ] Diferencia entre folículos y numero de cabellos- [ ] Uso de medicamentos, son necesarios para el trasplante?- [ ] Máster en tricologíaEp. 204

Want to SEE what I'm talking about? Check out the YouTube version here! If time ever seems to disappear for your ADHD brain, this episode might resonate. I'm sharing my honest experience using Bravestorming, a magnetic tile-based planning system that turns your schedule into something that makes time tangible, flexible, and finally... real. In Episode 359, You Will Discover: Why your ADHD brain benefits from seeing time as a physical object, and how tile-based planning solves time blindness in a way digital tools simply can't Why "thinking in tiles" can help ADHD brains build a more tangible relationship with time A walkthrough of the full Bravestorming system (Thinker Board, MoveNote, MoverBook, MoverPad, and Tri-fold) and how I use each one in my actual weekly ADHD planning routine The one key principle that matters more than any specific tool: how to give different lengths of time a consistent, recognizable visual form so your brain starts to internalize it Work With Me: Learn more about private coaching here Join We're Busy Being Awesome (group coaching) Enroll in Overwhelm to Action - step by step course for ADHD Brains Resources From This Episode: Use code AWESOME20 for 20% off your entire first purchase Bravestorming — the full product lineup Thinker Board — easel-style board for brainstorming and mind mapping MoveNote — A4 folio for weekly planning (no tiles included) MoverBook — compact planning folio with tiles included MoverPad — daily planning pad with a priority grid on the flip side, with tiles Tri-fold — four-months-at-a-glance planning overview Mover Tiles — additional tile set to expand your system Try Todoist for task management here (get two months of pro plan free) More ADHD Resources: Discover Your ADHD Overwhelm Type - Free Quiz! Get the I'm Busy Being Awesome Podcast Roadmap Free course: ADHD Routine Revamp Learn my Top 10 Tips to Work With Your ADHD Brain Discover my favorite ADHD resources Access the I'm Busy Being Awesome Planning System Stay focused with brain.fm and get a 30-day free trial* This post contains affiliate links, meaning I may earn a small commission if you make a purchase through my links, at no extra cost to you. Disclosure info here. Leave IBBA A Rating & Review! If you enjoy the podcast, would you be a rockstar and leave a review? Doing so helps others find the show and spreads these tools to even more people. Go to Apple Podcasts Click on the I'm Busy Being Awesome podcast Scroll down to the bottom of the page, where you see the reviews. Simply tap five stars; that's it! Bonus points if you're willing to leave a few sentences sharing what you enjoy about the podcast or a key takeaway from the episode you just heard. Thanks, friend! Chapter Outline 00:00 Magnetic Tiles Breakthrough 01:27 Visual Episode Disclaimer 02:18 What Is Bravestorming 03:26 Why It Feels Different 05:14 Affiliate Note and Plan 06:35 Thinker Board Overview 07:26 Move Note and Move Book 08:57 Trifold and Custom Templates 10:13 How I Use It Weekly 14:19 Tiles Make Time Real 20:27 Flexibility and Overflow Time 23:44 Avoiding Planner Hype 26:47 Who This System Fits 32:51 Links Code and Wrap Up 34:15 Final Thanks and Next Steps  

The King Has Come "Thy Compassions, They Fail Not" (Matthew 15:29-39) In Matthew 15, Jesus moves through Gentile territory with the same compassion He showed Israel. He heals the lame, the blind, the crippled, and the mute, then feeds a crowd of 4,000 with seven loaves and a few small fish. Elder Peter Finch walks through both of these moments to show what compassion actually means. Not a polite feeling, but a God who sees pain, suffers alongside it, and acts to relieve it. He also addresses the disciples' tendency to forget what God has already done, a tendency that is easy to recognize because it is our own. The sermon closes with a direct call to anyone who has not yet come to Christ: God's patience toward you is itself an act of compassion, meant to draw you to repentance. Sermon Notes June 14, 2025 Elder Peter Finch Presented by McGregor Podcast 2026 Visit Our Website at McGregorPodcast.com New to McGregor? Plan a visit at mcgregor.net/plan-a-visit

If you placed your faith in Jesus, we are celebrating with you!Subscribe to Our Channel: https://www.youtube.com/channel/UCEHNDPb5XMkf1LyqoTU30vg Help Support and Grow our Ministry to reach people around our community and spread the love of Jesus: https://transformchurch.com/giving/ Stay connected with us through our:Transform Church Website: https://transformchurch.com/Instagram: https://www.instagram.com/transformchurchnj/Plan your next in-person visit. We are located at:Rutherford Location- The Williams Center8:30AM, 10:15AM, 12PM, 1:45PM15 Sylvan St, Rutherford NJLyndhurst Location- 10AM, 12PM525 Riverside Ave, Lyndhurst NJ

