Podcasts about principles

In this episode of Space Nuts, Andrew Dunkley and Professor Fred Watson explore fascinating topics ranging from the mysterious double moon dust implications and Venus's unusual rotation to updated protocols for announcing extraterrestrial evidence. They also delve into the intriguing potential of moon dust as a record of extinct civilizations and future lunar construction solutions, all while reflecting on the universe's expansion and the search for intelligent life beyond Earth.Main Topics:The concept of moon dust remnants potentially indicating alien megastructures or extraterrestrial artifacts.The recent research explaining Venus's peculiar retrograde rotation and the impact hypothesis involving a large impactor.Updated protocols from the International Academy of Astronautics (IAA) for credible extraterrestrial life detection announcements.The potential for lunar surface dust, especially 'technograins,' to harbor evidence of past civilizations.Technological prospects for lunar infrastructure, including 3D printing using moon dust and the economics of relocating materials to build lunar bases.The discussion of the universe's expansion, dark energy, and the likelihood of future scenarios like the Big Rip, Big Crunch, or indefinite expansion.The importance of rigorous verification for scientific claims and the dangers of misinformation, especially on social media.Timestamps:00:00 - Introduction to extraterrestrial moon dust and alien artifacts02:14 - New findings on Venus's rotation and impact theories03:52 - Updated protocols for announcing extraterrestrial evidence10:37 - Moon dust as remnants of alien civilizations24:17 - Future lunar habitation and construction using moon dust33:00 - The challenges and possibilities of lunar infrastructure44:00 - The expanding universe: dark energy, Big Rip, and Big Crunch55:30 - The nature of time before the Big Bang and current theories58:38 - The potential for observing lunar sunsets and corona phenomena67:41 - The inevitability of future lunar sunset observations69:12 - Closing remarks and climate of scientific inquiryResources & Links:Research on Venus's Rotation by ETH ZurichDeclaration of Principles for Search for Extraterrestrial IntelligencePhys.org Moon and Space Mining articlesSpace Connect Article on Extraterrestrial ProtocolsThe Bright Side - Moon Dust as Building MaterialNASA - Artemis ProgramThe European Geosciences Union Conference ViennaConnect with Professor Fred Watson:LinkedInTwitterKeep questioning and exploring — our universe is full of mysteries waiting to be uncovered.Become a supporter of this podcast: https://www.spreaker.com/podcast/space-nuts-astronomy-insights-cosmic-discoveries--2631155/support.

Episode Summary In this episode, Karl Bryan and Rode Dog dive deep into the difference between being "rich" and "wealthy," explore frameworks for financial decision-making, and break down practical systems to help coaches and business owners accumulate lasting, quiet wealth (not just loud riches). They tackle the psychology behind wealth, the dangers of FOMO-driven habits, good versus bad debt, AI's role in coaching, and unconventional book recommendations for sharper coaching minds. Stick around for Karl's "moment of Zen" on intentionally shaping the feel of your life and business. Key Topics Covered Rich vs. Wealthy: The Real Difference Karl Bryan lays out the classic Shaq example: "I'm rich making $10 million, but the team owner is wealthy." Rich displays as loud (cars, houses, spend), while wealth is quiet and built by what you don't spend or sell—accumulated over time 02:30. Wealth results from assets held and never sold, while rich is about consumption and visible spending. FOMO and "keeping up with the Kardashians" fuel expensive habits that keep people from accumulating real wealth 05:48. Good Debt vs. Bad Debt Good debt creates positive returns (e.g., property investments that cashflow or machinery that generates more than its payment). Bad debt (especially student loans) is debt you can't escape, often with no financial upside 08:35. Why Optionality Trumps Just "Getting Rich" Karl explains why optionality—having choices—is the ultimate wealth: "Live where you want, drive what you want, do what you want." But beware of moving the goalposts due to FOMO 09:28. Tariffs and Manufacturing Jobs The duo discuss why tariffs alone aren't bringing back traditional manufacturing jobs. AI, automation, and energy are where the future is headed—not trying to revive 1950s economies 12:10. Unconventional Book Recommendations for Coaches Deep-dive recommendations include "Confessions of an Economic Hitman," "The Creature from Jekyll Island," "Antifragile," "What I Learned Losing a Million Dollars," "Sapiens," and "Principles." Each offers powerful mental models, psychological insights, and frameworks—far beyond conventional business books 16:16. Real Estate as a Growth Lever Karl shares advanced real estate strategies (especially in niches like mobile homes and boutique hotels), advocating for accumulating assets that pay you forever, not just selling for a one-time gain 30:09. Designing Your Home, Business, and Life for the Right Feel The "moment of Zen" focuses on intentionally defining how you want your business, home, and life to feel—and structuring rules, systems, and rewards to support that vision 34:17. Notable Quotes "Rich is loud, wealthy is quiet. You want to become wealthy. You want to guide your clients to be wealthy." – Karl Bryan 07:00 "Earned money equals never sell… Introduce me to a family with old money, and I'll introduce you to a great-grandfather who didn't sell." – Karl Bryan 04:25 "FOMO is your most expensive habit... We used to keep up with the Joneses, now it's keeping up with the Kardashians." – Karl Bryan 05:47 "Leadership starts with telling the truth. You have to tell yourself the truth." – Karl Bryan 05:20 "Tariffs: you can't tariff your way back to 1950. The jobs coming back are automated factories with robotic jobs. Amazon 101." – Karl Bryan 12:28 "The real opportunity is energy, tech, and land. That's where the big dogs are investing." – Karl Bryan 12:51 "Optionality is the ultimate goal: the happiest, most peaceful people have lots of options." – Karl Bryan 40:14 Actionable Takeaways Understand & Teach the REAL Difference: Make sure both you and your clients aim to quietly accumulate wealth by holding and nurturing assets, instead of focusing on appearances or loud spending. Leverage Good Debt: Only take on debt that creates positive cashflow and avoid high-interest, no-upside consumer and student debt. Set (and Don't Move) the Goalposts: Establish clear financial targets for yourself and clients and beware of letting FOMO push you into perpetual "more chasing." Read for Leverage: Go beyond trendy business books; seek out foundational texts that give you frameworks on systems, psychology, power, and wealth that most coaches overlook. Build Systems Over Motivation: Use principles and mental models (like those from "Principles" and "Antifragile") to make wealth and happiness inevitable in your business and life. Structure for Feel, Not Just Achievement: Define how you want your business, home, and vacations to feel—then create rules and systems that support that intention. Resources Mentioned Book Recommendations: Confessions of an Economic Hitman (John Perkins) The Creature from Jekyll Island (G. Edward Griffin) Antifragile (Nassim Nicholas Taleb) What I Learned Losing a Million Dollars (Jim Paul & Brendan Moynihan) Sapiens (Yuval Noah Harari) Principles (Ray Dalio) Profit Acceleration Software (by Karl Bryan): Proven system for compounding profit growth for coaches and their clients. Focused.com – Daily emails, coaching resources, and more Networking & Market Analysis: Understand your Total Addressable Market (TAM), find your niche, and track where "the puck is going." If you enjoyed the episode, please subscribe, share with a fellow coach, and leave a review. See you next week on Business Coaching Secrets! Ready to elevate your coaching business? Don't wait! Listen to this episode now and make strides towards your goals. Visit Focused.com for more information on the Profit Acceleration Software™ and join the thriving community. Get a demo at https://go.focused.com/profit-acceleration

Stay informed on current events, visit www.NaturalNews.com  - Introduction to Natural Abundance (0:10) - Natural Abundance in the Human Body (6:58) - Energy and Intelligence from Natural Abundance (13:47) - The Law of Substitution and Transcendence (20:33) - The Role of Human Governments and Institutions (27:00) - The Importance of Natural Abundance in Health and Wealth (33:46) - The Role of Gold and Silver in Financial Security (39:48) - The Impact of Natural Catastrophes on Earth's History (46:34) - The Role of Impact Phenomena in Natural Catastrophes (53:46) - The Importance of Studying Natural Catastrophes (1:00:37) - Comet Impact on the Sun (1:06:58) - Discussion on Comet Impact and Solar Response (1:14:01) - Periodic Flux of Comets and Historical Evidence (1:21:28) - Impact of Climate Change and Political Intervention (1:28:37) - Historical Climate Change and Its Impact (1:35:03) - The Role of Carbon Dioxide and Climate Change (1:41:44) - The Tunguska Event and Its Implications (1:48:05) - The Importance of Preparedness and Respect for Uncertainty (1:54:13) - The Role of Education and Alternative Models (2:00:40) - The Future of Education and Knowledge Decentralization (2:07:15) Watch more independent videos at http://www.brighteon.com/channel/hrreport  ▶️ Support our mission by shopping at the Health Ranger Store - https://www.healthrangerstore.com ▶️ Check out exclusive deals and special offers at https://rangerdeals.com ▶️ Sign up for our newsletter to stay informed: https://www.naturalnews.com/Readerregistration.html Watch more exclusive videos here:

The Phil Skit Show brings Kenny Slag back, out of prison and back with his Principles of Abundance in the 21st Century.Sign up for a Backstage Pass and enjoy Hours of exclusive content, Phil's new podcast, Classic podcasts, Bobbie Dooley's podcasts, special live streaming events and shows, and oh so very much more…See omnystudio.com/listener for privacy information.

Welcome to episode 428 of Growers Daily! We cover: today we're gonna shoutout some soil health principles, talking succession planting tips, how to find good, safe mulch, and why we avoid disturbance within reason. We are a Non-Profit! 

Carl von Clausewitz argued that the object of war is always the predetermined end state — not the battle itself. In the midst of peace negotiations with Iran, America has won militarily while fumbling the endgame: no regime change, no Strait of Hormuz renegotiation, no nuclear agreement, and a $300 billion rebuild check on the table. The same strategic clarity we demand of individuals has to govern superpowers — and right now, it doesn't. Unless negotiations take a different direction, what's happening in Iran is shaping up to be a complete national embarrassment.Connect with Stephen:Website: https://stephenmansfield.tv/Instagram: https://instagram.com/mansfieldwrites/X: https://twitter.com/MansfieldWrites

Meditative Exercise: The Three Pots Metaphor for Discernment and GrowthHave you ever felt stuck, overlooked, or frustrated by a season that seems to lack visible progress?In this episode of The Heartlifter Way, Janell explores the wisdom of three simple terracotta pots—one empty, one sprouting, and one blooming—and how each stage reveals something essential about spiritual growth, discernment, and becoming.Building on Episodes 13 and 14, you'll discover why discernment is the practice of paying attention to God's invitations and how becoming is what happens as we respond to them over time. Through the lens of The Theology of Gentleness, Janell offers a refreshing perspective: what feels like being stuck may actually be a sacred season of preparation and formation.Because the gardener does not love the bloom more than the seed.And every stage belongs.

