Podcasts about Principle

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 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.

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

https://www.bezerkpro.org http://www.lindasibio.com $1.5M Milestone — Linda Sibio's Bezerk Productions Celebrates 5 Years of Cracked Eggs in “Grief and Growth” Opens Thu. Mar. 12, 2026 in San Bernardino, California https://icont.ac/51eR7 As an artist, educator, and advocate, Linda Sibio has spent her entire career exploring and reframing exactly this kind of disruption, not just as pathology, but as a generative space for new modes of living and creating. Linda is the creator of The Insanity Principle, which transforms so-called “psychotic” thought patterns into radical artistic tools. Her multi-decade project, The Economics of Suffering Series, is a landmark investigation into how capitalism and financial volatility shape marginal and neurodiverse experience. As the founder of Bezerk and the mind behind innovative programs like Cracked Eggs, Linda works directly with communities on approaches that heal through creativity and illuminate the importance of honoring different cognitive realities. She is an award-winning artist, recognized internationally with the Wynn Newhouse Award for excellence among visual artists with disabilities. Her story expands conversations about resilience, social justice, and how unexpected ways of thinking can help us rebuild shattered expectations and identities. I believe Linda would add a bold, honest, and inspiring perspective to Tell Me Your Story and would resonate deeply with your mission to offer listeners powerful models for transformation.

Men can be victims of emotional abuse too—but many struggle to recognize it, talk about it, or seek help.In this powerful and deeply personal episode, Tim Golden—philosophy professor, author, actor, former attorney, and national speaker on men's mental health—shares his journey as a survivor of emotional abuse. Best known for his TEDx Talk, Suffering in Silence: The Emotional Abuse of Men, Tim opens up about how emotional abuse affected his self-esteem, identity, relationships, intimacy, and overall well-being.Drawing from both personal experience and professional insight, Tim discusses the lasting impact of childhood trauma, the importance of therapy, setting healthy boundaries, learning self-love, and the role faith played in his healing journey. His story is one of resilience, recovery, and hope, offering an important perspective on a topic that is too often overlooked.Topics discussed: Emotional abuse, men's mental health, childhood trauma, self-esteem, therapy, healing, recovery, relationships, intimacy, boundaries, faith, resilience, and personal growth.Chapters02:00Introduction to Emotional Abuse Awareness10:12Tim's Personal Journey and Relationship Dynamics29:01The Breaking Point of the Marriage41:42Recognizing Emotional Abuse and Its Impact42:35The Burden of Marriage and Divorce44:57The Journey to Therapy and Healing56:02Forgiveness and Reconciliation59:47Living by Principle and Self-Acceptance01:08:59Integration of Past Trauma01:18:03The Importance of Therapy and Self-Care01:20:00Closing ResourcesThe Center for Relationship Abuse AwarenessNational Action Alliance for Suicide PreventionGuest links - Dr. Timothy GoldenTEDx Talk: Suffering in Silence: The Emotional Abuse of Men - Dr. Timothy GoldenPublication: Frederick Douglass and the Philosophy of ReligionInstagramLike what you heard?  Share with others and follow us @ponderingthoughtspodcast Instagram

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

The medical complexity driving significant change in skilled nursing care approaches doesn't stop at the door to therapy. With demand for speech-language pathology greater than ever, one North Carolina-based provider organization is looking to expand its therapists' knowledge and encourage the use of advanced staff training to help patients regain function. Michele Hass, regional therapy consultant for Principle LTC, recently became one of the first SLPs in the nation to earn a dysphagia certification from Accelerated Care Plus. The highly specialized credential focuses on swallowing disorders, aspiration prevention and patient safety — and Haas plans to use what she's learned to encourage others to use the techniques she picked up and pursue their own advanced credentials. ”These certifications, they're more than just a piece of paper,” Haas tells McKnight's Long-Term Care News in this episode. “I think they represent a commitment to patient care and staying engaged in the profession.” Principle wants to leverage Haas' interest in the ACP training — focused on advanced biofeedback technology— to enhance care capabilities across its regional footprint. It's just one way the operator of 38 facilities is responding to the clinical shift from compensatory care to modern rehabilitation, according to DeLaine Rice-White, Principle's senior vice president of therapy services. She emphasized that supporting advanced credentials can dramatically boost employee satisfaction and stabilize staffing levels, protecting facilities from the steep costs of turnover. Professional development, she added, is essential measure to protect against clinical stagnation. "If we don't do this, and we always do what we've always done, we'll always get what we always got,” she tells McKnight's Senior Editor Kimberly Marselas. “Our outcomes will not keep pace with the evolution of science and innovation if we go down that road." Listen to the full episode to learn more about ACP's approach to dysphagia care and why Principle views certifications and other training opportunities as critical investments for skilled nursing providers. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

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

The Diversity Principle examines the long, intellectual history of diversity not as a slogan or political, but as a foundational driver of learning, innovationand democracy. Legal Scholar and author David B. Oppenheimer.