Strategy Isn't a Plan - and That Difference Could Change EverythingMost of the people I speak with on this show are smart, capable, and deeply experienced. And yet a surprising number of them are working without a clear strategy - not because they don't care about direction, but because no one ever explained what strategy actually is, and how it's different from the planning they do every single day.That's exactly what this conversation with Charlie Curzon is about.Charlie is a coach, strategist, and advisor with more than two decades of experience helping leaders, teams, and organisations think more effectively. His book, Be More Strategic: 12 Essential Practises to Build the Life and Career You Want, turns one of the most overused words in business into something genuinely teachable, practical, and personal.Three things we got into:✳️ Strategy is about choices in uncertainty - not a five-year plan. Charlie draws on Roger Martin's strategy cascade to show how winning aspiration, where to play, and how to win work together as a thinking triangle that sharpens decisions before you ever get to planning.✳️ The Strategy Mastery Framework is a four-level circular model built from years of working with real leaders in business, sport, and the military. It begins with self-awareness - because state precedes strategy - and builds through open-mindedness, strategic skills, and the ability to bring others on board.✳️ Being strategic isn't just for work. Charlie makes the case that surfacing assumptions, asking "what if," and tracking how those assumptions shift over time are daily practises that apply just as well to life as to any boardroom decision.Charlie's amplifiers:✳️ Read The Go-Giver by Bob Burg - a short, parable-style book about generosity of spirit that Charlie credits with reinforcing the relational approach behind much of his work.✳️ Track your energy, not just your time. Based on Jim Loehr's book On Form, Charlie recommends keeping a three-day energy diary - logging what gives you energy and what drains it - to uncover patterns and improve your capacity for clear thinking.✳️ Journal daily, ideally with pen and paper. Even a couple of minutes. Charlie does it twice a day and notes the growing evidence that handwriting engages the mind differently to typing. If you're ready to go deeper, try journalling through a values lens.If this conversation got you thinking about how you're making decisions - at work or in life - then I'd love it if you took a moment to follow or subscribe. That way you'll never miss an episode, and it helps me keep bringing guests like Charlie to the show.Timestamps:00:00 - Preview: the winning aspiration00:38 - Welcome and guest introduction01:49 - Charlie's world: a typical week03:12 - Strategy vs planning - what's the real difference?05:06 - Why strategy raises anxiety and planning feels safe06:54 - Roger Martin's strategy cascade: aspiration, where to play, how to win10:56 - Strategy as subtraction - ruling things out11:29 - The Game Changer Index and natural vs learned strategic thinking15:18 - The power of asking "what if?" and surfacing assumptions16:52 - The Strategy Mastery Framework explained19:33 - Level 1: self-awareness - state precedes strategy20:41 - Level 2: open-mindedness and critical thinking20:41 - Levels 3 and 4: future focus, influence, and collaboration21:51 - The testimonial story: senior leaders surprised by Level 124:03 - What separates those who thrive from those who bump along25:04 - Strategic capability under pressure27:16 - The CEO who had a strategy but didn't know it29:13 - The 12-month trap and what a longer horizon changes33:27 - Building a personal practise of strategic mastery34:45 - Living strategically - what that actually looks like36:44 - The Lego castle story: articulating a hidden aspiration38:00 - Tracking assumptions as a daily life practise40:08 - Journaling as a strategic tool41:12 - How Charlie builds his business - relationships first43:49 - Why content is for staying present, not finding strangers45:21 - Amplifier 1: The Go-Giver47:34 - Amplifier 2: On Form and managing energy not time48:08 - Amplifier 3: Journaling, values, and pen and paper49:24 - Where to find Charlie and upcoming masterclasses51:40 - Close and Bob's final CTAVisit Charlie's website. https://www.teammandarin.com/----Get your copy of my Personal Brand Business BlueprintIt's the FREE roadmap to starting, scaling or just fixing your expert business.www.amplifyme.agency/roadmap----Subscribe to my Youtube!! Follow on Instagram and Twitter @bobgentleJoin the Amplify Insiders Facebook Community : www.amplifyme.agency/insidersPlease take a second to rate this show in Apple Podcasts. ❤ It will mean a lot to me.

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.

"À sa façon, Ferrara est un beau mec. Dans le jargon policier, un beau mec c'est pas nécessairement un bel homme. Un beau voyou pour nous c'est quelqu'un qui se tient, c'est-à-dire qui chouine pas parce qu'il vient de se faire arrêter et qu'il part en prison. Il a joué, il a perdu, ensuite il se tient en garde à vu. Un beau mec c'est quelqu'un qui assume les conséquences." Septembre 2002, Fresnes. Antonio Ferrara vient tout juste d'être transféré dans l'une des prisons les plus sûres de France. Braqueur multirécidiviste, il n'en est pas à son coup d'essai. Mais au matin du 12 mars 2003, toute l'Ile-de-France est en alerte : le “roi de la belle” vient de prendre le large. Récit de cette évasion spectaculaire par Christophe Molmy, officier de police judiciaire. "Une enquête dans la peau" est un podcast d'Initial Studio, adapté de la série documentaire audiovisuelle "L'enquête de ma vie", produite par Caméra Subjective, avec la participation de Planète+ Crime Investigation. Cet épisode a été écrit par Sam Caro, et réalisé par Sam Caro et Benjamin Malherbe.Bonne écoute ! Pour découvrir nos autres podcasts, suivez Initial Studio sur Instagram et Facebook. Production exécutive du podcast : Initial StudioProduction éditoriale : Sarah Koskievic et Marie Agassant, assistées de Marine BoudalierMontage : Johanna LalondeAvec la voix de Vincent Couesme Hébergé par Audion. Visitez https://www.audion.fm/fr/privacy-policy pour plus d'informations.

"L'évasion de Ferrara est un événement marquant, c'est même l'événement, je dirais, qui m'a le plus marqué. Je me suis demandé comment cette chose-là avait pu être possible."Septembre 2002, Fresnes. Antonio Ferrara vient tout juste d'être transféré dans l'une des prisons les plus sûres de France. Braqueur multirécidiviste, il n'en est pas à son coup d'essai. Mais au matin du 12 mars 2003, toute l'Ile-de-France est en alerte : le “roi de la belle” vient de prendre le large. Récit de cette évasion spectaculaire par Christophe Molmy, officier de police judiciaire. "Une enquête dans la peau" est un podcast d'Initial Studio, adapté de la série documentaire audiovisuelle "L'enquête de ma vie", produite par Caméra Subjective, avec la participation de Planète+ Crime Investigation. Cet épisode a été écrit par Sam Caro, et réalisé par Sam Caro et Benjamin Malherbe.Bonne écoute ! Pour découvrir nos autres podcasts, suivez Initial Studio sur Instagram et Facebook. Production exécutive du podcast : Initial StudioProduction éditoriale : Sarah Koskievic et Marie Agassant, assistées de Marine BoudalierMontage : Johanna LalondeAvec la voix de Vincent Couesme Hébergé par Audion. Visitez https://www.audion.fm/fr/privacy-policy pour plus d'informations.