In this episode, George is joined by Alex Sarama, Founder of Transforming Basketball, to share his insights from his coaching journey with the Portland Fire. Alex shares insights to the Principles of Play he is using with the Fire. Alex also talks about what he learned in Cleveland with the Cavaliers and how he is combining it all together in his role as the head coach of the Fire. He discusses why coaches must fully commit to modern learning principles, how psychological safety accelerates growth, and practical ways to create environments where players thrive both on and off the court.   Chapters: 00:00 – Introduction & Portland Fire's Early Success 03:30 – Establishing a Clear Team Identity as an Expansion Team 04:00 – Why Set Plays Still Matter in Modern Basketball 07:00 – Training Cover Solutions and Offensive Decision-Making 08:30 – Adapting Offensive Principles for the WNBA 12:00 – Optimizing Shooters Through Weak-Side Actions 13:00 – Baseline Drives, Corner Cuts, and Shot Quality 15:30 – Lessons from Vincent Collet and Team France 16:30 – Winning the Possession Game with Pressure and Turnovers 19:00 – Bringing CLA to the NBA with the Cleveland Cavaliers 20:30 – Lessons Learned from Kenny Atkinson 21:30 – Transitioning from Assistant Coach to Head Coach 23:30 – Hiring Coaches for Growth Mindset and Character 24:30 – Educating and Developing Coaching Staff and Coach Development and Continuous Learning 26:00 – Common Misconceptions About the Constraints-Led Approach (CLA) 28:30 – Learning Skills in Context Instead of Isolation 30:00 – Teaching CLA Without a Copy-and-Paste Approach 31:00 – Growing the Game Through Better Coaching and Culture 32:00 – Psychological Safety and Building High-Performance Environments 33:00 – Transformative Tip      Level up your coaching with our Amazon Best Selling Book: https://amzn.to/3vO1Tc7 Access tons more of evidence-based coaching resources: https://transformingbball.com/products/    Links: Website: http://transformingbball.app/ Twitter: https://twitter.com/transformbball Instagram: https://www.instagram.com/transformingbasketball/ YouTube: https://www.youtube.com/@transformingbasketball Facebook: https://www.facebook.com/transformingbasketball/ TikTok: https://www.tiktok.com/@transforming.basketball  

Dr. Matt Paden is the President and Managing Partner of Great Days Leadership. He specializes in aligning teams around mission, building healthy cultures and developing clear, values-driven leadership. He received his doctorate in organizational leadership from Pepperdine University and has recently released The Core: 8 Principles for Building Strong Authentic Leadership alongside his coauthor, Dr. L. Ken Jones.   This book is available for purchase now at https://www.simonandschuster.com/books/The-Core/Matt-Paden/9781637635582   Reach out to Dr. Paden at https://greatdaysleadership.com/   TIMESTAMPS 0:00 Introduction 1:08 Are the fundamentals the same for any area of leadership? 3:06 Is leadership for everyone? Can anyone be a leader? 4:47 How did you and your writing partner, Dr. L. Ken Jones, approach writing the leadership fable? 9:45 Why is the book of Esther such a big part of your book? 20:55 This is ego such a big issue for leaders? 24:45 What do you mean by "lead with your ears"? 29:40 What do you mean by "pace yourself and extend the game"? 36:16 Is there one practice you'd recommend for someone to improve their leadership skills? 39:43 Closing Thoughts   Questions or comments? Email us at podcast@blackaby.org   DONATE: If you have enjoyed this podcast and want to support our ministry into the next 20 years, click here: https://bit.ly/382Exi3   RESOURCES: Order Experiencing God in Everyday Life now at: https://www.lifeway.com/en/product/experiencing-god-in-everyday-life-bible-study-book-with-video-access-P005853831   CONNECT: X: @richardblackaby Facebook: https://bit.ly/2WvZPzw Read Richard's latest blog posts at www.richardblackaby.com

Are you on top of desiccation and everything it has to offer you in the operatory? Annie Walters shares the benefits of introducing desiccation products to your operatory.   Resources: @anniewaltersrdh on Instagram Annie Walter MSDH, RDH on Linked In Anniewaltersrdh.com

IFBB Pro Kuba Cielen joins Scott McNally to break down what progressive overload really means for muscle growth. Most lifters think it's just adding weight to the bar, but Kuba explains the deeper principles that continue driving progress long after the beginner stage. If you're serious about bodybuilding, hypertrophy, and maximizing every set, this episode will change the way you think about training. 0:00 Welcome back Kuba ! 2:30 Learn The Movement First 7:30 Training With Control vs Training Slow 9:45 Does Training Frequency Matter? 12:00 The 6 Principles of Progressive Overload 30:00 Real World Training Example 33:50 Using Pauses To Remove Momentum 39:10 Eliminating The Elastic Response 41:00 Powerlifting Strength vs Bodybuilding Strength 44:25 Why Good Technique Hurts More 46:45 Why You Should Film Your Sets 54:00 Is It OK To Be Obsessed With Bodybuilding? 57:45 Mental Cues For Better Performance Support the show on Patreon, get a shirt or shop with our sponsors : https://thinkbigbodybuilding.com

