Podcasts about promoted

“Success is not to be pursued. It is to be attracted by the person you become.” — Jim RohnSuccess in your career is determined by more than performance. It is also shaped by visibility, influence, positioning, relationships, and your ability to communicate your value before someone else defines it for you.Deepali Vyas has dedicated her career to mastering that exact process. Known as The Elite Recruiter, Deepali has spent 25+ years advising Fortune 500 companies, hedge funds, and high-growth organizations on executive hiring and leadership strategy.Deepali has reviewed 1M+ résumés, conducted 50K+ interviews, and helped thousands of professionals secure senior positions and negotiate life-changing opportunities.In this episode:• How to command a higher salary• What separates those who are promoted from those who remain stuck• The skills you need to stay valuable in the age of AI• How to communicate your value so the right relationships and opportunities find their way to youLet's WIN THE DAY with Deepali Vyas!_

Support the show and get more from Analytics United: https://www.patreon.com/AnalyticsUnited Cal and Jack break down West Ham 1-2 Charlton in the Hammers' first home game of the Championship campaign. They discuss where exactly it went wrong for West Ham, Taty's controversial penalty miss, what Nuno need to change in order to beat counter-attacking sides and, ultimately, ask whether we should be concerned about the poor form we've seen so far. Timestamps: (00:00) West Ham 1-2 Charlton review(06:00) Taty's penalty miss: Should Castellanos have taken it? Nuno's comments after.(07:58) What went wrong?(11:47) The Biggest Takeaway: First phase attacking has to be better(15:20) Final Third Problems: How should West Ham be creating chances?(24:31) The HOL HOG: Nicky Hayen & Nathan Jones(25:45) Arne Engels debut review(30:23) Joël Piroe debut review(36:37) How can West Ham get the best out of Piroe & Engels?(40:57) Style mismatch: How West Ham can solve the issues we've seen against counter-attacking sides(45:27) Lewis Orford has to play(48:55) Getting better outcomes: Circulate faster, rotate more(51:18) Are we worried? Please do leave us a review and subscribe to the podcast to catch every episode. You can follow the pod (and our other work) on Twitter: Main: @AnalyticsUtd_ Jack: @jackelderton Cal: @WHU_Analytic Darcy: @futpysche Charlie: @ATopLad Theme music: "Emotional Chill Electronic Vlog Music | Sunset" by Alex-Productions (https://onsound.eu/) Promoted by: https://www.free-stock-music.com Creative Commons / Attribution 3.0 Unported License (CC BY 3.0) https://creativecommons.org/licenses/by/3.0/deed.en_US Learn more about your ad choices. Visit podcastchoices.com/adchoices