AI Reporter Stephanie Palazzolo talks with TITV Host Akash Pasricha about Amazon CEO Andy Jassy's sound of the alarm about Anthropic's most advanced models. We also talk with The Information's Jyoti Mann about Meta's employee AI usage restrictions and Aaron Holmes about Microsoft considering an Xbox spin-out. Lastly, we get into Hydra Host's $100M funding round with CEO Aaron Ginn and Abridge's new Nvidia partnership with CEO Dr. Shiv Rao.Articles discussed on this episode: https://www.theinformation.com/briefings/fox-buy-roku-22-billionhttps://www.theinformation.com/briefings/exclusive-nvidia-server-marketplace-startup-raises-100-million-800-million-valuationhttps://www.theinformation.com/articles/one-silicon-valley-congressman-trying-get-ai-mega-money-politicshttps://www.theinformation.com/articles/amazons-jassy-raised-concerns-anthropic-model-trump-crackdownSubscribe: YouTube: https://www.youtube.com/@theinformation The Information: https://www.theinformation.com/subscribe_hSign up for the AI Agenda newsletter: https://www.theinformation.com/features/ai-agendaTITV airs weekdays on YouTube, X and LinkedIn at 10AM PT / 1PM ET. Or check us out wherever you get your podcasts.Follow us:X: https://x.com/theinformationIG: https://www.instagram.com/theinformation/TikTok: https://www.tiktok.com/@titv.theinformationLinkedIn: https://www.linkedin.com/company/theinformation/Chapters:00:00 - Introduction01:13 - Fox Acquires Roku & Salesforce Buys Fin 03:10 - Exclusive: Why Andy Jassy Warned the Trump Administration About Anthropic 11:51 - Meta's Internal AI Cost Crackdown: The Shift to Token Minimizing 17:47 - Inside Microsoft's Plan to Overhaul or Spin Out Xbox 24:32 - Hydra Host CEO Aaron Ginn on raising $100M at an $800M Valuation 32:47 - Abridge CEO Doctor Shiv Rao on Launching a Healthcare AI Model with Nvidia

Send us Fan MailDon't mistake resistance for a lack of calling.The biggest opportunities in your life will often require an upgrade of your identity, faith, and capacity. In this powerful episode, Coach Tom shares how to discern whether God is saying No, Slow, Grow, or Flow—and how to move into your next season with clarity, authority, and confidence.__________________________You can connect with Coach Tom at:https://greaterformation.com/Email: Tom@GreaterFormation.com P.S. ... If you are stalled in life, or particularly if you are in transition, here are two ways I can help you Get Clear, Get Focused and Be Fruitful!1. Grab a Free Copy of my "4 Key Steps to Clarity and Fruitfulness" Document.  It's a Blueprint to help you move ahead.  Click Here2. Work with me:I can help you Clarify, Plan, and take Bold Steps into Your Future. Book a Free 30-Minute Clarity and Fruitfulness Session with me: Click Here 

Resources and Next Steps: ✅ Take The Great Wealth Assessment! →https://linktr.ee/kingdomroi

Sometimes we treat waiting like something to survive. But what if the waiting isn't something to push through? What if it's actually where some of God's best work happens? Pastor DawnCheré Wilkerson is teaching us more in this message.  NEXT STEPS Have you made the decision to follow Jesus? You might be wondering what's next for you. We want to help! Check out these resources to ​​discover what saying yes to Jesus means: https://go2.lc/podcastcommittochrist Get Ready For At The Movies Movies speak to our circumstances, connect us to one another, and inspire us to action. But there's more we can learn from them. During At the Movies, we'll look at films in a whole new way. It all starts this July! See what it's like: life.church/atthemovies ABOUT THIS MESSAGE Some of our most meaningful growth happens when we hear someone else's story. During Book Club, we'll get fresh insights and practical ideas for living with confidence and purpose. Are You Sure God Has a Plan for My Life?: https://finds.life.church/god-plan-for-my-life/ Start the Bible Plan Slow Burn using Plans With Friends: www.go2.lc/slowburn ABOUT LIFE.CHURCH Wherever you are in life, you have a purpose. Life.Church wants to help you find your next step. Our hope is that your journey will include joining us at a Life.Church location throughout the United States or globally online at https://www.live.life.church Find locations, videos, and more info about us at https://www.life.church or download the Life.Church app at https://www.life.church/app/download FIND US ON SOCIAL MEDIA Facebook: https://www.facebook.com/life.church Instagram: https://www.instagram.com/life.church TikTok: https://www.tiktok.com/@lifechurch YouTube: https://www.youtube.com/@life.church CONNECT WITH PASTOR CRAIG GROESCHEL YouTube: https://www.youtube.com/c/craiggroeschel Facebook: https://www.facebook.com/craiggroeschel Instagram: https://www.instagram.com/craiggroeschel TikTok: https://www.tiktok.com/@craiggroeschel LinkedIn: https://www.linkedin.com/company/35447748/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Paula Findlay silences retirement talk with a dominant win at IRONMAN 70.3 Happy Valley, while Trevor Foley outruns Sam Long to pull off the upset and suddenly make the IRONMAN Pro Series title race interesting. We break down both races, debate who can still realistically chase down the series, and dig into the Pro Series calendar structure. Ending as always by going through the hot takes! 

Der niederländische Politikwissenschaftler Cas Mudde ist international führender Experte zum Thema Rechtspopulismus. In Wien entwirft er einen Plan, wie die Europäische Union dem aggressiv gewordenen Verbündeten Amerika begegnen kann. Eine Presidential Lecture der Central European University (CEU) in Wien. Hosted on Acast. See acast.com/privacy for more information.

This Sunday, Guest Speaker Lee Coate encouraged our church with one of Apostle Paul's prayers from Colossians 1:9-12.We are so glad you've joined New North Church for service today! If this is your first time with us, we are honored to have you and we want to get to know you more personally - please, fill out our digital connection card. http://bit.ly/nncconnectDo you have questions about life or need prayer? We would love to hear from you. Submit a request here: http://bit.ly/nncprayerNew North is financially sustained through your partnership. Thank you for your generosity as you consider giving online. http://bit.ly/nncgiveJoin us in person on Sundays at 8:30am, 10am and 12pm in San Francisco! Plan your visit: https://www.newnorth.church/plan-your...STAY CONNECTED:Website: https://www.newnorth.churchInstagram: http://bit.ly/nncinstagramFacebook: http://bit.ly/nncfacebookSpotify: http://bit.ly/nncpodcast

Die Nati spielt gegen die vielleicht schlechteste Mannschaft der WM absichtlich nur unentschieden, um nicht Gruppenerste zu werden. So müssen wir für den 1/16-Final nicht morgens um 5 Uhr aufstehen. Also kein Grund zur Sorge. Es läuft alles nach Plan. SRF 3-Moderator Tom Gisler und "Zwölf"-Chefredaktor Mämä Sykora werfen in den Spezial-Ausgaben ihres preisgekrönten Fussball-Podcasts ihren eigenen Blick auf die Fussball-WM. Mit Haltung, Herz, Humor – und einem prominenten Gast, der das Duo mit scharfer Zunge und viel Fussballliebe unterstützt.