The 7 Principles of Successful Partnering in the Age of AI Subscribe to our Newsletter:https://theultimatepartner.com/ebook-subscribe/Check Out UPX:https://theultimatepartner.com/experience/ In this engaging session, Vince Menzione reflects on his extensive career transitioning from direct enterprise sales to building massive channel ecosystems, while unveiling the seven core operating principles essential for modern partnering. Highlighting tectonic industry shifts—from the PC and Cloud eras to the current AI revolution—Vince explains how traditional playbooks are becoming obsolete and why adopting a growth mindset, modeled by leaders like Satya Nadella, is critical for survival. He delves into the rising importance of hyperscaler marketplaces and co-selling, urging leaders to cultivate adaptability (AQ), emotional intelligence (EQ), and mutual trust to thrive in this rapidly changing tech landscape. https://youtu.be/5n8dqiamnmE Key Takeaways Traditional industry playbooks are outdated almost immediately due to the rapid acceleration of AI and market changes. Implementing a “growth mindset” is a foundational operating principle that can transform corporate culture and drive massive valuation increases. Executive commitment and clarity of vision are mandatory for aligning an entire organization around successful partnering. Building a strong brand story and maintaining a maniacal focus on OKRs turns strategic vision into executed results. The technology landscape has experienced massive tectonic shifts from the PC era to the Cloud, Mobile, and now AI, requiring high adaptability (AQ). Mutual trust remains the non-negotiable foundation for any successful professional relationship or partnership. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Key Tags Vince Menzione, growth mindset, Satya Nadella, channel building, tech ecosystem, tectonic shifts, AI revolution, co-selling strategies, hyperscaler marketplaces, organizational alignment, executive commitment, OKRs execution, AQ strategy, mutual trust, B2B technology Transcript [00:00:00] Vince Menzione: Because I think we’re all paralyzed by AI and all the changes that are going on in our world, and playbooks are no longer good because they’re outdated the week after they come out. [00:00:12] Vince Menzione: We just came back from Ultimate Partner live in Bellevue, Washington, where we hosted incredible leaders for two amazing days. Come join us for this next session where we explore the tectonic shifts we’ve all been seeing. What a list. Oh my gosh. I gotta tell you, I was just going back this morning and, and looking to see first of all the number, the sheer number is incredible. [00:00:36] Vince Menzione: But look at, look at all these top executives. These are, these are like market movers. The game changers. These are people that are doing more in our world, in our ecosystem than most others. And we are very fortunate to have the representation from these organizations. From these leaders in the room, and we try to curate an event that is more than a, a sales pitch. [00:01:00] Vince Menzione: We’re, in fact, we, we’re not a sales pitch. We’re all about, you know, helping you achieve more. And we try to frame that around operating principles. So, uh, a little bit of a roadmap lately. I mean, this started out like how did we get here in like, maybe five spots along the way. But, uh, for those of you who don’t know me and my background, and I’ve had an incredible career, I’ve been very blessed. [00:01:20] Vince Menzione: I did a startup that we grew from 6 million to 125 million. Went public on the Toronto Exchange. I’m still friends with the CEO, by the way. Helped, helped him grow and exit that company. Uh, I then followed one of the leaders there to go do a turnaround with Golden Gate Capital, and we took that and that’s where I built my first channel. [00:01:37] Vince Menzione: I went from doing enterprise sales as a direct seller, direct sales leader, VP to then going to building a channel. During nine 11, uh, this company was selling rugged notebook computers. Our biggest competitor was not a US company, and I spent a lot of time on Capitol Hill. I met with several congressmen and senators at a time when people did that, and they talked to each other. [00:01:58] Vince Menzione: And, uh, I built a channel. I got its a GSA schedule, and I understood. So I understood intuitively, even from that point in my career, how to move, how to shift from direct selling to building a channel, building a business around that. We became the growth engine of the company. One of my partners was one of the largest defense contractors, general Dynamics. [00:02:19] Vince Menzione: They had the big contract if you were selling to the US Army. And I knocked down the door basically and said, you got a partner with us. And that’s how we got the relationship established. And they wound up buying us for like 10 x what Golden Gate Capital had had spun us out for. And then Microsoft recruited me. [00:02:36] Vince Menzione: And for almost 10 years I was the GM of public sector partner strategy. And so I was, I was there and we’ll talk about Satya and other things, but I was there when we started the cloud. I was there when we pivoted the business from the old model and working with OEMs and trying to, to do things a different way to the cloud and co-selling and things like that. [00:02:56] Vince Menzione: And, uh, had a great experience. And then when I left I was like, oh, I’m just gonna go work for another big tech company. I started a podcast. I had a friend who said, you should do a podcast on partnering. You know a lot about this more than you probably think you do. And almost 10 years ago, I started a podcast in a spare bedroom. [00:03:13] Vince Menzione: And you know, it, it was, it built a following and there’s a lot of work, by the way, people, a lot of people do podcasts today. It was a lot of work for those of you. I congratulate anybody doing that. Uh, I went back inside for two years because I felt like I needed to go back into a big corporate environment. [00:03:29] Vince Menzione: And then I left during COVID and I learned a lot being at a big corporation about how hard it was to partner. Like it’s still hard. I don’t know how many people in the room feel this way. I know, I know the numbers are much better and Jay will talk through the numbers, but it’s not easy and a lot of organizations don’t understand it. [00:03:47] Vince Menzione: And that’s what we talk about here and we try to help people to achieve more and how to, how to get that mindset in the right place. But anyway, so. We started, we started doing the podcast after COVID, it took off. We did an event. Uh, there’s actually four of the five people that did partner. We called it Partner Mastermind. [00:04:06] Vince Menzione: We did an event about four years ago, uh, separately. And that led to Ultimate Partner. And it’s a long, the long history in the last four years of 10 events, like it’s been an incredible blast. And I want to thank each of you for being along this, this incredible ride with us as we continue to grow and expand. [00:04:24] Vince Menzione: We’ve been doubling every year for the last four years and um, I feel very blessed to be part of this. So I did wanna spend a minute with you on this. I don’t like the drain this slide, but I do wanna identify what I believe are seven operating principles of what makes successful partnering. And you know, you might say there’s eight, you might say there are other things I think about principles as opposed to tactics. [00:04:50] Vince Menzione: Tactics are transactional. They’re temporary and a point in time, and it’s how you respond and react to a situation. Principles are things you take with you, and that’s what we hope to do at Ultimate Partner. Take those things with you and then, then apply some of the things to the tactics that we need to have. [00:05:06] Vince Menzione: And so we talk about growth mindset. Uh, you know, depending on where you stand about Microsoft, these days, when this guy came in, stock was $36 a share. Okay. It’s in the four hundreds now. It was up to over 500 not long ago. He applied a different mindset. The first three things he did, Le got a copy of Carol Dweck’s book about mindset. [00:05:28] Vince Menzione: Growth mindset versus fixed mindset. Uh, he brought in Dr. Michael Vet, who’s a leading sports psychologist, like in, in the industry, who was the Seattle Seahawks sports psychologist. Mike’s been a podcast guest of mine. I’ve been to his studio. Um, and then he, we, he, he changed, he, he brought down, he took down the walls of the way Microsoft operated because leaders fought with each other. [00:05:51] Vince Menzione: They competed with each other for resources, for monetization, for everything. And he changed the mindset. Nobody’s a perfect CEO, but if I was to say to you who I think the best CEO of the last 10 years were, I’d give it to Saja Nadella, but it’s about mindset. It’s about changing or having the right mindset and applying that growth mindset to a successful partner. [00:06:12] Vince Menzione: Executive commitment, I talked about that. Other organizational will go nameless, but if you don’t, you can have the CEO down to the selling floor. Everyone needs to speak partnering, like in order to get it right in an organization. The whole company, the resources, the investments, the alignment, all has to align around partnering. [00:06:32] Vince Menzione: Executive commitment is incredible. Tony Saan took a small MSP to a half a billion dollar exit, took them to go, uh, Google Partner of the Year, seven straight years in a row. I think they’re eight this year. Uh, but Tony’s a good friend of mine. He is also been a guest on the podcast and, uh, somebody I’ve admired and worked with. [00:06:50] Vince Menzione: This is Dr. Michael Dravet. We talk about clarity, like once you get your mindset, once you get executive commitment, you then need to determine like how, what’s the vision? How do we drive success together? You need to turn, you need to know internally how to go do that. Then you lock arms with another organization and then you apply it to that partnership. [00:07:10] Vince Menzione: So that’s incredibly critical. Then, then you gotta do everything right? Like I always kid around about my days at Microsoft, we’d have these incredible meetings with leaders. They’d come meet with us at partner conference. I would literally go back to back for several days in the room. Slide deck after slide deck. [00:07:27] Vince Menzione: We’re high fiving at the end. [00:07:29] Vince Menzione: We’re gonna go do it [00:07:31] Vince Menzione: six months later. Crickets. Nothing happens, right? This happens a lot in partnering. Unfortunately, like we, we set up the right situation. We line everybody. We’re gonna go execute, we’re gonna drive results. You have to apply maniacal, focus, OKRs, everything to everything you do. [00:07:48] Vince Menzione: You need to apply. And by the way, you’re gonna hear from a lot of leaders here that do this type of work. So this is incredibly, uh, critical to success, brand and story. Like I wanna work with Microsoft. There’s gonna be probably 40 plus Microsoft leaders in the room, some of ’em sitting here and around the room. [00:08:06] Vince Menzione: How do you do that? Right? This is Ducks Raymond S. Good friend of mine at Point. I knew at point when they were just starting out. Scott Sackett is here. He’ll be up on stage. Uh, this man was expert on brand and story. Learn from people that are successful, how to be successful yourself, if you wanna be a top partner, if you wanna grow your business, whether you’re working with Microsoft, Google, Amazon, or any of the other partners in this room. [00:08:30] Vince Menzione: You need to be very clear about your brand, articulate it well, and drive a story against that. And that’s really super critical for success. And then once we do all those things, we start driving a flywheel of success. Aaron Feiger and some of the other people in the room, Reese Barry, are gonna be talking about how they do that. [00:08:47] Vince Menzione: They will help these organizations be successful. Pick putting that stake in the ground and driving it. And then what happens is after you drive this incredible success, what does my partner do? My tech giant, the company I’ve been working with, they go change everything. The market changes, the dynamics change. [00:09:05] Vince Menzione: This thing in November of 2022 called AI Happens, Chad, GBT hits the market. How do I respond and react to that? I need to be adaptable. I need to drive an AQ strategy on top of my EQ and iq, and we’ll talk more about that. So these are the operating principles, and we lay it out as a, as a diagram. And by the way, you see mutual trust. [00:09:26] Vince Menzione: Trust has to be in every room without trust, you have no partnerships, without trust, you have no business success. Like you can get buy in business, you can get buy in life, but trust is foundational. And I was very blessed to have that like grain ingrained in me as a young boy. Uh, so that’s our, that’s our operating principles. [00:09:48] Vince Menzione: Um, I’m working on a book right now. It’s almost done though. We’re, we’re talk, we’ll talk about that more, but that’s, that’ll be in the book. Um, and then we’ve been talking about tectonic shifts and I don’t know who said it first, Jay or, or me, but I know who you said it in the studio several years ago. [00:10:04] Vince Menzione: Jay’s been in our, our Boca studio many, many times. But we’ve been talking about tectonic shifts and Oh my gosh, right? So think about, I want everybody to think about this for a second. If you’ve been around tech for a while. We’ve gone through several, like these 10 year phases, the PC era, the cloud era, the well, the cloud. [00:10:23] Vince Menzione: We had client server, pc, client server, we had cloud, we had mobile, and now we hit ai. Those eras all took a period of time, right? They didn’t happen overnight. Like there was a trend like five, six years, seven years, maybe eight years, and then COVID happened, and I believe that COVID was the acceleration point because. [00:10:44] Vince Menzione: We were all forced to do things we didn’t do before. People went out and bought PCs that didn’t have them. Kids had to learn from home. Healthcare was administered tele telehealth, we didn’t do telehealth before. We had like 5% of the population to telehealth before that, uh, our work environment changed, right? [00:11:02] Vince Menzione: We were doing Zoom calls or teams calls back when I was at Microsoft Days, but the world started doing it. Our life started to change. That’s why being in the room places like this is so important. And so that really has accelerated everything. And this, you know, all these things have been accelerating over time and these are significant shifts. [00:11:22] Vince Menzione: We have the three leaders of the three marketplace organizations coming on stage here. Uh, the three hyperscalers, because marketplace went from, we were talking about it like, this is really cool. You need to go do it. A few years ago. So Microsoft lowering the rates on it, and then everything changed and then everybody started accelerating and it became the fungible token. [00:11:43] Vince Menzione: ’cause we used to, we used to partner, we used to take spreadsheets and put ’em up against each other and try to figure out deals and fax copies of deals that came in and say, we want credit for this one. And then Marketplace became a way to create a fun non fungible token. And really drive your success. [00:11:59] Vince Menzione: And so we have all the leaders that are running marketplaces in this room, by the way. So this is gonna be like the most incredible rich conversation. Co-selling. Co-selling is a, you know, a non-starter day. You have to co-sell it. People, we used to do vendor channel, which means I had somebody selling my stuff that’s not happening anymore. [00:12:19] Vince Menzione: And Jay, we’ll talk about the seven seats at the table. But this is all, these are all the things that have been changing. And of course, ai. I think that we are sitting here and I, I, I’ll share, and I’m stressing this, like this is, you need to be in this room because you’re gonna hear from leaders about what the next steps are. [00:12:35] Vince Menzione: ’cause I think we’re all paralyzed by AI and all the changes that are going on in our world and playbooks are no longer good because they’re outdated the week after they come out. So I need to, I need to follow this in real time. I think this is super important that you do, and it’s why we exist and it’s why this time is like no other. [00:12:53] Vince Menzione: I think, you know, we said maybe a generation, maybe it’s a lifetime in terms of the shifts that we’re seeing. So I, I kind of started here and I wanted to end here, uh, just because the light doesn’t go out. That’s what it’s all about. And this is it. This is it for me, right? This is my, my last run. I’m not gonna go work for a company after this. [00:13:16] Vince Menzione: I’m not gonna go into become a consultant. And I want this truly to be like special. And I want you to all feel like you’re part, you are part of it, and however much you wanna lean in and be part of it in the future, we want to grow this in the right way. I, I feel that we have an a unique opportunity. [00:13:34] Vince Menzione: Because we’re not a vendor, we’re not selling anything. I feel like we’re a platform. We’re that we’re that lighthouse and others can come in that are experts and I feel like more and more of ’em are showing up. And you know, the PDG guys did a great job today and others in the room and people that have been friends and supporting us for for years as on that sponsor slide. [00:13:56] Vince Menzione: And so we just want to continued this journey with each of you. Um, and so I want your feedback on what we’re doing. I want, I love your support. I love your passion. I love the fact that you’re still here in the room talking with, with or being here, listening to me today. Um, this is, that lighthouse is, you can see these pictures. [00:14:15] Vince Menzione: These are all family photos. Um, we go to that lighthouse, not because it’s a lighthouse, but uh, it happens to be like a landmark in our town. And, uh, it’s kind of cool. And actually the re Joe Namath has owns the restaurant across from the lighthouse, so we, we’ve got to see him a couple of times, which is kind of cool. [00:14:34] Vince Menzione: But I, I, I, I was posting this lighthouse when I started the podcast. And I was, yeah. ’cause that’s where I live and it’s my hometown. And I think about Dakota Rings and I think about other things. But, um, this is what matters. This is what matters is helping others. And we all are gonna need each other in this world because AI is gonna change our lives. [00:15:00] Vince Menzione: And dramatically it’s, I I think this is a once in a lifetime thing. But I think having people that you trust and being in the room with others where you can learn and grow and adapt, adaptability is so important. So, um, analog is the new digital as my, my good friend Gary V now says. And I think there’s this huge opportunity around what we do as ultimate partner to help everybody reach their pinnacle to everybody. [00:15:26] Vince Menzione: Be the ultimate partner. And I want to thank you for coming. I want your, thank you for your support, friendship, love. And, uh, you’re just an incredible group. Thank you. [00:15:41] Vince Menzione: Until next time, we’ll see you in person. Hopefully at our next event.