Last time we spoke about the reaction after the surprise attack on Pearl Harbor. After four years of fighting Japan almost alone, China's Chiang Kai-shek learned of Pearl Harbor with profound relief. Japan's attack, meant to neutralize American naval power, instead galvanized the entire Western world against Tokyo. Within hours, Chiang declared war on the Axis powers, transforming China from an isolated nation to a recognized Allied member. The strategic mathematics were clear to Chiang: America's industrial might would ultimately crush Japan. China simply needed to survive long enough. The United States quickly formalized this partnership, pledging military support through Lend-Lease and elevating Chiang to leadership of Allied forces in the China theater. Yet Pearl Harbor brought catastrophe for Western civilians in China. Americans and Britons, previously protected as neutral foreigners, were suddenly rounded up and interned in camps. For many, decades of presence in China ended in hasty evacuation, leaving behind lives built over generations.   #216 The Battle of Hong Kong Part 1: The Approaching Storm Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. Japan emerged as a significant threat to British interests during the 1920s following the collapse of the Anglo-Japanese Alliance. This concern intensified dramatically after Japan's invasion of China, with the ensuing Sino-Japanese War escalating tensions further. British assets in the region came under direct assault, including attacks on Western military and commercial vessels such as HMS Ladybird. Yet despite these provocations, the British Government maintained an inconsistent stance toward Japan, responding with only feeble diplomatic and military countermeasures. This contradiction characterized London's approach: while diplomatic channels remained conciliatory, military planners viewed Japan with genuine apprehension. During the 1930s, Singapore and Malaya represented Britain's most valuable and prosperous holdings in the Far East and consequently received substantial garrison reinforcements. By contrast, Hong Kong was widely acknowledged to be indefensible—a conclusion reached repeatedly by successive military studies. Despite this consensus, the British Government proceeded with the Hong Kong Defence Scheme in 1936, which aimed to transform Hong Kong Island into a fortified redoubt while establishing delaying positions in Kowloon and the New Territories. The Hong Kong Garrison's mandate was straightforward: repel external attacks and prevent enemy use of the harbour and dry dock. The underlying strategy relied on a simple principle: hold Hong Kong Island as an impregnable fortress and await relief from the Royal Navy. Consequently, protecting the harbour became the paramount objective. Japanese strategists were correctly identified as Hong Kong's primary threat, with military planners anticipating attack from the sea rather than overland. To counter such an offensive, the defence scheme incorporated five successive layers of protection: naval mines fitted with indicator nets and anti-submarine booms formed the first barrier; coastal artillery provided the second; beach installations featuring pillboxes, wire entanglements and mines constituted the third; infantry strongpoints positioned on commanding heights guarded against amphibious landings; and finally, a mobile reserve force stood ready to counterattack and eliminate any successful enemy incursion. The 1936 plan also mandated extensive fortification of Kowloon's bottleneck approaches through bunkers, trenches and blocked passages, with a principal defensive line—resembling a miniature Maginot Line—constructed across the mountains immediately north of Kowloon. The garrison structure comprised three infantry battalions plus the Hong Kong Volunteer Defence Corps (HKVDC), a unit approximately regiment-strength equipped with armoured cars, engineers, artillery, anti-aircraft guns and infantry. These forces organized into three brigades: mainland, island, and garrison reserve. The air component was planned to be formidable: a reconnaissance squadron, a fighter-bomber squadron, two torpedo squadrons and a flight of auxiliary spotting aircraft operated by the HKVDC. Naval forces consisted of a modest destroyer contingent, an MTB flotilla, gunboats and patrol vessels. When Japan occupied Guangzhou, Hong Kong found itself effectively encircled. In response, limited conscription was implemented, though restricted to non-Chinese males for HKVDC service. Chinese personnel were largely confined to non-combat positions such as air-raid precautions and medical duties. The expanding Japanese threat prompted a substantial expansion of the Hong Kong Garrison to four regular infantry regiments—two British units (one specializing in medium machine-gun support) and two Indian regiments. Supporting forces included two coastal artillery regiments, a field artillery regiment-plus, and an anti-aircraft regiment. The Royal Navy expanded to include the 2nd MTB flotilla (eight 60-foot, 29-knot motor torpedo boats armed with twin torpedoes and eight Lewis guns each, plus two smaller 55-foot vessels), four shallow-draught river gunboats (HMS Cicala, Tern, Moth and Robin), four aging World War I S-class destroyers (HMS Thracian, Thanet, Scout and Tenedos—the last transferred to Singapore in 1939), HMS Cornflower sloop, and various auxiliary vessels including tugs, boom defence ships and minelayers. The Fleet Air Arm deployed three Supermarine Walruses—single-engine reconnaissance amphibians—at Kai Tak Airport. The Royal Air Force remained the weakest service, equipped with only four Vickers Wildebeest torpedo-bombers and a handful of HKVDC aircraft: one Avro Tutor, two Hornet Moths and two Cadet biplanes. When World War II erupted in Europe, Britain's focus necessarily shifted to national survival, inevitably leaving distant imperial outposts like Hong Kong neglected. Rather than receive reinforcements, Hong Kong actually lost capable personnel; many veteran troops were repatriated to Europe, leaving behind a less proficient garrison. Peacetime duties had proven a poor preparation for combat—officers and men had passed their time socializing rather than maintaining combat readiness. Governor Sir Geoffrey Northcote persistently urged London to adopt a firmer stance against relentless Japanese provocations: aircraft incursions, sinking of junks and fishing vessels, and infiltration by Taiwanese fifth columnists (Japan had colonized Taiwan in 1895). Recognizing the hopelessness of his position, Northcote recommended withdrawal in October 1940, arguing that defending the colony would inevitably result in mass civilian casualties and widespread destruction—a pragmatic assessment given Hong Kong's indefensible state. London categorically rejected this proposal, reasoning that withdrawal would demoralize China, embolden Japan and undermine American confidence in British resolve. Underlying this decision was an additional consideration: the long-standing dispute over Hong Kong's sovereignty. Since Britain acquired Hong Kong in 1841, the prospect of surrendering it, even temporarily, raised fears about reclaiming it afterward. Preserving the appearance of British determination was deemed crucial to demonstrating to Chiang Kai-shek, Nationalist China's leader, that Britain intended to retain the territory. Despite these political calculations, London consistently refused fresh troop deployments. Major-General A. E. Grasett, the China theatre commander, requested reinforcements only to face rejection—London offered only Indian or other colonial forces. Air Chief Marshal Sir Robert Brooke-Popham, appointed British commander in the Far East in 1941, likewise pressed for garrison strengthening, to no avail. The situation shifted dramatically after Grasett, a retired Canadian who had recently left his China post, travelled to Britain via Canada. Upon arriving in Canada, he independently approached his former classmate Major-General Crerar, Chief of the Canadian General Staff, and advocated for reinforcement. Grasett argued persuasively that deploying two or more additional battalions would enable the Hong Kong garrison to withstand an extended siege. When Grasett reached London in early September 1941, he presented this case directly to the British Chiefs of Staff, simultaneously proposing that Canada could provide the extra units. His arguments proved persuasive; the Chiefs of Staff altered course and convinced a reluctant Churchill to reconsider. In light of accelerating Japanese pressure, Britain substantially enlarged the Malaysia/Singapore garrison from nine to 32 battalions and despatched two capital ships—HMS Prince of Wales and Repulse—to the region, reasoning that this show of force would deter Japanese aggression against British Far Eastern interests, including Hong Kong. The original defence strategy envisaged holding Hong Kong Island exclusively while denying the harbour to attackers. A single battalion (the Punjabis) would execute delaying actions across the New Territories, followed by a three-battalion defensive stand on the Gin Drinkers Line. This brief mainland resistance would allow time for demolishing stores, power installations, docks and wharves, clearing food stocks and removing vital matériel before withdrawing to Hong Kong Island for a protracted resistance awaiting relief from Singapore or American forces from the Philippines. The Gin Drinkers Line—styled after the French Maginot Line in miniature—ran approximately 18 kilometres south of the Sino-Hong Kong border. Beginning near Gin Drinkers Bay west of Kowloon, it extended 17 kilometres across the Kowloon Peninsula hills toward its eastern extremity. The strategic expectation was that this line would delay the Japanese assault for three weeks or longer, permitting battalion withdrawal to Hong Kong Island for sustained resistance while mainland forces completed evacuation procedures. The 1937 war plan stipulated that four battalions would be necessary for an effective delaying action and seven for an adequate Gin Drinkers Line defence—figures which excluded the aircraft and naval support essential to success. With only a single army brigade available and virtually no air capability, planners abandoned the mainland defence concept, leaving defensive works incomplete and deteriorating under tropical conditions. Chinese personnel were conspicuously absent from initial war preparations and strategic planning, only being incorporated late in the process. The largest Chinese component was the volunteer contingent serving with the HKVDC. On the regular army side, approximately 150 Chinese recruits were enlisted in mid-1941 for the 5th Anti-Aircraft Regiment. The Hong Kong Chinese Regiment, hastily constituted on 3 November 1941, comprised officers borrowed from British and Indian units alongside 52 Chinese junior NCOs and other ranks with minimal training. A Royal Engineers troop staffed entirely by Chinese soldiers saw service, and some Chinese personnel served with the Royal Navy and Dockyard Defence Corps. Chinese participation increased substantially in auxiliary services—air-raid precautions, auxiliary police, nursing, St John Ambulance and fire brigades. This reluctance to fully integrate Chinese forces likely reflected prevailing attitudes of the era. Pre-war British propaganda had frequently mocked Japanese military capability, portraying officers and soldiers as myopic and incompetent. Japanese combat prowess was systematically underestimated; their victories in China were attributed to facing inferior opposition rather than evidence of genuine military strength. Japanese weaponry was dismissed as inferior to European standards. Consequently, British confidence remained high that the colony could hold indefinitely if adequately reinforced. In September 1941, Hong Kong received heartening news: two additional Canadian battalions would be deployed to the garrison. Brigadier John Maltby promptly revived the pre-war plan for defending the Gin Drinkers Line, developing a strategy centred on three mainland battalions (2nd Royal Scots, 5/7 Rajputs and 2/14 Punjab) supported by HKVDC elements and four artillery troop detachments, while three island battalions (1st Middlesex, Royal Rifles of Canada and Winnipeg Grenadiers) bolstered by the bulk of the HKVDC would hold Hong Kong Island. Command responsibility was divided between two brigades: the Island Brigade (Hong Kong Infantry Brigade) under Brigadier Lawson, a recently arrived Canadian, and the mainland Kowloon Infantry Brigade under Brigadier Wallis. The Canadian regiments arrived on 16 November 1941. Maltby was commissioned into the Indian Army in 1911, and  saw extensive service across multiple campaigns: World War I, the Persian Gulf (1913–14), and the North-West Frontier (1923–24). His early promise earned him selection for accelerated advancement through prestigious staff colleges at Quetta and RAF Andover. By 1937, he was again serving on the North-West Frontier, and by 1939 commanded both the 3rd Jhelum Brigade (later the Calcutta Brigade) and the 19th Infantry Brigade in Deccan. In 1940, posted to China, Maltby orchestrated the closure of the North China Command by withdrawing two infantry battalions from Shanghai. Promoted to major-general as GOC China in August 1941, he had only three months to prepare the colony's defenses, a race against time he could not win.  The Gin Drinkers Line occupied a naturally dominant position atop mountains spanning northern Kowloon's breadth, yet possessed inherent weaknesses that would prove fatal. The line lacked defensive depth and remained vulnerable to flanking manoeuvres, with two sectors representing particular danger: Customs Pass and the gap between Golden Hill and Laichikok Peninsula near Gin Drinkers Bay. Given the extended front, each battalion arranged its forces in a string of platoon positions with gaps covered by daytime fire and nighttime patrols. One company per battalion could be held in reserve within prepared positions guarding the most dangerous sectors. The reserve company of the centre battalion (2/14 Punjab) initially advanced as forward troops, screening demolition operations and delaying the enemy's initial thrust. The hasty decision to establish mainland defences meant that essential support systems—communication networks, artillery registrations, mortar calibrations—remained incomplete when combat commenced. Ammunition shortages compounded the problem. For instance, the 2/14 Punjab conducted only a single 3-inch mortar practice session before the attack; adequate ammunition arrived only in November and totalled a mere 70 rounds per battalion for both training and combat. These mortars were registered for the first time in their battle positions, with combat beginning just 12 hours later. The 2-inch mortar situation was even more desperate: troops received live ammunition only as fighting started, making their baptism of fire an actual combat situation. Transportation deficiencies—trucks and animals in short supply—forced manual ammunition transport across Hong Kong's challenging terrain, imposing severe physical demands on already stretched personnel.   On 6 November 1941, Imperial Japanese Headquarters ordered its Commander-in-Chief in China to prepare plans for capturing Hong Kong. The 23rd Army, part of the China Southern Expeditionary Army Group and commanded by Lt. Gen. Sakai Takashi with Maj. Gen. Kuribayashi Tadamichi serving as Chief of Staff, would form the invasion's backbone. All preparations were to be completed by the end of November 1941. The operation, designated 'Operation C', sought to 'seize Hong Kong within ten days'. Takahashi was the son of a factory worker, and rose through the ranks to become a veteran of China campaigns. He was tasked with capturing Hong Kong using the 38th Division normally assigned to the Southern Expeditionary Army Group. Despite setbacks and humiliation over requests for additional resources—particularly following intelligence reports of tanks (actually Bren carriers) in Hong Kong—Sakai remained determined to succeed. He served as Governor of Hong Kong from 26 December 1941 to 20 February 1942. Kuribayashi, best remembered as the Japanese commander at Iwo Jima, graduated from the Army Academy in 1914 specializing in cavalry. He served as deputy military attaché to Washington and Canada and studied at Harvard University. In December 1941, he held the position of Chief of Staff to the 23rd Army during the Hong Kong operation. Operation C followed a straightforward strategic framework. A blocking force would prevent Chinese interference from the rear, while the main invasion force would spearhead the assault. The 23rd Army, comprising four divisions plus a mixed brigade and two infantry regiments, received the assignment to attack Hong Kong. Of these four divisions, only the 38th played a substantive role in the invasion itself. The attack employed a combined-arms approach. Naval forces would establish a blockade and deliver bombardment while aircraft targeted key installations. Ground forces from the 38th Division—specifically the 228th, 229th, and 230th Regiments—would execute the land invasion using a three-pronged strategy. The right column would sweep westward in a wide arc, clearing Castle Peak Road and targeting the western flank of the Gin Drinkers Line near Laichikok Peninsula. The centre force would press directly through the line's middle, while the left column would cross Tidal Cove (Tolo Harbour) toward Kai Tak Airport and eastward toward Devil Peak, a crucial defensive position. The objective was to annihilate British forces on the mainland and compel Hong Kong's surrender through sustained bombardment. Should British forces resist, the island phase of the campaign would commence. Securing the rear against the Chinese National Army of the 7th Military District and Communist guerrillas fell to the 66th Regiment, normally part of the 51st Division but attached to the 38th for this operation. The 66th would simultaneously occupy and secure rear areas throughout the New Territories and Kowloon while the three assault regiments engaged the main defensive forces. This rearguard operation was organised into columns named after their commanding officers: Kitazawa, Kobayashi, Sato, and Araki. The Japanese selected the narrowest approach between Kowloon and Hong Kong Island, targeting the eastern coast near Lyemun Passage where only 410 metres of water separated the mainland from the island. Upon landing, forces would rapidly advance inland to seize the critical junction of Wongneichong Gap, then pivot westward and southward to capture Victoria City and the remainder of Hong Kong. The naval contingent divided into two groups: the Bombardment Group and the Attack Group. Approximately 300 personnel from the Special Naval Landing Force (SNLF) were attached to the invasion force. Air support came from the First Air Brigade under Col. Habu Hideharu, which contributed 56 light bombers and fighters. Their mission was to neutralise the Royal Air Force and Royal Navy, thereby securing aerial and maritime superiority for the ground campaign.   