Get AudioBooks for Free Best Self-improvement Motivation Never Doubt the Process: Stick to the Plan and Win Trust the journey and stay committed to your goals. Discover powerful motivation, discipline, and mindset strategies to achieve lasting success. ⁠We Need Your Love & Support ❤️ ⁠⁠⁠⁠⁠⁠⁠⁠⁠Get 3 Audiobooks Free -

Plan ahead for island fun, summer wellness and a getaway with local ties. Explore Japan vacation homes, preview Waikīkī’s pride pool party and get smart skin tips from one of Hawai'i’s top dermatologists.See omnystudio.com/listener for privacy information.

Dernière émission pour Bello&Dallas sur Planète Rap avec Fred Musa. Ils invitent SAM, Chakal et SMOGO pour une Session Live rempli d'EXCLU ! Bello&Dallas sont sur Planète Rap pour une semaine complète dédiée à la sortie de leur nouvel album "Sarah B." ! Après leurs titres "Bottega", "Le P'tit", "Pilon Gras" ou "Balafre", le duo rennais débarque en force pour présenter ses nouveaux morceaux en direct avec Fred Musa !

ActBlue faces tough questions on Capitol Hill, the SPLC gets grilled over its tactics, Ron Klain sparks backlash with his defense of Graham Platner, and World Cup visitors discover what makes America unique. Plus, Senator Eric Schmitt joins the fellas after his viral Congressional Baseball Game highlight. #RuthlessPodcast #Politics #ActBlue #WorldCup #EricSchmitt00:02:50 ActBlue CEO Pleads the Fifth in Explosive House Hearing 00:12:25 House Republicans Turn Up Pressure on ActBlue Investigation 00:13:50 Southern Poverty Law Center Grilled Over Racism Allegations 00:22:45 Jim Jordan Confronts SPLC Over Encouraging Attendance at Hate Rallies 00:29:47 Ron Klain's Defense of Graham Platner Sparks Outrage 00:38:25 Europeans Discover America and Can't Believe What They Find 00:43:17 NYC Democrat Candidate Picks Team CDC Over Team USA 00:49:02 What Would Actually Get a Democrat Candidate Dropped? 00:51:54 Senator Eric Schmitt on His Viral Congressional Baseball Catch 01:00:20 Eric Schmitt's Plan to Fix College Sports and NIL Chaos 01:11:08 #RuthlessPodcast #Politics #ActBlue #WorldCup #EricSchmitt Learn more about your ad choices. Visit podcastchoices.com/adchoices

EZ back Monday, June 15Segments include:*EZ has a hard time saying "no."*More on EZ's problem with "Christian music."*Blue State Rob tries to play "armchair psychiatrist" with EZ, for some weirdo reason. Fails.*Local weirdos get a victory. Plan on going ahead with their stupid cemetery idea.*EZ talking with another RV victim.*Local hoarding moron has 80 pomeranians*Two road raging losers kill a woman while driving.*The Roof Doctor paid EZ a visit again.*Pooh Bear and Jackie have had two garage sales recently and they have made $15. EZ tries to help. Big sale items!*According to listener Steve, Free Beer spilled the beans on part of why his marriage ended.*Micro Wrestling is coming! EZ needs to see this!*Wait till you hear the sentence a local kid toucher got for molesting a little girl for years.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Ep. 54 — El plan que Puerto Rico tiene  y no quiere usar con el ingeniero Carl Soderberg Sobre el invitado Carl Soderberg es ingeniero ambiental con más de cinco décadas de carrera en política pública ambiental en Puerto Rico. Fue miembro del equipo fundador del programa de control de contaminación de agua del Departamento de Salud, antes de la creación de la Junta de Calidad Ambiental (JCA). Sirvió como director de la División de Protección Ambiental de la Región II de la EPA federal, que incluye a Puerto Rico. Más recientemente, fue miembro del Comité de Asesores sobre Cambio Climático creado por la Ley 33 de 2019, que redactó el Plan de Mitigación, Adaptación y Resiliencia al Cambio Climático de Puerto Rico (P-MARCC). ----- En este episodio - La historia familiar de Söderberg: de los ingenieros suecos que llegaron a Puerto Rico en 1910 a tres generaciones de ingenieros en la isla. - Cómo Puerto Rico estableció la primera agencia de control ambiental de las Américas — seis meses antes que la EPA federal. - El desmantelamiento de la EPA bajo la segunda administración Trump y lo que significa para Puerto Rico. - La crisis del agua: por qué el 45% de la población no tiene servicio sanitario adecuado y cómo eso contamina los ríos y acuíferos. - La calidad del aire: medio millón de personas en el área metropolitana viven en zonas que no cumplen los estándares federales de dióxido de azufre. - Los arrecifes de coral: más de la mitad han muerto o están en declive. Sin ellos, la próxima tormenta mayor llega hasta Hato Rey. - La crisis de vertederos: de 74 en 1994 a 23 hoy, con 10 bajo órdenes de cierre de la EPA. - El P-MARCC: 156 recomendaciones, 800 estrategias, siete años de trabajo voluntario sin salario. Aprobado en el Senado. Paralizado en la Cámara de Representantes. - El costo de no hacer nada: $388,000 millones en daños proyectados — cuatro veces el impacto de María. - Por qué el plan no es un documento ambientalista sino un documento de protección económica y de salud pública. - La reforma de permisos que la Cámara avanza mientras ignora el P-MARCC — y por qué Söderberg ve una contradicción fundamental. - El caso de la empresa multinacional que quiere venir a Puerto Rico pero teme la escasez de agua. - Por qué el Aeropuerto Internacional Luis Muñoz Marín debería reemplazarse — y la alternativa que ya propone el plan. - Cómo movilizarte: el número directo de la Cámara de Representantes es el 787-721-6040. ----- Referencias mencionadas - Ley 33 de 2019 — Ley de Mitigación, Adaptación y Resiliencia al Cambio Climático de Puerto Rico - P-MARCC — Plan de Mitigación, Adaptación y Resiliencia al Cambio Climático (sometido a la Legislatura en 2024) - Estudio de Estudios Técnicos / Tetra Tech — costo proyectado de no actuar: $388,000 millones - Retorno por inversión: $6.20 ahorrados por cada dólar invertido en mitigación - Libro recomendado: El desarrollo del control de la contaminación en Puerto Rico — Pedro Gelbart (ex presidente de la JCA y primer secretario de Recursos Naturales de Puerto Rico) ----- Artículo complementario Lee el análisis completo de este episodio en nuestro Substack:

What's the Plan for the Astros with MLB Trade Deadline Approaching..? + NFL FAs Texans Might Want to Call! - Hour 3 Friday 06/12/26 full 1157 Fri, 12 Jun 2026 23:35:19 +0000 WesdJmBvllzP3VmfJSei3ivY6R8Fri66 nfl,mlb,nba,texans,astros,rockets,sports The Drive with Stoerner and Hughley nfl,mlb,nba,texans,astros,rockets,sports What's the Plan for the Astros with MLB Trade Deadline Approaching..? + NFL FAs Texans Might Want to Call! - Hour 3 Friday 06/12/26 The Drive with Stoerner & Hughley delivers high-energy Houston sports talk built for H-Town fans who want insight with edge. Former NFL quarterback Clint Stoerner teams up with Ron “The Show” Hughley to break down everything that matters in Houston sports — from Texans training camp storylines and NFL playoff races to Astros postseason pushes and Rockets rebuild updates. A must-listen for Houston sports talk, the show blends locker-room perspective, strong opinions and authentic fan energy while covering SEC football, UH hoops, college sports across Texas and the biggest headlines shaping the NFL and MLB. For passionate, informed and locally-focused Houston sports analysis, The Drive with Stoerner & Hughley keeps fans connected to the teams and stories that define the city. © 2026 Audacy, Inc.

Send us Fan MailThe time to grow a healthy, thriving youth ministry is NOW...let's work together to make it happen! Check out GrowYourYouthMinistry.com for more info *** Summer camp can be the best week of the year for your youth ministry students while being the most stressful week for you and your team, and the stress usually comes from the simplest gaps: parents who missed an email, leaders who did not get fully aligned, and “tiny” forgotten details that turn into last minute problems. In this episode, we are sharing FIVE home-stretch youth group summer camp planning tips that keep logistics tight and ministry outcomes clear.We talk through a parent meeting that actually works, what to cover (itinerary, packing list, emergency contacts, spending money, expectations). Then we shift to a leader and driver meeting focused on safety, roles, communication, and wise decision making, including practical boundaries and the mindset that leaders are the stand-in parents on the trip. We also dig into summer camp checklists and why shared leadership beats heroic solo prep. You will hear ways to review shopping lists, tech gear, rec supplies, and medical prep, plus a simple visualization tactic that helps you catch the "I can't believe we forgot that" type of mistakes before you leave. If you want a smoother, safer, more spiritually focused youth ministry summer camp, hit play, share this with a student ministry leader, and then subscribe and leave a ⭐️⭐️⭐️⭐️⭐️ review so more youth pastors can find it.=======You may also enjoy these episodes:(#063) How to Keep Your Youth Ministry's "Camp High" Momentum Going(#043) DIY Church Camp Planning - Youth Ministry Summer Camp CHECKLIST!(#044) Best Games for Summer Camp - 14 Fun Camp Games Ideas!(#053) How to Plan a Low Cost Summer Camp for Youth Ministry(#098) Get More Sign Ups for Your Youth Ministry Summer Camp!=======We love hearing from you all and we do our best to provide powerful and insightful youth ministry content on a weekly basis to be that coach and mentor you may not have, but desperately need.If you have an episode idea, please E-Mail us at MinistryCoachPodcast@gmail.com!If you have it on your heart to support this ministry, please consider going to our Patreon page at: www.patreon.com/ministrycoach=========