As we celebrate Immigrant Heritage Month, we sit down with Neri Karra Sillaman to explore what immigrant entrepreneurs can teach us about resilience, leadership, and long-term success. We discuss why luck is a skill, how reframing challenges creates opportunity, and the mindset behind companies that stand the test of time Topics [0:00] Intro and Speed Round with Neri Karra Sillaman [6:26] The Secret to Creating Your Own Luck [10:51] How to Reframe Problems Into Opportunities [16:37] Eight Traits of Long-Lasting Entrepreneurs [22:25] The Leadership Trait Most Founders Miss [29:11] What Makes Businesses Last for Decades? [37:17] The Biggest Myth About Immigrant Entrepreneurs [44:57] Why the American Dream Still Matters [46:11] Grooving Session: Why Challenges Create Innovation   ©2026 Behavioral Grooves ©2026 Behavioral Grooves Links About Dr. Neri Karra Sillaman Pioneers: 8 Principles of Business Longevity from Immigrant Entrepreneurs by Neri Karra Sillaman Join us on Substack! Join the Behavioral Grooves community Subscribe to Behavioral Grooves on YouTube Support Behavioral Grooves Musical Links Bee Gees - How Deep Is Your Love Van Halen - Jump

On this episode of CFO at Home, Vince talks with David Nassief, who went from being fired and nearly broke at 63, to achieving a seven-figure net worth by 69. David explains how decades of procrastination, market timing, and inconsistent 401(k) contributions left him unprepared, then describes how he rebuilt by turning off financial ·noise,· studying extensively, and creating a one-page ·Wealth Compass· with nine trail markers and five North Star principles, to stay focused and avoid shiny-object mistakes. David discusses how he attributes his results to investing a large portion of income monthly, using low-cost index funds, and taking advantage of market volatility to buy more when markets fell. They also discuss the destructive impact of fees, skepticism of market forecasts, the challenge of getting back in the market after timing exits, and David·s key tips: get out of debt, follow the money, and prioritize self-education. Check out David·s free PDF compass and book for details at onepagewealthcompass.com. Key Topics: 01:30 From Fired to Millionaire 02:22 Decades of Money Mistakes 03:24 No Plan No Future 06:06 Building the Wealth Compass 08:35 Two Funds and Volatility 14:33 Why Market Timing Fails 15:47 Job Loss and Commission Pivot 16:28 Nine Markers and Principles 20:49 Fees Advisors and Termites 25:43 Two Tips Debt and Skepticism 28:49 Education and Staying Disciplined 31:24 Book, Compass, and Final Encouragement Key Links: https://onepagewealthcompass.com/ Contact the Host - vince@thecfoathome.com Want to be a guest on CFO at Home? Send Vince a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/1628643039567x840793309030672500  

Messianic Jews and Gentiles whom God leads to support the Messianic Jewish community recognize that the Hebrew Roots movement threatens the integrity and outlook of Messianic Judaism. This podcast aims to start an open conversation about how we can solve this problem, for our sake and theirs.To donate in support of defending the Messianic Jewish community against Hebrew Roots replacement theology, you can go to www.twomessianicjews.com/donate00:00 - Introduction4:09 - What is Hebrew Roots?14:33 - Distinguishing Hebrew Roots from Gentiles genuinely led to our community19:10 - Contradictions and Conflicts between Hebrew Roots and Messianic Judaism33:30 - Results of Survey on Hebrew Roots in Messianic Congregations37:18 - "Approximately how often do you notice Hebrew Roots people in your Messianic congregations?"37:50 - "How do you feel about Hebrew Roots?"38:50 - "How does the presence of Hebrew Roots in Messianic congregations affect whether you invite Jewish people to a service or event?"45:02 - "Have you heard Jewish believers of Jewish non-believers comment on the presence of Hebrew Roots in Messianic congregations? If so, what did they say?"47:05 - "What effect does the presence of Hebrew Roots have on your Messianic congregations and the Messianic community in general?"51:50 - "How has the presence of Hebrew Roots in Messianic congregations affected your personal commitment to the Messianic Jewish community?"1:00:29 - How did a supersessionist movement for Gentiles take over an anti-supersessionist community for Jews?1:00:45 - Factor #1 - Hebrew Roots use Messianic Jewish labels and spaces for themselves1:06:43 - Factor #2 - We use Hebrew Roots "Dog Whistles"1:06:53 - Factor #3 - We operate our services in ways compatible with Hebrew Roots1:08:13 - How can we repair the damage?1:08:25 - What is the Messianic Jewish mission and purpose?1:17:10 - How do we protect our mission against the Hebrew Roots threat?1:17:17 - Solution #1 - Implement Guardrails to protect our organizations and spaces1:22:39 - Solution #2 - clear about our view of the Church, Gentiles, and Torah1:23:40 - Solution #3 - Avoid using Hebrew Roots "Dog Whistles"1:27:14 - Solution #4 - Do not invite Hebrew Roots to our spaces1:27:21 - Solution #5 - We need to publicly denounce Hebrew Roots theology1:28:08 - Solution #6 - Make our spaces incompatible with Hebrew Roots / Affirm Gentile identity in our congregations1:35:11 - Solution #7 - Politely ask Hebrew Roots people to leave our congregations and ministry spaces1:35:20 - Resources to help communicate change1:36:09 - 8 Reasons Why Gentiles Matter in God's Kingdom1:38:35 - An Urgent Call to Hebrew Roots Christians1:40:00 - 13 Principles of Ethical Distinction in Messianic Jewish Congregations1:45:59 - Spectrum of Hebrew Roots chart (explained in 'What is Hebrew Roots?' section)1:46:20 - Other helpful resources, listed belowHelpful ResourcesDr. David Rudolph, “One New Man” Article (link)Messianic Jewish Perspectives (check back soon!)- “Are We Fulfilling the Messianic Jewish Vision? Looking to Our Past to Guide Our Future”- “2026 Academic Gathering Statement”Survey Results of “Hebrew Roots in Messianic Judaism” (link) 13 Principles of Ethical Distinction in Messianic Congregations (link) 8 Reasons Why Gentiles Matter (link) Ruben Gomez, “The Hebrew Roots Movement: A Critical Analysis of its Origins, Teachings & Biblical Interpretations” Gateway Center for Israel Articles- One Law (link)- Replacement Theology (link) - Why Christians Get Weird About Jewish Tradition (link)Joel Willitts, "Jewish Fish (ΙΧΘΥΣ) in Post-Supersessionist Water: Messianic Judaism within a Post-Supersessionistic Paradigm" (link) Joseph Culbertson, “Rediscovering My Gentile Roots,” (link) “The Messianic Jew: An Organ of the Jewish Messianic Movement” (link) Check out our video on the opening article! (link)

English Edition: making your code and data safe(r) is the theme of this ByteSized online class and podcast episode. Madalyn Hardaker and Ellie Sheppard from King's College London will tell us why it is crucial to do something about it right from the start. Links:Get in touchThank you for listening! Merci de votre écoute! Vielen Dank für´s Zuhören!Contact Details/ Coordonnées / Kontakt:Email mailto:peter@code4thought.orgUK RSE Slack (ukrse.slack.com): @code4thought or @piddie Bluesky: https://bsky.app/profile/code4thought.bsky.socialLinkedIn: https://www.linkedin.com/in/pweschmidt/  (personal Profile)LinkedIn: https://www.linkedin.com/company/codeforthought/ (Code for Thought Profile)This podcast is licensed under the Creative Commons Licence:  https://creativecommons.org/licenses/by-sa/4.0/

Adrian Wooldridge revisits the historical origins of hierarchy, noting that for most of human history, family connections and dynasties were the organizing principles of society. The concept of the Great Chain of Being suggested that everyone had a divinely ordained place, a notion reflected in the works of Shakespeare. This system placed biological entities, like kings, at the center of social order, making society vulnerable to their personal frailties and the difficulties of reproduction. Walter Bagehot eventually argued that while the monarchy provided "due deference," the real power should reside with clever cabinet members. 61772

1 Corinthians 7:1-6 - Principles of Christian Sex Aaron Prelock

You can have the right tools, the right system, and even early success.. but without the right principles, long-term growth becomes difficult to sustain. Rob Sperry, one of Network Marketing’s most respected trainers shares it all in this Direct Selling Accelerator episode - we discuss mentorship, strategies, and key lessons that have influenced his success. Having delivered keynote presentations in more than 24 countries, authored 19 books, and built a global podcast, he brings a wealth of experience and practical wisdom to the show. Together, we unpack 3 critical "whys" behind creating success: Why success looks different for everyone Why copying someone else's strategy isn't the answer Why finding your own approach is the key to long-term growth Plus, he shares how simple tools like a whiteboard (my personal favourite) or diary can often outperform the latest tech when it comes to staying organised and keeping your business on track. If you're looking for social strategies you can implement today - this episode is full of value! We’ll be talking about: ➡ 05:36 Rob’s Journey Before Network Marketing ➡ 08:09 The Mentor Who Changed Everything ➡ 10:00 A $30 Million Success Story ➡ 12:57 Leadership vs Self-Motivation ➡ 15:09 Principles vs Techniques ➡ 18:12 What Attraction Marketing Really Means ➡ 20:03 Your Vibe Attracts Your Tribe ➡ 21:57 Consistency Beats Everything ➡ 28:27 Fuel vs Fire Analogy ➡ 31:18 Whiteboards, Calendars & Tracking About Our Guest: Rob Sperry is recognized as one of the top trainers in the network marketing industry. In his first year, he achieved the highest rank in a multi-billion dollar company, expanding his business across 41 countries as a distributor. Building on his early success, Rob co-created mynt, a groundbreaking spin-off from a $3 billion company, which launched with an impressive $1 million in sales in its first month. Rob played a pivotal role in facilitating one of the largest mergers in network marketing history, uniting two top companies through his strategic insights. His expertise has been showcased in various national and international media, including books, podcasts, blogs, articles, and magazines, all centered around achieving success in the network marketing space. Over recent years, Rob has spoken in 24 countries, authored 19 books, and hosted a podcast that has reached listeners in 200 countries. No longer a distributor for any company, Rob now dedicates his time as an independent, generic trainer. He travels globally to speak, train, consult, author books, and lead some of the most prestigious mastermind retreats in the network marketing profession. Looking for more? Head to our earlier episode or check out my book: ➡ Show Up Anyway by Sam Hind: https://a.co/d/8rk0Qth ➡ Rob’s Book Recommendation: The Science of Scaling: Grow Your Business Bigger and Faster Than You Think by Dr. Benjamin Hardy: https://tinyurl.com/4wypasaf ➡ Quote: “What you do speaks so loudly that I cannot hear what you say.” Ralph Waldo Emerson Connect with Rob Sperry:Website: http://robsperry.com/Facebook: https://www.facebook.com/share/196RsFEsEo/?mibextid=wwXIfr LinkedIn: https://www.linkedin.com/in/rob-sperry-65555187/Instagram: https://www.instagram.com/robsperry/ Free Facebook community: https://www.facebook.com/groups/socialmediafordirectsellerswithgregandsam/ Are you ready to keep growing? Learn more about joining the Auxano Family - https://go.auxano.global/welcome Connect with Direct Selling Accelerator: ➡ Visit our website: https://www.auxano.global/ ➡ Subscribe to YouTube: https://www.youtube.com/c/DirectSellingAccelerator ➡ Follow us on Instagram: https://www.instagram.com/auxanomarketing/ ➡ Sam Hind’s Instagram: https://instagram.com/samhinddigitalcoach ➡ Follow us on Facebook: https://facebook.com/auxanomarketing ➡ Email us: community_manager@auxano.global If you have any podcast suggestions or things you’d like to learn about specifically, please send us an email at the address above. And if you liked this episode, please don’t forget to subscribe, tune in, and share this podcast. Are you ready to join the Auxano Family to get live weekly training, support and the latest proven posting strategies to get leads and sales right now - find out more here: https://go.auxano.global/welcomeSee omnystudio.com/listener for privacy information.