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.

Practicing Generosity: The Principle of Sowing and Reaping           Date: June 7, 2026Pastor Steve PooleKey Scripture: 2 Corinthians 9:6-121. Giving generously is sowing not losing“So let me urge you to be a bit more reckless in your giving, and to have a good laugh about it as you give.” (Gary Millar)2. We generously sow our time, talents, and treasures3. Sow generously to harvest an enriched and eternal life4. God provides both the seed for sowing and the harvest“He who supplies seed to the sower and bread for food will supply and multiply your seed for sowing and increase the harvest of your righteousness.” 2 Cor. 9:10NEXT STEPS1.Enter into God's generous forgiveness and resurrection life through faith in Jesus.2.Analyze how you are currently sowing your time, talents and treasures and pray for wisdom about how to invest them well.3.Reflect on how you are reaping God's blessing for faithfully sowing your time, talents and treasure.JOURNAL PROMPTHow are you currently sowing your time, treasures and talents? How is God calling you to sow them more generously?How have you been enriched by generously sowing time, talent and treasures in others?  

How do we move from simply "surviving" the mess of life to actually "occupying" our God-given purpose? In this powerful conclusion to our 4-week series, Pastor Tom explores Days 5 and 6 of Creation (Genesis 1:20-31), where God transitions from building the infrastructure of the universe to populating it with life. We discover that order is not the end goal—fruitfulness is. In this message: A Legacy Tribute: We celebrate the incredible 92-year life of Jim Welker. Hear firsthand memories of Linden Road's history and see what it looks like to convert a lifetime of success into Kingdom significance. The 4th Day Story: Hear from Steven, a 27-year-old whose faith has been rekindled, and see how God is using him. The Chaos-Crushing Toolkit: Walk away with 4 practical, daily steps (Presence, Boundaries, Alignment, and Purpose) to keep the "Leviathan" at bay and walk in the peace of Christ. Small but Mighty: An update on our partnership with Grace Episcopal and how Linden Road is turning "Swords into Plowshares." Connect with Us:

Every day, billions of transactions settle between strangers who have no idea which bank the other uses. That lack of friction is not automatic. Nine-tenths of the money in daily circulation has been created by commercial banks, but it stays trustworthy only because central banks stand behind it, and keep the system in balance.In this week's episode Tim Phillips talks to Stephen Cecchetti (Brandeis University, CEPR) about what happens when new forms of digital money test that architecture. Cecchetti is one of the authors of the eighth Barcelona Report in The Future of Banking series, part of the Banking Initiative at IESE Business School, just published by CEPR as a free download.Will retail central bank digital currencies, tokenised deposits, and stablecoins upset the delicate balance of system that has been running for decades? Stablecoins, for example, do not create money, but they claim the status of money without the institutional guarantee that makes money trustworthy. Three jurisdictions — the US, the EU, and the UK — are each resolving the same underlying contradiction in different ways. None has fully resolved it.The research behind this episode:Niepelt, Dirk, Stephen G. Cecchetti, Hélène Rey, and Xavier Vives. 2026. Digital Money: The Future of Banking 8. London: CEPR Press. Available as a free download from CEPR.To cite this episode:Phillips, Tim, and Stephen G. Cecchetti. 2026. “The digital money supply.” VoxTalks Economics (podcast). Assign this as extra listening. The citation above is formatted and ready for a reading list or VLE.About the guestStephen Cecchetti is the Rosen Family Chair in International Finance at Brandeis University, a Research Fellow of the Centre for Economic Policy Research (CEPR), and a Research Associate at the NBER. He was previously Economic Adviser and Head of the Monetary and Economic Department at the Bank for International Settlements, and Director of Research at the Federal Reserve Bank of New York. His research spanning monetary policy, financial stability, and banking regulation has shaped both academic and policy debate over three decades. He blogs at moneyandbanking.com.Research cited in this episodeWalter Bagehot's lender of last resort doctrine. In Lombard Street: A Description of the Money Market (1873), Bagehot argued that a central bank under stress should lend freely against good collateral at a penalty rate. The prescription remains the intellectual foundation for how central banks manage runs and systemic crises. Cecchetti invokes it to make the point that no private substitute for a central bank backstop has ever proved durable, and that the doctrine is now, one hundred and fifty years on, being tested by instruments its author could not have imagined.Monetary uniformity, mobility, and elasticity. The three institutional conditions underpinning general acceptance of money, developed in analysis by the Bank for International Settlements and discussed extensively in the report. Uniformity means a pound is a pound regardless of which bank holds it. Mobility means claims move between users and institutions at low cost and settle with finality. Elasticity means the supply of money can expand when it is under stress. Together they explain why we accept a deposit at face value without doing any analysis of the bank that issued it; and together they identify exactly where new forms of digital money create institutional gaps.Silicon Valley Bank failure, March 2023. SVB's collapse illustrates both the lender of last resort functioning and the limits of no-bailout commitments. Cecchetti notes that SVB's liabilities were still trading at par on the Thursday before its Friday failure because the Federal Reserve stood behind them. He also notes that Circle, the issuer of USDC, held $3.3 billion of its reserves at SVB and was effectively bailed out in the resolution. The episode is one of two occasions in the past twenty years where money market fund-like instruments have been backstopped by the Federal Reserve under stress.Genius Act (United States). Principle-based stablecoin regulation expected to come into effect in the US around 2027. Under its provisions, only stablecoins issued by bank-affiliated issuers will have access to the Federal Reserve; only those will therefore have the institutional backing needed to function as money. Stablecoins issued by non-bank entities will not.Markets in Crypto Assets Regulation (MiCA), European Union. The EU framework for crypto assets, which entered into force in 2024. For stablecoins, MiCA requires issuers to hold 30 to 60% of their reserves in bank deposits, with no provision for central bank backing. The stated rationale is to keep deposits within the banking system; Cecchetti notes this creates a different category of vulnerability and leaves the question of what happens under stress unresolved.Bank of England stablecoin proposal (United Kingdom). The Bank of England's approach differs from both US and EU frameworks by explicitly requiring large stablecoin issuers to hold significant reserve deposits at the Bank of England, making them in effect narrow banks with a direct central bank backstop. Cecchetti regards this as the most coherent of the three approaches in terms of institutional logic, though the same fundamental question applies: whether holding to that design under stress would be politically sustainable.Tether and the jurisdictional challenge. Tether, the largest stablecoin issuer, is registered in El Salvador having previously operated out of the British Virgin Islands. Its tokens are held by users in multiple countries, traded on exchanges in multiple jurisdictions, and backed by US Treasury securities. Cecchetti uses this to illustrate why local regulation, however well-designed, is necessary but not sufficient; effective oversight of instruments that are genuinely global requires international standards and coordination.Fractional reserve banking and the goldsmith model. The institutional structure described in the episode has roots in mid-seventeenth century England, when goldsmiths began issuing more paper receipts than they had gold in their vaults. The goldsmiths became bankers; the paper became money; the vulnerability to runs became a structural feature of private money creation that persists today. Cecchetti uses the history to make the point that while technology changes how we store and transmit information, the underlying architecture of trust in private money is as old as Newtonian physics.More VoxTalks Economics episodesMaking banking safe, Stephen Cecchetti and Kermit Schoenholtz. Our financial system is supposed to be more resilient than before the global financial crisis, but that didn't save Silicon Valley Bank, Signature Bank or First Republic. So what went wrong?Related reading on VoxEUNew coins on the block: Digital currencies and the financial system. The authors of the Barcelona Report warn that “Digital money will be reliable only where sound institutions and robust technology come together.”

Principle 10 – Matthew, Internalizing God's Word    Matthew 5:20-30To overcome temptations that lead to serious sins, we must internalize God's truth in our hearts on a consistent basis. NEW! - Let us know what you think of the program! Support the show

Thom's Nutshell: “The promise of perfection is a red herring. Don't be distracted from your pursuit of learning and improving.” Patrick celebrates eight years of sobriety and the gang discusses the importance of honoring recovery milestones. The 5 Points of Balance: Staying clear about our values and worth in the face of criticism (not letting others edit your sense of self). Calming our anxiety and comforting our emotional bruises or trauma. Grounded responding and not overreacting or under reacting when there is tension or anxiety. Confronting ourselves for our own integrity and able to meaningfully endure discomfort for our growth and development. Unhooking self, others and reality from unreasonable expectations. Our music is provided by the great southern artist Jefferson Ross. Learn more about Jefferson at jeffersonross.com Visit our website: www.emotionalsobriety.info Follow us on social media: Instagram: thomrutledge2 Joe C. Twitter: @Rebellion_Dogs Learn more about Joe C., Secular AA and Rebellion Dogs here: https://rebelliondogspublishing.com    Friendly Circle Berlin workshops: https://friendlycircleberlin.org/events   Allen's book, 12 Essential Insights for Emotional Sobriety: https://www.amazon.com/12-Essential-Insights-Emotional-Sobriety/dp/1955415129/   Join Allen & Thom at our Thursday night, 7pm PST Zoom meeting on Emotional Sobriety and the Steps (login information below):  https://zoom.us/j/330149513 Password: 375986   For our ongoing workshop video series on Emotional Sobriety and the 12 Steps, visit our YouTube channel here: https://www.youtube.com/channel/UCHEM2-kqLkfp3I4c0jy-X-g   Also, please join our “Emotional Sobriety and Recovery” FB Group at the following link: https://www.facebook.com/groups/120450976662519 We'd love to stay in touch in between meetings.   We appreciate feedback! Contact Patrick, our producer, at pndirective4@gmail.com for any questions or comments. Chapters (00:00:00) - Emotional Sobriety(00:04:10) - Joe Sobriety on His Eight Years of Recovery(00:07:21) - Applying the Principle of Differentiation to Emotional Sobriety(00:14:27) - The Differentiation in Personal Life(00:16:16) - 5 Points of Balance: How to Calm Your Anxiety(00:20:51) - Emotional Sobriety: Being More Present(00:25:22) - Tom on His Wife's Fight

That key seat you keep hiring around? The one where the right person feels too expensive or too far out of reach? It's costing you more than the salary ever would.In this episode, Scott Joseph tells the story of a Starbucks conversation that turned one underperforming dealership into 19 stores and a multiple-nine-figure exit. You'll learn how to name the single role that changes your math, how to hire for where you're going instead of where you sit today, and how to protect that hire long enough to let it compound!Topics discussed:Introduction (00:00)The Starbucks coffee that became a nine-figure exit (01:29)The friend, the dealership, and the one piece of advice (02:28)From 90 units to 900: what the right operator made possible (04:58)Hire for the business you're building, not the one you have (06:46)Principle #1: name the single role with disproportionate return (07:39)Principle #2: hire for where you're going, not where you are (09:07)Principle #3: give them the authority their responsibility requires (12:09)Principle #4: protect the relationship for the compounding to show up (14:01)The two questions every leader should sit with right now (16:58)Claim 50% off your seat at the next Business Bourbon & Cigars Leadership Retreat, October 13–15, 2026 in Louisville, KY: https://meplusultra.com/BBC50Apply for the Me Plus Ultra Mastermind to connect with elite entrepreneurs who solve real problems together: https://MePlusUltra.comSubscribe so you don't miss any episodes:Apple Podcasts: https://apple.co/3SN2fHnSpotify: https://open.spotify.com/show/74bfJL9J2fjevQEvi17ekUYouTube: https://www.youtube.com/@MePlusUltraNetwork/Connect with Me Plus Ultra:https://www.instagram.com/me_plus_ultra/https://www.facebook.com/MePlusUltra/https://www.facebook.com/groups/1011061052968028/https://x.com/Me_Plus_Ultra/Connect with Scott Joseph:https://www.linkedin.com/in/ScottJosephhttps://www.instagram.com/scotttjoseph/https://www.facebook.com/ScottTJoseph/https://x.com/ScottTJoseph1This episode was produced by Podcast Boutique https://www.podcastboutique.com

Principle 9 – Matthew, Fulfilling the Law    Matthew 5:13-19As Christ-followers, we are to reflect the law's requirements by loving one another. NEW! - Let us know what you think of the program! Support the show

Clement Manythela speaks to Dali Mpofu, who is Advocate and legal professional to understand the legal premise of the Phala Phala judgement and its legal implications.See omnystudio.com/listener for privacy information.

Isaac Conyers IV, Director of Operations at Marco Pharma International, a family-owned distributor of German biological medicines joins Enterprise Radio. Listen to interview with … Read more The post How Marco Pharma International Turned Principle Into a 35-Year Business Strategy appeared first on Top Entrepreneurs Podcast | Enterprise Podcast Network.

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

Principle 8 – Matthew, Reflecting God's Fullness    Matthew 5:2-12To discover enduring spiritual fulfillment, we must be saved by grace through faith and then demonstrate those qualities of life that reflect God's perfection. NEW! - Let us know what you think of the program! Support the show

Send Katie a Text Message!! In this special joint episode of Success by Design and Design for the Creative Mind, Michelle Lynne and I kick off a new series called The Art of Being the Principal. We dive into what it really takes to lead a successful interior design firm, move beyond being the operator of your business, and step fully into the role of CEO.If you're balancing design work, team management, marketing, finances, and client demands while wondering why growth still feels so hard, this conversation is for you.IN THIS EPISODE:• The difference between being a business owner and a business operator• Why most designers struggle to step into the CEO role• How systems and processes create more freedom and creativity• What to delegate first as your firm grows• Why protecting your time is critical to scaling sustainably• The importance of hiring the right people and creating accountability• How to stop working harder and start leading smarter• Why successful principals make time for strategy, not just executionMost interior designers don't need to become better designers—they need to become stronger leaders. In this conversation, Michelle and I share honest insights about delegation, leadership, decision-making, and building a firm that supports your life instead of consuming it.If you're ready to move from constantly doing the work to confidently leading the business, this episode will challenge the way you think about growth.Your business should be working for you—not you working for it. This conversation is all about how to make that happen.• Connect with Michelle Lynne: https://www.michellelynne.comConnect with KatieLinkedInBusiness Strategy Sessions for Interior Designers Free Resources for scaling your interior design firmWebsite

As the nation approaches its 250th anniversary, two veteran activists are celebrating one of the country's foundational principles: the right to protest, as embodied in the Declaration of Independence. But they warn that this right is under attack.“Our ability to protest is key to moving forward on a whole range of environmental and social issues … which is why I'm so terrified at the thought of losing this democratic right,” said Annie Leonard, who spent 17 years with Greenpeace USA, serving as executive director from 2014 to 2023.She and André Carothers are co-authors of “Protest: Respect It, Defend It, Use It.” Carothers spent 13 years with Greenpeace USA and co-founded and led the Rockwood Leadership Institute.The two have direct experience of the power of the protest and the ferocity of the pushback.Anti-protest laws are spreading and becoming increasingly repressive. Nearly 400 anti-protest bills have been introduced in 45 states, according to the International Center for Not-For-Profit Law. Activists are now being charged with felonies and accused of terrorism.One of the most draconian anti-protest tools is known as a strategic lawsuit against public participation, as was filed against Greenpeace by Energy Transfers, builder of the Dakota Access Pipeline. The company accused Greenpeace of inciting violence and spreading misinformation during indigenous-led protests in 2016 and 2017 that delayed construction. Last year, a North Dakota jury awarded Energy Transfers $660 million, later reduced to a still-staggering $345 million.SLAPP lawsuits “are designed to intimidate, silence, scare, distract and bankrupt critics,” Leonard told me. “It's a kind of corporate legal bullying” intended to prevent people from protesting. Forty states, including Vermont, now have anti-SLAPP statutes.“Protest” describes creative and successful acts of resistance from around the world. Among these are the 2015 protests by “kayaktivists” in Seattle aimed at stopping Shell Oil from drilling in the Arctic. Hundreds of people in kayaks, sailboats and tribal canoes took to the water to block an oil drilling rig, Shell's Polar Pioneer, as it was being moved to Alaska. The boaters held up signs saying, “Save the Arctic,” “Oil-Free Future” and “Shell No!”After spending $7 billion on Arctic oil exploration, Shell ultimately canceled the project, citing high costs and “the challenging and unpredictable federal regulatory environment,” which protesters took credit for.Leonard said that what made the Seattle protest successful was that it was “part of a long intentional escalating campaign” that included family kayak training each weekend and free kayak rentals. “There were community meetings and art builds. It was a very inclusive and participatory set of activities for a couple of years leading up to filling the actual bay with kayaks to try to stop the Polar Pioneer from moving forward.”Carothers noted that “a lot of these protesters are not honored at the time.” Rosa Parks and her husband lost their jobs and had to leave town after her refusal to give up her seat for a white person on a bus in Montgomery, Alabama, in 1955. It took nearly 40 years before Parks was honored by President Bill Clinton with a Presidential Medal of Freedom.“There are so many ways to get involved,” said Carothers, highlighting how citizens have protested the federal immigration crackdowns in New Orleans, Los Angeles and Minneapolis. He said he counted 27 different ways that people in Minneapolis resisted U.S. Immigration and Customs Enforcement, “from people driving their neighbors' kids to school because they didn't want to leave the house,” to lawyers offering their services in cars, to people delivering food to their immigrant neighbors, to others “who went to the detention center with a blanket and a cup of hot soup when someone was released.”Leonard and Carothers want their book to be both inspirational and practical. They are speaking at the Patagonia store in Burlington on June 5 and offering a training in nonviolent resistance the following day.“If you're feeling alone and if you're feeling isolated, don't be alone,” Carothers said. “Find a neighbor, find a mailing list that is describing what's available to you in your community … and do what it takes to support the universe of people who are perhaps more inclined to go in the street, or perhaps more inclined to be arrested because they have the social capital (or) the economic flexibility to risk arrest in a way other people don't.”“There's lots of ways to be involved,” Carothers added, emphasizing: “Protest works.”

What does it really mean when scripture says that God is the same yesterday, today, and forever?In this throwback solo episode, Megan Farner explores one of the most misunderstood phrases in scripture and challenges the common assumption that "the same" means "unchanging." Drawing from the King Follett Discourse, Lectures on Faith, the Book of Mormon, and broader spiritual principles, she examines how God's consistency may be rooted in perfect obedience to eternal law rather than the absence of growth or progression. Topics include: The true nature and character of God  Joseph Smith's teachings on eternal progression  The King Follett Discourse  Faith as a principle of power  The doctrine of Christ and spiritual transformation  Eternal laws, agency, miracles, and divine potential  What it means to become more like God If you've ever wrestled with questions about God's nature, eternal progression, or the relationship between faith and spiritual growth, this episode offers a thought-provoking perspective.Subscribe for more conversations on scripture, spiritual development, temple symbolism, and the path of discipleship.Timestamps00:00 Introduction 00:15 What Does "God Is the Same" Mean? 02:04 Why Understanding God's Nature Matters 06:00 The Problem with "Unchanging" Interpretations 07:05 Joseph Smith on God's Progression 10:47 God and Eternal Law 13:53 The Law of Gender & Divine Partnership 15:31 Polarity, Opposition, and Creation 19:25 Symbolism and the Law of Correspondence 21:59 Thoughts, Agency, and the Law of Attraction 24:40 Faith as a Principle of Power 27:27 Cause and Effect: The Law of the Harvest 29:01 Rhythm, Cycles, and the Doctrine of Christ 29:59 Consecration and the Law of Abundance 31:36 Oneness, Zion, and Atonement 33:03 Scriptural Evidence for God's Consistency 38:25 God as a God of Miracles 43:00 Faith, Repentance, and Spiritual Alignment 44:47 No Variableness, Neither Shadow of Changing 47:42 The Counterfeits of Eternal Law 55:51 Learning to Become Like God 58:16 Divine Potential and Co-Equality with God 01:00:28 Temple Covenants and Eternal Laws 01:01:24 Final Thoughts If you feel called to better understand and embody your divine femininity, consider if our next cohort of Return to the Garden is for you! We gather starting September 28th. Hidden Wisdom initiates truth-seekers into the Mysteries, guiding listeners toward a lived experience of the Divine that awakens and transforms faith—without dismantling family or community. Pursue your Journey: ✨ Hidden Wisdom App – Join for FREE and enjoy pathway programs, community, expansive library, and more!

Money is not the goal. It's a tool. Most people were never taught how to use it. Core:We inherit scripts about money. Save more. Earn more. Want more. But those scripts were built for survival, not fulfilment. The shift is subtle but powerful: from accumulation to allocation. This episode is about choosing where your money goes—and what that choice turns you into. When you spend on time, you create space. When you spend on experiences, you create identity. When you spend on others, you create connection. The question isn't “can money buy happiness?” It's whether you're willing to spend in alignment with the life you're trying to build. Because every purchase is a vote. And most people are voting by default. Takeaways: Align spending with values, not social comparison Treat money as a tool to create time, energy, and connection Experiment with new ways of spending to discover what truly works SPONSORS

Head over to ⁠⁠8020BASEBALL.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to get even more useful coaching and baseball information, and check out the one-of-a-kind ‘8020Baseball Coaching System'.While you're there, sign up for the free one-page key takeaways PDF that summarizes all the key points of each episode and is delivered to your inbox each week for free. ⚾ ⚾ ⚾ ⚾ ⚾ Welcome to the 8020 Baseball Podcast! In this fast-paced, weekly podcast, Coach Bo shares a direct path to becoming a great youth baseball coach by combining his 20+ years of baseball coaching experience with his 20+ years of unique teaching experience, while also drawing on his experiences playing youth, HS, collegiate, and professional baseball.A deep level of baseball knowledge, combined with universal strategies such as the 80/20 Principle, gives this podcast a uniquely advanced approach to mastering all the key parts of coaching youth baseball.The podcast combines solo episodes with high-quality interviews featuring individuals who share specific, actionable strategies for youth baseball coaches. New episodes every Tuesday!

Eric Boles is a former NFL wide receiver turned executive coach, keynote speaker, and founder of The Game Changers Inc. In this episode, Will and Eric go deep on the real reason teams fail and it's not talent, motivation, or attitude. It's alignment, clarity, and the courage to have direct conversations.In this episode you'll learn:What Mike Holmgren, Andy Reid, and Jon Gruden taught Eric about running an elite organizationWhy most team problems are awareness problems, not attitude problemsThe difference between "what I want from you" and "what I want for you"  and why both matterHow to set up "pre-success" instead of doing endless post-mortemsWhy withholding hard feedback is actually the selfish choiceThe 80/20 principle applied to relationships, leadership, and lifeHow to use AI as a thought partner (not just a task automator)Why culture is dictated by what's tolerated, not by how happy everyone isConnect with Eric:LinkedIn: https://www.linkedin.com/in/eric-boles/Instagram: @ericboles_Facebook: @ericbolesCompany: https://thegamechangersinc.com/Book mentioned:The 80/20 Principle by Richard KochSend us Fan MailVirtual Rockstars specialize in helping support or replace all non-clinical roles.Learn how a Virtual Rockstar can help scale your physical therapy practice.Subscribe here to our completely free Stress-Free PT Newsletter for your weekly dose of joy. 

Principle 7 – Matthew, Producing Mature DisciplesMatthew 4:23-5:1To develop mature Christ-followers, all spiritual leaders should give special attention to those who have a sincere desire to learn deep spiritual truths. NEW! - Let us know what you think of the program! Support the show

SPONSORS: - Accelerate your efficiency. Sign up for your one-dollar-per-month trial today at http://shopify.com/theories - I personally subscribe to The Economist. TOE listeners get 35% off the annual subscription. No other podcast has this! https://economist.com/TOE Roman Yampolskiy has spent two decades being right about things people wished he wasn't — and in this conversation, he's not here to scare you, but to be precise. He makes the case that AI alignment isn't merely unsolved but fundamentally under-defined: no agreed-upon values, no way to formalize them even if there were, and no mechanism for enforcing them on something smarter than its creators. His strongest argument isn't a doom scenario, it's that you cannot indefinitely control something smarter than you. FOLLOW: - Spotify: https://open.spotify.com/show/4gL14b92xAErofYQA7bU4e - Substack: https://curtjaimungal.substack.com/subscribe - Twitter: https://twitter.com/TOEwithCurt - Discord Invite: https://discord.com/invite/kBcnfNVwqs - Crypto: https://nowpayments.io/donation/TOE - PayPal: https://www.paypal.com/donate?hosted_button_id=XUBHNMFXUX5S4 TIMESTAMPS: - 00:00:00 - Defining General Intelligence - 00:05:58 - AI Instrumental Convergence - 00:11:11 - The Orthogonality Thesis - 00:16:15 - Escaping the Simulation - 00:21:45 - Principle of Indifference - 00:27:51 - Acquired Savant Syndrome - 00:33:51 - LLM Internal States - 00:41:02 - AI Safety Impossibility Results - 00:47:16 - Public Misconceptions - 00:53:21 - Existential vs. Suffering Risks - 01:01:20 - AI Alignment Definition Crisis - 01:09:28 - Computational Irreducibility - 01:16:20 - Substrate Independence - 01:22:50 - Philosophical Zombie Critique - 01:29:57 - The Cassandra Paradox - 01:37:35 - Religion and Simulation - 01:46:03 - Digital Physics Evidence - 01:51:20 - Limits of Control LINKS MENTIONED: - Roman's Papers: https://scholar.google.com/citations?user=0_Rq68cAAAAJ - Roman's Podcast: https://www.youtube.com/channel/UCPIq6Bb-1iLmqyksJjy4kLQ - Roman's Twitter: https://x.com/romanyam - Roman's Facebook: https://www.facebook.com/roman.yampolskiy - AI Identity [Paper]: https://philarchive.org/archive/ZIETPO-7 - Basic AI Drives [Paper]: https://selfawaresystems.com/wp-content/uploads/2008/01/ai_drives_final.pdf - Qualia in Agents [Paper]: https://arxiv.org/abs/1712.04020 - Orthogonality Thesis [Paper]: https://nickbostrom.com/superintelligentwill.pdf - Escape the Simulation [Paper]: https://www.researchgate.net/publication/369187097_How_to_Escape_From_the_Simulation - Could This AI Be Conscious? [Article]: https://unherd.com/2026/05/is-ai-the-next-phase-of-evolution - Impossibility Results in AI [Paper]: https://arxiv.org/abs/2109.00484 - When AIs Act Emotional: https://youtu.be/D4XTefP3Lsc - Hacking the Simulation [Paper]: https://philarchive.org/rec/YAMHTS-2 - Autonomous Machine Intelligence [Paper]: https://openreview.net/pdf?id=BZ5a1r-kVsf - Hinton on Maternal Instincts [Article]: https://fortune.com/2025/08/14/godfather-of-ai-geoffrey-hinton-maternal-instincts-superintelligence/ - Singleton Hypothesis [Paper]: https://nickbostrom.com/fut/singleton - New Kind of Science [Book]: https://amazon.com/dp/1579550088?tag=toe08-20 - On AI Controllability [Paper]: https://arxiv.org/abs/2008.04071 - Universe as Numerical Simulation [Paper]: https://arxiv.org/abs/1210.1847 - Nir Lahav [TOE]: https://youtu.be/3nHiOtnnrzA - Joscha Bach [TOE]: https://youtu.be/3MNBxfrmfmI - Bas Van Fraassen [TOE]: https://youtu.be/lhpRAWxvY5s - Simulation Hypothesis [TOE]: https://youtu.be/3_lBPMc6JRY - Geoffrey Hinton [TOE]: https://youtu.be/b_DUft-BdIE - Max Tegmark [TOE]: https://youtu.be/-gekVfUAS7c - Stephen Wolfram [TOE]: https://youtu.be/FkYer0xP37E - David Chalmers [TOE]: https://youtu.be/5r9V1ryksnw More links: https://curtjaimungal.substack.com Guests do not pay to appear. #science Learn more about your ad choices. Visit megaphone.fm/adchoices

Principle 6 – Matthew, Dedicated Discipleship    Matthew 4:12-22To follow the Lord Jesus Christ, we must faithfully apply His teachings. NEW! - Let us know what you think of the program! Support the show

Alright my geeky horse people, this one's for you! No season would be complete without an episode with Elisse Miki of Equilibria Therapeutics. We promised to do a podcast on each of the osteopathic principles, and it may take us a minute but we're going to make it happen.  Elisse came for a visit to the farm and we just had to sit down for a conversation unpacking the osteopathic principle of autoregulation, what it means for our horses, how it shows up in every day experiences and how to interpret these experiences through an osteopathic lens. This one was recorded a few months back, when Reykur was just finding solid ground with his health, but was still wobbly so we definitely looked at how this principle relates to rehabilitation and illlness. You'll be happy to know that as of the publishing of this episode he seems to have turned a good corner and is staying more stable with more vitality. We also got into the story of Gwynna's rehabilitation and how this principle played a role, and how much a supoortive environment supports a return to homeostasis. Enjoy! As a human and equine therapist with over 15 years of experience working with clients in a therapeutic setting, Elisse Miki brings a wide variety of modalities into her practice. She began her career working as an Exercise Physiologist having completed her Bachelors in Kinesiology then went on to obtain her Registered Massage Therapy Licence. She has since gone on to complete Diplomas in Equine Therapy, Equine Craniosacral, and is currently in the process of completing her Equine Osteopathy Diploma.  Her current focus lies in research and development of current standards of practice in the equine industry. Elisse hosts clinics for horse owners and will be offering continuing education courses for existing health care professionals and equine therapists starting in January 2020. Website – www.equilibriatherapeutics.com Email – elisse@equilibriatherapeutics.com Facebook Personal – https://www.facebook.com/elisse.miki Facebook Business Page – Equilibria Therapeutics – https://www.facebook.com/elissemikirmt/ Equine Cranial Certification with Alexa and Elisse – https://www.equilibriatherapeutics.com/equine-craniosacral  

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 

In this special guest episode, Danielle, President of Kelly Roach International, takes over the mic to break down exactly how the team is generating sales (ranging from $25 to $4,075) while Kelly is fully unplugged with her family. If you're the only person in your company who can teach, go live, or sell from camera, you're capping your own freedom — and your revenue. Danielle walks through the systems, expectations, and team structure that make founder-independent selling possible, plus the two skills every business owner should be training their team on right now. In this episode, you'll learn: Why financial transparency with your team is the non-negotiable foundation of the Miracle Hour How to break down weekly revenue goals into new sales, reactivations, renewals, upsells, and collections The difference between "front of the house" and "back of the house" sales roles — and who should be selling what Why your team needs decision-making authority (and who on your team should have it when you're gone) The one skill that will fast-track everything else: training someone on your team to go live and sell from camera How to start small — even with just a VA — and build a system of accountability that scales Why specificity around daily asks is the difference between vague "go sell" energy and actual revenue Whether you have a full team or just one VA, this episode gives you the exact starting point to begin breaking founder dependence so you can take a vacation (or just a Tuesday off) without watching your revenue stall. TIMESTAMPS 00:00 — The result: 97 sales in 8 days while Kelly is in Italy 01:30 — Welcome and intro: Danielle taking over the show 02:45 — Why the Miracle Hour is the vehicle for breaking founder dependence 04:00 — Principle #1: Financial transparency — sharing weekly revenue goals with your team 06:15 — What counts as "new dollars in": sales, reactivations, renewals, upsells, and collections 08:30 — How to reverse-engineer your annual goal into weekly team targets 10:00 — Front of the house vs. back of the house: clarifying team roles 12:30 — Why daily specificity (not just "go sell") is what drives results 14:45 — Principle #2: Empowering your team to make offer decisions without you 17:00 — Principle #3: Training someone on your team to go live and sell from camera 19:30 — How 30 sales came in during three lives Danielle ran while Kelly was away 21:15 — Where to start if you only have a VA or a small team 22:45 — The one skill that will fast-track everything else RESOURCES: Get your copy of the Miracle Hour book: https://www.themiraclehourbook.com/   Subscribe to Kelly's Substack newsletter: https://kellyroachofficial.substack.com/subscribe Follow Kelly on Instagram: https://www.instagram.com/kellyroachofficial/ Follow Kelly on Facebook: https://www.facebook.com/kelly.roach.520/ Connect on LinkedIn: https://www.linkedin.com/in/kellyroachint/ Join our next Legacy Leaders Retreat happening August 31st-September 1st in Boca Raton, FL: https://join.thebusinessadvisory.com/legacyexperiencesept