Reflections from host Sarah Olivieri ... Strategic Planning as a Rhythm Most nonprofits I talk to are not avoiding strategic planning because they don't believe in it. They're avoiding it because the process is heavy, the resulting document is long and hard to act on, and six months later it feels out of date. So they wait. They wait until something forces the conversation. A new executive director. A board crisis. A funder asking for it. By the time planning starts, the stakes feel enormous, the calendar feels short, and the team feels exhausted before the first meeting. They waited so long, planning is an extra activity that requires planning to plan. The plan that comes out of that environment is almost always too rigid, too future-locked, and too disconnected from the work people are actually doing. This is the structural pattern. Strategic planning for nonprofits gets framed as an event. A rare event. Rare things carry pressure. Pressure makes the process worse, which confirms everyone's belief that planning is painful, which makes the next planning cycle even longer to start. The whole loop is fixable. The fix is not a better planning process but a better planning rhythm. A recent podcast interview with Sophia Shaw left me thinking not just about how to do strategic planning well, but what actually creates staying power in a strategic plan.  A Plan as a Compass, Not a Roadmap The mental model most nonprofits inherited for strategic planning is the roadmap. You start here. You end there. You draw the route. You follow it. A roadmap is built for a destination that is completely knowable and a route that is predictable. But most nonprofits are can't follow a predictable route to well known destination. Most nonprofits are pioneering, forging a path to an imagined, but not fully knowable destination.  When pioneering, a compass is much more useful. A compass is different. A compass tells you the direction. It does not tell you the exact route. When the terrain changes, you keep the direction and find or create a new path. The plan still works, because the plan was never about the path. It was about where you're trying to go. In short: A roadmap locks in the route. A compass locks in the direction. Nonprofit terrain changes constantly. Your plan has to be built for that. The work of planning is choosing the direction clearly enough that you can re-route without losing it. When the plan is a compass, leaders stop being afraid of being "wrong." They stop avoiding planning out of fear that they'll commit to something they regret. The plan becomes a tool, not a verdict. Cadence Determines Whether the Plan Is Real Here's the part most planning processes get wrong. They treat the plan as the product. The truth is, the cadence of revisiting the plan is the product. A beautiful 40-page plan that gets opened once a year does less work than a one-page plan that gets revisited every two months. In my own work with organizations, I built a system where staff lead strategic planning every two months. Once a team has done it three or four times, "planning to plan" stops being a thing. The stakes are low. The plan is alive. Course corrections happen in real time, not in a year-end crisis.   Planning becomes a rhythm of re-orienting and re-confirming or refining the path and the destination.  This is what separates a plan that aligns the organization from a plan that sits on a shelf. The plan isn't the product. The cadence is. Short, frequent planning cycles lower the stakes and raise the quality. When planning is a habit, course correction is a small move, not a crisis. The organizations that get value from strategic planning are not the ones with the best document. They're the ones with the shortest distance between "something changed" and "we updated the plan." Short-Term Plans Are Healing for Teams in Crisis There's a specific moment when a six-month or one-year plan does more work than a three-year one. That moment is when an organization is operating without sufficient resources. When people are working in an underresourced environment, asking them to make a long term plan just adds load to an already-overloaded nervous system. A short-term plan does the opposite. It says: here is what we are doing in the next six months, here is what we are not doing, here is how we'll know we did it. That clarity stabilizes the team. The longer-horizon planning can come later, after the stabilization holds. I think of it like getting off a tiki raft. If you're on a small raft in the open ocean, the first goal is not the destination. The first goal is getting on a bigger boat. Everything about reaching a destination feels different once you're on the bigger boat. A short-term plan focused on capacity building, is the plan to get on a bigger boat. This is not a compromise. It is the right tool for the moment. The Plan Is Also the Fundraising Story A lot of nonprofits separate the planning conversation from the fundraising conversation. The planning team meets. The development team meets. The two outputs get stitched together later. This is backwards. The plan is the fundraising story. Donors are not funding programs in the abstract. They're funding a direction. They're funding the answer to "where is this organization going and how will I know if you got there?" If the board chair on one end of the table and the executive director on the other end whisper different answers to that question, no amount of donor stewardship will close the gap. I have watched organizations get major unrestricted gifts almost casually, after the leader simply got clear on the direction and started saying it out loud. One conversation about the vision, one week later, a letter for $100,000 a year for three years. That was not a fundraising win. That was an alignment win, with a check attached. Donors fund direction, not activity. Misalignment between the board and the executive director is a fundraising leak. Clarity at the plan level shows up as ease at the donor level. When the plan is clear and the team is aligned, fundraising stops feeling like persuasion. It feels like an invitation. Gathering the Data Should Not Be A Part of the Planning Process One thing that makes frequent planning hard to imagine for many folks is that they have been told that in order to generate a great plan, they need to gather data from stakeholders: the community, the team, the board, etc. This makes the process of planning very laborious, but there's something even more important going on here, and this should have your alarms going off like crazy. The fact that this data collection needs to happen for strategic planning means that data collection is not happening as a regular part of identifying whether or not programs are running as well as they can. It means that conversations and other forms of data collection to understand what the community needs and what donors want to support and what makes them feel invested are not a routine part of operating. This is a problem in how many non-profits operate: collecting data about the impacts of your programs collecting data about the needs of the people you serve collecting data about how your donors are responding and how to communicate with them better These should be part of daily operations, just like bookkeeping. Yes, strategic planning is a time to review data and analyze trends to inform decision making, but if you don't already have this data being collected as a regular part of operating, then your plan should include increasing your capacity so that you begin doing that. What Shifts When You Treat Planning as a Rhythm When leaders stop seeing planning as an event and start running it as a rhythm, several things change at once. What shifts: Planning stops being scary, because no single planning session is high-stakes. The plan stops being a document and starts being a tool the team actually uses. The board moves up to governance and out of operations. Fundraising gets easier, because the story is already clear. The executive director stops being the single point of strategic memory. None of this requires a heavier process. It requires a lighter, more frequent one. About the Guest Sophia Shaw is my guest for this episode. Sophia is the co-founder of PlanPerfect, an expert-powered, AI-assisted software tool helping small- and mid-sized nonprofits create, review, implement, track, and report on strategic plans. With decades of experience as a successful nonprofit CEO, trustee, board president, donor, volunteer, consultant, and professor of social impact. Sophia has a deep understanding of how to maximize the power of a nonprofit. Connect with Sophia: Website - https://www.planperfect.co LinkedIn - https://www.linkedin.com/company/planperfect/ Facebook - https://www.facebook.com/people/PlanPerfect/61571149295408/ Instagram - https://www.instagram.com/planperfect_strategy/ Be sure to subscribe to Inspired Nonprofit Leadership so that you don't miss a single episode, and while you're at it, won't you take a moment to write a short review and rate our show? It would be greatly appreciated! Let us know the topics or questions you would like to hear about in a future episode. You can do that and follow us on LinkedIn.

The trial environment is charged — high stakes, deep caring, outcomes nobody can fully control — and that energy is ambient. You're absorbing it whether you realize it or not. But here's the part that's harder to sit with: you're contributing to it too. This episode is about co-regulation, what you're actually broadcasting in a high-stakes environment, and how to show up to a trial consciously instead of just reacting to whatever's in the air.

You heard it here first: Ghana will win the 2026 World Cup! ⚽

Der erste Plan der Bundesnetzagentur zur Reform der Netzentgelte stieß auf herbe Kritik. Die neue Überarbeitung scheint besser anzukommen. Die jetzt geplanten Änderungen verlangen Solaranlagenbesitzern mehr ab. Was sich noch alles für Stromkunden ändern könnte.