On the eve of war, the British garrison numbered 13,981 all ranks, including nursing staff and St John Ambulance personnel. Of these, 8,919 were British and Canadian, with 4,402 Indian and Chinese. The core infantry force comprised 5,422 regular soldiers, complemented by approximately 6,000 additional personnel across artillery, engineering, naval, and Hong Kong Volunteer Defence Corps (HKVDC) units. By 1941, the Royal Navy had become a shadow of its former self as the once-dominant China Squadron. Of the three World War I destroyers present on 8 December, two had been sent to Singapore—the third undergoing repairs—by 1930. This redeployment stemmed partly from the futility of defending the colony and partly from a commitment by senior US Navy officers: Britain would reinforce Singapore with Hong Kong's fleet in exchange for four American destroyers at Singapore. This American guarantee, however, never materialized. The defensive infrastructure focused primarily on countering a seaborne attack: twenty-nine coastal guns (9.2in., 6in., 4.7in., and 4in. calibres), ten 18- and 2-pounder beach defense guns, and twenty-eight field guns (60-pounder, 6in., 4.5in., and 3.7in. calibres). The Hong Kong Garrison's infantry comprised four regular army battalions—two British and two Indian—bolstered by five HKVDC infantry companies, each averaging 100 men. The 1st Middlesex Regiment, deployed in August 1937, served as a machine-gun battalion equipped with forty-eight Vickers medium machine guns. Having been abroad since 1931, the regiment had deteriorated through protracted garrison service, Hong Kong being among the softest postings available. From September 1939 onward, all regiments—including the 5/7 Rajputs (arrived June 1937) and the 2/14 Punjab—experienced systematic loss of experienced officers and NCOs to other theaters. The Royal Scots proved particularly hard hit, suffering disciplinary problems and an unusually high court-martial rate. Units like the Hong Kong and Singapore Royal Artillery suffered critical leadership gaps that went unaddressed. By December 1941, many formations fielded inexperienced replacement troops, significantly undermining combat readiness. The Punjabis exemplified these deficiencies. Stationed in Hong Kong since November 1940, they received their vehicles and mortars only in August 1941—three months before combat. Compounding this, forty percent of their strength consisted of raw recruits arrived just in October. When war erupted, artillery regiments found themselves relying on junior officers in senior roles, with British commanders unfamiliar with Urdu directing Indian troops, a handicap that severely compromised effectiveness. Deficient equipment compounded leadership shortages. Shells dating from 1918 detonated prematurely upon discharge, while ammunition shortages crippled operations. On 8 December, all field guns deployed with merely 100 rounds apiece, with 200 rounds held in reserve for the entire campaign, and coastal guns received only 25 rounds each. Insufficient cross-training meant many infantrymen failed to understand the artillery "clock face" targeting system, causing them to miss their objectives. Malaria devastated European troops, particularly the Royal Scots. Of approximately 770 personnel, at least 180 suffered recurring malarial episodes from the Shing Mun Redoubt area's notoriously endemic conditions. Staff shortages forced nearly every unit to promote junior officers to positions beyond their rank, exacerbating structural weaknesses. Although the Canadians' arrival bolstered the garrison, significant handicaps undermined their effectiveness. Both battalions carried a C-class designation—deemed unfit for foreign service—having spent years in soft garrison postings without rigorous training. The deficit was stark: each Canadian soldier received only thirty-five rifle practice rounds. The two battalions incorporated 115 men with fewer than sixteen weeks' training, while sixty-two of seventy-five recruits joining the Winnipeg Grenadiers in June came directly from a training depot lacking even basic rifles. Twelve percent of the Canadian force remained untrained. Equipment deficiencies proved even more damaging. A standard 1941 Canadian infantry battalion required 102 motor vehicles—including twenty-two Universal Carriers, thirty-seven ¾-ton trucks, thirteen 1-ton trucks, thirty-one bicycles, and twenty-two Boys anti-tank rifles. When the Canadians landed, logistical failures left them with only six Bren carriers, two water tankers, twelve ¾-ton trucks, and a single Boys anti-tank rifle. Although they carried 3in. mortars, neither ammunition nor radios accompanied them. Canada possessed only 300 3-inch mortar bombs in its entire inventory at that time, making any allocation to Hong Kong impossible. A second vessel, the SS Don Jose, was dispatched with replacement vehicles and equipment but never reached Hong Kong before 8 December. The Japanese seized it en route to Manila. Despite these shortcomings, the force departed on 27 October with 1,975 men and arrived on 16 November. Intelligence estimates regarding Japanese available forces varied widely, ranging from two to four divisions. On 6 December evening, Chinese reports confirmed the previous day's arrival of three Japanese divisions at Buji township, located eight miles from the border in what is now Shenzhen. Earlier, around 1 November, a Japanese deserter provided intelligence of significant troop concentrations north of the frontier, including large-calibre artillery indicative of at least divisional strength.   The Hong Kong invasion force comprised three service branches: the Imperial Japanese Army (IJA) deployed the 38th Infantry Division, the Imperial Japanese Navy (IJN) committed the Second China Fleet, and the Imperial Japanese Air Force (IJAF) contributed the 1st Air Group. Command of the ground assault rested with Lieutenant-General Sano Tadayoshi of the 38th Division, supported by Major-General Ito Takeo heading the infantry group, while supporting arms including artillery, engineers, armor, and transport fell under Sano's authority. The main assault force consisted of three infantry regiments from the 38th Division, each led by a colonel: the 228th under Doi Teihichi, the 229th under Tanaka Ryosaburo, and the 230th under Shoji Toshishige. The 38th Division itself was a standard 1940s B-class infantry division of approximately 20,000 troops (ranging from 18,000–21,000 depending on operational requirements), organized into three regiments with three battalions each. Reflecting the Japanese army's reliance on animal and human transport, each regiment fielded roughly 3,800 troops supported by some 700 horses. Battalion strength averaged around 1,071 personnel, with companies numbering approximately 180 men. Japanese infantry battalions of this period featured a distinctive organization: rifle platoons consisted of four sections (three equipped with rifles and light machine guns, one with light mortars and rifles), complemented by an additional heavy machine-gun company fielding twelve Type 92 weapons and a troop of light artillery—likely Type 92 70mm infantry guns. The divisional field artillery regiment operated 75mm Type 41 mountain guns organized into three 688-man battalions, each with two troops of two guns. Mountain artillery units, numbering 36 guns total, carried additional personnel (3,400) and animals (1,400) to navigate the terrain complexities of Hong Kong operations. Recognizing the need for overwhelming firepower to compel Hong Kong's surrender, the IJA augmented the invasion force with heavy artillery—15cm and 24cm howitzers commanded by Major-General Kitashima Kineo. News of the Canadian reinforcements arriving in Hong Kong forced a reassessment. Commander-in-Chief Sakai Takashi of the 23rd Army informed his superiors that the original ten-day timeline was unrealistic and requested additional troops. Although most formations were already committed to other operations, Imperial Headquarters eventually authorized two depot regiments from Japan to support the campaign. Intended for second-line duties rather than frontline combat, these units were to be returned promptly after freeing experienced personnel for Hong Kong operations. This arrangement allowed the 19th and 20th mixed brigades—approximately 6,000 men organized in five infantry battalions, a field artillery battalion, and an engineer battalion—to be released for Hong Kong. However, Sakai's request for reinforcements met with disapproval from Imperial Headquarters, and he received an unmistakable message: a swift, decisive campaign was essential. His situation worsened when Japanese agents mistakenly identified British Bren carriers as tanks, forcing Sakai to improvise armor by raiding the 1st Reserve Tank Battalion and tankette units from infantry depot divisions. In attempting to secure additional armor from the 11th Army's 9th Reconnaissance Regiment, Sakai encountered resistance. General Hata Shunroku lodged sustained complaints with senior officials, and Sakai received a sharp rebuke—further requests would not be entertained, and his replacement would follow if necessary. Stung by this loss of face, Sakai abandoned all additional requests and became even more determined to achieve success. Vice-Admiral Niimi Masaichi, commanding the 2nd China Expeditionary Fleet, oversaw the entire naval element, divided into bombardment and attack groups. His flagship, the light cruiser Isuzu, carried Captain Ura Koichi, who simultaneously commanded the bombardment group. This naval force assembled ships from various China Expeditionary Fleet units, particularly from the Canton Special Base Force, 15 Squadron, and 11 Torpedo Boat Division at Guangzhou. Reflecting Niimi's lack of confidence in the army's air support capabilities, the seaplane tender IJN Kamikawa Maru joined the operation on his insistence, providing organic naval aviation against the threat posed by British Wildebeests. Niimi also petitioned for destroyers IJN Wakaba and Yugure to counter the three British destroyers, though this request was denied. The Special Naval Landing Forces (SNLF) were assigned to conduct diversionary attacks south of Hong Kong Island, intended to distract British forces from the main land invasion thrust. The IJAF's 1st Air Brigade, commanded by Colonel Habu Hideharu, centered on the 45th Air Regiment with 34 Kawasaki Ki-32 Type 98 'Mary' light bombers. This composite force drew aircraft and units from airfields across China and Manchuria—Beijing, Shanghai, Taiwan, and Qiqihar—all assembled at Baiyun Aerodrome in Guangzhou on 7 December 1941. Supporting the 1st Air Brigade were the 10th Independent Squadron under Captain Takatsuki Akira with 13 Nakajima Ki-27 Type 97 'Nate' fighters, 3 Mitsubishi Ki-15 Type 97 'Babs' command reconnaissance aircraft from the 18th Independent Reconnaissance Squadron, and the 44th Independent Squadron fielding 6 Tachikawa Ki-36 Type 98 'Ida' observation aircraft. Years before the invasion, the Japanese cultivated an extensive network of agents and sleeper operatives in Hong Kong, methodically gathering intelligence and mapping military installations. This sophisticated network proved remarkably effective: invasion maps carried by IJA officers were actually Hong Kong Government and British military maps, overprinted with Japanese annotations and interpretations. British officers later discovered in captivity that the Peninsula Hotel's regular barber was a Japanese Navy lieutenant-commander who had exploited the intimate setting to extract valuable information about British force dispositions. Intelligence operatives infiltrated every level of Hong Kong society—the garrison tailor and barber both served as spies. This groundwork enabled exceptional accuracy in artillery fire and bombing campaigns. The Japanese further leveraged criminal networks, recruiting gangsters throughout Hong Kong and Guangdong province with money and arms, turning them into irregular auxiliaries supporting the invasion.   On Sunday, 7 December, seven hundred members of the 2nd Royal Scots and Middlesex Regiment marched to St John's Cathedral for the morning service. As Major-General Maltby read a passage from Matthew, his aide-de-camp, Lieutenant I. MacGregor, delivered an urgent message that would change everything. Preparations for conflict had already begun. On 5 December, the HKVDC had mobilized fully, yet Hong Kong's broader population remained unmoved—the Happy Valley racetrack reported record attendance that very day. The contrast was stark: while one institution prepared for war, another celebrated as though nothing threatened. Japanese forces had been positioned advantageously since autumn 1941. The 23rd Army was already stationed west of Guangzhou, with contingents scattered across Foshan Town, Zhuhai, and other locations on the Pearl River delta. Upon orders for war on 1 December, they faced minimal distances to cover. The army regrouped at Humen, Shilong Town, and Guangzhou itself—staging areas for the invasion. The first visible signs arrived on 4–5 December when Japanese forces landed at Mirs Bay; the 228th Regiment moved into its staging area at Buji Town, now part of Shenzhen City. Maltby received these reports and immediately departed the cathedral service to issue urgent stand-to orders. Yet skepticism persisted within military circles. Some dismissed the threat, dismissing such intelligence as "astonishingly erroneous." Meanwhile, the Imperial Japanese Navy massed in the waters beyond Hong Kong's horizon. The Kowloon Infantry Brigade held a stretched defensive line: the 5/7 Rajputs anchored the centre, the 2/14 Punjab the east, and the 2nd Royal Scots the west. Forward positions extended far—C Company, 2/14 Punjab, under Major S. Burns ranged along Castle Peak Road toward Yuen Long. The brigade screen, C Company of the 2/14 Punjab, held Shueng Shui and Taipo Market with four Bren carriers and two armoured cars from the HKVDC, backed by engineers and the 22nd Fortress Company. The Hong Kong Infantry Brigade held Hong Kong Island itself. The Winnipeg Grenadiers occupied Victoria City on the north-west coast, while the Royal Rifles of Canada stretched along the north-east shores from Saukiwan to Lyemun. Brigadier Lawson commanded from his headquarters at Wongneichong Gap in the island's centre. At 0355 hours on 8 December, the code word "Blossom Blossom" was transmitted. Eleven minutes later, Lieutenant-General Sakai ordered the invasion to commence. Fifty minutes after that, at 0445 hours, Major Charles Boxer—a fluent Japanese speaker formerly of the Lincolnshire Regiment—was roused by Radio Tokyo announcing that war was imminent. Governor Young and Major-General Maltby were informed at once. By 0500 hours, the forward demolition points had been blown by Major Gray, OC of C Company 2/14 Punjab, and the HKVDC engineers under Major J. H. Bottomley. At 0645 hours, the garrison received formal notification: Britain and Japan were at war. Seventy-five minutes later, air-raid sirens wailed. Within moments, smoke billowed from Kai Tak Airport as Japanese aircraft destroyed virtually the entire air garrison. The Wildebeests, Walruses, HKVDC biplanes, and several civilian planes were engulfed in flames. Only two Ju-52s of the Eurasia Corporation and one CNAC T-32 Condor escaped destruction—dispersal bays had never been built due to lack of funds. The Japanese then turned to secondary targets, bombing Shamshuipo Camp and the neighbouring police station. The Canadians suffered few large-scale casualties in the initial strikes, though Sergeant Routledge and Signalman Fairley of the signal platoon were wounded—the first Canadian soldiers injured in World War II. Remarkably, Hong Kong Island's theatres, cinemas, and restaurants continued operating as though the island faced no peril. Japanese demolition efforts proved only minor obstacles. Bridges blown were quickly replaced. The invasion proceeded on three fronts: the 230th Regiment advanced westward along the northern route toward Yuen Long and Castle Peak, targeting the northern slope of Tai Mo Mountain. The 228th Regiment drove down the centre, following the Sheung Shui–Taipo–Kowloon road toward Grassy Hill north of the Shing Mun Redoubt. The 229th Regiment, crossing at Sha Tau Kok and by boat at Starling Inlet, proceeded via Taipo toward Tai Shui Hang and Ma On Mountain. Whenever confronted with strongly defended positions, the Japanese bypassed them entirely rather than engage. The first day brought scattered but spirited resistance. Around 1300 hours, the Punjabis inflicted the first serious check, drawing blood from advancing Japanese forces. At 1830 hours, they ambushed and decimated several Japanese platoons south of Taipo market town. The HKVDC's armoured cars and Bren carriers struck similar successes nearby. The 2 Royal Scots' reconnaissance platoon clashed with elements of the 229th Regiment around Yuen Long. Despite these minor victories, Japanese momentum continued. Armed with stolen British maps and guided by fifth columnists, they pushed forward relentlessly. By late afternoon on the 8th, the Punjabis withdrew toward Grassy Hill to avoid being outflanked. The artillerymen of the 12th Battery engaged an IJN destroyer and Japanese forces around Taipo, inflicting heavy casualties. Farther south near Shatin, on the Taipo–Kowloon highway, rapidly advancing Japanese troops surprised the defenders and severed the fuse at an HKVDC demolition point. Their triumph proved momentary; the engineers completed the backup circuit and detonated the bridge, destroying it along with the Japanese soldiers crossing it. By early morning on 9 December, orders came to withdraw all mainland units to the Gin Drinkers Line. The Punjabis, already at Shatin Wai overlooking Tide Cove, held their position under pressure and continuous shelling for the next two days. The HKVDC withdrew to Fotan, a village south of Shatin. Maltby ordered D Company, 5/7 Rajputs, under Captain H. R. Newtons to Smuggler's Ridge to close the gap between the 2 Royal Scots and 2/14 Punjab. HKVDC armoured cars and Bren carriers continued patrols along Castle Peak Road while HMS Cicala, having survived two air attacks, maintained station in Castle Peak Bay. Despite an IJN blockade, the destroyers HMS Thanet and Scout slipped anchor and escaped to Singapore around 2130 hours. The surviving CNAC and Eurasia aircraft took off with high-value evacuees: Dr. Sun Yat-Sen's widow and her two equally renowned sisters—the Soong sisters—along with Chinese Finance Minister H. H. Kung. Also departing was Lieutenant-Colonel H. Owen-Hughes of the HKVDC, who carried orders to coordinate with the Chinese Nationalist Army for a rear-guard attack on Japanese forces to relieve the pressure on Hong Kong. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. On 8 December 1941, Japan attacked Hong Kong with the 38th Division, supported by naval and air forces. Despite British defenses manned by undertrained, under-equipped troops, Japanese forces advanced rapidly across three fronts. Within hours, the RAF was destroyed, demolitions proved futile, and British units withdrew toward the Gin Drinkers Line facing overwhelming odds.

FOLLOWING JESUS If you are deciding to follow Jesus, click here: https://www.xrchurch.com/new-life-in-jesus PRAYER You can share your prayer request or praise report by clicking here: https://www.xrchurch.com/prayer JOIN US IN PERSON For location & service times https://www.xrchurch.com/visit GIVE Your generosity is making a difference! To worship the Lord through your giving and support the growth of what God is building through Crossroads Church, click here: https://www.xrchurch.com/give 

Carl and Dan discuss the establishment media's desperate attempts to control the Overton window, their attacks on Zia Yusuf, and the push for a pact between Reform UK and the Tories. Promoted by Lotus Eater Media Limited, PO Box 4354, Swindon, SN3 9FX, on behalf of Restore Britain, Suite 4, Millennium House, Gapton Hall Road, Great Yarmouth, Norfolk, NR31 0NL.

https://youtu.be/7yugccgcgs8 Justin Nassiri, Founder and CEO of Executive Presence, is driven by the power of human connection and a mission to harvest CEO stories that reveal authentic experiences and valuable insights. By serving as thought partners to C-suite executives, Justin and his team transform personal perspectives, mistakes, and lessons into compelling LinkedIn content that builds trust and distinguishes leaders from generic, AI-generated voices. In this conversation, Justin introduces The Content Strategy Framework—Use the 40:30:20:10 Content Formula, Harvest Stories, Borrow Thought Patterns, and Apply Curiosity. He explains why leaders should build visibility through personal profiles, how skilled interviewers uncover stories executives may overlook, and why Thought Leader Ads can extend the reach of proven content. Justin also discusses growing through referrals and warm relationships, using 10-week improvement cycles to revisit every business process, and developing autonomous team members who use AI to solve problems while preserving human connection. — Harvest CEO Stories with Justin Nassiri  Good day, listeners. Steve Preda here, and my guest today again is Justin Nassiri, the Founder and CEO of Executive Presence, a fully managed LinkedIn thought leadership service for C-suite executives at growth-stage B2B companies. Justin, welcome back to the show.  Great to be back. Thanks, Steve.  So we just reminisced that it was three years almost to the day that you came here, and I can’t believe it. It feels like yesterday. But your business has grown dramatically during that time, so I think you have some new insights that you’ll be able to share with us, I’m sure.  Thank you. It’s good to be back. We just made the Inc. 5000 list, which is a first for me. I’ve never been on that before, but we’re celebrating that.  Yeah. Congratulations. That’s a great milestone to hit. And you only started in 2022, right?  Yeah, yeah.  So, pretty freshly minted, fast-growing Inc. 5000. So my question to you is, what is your personal why, and how are you manifesting it in Executive Presence, in your business?  There’s a very potent macro or micro why for me, and then probably a broader why. I think that the biggest why for me right now, like many parents, is my kids. I’ve got a three- and a seven-year-old. And so when I think of my professional life, I certainly think about not just providing for them but also trying to set an example of someone who is trying to do their best and trying to stretch and trying to grow.Share on X  And so I think that’s probably the highest leverage that I have. But I think the through line in the companies that I’ve done is just the value of human connection. My first company was all about companies using Instagram in a way to be more authentic and more genuine with their community, and that’s very true to what we’re doing now at Executive Presence, just really helping people connect to other people.  In this case, it’s executives using LinkedIn to connect with a broader audience, but I really feel like that human connection is so important, and I think it’s becoming even more important in the era of AI. So that’s a little bit more specific why in what I do right now.  Yeah, it’s fascinating how human connection is evolving in the age of AI, and I agree. I mean, I see that because there’s so much more noise out there, human connection is perhaps more important than ever. People want to make sure that they are talking to authentic people and hearing from authentic people who have authentic lived experience. So how does that impact communication for executives on LinkedIn? How do they have to evolve their voice or how they approach things?  I think if you look at LinkedIn in particular right now, I think it still remains the place where the largest source of our professional network is. And so I think there’s still a lot of value there, and I think that LinkedIn is facing a lot of growing pains. Specifically, I think that there are three things driving it. One is more people are just showing up on the platform. The secret is out, and people realize that there’s value to LinkedIn.  So, all things else equal, more people are more active on LinkedIn, which generates a lot of noise. And then the second thing is AI is making it easier to create content, so I think it’s creating not just more content, but lower-quality content. And then the third thing is it does seem as if LinkedIn is following what Facebook did over a decade ago and saying, “Look, to get reach, you’ve got to put money into ads now.”  And we saw that transition with Facebook company pages a long time ago, but it really does feel like you cannot get as much visibility today as you could have two years ago unless there’s some sort of ad buy behind it. And so I think those are kind of the three problems. I think that the answer is still there’s value in showing up, but I think that you have to show up even more human. I think that the experiences that make you unique and the mistakes that make you who you are and the things that you know and the stories that you can tell, those still hold value, and that differentiates you from generic or AI-generated content.  I also think that there’s value to using LinkedIn ads, and we can talk about that, but I think that that has to be part of one’s strategy now if you’re trying to significantly use LinkedIn for what it’s good for, which is brand building.  Yeah, and maybe this is a slight question, then we’re going to talk to you about the framework. But as I understand, LinkedIn now allows individuals to also boost their posts as opposed to just companies, which used to be the case in the past. So how does it impact companies? Is there more emphasis now? Is emphasis shifting to individual posts because there’s no real reason to build up the company pages? How is that evolving?  Yeah, I mean, four years ago when I started the company, before these Thought Leader Ads, these individual people ads were a thing, I still would’ve said to you, “Look, there’s not much value in company pages. People connect with other people. They’re not going to connect with a faceless organization.” So even four years ago, I would’ve said, “Man, if you really want to raise visibility for your organization, you’ve got to do that through your key leaders.  You’ve got to do that through actual names and faces and voices and perspectives.” And I think that the ads make that even more pronounced now because I can now take my personal post as Justin Nassiri. If it does well on LinkedIn, I can put a $50 or $500 ad buy against it, and I can make sure that essentially specific people are going to see my post. If I’m selling to CEOs of tech companies in Cincinnati that have grown 10% last year and they’ve been at their company for five years, I can have an insane level of targeting, and I could put my personal content in front of them in a way that most people still don’t realize is an ad.  It will say, “Promoted by,” and then the company name, so “Promoted by Executive Presence.” Most people, when scrolling, don’t even notice that. Yeah. And so I think there’s a tremendous opportunity then to take very human and personal content and put it in front of exactly whoever you’re trying to get in front of.  Yeah, I love that. You also say on your LinkedIn page that it takes an executive only 90 minutes a month to actually work with you guys and have you amplify them. So how do you extract all those personal stories and experiences? What is your framework for that so that when you meet with an executive, you’re able to create those posts without them having to be involved? Yeah, I think the framework is pretty universal for anyone listening. We tend to start with the content strategy. And the way that we typically start is we’ll say, okay, 40% of the content we would call industry thought leadership. And that is great if you can talk about current events and relate them to your industry. It’s great if you can share things about your industry that no one knows or that you disagree with people.  But do that 40%, which is the biggest of any of the categories, as really the education, as the subject matter expert. You are showing up as an authority in cybersecurity, or you are showing up as an authority in leadership, or you’re showing up as an authority in B2B supply chain. And I think the key here is the more niche, the better. The more narrow, the better. We are not Joe Rogan. We’re not trying to get 300 million people to look at your content. We want to get in front of a very narrow group of people, typically prospects, customers, potential employees, potential investors.  We really want to narrow where your voice can be fairly large in a very finite realm. So that's the industry thought leadership piece.Share on X The second one, about 30% of the content, we call it leadership and career journey. And what we’re trying to do here is a blend of humanizing the executive while also giving them credibility. And so if we are working with someone who is a CEO at a company, well, they’ve done things prior to that. So what did they learn in college or a previous workplace? What was a mistake that they made? What was a mentor that said something to them?  So that’s a way of us imparting one of their values or something that they know, but wrapped in a story from their history, which humanizes them. And that would be generally 30% of the content. Twenty percent, obviously they’re doing this to promote their company, so 20% would be about their company, spotlighting an employee, recent events, things like that. Again, trying to do it through stories if possible. And then the last 10% is usually the highest-performing 10%, and we would call that work-adjacent content. So we want to, again, make them a three-dimensional person. What do they do outside of the office? Is that family?  And we usually use what we call the dinner party test for this. If you were with prospects and potential employees, what’s fair game to talk about over dinner and drinks? Some people would definitely talk about their kids. Some people would never talk about their kids. Some would talk about their hobbies. Some would never talk about that. So that's a good filter to figure out what they could talk about that's not just always talking shop. So that's kind of the framework that we use.Share on X  But I think that the way that we harvest this information is really the skill of the people that I hire on my team. It’s people who are really good at pulling insights out of someone and getting someone to open up and having that heat-seeking missile approach of, what is a story that they’re sitting on that they don’t even realize is a compelling story? And that’s one thing that has stood out. Some of the best-performing LinkedIn posts, the person didn’t even think that that would be interesting to anyone else.  We’re often not the best filter for ourselves of what’s going to land. And that’s one of the values of LinkedIn, is that you can actually put out ideas and stories and insights, and very quickly, in an 18-hour time period, get signal from the market if people value that from you or not, and then follow that trend.  Yeah. That’s fascinating, and it sounds a little bit like being a ghostwriter for someone, that you can really get those stories out and you can have them open up so that their brain is going to surface those things that maybe they don’t think about. Maybe they are not extroverted and they won’t be able to bring this up on their own. But if you catalyze it, then they come to life that way.  Yeah. I think of it as a thought partner. I kind of realized this because I hosted a podcast for a long time as well, and you kind of realize the power—exactly what you’re doing—the power of curiosity and the power of distance, right? You are showing up, you’re curious about my experience.  You have enough distance from it that you’re asking questions that might even seem intuitive to me, or it might be one of those things where I’m like, “Well, everyone knows this.” But then you bring an outsider in, and it’s like, “No, not everyone knows this,” or, “I think people would find this interesting.” So having that thought partner to be the outside observer of what others would benefit from.  Yeah. That’s amazing. That’s a real skill, and that also brings in that human skill that an AI is not going to be able to prompt those kinds of questions, that kind of curiosity, that there’s an emotional driver behind it. That’s a very journalistic trait, I suppose. That’s a new form of journalism that you’re practicing here, isn’t it?  Yeah, it is. And the type of person I hire to do that are ex-consultants because they’re really good. They’re really good at coming into a business and understanding the objective and understanding how to get very senior people—because we work with CEOs of publicly traded companies and CEOs of smaller companies—to really get very prominent people to open up. And being comfortable interrupting or redirecting or pushing back, it really is a unique skill set.  Yeah, I love that. So that brings me to my next question. What drives growth in your business? How did you get, in four years, on the Inc. 5000? What was the engine here, the fuel?  Well, it’s so funny because I ask this of every CEO I meet with as well, to learn from them. Everyone always says referrals, so I’ll be generic and say referrals do drive—it’s probably the single biggest source of revenue. When I first started the company, I actually used LinkedIn. And so this actually came out of another company that I was running, and they had the idea. And so I went to LinkedIn and I said, “I think that the type of person who would be interested in this is CEOs of companies with at least 50 employees.” And I put that into Sales Navigator, and it came up with a couple hundred first-degree connections.  And I just sent out a fairly generic message of, “Hey, Steve, just wanted to give you a quick update. I’m launching this new service, and this is what we do. Let me know if you know of anyone who would like to chat.” And I actually got probably 60 or 70K in monthly recurring revenue from that, of people I wasn’t really aware of what they were up to. One of the guys who’s still a client, I had met with him 10 years previously when he was an investor, and then now he was CEO and founder of a company that ultimately went public.  So I wouldn’t have thought of that person, but that’s a great thing about LinkedIn, of saying, “Here’s someone who might be interested in what I’m doing.” And so that sort of outbound of warm connections has played a role. Obviously, I’m active on LinkedIn. I get a lot of leads from that. I do a fairly good job of keeping in touch with my network and seeing when people might be needing us. I think, back to the human connection, I do think conferences are playing a bigger role.  I’m starting to go to more conferences and realizing the value of meeting people in person and how that kind of seems to accelerate the process of building trust and building relationships. We do cold email. We do AdWords. We do a newsletter. We do a lot of content marketing, and so I think each of them plays their own part. But referrals certainly are the biggest one. LinkedIn is probably number two. Yeah. That’s very interesting. And do you see a lot of competitors? Is this a crowded field?  It is. We have expanded beyond LinkedIn largely because of the competitive nature, where I think just as people have flocked to LinkedIn. I would say the biggest faction is a lot of solopreneurs. A lot of individuals will work with a few executives, and so that’s probably the lower-level competitors. There are a handful of companies that are doing something similar to us, and then more established PR companies that will say, “Yes, we do LinkedIn as well.” But I think at this point, we’ve got the deepest track record of executives.  We work with over 400 now, which, as far as I’m aware, is the largest set. We actually present our data to LinkedIn every year because it is the largest data set of just executives rather than influencers. And I think the play for most professionals and most executives is different than what an influencer would do on a platform like LinkedIn, and I think it’s important to do what’s appropriate for an executive.  So you mentioned on your LinkedIn page that you bootstrapped this company to three million ARR.  Yep.  So what do you expect to be different from going from 60,000 monthly recurring, 700 ARR, to three million, to going from three million to 10 million? How is it going to be different?  Yeah, that’s such a good question. And I balance this because I really like Paul Graham’s thought that you have to do things that are not scalable to be able to scale. And so oftentimes, I’m looking for things to do consistently, but it’s really helpful for me not to constrain myself in that way and to think of things that—it still feels like guerrilla warfare at times—what are little things that we can do to get an edge?  I think that the thing that I think about most right now in getting from three to 10 million is creating a machine for experimentation, and experimentation not just in our service, but also in our sales and marketing. And so how do we create a culture? Let’s just take the service side of things. I never want our service to plateau. I have run a company before where our product became stale and a competitor put us out of business. I never want that to happen again. And that the way that we minimize the probability that that happens is that we are always experimenting.  We are always listening to our clients and understanding what else we could do to make their life better.Share on X But then we’re also looking at the market and thinking, what else might our clients not even realize they need but would benefit from? And I love that phrase from Henry Ford, “If I had listened to my customers, I would have built a faster horse.” I think that there’s a value in listening to customers, but also a value in being one or two steps ahead of them. And so, for example, one of the things that we’re heavily looking at right now is the thought of AI visibility for executives.  And where GEO is getting more and more prominence for organizations, we see a world where it’s very important not just to cultivate a human audience and a human group of people who view and like your content and respect you, but also essentially cultivating an AI audience and making sure that your content is visible by LLMs and making sure that Claude and Perplexity see you as the authority and are referencing you. And so that’s something that our clients aren’t yet asking for, but we’re already developing a solution and a thesis because we think that that’s the way that the world is going.  But the central point is, how do we create an engine for experimentation so we are always testing out new things and seeing if they work, and reinvesting in the ones that work and letting go of the ones that don’t work? And I think that if we can do that for our clients and for ourselves, it always keeps us evolving. We’re always upping the game. We’re always improving, because I think the moment that we stop doing that, that’s when we stagnate or that’s when someone else comes along and puts us out of business.  So how do you maintain this alignment and this entrepreneurial energy? Because experimentation is innovation. It’s entrepreneurship in your business. How do you perpetuate it? So as you’re growing the business, you’ve got 40 people now, maybe you’re going to have more, you’re going to have AI agents running around. So how do you keep that experimentation and this entrepreneurial energy as you are getting further and further from the newest hires?  So the first thing that I love—and this is my VP of Ops, Shelby, who came up with this—but I really like it. She instituted a 10-week cycle composed of one- to two-week sprints. And she oversees all of our client work. So what she did is she broke everything we do for our clients into different sections. She instituted a system of saying, “Okay, these are all the different things we do. If you have an idea about how to do something better, or if you have a complaint about how something’s not working, or if a client mentions something, I want you to put it in this spreadsheet so we can keep track of how we can improve each thing.”  And what we’re going to do is, this week we’re doing a sprint on interview questions—how we prepare our interview questions for our clients. We are going to invest a week-long sprint in improving that process through technology, AI, and processes. And then we’re going to go through every other aspect. But guess what? Ten weeks later, we’re coming back to interview questions again. What that does, I think, in today’s landscape is not only does that keep us always thinking of improving something, but every 10 weeks we’re re-looking at specifically AI to see, what are its capabilities now? It’s changing so quickly.  From 10 weeks ago, it might be able to do something better or different. So let’s create a system so that we are periodically refreshing every aspect of our business from team feedback, client feedback, but also technological improvements. And it’s mind-boggling to think that that’s the pace now, and that 10 weeks might not even be sufficient in the future with the rate at which things are changing. That’s the best example I can think of how we’re trying to create that mindset of constant and incessant improvement.  And how do you build your team? Are you remote, or do you have an office somewhere?  We are all remote. Yeah, we are 100% remote. So we’re in seven different states, all still in the United States. It does pose challenges as you grow of how do you get in person and create connection. And so we’ll do things like happy hours online and different ways to get to know each other. But I also think, for those others listening who create a remote-first culture, you filter for people who thrive in that environment and do their best work when they have a fair amount of autonomy. And I think that autonomy for us has been helpful because we want people who are individual problem solvers, and I think that overlaps well with people who prefer a remote-first workplace.  Yeah, that’s fascinating. So if you had a magic wand and you could fix one thing in your business in the next 12 months, what would you do?  That is a really good question. I mean, it almost feels like the world is moving towards more entrepreneurs, not fewer ones, which I, for one, like. I’m a huge fan of both entrepreneurship and entrepreneurs. But if I could wave a magic wand, it would be making everyone on the team think like an entrepreneur, which would have probably been a liability 12 months ago. But the way I approach everything now is—I literally, right before this, was using Claude for my personal finances.  On the business side, it is now connected to QuickBooks, and on the personal side, I have a system of creating a report exactly the way I want it, which I, for one, love—the capability of AI to personalize things. I don’t have to use Mint or QuickBooks anymore. I can build it exactly in the way that works for my crazy brain. But I was updating and realizing that the tools have changed, and so, like, upgrading the way that I track my personal finances. And that’s just kind of very natural for me, and I do that for my kids’ menus, and I do that for everything. I kind of have a project or an approach on AI.  And I think that that’s a similar mindset that I need for my team, is thinking like an entrepreneur. How do you get better at everything? How do you get more efficient at everything? How do you look for new ways of solving things? I think it used to be that the entrepreneur was the visionary and setting the vision for the company, and everyone was more or less following orders or a system.  I still see a role for the visionary, but it's almost as if everyone on the team has to be their own visionary of envisioning how to improve their workflowShare on X and how to make themselves more productive and how to utilize tools and realize where that can make them more effective. And I don’t know that it’s going to be top-down anymore. I think that the advantage of the tools we have today is, like, the way that I use AI, Steve, might be completely different than the way that you use it. And that’s the beauty of it, is that our brains are different, our worldviews are different, our skill sets are different, but we can almost bolt this technology on us to make ourselves superhuman.  But the way that it works for you is going to be different than me, and that will be true in a team. So, very long answer, but if I could wave that magic wand, it would be imparting that entrepreneur mindset of finding problems and the best way to solve them, and never stop solving problems.Share on X  Yeah. So it’s just a feeling, and maybe I won’t articulate it well, but I’m just looking at your business. You’re building this remote team, and then you’re making everyone more autonomous so that they are working with AI to improve their productivity. In a way, it is supercharging everyone individually, but what about the team cohesion? So how do you make sure that people don’t get isolated?  Isaac Asimov has a novel which is in the distant future, on a distant planet, and basically everyone has 1,000 robots, and everyone is in their own world, and they just communicate on video screen because personal contact is no longer even appropriate. And everyone gets super rich and super efficient, but something gets lost.  So I wonder, how do you see the tension between empowering people, having AI help everyone be super productive in their individual way, in a remote culture? How do you keep this constellation together going forward?  Yeah. It still comes back to human connection for me. I think that, let’s just say on a client level, if my company’s doing our job well with our clients, if we are having them become thought leaders, having them grow influence and audience, I want that to lead to more human connection for them. And the way that I have seen that showing up is they go to a conference and people know them and people come up.  Like, people are literally—they might not have created connection before, but they recognize them, they know who they are, and that draws them to in-person interactions. That’s human connection coming out of what we do. For our team, I hope it leads to more human connection, that as we become more efficient, as we become better at what we do, as the company grows, we will get together in person more often. We'll be able to be in the room together and brainstorm because that becomes more valuable, and we're all craving that.Share on X  So, sci-fi is my favorite genre of literature and cinema, and I don’t think that we will ultimately end up with VR goggles on our head and not talking to each other. I think that in the same way that we have seen with social media, that it has a purpose, but we still want to be around each other and benefit from being in person. I think that we will become more and more like that. I don’t think it will drive us apart. I think it will lead to more connection. That’s my optimist view on it.  Yeah. Love it. Well, I hope you’re right.  Yeah.  Okay, so if someone who is a founder of a business, a growing business, or maybe a C-level in an enterprise, and they don’t have time to manage their LinkedIn, but they realize that they’re missing out with their thought leadership and they need help or they want to explore, where should they go and how can they connect with you and your colleagues?  Yeah, I appreciate that. I would just say, in general, every leader needs to know that their personal brand is going to impact both their career as well as their company, and them being able to articulate their viewpoints and what they think and believe is going to be a vital skill. And that could be on stage at a conference, it could be on YouTube, it could be on LinkedIn, it could be in a book, it could be in articles, but they have to have a way to know what they believe, to know what knowledge they have that is valuable, and find a way to add value to others.  I think that that’s just more and more the direction things are going. And it can be really hard because you are probably growing an empire, you are probably doing so many different things. And just know that there are people like Executive Presence, where our skill set is figuring out where your zone of genius is and figuring out what stories you have that are really good assets, and figuring out who you are and how you want to present online, and then helping you do that consistently across different channels.  And so if that’s of interest, I obviously love talking about this stuff, but I’m happy to talk with anyone who listens to the show. If you go to executivepresence.io and fill out our contact form, it gets to me. You can find me on LinkedIn, Justin Nassiri, or my email is justin@executivepresence.io. Any of those three work. But I just believe that this is going to be more and more valuable for leaders to develop that skill, and would love to help anyone listening do that.  Well, if you’re out there listening, you see that something is working because Justin propelled his company from a standing start to the Inc. 5000 in three or four years, and he is pushing the envelope on generative AI and reinvention every 10 weeks of his company. So if you’d like to be part of that and you have to take advantage of promoting yourself on LinkedIn with a cutting-edge approach, then reach out to Justin Nassiri on LinkedIn or executivepresence.io. And if you enjoyed this conversation, stay tuned because every week I bring a couple of successful entrepreneurs who are sharing their frameworks of how they’re being successful. So thanks for coming, Justin, and thanks for listening. Important Links: Justin's LinkedIn Justin's website Justin's Email: justin@executivepresence.io