By Craig Scott - Jesus began laying the groundwork for a new type of governance; the rule of God (kingdom of God) on earth. It will be a new type of governance not because of a particular organizational structure... it will be a new type of governance in that it will be driven by a new type of thinking.

'Harmony is Strength; Buddhist Principles for Stability' - Friday Dhamma videos | 19 Jun 2026. To join Ajahn Anan and the Wat Marp Jan Community online for daily chanting and meditation, you may register at https://watmarpjan.org/en/live/ for a unique link. Daily live sessions at 7.15pm - 9pm, Indochina Time (Bangkok, GMT+7).

Join Chadd as he talks about how to fight against tyrants and other unsavory creatures.    ► Sign Up For The Mountain Mama Farms Classic Trail Race → SIGN UP NOW!    ► Check Out Our Partners Barbell Apparel Use code “Chadd” for a FREE pair of shorts with any purchase of $99+ → SHOP BARBELL APPAREL   Bare Performance Nutrition Use code “3of7” for 10% OFF → SHOP BPN   ► Support the Podcast → JOIN PATREON → TRAIN WITH US → SUBSCRIBE TO THE NEWSLETTER → VISIT OUR WEBSITE → SHOP OUR STORE NUFF SAID.

The Chinese government this week unveiled a new vision for the emerging post-American-led international order. In a new white paper, Beijing argued that the existing global system does not need to be replaced or rebuilt. Instead, it called for the United Nations to remain at the center of global governance while giving developing countries a greater voice in international decision-making. Eric and Cobus discuss China's push for global governance reform and why many African countries are backing Beijing's position. Plus, Kenya becomes the latest front in the contest between China and Taiwan after Nairobi acquiesced to Beijing's pressure and blocked Taiwanese delegates from attending an oceans forum in Mombasa.

Maya from London got sober in May 2022 after 15 years of trying to battle with this disease. I have a home group The UK OPEN LOUNGE and I also do service on a group called freedom from bondage.  Today her topic is "Grounded by Steps, Rooted by Principles." If you would like to get in contact with Maya or Lisa.S, please send an email to reco12pod@gmail.com.    Information on Noodle It Out with Nikki M Big Book Roundtable Informational Seeking and educating on how to donate to Reco12.Support the showPrivate Facebook GroupInstagram PageBecome a Reco12 Spearhead (Monthly Supporter)PatreonPayPalVenmo: @Reco-TwelveYouTube ChannelReco12 WebsiteEmail:  reco12pod@gmail.com to join WhatsApp GroupReco12 Shares PodcastReco12 Shares Record a Share LinkReco12 Noodle It Out with Nikki M PodcastReco12 Big Book Roundtable Podcast

Send us Fan MailThis Podcast is part of a 10-year project to complete an in-depth, daily study of the entire Bible, chapter by chapter, verse by verse. Episode Notes:  Walking in Servanthood. (Ephesians, Hebrews, John, and Thessalonians)Today we're returning to a couple of verses we looked at in our last episode. (Ephesians 4:11–12) And some other New Testament verses, but you might be wondering why.  Didn't we already cover this? Didn't we already talk about unity, diversity, and spiritual gifts? Yes — but now we're going to slow down and look at something far more practical:  How do we actually serve one another?How do we walk in servanthood?How do we minister to real people in real situations?Every believer has a spiritual gift. Every believer has a calling. Every believer has a ministry. The only difference is the type of gift we bring. So today, I want to lay out some general principles that apply to all pastoral ministries. Principles that work in every situation, in every church, and in every relationship. And then I'll look at a few practical examples of how to support people in real‑world scenarios….Support the showThis podcast is not associated with the Bible Project YouTube channel or any other associated podcasts that use the name 'Bible Project'. It is entirely the work of Jeremy R McCandless...Follow and support me on Patreon.Jeremy McCandless | Creating Podcasts and Bible Study Resources | PatreonTo receive my weekly newsletter and keep up to date with all five of my podcasts, subscribe at:Jeremy McCandless | SubstackCheck out my other Podcasts.My History of the Christian Church: https://thehistoryofthechristianchurch.buzzsprout.comThe L.I.F.E. Podcast: (Philosophy and current trends in the Arts and Entertainment Podcast).https://the-living-in-faith-everyday-podcast.buzzsprout.comThe Renewed Mind Podcast. My Psychology and Mental Health Podcast:https://www.buzzsprout.com/2568891The Classic Literature Podcast:https://www.buzzsprout.com/2568906To visit my Author page on Amazon and view my entire back catalogue of books on both Amazon and Kindle, and now also on Audible, Visit:Amazon.com: Jeremy R Mccandless: books, biography, latest...

"Meditations" is a collection of private thoughts written by the Roman Emperor Marcus Aurelius. Two thousand years ago, ruling over the most powerful empire in the world, Marcus faced wars, political betrayal, and a devastating plague. Yet, amidst the unimaginable weight of his crown, he sat alone in his tent and wrote—not for an audience, but for himself. Hosted on Acast. See acast.com/privacy for more information.

The skills problem isn't going anywhere — it's just wearing new clothes. In this episode, I unpack how the lessons we learned decades ago (limiting work in progress, the theory of constraints, test-driven development) are coming roaring back as the fundamentals that will carry you through the agentic shift. The bottleneck has moved, and knowing where it went changes how you should work. A lot of what we're learning about building with agentic tooling isn't new at all — it's a re-emphasis on lessons software engineers learned twenty years ago, just arriving in a new form. In today's episode, I walk through why the fundamentals are becoming more important than ever, why so many of us feel scattered despite having the most powerful tooling we've ever had, and where the real bottleneck in software delivery has quietly moved. My goal isn't to convince you that your job is now babysitting AI — it's to show you which parts of the work are still squarely yours, and how older principles can make you faster and more confident right now. Limiting Work in Progress Is Back: Just because you can spin up fifty agents doesn't mean you should split your focus across fifty things. Orchestrated fan-outs are powerful, but a human juggling agents across hiring, on-call, and a project all at once still pays the same old context-switching tax — and the quality drops while the speed never improves. Work Deeper, Not Wider: Instead of spreading yourself shallowly across more tickets, run multiple sessions on the same domain. Write a competing or adversarial version that critiques your assumptions, develop better documentation, or capture what you're learning as a reusable skill. Depth beats breadth. The Scattered-Engineer Epidemic: Engineers are burning out faster, not slower. We have the capacity to push more through the pipeline, so we're getting handed (or choosing) more than we can carry. Reducing parallelism often holds your delivery speed steady while dropping your cycle time and raising quality. The Theory of Constraints, Revisited: Treat your software development lifecycle as a pipeline with a bottleneck — and if you can't find one, you've optimized one part too far. Writing code used to be the choke point, so we spent enormous energy de-risking work before it ever reached an engineer. The Bottleneck Has Moved: When production gets cheap, it's no longer worth heavily de-risking upstream — which is why engineers are picking up more experimental, proof-of-concept, discovery work, and product folks are prototyping with these tools too. The new constraint isn't writing the code; it's verifying the agent didn't ship something broken. Verification Scales With Your Effort: The more an agent produces, the bigger the pile of PRs, MRs, and outputs waiting on human review. That backlog is the new bottleneck — and skepticism is creeping in because we're not even sure our tests are sufficient to verify what the agent built. Why TDD Fits This Moment: The honest question isn't "Can I trust the agent?" — it's "What verification loop do I need to build so I can trust it more?" Clear requirements feed a clear testing loop: write the failing test, let the agent write the code to turn it green, and you bridge the gap between requirements gathered and requirements met. It's not as simple as "go write a test," but it's a strong fit for where we are right now. Episode Homework: Go dig into the fundamentals — limiting WIP, the theory of constraints, test-driven development. Find the old lesson that still applies to your workflow today, bring it to your team's flow, and email me about what you discover.

After working with more than 900 pelvic rehab business owners, we've noticed something:The people who have long-term success aren't necessarily the most talented, charismatic, or the best clinicians.They're the most consistent.In this episode, we break down the five biggest principles we've seen separate thriving business owners from everyone else.We discuss:✅ Why you're a different business every six months✅ Why consistency beats talent every time✅ The surprising power of community and support✅ How to embrace the seasons of business and life✅ Why financial confidence matters more than financial successOne of the biggest takeaways:Business growth is personal growth.The businesses that last aren't built by people who avoid challenges.They're built by people who learn, adapt, stay connected, and keep showing up.If you're playing the long game, this episode is for you. Registration for Accelerator Cohort #7 is now open.This episode is essentially a summary of what we've learned from coaching more than 900 pelvic rehab business owners over the last decade.Inside the Accelerator, we help you build the three pillars of a successful business:

In this episode, Dr. Alex Orton shares his journey into holistic health, emphasizing the importance of foundational practices like gut health, lifestyle, and individualized approaches to optimize well-being. Discover key insights on food intolerances, the evolution of gut health strategies, and practical tips for sustainable health improvements.Relevant links:Alex's Website Link: https://havenholistichealth.com/Chapters: 00:00 Introduction and Guest Introduction00:55 Personal Journey into Health and Optimization02:14 Principles of Naturopathic and Holistic Medicine03:52 Core Principles: Do No Harm and Individualized Care06:28 Focus on Gut Health and Its Central Role08:14 Evolution of Gut Health Strategies in Recent Years10:02 Food Intolerance Testing and Its Significance11:46 Understanding IgG vs IgE Food Reactions13:49 Genetics, Ethnicity, and Food Intolerances15:27 Practical Use of Food Intolerance Tests19:25 Personal Insights from Food Testing22:10 Common Pitfalls in Health Optimization24:44 The Role of Hormones and Foundation of Health27:36 High Effort Strategies and Their Impact30:50 Blood Work Analysis and Functional Medicine44:08 Thyroid Function and Its Impact on Health49:52 Holistic Principles: Body's Self-Regulation and Healing52:07 Practical Advice for Health Optimization52:49 Connecting with Dr. Alex Orton and Final ThoughtsDisclaimer:The information provided in this podcast episode is for entertainment purposes and is NOT MEDICAL ADVICE. If you have any questions about your health, contact a medical professional. This content is strictly the opinions of Lucas Aoun and is for informational and entertainment purposes only. It is not intended to provide medical advice or to take the place of medical advice or treatment from a personal physician. All viewers of this content are advised to consult with their doctors or qualified health professionals regarding specific health questions. Neither Lucas Aoun nor the publisher of this content takes responsibility for possible health consequences of any person or persons reading or following the information in this content. All consumers of this content especially taking prescription or over-the-counter medications should consult their physician before beginning any nutritional, supplement or lifestyle program. Hosted on Acast. See acast.com/privacy for more information.

Send us Fan MailYou cannot build a million-dollar business without a team. In this episode, Matt breaks down what you need to attract a million-dollar team and how you can leverage your mission and vision to not only get your future employees to buy into it but also your clients!  Twitter - https://twitter.com/mattbrownzaLinkedIn - https://www.linkedin.com/in/mattbrownza/Instagram - https://www.instagram.com/mattbrownza/Facebook - https://www.facebook.com/mattbrownzaTwitch - https://www.twitch.tv/mattbrownshowWebsite - https://mattbrownshow.com/Support the showSupport the show

Our meetings are called Principles in Application, they are held virtually on Zoom.  There is a Principles in Application meeting every day.  All of the meetings are based on 12 steps and start with 20 minutes of meditation. These are meetings based on living by spiritual principles in our lives today right now.  For a meeting schedule please visit https://www.randymermell.com/meetings Randy Mermell is an international coach, speaker, and podcaster. Randy helps people live happy and purposeful lives. Drawing from his own experience from 20 years of happy marriage, raising two daughters, and his success as an entrepreneur, he has helped others get through all types of professional and personal challenges, including love, marriage, children, jobs, and finding passion in everything we do. With over 28 years of sobriety, and success in his own life overcoming low self-esteem, addictions to alcohol, drugs, cigarettes, and coffee Randy draws on his real-life experience to lead meditation and recovery retreats internationally. Our meetings are called Principles in Application, they are held virtually on Zoom. There is a Principles in Application meeting every day. All of the meetings are based on 12 steps and start with 20 minutes of meditation. These are meetings based on living by spiritual principles in our lives today right now. For a meeting schedule please visit https://www.randymermell.com/meetings

Rebecca Smith Pollard published a book of poems to mark the U.S. centennial in 1876, and also a novel with some questionable messages. She also developed a method to teach children to read that was ahead of its time. Research: Chetwynd, Sally Morong “Sam.” “Birth of Rebecca Smith Pollard, Education pioneer – Sept. 20, 1831.” Brass Castle Arts. 9/20/2014. https://brasscastlearts.blogspot.com/2014/09/birth-of-rebecca-smith-pollard.html The Writer’s Almanac. “Tuesday, September 20, 2011.” https://writersalmanac.publicradio.org/index.php%3Fdate=2011%252F09%252F20.html History of Literacy. “Pollard Nominated to Reading Hall of Fame.” History of Reading News. Vol.XXVI No.1 (2002:Fall). Via Archive.org Wayback Machine. https://web.archive.org/web/20160729031119/https://historyliteracy.org/scripts/search_display.php?Article_ID=240 Haefner, Marie. “An American Lady.” The Palimpsest. The State Historical Society of Iowa. April 1957. The Palimpsest archive 38(4), 129-176. doi: https://doi.org/10.17077/0031-0360.22585 Pollard, Rebecca S. “The Prayers of Eleven Hundred Children.” Our Dumb Animals. Vol. 24, No. 8. January, 1892. https://archive.org/details/sim_animals_our-dumb-animals_1892-01_24_8/ The Catholic Educational Review. “Phonetics, Their Origin and Function.” Vol. 24. May 1926. https://archive.org/details/sim_catholic-educational-review_1926-05_24/ “Pollard’s Advanced Speller.” Education. Vol. 18, Issue 1. September 1897. https://archive.org/details/sim_education-us_1897-09_18_1/ Pollard, R.S. “Educational Appliance.” U.S. Patent No. 375,095. December 20, 1887. Heilman, Arthur W. “Principles and practices of teaching reading.” Columbus, Ohio, C. E. Merrill Books. 1961. Huey, Edmund Burke. “The History And Pedagogy Of Reading With A Review Of The History Of Reading And Writing And Of Methods Texts And Hygiene In Reading.” The Macmillan Company. 1915. “A New Road to Learning.” The Des Moines Register. Page 23. 12/3/1911. Wheatley, Jeffrey. “The Wrong Feeling of Feeling Right: Fanaticism and Sentiment in Anti-Abolitionist Novels.” From Religion and Social Change. Edited by Sabrina Danielsen. Journal of Religion and Society. Supplement 26 (2025.) Harrington, Kate and Miss M.E. Wilson. “The Moonlight Tryst.” Louisville Journal. 1/7/1854. Pollard, Rebecca S. “Emma Bartlett: or, Prejudice and fanaticism.” Cincinnati, Moore, Wilstach, Keys & Overend. 1856. “Emma Bartlett: or, Prejudice and Fanaticism.” Ottumwa Semi-Weekly Courier. 4/16/1857. Pollard, Rebecca S. “Centennial and Other Poems.” Philadelphia : Lippincott. 1876. Kirkham, Samuel. “English Grammar in Familiar Lectures.” New York. Robert B. Collins. “Portrait and Biographical Album of Lee County, Iowa.” Chicago: Chapman Brothers, 1887. https://sites.rootsweb.com/~iabiog/lee/pbh1887/pbh1887-s.htm See omnystudio.com/listener for privacy information.

What if God's invitations rarely arrive as explanations?What if they come as images, stirrings, symbols, recurring questions, and living metaphors that quietly ask us to pay attention?In this episode of The Heartlifter Way, Janell Rardon explores why discernment begins not with certainty, but with noticing. Drawing from the unexpected wisdom of a moonflower vine growing in her backyard garden, Janell reflects on the difference between explanation and metaphor—and why the soul often learns through symbols long before it understands through words.Together we'll explore:• Why discernment starts with noticing• The difference between explanation and metaphor• How God often speaks through recurring images, invitations, and patternsThe Four Birth Season Questions for spiritual discernment:What keeps returning?What gentle nudges am I experiencing?What sensations and feelings am I noticing in my body?What is becoming clearer?If you've sensed something stirring beneath the surface of your life but can't quite explain it yet, this conversation is for you.Because sometimes the sacred arrives as a metaphor before it becomes a direction.And sometimes God's clearest invitations begin as a quiet stirring that becomes impossible to ignore.Take a deep breath. Slow down. Notice what is taking shape.The moonflower may have more to teach us than we realize.

This episode is brought to you by Your Clockwise Week—a personalized weekly structure built around your actual life, not an ideal one. If your week feels full but not fitting, you can learn more at mikevardy.com/yourclockwiseweek.Most productivity conversations start with systems, tools, and tactics. This one starts with something more fundamental: the quiet principles sitting right beneath the surface of your day that you've been walking past without noticing. Not because they're hidden — but because they're too simple to take seriously. That's what Heather Jo Kennedy's book For Starters is about, and it's why this conversation resonated with me in a way that felt less like an interview and more like a long overdue reminder.Heather Jo Kennedy is an author, speaker, and coach who grew up in the Dallas Cowboys organization — her father is quarterback Danny White — and that world of fundamentals, teamwork, and earned results is threaded through everything she teaches. Her book presents six core principles that she argues aren't just overlooked, they're statistically proven to change how you move through a day. We dig into all of them here, and the conversation went places I didn't expect.Six Discussion PointsGratitude isn't soft — it's structural. Heather shares the Duke University "Three Good Things" study, which found that a simple nightly practice of noting three positives can outperform antidepressants within two weeks. The real insight: gratitude is principle number one not because it's inspirational, but because it grounds everything else.Identity is the bedrock of productive impact. You can't make the difference you're meant to make if you don't know who you are. Growing up as a celebrity daughter, Heather watched identity get shaped by outside perception — and spent years reclaiming her own. That experience is at the heart of how she teaches this principle.Productivity is the means, not the end. Heather's definition — recognizing your unique purpose and acting on it — cuts against the idea that productivity is about maximizing output. We explored how that framing shift changes what you actually do with your time and energy.Frustration is a control signal, not just a mood. In the action chapter, Heather breaks frustration down to its root: you're either trying to control something you can't, or you're letting something control you when it shouldn't. Recognizing which one is happening is the first step to acting rather than reacting.Giving is the destination, not a detour. The Picasso line — "the meaning of life is to find your gift; the purpose of life is to give it away" — becomes a genuine lens here. We talked about what happens when you run every decision through the filter of am I adding value, and what that would do to the quality of everything we put into the world.Finishing requires humility, not just grit. The principle that landed hardest: sometimes quitting is a form of finishing. Clarity about whether a goal is wrong for you can't always come before you start — it often comes from the movement itself. Don't quit because it's hard. But quit when it's wrong.Three Connection PointsFor Starters by Heather Jo Kennedy — the book we discussed throughout this episode, and the best starting point for her workTimeCrafting: Stop Managing Your Time, Start Crafting It — my take on why "time management" is a broken concept, and how crafting your time changes the whole relationshipThe Lantern — my weekly newsletter — where I continue exploring these kinds of foundational ideas between episodesThe idea of overlooked principles is a quiet indictment of the way most of us approach getting things done. We reach for the system, the app, the strategy — and skip right over gratitude, identity, and the question of whether we're actually controlling what we think we're controlling. Heather's framework is a reset button disguised as a short book. If any of the six principles we discussed pulled your attention, that's probably where to start. Until next time, remember: stop doing productive, start being productive. See you later.If this episode resonated, I'm exploring ideas like these more deeply in my upcoming book, Productiveness. You can follow along as it takes shape at mikevardy.com/productiveness.

China has released a new white paper titled "More Just and Equitable Global Governance: China's Principles, Proposals and Actions," offering its latest vision for improving global governance. The document expands on the Global Governance Initiative, proposed by Chinese President Xi Jinping, and outlines China's ideas for creating a fairer, more inclusive international system. Why is Beijing releasing this white paper now? What are its key proposals? How does it connect with China's broader vision for the future of global governance?

About Michael Liebowitz – Host of The Rational EgoistMichael Liebowitz is the host of The Rational Egoist podcast, a philosopher, author, and political activist committed to the principles of reason, individualism, and rational self-interest. Deeply influenced by the philosophy of Ayn Rand, Michael uses his platform to challenge cultural dogma, expose moral contradictions, and defend the values that make human flourishing possible.His journey from a 25-year prison sentence to becoming a respected voice in the libertarian and Objectivist communities is a testament to the transformative power of philosophy. Today, Michael speaks, writes, and debates passionately in defence of individual rights and intellectual clarity.He is the co-author of two compelling books that examine the failures of the correctional system and the redemptive power of moral conviction:Down the Rabbit Hole: How the Culture of Corrections Encourages Crimehttps://www.amazon.com.au/Down-Rabbit...View from a Cage: From Convict to Crusader for Libertyhttps://books2read.com/u/4jN6xjAbout Xenia Ioannou – Producer of The Rational EgoistXenia Ioannou is the producer of The Rational Egoist, responsible for overseeing the publishing, presentation, and promotion of each episode to ensure a consistent standard of clarity, professionalism, and intellectual rigour.She is the CEO of Alexa Real Estate, a property manager and entrepreneur, and serves on the Board of Directors of the Ayn Rand Centre Australia, where she contributes to the organisation's strategic direction and public engagement with ideas centred on reason, individual rights, and human freedom.Xenia also leads Capitalism and Coffee – An Objectivist Meetup in Adelaide, creating a forum for thoughtful discussion on Ayn Rand's philosophy and its application to everyday life, culture, and current issues.Join Capitalism and Coffee here:https://www.meetup.com/adelaide-ayn-r...(Capitalism and Coffee – An Objectivist Meetup)Follow Xenia's essays on reason, independence, and purposeful living at her Substack:https://substack.com/@xeniaioannou?ut...Because freedom is worth thinking about — and talking about.#ethics #principles #philosophy #objectivism

Connect the dots between AAC caregiver coaching and adult learning.Guest: Daj Mitchell, MS, CCC-SLPEarn 0.10 ASHA CEUs for this episode with Speech Therapy PDWatch on YoutubeMichelle Dawson, MS, CCC-SLP, CLC, BCS-S, FNAP, is joined by Daj Mitchell for a joyful discussion on powerful AAC caregiver coaching. Together, they explore Malcolm Knowles' Principles of Adult Learning and how these concepts can help SLPs better support caregivers throughout the AAC journey. Daj breaks down the four levels of caregiver readiness for AAC implementation and shares practical strategies for meeting families where they are. Gain ideas for tailoring AAC coaching conversations, strengthening caregiver engagement, and creating more meaningful opportunities for communication success across everyday routines.About the Guest: Daj Mitchell, MS CCC-SLP, graduated from Governors State University with her Bachelor's in Speech-Language Pathology and a minor in Psychology. She received her Master's in Speech-Language Pathology and Audiology from Illinois State University and holds a variety of certifications and awards, including, but not limited to, certification as a Lingraphica Technology Specialist, Level I and Level II Sensory certified, and a recipient of two successive ASHA ACE awards.Show Notes:Contact Daj on Instagram: @yourslpdajListen to Daj's Podcast: Co-Treat Corner: Collaboration Tips for Therapists Love Money: Support Spero Stuttering

Rancho Mesa's Alyssa Burley and Client Technology Specialist, Brenda Colby sit down to talk about paid time off practices.Show Notes: ⁠⁠⁠⁠Subscribe to Rancho Mesa's Newsletter⁠⁠⁠⁠Host: ⁠⁠⁠⁠Alyssa BurleyGuest: ⁠⁠⁠⁠Brenda ColbyEditor: Megan LockhartMusic: "Home" by JHS Pedals, “Breaking News Intro” by nem0production© Copyright 2026. Rancho Mesa Insurance Services, Inc. All rights reserved.

How do regulators actually write the rules for crypto? SEC Commissioner Hester Peirce and Taylor Lindman, Chief Counsel of the SEC's Crypto Task Force, take us inside the process, recorded at the SEC offices in Washington, D.C.We cover CLARITY Act rulemaking, lessons from Dodd-Frank, principles-based regulation and navigating the risks of decentralized projects. If you want to understand how an agency like the SEC actually works, this episode is for you.Timestamps:0:00 Intro1:20 Commissioner Peirce's philosophy on capital markets5:04 Rulemaking at the SEC6:48 The SEC's divisions, explained8:27 How the Crypto Task Force is staffed10:37 Lessons from Dodd-Frank13:10 Legal artisans15:15 The Clarity Act deadlines18:55 Decentralized intermediaries20:56 Principles-based vs prescriptive regulation24:49 Tackling difficult crypto questions26:23 Leveraging AI for data review29:46 "Come in and register" under this SEC33:50 SEC & CFTC collaboration35:52 Re-engaging the crypto industry40:00 Crypto Task Force & the Clarity Act45:54 The SEC's non-crypto priorities48:41 Avoiding another regulation-by-enforcement era57:14 Thank you to Sam Enzer, Lewis Cohen and Cahill, plus a shoutout to Day One Law and Nick PullmanNewsletter: I'm re-launching the Law of Code newsletter soon: you can ⁠⁠⁠stay updated on emerging tech law for free here⁠⁠⁠: https://www.lawofcode.fm/Any feedback on this episode? Or how to improve the podcast? ⁠⁠Click here: https://forms.gle/W4d2a5aHuLJjuNdn7Disclaimer: This podcast is for informational and educational purposes only and does not constitute legal or investment advice. Views expressed by guests are their own and do not necessarily reflect those of their employers. Listening to this podcast does not create an attorney-client relationship.

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.

The Mount //Week 9// Worry in God's Kingdom Matthew 6:25-27 NIV  25 “Therefore I tell you, do not worry about your life, what you will eat or drink; or about your body, what you will wear. Is not life more than food, and the body more than clothes? 26 Look at the birds of the air; they do not sow or reap or store away in barns, and yet your heavenly Father feeds them. Are you not much more valuable than they? 27 Can any one of you by worrying add a single hour to your life? Learn from the Fowls - Trust God's Provision Matthew 6:26a NIV 26 Look at the birds of the air; they do not sow or reap or store away in barns, and yet your heavenly Father feeds them. Matthew 6:26b-27 NIV Are you not much more valuable than they? 27 Can any one of you by worrying add a single hour to your life? Ephesians 2:10 NIV  10 For we are God's handiwork, created in Christ Jesus to do good works, which God prepared in advance for us to do. Ephesians 2:10 NLT 10 For we are God's masterpiece. He has created us anew in Christ Jesus, so we can do the good things he planned for us long ago. Matthew 6:28-29 NIV 28 “And why do you worry about clothes? See how the flowers of the field grow. They do not labor or spin. 29 Yet I tell you that not even Solomon in all his splendor was dressed like one of these. Learn from the Fowls - Trust God's Provision Learn from the Flowers - Trust God's Process Matthew 6:28-29 NIV 28 “And why do you worry about clothes? See how the flowers of the field grow. They do not labor or spin. 29 Yet I tell you that not even Solomon in all his splendor was dressed like one of these. Matthew 6:30-32 NIV  30 If that is how God clothes the grass of the field, which is here today and tomorrow is thrown into the fire, will he not much more clothe you—you of little faith? 31 So do not worry, saying, ‘What shall we eat?' or ‘What shall we drink?' or ‘What shall we wear?' 32 For the pagans run after all these things, and your heavenly Father knows that you need them. Learn from the Fowls  - Trust God's Provision Learn from the Flowers - Trust God's Process Learn from Your Firsts - Trust God's Principles and Practices Matthew 6:33 NIV 33 But seek first his kingdom and his righteousness, and all these things will be given to you as well. Tzedakah (צדקה): Justice, Generosity, Caring for the poor, Restoring shalom, Living rightly within community. Matthew 6:34 NIV 34 Therefore do not worry about tomorrow, for tomorrow will worry about itself. Each day has enough trouble of its own. Learn from the Fowls  - Trust God's Provision Learn from the Flowers - Trust God's Process Learn from Your Firsts - Trust God's Principles and Practices

Topics: Faith without Works, James Explained, Paul vs. James, Law and Grace, Rightly Dividing Scripture, New Covenant Context, Judaism vs. Grace, Acts 15 Jerusalem Council, Acts 21 Nazarite Vow, Gospel of Grace, Works of the Law, Justification by Faith, Ephesians 2:8-9, Romans 3:28, Romans 4:2-5, Titus 3:5, Genesis 15:6, Abraham and Isaac Altar, Royal Law, Law of Liberty, Torah Commandments, Circumcision Party, Galatians Law Curse, Judaizers and Zealots, James Gang, Weak Conscience of James, Finished Work of Christ, Mosaic Covenant, John 19:30, James Taught Second Greatest Commandment, James 2:8, Early Church Conflict, First Century Epistles, Principles vs. Person, Sufficiency of Grace, Galatians 2:12, Acts 16 Circumcision of Timothy, 2 Corinthians 5:21, Galatians 2:16, 1 Corinthians 8, Acts 23 Plot Against Paul's Life Support the showSign up for Matt's free daily devotional!  https://mattmcmillen.com/newsletter

Hello my friends, my fellow overthinkers, coming up in this episode we will talk aboutOf course have a chit chat about how overthinking stands in the way of your dreams, the life you desire and deserveHow overthinking disconnects us from the present moment and the life happening around usShare some every day examples of what it looks like to be more in your headShare some key messages and psychoeducation that often support people to get out of their heads and back into life & what's important to youIf your overthinking is getting in the way or slowing down your ability to enjoy your life, than this is for you.Overthinking gets in the way of your potential and this conversation is all about giving you the boost, inspiration, and key principles to help you get out of your head and into the moment

Modern culture often treats masculinity as something dangerous that needs to be suppressed, softened, or apologized for. In this episode of Friday Field Notes, Ryan Michler challenges that narrative and draws a critical distinction between masculinity and manliness. Masculinity, Ryan argues, is the raw, God-given force within men - the drive to compete, build, protect, lead, and conquer. It is neither good nor bad on its own. Manliness, however, is what happens when that force is refined, disciplined, governed by principle, and directed toward a righteous purpose. Ryan outlines five practical ways to forge masculinity into manliness: attaching your strength to a mission, submitting yourself to discipline, living by a code, serving others, and embracing voluntary hardship. He explains why purpose, responsibility, and self-mastery are essential for becoming the man you're meant to be. If you've ever wrestled with what it means to be a strong man in today's world, this episode offers a framework for harnessing your natural gifts and turning them into something valuable for yourself, your family, and your community. SHOW HIGHLIGHTS 00:00 Introduction 00:07 The Lie We've Been Told About Masculinity 02:32 Masculinity vs. Manliness 04:58 Why "Toxic Masculinity" Gets It Wrong 07:17 Responsibility Over Shame 09:14 Choosing Who You Become 11:22 1. Attach Your Masculinity to a Mission 15:47 2. Submit Your Masculinity to Discipline 19:11 3. Govern Masculinity with Principles 23:08 4. Aim Your Strength in Service of Others 25:27 5. Embrace Voluntary Difficulty 28:46 Happiness vs. Fulfillment 30:18 Why Men Are Not the Problem 32:09 Becoming a Man in Command of Himself 33:13 Iron Council Invitation 34:02 Final Thoughts Battle Planners: Pick yours up today! Order Ryan's new book, The Masculinity Manifesto. For more information on the Iron Council brotherhood. Want maximum health, wealth, relationships, and abundance in your life? Sign up for our free course, 30 Days to Battle Ready  

Will new PE guidelines redefine risk and therapy in pulmonary embolism (PE) care? In this episode of the BackTable podcast, host Dr. Michael Barraza is joined by interventional cardiologist Dr. Jay Giri and emergency physician Dr. Trevor Cummings to break down the latest changes in PE management. They discuss how multidisciplinary pulmonary embolism response teams (PERT) are implementing these guidelines at their institutions, the introduction of a more nuanced A-E risk stratification system, and the challenges of enrolling experienced centers into clinical trials as device innovation accelerates. --- Get the BackTable apphttps://www.backtable.com/app --- This podcast is supported by Inari Medicalhttps://www.inarimedical.com/flowtriever-system --- Timestamps 00:00 - Introduction 01:24 - Building a PERT Team04:59 - Trials Shaping PE Care 10:20 - Why New Guidelines Now 14:06 - New Risk Categories Explained 19:51 - Applying Guidelines Locally 23:34 - What Is C1 Risk 27:52 - New D Category Explained 30:33 - Evidence for Aggressive Therapy 33:31 - How PERT Teams Communicate 38:22 - Upcoming PE Trials Pipeline 43:42 - Program Growth and High Risk Trials 45:46 - Closing Remarks --- More about this episode The conversation highlights the growth of catheter-directed lysis and mechanical thrombectomy, the rationale and practical impact of the new Category D for incipient cardiopulmonary failure (including normotensive shock), and the incorporation of PESI, sPESI, and Hestia for risk assessment. Additional topics include decision-making for low-risk patients, lactate and biomarkers for identifying higher-risk cases, communication strategies within PERT teams, AI-enabled risk stratification, and a preview of upcoming trials (PEITHO, PRAGUE-26, PEERLESS-2, PE-TRACT, and PERSEVERE) that are set to further transform PE care. --- Resources Management of Massive and Submassive Pulmonary Embolism, Iliofemoral Deep Vein Thrombosis, and Chronic Thromboembolic Pulmonary Hypertension: A Scientific Statement From the American Heart Associationhttps://pubmed.ncbi.nlm.nih.gov/21422387/ Surgical Management and Mechanical Circulatory Support in High-Risk Pulmonary Embolisms: Historical Context, Current Status, and Future Directions: A Scientific Statement From the American Heart Associationhttps://pubmed.ncbi.nlm.nih.gov/36688837/ Interventional Therapies for Acute Pulmonary Embolism: Current Status and Principles for the Development of Novel Evidence: A Scientific Statement From the American Heart Associationhttps://pubmed.ncbi.nlm.nih.gov/31585051/ Ultrasound-Facilitated, Catheter-Directed Fibrinolysis for Acute Pulmonary Embolismhttps://pubmed.ncbi.nlm.nih.gov/41910345/ PEERLESS II: A Randomized Controlled Trial of Large-Bore Thrombectomy Versus Anticoagulation in Intermediate-Risk Pulmonary Embolismhttps://pubmed.ncbi.nlm.nih.gov/39132600/ Rationale and design of the PE-TRACT trial: A multicenter randomized trial to evaluate catheter-directed therapy for the treatment of intermediate-risk pulmonary embolismhttps://pubmed.ncbi.nlm.nih.gov/39638275/ Reduced-Dose Intravenous Thrombolysis for Acute Intermediate–High-risk Pulmonary Embolism: Rationale and Design of the Pulmonary Embolism International THrOmbolysis (PEITHO)-3 trialhttps://pubmed.ncbi.nlm.nih.gov/34560806/ Design and rationale of the PERSEVERE study: a randomized controlled trial of large-bore mechanical thrombectomy versus the standard of care for high-risk pulmonary embolism https://pubmed.ncbi.nlm.nih.gov/41453591/ Design and rationale of PRAGUE-26: a multicentre, randomised trial of catheter-directed thrombolysis for intermediate-high risk acute pulmonary embolismhttps://pubmed.ncbi.nlm.nih.gov/40464677/ --- BackTable Vascular & Interventional (VI) is the go-to podcast for interventional radiologists, vascular surgeons, and interventional cardiologists. Download the free BackTable app to get early access to new episodes, cases, and courses curated by physicians in your specialty. ► https://www.backtable.com/app

Many writers assume that Christian stories are defined by clean content, religious themes, or explicit references to faith. But a Christian worldview is not a genre.In this episode of The Storyteller's Mission, Zena Dell Lowe explains why many faith-based stories feel preachy, emotionally shallow, or dramatically ineffective despite their good intentions. More importantly, she reveals how writers can create stories that communicate biblical truth at a deep structural level without relying on overt religious content.Through examples from Die Hard, Lethal Weapon, Strong Fathers, Strong Daughters, and modern storytelling trends, you'll discover the difference between worldview and genre, truth and signaling, and why some secular stories often resonate more deeply than many faith-based films.Topics Covered:• Christian worldview vs Christian genre • Why faith-based films often struggle • Storytelling and moral truth • Die Hard and biblical morality • Lethal Weapon as moral storytelling • Principles vs rules in story • The problem with preachy writing • Writing stories that resonate • Biblical worldview in screenwriting • Christian storytelling and cultureCHAPTERS00:00 A Secular Story Can Tell More Truth 01:12 What People Mean by "Christian Film" 02:00 Why Die Hard Matters 03:00 Principles vs Rules 05:30 Compassion vs Justice 06:30 What a Worldview Really Is 07:10 Genre vs Worldview 08:20 The Strong Fathers, Strong Daughters Example 10:30 Why Nuance Matters 11:10 Secular Stories and Biblical Truth 11:25 Lethal Weapon vs Modern Storytelling 12:40 The Postmodern Worldview Shift 14:00 What Writing a Christian Worldview Actually Means 15:25 Stop Trying to Write Christian Stories 15:50 Why the Faith-Based Industry Struggles 17:35 What This Means for Writers 19:45 We Need More Truthful StoriesWatch this episode on YouTubeFree Resources for Writers:Seven Deadly Plot Points FREE TRAINING VIDEO Free Video Tutorial for ScreenwritingSign up for The Storyteller's Digest, my exclusive bi-monthly newsletter for writers and storytellers. Each edition delivers an insightful article or practical writing tip straight from me, designed to help you master your craft and tell compelling stories.The Storyteller's Mission Podcast is now on YouTube.  Subscribe to our channel and never miss a new episode or announcement.

The skills that survive every industry shakeup aren't the ones you can Google — they're softer, harder to name, and far more durable. In this episode, Jonathan explores principle-oriented thinking: the practice of stripping away the labels we attach to tools, roles, and even ourselves to see what something actually does at its core. It's the difference between handing your coding off to an agent and rethinking your entire workflow around what these new materials are truly capable of. If you've been following along with our recent focus on durable skills, you know we've been hunting for the abilities that translate beyond this month, this year, or whatever AI does to our industry next. Today's skill doesn't have a tidy name you can search for — it's softer than that. Jonathan calls it "principle-oriented thinking": the habit of deconstructing the labels we put on things to understand their core components, properties, and capabilities. It's how NASA engineers turned a sock into a water filter on Apollo 13, and it's how forward-thinking engineers are reframing what AI can actually do rather than jamming it into a predetermined slot. Labels Are Useful Shortcuts — Until They Aren't: Every label, from "software engineer" to "sock," carries baggage, heuristics, and presupposition. That's not a flaw — labels are how we move through the world quickly. But when a label is the only lens you have, it quietly caps how much value you can get out of the thing you're looking at. The Apollo 13 Sock: When the crew needed to fix a life-threatening problem with mismatched parts, the engineers on the ground had to forget what a sock was for and ask what it actually is — a piece of cloth with tensile strength, flexibility, and filtering properties. Strip the assumption that it goes on a foot, and a whole new set of uses opens up. Stop Slotting AI Into Old Roles: The common move is to take one responsibility — coding, debugging, refactoring — hand it to an agent, and keep everything else the same. That works, but it's low-leverage. The more powerful approach starts by asking what the agent is fundamentally capable of, then rebuilding the workflow around those raw materials. See Things as Materials, Not Fixed Functions: When you deconstruct out from under a label, tools and concepts start to look like craftable raw materials. You can then combine them in new, valuable ways they haven't been combined before — alloying old methods with new capabilities to create properties neither had on its own. Reason From Properties, Not Personas: Ask what the actual properties of an LLM are. Non-determinism isn't a bug to apologize for — it's a property you can exploit. The existence of many different models is a property too, which is exactly what makes adversarial review possible. That's principle-oriented thinking applied to agents. Extend the Latticework: Charlie Munger talked about a latticework of mental models that weave together rather than sit in isolation. The durable skill isn't quarantining your concept of "AI" off to the side — it's grafting a new section onto the existing tapestry and letting it reshape everything you already understood. Episode Takeaway: Look at how you spend your time and ask new questions of it. What is the material here? What kind of thinking does the agent actually do? What can a human do that an LLM can't — and the other way around? That's how you avoid believing a sock is only ever good for a foot.