Air Date: 6/10/2026 Today we explore how Taiwan's own people are stuck between the US and China. Fewer and fewer of them want to rejoin China but their faith in America is sinking just as fast as Trump treats them as a bargaining chip. Their own leaders are split on how to respond. And the place that makes most of the world's advanced chips has almost no seat at the table where its future is being decided. Full Show Notes Transcript Be part of the show! Leave a voice message, message us on Signal at the handle bestoftheleft.01, or email Jay@BestOfTheLeft.com BestOfTheLeft.com/Support (Members Get Bonus Shows + No Ads!) Use our links to shop Bookshop.org and Libro.fm for a non-evil book and audiobook purchasing experience! Join our Discord community! TOP TAKES KP 1: Xi, Putin & Trump - Who Really Runs the World? | To the Point - DW News - Air Date 5-21-26 KP 2: Can There Ever Really Be "one China?" - Vox - Air Date 5-28-26 KP 3: How the US Is Trying to Challenge China's Critical Mineral Dominance Part 1 - The China in Africa Podcast - Air Date 5-28-26 KP 4: Why Did Trump Take Elon Musk to China? - Paul Krugman - Air Date 5-14-26 KP 5: Why This Island Could Trigger World War 3 - Johnny Harris - Air Date 12-18-25 KP 6: China Will Never Beat Taiwan, Here's Why - Maxinomics - Air Date 3-37-26 (00:53:26) NOTE FROM THE EDITOR The Stories Nations Tell Will Destroy Us_ China, Taiwan, and Trump My commentaries on YouTube - Share them! DEEPER DIVES (01:04:39) SECTION A: THE MAKING OF TAIWAN A1: The Taiwan Conflict, Explained - Ryan Chapman - Air Date 10-13-22 A2: Inside China's Plan to Take Over Taiwan "peacefully" | If You're Listening - ABC NEWS In-depth - Air Date 11-28-25 (01:24:47) SECTION B: THE MULTIPOLAR WORLDVIEW B1: China Rising Part 1: How the Unipolar World Is Ending - Beyond the Ballot Box - Air Date 2-10-26 B2: US Unipolarity Vs China's Multipolarity: Whose Vision Will Shape the New Global Order? B3: China Rising Part 2: Taiwan, Xinjiang, Sovereignty and Human Rights - Beyond the Ballot Box (01:52:00) SECTION C: TAIWAN IN THE CROSSHAIRS C1: What's Behind the Record-breaking $11 Billion US-Taiwan Arms Deal? - DW News - Air Date 12-19-25 C2: Is Taiwan Moving Away From the US? - TLDR News Global - Air Date 4-20-26 (02:09:55) SECTION D: THE SUMMIT AND ITS FALLOUT D1: Xi Warns Trump of Potential "Conflict" Over Taiwan in Beijing Summit on Iran, Trade, Tech & More - Democracy Now! - Air Date 5-14-26 D2: Trump's FAILED Meeting With China's Xi Jinping Was Humiliating - Pod Save the World - Air Date 5-21-26 D3: Strait to the Abyss - The Muckrake Political Podcast - Air Date 6-2-26 D4: Xi Hosts Putin in Beijing, Cementing China-Russia Alliance After Trump's Visit - PBS NewsHour - Air Date 5-20-26 (02:39:44) SECTION E: THE RESOURCE WAR AND AFRICA E1: How the US Is Trying to Challenge China's Critical Mineral Dominance Part 2 - The China in Africa Podcast - Air Date 5-28-26 E2: Why 3 African States Said No to Taiwan - The China in Africa Podcast - Air Date 4-23-26   Produced by Jay! Tomlinson Visit us at BestOfTheLeft.com Listen Anywhere! BestOfTheLeft.com/Listen Listen Anywhere! Follow BotL: Bluesky | Mastodon | Threads | X Like at Facebook.com/BestOfTheLeft Contact me directly at Jay@BestOfTheLeft.com

Pilot to Pilot Magazine — Volume 002 is out now. Get yours at pilottopilothq.com/magSponsors — please support the people who support the show: • Avemco Insurance — Save 5% as a Pilot to Pilot listener. Call (888) 635-4297 or visit avemco.com/4297-owner (owners) or avemco.com/4297-non-owner (non-owners) • Textron Aviation — Built for lifelong aviators. Plan your next chapter at txtav.com/stepup • Garmin — Plan, file, fly, log with the Garmin Pilot app • Allworth Airline Advisors — Register for their latest webinar at allworthfinancial.com/justin • Learn the Finer Points — Save 10% off your first year at learnthefinerpoints.com/justin. You plan for everything when you fly. But have you planned for life after the cockpit? Download the free guide from Allworth Airline Advisors https://allworthairline.com/justin.His uncle flew F-18s in the Marines before becoming a UPS MD-11 captain. His dad plays organ. His twin sister teaches choir in Texas. And David spent the better part of a decade as a professional tuba player before a global pandemic, a family hotel, and one YouTube rabbit hole set him on an entirely different flight path. In this episode, David traces every step of a career change that most people would have talked themselves out of — the 141 versus 61 debate, the flight school that felt like family, the stage check that became his most memorable moment as a CFI, and the three-to-five-minute orchestra audition that taught him everything he needed to know about showing up prepared. His advice is simple, honest, and hard-won: don't chase the end goal. Just be the best version of wherever you are right now.

Trump's Plan to Destroy US Intelligence and Steal the Next Election | The Common Sense Coalition's Warning of the Trump Catastrophe For Our Democracy, National Security, Economy and the Future of the Planet backgroundbriefing.org/donate twitter.com/ianmastersmedia bsky.app/profile/ianmastersmedia.bsky.social linktr.ee/backgroundbriefing

What would it look like if you truly lived with intention—optimizing your health, energy, and focus to be your best again? Think BIG Community: I had a great conversation with Dr. Tracy Gapin, health and longevity expert, founder of the Gapin Institute, and creator of Peak Launch. We talked about what it really takes to get back to peak performance—and stay there. Here are 5 takeaways that stood out to me: 1️⃣ Sleep is your superpower. It's where recovery, growth, and memory consolidation happen. Skip it, and you miss the foundation of health and performance. 2️⃣ Even tiny changes move the needle. Don't aim for perfection—aim for progress. One less drink. One better choice. One percent better every day compounds into transformation. 3️⃣ Mindset matters. Journaling, gratitude, and mindfulness (like box breathing) aren't "woo"—they're science-backed tools that calm your nervous system and sharpen focus. 4️⃣ Habits beat hacks. The sexy biohacks (peptides, wearables, etc.) mean little if you ignore fundamentals like sleep, nutrition, stress management, and intentional routines. 5️⃣ Live with intention. Time-block your calendar. Plan your day. Set your environment up to win. Don't rely on willpower—rely on structure.