David Jones is joined by Ian Wright, Gary Neville and Jamie Carragher as they discuss Arsenal's dominant 3-0 win over newly promoted Coventry City.•You can watch the Premier League action live on Sky Sports. If you're not already a Sky customer, you can stream Sky Sports on your terms with a NOW membership. Sign up to NOW here: www.nowtv.com/membership/watch-sky-sports?DCMP=ilc_skysports_podcastlink•Listen to every episode of the Sky Sports Premier League Podcast here: www.skysports.com/podcasts/36578/11933957/sky-sports-premier-league-podcast-post-match-analysis-from-super-sunday-mnf-and-more•You can listen to the Sky Sports Premier League Podcast on your smart speaker by asking it to "play Sky Sports Premier League Podcast".•For all the latest Premier League news, head to www.skysports.com/premier-league•For advertising opportunities email: skysportspodcasts@sky.uk

Support the show and get more from Analytics United: https://www.patreon.com/AnalyticsUnited Jack and Darcy break down everything you need to know ahead of West Ham's first home game of the season, as Nuno Espírito Santo hosts Nathan Jones' Charlton at the London Stadium. They discuss how The Addicks play, which former Premier League players have arrived at The Valley this summer, who their key players are and much more. Timestamps: (00:00) West Ham vs Charlton preview (00:32) How are we feeling after the Burnley game? (01:36) What's changed at Charlton this season? (03:14) Charlton's transfer window so far (04:51) Charlton's In Possession report (07:34) How do Charlton play with the ball? (10:06) How do Charlton create chances? (12:33) Charlton's Out of Possession report (16:01) How do Charlton press? (17:51) How do Charlton defend the box? (19:38) Charlton's key players (19:57) Lloyd Jones (21:31) Tyreece Campbell (22:56) Conor Coventry (24:04) Billy Koumetio (25:54) Timothy Ouma Please do leave us a review and subscribe to the podcast to catch every episode. You can follow the pod (and our other work) on Twitter: Main: @AnalyticsUtd_ Jack: @jackelderton Cal: @WHU_Analytic Darcy: @futpysche Charlie: @ATopLad Theme music: "Emotional Chill Electronic Vlog Music | Sunset" by Alex-Productions (https://onsound.eu/) Promoted by: https://www.free-stock-music.com Creative Commons / Attribution 3.0 Unported License (CC BY 3.0) https://creativecommons.org/licenses/by/3.0/deed.en_US Learn more about your ad choices. Visit podcastchoices.com/adchoices

Support the show and get more from Analytics United: https://www.patreon.com/AnalyticsUnited Cal and Jack break down West Ham's summer signings of Joël Piroe from Leeds and Arne Engels from Celtic, as well as the Hammers' Championship opener, a 2-2 draw away to Burnley at Turf Moor. They discuss what Piroe brings to West Ham and how he fits into Nuno Espírito Santo's tactics, Oliver Scarles excellent performance before giving away Burnley's penalty, what went so wrong in the second half that meant West Ham lost all control of the game and so much more. Timestamps: (00:00) Intro (01:27) Initial reactions to the Burnley game (07:04) Joël Piroe: What he adds to West Ham, what his signing means for our current players (16:42) Arne Engels: Our thoughts on his record-breaking transfer (21:36) Burnley 2-2 West Ham review (22:27) First half: Why West Ham looked so comfortable on the ball (27:59) West Ham's young players on show (30:02) Mohamadou Kanté & Lewis Orford: What went well, what needs improvement (34:51) Oliver Scarles: His overall performance, his big mistake, where this leaves him going forward (39:42) Second half: What went wrong? Why did West Ham completely lose control? (47:49) How West Ham should have dealt with Burnley's late game pressure (51:26) Identity & Style: What is Nuno Espírito Santo building at West Ham? Is promotion a realistic expectation? Please do leave us a review and subscribe to the podcast to catch every episode. You can follow the pod (and our other work) on Twitter: Main: @AnalyticsUtd_ Jack: @jackelderton Cal: @WHU_Analytic Darcy: @futpysche Charlie: @ATopLad Theme music: "Emotional Chill Electronic Vlog Music | Sunset" by Alex-Productions (https://onsound.eu/) Promoted by: https://www.free-stock-music.com Creative Commons / Attribution 3.0 Unported License (CC BY 3.0) https://creativecommons.org/licenses/by/3.0/deed.en_US Learn more about your ad choices. Visit podcastchoices.com/adchoices

Did you get the promotion and immediately start wondering if they made a mistake? Do you feel like a fraud in your own role, waiting for someone to figure out you don't belong? Are you a newly promoted manager who's carrying this quietly, convinced no one else in leadership feels the way you feel right now? The Leader I Needed is the podcast for the promoted professional who has the title but not the tools. Every episode is an honest, people-first conversation about what it actually takes to lead. That includes the private battles no one prepares you for. I'm James Rosseau Sr., and I've spent 20-plus years in corporate leadership at companies like JPMorgan Chase, Allstate, and LegalShield. I've led teams of 40 in New York City. I've been the youngest at the table more times than I can count. And I've dealt with imposter syndrome at every level, including the ones that looked most impressive from the outside. This show is the one I needed back then, built for the leader you're becoming right now. If you're ready to stop carrying this in silence and start leading with the clarity and confidence your team needs, subscribe now and let's do this together. Grab your coffee, close the office door, and let's get to work.

Ted and Patrick rank the entire Premier League table from 1 to 20 ahead of the new season. They cover the relegation battle (Hull City, Sunderland, Coventry, Ipswich), a wide open mid-table (Fulham, Newcastle, Leeds, Everton, Crystal Palace, Forest, Brentford, Bournemouth), the Aston Villa vs Manchester United argument for 8th, Tottenham's defensive upgrade, Brighton's bounce-back case, and a genuine three-way title debate between Arsenal, Liverpool, and Chelsea, with Manchester City on the outside looking in. They also break down how this summer's late transfer window action could still reshuffle these Premier League table predictions before kickoff. Sign up for our Premier League Previews: https://www.thetransferflow.com/season-previews Preview Example from Last Year: https://www.thetransferflow.com/p/manchester-city-season-preview-f9148025cf3ddb06 Subscribe to our FREE newsletter: https://www.thetransferflow.com/subscribe Join Variance Betting: https://www.thetransferflow.com/upgrade Follow us on our Socials:YouTube: https://www.youtube.com/channel/UCe1WTKOt7byrELQcGRSzu1QX: https://x.com/TheTransferFlowBluesky: https://bsky.app/profile/thetransferflow.bsky.socialInstagram: https://www.instagram.com/thetransferflow/TikTok: https://www.tiktok.com/@transferflowpodcast Timestamps: 00:00 – Intro 00:25 - Steven Soderbergh 01:52 – Premier League Previews 03:41 – Why this season's predictions are unusually hard to pin down 05:21 – Reactions to previous predictions 06:56 – 20th: Hull City 07:43 – Promoted teams & who else gets dragged into the fight (Sunderland, Coventry, Ipswich) 09:16 – Fulham's big questions and bust potential 11:46 – Newcastle & Leeds: rebuilds under new management 12:20 - The window could change these rankings a LOT 15:36 – Everton & Crystal Palace in the muddled mid-table 17:41 – Nottingham Forest & Brentford 20:21 – Bournemouth: can they handle a Europa League season? 22:15 – Aston Villa vs. Manchester United for 8th 30:47 – Tottenham's defensive upgrade (7th) 33:54 – The case for Brighton bouncing back (6th) 38:21 – Man United / Villa wrap-up (5th) 39:48 – Manchester City's fragile spine (4th) 45:11 – The case for Liverpool 47:47 – Chelsea as the season's dark horse 52:46 – Liverpool to win the league? 1:02:47 – Arsenal vs. Liverpool: the head-to-head for first place Learn more about your ad choices. Visit megaphone.fm/adchoices

FOLLOWING JESUS If you are deciding to follow Jesus, click here: https://www.xrchurch.com/new-life-in-jesus PRAYER You can share your prayer request or praise report by clicking here: https://www.xrchurch.com/prayer JOIN US IN PERSON For location & service times https://www.xrchurch.com/visit GIVE Your generosity is making a difference! To worship the Lord through your giving and support the growth of what God is building through Crossroads Church, click here: https://www.xrchurch.com/give 

Join Max Scott and Olly Clink for yet another edition of NO BS! In this week's episode, the boys run through all the transfer business, eye-catching moments, and best banter across the other 14. They rank which promoted sides stand the best chance of survival and call out the Premier League mainstays sleepwalking into a relegation scrap. PLUS they react to Aston Villa's Super Cup battle against PSG and ask if 17-year-old sensation Brian Madjo could be the long-term heir to Harry Kane after his impressive performance. Don't forget to drop your hot takes in the comments! YouTube: @talkSPORTX: @talkSPORT & @talkSPORT2Instagram: @talkSPORTWebsite: Live Radio, Breaking Sports News, Opinion - talkSPORT.comPhoto Credit: Getty Images Hosted on Acast. See acast.com/privacy for more information.

Support the show and get more from Analytics United: https://www.patreon.com/AnalyticsUnited Jack and Darcy break down everything you need to know ahead of West Ham's opening fixture of the 2026/27 EFL Championship season against Burnley at Turf Moor. They discuss the changes we expect to see from the Clarets now Nicky Hayen had replaced Scott Parker in the dugout, who their most important players are and much more. Timestamps: (00:00) Welcome to the new preview show! (01:18) How are we feeling ahead of the Burnley game? (02:43) Are we confident with the West Ham squad as it stands? (04:59) What's changed at Burnley this season? (06:16) Burnley's In Possession report (10:10) Burnley's Out of Possession report (13:42) Who are Burnley's most important players? Please do leave us a review and subscribe to the podcast to catch every episode. You can follow the pod (and our other work) on Twitter: Main: @AnalyticsUtd_ Jack: @jackelderton Cal: @WHU_Analytic Darcy: @futpysche Charlie: @ATopLad Theme music: "Emotional Chill Electronic Vlog Music | Sunset" by Alex-Productions (https://onsound.eu/) Promoted by: https://www.free-stock-music.com Creative Commons / Attribution 3.0 Unported License (CC BY 3.0) https://creativecommons.org/licenses/by/3.0/deed.en_US Learn more about your ad choices. Visit podcastchoices.com/adchoices

Spurs Chat: Discussing all Things Tottenham Hotspur: Hosted by Chris Cowlin: The Daily Tottenham/Spurs Podcast Hosted on Acast. See acast.com/privacy for more information.

Women are often told that working harder is the key to getting ahead. Deliver exceptional results, say yes to every opportunity, support the team, and eventually someone will notice. But for many women, that strategy doesn't lead to promotions—it leads to becoming indispensable in the very role they're trying to outgrow. In this episode of This Is Woman's Work, Nicole Kalil sits down with Patty Azzarello—author, speaker, business advisor, and former Fortune 500 executive—to unpack the unwritten rules that shape career advancement. Drawing from her own journey from awkward introvert to CEO before the age of 40, Patty shares the lessons she learned about visibility, executive presence, influence, and why competence alone is rarely enough to build a successful career. In This Episode, Nicole and Patty Discuss: Why being excellent at your job can actually keep you stuck in it. The hidden career rules that no one teaches—but everyone is expected to know. The difference between being busy, being valuable, and being visible. Why women often take on "office housework" that doesn't advance their careers. How to identify the work that creates the greatest value for the business. Practical strategies for saying no without damaging relationships. Why executive presence is often poorly defined—and how to build it authentically. How bringing humanity to leadership creates greater influence than trying to be impressive. Why visibility matters just as much as performance when it comes to promotions. Simple ways to build relationships with senior leaders and decision-makers. The power of asking for help as a leadership skill. Why waiting until you feel ready often keeps you from your biggest opportunities. How healthy conflict strengthens leadership and decision-making. The career cost of constantly taking care of everyone else. This conversation is a wake-up call for anyone who has been told that hard work alone is enough. Patty offers a refreshing, practical perspective on what actually drives career growth—and how to start making those shifts today.  Thank you to our sponsors! Don't wait to teach your kids real-world money skills! Start your risk-free Greenlight trial today at Greenlight.com/TIWW.  Go to https://CovePure.com/tiww to get $250 off. Thanks to CovePure for sponsoring this episode! Connect with Patty: Website: https://pattyazzarello.com/  LI: https://www.linkedin.com/in/pattyazzarello   IG: https://www.instagram.com/pazzarello777/  Related Podcast Episodes: 162 / Compensation Myths with Kelli Thompson Leadership Unblocked (The Hidden Beliefs Sabotaging Your Ability To Lead) with Muriel M. Wilkins | 367 Why Work Feels Broken (And How Attunement Can Fix It) with Nidhi Tewari | 406 Share the Love: If you found this episode insightful, please share it with a friend, tag us on social media, and leave a review on your favorite podcast platform!

   Remember last month when President Trump went to the NATO Summit in Turkey and they switched out Air Force One planes for the prez?  Well, turns out he didn't fly on either one of them.  According the Washington Post, Trump and his closest aides got in catering truck after boarding the plane and were taken to a different military jet to fly to England.  Incredible.    It's getting worse and worse for Tony Fauci... and all of us.  Wow, how many lies could this man tell?  According to his text messages, Fauci was concerned about first trimester miscarriages for women after taking the Covid jab.  His concern was proven to be the truth.... his public backing of the vax to go ahead and take it if you're pregnant was criminal.    Missouri's Will Scharf has been promoted by the president and he's more than deserving.    The WNBA is at a crossroads, after 30 years in business, because they're trying to figure out what a "woman" is in their rules and charter.  This league is a mess.    Eric Bieniemy is back at Chiefs camp after his son allegedly shot his wife in Virginia.  KU gets to play home games this year but there will be "temporary conditions" with some restrooms and concessions as they're still a year away from completing their nearly all new stadium.  And a golfer that cheated is totally humiliated in St. Louis.

Prospects discussed on today's episode with Greg Huss and South Bend Cubs broadcaster Brendan King:Josiah HartshornKane KepleyJose EscobarAngel CepedaNazier MuleKade SnellKevin ValdezJostin FlorentinoKohl FranklinEthan FlanaganJustin StranskyLogan PoteetYoendris GonzalezBrennan HudsonMichael Hallquist

Chris and Nate are back to preview the newly promoted teams: Coventry City, Hull City, and Ipswich Town.Music is 'We Back Baby' by DJ DENZ The RoosterEpisode 246

Support the show and get more from Analytics United: https://www.patreon.com/AnalyticsUnited Cal and Jack break down West Ham's second summer signing, Manor Solomon from Spurs, as well as the 3-1 EFL Cup victory against Portsmouth at the London Stadium! They discuss what we can expect to see from Solomon this season, how West Ham turned round a rough first 30 minutes to outplay Portsmouth and much more. Find the charity auction for a West Ham signed shirt here: https://www.jumblebee.co.uk/westhamsignedfootballshirt Timestamps: (00:00) Intro (02:54) Our thoughts on West Ham signing Manor Solomon from Tottenham (04:34) Solomon's injury record is a concern (06:39) Championship experience: Solomon helped Leeds gain promotion (07:49) How did Solomon perform last season at Fiorentina? (09:01) What can West Ham fans expect from Manor Solomon? (17:00) West Ham 3-1 Portsmouth match review (24:34) Taty Castellanos: Excellent movement and finding goalscoring form (30:24) Edson Álvarez: What role could he play this season? (36:15) Lewis Orford: This season's break out star? (44:55) How West Ham have adapted their build up play to dominate the Championship (50:28) First 30 minutes: What went wrong? (54:44) Why rotations could be pivotal for West Ham this season Please do leave us a review and subscribe to the podcast to catch every episode. You can follow the pod (and our other work) on Twitter: Main: @AnalyticsUtd_ Jack: @jackelderton Cal: @WHU_Analytic Darcy: @futpysche Charlie: @ATopLad Theme music: "Emotional Chill Electronic Vlog Music | Sunset" by Alex-Productions (https://onsound.eu/) Promoted by: https://www.free-stock-music.com Creative Commons / Attribution 3.0 Unported License (CC BY 3.0) https://creativecommons.org/licenses/by/3.0/deed.en_US Learn more about your ad choices. Visit podcastchoices.com/adchoices

In Part 2 of the Promoted Teams Pod, @fplshakenbake talks to us about Ipswich and Hull's play style and best FPL picks ━━━━━━━━━━━━━ Sign up for Fantasy Football Hub - https://go.fantasyfootballhub.co.uk/landing/money-back-26?utm_source=affiliate&utm_medium=affiliates&utm_campaign=LR&utm_content=money-back&via=LR Win Your Mini-league or get your Money-back (T&C Apply) #ad ━━━━━━━━━━━━━

In Part 1 of the Promoted Teams Pod, @fplshakenbake talks to us about his team Coventry's journey to Promotion and the best FPL picks ━━━━━━━━━━━━━ Sign up for Fantasy Football Hub - https://go.fantasyfootballhub.co.uk/landing/money-back-26?utm_source=affiliate&utm_medium=affiliates&utm_campaign=LR&utm_content=money-back&via=LR Win Your Mini-league or get your Money-back (T&C Apply) #ad ━━━━━━━━━━━━━

Getting promoted into management is exciting—but what happens when no one teaches you how to lead?On this episode of This Week in America, Ric Bratton welcomes Noel Massie, former Vice President of Operations for UPS and author of Congrats! You've Been Promoted! Noel shares practical leadership strategies developed over a remarkable six-decade career, helping new managers confidently transition from individual contributor to respected leader.In this insightful conversation, Noel explains why technical ability alone doesn't create successful managers. He discusses the importance of building trust, delivering meaningful feedback, understanding the needs of your team, and creating a culture where employees feel valued and motivated. Drawing from decades of real-world leadership experience, he introduces proven frameworks like the B.E.S.T. Principle for productive employee conversations and the 4x5 Method for evaluating challenges from multiple perspectives.Whether you're stepping into your first leadership role, managing a growing team, or looking to sharpen your management skills, Noel offers practical advice that can immediately improve communication, decision-making, and workplace performance.This Week in America with Ric Bratton is heard on more than 100 radio stations and podcast platforms worldwide, featuring conversations with authors, experts, innovators, and thought leaders covering business, health, personal development, technology, current events, and the issues that matter most to listeners everywhere.If you're looking for practical leadership advice, management training, career development strategies, and proven techniques for becoming a more effective leader, don't miss this engaging conversation with Noel Massie. Congrats! You've Been Promoted! offers timeless leadership lessons that help new and experienced managers build stronger teams, earn trust, communicate effectively, and achieve long-term success.KeywordsNoel Massie, Congrats You've Been Promoted, leadership, leadership development, management, new manager, first-time manager, business leadership, employee engagement, team building, leadership skills, career advancement, workplace communication, executive leadership, servant leadership, management training, coaching employees, professional development, leadership book, UPS executive, Ric Bratton, This Week in America, business podcast, management podcast, leadership podcast, business success, workplace culture, employee feedback, career growth, organizational leadership, motivating employees, business interviews, leadership strategies, podcast interview

Getting promoted into management is exciting—but what happens when no one teaches you how to lead?On this episode of This Week in America, Ric Bratton welcomes Noel Massie, former Vice President of Operations for UPS and author of Congrats! You've Been Promoted! Noel shares practical leadership strategies developed over a remarkable six-decade career, helping new managers confidently transition from individual contributor to respected leader.In this insightful conversation, Noel explains why technical ability alone doesn't create successful managers. He discusses the importance of building trust, delivering meaningful feedback, understanding the needs of your team, and creating a culture where employees feel valued and motivated. Drawing from decades of real-world leadership experience, he introduces proven frameworks like the B.E.S.T. Principle for productive employee conversations and the 4x5 Method for evaluating challenges from multiple perspectives.Whether you're stepping into your first leadership role, managing a growing team, or looking to sharpen your management skills, Noel offers practical advice that can immediately improve communication, decision-making, and workplace performance.This Week in America with Ric Bratton is heard on more than 100 radio stations and podcast platforms worldwide, featuring conversations with authors, experts, innovators, and thought leaders covering business, health, personal development, technology, current events, and the issues that matter most to listeners everywhere.If you're looking for practical leadership advice, management training, career development strategies, and proven techniques for becoming a more effective leader, don't miss this engaging conversation with Noel Massie. Congrats! You've Been Promoted! offers timeless leadership lessons that help new and experienced managers build stronger teams, earn trust, communicate effectively, and achieve long-term success.KeywordsNoel Massie, Congrats You've Been Promoted, leadership, leadership development, management, new manager, first-time manager, business leadership, employee engagement, team building, leadership skills, career advancement, workplace communication, executive leadership, servant leadership, management training, coaching employees, professional development, leadership book, UPS executive, Ric Bratton, This Week in America, business podcast, management podcast, leadership podcast, business success, workplace culture, employee feedback, career growth, organizational leadership, motivating employees, business interviews, leadership strategies, podcast interview

Carl and Dan explore the failures of Reform UK that have brought them to the negotiating table with Rupert Lowe and Restore Britain. Promoted by Lotus Eater Media Limited, PO Box 4354, Swindon, SN3 9FX, on behalf of Restore Britain, Suite 4, Millennium House, Gapton Hall Road, Great Yarmouth, Norfolk, NR31 0NL.

Lyle and TJ react to the flop of a game one vs. the Tigers, a stark contrast from the post-deadline vibes a season ago (3:30). They then open up the mailbag and answer listener questions, highlighting Kade Anderson's eventual role when promoted, trade deadline grades, which starter is more likely to get traded in the offseason, and more (19:51). Check out the EQC summer event lineup at: https://emeraldqueen.com/ Get 20% off your Bamboo Sheet Set with code 'MARINE' at: https://cozyearth.com/ For ad-free episodes, check out our Patreon: patreon.com/marinelayerpod Merchandise, event schedule, and more: marinelayerpod.com Email us: marinelayerpod@gmail.com Check out Just Baseball: Click here Follow the show on Twitter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@marinelayerpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Find us on YouTube: Click here Find us on TikTok: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@marinelayerpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Follow TJ on Twitter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@tjmathewson⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Follow Lyle on Twitter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@lyle_goldsteinSee omnystudio.com/listener for privacy information.

The best mentor you've ever had can't get you promoted. Not won't - can't.Product Manager Brian and Business Agility Coach Om draw a hard line between mentors and sponsors, showing why advice never reaches the room where promotions actually happen. Listen or watch to learn how to audit your current sponsor for belief, power, and breadth - the exact questions that separate advocates from people who just talk; and how to trace someone via their alumni before you bet two years of your career on them.Batteries are not included; but what is included, is:• How mentors help you prepare for the room but sponsors get you in• The three quiet ways a so-called sponsor fails you without you knowing• How flat orgs push advocacy underground and make it less fair• The 'alumni tracing' method for verifying a sponsor's record• Why one strong sponsor might be a single point of failure• The exact script to use when asking someone for sponsorshipFor product managers, developers, and tech professionals tired of watching great work stay invisible.#CareerAdvice #SponsorshipLINKSYouTube: https://www.youtube.com/@arguingagileSpotify: https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Apple: https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596INTRO MUSICToronto Is My BeatBy Whitewolf (Source: https://ccmixter.org/files/whitewolf225/60181)CC BY 4.0 DEED (https://creativecommons.org/licenses/by/4.0/deed.en)

Tommy reacts to the breaking news that the Yankees have called up George Lombard Jr and sent down Anthony Volpe and Jasson Dominguez in the process.

You hit every number this year. You did everything the job description asked of you. And someone else still got the seat. That's not bad luck. That's the wrong scoreboard. Today I'm giving you the 5 habits that actually get senior leaders promoted, the ones that don't show up on your performance review, and the one habit most people skip that's probably costing you the most.> Links mentioned within

Support the show and get more from Analytics United: https://www.patreon.com/AnalyticsUnited Cal and Jack break down West Ham's preseason, discussing the tactical developments we've seen over the past couple of weeks, some of the biggest West Ham transfer stories and what needs to happen before West Ham host Portsmouth in the Carabao Cup to kick off the season! Timestamps: (00:00) Intro (02:23) Key takeaways West Ham's preseason (06:25) Our thoughts on the Keiber Lamadrid experiment (07:58) Midfield flux: The lack of creativity and how it could effect Malick Diouf negatively (11:12) The difficulty of adapting stylistically to the Championship and the importance of being defensively solid (18:57) Callum Marshall leaves to join Luton on a permeant transfer (22:20) Freddie Potts: Is selling him to Club Brugge a mistake? (31:09) Are there players who featured in preseason that could play a bigger role than we expect? (34:45) The parallels between Kilman and Mavropanos (40:37) 3 things West Ham need to do before the season starts Please do leave us a review and subscribe to the podcast to catch every episode. You can follow the pod (and our other work) on Twitter: Main: @AnalyticsUtd_ Jack: @jackelderton Cal: @WHU_Analytic Darcy: @futpysche Charlie: @ATopLad Theme music: "Emotional Chill Electronic Vlog Music | Sunset" by Alex-Productions (https://onsound.eu/) Promoted by: https://www.free-stock-music.com Creative Commons / Attribution 3.0 Unported License (CC BY 3.0) https://creativecommons.org/licenses/by/3.0/deed.en_US Learn more about your ad choices. Visit podcastchoices.com/adchoices

Carl and Dan discuss the David Brent-isation of British politics. Promoted by Lotus Eater Media Limited, PO Box 4354, Swindon, SN3 9FX, on behalf of Restore Britain, Suite 4, Millennium House, Gapton Hall Road, Great Yarmouth, Norfolk, NR31 0NL

3 Hard Truths for a Leadership Mindset Shift Are you struggling to transition from a high-performing technical expert to an effective people manager? On the next live episode of A New Direction, best-selling author Steven Riddle joins us for Part 2 of our deep dive into his book, Falling into Leadership. Join us as we tackle the critical leadership mindset shift required when stepping into executive roles. Many new managers fall into the trap of leading through the exact technical skills that got them promoted, failing to realize that team management and executive growth require an entirely different playbook. One of the biggest hurdles in leadership development is mastering difficult conversations in leadership. Why do founders and executives endlessly rehearse tough performance reviews or confrontational talks in their head, only to avoid having them altogether? Steven exposes how surface-level communication erodes trust and why moving toward active listening and practical empathy is essential for creating psychological safety. By understanding the nuance between empathy, sympathy, and apathy, leaders can stop micromanaging and start asking powerful questions that build real engagement and clarity. As you climb the organizational ladder, executive loneliness becomes an unmistakable reality. The higher you advance, the more isolated decision-making feels, making emotional intelligence and self-awareness non-negotiable tools for survival. We discuss how resilient leadership helps senior executives navigate uncertainty, adapt to constant workplace change, and lead with steady character rather than relying on sheer force of personality. True adaptability isn’t about avoiding stress; it's about maintaining presence under pressure so you can guide your team through disruption without getting knocked off center. Ultimately, the leadership mindset shift is from task-based management to sustainable leadership requires mastering effective delegation and structuring high-impact 1-on-1 meetings that foster team accountability. Strong organizational culture isn’t built top-down through rigid policy; it is forged daily through authentic connection, shared values, and mutual respect. Tune in to New Direction, to learn how to focus on the human inputs that drive high performance and leave behind a lasting leadership legacy. Steve Riddle's book, “Falling Into Leadership: How Leaders Emerge, Grow and Lead With Purpose” is a play by play guide into coaching a new leader. In Steve Riddle's approach we are introduced to a new emerging leader in Sally who is open and willing to change as a leader, but is uncertain of the steps. In 8 sessions Steve Riddle walks us through his process of coaching that helps you have a Leadership Mindset Shift to help you go from promoted to great. Steve Riddle has a very organized approach that starts with focusing on the leader's own self-awareness. His big push is if that self-awareness is only the beginning, but without it, you will never get to the next steps of growth. His methodology of using questions to push the client are both refreshing and eye opening for all of us.  And that leadership mindset shift is fundamentally necessary for growth. Behind the curtain he takes through the importance of emotional intelligence, communication, adaptability, resilience, and what true accountability looks like. He emphasizes the importance of the leaders role of empowering, inspiring, and influencing those the leader leads, and helps us recognize that as a leader our responsibility is to leave a legacy of leaders in our employees. Packed with tons of insights and thought provoking questions, and leadership mindset shifts, the book, in my opinion is using the case of Sally to take a closer look at ourself. Some of our dysfunctional mindsets, becoming more self-aware and becoming the leader we had always hoped we would become. Please reach out and thank the awesome sponsors of A New Direction: Every real estate agent is asking the same question right now: is AI going to help me, or leave me behind? Here’s the honest answer — the agents who’ve learned to use it are already pulling ahead. They’re writing listings in minutes, answering every lead the second it comes in, and following up until customers become clients, all without adding hours to their week. And if you’re not using AI yet — because you’re not sure how, or it honestly feels a little intimidating — you’re not behind. You’re exactly who this was built for. You don’t need to be technical or “good with computers.” You just need a clear, plain‑English path to putting these tools to work in your business. That’s what AIREpro Certification is: a step‑by‑step course, built by real estate coaches for real estate agents, that teaches you to use AI to grow your business and make more money. Convert and close more of the leads you already have. Improve your marketing while saving marketing dollars. Get the work of a marketing assistant and a personal assistant for about the price of one lunch a month — not a salary. It’s twelve self‑paced modules, zero jargon, and a certificate that shows clients you’re AI‑ready. Best of all, you can try Module One completely free — no signup, no credit card — and decide for yourself. If it’s a fit, the full certification is just $99 Linda Craft Team, Realtors when you are looking to sell your home or buy a new home start with what their clients refer to as “the legends of customer service”. Whether you are in the Greater Raleigh Research Triangle Park area of North Carolina or any where in the world they can help you with your home dreams. Contact our friends Linda Craft Team at www.LindaCraft.com ABOUT YOUR HOST Meet Jay Izso Executive Performance Coach  |  Host of A New Direction Every week on A New Direction, I sit down with CEOs, founders, and the researchers behind the science of leadership performance. The conversations go deep. We talk about the decisions that built companies, the mistakes that nearly destroyed them, and the personal breakthroughs that changed everything. But here's what most people don't know about me: the show is an extension of the work I do every day with executives behind closed doors. Who I Am I'm an Executive Performance Coach. I work with CEOs and founders of $5M-$50M companies who have hit a wall they can't explain. The marketing looks fine. The team is capable. The market is there. But the business won't move. The problem, almost every time, is the person running it. I find the personal behavioral patterns that are driving the business dysfunction. Then I help the CEO disrupt those patterns so the company can grow. That's it. No motivational platitudes. No vision boards. Diagnostics, intervention, results. Where This Comes From My approach comes from two places most coaches never set foot in. The farm. I grew up as a farmhand in Ithaca, Nebraska—population 100. I started working at nine years old. By the time I left for college, I'd spent a decade learning that you can't cheat the harvest, pain is part of the job, and the work has to get done whether you feel like it or not. I was fourteen the first time I had to castrate boars. Nobody was going to do it for me. That lesson never left: sometimes you have to do things afraid. The forensic psychology unit. In graduate school at Washington State University, I trained under Dr. Thomas Brigham—co-author of the Handbook of Applied Behavior Analysis—in a human behavior lab focused on real-world problems. I then served in a Clinical Psych II role at Eastern State Hospital in Medical Lake, Washington, a forensic setting where I conducted psychological evaluations of individuals charged with the most serious criminal offenses. Sixteen months assessing human behavior at its most extreme taught me how to cut through defenses, identify what's really driving someone's decisions, and see what they can't see in themselves.  

Discussing the 3 Promoted Teams in FPL Coventry, Ipswich and Hull!

The strengths that earned every promotion before this one start working against you at the next level. The job outgrew them, not the other way around. What worked leading ten people can quietly cripple an organization of two hundred until you know what you're still trying to protect instead of trusting what already works. There's a version of you who trusts the harder right answer immediately. No negotiation, no performance, no need to explain it later. You've done it before, probably in a room where the strength that built your career was the same thing quietly working against you. This episode is about what stands between you and that version showing up every time, not just when the stakes make it easy. What You'll Hear Why the strength that got you here doesn't need to be put down, it needs to be reassigned A real moment from leading a team where the easy answer and the right answer weren't the same The difference between proving a strength and trusting it What's running underneath the signals you send without you realizing it Leadership Pattern to Notice The instinct to perform shows up before the instinct to lead. It moves fast because it can be defended later, and trusting a harder answer in the moment cannot. Most leaders never question the order. They call the fast answer good judgment and move on, without ever noticing that the real decision already happened underneath it. Sit With This Where am I still trying to prove a strength that I could be redeploying instead? Connect If you are ready to see what becomes possible when this shifts, the Next Move conversation is your first step. 45 minutes. Personalized. Let's look at what strengths have started getting in your way. http://tamimariecoaching.com/call   If This Landed Share it with a leader who needs to hear it. Leave a rating and review. It helps more leaders find A Leader's Purpose. Subscribe so you don't miss what's next. Find Me LinkedIn: @tamiimlay Email: tami@tamimariecoaching.com Website: www.tamimariecoaching.com Send a DM. I'd love to connect. Music Guitalele's Happy Place by Stefan Kartenberg (c) copyright 2017. Licensed under a Creative Commons Attribution (3.0) license. https://dig.ccmixter.org/files/JeffSpeed68/56194 Ft: Kara Square (mindmapthat) Copyright Daily Choosing Joy LLC 2026    

Details on the latest Red Sox TRADE News, Who is The Red Sox #1 Trade Target? Plus The Red Sox #1 Prospect Just got Promoted! Listen to Red Seat Radio on Spotify: https://podcasters.spotify.com/pod/show/corbin201 Listen to Red Seat Radio on Apple Podcasts: https://podcasts.apple.com/us/podcast/red-seat-radio/id1742853634 Watch This Next: https://youtu.be/Fw0Nf9IYNxo?si=mbWwlXnAc6YXloz9 Check out The Red Seat Radio Merch Shop: https://giammarcosports.com/collections/red-seat-radio?srsltid=AfmBOopul5Ml2Ym33Cgfq5YoCFrum4T1wP-xVgMtnLey0OIQkENryB3g Become a Member of Red Seat Radio Today: https://www.youtube.com/channel/UCZ3qF_2cpQMGCpM5oDWaZQw/join Connect With Red Seat Radio on Social: https://twitter.com/redseatradio https://discord.com/invite/eAjQpUkDaV https://www.instagram.com/redseatradio/ #redsox #baseball #mlb #mlbb #redseatradio #milb #sportsnews About: Today we are breaking down the latest Red Sox News on a Red Sox Roster Move the Red Sox need to make, that includes TRADING FOR the potentially BEST HITTER on the market right now right now. We have NEW DETAILS on where The Red Sox May STAND on trading for one of the BIGGEST Bats on the market and why that could be a VERY SCARY move for this particular Red Sox team. So We take a look at why The Red Sox may want to make this MASSIVE Trade and move, what may hold the Red Sox back from making this kind of MASSIVE Trade and what kind of impact this roster move could make on the 2026 Red Sox! Plus we talk about the latest HUGE news surrounding The Red Sox's #1 prospect Franklin Arias and how he could not only impact the Red Sox's 2026 season but also have a big impact on the MLB deadline. Learn more about your ad choices. Visit megaphone.fm/adchoices

Promoting a strong employee into management can feel like a natural next step. But knowing the work is not the same as knowing how to lead the people doing it. Without clear authority, practical training, and regular guidance, a new manager may struggle before they have had a reasonable opportunity to learn the role.InvitationIf you've ever found yourself thinking, "Nobody told me this part of running a business would be so hard," you're not alone.The people side of business can be complicated, stressful, and full of situations that don't come with clear answers. IDO On Call was built for founders who want experienced HR guidance before small issues become bigger problems. Whether you're dealing with a difficult employee situation, a management challenge, or simply need a second opinion, we're here to help.Learn more about IDO On Call at https://vickybrownhr.com/idooncall

You're about to have a really hard conversation with somebody you believed in. Before you do, you need to hear this first. Let's break down why the leader you promoted isn't a bad hire, but a stalled identity shift. I also give you the exact conversation to fix it. Tune in now!Key highlights:00:00 — The Problem: A Leader Who Seems Off01:53 — The One-on-One That Reveals the Problem06:26 — Why You Didn't Make the Wrong Call: Identity Never Changed12:24 — The Three Stall Points Holding Your New Leader Back21:27 — How to Have the Conversation That Actually Fixes ItJoin me live on August 6th at 11am Central for a free workshop, "Four Steps to Build a Business That Runs Without You." Register at chrislocurto.com/build.

Support the show and get more from Analytics United: https://www.patreon.com/AnalyticsUnited Cal & Jack break down West Ham's first public preseason game of the 2026-27 season, a 1-1 draw with Southend United, and the confirmation that Jarrod Bowen is staying at the club. They discuss what our expectations are for Bowen this season, Keiber Lamadrid's surprise standout performance at Roots Hall, George Earthy's potential future and much more. Timestamps: (00:00) Intro (01:34) Our thoughts on the World Cup final & Spain's tournament (07:05) Can anyone stop Spain? (10:56) Jarrod Bowen announces he's staying at West Ham (14:20) Does this confirm Bowen's legend status? (15:30) What are our expectations for Bowen in the Championship? (21:41) Southend 1-1 West Ham review (23:42) How much can you read into preseason friendlies? (24:55) Takeaways: Keiber Lamadrid, Taty Castellanos & Pablo (28:01) Our thoughts on George Earthy's performance & future Please do leave us a review and subscribe to the podcast to catch every episode. You can follow the pod (and our other work) on Twitter: Main: @AnalyticsUtd_ Jack: @jackelderton Cal: @WHU_Analytic Darcy: @futpysche Charlie: @ATopLad Theme music: "Emotional Chill Electronic Vlog Music | Sunset" by Alex-Productions (https://onsound.eu/) Promoted by: https://www.free-stock-music.com Creative Commons / Attribution 3.0 Unported License (CC BY 3.0) https://creativecommons.org/licenses/by/3.0/deed.en_US Learn more about your ad choices. Visit podcastchoices.com/adchoices

Playlist Hub

Be sure and join us with our special guest, retired 26 year FDNY Captain Jim Grismer. Capt Grismer comes from a long line of family in the fire service. * Appointed 7/09/1995 * Assigned Ladder 13 10/3/1995 * Rotation - ‘96-‘97 Engine 89 * Rotation - ‘97-‘98 Engine 280 * Back to Ladder 13 10/98-2/05 * Promoted to Lt. 2/2005 * Assigned to 7th Division * Assigned Ladder 39 2006-‘14 * Promoted to Captain - 7/24/2014 * Assigned Ladder 16 - 2015 - 2021 * Retired 12/07/21 Gonna be another great show. We will get the whole skinny. You don't want to miss this one. Join us at the kitchen table on the BEST FIREFIGHTER PODCAST ON THE INTERNET! You can also listen to our podcast…we are on all the players. #lovethisjob #GiveBackMoreThanYouTake #Oldschool #Tradition #FDNYBecome a supporter of this podcast: https://www.spreaker.com/podcast/gettin-salty-experience-firefighter-podcast--4218265/support.

Growing up in the LDS church, we experienced a lot of mythologized history. A lot of this was tied to the founding fathers and the origins of America. We heard stories about Moroni appearing to Christopher Columbus and George Washington. Mythology narratives about Washington's prayer or the founding fathers appearing to Wilford Woodruff at the temple. All of these ideas were narratives designed to push a very specific idea of American identity and Mormonism's place inside that identity, many of these ideas are directly tied to ideas of Christian nationalism. Promoted by people like a Benson, Skousen, Tim Ballard, Glenn Beck many others these mythology became part of our religious identity. Over the past two decades, Warren Throckmorton has become one of the leading voices examining the historical claims behind Christian nationalism. Through books such as "Getting Jefferson Right and The Christian Past That Wasn't," he has carefully documented how influential activists and organizations have reshaped American history to promote the idea that the United States was founded as an explicitly Christian nation with a unique covenantal relationship with God. In this interview, we'll explore how these narratives developed, why they remain so influential, how they compare with similar ideas found in Mormonism and other religious traditions, and what the growing influence of Christian nationalism could mean for American democracy, religious liberty, and the relationship between faith and political power.This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

In today's r/AITA and r/relationship_advice story, OP's sister is furious after he kept - and even promoted - her ex following their breakup, insisting it was strictly business while she sees it as betrayal.0:00 Intro0:23 Story 14:12 Story 1 Comments / OP's Replies11:50 Story 1 Update14:02 Story 1 Comments / OP's Replies17:03 Story 218:54 Story 2 Comments20:51 Story 2 Update 121:33 Story 2 Update 222:52 Story 2 Comments / OP's Replies Hosted on Acast. See acast.com/privacy for more information.

Most professionals focus almost exclusively on performance—and then wonder why someone else gets promoted. This 97% Effective Essentials episode introduces a simple framework that fundamentally changes how you see and approach career success.Learn more about Michael Wenderoth, Executive Coach: www.changwenderoth.comSHOW NOTES:Performance and PIEThink about yourself as a productDoes this mean I should stop doing great work?Why organizations are different than school and many sports3 “sad but true” research findings that reveal who gets credit, and who gets pickedInsight on perception from photographer Richard Waine: “You're professional headshot is not about you.”Flip the script: how do others see you?“I” = ImageThe definition of brand and a quick exercise to uncover your brandA warning from executive coach Anne Marie Segal about typecasting – and the leap you need to makeHow are you showing up?“E” = Exposure, which can come in many waysHow award-winning speaker Alex Tremble did two things to catapult his early rise in the Federal GovernmentExposure in a remote worldDo you need to make radical shifts?If you don't manage your Image and Exposure, what's likely to happen BIO AND LINKS:Michael Wenderoth is an Executive Coach that helps executives re-examine their assumptions about power, politics, and authenticity to get promoted, become more effective at work, and break glass ceilings holding them back. Having served 20 years in senior roles with companies across the globe, and then 7 years as a professional coach, he has helped accelerated the careers of clients from diverse industries, backgrounds, and levels of seniority, helping them get ahead – without having to sell their souls in the process. Michael is the award-winning author of Get Promoted, host of the 97% Effective career acceleration podcast, and a frequent speaker and media contributor on career advancement, leadership and navigating power and politics. His work has been featured in Harvard Business Review, Forbes, Stanford Business School Executive Education and IE Business School, where he collaborates with renowned professors, coaches, executives and experts. Michael holds an MBA from Stanford and trained as an executive coach at Columbia University (3CP). Michael's Book, Get Promoted: https://tinyurl.com/453txk74Michael on LinkedIn: https://www.linkedin.com/in/michaelchangwenderoth/Learn more about Michael Wenderoth, Executive Coach: www.changwenderoth.comResearch cited: See Chapter Chapter 5 (“What the Evidence Really Says” in Get Promoted: https://tinyurl.com/453txk74Richard Waine on what professional headshot is really about: https://tinyurl.com/2wcmamkwAnne Marie Segal on how to avoid being “typecast”: https://tinyurl.com/39myjfzsAlex Tremble on visibility in the corridors of power: https://tinyurl.com/4paf4evjGet Promoted named Winner (Business-Careers) and Finalist (Business-General), 2023 International Book Awards: https://www.internationalbookawards.com/2023pressrelease.htmlAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Chipotle COO Jason Kidd visits a dozen stores a week and ends each day with 90-minute team dinners, a strategy that helped the chain promote 23,000 workers last year, including every one of its new regional vice presidents. Patrick Bet-David breaks down the four traits Kidd looks for in future leaders and shares his own version of the playbook, from cooking Tuesday-night dinners for his sales team to the omelet test he still uses to find hidden stars.

Be sure and join on our YouTube Channel with our special guest, retired FDNY Captain Paul Brown. Capt Brown is a Third generation FDNY member. His Grandfather, father, 2 Uncles, 2 brothers, 4 cousins were all on the Jaab. He Started on Transit PD in 1984 ENY, Brownsville, Bed Stuy. Was Appointed to the FDNY in 1989 and assigned to Engine 93 in Washington Heights He Transferred to L-43 in 1991 Promoted Lt May 2000 and covered in the 15th Div Was covering UFO in E234 leading up to WTC Assigned to E-290 Oct 2001 He Crossed the floor to L103 April 2004 Joined IMT in 2004 Promoted to Captain 2006 13th Div Was Assigned to Ladder 158 2007 Retired December 2016. Since retiring he has co-authored a book calle "The Rising from Ground Zero"- The FDNY didn't just recover after 9/11 - they actively chose to rebuild. A powerful story of healing, leadership and transformation within America's premier fire department. Gonna be another great show. We will get the whole skinny. You don't want to miss this one. Join us at the kitchen table on the BEST FIREFIGHTER PODCAST ON THE INTERNET! You can also listen to our podcast…we are on all the players. #lovethisjob #GiveBackMoreThanYouTake #Oldschool #Tradition #FDNYBecome a supporter of this podcast: https://www.spreaker.com/podcast/gettin-salty-experience-firefighter-podcast--4218265/support.

Carl and Dan examine why Nigel Farage called a by-election in his own constituency, and the danger that lies therein. Promoted by Lotus Eater Media Limited, PO Box 4354, Swindon, SN3 9FX, on behalf of Restore Britain, Suite 4, Millennium House, Gapton Hall Road, Great Yarmouth, Norfolk, NR31 0NL.

Get the free Core Drives in the Wild guide, behavioral design applied to real products: professorgame.com/WildCD Episode Summary Michael Lukich, a marketing analytics leader with more than 20 years across consulting, data, and strategy, explains why the fix for a struggling team is almost never more effort. He walks through the closed-loop trap he built early in his management career, the systems thinking tools he now uses to find leverage points, and why over-measuring single marketing channels quietly starves the top of the funnel. Drawing on the Cabreras' DSRP model, Donella Meadows, and nearly 25 years at the poker table, he shows how to see a whole system instead of optimizing one piece to the detriment of the goal. Listeners come away with a practical way to map any system, pick a single North Star metric, and design loops that let a team improve on its own. About the Host Rob Alvarez is Head of Engagement Strategy, Europe at The Octalysis Group (TOG), a leading gamification and behavioral design consultancy. A globally recognized gamification strategist and TEDx speaker, he founded and hosts Professor Game, the #1 gamification podcast, and has interviewed hundreds of global experts. He designs evidence-based engagement systems that drive motivation, loyalty, and results, and teaches LEGO® SERIOUS PLAY® and gamification at top institutions including IE Business School, EFMD, and EBS University across Europe, the Americas, and Asia. Key Takeaways Michael Lukich's early management trap was a closed loop with no exit: he could not step away until the team improved, and the team could not improve until he stepped away, which pushed him to 75-hour weeks before he redesigned the loop instead of adding effort. Accepting work at roughly 70 percent of his own output, paired with a tighter review cadence, let his team feel the consequences of their own decisions and turned him from a micromanager into a player coach. The "if you can't measure it, it doesn't exist" credo pushes budget toward easily measured lower-funnel channels and leaves the top of the funnel leaky, because no one can defend upper-funnel spend in a boardroom. The fix is whole-system measurement through multi-channel attribution and mixed models, not more measurement. Zynga over-relied on data and stacked Black Hat Core Drives that drive urgency and scarcity, a reminder that an A/B test measures one week, not how a feature performs as a system over two years. Derek and Laura Cabrera's DSRP model (Distinctions, Systems, Relationships, Perspectives) gives a four-part way to map almost any system, then find the bottleneck where one move has the biggest outsized effect. Poker trains decision-making under uncertainty and incomplete information, including the faulty learning loop where playing well can still lose and playing poorly can still win, which is why Michael says half the frameworks in his book started at the poker table. Topics Covered 0:00 — The loop you cannot escape 0:20 — Meet Michael Lukich: data, teaching, poker 2:41 — Designing your own life as a system 5:46 — Promoted into a trap with no exit 11:14 — The marketing measurement trap 13:53 — Frankenstein products, Zynga, and Black Hat 17:34 — A practical system: pick one metric 18:56 — Mapping systems with DSRP 22:23 — The strategy dashboard and the North Star 24:07 — James Clear, Ryan Holiday, and one book 26:54 — Translation and poker as the perfect game 30:25 — Where to find Michael and closing advice Get the free Core Drives in the Wild guide, behavioral design applied to real products: professorgame.com/WildCD About Michael Lukich Michael Lukich is a marketing analytics leader with more than 20 years across consulting, data, and business strategy, currently running marketing analytics for a major US marketing agency. He spent five years as an adjunct professor and has played poker for nearly 25 years, two habits that shaped how he thinks about teaching and making decisions under uncertainty. He writes the Stoic Systems Thinker newsletter, where ancient Stoic philosophy meets modern systems thinking, and is the author of the book of the same name. He lives in Ann Arbor, Michigan with his wife and two daughters. Find Michael Lukich Online The Stoic Systems Thinker (website and newsletter) LinkedIn The Stoic Systems Thinker on Substack Mentioned in This Episode Some links below are affiliate links. As an Amazon Associate, I earn from qualifying purchases. Thinking in Systems by Donella Meadows James Clear and Atomic Habits Ryan Holiday Poker The Stoic Systems Thinker by Michael Lukich Derek and Laura Cabrera's DSRP model (Distinctions, Systems, Relationships, Perspectives) Meditations by Marcus Aurelius Zynga The Octalysis Framework and Black Hat Core Drives Kaizen and Kaikaku (continuous improvement versus radical change) Free Resources and Get in Touch Core Drives in the Wild: Professor Game Free Guide Get Daily Value on Your Email Let's chat about your gamification project YouTube LinkedIn Instagram Facebook Start Your Community on Skool for Free Ask a question

Carl and Dan discuss how the end of the old world is coming into view. Promoted by Lotus Eater Media Limited, PO Box 4354, Swindon, SN3 9FX, on behalf of Restore Britain, Suite 4, Millennium House, Gapton Hall Road, Great Yarmouth, Norfolk, NR31 0NL.

Carl and Dan examine the hero's journey of Andy Burnham. Promoted by Lotus Eater Media Limited, PO Box 4354, Swindon, SN3 9FX, on behalf of Restore Britain, Suite 4, Millennium House, Gapton Hall Road, Great Yarmouth, Norfolk, NR31 0NL.

Carl is joined by Charlie Downes and Connor Tomlinson to discuss what happened in Makerfield. Promoted by Lotus Eater Media Limited, PO Box 4354, Swindon, SN3 9FX, on behalf of Restore Britain, Suite 4, Millennium House, Gapton Hall Road, Great Yarmouth, Norfolk, NR31 0NL.