Podcasts about Principle

The significance of the "JOY" principle; ensuring that in all we do Christ is glorified, others are edified, and we are sanctified; practical keys to living a life that pleases GodOrder this full message on MP3 HERE To support this ministry financially, visit: https://www.oneplace.com/donate/1213/29?v=20251111

A powerful conversation on building a practice, a team, and a legacy that's bigger than yourself. Dr. Steve Judson and Dr. Drew Henderson dive into servant leadership, growing through the chiropractic principle, and why the future belongs to those who stay true to the mission How's your Atlas? Learn more at drstevejudson.com and check out Steve Judson's books and gear.

For more thoughts, clips, and updates, follow Avetis Antaplyan on Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/avetisantaplyan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠In this solo episode of The Tech Leader's Playbook, Avetis Antaplyan explores one of the most overlooked yet critical leadership skills: decision-making. Drawing on insights from conversations with CEOs, CTOs, founders, professional athletes, Hall of Fame coaches, and executives from companies including Apple, Google, Amazon, National Geographic, and Radical Candor, Avetis breaks down what separates exceptional leaders from everyone else.He argues that leadership success is rarely about having perfect information, superior intelligence, or flawless strategy. Instead, the leaders who consistently create momentum are those who can make sound decisions despite uncertainty. Avetis shares practical frameworks used by high-performing leaders, including Amazon's "one-way door vs. two-way door" decision model, Jeff Bezos' regret minimization framework, and the importance of principle-based decision-making.The episode also examines how AI is changing the leadership landscape. While artificial intelligence can accelerate analysis and provide recommendations, Avetis explains why human judgment, accountability, and courage remain irreplaceable. Through real-world examples and actionable leadership lessons, he challenges listeners to identify the decisions they've been avoiding and take decisive action before delays become the real obstacle to progress.TakeawaysExceptional leaders distinguish themselves through decision-making, not intelligence alone.The greatest organizational threat is often indecision, not making the wrong decision.Most leadership decisions must be made with incomplete information.Leaders are paid for their ability to navigate uncertainty and create momentum.A mediocre decision made quickly often outperforms a perfect decision made too late.Amazon's "one-way door vs. two-way door" framework helps determine when to move fast and when to proceed carefully.Great leaders commit fully after making a decision rather than remaining trapped in doubt.Principle-based decision-making allows leaders to make consistent decisions faster.Technology leaders often make the mistake of optimizing for technical perfection instead of business outcomes.AI can provide information and recommendations, but accountability and judgment remain human responsibilities.When a decision is inevitable, delaying it often causes more damage than acting on it immediately.Chapters00:00 Why Decision-Making Separates Great Leaders01:12 The Myth of Intelligence and Leadership Success02:13 Why Indecision Damages Organizations03:25 Amazon's One-Way Door vs. Two-Way Door Framework04:38 Lessons from Hall of Fame Coach Dick Vermeil05:15 Radical Candor and the Courage to Act05:55 Technology Leaders and Business Outcomes06:30 Framework #1: Speed Over Perfection07:00 Framework #2: Regret Minimization08:00 Framework #3: Reversible vs. Irreversible Decisions08:55 Framework #4: Principle-Based Decision Making09:55 Why AI Makes Judgment More Valuable11:05 Creating Momentum Through Action11:40 The Decisions You're Avoiding Right Now12:10 When It's Inevitable, Make It Immediate12:45 Closing Thoughts and Final TakeawaysResources and Links:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.hireclout.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.podcast.hireclout.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/in/hirefasthireright⁠

You don't fall off your health practices in one dramatic moment. You drift. Slowly, almost imperceptibly — one small compromise at a time, one skipped morning routine, one week where things got busy and you told yourself you'd get back to it. And then you look up and realize the fire has gone out. I introduce the Campfire Principle — the idea that it is infinitely easier to add a log to a dimming fire than to restart one that has gone cold. And I share the story of a client who broke the cycle of falling completely off track by learning something surprisingly simple: how to recognize her own earliest signals of drift. This episode will help you identify your personal misalignment cues — the specific, early signs that you are starting to drift — so you can do something about it while the fire is still burning. Not when it's out. Want to keep going? Download the first chapter of The Consistency Code for FREE at https://graceandgrit.com/freechapter and take the first step toward the health and happiness you deserve. #GraceAndGritPodcast #MidlifeWomen #CampfirePrinciple #MidlifeHealth #WomenOver40 #HealthHabits #EarlyWarning #TheConsistencyCode #MidlifeWellness #WomensHealth #ConsistencyTips #DriftDetection #SecondAct #WomenOver50 #SelfMonitoring  

Principle of the Bondservant: Kingdom Activation of Remnant Ministries Series Part 2 | KIB536 Kingdom Intelligence Briefing   Description The Bondservant: The Missing Foundation of End-Time Ministry In this powerful episode of the Kingdom Intelligence Briefing, Dr. Michael and Mary Lou Lake continue laying the foundation for authentic remnant ministry in the last days. Before God can release believers into greater Kingdom assignments, foundational issues must be addressed—including healing from rejection, overcoming feelings of worthlessness, understanding our identity in Christ, and embracing the biblical principle of the bondservant. Mary Lou shares deeply personal insights regarding healing from trauma, overcoming lies spoken over her life, and discovering her true worth through the Word of God. She provides practical biblical keys for breaking free from rejection, shame, and fear of man. Dr. Lake then explores the often-forgotten biblical concept of the bondservant, revealing why every genuine ministry calling must begin with complete surrender to Christ. Drawing from Scripture, he explains the accountability believers have before God, the dangers of self-centered ministry, and why the remnant must remain faithful to the voice of the Master rather than the pressures of culture. As the days ahead grow increasingly challenging, God is preparing a people who know their identity, understand their authority, and are committed to serving King Jesus above all else. This message is essential for anyone seeking to walk faithfully with God, overcome past wounds, and prepare for Kingdom service in the days ahead. Topics Discussed 00:00 – Opening Introduction Biblical Life TV introduction Empowering the remnant for the last days 01:29 – KIB 536 Begins Purpose of Kingdom Intelligence Briefing Growth of the remnant worldwide 03:00 – Food Supply, Health & Preparation Food quality concerns European versus American wheat products Practical preparedness considerations 05:30 – Increasing Pressure to Conform Lessons from recent societal pressures The importance of discernment Seeking God's truth amid deception 07:00 – Healing from Worthlessness and Rejection Mary Lou's personal testimony Trauma recovery insights Overcoming destructive words spoken in childhood 11:50 – Biblical Identity in Christ 1 John 2:15 1 Peter 2:9 Understanding what it means to be God's treasured possession 15:00 – Fear of Rejection and the Remnant Breaking free from fear of man Forgiveness and healing Becoming secure in Christ 20:00 – God's View of Your Worth Luke 12:6-7 Ephesians 2:10 Psalm 139:14 Romans 5:8 25:00 – Standing Against End-Time Fear Alien/UFO deception Spiritual authority in Christ Why healing matters for spiritual warfare 27:00 – Foundations for Kingdom Activation Balance in self-perception Preparing for future Kingdom service 29:00 – Christ Must Remain Preeminent Colossians 1:16-18 Ministry must be centered on Jesus The danger of building personal kingdoms 35:00 – Accountability Before God Judgment Seat of Christ Giving an account for our stewardship Representing Christ faithfully 44:00 – Rewards, Crowns & Eternal Perspective 1 Corinthians 3 Gold, silver, and precious stones Building with eternal value 49:00 – The Biblical Bondservant Romans 1:1 Understanding biblical servanthood Ministry as complete surrender to Christ 53:00 – Ear Nailed to the Doorpost Deuteronomy 15 The bondservant principle Hearing only the Master's voice 58:00 – Dangers Facing Modern Ministry Experiential theology Pressure from culture and congregations Remaining faithful to Scripture 1:01:00 – True Remnant Ministry Obedience over popularity Caring for God's sheep Avoiding celebrity Christianity 1:04:00 – Preparing Future Kingdom Leaders Home fellowships Remnant ministry development The necessity of foundational preparation 1:08:00 – Learning Through Biblical Discussion The value of questioning and discipleship Yeshiva-style learning Sharpening one another in truth 1:12:00 – Becoming Battle-Hardened Saints Spiritual maturity Discernment and endurance Preparing for the days ahead 1:13:00 – Closing Prayer Asking God for the heart of a bondservant Final encouragement to the remnant Call to Action If this message encouraged you, please: ✅ LIKE this video✅ SUBSCRIBE to the channel✅ SHARE this teaching with fellow believers✅ COMMENT below: "I choose to be a bondservant of Christ." Your engagement helps us reach more believers with biblical truth and equips the remnant around the world for the challenges ahead. Partner Support Biblical Life TV and Kingdom Intelligence Briefing are completely supported by faithful friends and partners who believe in preparing God's remnant for the days ahead. If these teachings have strengthened your walk with Christ, helped you understand the times, or equipped you for spiritual warfare, please prayerfully consider becoming a monthly partner. Your support helps us: Produce weekly teachings and briefings Develop biblical discipleship resources Equip believers for end-time challenges Expand the reach of Kingdom-centered teaching around the world To support the ministry, visit: Kingdom Intelligence Briefing https://www.kingdomintelligencebriefing.com Biblical Life Store & Donations https://store.biblicallifeassembly.org Thank you to every friend and partner who stands with us in this Kingdom assignment. Hashtags #KingdomIntelligenceBriefing #MichaelLake #MaryLouLake #Bondservant #RemnantBelievers #EndTimes #SpiritualWarfare #KingdomMinistry #BiblicalLifeTV #ChristianDiscipleship #FiveFoldMinistry #IdentityInChrist #RemnantRising #BiblicalTruth #KingdomLiving

Most AI training for lawyers is shiny-object stuff — nine prompts, the "ultimate playbook" — and that's exactly why none of it sticks. My old golf instructor figured this out decades ago, and he taught me the fix before AI even existed. In this episode I tell that story and show you the one approach that actually works when you're learning to use AI in your practice. It's slower than chasing the next shiny thing, but it's the only thing that's ever worked. Resource Links The 80/20 Principle (my techlaw newsletter) The Inner Circle (my online community for lawyers) Follow and Review: I'd appreciate if you could drop a review over on  Apple Podcasts. It only takes a few seconds and helps spread the word about the podcast. Thanks to the sponsor: Smith.ai Smith.ai is an amazing virtual receptionist service that specializes in working with solo and small law firms. When you hire Smith.ai, you're hiring well-trained, friendly receptionists who can respond to callers in English or Spanish. And they have a special offer for podcast listeners where you can get an extra $100 discount with promo code ERNIE100. Sign up for a risk-free start with a 14-day money-back guarantee now (and learn more) at smith.ai.  

Joey Conner joins this week's episode to discuss the “Keep It Simple” method—why applying it consistently and intentionally remains one of the most powerful business strategies available, and how you can put it into practice to improve recruiting and retention.Full Description / Show NotesJoey's career history and backgroundWhat the KISS method is and how it fits into real estateJoey's approach to leadershipHow he's been able to have successful agent retentionThe importance of consistencyWhy relationship building can be as important (if not more) than lead generationEasy ways to build relationships and make people feel goodAdvice for brokers in today's industry

Principle 3, 1 Pet. 1:13-25Living Transformed Lives – Day 2We must never compromise the message that all human beings need to be saved by believing in the Lord Jesus Christ.NEW! - Let us know what you think of the program! Support the show

Episode Summary What if the answer to your breakthrough isn't what you've lost—but what you've overlooked? In this powerful teaching from 2 Kings 4, Dr. Chonta Haynes explores the story of the widow who believed she had nothing left, only to discover that God could multiply the very thing she nearly dismissed. If you're navigating divorce, grief, career transitions, financial struggles, or unexpected loss, this episode will help you shift your perspective from scarcity to stewardship and discover how God uses what remains to create your next chapter. You'll learn why God starts by asking "What do you have?" instead of focusing on what's missing, how to expand your expectations, and why your greatest breakthrough may already be in your hands. Key Takeaways Why focusing on loss keeps you stuck The hidden danger of taking the wrong inventory How God uses ordinary things for extraordinary results The real miracle in the Widow's Oil story Three principles for moving from survival to abundance Why expectation creates capacity The importance of private healing before public testimony How community plays a role in your next season Detailed Timestamps 00:00 The question that reveals your miracle 01:11 Recap of the transformation series 03:36 The dangerous moment after loss 05:43 The difference between the enemy's inventory and God's inventory 07:09 How God uses painful seasons for purpose 08:42 God wastes nothing in your life 10:25 The widow asked for survival, God planned abundance 11:03 Walking through 2 Kings 4 13:00 The God question: What do you have? 14:23 The real miracle wasn't the oil 16:01 From provision to payoff to surplus 18:00 Principle #1: Answer the God question honestly 20:15 Principle #2: Borrow boldly and expect more 23:41 Principle #3: Close the door and do the work privately 27:05 Three assignments for this week 29:11 Series recap and next week's lesson on community Join the CROWNed by Design Collective https://chontahaynes.com/collective Get Divinely Connected: Sister 2 Sister https://chontahaynes.com/sister Connect with Dr. Chonta Haynes Book a call https://chontahaynes.com/destiny YouTube: https://youtube.com/@ChontaHaynes Instagram: https://Instagram.com/ctahaynes LinkedIn: https://linkedin.com/in/chonta-haynes Support the Mission Heart 2 Heart Truth Foundation Donate: https://www.paypal.com/donate?hosted_button_id=UZG5B9KX59U4S

Unity of Houston offers positive, practical and progressive teachings that support spiritual evolution and abundant living, emphasizing our Oneness in God and the goodness in people and all of life. We have an in person Sunday service at 11 AM. You can watch it live on Facebook or at www.UnityHouston.org. Podcast of our messages and meditations can be found on our website and on iTunes, as well as videos of service lessons. Follow Unity of Houston on YouTube, Facebook, Instagram, Twitter, and MeetUp.

What Would You “Wish” For? by Autumn Dickson Solomon, David's son, has become king. Very early on in his reign, Solomon has a dream in which the Lord appears to him. 1 Kings 3:5 In Gibeon the Lord appeared to Solomon in a dream by night: and God said, Ask what I shall give thee. This is a really incredible experience as Solomon is stepping into his kingship; the Lord appears and offers to grant a prayer to Solomon. Solomon asks for wisdom and discernment in judging his people. The Lord is pleased with what Solomon asked for especially since Solomon could have asked for more selfish things such as riches, long life, or the defeat of his enemies. Solomon does none of this; he wants wisdom. For a moment, I asked myself what I would ask for. It turned into quite the exercise as I pondered what I really wanted. Going through this experience taught me a couple of principles. Principle one: No dream required. I began thinking of all the things that would bless my life the most. I thought of a grateful heart, seeing people clearly, or or to see His hand moving in my life. I thought of spiritual protection for my kids. I tried to think of which spiritual gift would be the most effective for my own life. It suddenly occurred to me that I didn't have to wait for a dream from the Lord in order to ask for things, and I didn't have to pick just one gift. I could ask for all of them. That's my first principle. The Lord answers prayers regardless of whether He came to us in a dream and agreed to answer a prayer. What would you ask for? What do you ask for? What will you ask for now? Ironically, I haven't prayed for any of those things in a long time. I don't think my prayers have been bad by any means, but I thought so hard about what I really wanted from the Lord and realized that those values had gotten buried by the day-to-day. Principle two. It is powerful to have your heart reflected back to you. The normal pathway for prayers and answers goes like this: We are encouraged by prophets and scripture to pray to the Lord, and He answers according to His wisdom. The pathway for Solomon in this specific experience: The Lord appears directly to Solomon and essentially offers a wish. So here are the differences: The Lord appears directly instead of going through a prophet. He basically offers a wish which is highly unusual (at least in my experience). The experience that Solomon had was very different than normal. Why? The Lord is intentional so why did He make this particular choice with Solomon? Both of these differences combined to make a special thing happen. Whether this was the Lord's intentional purpose is a question that only He can answer. However, one of the side effects was that Solomon had his heart reflected back to him. Let's talk about both differences. Difference 1: He appeared directly. The Lord does not often appear when we have sufficient for what we need. For example, He doesn't always answer “yes” to everything we ask Him about; sometimes He simply refrains from saying “no.” In my experience, He directly interferes only as necessary. Obviously, He is very involved in our lives and manipulates the details in our favor. I'm talking about when His actions would affect our faith. So the Lord is taking care of me behind the scenes and influencing things to help me out, but He's not appearing in a manner where I can have a very clear conversation with Him. And there are reasons for this. Later in life, Solomon turns towards worshiping other gods, influenced by his many foreign wives. I wonder how much more intense Solomon's betrayal was because Solomon had this dream from the Lord directly. The Lord is very involved in our life, but He also keeps direct interference to a minimum in order to protect our faith. And yet, despite the fact that the Lord could have allowed Solomon to simply pray without receiving a dream, the Lord chose to come to Solomon to ask and offer. This extremely direct experience opened up Solomon's heart in a way that normal prayer doesn't always achieve. Perhaps ideally, normal prayer would achieve this, but I'm not sure that it often does. If the Lord came to you, I have a feeling you would be much more intentional in comparison to praying in faith. As least, I would be more intentional…and because it forces intention, you get to see what really matters to you. It reflects your heart back to you. Difference 2: He offers a wish. If you knew you had the opportunity to ask the Lord for something that He had offered to grant, it changes how you approach what you're asking. The Lord has already offered to answer prayers, but this is different. He offers to directly answer one prayer. It's almost like He offered to give Solomon a wish. When I approach normal prayer, I am very open and talk through things and ask for little things. I'm not always perfectly focused. I ask for a lot of things. When I was thinking about what my request would have been, I suddenly got extremely intentional and this wasn't even my experience! This didn't even happen to me, but all of a sudden I was way more concerned about what I was asking for. It gave me an opportunity to reflect on what really mattered to me. What are my values? What do I really want? It's interesting because the Lord already knows our hearts. While mankind looks on the outside, the Lord looketh on the heart. So this wasn't about the Lord trying to figure out Solomon's heart. One of the effects was that Solomon was able to take a good look at his heart as he ascended the throne where he would have power and responsibility. Not only do we pray more intentionally, it also pushes us to live more intentionally. How did Solomon feel when he approached that throne to govern his people? How did this experience change how he approached that throne? I have not stepped onto a throne recently. I have not received a dream or a wish, but even my less-intense experience of pondering what I would ask for has changed my prayers. And in turn, as I pray for help with specific gifts, I'm more intentional as I approach experiences that call upon those gifts. I testify that the Lord is intentional. I testify that He already knows our hearts. I testify that He is very involved in our lives and acts with purpose. If we can learn to act with purpose as He does, we start to change more readily. Our lives become much more available to Him. Autumn Dickson was born and raised in a small town in Texas. She served a mission in the Indianapolis Indiana mission. She studied elementary education but has found a particular passion in teaching the gospel. Her desire for her content is to inspire people to feel confident, peaceful, and joyful about their relationship with Jesus Christ and to allow that relationship to touch every aspect of their lives. Autumn was the recipient of FAIR's 2024 John Taylor Defender of the Faith Award. The post Come, Follow Me with FAIR – 2 Samuel 11–12; 1 Kings 3; 6–9; 11 – Part 1 – Autumn Dickson appeared first on FAIR.

In this week's episode of the Seven Figure Consultant Podcast, I'm exploring a question I've been hearing again and again from consultants over the last 12–18 months — what actually happens to abundance when the world feels uncertain? If you've been building your consulting business through a period of market shifts, economic noise, and an algorithm full of doom narratives, and you've found yourself quietly wondering whether the abundance you were building towards is still available to you — this episode is for you.  I'm sharing three principles I come back to when uncertainty creeps in, and why I believe abundance doesn't dry up in difficult seasons. It just asks you to look for it differently. If you're ready to stop letting external narratives dictate what's possible in your consulting business, let's get into it. In This Episode:  [05:00] Why abundance is about more than money, and what uncertain seasons remind us about what it really means [11:30] The inner child response to bad news, and why we need to be wise about the narratives we consume [18:00] Principle 1: Make yourself safe — regulating your nervous system before making business decisions [26:00] Principle 2: Challenge your narrative and follow the flow — what Jessica is actually seeing across her clients right now [33:30] Principle 3: Be open to a new vision — using uncertainty as a prompt to reassess what you truly want [40:00] Why abundance doesn't have a sell-by date, and where it might be quietly showing up for you right now Key Takeaways:  Abundance is a lens, not a market condition. Scarcity and abundance are narratives before they're realities. The consultants navigating uncertainty best right now are the ones refusing to let the loudest voices — algorithms, doom headlines, a few difficult client conversations — write the whole story of what's possible. Nervous system safety is a business strategy. Making decisions from a place of fear or inner-child reactivity is one of the most expensive things you can do as a consultant. Regulating first — whether that's addressing revenue gaps practically, getting good counsel, or simply pausing before pivoting — is how you access the strategic thinking that got you here. Uncertainty is often a prompt, not a verdict. When markets shift and things feel unstable, it's worth asking: is this a threat to your business, or an invitation to reshape something that was already ready to evolve? Some of the biggest strategic moves come out of seasons that initially felt like disruption. Quotes:  "I think one of the gifts of seasons like this is that we get to reconnect with what abundance truly means, which for me is all about contentment, fulfilment, and energetic overflow. What creates joy. What creates freedom. It's not just about the accumulation of things. It's about the feeling of empowerment and having agency in the world." — Jessica Fearnley "The battle we face in seasons like this is for the narrative we are going to live by. Our internal narratives and patterns and stories are the life force of everything we think, believe, do and become." — Jessica Fearnley "Abundance doesn't stop because world events shift. Abundance isn't only available in specific market conditions." — Jessica Fearnley Useful Links Buy Jessica's book, Too Much, on Amazon Get in touch with Jessica to discuss your consulting business Leave a rating and review for the Seven Figure Consultant Podcast Connect with Jessica on LinkedIn

Most investors say they're long-term investors.   But then they check auction clearance rates every weekend, worry about the next interest rate decision, chase the latest hotspot, and get distracted by whatever the media says is working right now.   And that's a problem, because real wealth rarely comes from the investment that looks exciting today.   It comes from owning the right assets for long enough to let compounding do the heavy lifting.   In today's show, I'm going to chat with independent financial adviser Stuart Wemyss about what he calls "The Forever Test" - a simple but powerful filter for making better investment decisions.   We discuss how short-term media distractions can hinder true wealth creation.   And we highlight the significance of focusing on assets with strong fundamentals and staying power.   Join us as we delve into the power of compounding capital growth over decades.   Takeaways  • Long-term investment strategies reduce emotional decision-making and enhance wealth growth. • The "Forever Test" helps identify investments with enduring value and potential. • Compounding capital growth significantly increases asset value over extended periods. • Short-term market reactions often undermine long-term financial stability. • Strategic investors prioritise fundamentals over fleeting market trends. • Location and structural demand are crucial in property investment success. • Patience and discipline are key to navigating market volatility. • Quality assets in prime locations offer better long-term returns. • Emotional decision-making can lead to costly investment mistakes. • Understanding demographics aids in selecting investment-grade locations.   Links and Resources:   Answer this week's trivia question here - https://www.propertytrivia.com.au/ ·         Win a hard copy of Negotiate Influence, Persuade. ·         Everyone wins a copy of a fully updated property report.   Michael Yardney   Get the team at Metropole to help build your personal Strategic Property Plan. Click here and have a chat with us.     Stuart Wemyss – Prosolution Private Clients     Get a bundle of free reports and eBooks: www.PodcastBonus.com.au   Also, please subscribe to my other podcast, Demographics Decoded with Simon Kuestenmacher – just look for Demographics Decoded wherever you are listening to this podcast and subscribe so each week we can unveil the trends shaping your future.   About The Michael Yardney Podcast | Property Investment And Wealth Creation  Australia   The Michael Yardney Podcast is one of Australia's leading property investment podcasts, helping investors understand the Australian property market and build long-term wealth through strategic property investing.   Each week we explore: • Australian property market updates• Property investment strategies in Australia• Melbourne property market trends• Sydney property market forecasts• Brisbane property investment opportunities• Capital growth property strategies• Property cycles in Australia• Negative gearing and tax strategy• Interest rates and their impact on property• Buyer's agent insights and investment planning   If you're serious about building a high-performance property portfolio and creating financial freedom through real estate, this podcast will give you the clarity and strategy you need.   Learn more at:https://propertyupdate.com.auhttps://metropole.com.au

Send us Fan MailThis week on Floc-It Friday, Rudy Stankowitz takes aim at one of the most misunderstood concepts in pool chemistry: pH drift. If you've ever been told that pH "just goes up," Rudy has news for you. Water doesn't drift. Chemistry doesn't shrug. And carbon dioxide may be controlling your pool far more than you've been taught. Before diving into chemistry, Rudy opens with a satirical pool industry news segment covering algae in Washington's Reflecting Pool, Leslie's recent financial improvements, private equity acquisitions, above-ground pool recalls, and the growing obsession with smart pool equipment. Topics CoveredBreaking News from the Pool WorldA tongue-in-cheek look at: Algae growth in the Reflecting Pool near the National Mall  "Operation Green Freedom" and a fictional crop-duster copper sulfate deployment  Leslie's reporting improved sales and customer activity  Ongoing consolidation of pool service companies through private equity acquisitions  Above-ground pool recalls making national headlines  The industry's growing fascination with app-connected heat pumps and automation Why "pH Drift" Is a Bad ExplanationRudy challenges one of the industry's most common phrases.Water does not mysteriously "drift."When pH changes, chemistry is causing it.This episode explains why saying pH drift is often an observation rather than an explanation and why understanding the underlying chemistry matters. The Pool Is BreathingOne of the most important concepts discussed:Your swimming pool is continuously exchanging gases with the atmosphere.Topics include: Gas exchange at the air-water interface  Chemical equilibrium  Carbon dioxide movement  Why pools are dynamic systems rather than static containers of water  How atmospheric chemistry influences water chemistry every second of every day Carbon Dioxide: The Hidden Driver of pH RiseMost pool professionals focus on chlorine, alkalinity, calcium hardness, and acid additions.Rudy explains why carbon dioxide deserves far more attention.Learn about: Carbon dioxide dissolution  Carbonic acid formation  The carbonate buffering system  Why carbon dioxide leaving the water causes pH to rise  The relationship between carbon dioxide, bicarbonate, and carbonate chemistry Eric Knight's Brilliant Cyanurate-Alkalinity ExplanationReferencing the June 3rd episode of Rule Your Pool, Rudy revisits Eric Knight's explanation of why cyanurate alkalinity is treated differently depending on the calculation being performed.Discussion includes: Why cyanurate contributes to total alkalinity  How muriatic acid protonates cyanurate ions  The difference between cyanurate ions and cyanuric acid  Why total alkalinity and carbonate alkalinity are not interchangeable  When to use carbonate alkalinity for LSI calculations  Why total alkalinity is still used for acid demand calculations Does pH Still Matter When CYA Is Present?A detailed review of: The FC/CYA relationship  Hypochlorous acid concentration  The effects of pH on sanitizer strength  Why maintaining the proper chlorine-to-CYA ratio matters  Pathogen kill times at different pH levels  Giardia and leptospira examples demonstrating how pH can still influence disinfection performance Total Alkalinity Is Not a ChemicalOne of the central lessons of the episode:Total alkalinity is a measurement, not a substance.Topics include: Buffering capacity  Acid neutralizing capacity  Carbonate and bicarbonate systems  Why alkalinity gets blamed for everything  The difference between cause and effect in water chemistry Le Chatelier's Principle and Pool ChemistryRudy breaks down one of chemistry's most important concepts into practical pool language.Learn: What happens when equilibrium is disturbed  How the carbonate system responds to carbon dioxide loss  Why hydrogen ion concentration changes  The actual mechanism behind rising pH Why Waterfalls, Spas, Bubblers, and Deck Jets Raise pHIf your backyard resembles a miniature Bellagio, this section is for you.Topics include: Aeration and turbulence  Increased gas exchange  Carbon dioxide stripping  Why decorative water features often accelerate pH rise  Understanding the relationship between aeration and water balance Salt Systems and pH RiseA common misconception is addressed:Salt systems do not create pH.Instead, they create conditions that accelerate carbon dioxide loss.Discussion includes: Hydrogen gas production  Increased turbulence  Gas transfer dynamics  Why salt pools often experience persistent pH rise Acid and Aeration: The Ultimate DemonstrationRudy explains why the classic acid-and-aeration method for lowering total alkalinity proves that carbon dioxide—not alkalinity—is driving pH rise.A practical chemistry lesson every service technician should understand. Key Takeaways pH does not mysteriously drift.  Carbon dioxide is often the real driver of pH rise.  Total alkalinity is a measurement, not a chemical.  Aeration accelerates carbon dioxide loss.  Salt systems indirectly contribute to rising pH by increasing gas exchange.  Understanding equilibrium makes pool chemistry easier to predict.  Once you understand carbon dioxide, many long-standing pool chemistry mysteries disappear. Support the showThank you so much for listening! You can find us on social media:FacebookInstagramTik TokEmail us: talkingpools@gmail.com

In this episode, Dr. Steve Judson and Dr. Drew Henderson are fired up about patriotism — and they're bringing that same energy straight to chiropractic. An 80-year-old woman parks across the street and walks in through a construction zone because nothing is stopping her from getting adjusted. The office smells like a septic tank, the driveway is a crater, and it was their busiest Monday in three weeks. That's what happens when people believe in what you do — and when you're too proud of it to quit. If we're not proud of chiropractic, why should anybody else be? It's time to Wake Up Humans — get dipped in the principle, show up to DE, get connected to the IFCO, and start spreading this message like a pack of wolves. The fields are white with the harvest. How's your Atlas? Learn more at drstevejudson.com and check out Steve Judson's books and gear.

Principle 2 – An Exclusive Message for All – Day 51 Peter 1:1-2We must never compromise the message that all human beings need to be saved by believing in the Lord Jesus Christ.NEW! - Let us know what you think of the program! Support the show

RecLess 6 Ep 8 - Jamie Sabbach - Author and President & Principal of 110 Inc. discusses her new book, The Bison Principle, and the legacy of an agency, safeguarding and honest planning against financial difficulties and strain, the role of cost recovery in programming, and responsible fiscal planning and stewardship.Click here to learn more - https://www.110percent.net/Shane Mize is the Director of Parks and Recreation in the city of Pflugerville, Texas, where he resides with his wife and children.Tom Venniro is the 12-year Director of Parks and Recreation in Hilton-Parma, New York, where he resides with his wife Melissa, son Jack, and daughters Amelia and Maisie.Jay Tryon is an 19-year park and recreation professional who loves to improve communities and their quality of life. He currently resides in Charlotte, North Carolina, with his wife and children.

Women Leaders Career Advancement: The 4-Relationship Framework and Personal Success Plan (2026) Executive Summary: Women leaders career advancement stalls most often at the relationship level, not the skill level. Women hold only 29% of C-suite roles despite representing nearly half the workforce. Former IBM VP Shelmina Babai Abji reveals the four strategic relationships that accelerate promotion and the Personal Success Plan that keeps you on track week after week. Quick Takeaways: Women leaders career advancement remains stalled at every pipeline level for the 11th consecutive year (McKinsey, 2025). The four relationships that accelerate promotion are: boss, peers, mentors, and sponsors — and all four must be intentionally built. Only 31% of entry-level women have a sponsor, vs. 45% of men — closing this gap is one of the highest-ROI actions you can take. Responding to bias with proof, not reaction, protects your power and changes minds more effectively than confrontation. A Personal Success Plan reviewed weekly keeps your business results, relationships, competencies, and leadership brand advancing together. Key 2025–2026 statistics on women leaders career advancement: the C-suite gap, the broken rung, and the sponsorship deficit. Women leaders career advancement has a number that should stop you: for every 100 men promoted to their first manager role, only 81 women make the same leap. That gap — what McKinsey researchers call the "broken rung" — has barely moved in years. And it is not primarily a skills gap. It is a visibility gap, a relationship gap, and a strategy gap. I'm Sabrina Braham, MA, MFT, PCC — executive leadership coach with over 30 years of experience and host of the Women's Leadership Success Podcast, ranked in the top 1.5% globally with over 950,000 downloads. In Part II of my interview with Shelmina Babai Abji — TEDx speaker, former IBM Vice President, and author of Show Your Worth — we go deep on the practical mechanics that drive women leaders career advancement forward. If you caught Part I, you already have Shelmina's Power Quotient framework for silencing self-doubt. This episode is what comes next: the external strategy. How do you intentionally build the four relationships that move careers forward? How do you handle a boss who doesn't see your value? How do you navigate workplace bias without giving your power away? And what is the weekly planning practice that keeps even the most overwhelmed leader — including single mothers carrying impossible loads — on a clear path to the C-suite? This is one of the most actionable episodes I have recorded in 19 years of podcasting. Let's get into it. Why Women Leaders Career Advancement Stalls: The Strategy Gap The McKinsey Women in the Workplace 2025 report — which surveyed approximately 10,000 employees across 124 organizations — found that women hold only 29% of C-suite roles, unchanged from 2024, and that women remain underrepresented at every level of the corporate pipeline for the eleventh consecutive year. Women of color face a steeper drop-off at every rung. The same research surfaces a critical sponsorship gap that most women don't know exists: only 31% of entry-level women have a sponsor, compared to 45% of men at the same level. Sponsorship — not mentorship — is the relationship that most reliably unlocks promotions, stretch assignments, and visibility with senior leaders. And women are starting from a 14-point deficit. Shelmina's response to this data is direct: "The reason the numbers are as bad as they are is we cannot wait for organizations to change, or for people to change. We have to be the change we want to see." That is not resignation to an unfair system. It is a strategic recognition that women leaders career advancement is not waiting for institutions to fix the pipeline — it is built deliberately, relationship by relationship, decision by decision, week by week. The Four Relationships That Accelerate Women Leaders Career Advancement Shelmina's book Show Your Worth dedicates an entire chapter to what she calls "intentional relationships" — the four categories of professional connection that, when built strategically, become the scaffolding of a senior career. She credits them with her own advancement from immigrant engineer to IBM Vice President. Relationship 1: Your Boss This is the most high-leverage relationship in your career, and the one most women invest in least strategically. "At the end of the day, you work for your boss, not an organization," Shelmina says. "It is up to you to build that relationship." The mechanism is not flattery or politics. It is a deliberate daily practice of contributing value that advances your boss's success — specifically, unique value that makes you essential. Shelmina describes this as "leaning into your authenticity and your uniqueness until you become essential to your boss's success." When you are essential to your boss's success, you are in a position of power to negotiate what you want — flexible boundaries, stretch assignments, sponsorship, promotion recommendations. Power in a workplace relationship is not seized; it is earned through indispensability. Practically, this means: Understanding your boss's most critical success metrics and aligning your work visibly to them Ensuring your boss has a "front-row seat" to your contributions — proactively, not passively Asking for help on stretch assignments (which demonstrates self-awareness, not weakness) Preparing thoroughly for performance reviews with documented, outcome-quantified contributions Relationship 2: Peers Peer relationships are the often-overlooked engine of influence. In 2026's increasingly matrixed organizations, influence flows horizontally as much as it flows vertically. Peers who trust you, advocate for you in rooms you're not in, and co-create solutions with you are a form of organizational capital that compounds over time. Shelmina notes that the same principle applies here as with the boss relationship: the foundation is contribution, not connection for its own sake. Peers who see you as someone who makes their work better — not someone who competes with them for credit — become your most organic advocates. Relationship 3: Mentors — The Right Ones, Not Just Any Here Shelmina offers a counterintuitive observation that stopped me when I heard it. She regularly asks women at conferences: "How many of you have mentors?" Almost every hand goes up. Then she asks: "How many of those mentors have pushed you, accelerated your success, made you significantly better personally or professionally?" Most hands go down. "We need to be intentional and strategic even when we look for mentors," she says. "We must know: why is this person the right mentor for me, at this point in time?" A mentor who is a perfect match for where you are today may be misaligned with where you need to go next. Great mentors: Have navigated the specific transition you are facing Will push you, not just validate you Are willing to give you honest, sometimes uncomfortable feedback Have relationships and visibility at levels above your current role Shelmina's own pivotal mentor was Susan Whitney — an IBM General Manager who, in the two minutes it took to walk from a roundtable back to an office, changed the entire direction of Shelmina's career by asking one question: "Where do you want to be in five years?" That question planted a seed. Shelmina did not have the answer — but she pursued Susan as a mentor, did whatever it took to get noticed and earn time with her, and eventually built the relationship that shifted her from "doing a great job in my current role" to "thinking strategically about what I want to do next, and next, and next." Relationship 4: Sponsors — Your Most Powerful Accelerant A mentor gives advice. A sponsor gives opportunity. This distinction is critical and widely misunderstood. Sponsors use their own political capital to advocate for you — in the rooms where promotions are decided, on the committees where assignments are distributed, in the conversations where names are put forward. A sponsor says your name when you are not in the room. A mentor helps you prepare for the room. Both matter. But only one moves the needle on the broken rung. Given that women enter careers with a 14-point sponsorship deficit compared to men, closing this gap is one of the highest-ROI investments you can make in your own career advancement. You earn a sponsor the same way you earn every other relationship: by making yourself visible, demonstrating your capability in high-stakes situations, and becoming someone whose success the sponsor wants to be associated with. Shelmina's guidance: identify one person at two levels above you who has both visibility with senior leadership and the willingness to advocate. Do the work to get in their orbit. When you are there, make their decision to sponsor you easy — by showing up with the kind of work that reflects well on anyone who recommends you. The four relationships that drive women leaders career advancement: boss, peers, mentors, and sponsors How to Navigate Workplace Bias Without Losing Your Power As a woman of color scaling the corporate ladder, Shelmina encountered both internal barriers — the self-doubt and fear of belonging described in Part I — and external barriers: leaders who did not automatically see her as a candidate for leadership roles, colleagues who underestimated her capabilities, and structural biases that filtered opportunity away from people who didn't fit the existing template. Her framework for navigating bias is one of the most strategically intelligent approaches I have encountered in 30 years of coaching. It has three operating principles: Principle 1: Don't React — Prove "When you react, you give your power away to them....

Principle 2 – An Exclusive Message for All – Day 41 Peter 1:1-2We must never compromise the message that all human beings need to be saved by believing in the Lord Jesus Christ.NEW! - Let us know what you think of the program! Support the show

Principle 2 – An Exclusive Message for All – Day 31 Peter 1:1-2We must never compromise the message that all human beings need to be saved by believing in the Lord Jesus Christ.NEW! - Let us know what you think of the program! Support the show

In this episode, I sit down with Dr Sepehr Lajevardi — a specialist plastic surgeon who built one of the fastest-growing multi-doctor clinics in Australia. In just three years, he scaled from a single-surgeon setup to a nine-surgeon, multi-disciplinary clinic — without relying on aggressive marketing or shortcuts. Instead, he focused on something most clinic owners overlook: Building the infrastructure first. What You'll Learn This conversation goes beyond marketing tactics. It's about what actually drives sustainable growth in a modern clinic. We break down: Why specialisation is the fastest way to build trust and referrals How to scale from solo practice to a multi-surgeon operation The role of SOPs, concierge teams, and structured patient journeys Why most clinics fail when they invest in marketing too early without a conversion system  How fast response time (under 5 minutes) changes conversion completely The difference between leads vs. managed patient journeys How AI is being used inside clinics to improve productivity and follow-up The Big Takeaway One idea stood out clearly: Clinics don't have a lead generation problem. They have a lead management and infrastructure problem. Dr Lajevardi made it very clear: Paid ads come last Systems come first Patient experience drives everything This aligns directly with what I've shared in previous episodes: #94: One Thing to Boost Your Consultation Conversion Rate by Over 300% #90: Why SOPs and Business Systems Are Great Investments For Your Practice #103: Why Patients Pick Your Competitor (and How to Change That)  #106: The Three Roles Every Medical Clinic Owner Must Master — And Why Most Surgeons Get Stuck as Technicians  If your backend systems aren't strong, more leads won't fix your growth — they'll just expose the gaps faster. Connecting This to the Bigger Picture This episode also ties closely to the framework I outline in my book:

Principle 2 – An Exclusive Message for All – Day 21 Peter 1:1-2We must never compromise the message that all human beings need to be saved by believing in the Lord Jesus Christ.NEW! - Let us know what you think of the program! Support the show

ustice is rarely simple. At the conclusion of this See You In Court conversation, Professor Stephen Vladeck describes justice as messy, imprecise, and complicated. Those complications, however, help give people confidence that the law is more stable, neutral, and principled than the will of whoever currently holds political power. This closing reflection connects directly to Robin Frazer Clark and Lester Tate's broader interview with Professor Vladeck about the Supreme Court's shadow docket, due process, judicial transparency, and public confidence in the legal system. Watch the complete interview on YouTube: https://youtu.be/kfK3Fl1_Qgw?si=L-yLs9z0LJkrmHEP Listen to the complete episode on Podbean: https://seeyouincourt.podbean.com/e/the-supreme-court-s-secret-power-grab-shadow-docket-explained/ Learn more: https://seeyouincourtpodcast.org/   Justice, Stephen Vladeck, Supreme Court, Shadow Docket, Rule of Law, Due Process, Judicial Transparency, Civil Justice, Legal Podcast, See You In Court  

To understand the 1953 raid on polygamous families living in Short Creek, we have to go back even further and understand where the community of Short Creek came from, and the theological controversies that led fundamentalist Mormon families to settle there.

So, here's how it went down this week…1.⁠ ⁠Our normal in-depth production schedule exchange took place over WhatsApp on Monday2.⁠ ⁠Recording commenced bang on 10:37am on Tuesday morning, conditions were normal with a gentle pace and favourable headwinds.3.⁠ ⁠Approximately 20 minutes a largely throwaway comment, somewhat metaphysical in nature, threw Ant off course.4.⁠ ⁠We took that concept on a hell of a ramble, with canine in tow, and plenty of mint-cake (courtesy of my birthplace).Ant suggested we went old-school for the spelling, he thinks the double-g seems to work better for some reason, I can't say I am convinced but if I am going to put my name to something then it might as well be accurate.Then again as none of you actually exist it probably doesn't matter that much.hTCD Merch StoreBecome Purple and support the showThe Invisible Man Volume 1: 1991-1997The Invisible Man Volume2: 1998-2014FacebookInstagramWebsite

Principle 2 – An Exclusive Message for All – Day 11 Peter 1:1-2We must never compromise the message that all human beings need to be saved by believing in the Lord Jesus Christ.NEW! - Let us know what you think of the program! Support the show

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.

Meet Bijay, a cybersecurity entrepreneur working at the intersection of AI, national security, and digital infrastructure. With experience across SaaS security, enterprise systems, and AI-powered cyber defense, he works with national and international clients while actively advocating for stronger cybersecurity standards in Nepal.   In this conversation, Bijay explains why cybersecurity is no longer just an IT issue, but a national security priority. From AI-generated malware and cyber warfare to Nepal's outdated policies, data privacy risks, and the future of AI-driven attacks, he explores how technology is evolving faster than governments and organizations can adapt.   In this episode of The Doers Podcast, we talk about:   -Why cybersecurity is now a national security issue, not just an IT problem -How AI is changing both cyber defense and cyber warfare -Why Nepal still operates on outdated cybersecurity policies from 2012 -Why young Nepali cybersecurity talents are world class but lack direction -Why future wars may begin with cyber attacks, not missiles -What Nepal must do to build a billion dollar cybersecurity industry -Why “secure by design” is becoming mandatory in the AI era   From AI threats to digital warfare, from policy failures to untapped Nepali talent, this conversation goes deep into the future of cybersecurity, national resilience, and Nepal's place in the global tech ecosystem.   Timestamps: 0:00 Highlights 0:59 Bijay back at The Doers podcast after 5 years 5:30 Rapid changes in innovation due to AI 9:29 How will you protect your data and information? 15:13 Now cyber security has become a basic need. 20:13 Health sector is a neglected area. 24:46 There is no cyber security law in Nepal. 28:32 Big visions with no base in Nepal's digital plan 39:10 MBBS student in bug bounty 44:29 Status of young graduates in this field 49:49 Milestones to achieve to get into cyber defence 57:32 Why are we losing projects from abroad? 1:12:42 Principle of  Palantir's CEO  1:16:34 It is a race of capital. 1:20:44 Showcase investors our capabilities and competence.   If you love reading, don't miss our newsletter on Substack Link: https://substack.com/@doersglobal?    Want to join us live in the studio as an audience member? Fill out this form: https://forms.gle/xZi8yptyoxkkc6aa8    ✉ Reach out to us at partners@doersnepal.com  

A @Christadelphians Video: **YouTube Video Description**In this **outstanding** and **thought-provoking** fifth instalment of *One In Christ: Complementary Roles*, Bible student Mark O'Grady delivers a **revealing** and **insightful** exposition on vulnerability. We explore what happens when the men who are called to lead—whether in the home or ecclesia—fall short, make mistakes, or even become wicked. How do faithful sisters navigate real‑life complications whilst upholding divine principles? Drawing from the rich tapestry of Scripture, we examine examples that are both **wonderful** and searingly honest: Bathsheba's respectful genius with an ageing king, Hannah's meek response to a false accusation, Jael's extraordinary courage in a treacherous household, and Abigail's decisive action to avert disaster. This is not abstract theory; it is practical, Spirit‑filled wisdom for every flawed human relationship. Whether you are a brother grappling with the weight of your responsibility or a sister seeking guidance in lonely territory, this study will challenge and inspire you to apply God's principles with grace, integrity, and resilience.**

Learn the two important principles about the leader-follower

Welcome to The Daily Wrap Up, an in-depth investigatory show dedicated to bringing you the most relevant independent news, as we see it, from the last 24 hours (6/11/26). As always, take the information discussed in the video below and research it for yourself, and come to your own conclusions. Anyone telling you what the truth is, or claiming they have the answer, is likely leading you astray, for one reason or another. Stay Vigilant. !function(r,u,m,b,l,e){r._Rumble=b,r[b]||(r[b]=function(){(r[b]._=r[b]._||[]).push(arguments);if(r[b]._.length==1){l=u.createElement(m),e=u.getElementsByTagName(m)[0],l.async=1,l.src="https://rumble.com/embedJS/u2q643"+(arguments[1].video?'.'+arguments[1].video:'')+"/?url="+encodeURIComponent(location.href)+"&args="+encodeURIComponent(JSON.stringify([].slice.apply(arguments))),e.parentNode.insertBefore(l,e)}})}(window, document, "script", "Rumble");   Rumble("play", {"video":"v78yzmk","div":"rumble_v78yzmk"}); Source Links (In Chronological Order): How Iran's Counter-Strikes On Israeli Bases Are Reshaping The Middle East TheLastAmericanVagabond TheLastAmericanVagabondChannel 06/01 12pm ET | The Fein Print - The Truth Is In The Fein Print How Iran's Counter-Strikes On Israeli Bases Are Reshaping The Middle East New Tab Exclusive: Political pressure threatens to undercut EPA science evaluating chemical safety for consumers, sources say | CNN Politics Exclusive: Political pressure threatens to undercut EPA science evaluating chemical safety for consumers, sources say | CNN Politics MAHA Bait and Switch? Trump's EPA Calls for Review of Fluoride Science While Ignoring Historic Ruling on Fluoride Federal Court Overturns Historic Fluoride Ruling as Trump Admin Fights to Keep Fluoride in the Water New Tab (9) Thomas Massie on X: "Hopefully, @TPUSA is still opposed to warrantless spying. A vote to extend the unconstitutional FISA 702 program *without warrants* will likely happen today in the House. I'll vote No." / X (9) Justin Amash on X: "“FISA is a critical tool that allows the U.S. government to spy on American citizens without a warrant in violation of the Fourth Amendment.” —Scott Bessent, translated" / X (9) Justin Amash on X: "There are so many things to criticize Democrats over, but here you are slamming them for blocking unconstitutional spying on Americans. You absolutely suck at this." / X (9) Derrick Evans on X: "I no longer care that the left is stealing elections. I care about the fact that Republicans have done NOTHING about the left stealing elections. Zero consequences for their actions. We are at the point of having to ask, are the Republicans in on it? https://t.co/aZoUHpQhHC" / X (9) Acyn on X: "Trump: They rigged the election. It's been proven. We have things that you won't believe. When we release the full files, you're not going to believe how crooked election was. https://t.co/0eWtQgBYNs" / X New Tab (9) Drop Site on X: "The Defense Intelligence Agency has reportedly raised its counterintelligence threat assessment for Israel to “critical” — its highest level, now placing the U.S. ally above some adversarial nations. American personnel in Israel discovered spyware on their phones. Targets of the https://t.co/B6GGSJrg4d" / X (9) Ron Paul on X: "Just days after news broke that the National Defense Authorization Act for next year would virtually merge the US and Israeli militaries, we now are hearing that the Intelligence Authorization Act is doing the same thing with the US Intelligence Community! Introduced by Sen." / X Text - S.4615 - 119th Congress (2025-2026): Intelligence Authorization Act for Fiscal Year 2027 | Congress.gov | Library of Congress New NDAA (Further) Integrates US and Israeli Militaries & The Ongoing Axios/Iran War Deception (12) Ben Freeman on X: "Key provision buried at the very end of the just released House Defense funding bill

Principle 1 – Identity in Christ – Day 41 Peter 1:1-2As Christ-followers, we are to discover our true identity in God's eternal family rather than in our earthly associations and relationships.NEW! - Let us know what you think of the program! Support the show

On today's episode, Gabe discusses the importance of riddling our tongue and using our speech to bring life as opposed to death, blessing as opposed to cursing.   We talk through the consequences of slander and its effects on a community and the parallels between it and Biblical tzara'at.   For more information on Dothan Messianic Fellowship, visit www.dothanmessianicfellowship.com

Principle 1 – Identity in Christ – Day 31 Peter 1:1-2As Christ-followers, we are to discover our true identity in God's eternal family rather than in our earthly associations and relationships.NEW! - Let us know what you think of the program! Support the show

Tuesday June 9 Principle 1 – Identity in Christ – Day 21 Peter 1:1-2As Christ-followers, we are to discover our true identity in God's eternal family rather than in our earthly associations and relationships.NEW! - Let us know what you think of the program! Support the show

In this episode, I share a lesson that came to me while spending a full day working on the landscaping in front of our home. What began as a simple Saturday project of trimming bushes quickly became a powerful metaphor for life and business. Some of the shrubs in our landscaping had grown far beyond their intended place. They were healthy in one sense, but they had become invasive, disproportionate, and unmanaged. A light trim was not enough. Some of them had to be cut all the way back to the core. As I worked through that process, I realized that the same thing has been happening in areas of my life and business. Through my daily audio journaling practice, I have been paying closer attention to where my time, energy, focus, and commitments are actually going. That practice has revealed places where good things have grown beyond their proper boundaries. Some activities are valuable, but they have started to encroach on the space intended for something else. In this episode, I talk about how this has shown up in my business calendar, my invitation engine, my CRM, podcast production, commitments, spending, tools, and even identity. I also share how I am learning to distinguish between what needs a light trim, what needs radical pruning, and what may need to be removed altogether. The central idea is this: Unmanaged growth is not the same as healthy growth. Sometimes the next level does not begin by adding something new. Sometimes it begins by cutting back what has overgrown. In This Episode, I Talk About Why I decided to work on my own landscaping for the first time in twelve years. How overgrown holly and Japanese barberry bushes became a metaphor for life and business. The difference between healthy growth and unmanaged growth. Why some things need more than a light trim. How daily audio journaling has helped me identify blind spots and patterns. What I have noticed about my calendar, commitments, and business model. How CRM optimization began encroaching on my invitation engine. Why not every good idea belongs in the moment when it appears. The importance of pruning distractions even when they are valuable. Why pruning often looks ugly before it looks healthy. How I am evaluating my weekly commitments to The Cliff Ravenscraft Show and Podcast Answer Man. The question we all need to ask: “What has grown beyond its intended place?” Key Takeaway Not everything that grows is healthy simply because it is growing. Some things in life and business start out useful, beautiful, or productive, but if they are left unmanaged, they can eventually take over more space than they were ever meant to occupy. The work of pruning is the work of intentional leadership. Reflection Questions What has grown beyond its intended place in your life or business? What are you maintaining simply because it has always been there? What needs a light trim? What needs to be cut back to the core? What may need to be pulled out completely? Where have you confused activity with alignment? Where might things need to look bare for a season so they can become healthier later? Reach Out If this episode resonates with you and you would like help getting clarity on where to prune, where to simplify, and where to focus next, feel free to reach out. Email: cliff@cliffravenscraft.com Until next time, I encourage you to take everything you do in your life to the next level.

Do you actually know what your business is worth? Most entrepreneurs think they do.Eric Coonrod is a 22-year investment banker and author of The Preparation Principle. He specializes in helping business owners get the maximum value from their exits. In this episode, he breaks down the pattern he sees most often: owners who go to market underprepared, find out their financials don't match their assumptions, and watch deals fall apart.This episode walks through what it actually takes to prepare for a business sale -- starting with the most common mistake Eric sees, entrepreneurs who don't know their real EBITDA, all the way through the five-person professional team you need, the tax strategies that can save millions before a deal closes, and the question most founders never answer until they're already at the closing table: who are you after you sell?What you'll walk away with: Why EBITDA mismatch is the number one exit killer and how to fix it before you go to market. The five professionals every entrepreneur needs at least two to three years before selling -- and why your existing attorney is almost certainly not on the list. The wealth management and tax strategies that can save you millions if you start early enough. How to structure earn-outs so buyers can't manipulate your payout. And the identity question most entrepreneurs avoid until it's too late.Get The Preparation Principle by Eric Coonrod at ecoonrodco.comConnect with Eric Coonrod on LinkedIn Hosted by John St. Pierre and Rich Hoffmann, Entrepreneurs United is built for founders and leaders who want straight talk on building businesses that actually work. New episodes every week.https://entrepreneursunited.us/links/

Guided Question How should believers respond when Scripture challenges modern cultural assumptions about gender roles, authority, and visible expressions of faith? Summary In this sermon on 1 Corinthians 11:2–16, Dr. Robert Lewis addresses one of the New Testament's most debated and culturally sensitive passages: head coverings in worship. Framing the chapter as a theological “Rubik's Cube,” he carefully examines Paul's teaching on Christian tradition, authority, and God's design for order. Dr. Lewis explains that 1 Corinthians 11 discusses two traditions—head coverings and the Lord's Supper—and focuses here on the doctrine behind head coverings: the principle of headship. Drawing from the relationship between God the Father and Christ, he highlights the biblical pattern of equality in essence with distinction in function. Applying this to men and women, he argues that Paul's instruction was rooted not in temporary culture, but in creation order. Rather than promoting legalism, the message calls believers to wrestle honestly with Scripture, to understand the meaning behind tradition, and to consider how visible practices can reflect spiritual realities. The ultimate aim is harmony, humility, and faithfulness to God's design within the church. Outline I. Christian Tradition and Context (1 Corinthians 11:2, 17–34) Two traditions addressed: head coverings and the Lord's Supper The importance of understanding the meaning behind church practices II. The Principle of Headship (1 Corinthians 11:3) God → Christ → Man → Woman Equality in essence, distinction in function Order as part of God's design III. Head Coverings in Worship (1 Corinthians 11:4–6) Worn during public prayer and prophecy A visible symbol of authority and distinction IV. Rooted in Creation (1 Corinthians 11:7–12; Genesis 2) Creation order as the foundation Mutual dependence “in the Lord” V. Nature and Symbolism (1 Corinthians 11:13–16) Hair length as a natural distinction Head covering as a spiritual symbol Affirmed as apostolic practice among the churches Key Takeaways Christian traditions are meant to communicate theological truth. Biblical headship reflects order, not inequality. Equality of worth does not eliminate functional distinction. Visible practices can teach and reinforce spiritual realities. Scripture must be wrestled with, not ignored. Cultural shifts do not automatically nullify biblical principles. Faithfulness to God's design requires humility and courage. Scripture References 1 Corinthians 11:2–16 — Head coverings reflect divine order in worship. 1 Corinthians 11:3 — The order of headship is established. John 5:30 — Jesus submits to the Father's will. John 6:38 — Christ fulfills the Father's purpose. Philippians 2:6–11 — Equal with God, Christ humbles Himself. Colossians 2:9 — Christ possesses full deity. 1 Peter 2:23 — Jesus models trusting submission. Genesis 2 — Creation establishes male–female order. 1 Corinthians 11:7–9 — Creation order shapes distinct roles. 1 Corinthians 11:11–12 — Men and women are mutually dependent. 1 Peter 3:7 — Husband and wife are fellow heirs. 1 Corinthians 11:17–34 — Worship must reflect reverence and order. 1 Corinthians 14 — Corporate worship requires structure and clarity. Recorded 2.21.82

Principle 1 – Identity in Christ – Day 11 Peter 1:1-2As Christ-followers, we are to discover our true identity in God's eternal family rather than in our earthly associations and relationships.NEW! - Let us know what you think of the program! Support the show

We challenge the way we claim “principles” while cutting people off for small personal slights and giving a pass to bigger moral red flags. We sort out what our core values actually are, how accountability should work in friendships, and where loyalty quietly turns into enabling. • principles versus preferences in friendships • money disputes and “it's the principle” logic • political and social beliefs as real dealbreakers • core values as actions not slogans • discipline integrity and loyalty in relationships • accountability versus judgment and why we confuse them • loyalty that tells the truth privately • enabling that blocks consequences and protects patterns • friendship seasons and what growth changes • parenting standards including consent and fairness • faith doubt and making room for hard questions • celebrity culture fandom and consuming public self-destruction Join our Patreon CommunityBuy some merch and ebooksIG: @terryroseland & @amansperspective_

The fiery furnace reveals both the courage of faithful obedience and the nearness of God's presence with His people in suffering.

The fiery furnace reveals both the courage of faithful obedience and the nearness of God's presence with His people in suffering.

Amanda Cruise talks to Brent Neely as he shares the details behind his strategic acquisitions of office properties leased to state agencies and the federal government, including how he secured seller financing with zero personal guarantees, low interest rates, and long-term fixed terms during a volatile market. You'll discover how Brent identified these unique opportunities, managed risks during the COVID pandemic, and significantly increased NOI through lease renewals and strategic repositioning all while maintaining near-absent vacancy risk in small markets. Brent Neely Current role: Founder and Principle of Neely Property Investments Based in: Enterprise, Oregon Where to find them: https://www.linkedin.com/in/brent-neely/ https://dealdebrief.com Book your free demo today at bill.com/bestever and get a $100 Amazon gift card. Visit https://malabarhillcapital.com/ for more info. Podcast production done by⁠ ⁠Outlier Audio⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Start Your Transformation Now⁠  These days all kinds of “spiritual authors” have all kinds of books about “spiritual laws.” However, most people mix and match “laws” that tend to validate their model of reality. In this episode I quickly cover the “Seven Cosmic Laws” brought to the world by Hermes Tresmegistus and though the laws were just published around 100 years ago, the manuscript is believed to be over 10,000 years old. These are the laws that govern as laws and as you're listening to this episode you'll find two things: one, it will be obvious why your life has unfolded in the way that it has and secondly, you'll start to see just how powerful you are. The Seven Cosmic Laws are known as Hermetic Wisdom and in this episode I lay out all seven for you.The Laws…1. The Principle of Mentalism:The All is mind; The Universe is Mental.2. The Principle of Correspondence:As above, so below; as below, so above. As within, as without; as without, so within.3. The Principle of Vibration:Nothing rests; Everything moves; Everything vibrates.4. The Principle of Polarity:Everything is dual; Everything has poles; Everything has its pair of opposites; Like and unlike are the same;Opposites are identical in nature, but different in degree; Extremes meet; All truths are but half-truths;All paradoxes may be reconciled.6. The Principle of Rhythm:Everything flows, out and in; Everything has its tides; All things rise and fall; The pendulum swing manifests in everything; The measure of the swing to the right is the measure of the swing to the left; Rhythm compensates.7. The Principle of Cause & Effect:Every cause has its effect; Every effect has its cause; Everything happens according to law' Chance is but a name for law not recognized' There are many planes of causation,but nothing escapes the law.8. The Principle of Gender:Gender is in everything; Everything has its masculine and feminine principles; Gender manifests on all planes. Listen, apply, and enjoy!  Transformational Takeaway  Our lives are governed by cosmic laws and when we know these laws we then have the “scepter of power.” Mentioned Resources: The Kybalion The Secret Of The Ages by Robert Collier Episode 9: How The Law Of Attraction Repels The Money And Abundance You Want Disclosure: Some of the links above are affiliate links, meaning, at no additional cost to you, I will earn a small commission if you make a purchase. Let's Connect:  ⁠Instagram⁠ | ⁠Facebook⁠ | ⁠YouTube⁠ | ⁠LinkedIn⁠  LIKED THE EPISODE?  If you're the kind of person who likes to help others, then share this with your friends and family. If you have found value, they will too. Please leave a review on ⁠Apple Podcasts⁠ so we can reach more people.  Listening on ⁠Spotify⁠? Please leave a comment below. We would love to hear from you!  With gratitude, Jim