Join The Struggle's Patreon community to get 150+ hours of Bonus Episodes, Pro Clinics, Uncut Videos, and Submit Questions for Future Guests. FREE TRIAL available!  https://www.patreon.com/thestruggleclimbingshow   In this Pro Clinic, mindset coach Angus Kille (with guest appearance from Hazel Findlay) explore: Process goals vs outcome goals The power of journaling and reflection Using thoughtful goals to mitigate fear of failure  Finding your big Why Is grade chasing a “bad” goal? Intrinsic vs extrinsic goals  Setting S.M.A.R.T. goals  Free access to the Mindset Makeover kit from Strong Mind: https://www.strongmindclimbing.com/course/mindset-makeover   Explore all of Strong Mind's resources: https://www.strongmindclimbing.com/   Start your free 14-day Trial of the Intentional Climber app, and use code STRUGGLE to unlock mindset tools from Hazel Findlay and the Stronger Fingers program from coach Kris Hampton: https://www.thestruggleclimbingshow.com/intentionalpodcast   - The free version of this Pro Clinic is being brought to you at zero cost thanks to: Intentional Climber: Stop spinning your wheels. Start making real progress. Plan smarter, train harder, and stay consistent with world-class coaching plans, mindset tools, and powerful analytics built specifically for climbers. Download on Google Play or the App Store and use code STRUGGLE to unlock Kris Hampton's 6-week Stronger Fingers program. - Gain instant access to the FULL Pro Clinic by supporting the show as a Patron (you can even check it out for FREE with a 7-day trial): https://www.patreon.com/thestruggleclimbingshow - Here are some AI generated show notes (hopefully the robots got it right) 00:00 Growth Mindset Hook 00:24 Pro Clinic Returns 00:47 Intentional Climber App 02:36 Why Goals Need Purpose 03:56 Meet Hazel and Angus 05:05 Mallorca Retreat Recap 06:27 Trip Goals and Intentions 08:10 Hazel on Goal Setting 10:44 Angus Evolves His Goals 12:30 Meltdown Project Tactics 18:23 Outcome vs Process Goals 23:53 Find Your North Star 27:09 Ryan Shares His Why 32:17 App Break Intentional Climber 34:48 Digging Deeper Than Progress 44:19 Finding Your Why Support 45:47 Strongmind Resources Explained 46:24 Mindset Frames Growth Mindset 49:24 Bad Why External Values 54:12 From North Star To Goals 55:44 Process Vs Outcome Goals 01:01:05 Intrinsic Vs Extrinsic Motivation 01:07:35 Staying Intrinsically Focused 01:11:35 SMART Goals Without Overload 01:16:35 Distill Your Why Mantra 01:18:19 Wrap Up Links Newsletter 01:21:22 Host Reflection North Star 01:26:24 Intentional Climber App Updates 01:28:09 Final Thanks And Support - Shoutout to Aiden Schlatter and Michael Martin for supporting at the Hero level on Patreon. So mega!  - Follow along on Instagram and YouTube: @thestruggleclimbingshow  - This show is produced and hosted by Ryan Devlin, and edited by Glen Walker. The Struggle is carbon-neutral in partnership with The Honnold Foundation and is a proud member of the Plug Tone Audio Collective, a diverse group of the best, most impactful podcasts in the outdoor industry. - The struggle makes us stronger! Let's get out there and try hard. Thanks for supporting the show, y'all.  - And now here are some buzzwords to help the almighty algorithm get this show in front of people who love to climb: rock climbing, rock climber, climbing, climber, bouldering, sport climbing, gym climbing, how to rock climb, donuts are amazing. Okay, whew, that's done. But hey, if you're a human that's actually reading this, and if you love this show (and love to climb) would you think about sharing this episode with a climber friend of yours? And shout it out on your socials? I'll send you a sticker for doing it. Just shoot me a message on IG – thanks so much! 

The Joe Piscopo Show 6-10-26 49:56- Jim McLaughlin, pollster for President Donald Trump, strategic consultant, and CEO and Partner of McLaughlin & Associates Topic: Graham Platner's victory in Maine Democratic Senate primary 1:08:27- Stephen Moore, "Joe Piscopo Show" Resident Scholar of Economics, Chairman of FreedomWorks Task Force on Economic Revival, former Trump economic adviser and the author of "The Trump Economic Miracle: And the Plan to Unleash Prosperity Again" Topic: Why Trump's critics are dead wrong on the economy 1:22:18- Andrew McCarthy, Contributing Editor at National Review & Fellow at the National Review Institute, and a Fox News Contributor Topic: Karmelo Anthony sentenced to 35 years in prison; Southern Poverty Law Center 1:31:19- Councilman David Carr, Minority Leader of the New York City Council representing New York City's 50th District Topic: Mamdani's personal propaganda office to cost taxpayers $50 million 1:57:03- Congresswoman Nicole Malliotakis, Representative for New York's 11th Congressional District Topic: House passes $70 billion immigration bill 2:09:41- David Carolla, Executive Director of the World Apostolate of Fatima USA Topic: U.S. Bishops consecrate America to the Sacred Heart of Jesus See omnystudio.com/listener for privacy information.

We've collected a handful of great summer reading ideas across several categories that I'm going to share with you today, along with my own personal ideas. Plus, we have some reading questions, kind of like Office Hours, that I'll sprinkle throughout. We're going to talk about reading vibes, ways to read more, permission to read what works for you, and lots more. Helpful Companion Links Order my book The PLAN or ask your library to consider carrying a copy. Get this month's Book List by signing up here or peeking through the archive Bookmark strap Episode #471: Easier Summer Chores for Families Sign up for our every-other-week podcast recap email called Latest Lazy Listens. Sign up for my once-a-month newsletter, The Latest Lazy Letter. Grab a copy of my book The Lazy Genius Kitchen or The Lazy Genius Way! (Affiliate links) Download a transcript of this episode. Want to share your Lazy Genius of the Week idea with us? Use this form to tell us about it or record your idea and share your voice on the show. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices