Podcasts about Recognition

Burnout recovery for high performers doesn't start with fixing — it starts with recognizing what's actually happening. If success feels empty, decisions feel heavy, or roles feel misaligned, this episode helps you orient without losing momentum.If you're a high performer experiencing burnout, decision fatigue, or a quiet sense that success feels emptier than it should — this episode offers something different than another fix.In EP 255 of The Recalibration, Julie Holly introduces the Recognition stage of the Identity-Level Recalibration (ILR) pathway — the entry point most high-capacity humans skip.This episode unpacks why:Burnout is often misdiagnosed when the real issue is identity misalignmentDecision fatigue can signal outdated roles still being carriedFeeling “off” doesn't mean something is wrong — it means your system is orientingHigh performers are conditioned to fix discomfort instead of noticing itSkipping recognition leads to momentum that no longer fits who you are becomingRather than offering a mindset shift or productivity strategy, Julie explains why recognition is not a pause on your life — it's what allows the right movement to emerge. Until you orient to where you are, any action you take is premature or misdirected.This episode is especially resonant for high-capacity humans navigating:burnout recovery without losing their edgerole confusion after successidentity drift beneath high performancespiritual exhaustion caused by strivingthe tension between presence and performanceILR is not another tool to optimize behavior. It is the root-level recalibration that makes every other tool effective again, beginning with identity — not effort.The episode is grounded in a faith-rooted understanding of identity as something received, not earned, modeled most clearly in the life of Jesus Christ, where belonging always precedes action.Today's Micro RecalibrationPersonal Take one quiet moment and complete this sentence, internally or out loud:“Right now, I'm noticing…”No fixing.No explaining.Just noticing.Leadership If you lead others, try asking this question before moving into solutions:“What are you noticing right now?”Not to solve it — but to help orient the system before action.Explore Identity-Level Recalibration→ Join the next Friday Recalibration Live experience → Take your listening deeper! Subscribe to The Weekly Recalibration Companion to receive reflections and extensions to each week's podcast episodes. → Follow Julie Holly on LinkedIn for more recalibration insights → Schedule a conversation with Julie to see if The Recalibration is a fit for you → Download the Misalignment Audit → Subscribe to the weekly newsletter → Books to read (Tidy categories on Amazon- I've read/listened to each recommended title.) → One link to all things

Join us for an insightful conversation with Arica Netterville, a powerhouse entrepreneur and podcaster with 25 years of experience in business development and branding. In this episode, Arica discusses how building a successful brand is not about overnight fame, but about establishing a consistent community presence across over 30 platforms. She reveals that the path to growth is paved with challenges—from name-hijacking to social media hacks—but emphasizes that once you manifest clarity and resilience, explosive authority and opportunities naturally follow. Discover how to build authority by leveraging your existing proof—such as Arica's three-time award-winning podcast and her national ranking of 174 in the nation. Arica emphasizes that entrepreneurs must proactively "own their story" and share their accolades, even in the face of setbacks, to avoid doing a disservice to the community they serve. To help you get started, she shares her vision for the future of interactive media, including Podcast Live, a new initiative designed to bring high-energy, live-audience engagement to corporate and networking events. For those looking for a modern guide to scaling a business model from local to national, keep an eye out for Arica's expansion across major cities like Chicago and New York, arriving throughout 2026.  Connect with Arica:Website: www.thedenverbusinessbeatpodcast.com LinkedIn: Arica Netterville The Denver Business Beat Podcast Instagram: @thedenverbusinessbeatpodcast Let's keep the conversation going!Website: www.martaspirk.com Instagram: @martaspirk Facebook: Marta Spirk Want to be my next guest on The Empowered Woman Podcast?Apply here: www.martaspirk.com/podcastguest  Watch my TEDx talk: www.martaspirk.com/keynoteconcerts      There's a reason Pitch Worthy is on every power founder's radar. It's the definitive PR book for women done with being overlooked. If you're ready for press, premium clients, and undeniable authority, this is your playbook. Buy your copy now at hearsayPR.com.  

Show NotesSinger, songwriter, and guitarist Margaret Glaspy joins Sean Martin and Marco Ciappelli for a Music Evolves conversation recorded in the context of the NAMM Show and the She Rocks Awards, where Glaspy is recognized as a 2026 honoree. The discussion centers on how artists develop a voice, how creative practice sustains a career, and why music functions as a form of public service rather than a commodity alone. Glaspy shares how growing up in a musically active household normalized creativity and removed the idea that music must be exceptional to be meaningful. Early immersion in Texas-style fiddle competitions, alongside exposure to jazz, songwriter traditions, and alternative rock, shapes a foundation rooted in lineage rather than trend. That sense of lineage continues to guide her current work, where influence is acknowledged openly rather than hidden.Songwriting, as Glaspy describes it, is a daily practice rather than an output-driven process. Writing consistently, sometimes a song a day, becomes a way to maintain agency in a career shaped by touring cycles, releases, and expectations. Albums emerge from accumulation and reflection, not from pre-defined concepts. This approach reframes productivity as presence, with creativity tied to well-being and continuity.The conversation also explores how artists navigate maturity. Early attempts to emulate heroes eventually give way to self-recognition. Glaspy speaks to the value of being a student of music, letting imitation serve as a bridge to personal expression rather than a destination. That perspective resists the myth of originality in isolation and places artists within an ongoing cultural thread.Recognition at the She Rocks Awards introduces another dimension. Glaspy views the honor with humility, emphasizing the importance of creating space to acknowledge women's contributions in music without turning the work itself into a competition. In that context, the NAMM Show represents the maker side of music, instrument builders, technologists, and craftspeople whose work enables creative expression.This episode positions music not as a product to be optimized, but as a practice to be protected, cultivated, and shared.GuestMargaret Glaspy, Singer, Songwriter, and Guitarist | Website: https://margaretglaspy.com/HostSean Martin, Co-Founder at ITSPmagazine, Studio C60, and Host of Redefining CyberSecurity Podcast & Music Evolves Podcast | Website: https://www.seanmartin.com/Marco Ciappelli, Co-Founder, ITSPmagazine and Studio C60 | Website: https://www.marcociappelli.comResources2026 She Rocks Awards: https://sherocksawards.com/The NAMM Show 2026 is taking place from January 20-24, 2026 | Anaheim Convention Center • Southern California — Coverage provided by ITSPmagazine — Follow our coverage: https://www.itspmagazine.com/cybersecurity-technology-society-events/the-namm-show-2026The NAMM Show 2026: https://www.namm.org/thenammshow/attendMusic Evolves: Sonic Frontiers Newsletter | https://www.linkedin.com/newsletters/7290890771828719616/Keywordsmargaret glaspy, sean martin, marco ciappelli, namm, she rocks awards, music, creativity, art, artist, musician, music evolves, music podcast, music and technology podcast, singer, songwriter, guitarist, guitar playingMore From Sean MartinMore from Music Evolves: https://www.seanmartin.com/music-evolves-podcastMusic Evolves on YouTube: https://www.youtube.com/playlist?list=PLnYu0psdcllTRJ5du7hFDXjiugu-uNPtWMusic Evolves: Sonic Frontiers Newsletter | https://www.linkedin.com/newsletters/7290890771828719616/On Location with Sean and Marco: https://www.itspmagazine.com/on-locationITSPmagazine YouTube Channel: https://www.youtube.com/@itspmagazineBe sure to share and subscribe! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In late December, Governor Kathy Hochul vetoed a bill that would formally recognize the Montaukett Nation. This, despite the fact that there was broad support for the legislation, which passed the State Assembly unanimously and the State Senate in a vote of 59-1. The bill sought to reinstate recognition to the Montaukett Nation by reversing a 1910 court ruling that improperly stripped it away by ignoring an earlier U.S. Supreme Court decision under which the nation would have qualified for recognition. It was the seventh time in recent years that such a bill has died on the New York governor's desk. This week, the editors are joined by reporters Michael Wright and Jack Motz as well as Montaukett Executive Director and Government Affairs Officer Sandi Brewster-walker, who has worked extensively over the past decade to gain state recognition, and State Assemblyman Tommy John Schiavoni, the bill's co-sponsor, to talk about why this has been such an uphill battle for the Montauketts.

La transformation du travail liée à l'intelligence artificielle pose des questions très concrètes aux entreprises : quelles compétences anticiper, comment accompagner les managers, et comment maintenir la confiance des collaborateurs dans un contexte d'accélération permanente, au cœur de la transformation du management.Maryjo Charbonnier est Chief Human Resource Officer de Kyndryl, entreprise mondiale de services technologiques issue d'un spin-off d'IBM, présente dans plus de 60 pays. Elle est également membre du board du SHRM, le plus grand regroupement mondial de professionnels des ressources humaines. À ce titre, elle intervient au plus haut niveau des réflexions internationales sur le leadership, le management et l'avenir du travail.Dans cet épisode de L'Entreprise de demain, Maryjo partage la manière dont elle pilote, à grande échelle, la transformation du management dans une organisation directement impactée par l'IA. Elle décrit les choix structurants opérés chez Kyndryl pour anticiper l'évolution des métiers, transformer les pratiques managériales et organiser le développement des compétences dans la durée.L'épisode apporte des repères concrets sur la façon dont Kyndryl articule intelligence artificielle, management et engagement des collaborateurs, en inscrivant la transformation du management dans des dispositifs déjà en place et utilisés à grande échelle. Maryjo détaille un cadre clair mobilisé par les équipes RH et les managers pour anticiper les impacts de l'IA sur les tâches et les emplois, disposer d'un inventaire précis des compétences, organiser le re-skilling et faciliter le re-déploiement des collaborateurs avant que les ruptures n'interviennent.La discussion met en lumière le rôle central du management dans cette transformation. Les managers sont explicitement responsabilisés sur quatre axes communs à l'ensemble de l'organisation : fixer un cap ambitieux, développer les compétences et les talents, construire des équipes engagées et inclusives, et incarner des pratiques managériales cohérentes. Maryjo explique comment ces attentes sont intégrées aux objectifs managériaux et soutenues par des outils concrets de feedback, de développement du leadership et de reconnaissance.L'épisode aborde également la manière dont Kyndryl structure une culture du feedback continue et accessible, conçue comme un levier de progression individuelle et collective. La reconnaissance y est pensée comme un outil de management à part entière, intégré aux processus quotidiens, et non comme un dispositif périphérique.Enfin, Maryjo partage une lecture pragmatique du métier de manager et du rôle de la fonction RH dans un contexte global et multiculturel. Elle explique comment les données d'engagement sont utilisées pour orienter les priorités, identifier les zones de progrès et ajuster les pratiques managériales, notamment sur la simplification des processus de travail afin de libérer du temps pour l'apprentissage, le développement des compétences et la relation client.

Fluent Fiction - Hebrew: Claiming Her Place: Ariel's Journey to Recognition Find the full episode transcript, vocabulary words, and more:fluentfiction.com/he/episode/2026-01-15-08-38-20-he Story Transcript:He: השלג ירד בשקט על מנהטן, ואריאל ישבה במשרד המודרני, מוקפת בחלונות גדולים שהציגו את קו הרקיע המרהיב.En: The snow quietly descended on Manhattan, and Ariel sat in her modern office, surrounded by large windows showcasing the magnificent skyline.He: במשרד הגדול, קוביות עבודה קטנות מילאו את החלל, כל אחת עם תמונות משפחתיות ותזכורות אישיות.En: In the large office, small cubicles filled the space, each with family photos and personal reminders.He: אריאל הייתה מנהלת פרויקטים חרוצה שאפתה להצליח.En: Ariel was a hardworking project manager striving for success.He: היא עבדה שעות נוספות רבות כדי להוביל את הצוות שלה להצלחה.En: She worked many overtime hours to lead her team to success.He: אולם, אריאל חשה לפעמים שמתעלמים ממנה בהנהלה.En: However, Ariel sometimes felt overlooked by management.He: כל יום, היא ראתה את נועם, קולגה ותיק יותר, מקבל את הקרדיט על המאמצים המשותפים שלהם.En: Every day, she saw Noam, a more senior colleague, receiving credit for their joint efforts.He: השנה התקרבה לסיומה, ואריאל ידעה שהגיע הזמן לבקש את מה שמגיע לה.En: As the year was coming to an end, Ariel knew it was time to ask for what she deserved.He: היא הכינה דוח מקיף שהציג את תרומתה לפרויקטים השונים והזמינה פגישה אישית עם שירה, המנהלת שלה.En: She prepared a comprehensive report highlighting her contributions to the various projects and scheduled a personal meeting with Shira, her manager.He: ביום הפגישה, אריאל נשמה עמוק והתיישבה מול שירה.En: On the day of the meeting, Ariel took a deep breath and sat across from Shira.He: הדוח שלה היה מונח לפניה, מוכן להציג את הישגיה.En: Her report lay before her, ready to present her achievements.He: "שירה," היא אמרה בביטחון רב, "אני רוצה לדבר על התרומה שלי לצוות.En: "Shira," she said with great confidence, "I want to discuss my contribution to the team."He: "שירה הנהנה, אבל אריאל הבחינה שהיא קצת חסרת סבלנות.En: Shira nodded, but Ariel noticed she was a bit impatient.He: לא היה קל לשכנע את שירה, אבל אריאל ידעה שזה הרגע שלה.En: Convincing Shira wasn't easy, but Ariel knew this was her moment.He: היא דיברה על הפרויקטים שהובילה, על הרעיונות שלה שהפכו להצלחה, ועל השעות הרבות שהשקיעה בעבודה.En: She spoke about the projects she led, her ideas that turned into successes, and the many hours she invested in her work.He: בזמן שאריאל דיברה, היא גם התמודדה בגבורה עם סוגיית הקרדיט של נועם.En: As Ariel spoke, she also courageously addressed the credit issue with Noam.He: "חשוב לי להבהיר," היא אמרה בנחישות, "שהרבה מההצלחות היו בזכות עבודתי הקשה והנחישות שלי.En: "It's important for me to clarify," she said determinedly, "that much of the success was due to my hard work and determination."He: "שירה הביטה באריאל במבט חדש של הערכה.En: Shira looked at Ariel with a newfound sense of appreciation.He: "אני מבינה," אמרה שירה, "נבחן מחדש את תרומתך ונראה איך לקדם אותך בקרוב.En: "I understand," said Shira, "we will reassess your contributions and see how we can promote you soon."He: "לאחר הפגישה, אריאל יצאה מהמשרד מעט יותר בטוחה בעצמה.En: After the meeting, Ariel left the office feeling a bit more confident.He: היא למדה לחשוב איך להאבק על מה שמגיע לה ולתבוע את המקום שלה.En: She learned to think about how to fight for what she deserves and claim her place.He: עם תום השנה, היא הבינה שבמקום העבודה, כמו בחיים, חשוב לא לוותר ולהאמין בעצמך.En: By the end of the year, she realized that in the workplace, as in life, it's important not to give up and to believe in yourself.He: בחוץ, השלג המשיך לרדת, והעיר נשארה מלאת פעילות ומצליחה, בדיוק כמו אריאל.En: Outside, the snow continued to fall, and the city remained full of activity and success, just like Ariel. Vocabulary Words:descended: ירדmagnificent: מרהיבskyline: קו הרקיעcubicles: קוביות עבודהoverlooked: מתעלמיםcomprehensive: מקיףcontributions: תרומהimpatient: חסרת סבלנותdetermination: נחישותappreciation: הערכהreassess: נבחן מחדשpromote: לקדםconfident: בטוחהclaim: לתבועmodern: מודרניshowcasing: שהציגוhardworking: חרוצהovertime: נוספותmanager: מנהלתachievements: הישגיהcourageously: בגבורהsuccesses: הצלחותactivities: פעילותstriving: שאפתהjoint efforts: מאמצים המשותפיםscheduled: הזמינהclarify: להבהירfighting: להאבקbelieve: להאמיןBecome a supporter of this podcast: https://www.spreaker.com/podcast/fluent-fiction-hebrew--5818690/support.

Guest: Gregory Copley. Reza Pahlavi proposes a constitutional monarchy where the crown serves as a symbolic figurehead, similar to the British system. Copley highlights Pahlavi's unique name recognition and legitimacy as the former crown prince. However, air power alone cannot decisively change the situation on the ground, requiring covert support after the clerics collapse.1970 TEHRAN

  Will Murray is a pro trail runner living in Bellingham, WA. He was one of the breakout stars of the 2025 season, finishing 2nd at the Black Canyon 100k and winning the Javelina Jundred in a new course record time. Entering the 2026 season in partnership with Brooks, Will is poised to continue the momentum into a new year and towards the Western States 100 - his main goal for the season. This is his first time on the podcast.   Chapters: 04:15 – Introduction and Personal Insights 06:59 – Recognition as #8 Ultra Runner of the Year 09:40 – Athletic Roots and Trail Running Discovery 12:26 – Mathematical Mindset in Running 14:59 – Cultivating Clarity in High-Pressure Situations 20:52 – Psychological Strength and Self-Talk 23:25 – Relationship with Social Media 26:01 – Injury Just Before Western States 33:08 – Training Evolution and Strategies 36:51 – Mindset and Preparation for Javelina 39:37 – Race Dynamics and Internal Dialogue 42:48 – Celebrating Success and Future Aspirations 45:58 – Joining Brooks and Team Dynamics 50:44 – Future Goals and Upcoming Races   Follow Will on Strava   REGISTER FOR THE BIG ALTA   REGISTER FOR GORGE WATERFALLS   Sponsors:   Grab a trail running pack from Osprey Use code FREETRAIL25 for 25% off your first order of NEVERSECOND nutrition at never2.com Go to ketone.com/freetrail30 for 30% off a subscription of Ketone IQ   Freetrail Links: Website | Freetrail Pro | Patreon | Instagram | YouTube | Freetrail Experts   Dylan Links: Instagram | Twitter | LinkedIn | Strava

Send us a textWe trace Jacob Martinez's path from outsider to builder and unpack how Digital NEST turns first-gen talent into confident leaders through transparency, training, and courageous asks. Real talk on hiring, culture, and stress gives a grounded playbook for turbulent times.• founding story shaped by class contrast and belonging• embedding leadership training for staff and youth• professional development funds and clear advancement• nonprofit hiring realities and people decisions• COVID pivot to online tools and community support• post-pandemic outreach to bring youth back• radical transparency with finances and access• compensation strategy tied to equity and runway• fundraising courage and mentorship on the ask• stress management, sabbaticals, and boundaries• advice for emerging and seasoned leadersSupport  & Hire the youth! Find us at digitalnest.org and on socials. Email Jacob at jacob@digitalnest.orgBioJacob Martinez, founder & CEO of Digital NEST, is a social entrepreneur, tech educator, keynote speaker, and cutting-edge community collaborator. His mission is to bridge the digital divide and create opportunities for young people in rural communities to access the economic and social benefits of technology.Recognition for Martinez's work includes: 2020 James Irvine Foundation Leadership Award, the Draper Richards Kaplan Foundation Entrepreneur Fellowship, 2024 UC Santa Cruz Alumni Achievement Award, and the 2015 Entrepreneur of the Year for Santa Cruz County, among others. He speaks frequently about his work at events, including TEDxSantaCruz and the 2015 White House Tech Meetup. He sits on the boards of the Silicon Valley Leadership Group Foundation and the Center for Rural Innovation. He is an External Special Adviser to the UCSC Chancellor as well as an Advisor for Reservoir Ventures, a modern investment firm focused on supporting entrepreneurs in Central California and the Monterey Bay Area. When Jacob is not making sure youth in rural communities are ready for big careers, he spends time with his wife and three kids, and enjoys gardening and traveling.Support the show

In this eye-opening conversation, Dr. Robyn McKay is joined by Baljit Rayat, Elizabeth Purvis, Alyse Bacine, and Louisa Havers for a powerful roundtable discussion exploring what's shifting beyond performance, prediction, and old leadership models.This episode explores:The toxic streams influencing our world todayWomen's misdirected sexual energy and identitySexual energy as a creative life forceUsing intentional practices to consciously create realityHow healing informs aligned actionInner child practices to reconnect with identityConsciously reparenting yourselfSelf-innovation as a way to reclaim higher intelligenceBringing nourishing speed into your identityMoving toward leading from identityYour identity is more than a brand. It's how you're meant to lead. This conversation invites you to slow down, reconnect with your creativity and innovation, and acknowledge your value as you move forward with clarity and purpose.Love what you're hearing?Leave a review on Apple Podcasts and send a screenshot to Robyn. Each month, one listener will receive a Scroll of Recognition—a custom energetic blessing, activation, or intuitive message written just for you.Robyn McKay, PhD, is an award-winning therapist and psychospiritual advisor who teaches and leads at the intersection of psychology × spirituality × energetics. With deep roots in clinical psychology and a lifetime of living at the crossroads of intuition and credentials, she is a rare bridge between science and soul, credentials and codes, strategy and spirit.Early in her career, Robyn served as a university psychologist before stepping into her broader calling as a guide for high performers, creatives, and seekers. She addresses a wide spectrum of human experience — healing trauma, anxiety, depression, mood disorders, and ADHD in women; accessing spiritual gifts; and navigating existential crossroads.Having sold $2.5M+ in retreats and private intensives, Robyn is now architecting an entirely new category of retreats: expert-led, trauma-informed, miracle-level. She helps credentialed, neurodivergent, and spiritually awake women leaders design transformational retreats that carry depth, meaning, and lasting impact.Connect with Dr. Robyn McKay:LinkedIn: Robyn McKay, PhDFacebook: Dr. Robyn McKayInstagram: @robynmckayphd Book a call with Dr. Robyn! https://drrobynmckay.com/call Join the $100K Retreat Leaders Secrets: https://www.facebook.com/groups/100kretreatsecrects 

Send us a textSt. Luke's was recently recognized as the #1 Hospital in the State of Iowa for 2026 by Newsweek. Returning to the podcast today to discuss this honor and what it means for health care in our community, is Casey Greene, market president for UnityPoint Health – Cedar Rapids. For more information on services offered at St. Luke's – the #1 hospital in the state of Iowa – right here in Cedar Rapids, visit unitypoint.org. Do you have a question about a trending medical topic? Ask Dr. Arnold! Submit your question and it may be answered by Dr. Arnold on the podcast! Submit your questions at: https://www.unitypoint.org/cedarrapids/submit-a-question-for-the-mailbag.aspxIf you have a topic you'd like Dr. Arnold to discuss with a guest on the podcast, shoot us an email at stlukescr@unitypoint.org.

In the midst of the push for more productivity and better results, it's important to reiterate that our team members are human too. This episode reminds leaders to acknowledge and provide intrinsic growth to the work of their sales reps by establishing awards and means of recognition.CLICK HERE: https://apply.solarpreneurs.com/ https://zendirect.com/ https://crmx.app/ https://zapier.com/ https://www.solarscout.app/taylor https://www.youtube.com/@solarpreneurs goals.solarpreneurs.com oneliners.solarpreneurs.com https://solciety.co/ - JOIN SOLCIETY NOW! SIRO APP - LEARN MORE

Shame has a way of whispering lies that make us believe we're failing our children. As single moms, we carry burdens that feel too heavy. We wonder if we're enough, if our kids deserve better, or if other families are silently judging our choices.While working on the audiobook version of my Courage to Believe Christian Devotional, Day 7 struck me in a profound way. It addresses that crushing weight of shame we often bear as solo parents, and I knew I had to share this powerful message with you.When Shame Keeps Us IsolatedIn this episode, I share Eva's story. A mom who found herself avoiding other parents just to escape the feeling of being judged. Her experience reveals how shame thrives in isolation, convincing us that we're alone in our struggles. Whether it's the sting of a failed marriage, the pressure of not measuring up at work, or that quiet voice telling us we're not enough, shame tries to define our worth.Eva's story resonates with so many of us because it captures those painful moments when we can't afford the perfect birthday gift, when we see complete families at school events, when we convince ourselves our children deserve a life we can't provide.The Unexpected Surprise God OffersBut here's what I want you to understand: God doesn't see the labels the world tries to put on us, and He doesn't agree with them. The core message of day seven reveals how God offers an unexpected surprise by wiping our slate clean.This episode gives you a sneak peek into the audiobook experience, specifically focusing on how we can address the root cause of shame instead of letting it continue to burden us.What You'll Gain From This Episode:1. Recognition of how shame operates in isolation and affects our daily interactions2. Understanding that your struggles as a single mom are not unique. You're not alone3. Insight into God's perspective on your worth beyond worldly labels4. Hope for breaking free from the cycle of shame and self-doubt5. A glimpse into the transformative message of the full 21-day devotionalIf Eva's story resonates with you, this episode offers the first step in reclaiming your light so your children can see it shine. Remember, you are not defined by your circumstances. You are seen, valued, and loved exactly as you are.Check out our Facebook group.https://solomomstalk.mysites.io/podcast-2-copy/why-shame-keeps-single-moms-hiding-and-how-god-changes-everythingThis podcast is hosted by Captivate, try it yourself for free.This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

IN CLEAR FOCUS: Brand strategist John Elbing of Standpoint explains why people don't care about your story, they care about how you fit into theirs. John introduces his "Storybuilding" methodology, a canvas-based approach that helps companies find their foundational story before crafting marketing messages. He breaks down the three stages of encountering a brand—Recognition, Perception, and Projection—and shares how to use AI as a sparring partner to achieve authentic customer-centricity.

Before we talk strategy, I want to normalize something. Having the urge to spend money is a normal human response to the world we live in. Everyone has spending urges. Just like everyone has a belly button.What actually matters is not whether you have spending urges. It's how you respond to them.In this episode, I'm walking you through why spending urges show up, what fuels them, and how to respond in a way that doesn't rely on shame or self punishment. You'll hear why willpower is not the solution and why awareness, choice, and self trust matter far more. When you learn how to pause, respond, and reflect, you stop feeling out of control with your finances and start building financial trust with yourself. If you've ever felt frustrated by your spending patterns or confused about why you keep reaching for your card even when your goals are clear, this episode will help you understand what's really happening beneath the surface.Episode Highlights:[01:11] Why spending urges are a normal human experience[05:00] The emotional states that trigger spending[09:30] How marketing and accessibility shorten the spending cycle[14:45] Recognition, response, and reflection explained[20:10] Why delayed gratification creates more satisfaction[25:00] How small “not right now” decisions have a compounding effectTune into this episode of Money Files to learn how to work with spending urges in a way that protects your goals, honors your humanness, and builds long-term financial confidence.Get full show notes and the episode transcript: https://wealthovernow.com/why-spending-urges-are-normal-and-how-to-respond-without-shame/Links mentioned in this episode…Set up a call | Financial Coach Washington, DC | Wealth Over NowDownload my FREE spending plan

LESSON 13A Meaningless World Engenders Fear.Today's idea is really another form of the preceding one, except that it is more specific as to the emotion aroused. Actually, a meaningless world is impossible. Nothing without meaning exists. However, it does not follow that you will not think you perceive something that has no meaning. On the contrary, you will be particularly likely to think you do perceive it.Recognition of meaninglessness arouses intense anxiety in all the separated ones. It represents a situation in which God and the ego “challenge” each other as to whose meaning is to be written in the empty space that meaninglessness provides. The ego rushes in frantically to establish its own ideas there, fearful that the void may otherwise be used to demonstrate its own impotence and unreality. And on this alone it is correct.It is essential, therefore, that you learn to recognize the meaningless, and accept it without fear. If you are fearful, it is certain that you will endow the world with attributes that it does not possess, and crowd it with images that do not exist. To the ego illusions are safety devices, as they must also be to you who equate yourself with the ego.The exercises for today, which should be done about three or four times for not more than a minute or so at most each time, are to be practiced in a somewhat different way from the preceding ones. With eyes closed, repeat today's idea to yourself. Then open your eyes, and look about you slowly, saying:I am looking at a meaningless world.Repeat this statement to yourself as you look about. Then close your eyes, and conclude with:A meaningless world engenders fear becauseI think I am in competition with God.You may find it difficult to avoid resistance, in one form or another, to this concluding statement. Whatever form such resistance may take, remind yourself that you are really afraid of such a thought because of the “vengeance” of the “enemy.” You are not expected to believe the statement at this point, and will probably dismiss it as preposterous. Note carefully, however, any signs of overt or covert fear which it may arouse.This is our first attempt at stating an explicit cause and effect relationship of a kind which you are very inexperienced in recognizing. Do not dwell on the concluding statement, and try not even to think of it except during the practice periods. That will suffice at present.- Jesus Christ in ACIM

Last time we spoke about the climax of the battle of Changkufeng. A 7–10 August clash near Changkufeng and Hill 52 saw a brutal, multi-front Soviet push against Japanese positions in the Changkufeng–Hill 52 complex and adjacent areas. The Korea Army and Imperial forces rapidly reinforced with artillery, long-range 15 cm and other pieces, to relieve pressure. By 7–8 August, Soviet assault waves, supported by tanks and aircraft, intensified but Japanese defenses, including engineers, machine-gun fire, and concentrated artillery, prevented a decisive breakthrough at key positions like Noguchi Hill and the Changkufeng spine.  By 9–10 August, continued Japanese counterfire, improved artillery neutralization, and renewed defenses kept Hill 52 and Changkufeng in Japanese control, though at heavy cost. The frontline exhaustion and looming strategic concerns prompted calls for intensified replacements and potential diplomatic considerations. It seemed like the battle was coming to an end.   #184 The Lake Khasan Truce 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. The casualties were atrocious for both sides, yet they continued to mobilize more forces to the conflict area. While the Russians appeared uninterested in all-out war, they were not rushing to settle the crisis through diplomacy and, at the front, were launching "reckless" counterattacks at inconvenient locations, presumably to occupy positions useful for bargaining. The local Soviet military, having ceded the hills at the outset, must also have been anxious about its prestige. The Kwantung Army's potential threat to the flank undoubtedly made the Russians nervous. Although the leading echelon of the 104th Division did not reach Hunchun until the evening of 13 August, Japanese intelligence heard that the Red Army Headquarters staff at Khabarovsk had detected movements of Kwantung Army elements around 10 August and had been compelled to take countermeasures: they reinforced positions along the eastern and northern Manchurian frontiers, concentrated the air force, ordered move-up preparations by ground forces in the Blagoveshchensk district, and commandeered most of the motor vehicles in the Amur Province. By shifting its main strength to the eastern front, the Kwantung Army exerted, as intended, a silent pressure. The covert objective was to restrain and divert the Russians and to assist Japanese diplomacy, not to provoke war. Nevertheless, an American correspondent who visited the Changkufeng area in mid-August privately reported that the Kwantung Army was massing large numbers of troops near the border and expected further trouble.  Toward its weak neighbor in Korea the Kwantung Army rendered every support. Apart from its major demonstration in eastern Manchuria, the Kwantung Army promptly sent whatever reinforcements of artillery, engineers, and other units that Seoul had desired. Being also intimately involved in anti-Soviet military preparations, the Kwantung Army understandably wanted the latest and most authentic information on Russian Army theory and practice. The Changkufeng Incident furnished such a firsthand opportunity, and the professional observers sent from Hsinking were well received at the front. Military classmate ties contributed to the working relationships between the armies. As one division officer put it, the teams from the Kwantung Army came as "friends," not only to study the battlefield by their respective branches of service but also to assist the front-line forces; "the Kwantung Army was increasingly helpful to us in settling the incident." Foreign Minister Ugaki felt that the pressure of troop movements in Manchuria played a major part in the Russians' eventual decision to conclude a cease-fire. From Inada's viewpoint, it had been a "fine and useful demonstration against the Soviet Union." Pinned at Changkufeng, the Russians did not or could not choose to react elsewhere, too. Army General Staff officers believed that clear and consistent operational guidance furnished by Tokyo produced good results, although the fighting had been very hard for the front-line Japanese troops because of the insistence on exclusive defense, the curbs on interference by the Kwantung Army, and the prohibition on the use of aircraft. It had been close, however. Only by conscious efforts at restraint had the small war at Changkufeng been kept from spilling over into neighboring areas. Escalation of combat in early August had caused the Japanese government to try to break the diplomatic impasse while localizing the conflict. On 2 August Premier Konoe assured the Emperor that he intended to leave matters for diplomacy and to suspend military operations as soon as possible, an approach with which the government concurred. The Changkufeng dispute had been accorded priority, preceding overall settlements and the creation of joint commissions to redefine the borders. On the 3rd, after coordinating with the military, the Ministry of Foreign Affairs advised Shigemitsu that the front-line situation had become "extremely critical" and that a quick suspension of fighting action should be proposed. Soviet and Japanese troops should be pulled back to the setup as of 30 July.  In the midst of the Changkufeng Incident, the USSR intensified harassing tactics against the last Japanese consulates located within the Soviet Union. Forty-eight hour ultimatums to quit the country were delivered to the consuls at Khabarovsk and Blagoveshchensk on 3 and 4 August, respectively. Although the Japanese government warned that it might retaliate, the Russians were unyielding. The foreign ambassadors, Mamoru Shigemitsu and Maxim Litvinov met on August 4th, whereupon Shigemitsu argued, the best procedure would be to suspend military operations on both sides and to restore the status quo. Litvinov in a long manner explained the stance of the USSR as Shigemitsu put it "the Soviet side had a disposition to cease fighting, provided that conditions were satisfactory."  The Russians were stalling at the very time the Red Army was bending every effort to retake Changkufeng. Coordination between the Army, Navy, and Foreign Ministers produced cease-fire conditions which were rushed to the Japanese ambassador on 6 August. Two alternate lines were proposed, to which both armies would pull back. After the creation of a buffer zone, discussions could begin concerning delineation of boundaries in the region of the incident. The Hunchun pact could be the basis for deliberations, demarcation to be effected by joint investigations on the spot in consultation with documents in the possession of Manchukuo and the USSR; the Japanese would serve only as observers. Shigemitsu conferred once more with Litvinov for three and a half hours on 7 August, but no progress was made. Litvinov insisted that a clash could be averted only if Japanese forces pulled However Litvinov's positive reaction to the idea of a demarcation commission was seen as a good sign.  On August the 10th, both sides seemed to have reached a similar conclusion that a cease-fire needed to rapidly be implemented. At 11pm that night Litvinov called the embassy, asking for Shigemitus to see him as fast as possible. Shigemitsu arrived around midnight whereupon Litvinov showed him a draft of a final accord: 1. Japanese and Soviet forces shall cease all military activities on 11 August at noon local time. Instructions to that effect are to be issued immediately by the governments of the USSR and Japan.  2. Japanese as well as Soviet troops shall remain on those lines which they occupied at midnight local time on 10 August.  3. For redemarcation of the portion of frontier in dispute, there shall be created a mixed commission of two representatives from the USSR and two representatives from the Japanese-Manchurian side, with an umpire selected by agreement of both parties from among citizens of a third state.  4. The commission for redemarcation shall work on the basis of agreements and maps bearing the signatures of plenipotentiary representatives of Russia and China. Shigemitsu agreed to the inclusion of a Japanese commissioner on the Manchukuoan delegation, but he could not assent to the addition of a neutral umpire. Moscow received the news of the truce with gratification mingled with surprise. Few realized that the USSR had taken the step of appeasing or at least saving face for the Japanese even after Shigemitsu had pleaded for and won a cease-fire. The world was told by the Russians only that specific overtures for cessation of hostilities had originated with the Soviet authorities. In general, it was not difficult to guess why the Russian government, distracted by the European political scene and apprehensive about a two-front war, agreed to a cease-fire at Changkufeng.  The slowness of communication across the many miles between Moscow and Tokyo did nothing to alleviate nervousness in the Japanese capital during the night of 10–11 August. Ugaki wrote in his diary that, "after ten days of tension, the struggle between the Japanese and Soviet armies on the USSR–Manchukuo border had reached the decisive brink". Complicating the situation was the fact that, late on 10 August, the president of Domei News Agency conveyed to Konoe a message from one of his Moscow correspondents. Purporting to sum up Shigemitsu's latest outlook, the report stated that success in the negotiations seemed unlikely. The contents of the message were transmitted to Ugaki and Itagaki. Consequently, Konoe and his associates spent a fearful and depressed night. Shigemitsu's own report, sent by telegram, arrived frustratingly slowly.  After definite information had been received from Shigemitsu, Harada happily called Kazami Akira, the prime minister's chief secretary, and Konoe himself. "Until the accord was implemented," Kazami had said, "we would have to be on the alert all day today." Konoe and Kazami seemed "a little relaxed anyhow." Inada had finally retired past midnight on 10–11 August, "agreement or no agreement. I must have been dozing from fatigue when the jangle of the phone got me up. It was a message saying that a truce had been concluded the preceding midnight. Just as I had been expecting, I said to myself, but I felt empty inside, as if it were an anticlimax." The call had to have been an unofficial communication, perhaps the latest Domei news, since the records showed that definitive word from the embassy in Moscow did not reach Tokyo until after 10:00. Attache Doi's report to the Army General Staff came at about 11:00. This was extremely late in terms of getting Japanese troops to cease operations at 13:00 Tokyo time (or noon on the spot); a tardy imperial order might undo the Moscow accord. Complicating this matter of split-second timing was the fact that the first official telegram from Shigemitsu referred to unilateral Japanese withdrawal by one kilometer. At the Japanese high command level, there was agitated discussion when initial word of these arrangements arrived. Inada speculated that on 10 August the Russians had staged persistent close-quarter assaults against Changkufeng and seized the southern edge eventually, although repulsed at all other points. Moscow may have agreed to a truce at that midnight because they expected that the crest of Changkufeng would be in their hands by then and that a fait accompli would have been achieved. Some officers argued that the Russian forces were suffering "quite badly and this caused the authorities' agreeability to a cease-fire." Most exasperating, however, was the provision stipulating a one-sided military withdrawal. Admittedly, such action had been under discussion by the Army General Staff itself, particularly after Terada's sobering appeal of 10 August. It was another matter to have a Japanese withdrawal dictated by the USSR while Russian troops did not have to budge. Initial puzzlement and chagrin began to yield to rationalization. The Japanese side seemed to have made a concession in the negotiations, but there must have been significance to the phrase which said, "the line occupied by Japanese forces has been taken into due consideration." Japanese troops had presumably advanced to the edge of the frontier, while Russian soldiers had not come even close. Thus, it must have been necessary to have the Japanese units withdraw first, to fix the boundaries, since it had been the Japanese who had done the greater advancing. One Japanese office remarked "A pull-back was a pull-back, no matter how you looked at things—and we were the ones who had to do it. But the atmosphere in the command had been far from optimistic on 10 August; so we decided that it was unnecessary to complain about this issue and we approved the agreement in general. Both the senior and junior staff levels seemed to be quite relieved." The 11th of August had been an awkward day to conduct liaison between the Foreign Ministry, the Army, and the Throne, since the Emperor was leaving Hayama to visit naval installations in the Yokosuka area and the navy air unit in Chiba from morning. By the time a conclusive report on the cease-fire could be conveyed to the monarch, he was aboard the destroyer Natsugumo at Kisarazu. Naval wireless facilities in Tokyo had to be used to transmit coded messages to Admiral Yonai, the Navy Minister, for delivery to the Emperor. This was done shortly before 14:45 According to Yonai, the Emperor "was very pleased and relieved when I reported to him… about the conclusion of the truce accord." The appropriate Imperial order was approved promptly. But not until 15:00, two hours after cease-fire time at Changkufeng, did word of Imperial sanction reach the high command.  Japanese soldiers in the lines recalled nothing special on 11 August. "We didn't hear about the truce till the last minute," said one, "and we had become so inured to enemy artillery we hardly noticed any 'last salute.' From Tokyo, on 11 August, it was reported that the Japanese side had suspended operations promptly at noon, as agreed, but that sporadic bursts of fire had continued to come from the Soviet side. Colonel Grebennik, when asked after the war whether the combat did end at noon, replied petulantly: "Yes, but not quite so. The fighting actually ceased at 12:05." According to him, the tardiness was the Japanese side's fault.  The Japanese press told readers that "the cease-fire bugle has sounded—the frontier is cheerful now, 14 days after the shooting began." All was quiet in the area of Changkufeng, where the sounds of firing ceased at noon "as if erased." The most intense period of stillness lasted only a few minutes and was followed by the excited chattering of soldiers, audible on both sides. Korea Army Headquarters spoke of the "lifting of dark clouds [and] return of the rays of peace." In Hongui, a Japanese combat officer told a Japanese correspondent: "Suddenly we noticed the insects making noise; the soldiers were delighted. Once the fighting stopped, Japanese national flags were hoisted here and there along our front. … After the Russians observed what we had done, they broke out red flags also, at various points in their trenches." Some Japanese soldiers were given cookies by Soviet medical corpsmen. At Hill 52, an infantryman remembered, the Japanese and the Russians were facing each other, 50 meters apart, that afternoon. "We just lay there and stared at each other for two hours, waiting grimly. But it was well past cease-fire now, and those same Russians finally started to wave at us. Later that day, when Soviet troops came to salvage their KO'd tanks, we 'chatted' in sign language." After the cease-fire, Ichimoto, whose battalion had seen the most difficult fighting, stuck his head above the trench and waved hello to some Soviet officers. "They waved back. It gave me an odd sensation, for during the furious struggle I had considered them to be barbarians. Now I was surprised to see that they were civilized after all!" A rifleman at Changkufeng remembered swapping watches with an unarmed Russian across the peak. The Japanese front-line troops stayed in their positions confronting the Russians and conducted preparations for further combat while cleaning up the battlefield. Soviet troops also remained deployed as of the time of the cease-fire and vigorously carried out their own construction. The day after the cease-fire went into effect, Suetaka escorted an American reporter to the front. At Changkufeng:  "carpenters were making wooden receptacles for the ashes of the Japanese dead. Funeral pyres still were smoldering. . . . From our vantage point the lieutenant general pointed out long lines of Soviet trucks coming up in clouds of dust [which] apparently were made deliberately in an effort to conceal the trucks' movements, [probably designed] to haul supplies from the front. Soviet boats were pushing across [Khasan] . . . and Soviet soldiers were towing smashed tanks back from no-man'sland. On the Japanese side there was a pronounced holiday spirit. Soldiers, emerging from dugouts, were drying white undershirts on near-by brush and bathing in the Tumen River. The soldiers were laughing heartily. A few were trying to ride a Korean donkey near Changkufeng's scarred slope. The general pointed out three Soviet tanks behind the Japanese advance lines east of Changkufeng. He said the Russians had hauled back seventy others [on the night of 11 August]. . . . The writer was shown a barbed wire fence immediately behind a wrecked village on the west slope of Changkufeng which the general said the Soviet troops built at the beginning of the fighting. Possiet Bay also was pointed out, clearly visible across the swamp." Soviet losses for what became known as the battle of Lake Khasan for the Russians and the Changkufeng incident for the Japanese, totaled 792 killed or missing and 3,279 wounded or sick, according to Soviet records. The Japanese claimed to have destroyed or immobilized 96 enemy tanks and 30 guns. Soviet armored losses were significant, with dozens of tanks knocked out or destroyed and hundreds of "tank troops" becoming casualties. Japanese casualties, as revealed by secret Army General Staff statistics, were 1,439 casualties, 526 killed or missing, 913 wounded; the Soviets claimed Japanese losses of 3,100, with 600 killed and 2,500 wounded. The Soviets concluded that these losses were due in part to poor communications infrastructure and roads, as well as the loss of unit coherence caused by weak organization, headquarters, commanders, and a lack of combat-support units. The faults in the Soviet army and leadership at Khasan were blamed on the incompetence of Blyukher. In addition to leading the troops into action at Khasan, Blyukher was also supposed to oversee the trans-Baikal Military District's and the Far Eastern fronts' move to combat readiness, using an administrative apparatus that delivered army group, army, and corps-level instructions to the 40th Rifle Division by accident. On 22 October, he was arrested by the NKVD and is thought to have been tortured to death. At 15:35 on 11 August, in the Hill 52 sector, high-ranking military delegates bearing a white flag emerged from the Soviet lines and proceeded to Akahage Hill, about 100 meters from the Japanese positions. Cho, as right sector chief, was notified. He sent three lieutenants to converse with the Russians; they learned that the Soviets wanted the Japanese to designate a time and place for a conference. This word was conveyed to Suetaka, who had already dispatched Lieutenant Kozuki to the heights east of Shachaofeng to contact the Russians. Around 4:20, the commander canceled Kozuki's mission and instructed Cho to reply that the delegation ought to convene near the peak of Changkufeng at 18:00 Cho set out promptly with several subordinates; they reached the Changkufeng crest a little before 6. The Russians then said they wanted to meet the Japanese near the Crestline southeast of Changkufeng, the excuse being that the peak was too far for them to go and that they could not arrive by the designated time. Cho took his team to the location requested by the Russians. There, the Japanese found 13 Soviet soldiers and a heavy machine gun on guard, but the Russian delegates had not arrived, although it was 6:18. The irked Japanese clocked a further delay of two minutes before the Russian truce chief, Gen. Grigory M. Shtern, rode up on horseback with a party of eight. Both delegations saluted, the chiefs and team members identified themselves, and all shook hands. The Soviet team was made up of Corps General 3rd rank Shtern, 38, chief of staff, Far East area army; Brigade Commissar Semenovsky political major general, 37 or 38; Colonel Fedotev, 42; and Major Wabilev, about 30. Interpreting for the Russians was Alexei Kim. In Colonel Cho's opinion, "It was always necessary to take the initiative in dealing with the Soviets. So, even in such matters as shaking hands or conversing, he always did things first." During the exchange of greetings, Cho teased Shtern about his bandaged forehead. "A Japanese artillery shell got you, didn't it?" he asked. But Cho began formal discussions on a more dignified note: "Cho: It is very much to be regretted that the Japanese and Soviet armies had to get involved in combat around Changkufeng. Nevertheless, I laud the consummation of the Mos­cow accord on the part of both governments. And, I must say, your forces were quite brave and patriotic. Shtern: I agree with you. The Japanese Army, too, was courageous and strong." Negotiations would go on at the local level and diplomatic level for many days. In Tokyo, on the morning of 13 August, Ugaki had gone to the Meiji shrine to "report" on the cease-fire and to express his gratitude. At 10:00, when received in Imperial audience, he discussed the Changkufeng Incident. "I humbly regret to have troubled Your Majesty so unduly in connection with an unimportant affair on the Soviet-Manchurian frontier" at a time when the monarch was confronted by grave national problems. A long and winding road lay ahead before the incident as a whole was settled, but a good start had been made and "we are going to be even more careful in handling matters, although the Soviet regime  consists of devious, vicious scoundrels." Recognition of the Japanese Army's performance was accorded by the highest authorities in the homeland. As soon as the fighting ceased, Kan'in transmitted a message of appreciation. The day after the cease-fire, the command in North Korea issued a generous communique: "We pay homage to the Japanese for defending themselves against 100 planes, 200 tanks, and 60 pieces of heavy artillery. Our admiration for the bravery of both armies is of the highest." At 14:00 on the 15th, Kan'in was received in audience and reported on the settlement of the crisis. Said the Emperor: "We are gratified by the fact that, during this incident at Changkufeng, Our officers and men achieved their mission fully and manifested prudence and forbearance while confronting difficult circumstances with small forces. Our profound condolences to the casualties. Convey this message to the officers and men." A wire was dispatched promptly to Nakamura. With Imperial use of the wording "Changkufeng Incident," the nomenclature for the affair was fixed in Japan. When the cabinet met on 16 August, the decision was reached officially. After the Changkufeng affair, Japanese officers claimed that the Soviets had dispatched tactical experts "to ascertain why their elite Far Eastern forces had not been able to achieve satisfactory results. They realize the urgency of this investigation in preparation for any great war." Specifically, the AGS heard that on the day of the cease-fire, Blyukher had sent an investigative team of commissars under Romanovsky to the scene. Japanese experts on the USSR speculated that the experience at Changkufeng ought indeed to have impressed the Red Army: "Our forces did seize the hill and hold it. After comparing the strengths involved ... the Russians may well have had to modify their estimates." According to one Japanese commentator, improvements in political leadership were judged imperative by the USSR, gainsaying claims that the Soviet Army had been strengthened through the purge of alleged Japanese tools. Soviet authorities would conclude "As a test of doctrine, the fighting had confirmed the correctness of the basic principles embodied in the 1936 Field Service Regulations." The Soviet infantry had paid dearly for this, as well as for the deficiencies in tactical training. Defense Commissar Voroshilov admitted, "We were not sufficiently quick in our tactics, and particularly in joint operations in dealing the enemy a concentrated blow." In the view of historian Mackintosh: "The Soviet success at Lake Khasan was bought at the cost of heavy casualties and exposed serious defects in the mobilization machinery and the training of troops. There can be little doubt that these factors checked to some extent the Soviet Government's overoptimistic estimate of its own military strength and cast doubt on the effectiveness of its policy of expansion in all fields of military organization". Writing a year and a half after Changkufeng, an Mainichi reporter observed that the greatest harvest from the incident was tangible Japanese experience in determining the fighting strength of the Russians. Purchased with blood, this knowledge could provide valuable evidence for future combat operations. It was a question whether Changkufeng really possessed such strategic significance as was claimed for it, but the Soviet policy of bluff could be interpreted as substantiating the weakness of the defenses of Vladivostok. "The Russians used all kinds of new weapons at Changkufeng and tipped their whole hand. But although mechanization of the Red Army had attained high levels with respect to quantity, their weaknesses in technique and quality were laid bare." Imaoka observed that since the Changkufeng Incident marked the first time that the Japanese and Soviet armies engaged each other in combat involving large strategic elements, divisional and above, Russian fighting strength was studied with keen interest. The Japanese did not rate the capacity of the officers or Soviet quality, in general, as especially high. Still, the Russians did possess quantitative abundance, and Japanese losses had been heavy because the enemy had fired masses of ammunition against fixed targets. Suetaka seemed to have comprehended the scope of tangible Soviet strength in equipment and materiel, as shown by his comment: "I felt deeply that if the gap in manpower went beyond limits, it would be inevitable for our casualties to increase tremendously; this might even cause us danger in specific local areas." Few Japanese officers saw anything new in Soviet tactical methods, although considerations of mass were ever-present. Not only intelligence experts but the whole army worked on ways of coping with Soviet forces that would have the numerical advantage by 3:1. Most awesome was the "fantastic abundance" of hostile materiel, although the Russians could not deploy to surround the Japanese because of the geography. An AGS expert on the USSR summed it up: "We learned that Soviet strength was up to expectations, whereas Japanese arms and equipment had to be improved and reinforced." Worded in a multiplicity of ways, the Japanese conclusion was that patient imperial forces had won a great victory by defending the contested border with flesh vs. steel and by limiting the Changkufeng Incident, till the end, against enemy hordes supported exclusively by planes and tanks. Japanese infantrymen admit that the combat soldiers did not savor their disadvantages. "All our materiel was inferior in quality and particularly in quantity. We had the impression that whereas we relied on muscle power, the enemy used engines. This rendered our fighting particularly hard, but we had full confidence in our spiritual strength [i.e., superiority]."  Nevertheless, the Japanese mode of tactical operation, asserted Iwasaki, the Korea Army senior staff officer, was "the worst possible: fighting with hands tied." This meant that the Russians could fight "to their hearts' content," committing tanks and planes, and striking from all directions. A front-line infantry commander commented: "One's troops ought to be provided meaningful reasons for fighting and for dying happily. It is cruel to ask officers and men to meet masses of steel and to shed their blood without visible cause, and apparently because of inadequate combat preparations." The cease-fire agreement was concluded "at just the right time," General Morimoto admitted. A secret report prepared by AGS analysts sheds light on the larger question of what the army thought it had learned about itself and the Soviet enemy: "In studying Changkufeng, one ought to bear a number of cautions in mind: (1) The incident broke out when we were concentrating on the holy war against China; severe limitations on combat operations were imposed by the necessity to adhere to a policy of nonenlargement. (2) Apparently, the enemy also adopted a policy of localization while continuously attempting to recapture the high ground in the Changkufeng area. (3) Our forces employed units which were on Phase-1 alert from beginning to end; in terms of quality, the personnel were excellent—mainly active-duty types, from key men down. But our numbers were far inferior, and our organization and equipment were not of the best. In addition, we committed no planes or tanks, whereas the enemy used plenty. (4) The 19th Division was thorough, rigorous, and realistic in its combat training prior to the engagement. (5) Battlefield terrain seriously limited the enemy's attacks, especially tank action. But while the Tumen restricted assaults against our flanks and rear, it hampered our own services of supply, notably the provision of position construction materials." The Japanese learned few or erroneous lessons from the Changkufeng affair; the Kwantung Army, for example, was convinced that everything had been handled badly in 1938 by the Korea Army and the high command. When a dispute arose in 1939 at Nomonhan on another border lying between Outer Mongolia and Manchukuo, the staff in Hsinking fostered escalating measures. The USSR, however, learned in 1937 and 1938 that the Japanese Army seemed to respect only force.  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. The Changkufeng incident or battle of Lake Khasan clash saw a fierce Soviet push against Japanese positions around Changkufeng and Hill 52. The cease-fire ended the incident, but not the conflict. Despite the brutal lessons learned by both sides, a much larger conflict would explode the next year that would alter both nations throughout WW2.   

Today I'm talking to Carl Benjamin about what people are calling “the right's civil war” — and why the story most of us are being told might be missing the point. SPONSORS: Earn up to 4 per cent on gold, paid in gold: https://www.monetary-metals.com/heretics/  Use my code Andrew25 on MyHeritage: https://bit.ly/AndrewGoldDNA  Grab your free seat to the 2-Day AI Mastermind: https://link.outskill.com/GOLDNOV4  Start fresh at tryfum.com/products/zero-crisp-mint . Over 500,000 people have already made the switch — no nicotine, no vapor, no batteries. Just flavor, fidget, and a fresh start. Get up to 45% off Ekster with my code ANDREWGOLDHERETICS: https://partner.ekster.com/andrewgoldheretics  Plaud links! Official Website: Uk: https://bit.ly/3K7jDGm US: https://bit.ly/4a0tUie  Amazon: https://amzn.to/4hQVyAm Get an automatic 20% discount at checkout until December 1st. Cut your wireless bill to 15 bucks a month at https://mintmobile.com/heretics  A lot of this conversation is about labels, loyalty tests, and what happens when movements turn inward: who gets cast out, who gets listened to, and how ordinary people end up pushed into tribes they don't fully recognise. I'm not here to do propaganda for anyone - I'm here to understand what's actually going on. We cover: - What “civil war on the right” even means (and what it doesn't) - Why factions form, escalate, and start purging allies - How online incentives warp political identity and belonging - The difference between “protecting a culture” and playing tribal status games - What Carl thinks people get wrong about this moment - If you disagree with either of us, I still want you here - but argue the point, not the person. #carlbenjamin #culturewar #politics  Join the 30k heretics on my mailing list: https://andrewgoldheretics.com  Check out my new documentary channel: https://youtube.com/@andrewgoldinvestigates  Andrew on X: https://twitter.com/andrewgold_ok   Insta: https://www.instagram.com/andrewgold_ok Heretics YouTube channel: https://www.youtube.com/@andrewgoldheretics Chapters: 0:00 Carl Benjamin Highlights 4:00 What “woke right” is (and why it's used as gatekeeping) 8:00 Group claims: Israel as the analogy + demographic security 12:00 Representation, leadership, and why “who governs” matters 16:00 Civic vs ethnic Englishness (and why this gets slippery) 20:00 Grievances beyond immigration: economy, state intrusion, taxes 24:00 Tradition vs bureaucracy: jury trials, “24-hour courts” talk 28:00 Scapegoating minorities vs blaming English political elites 32:00 Categories vs “bundles of relations” (community as the unit) 36:00 When relations break down: resentment, “colonies,” dual loyalties 40:00 What counts as “authoritarian”? Quotas vs visa reversal 44:00 The “Boris wave” argument + welfare resentment example 48:00 “How do you get people to assimilate?” (and is it too late?) 52:00 Greta Thunberg comparison: activism that demands, not solves 56:00 “Should England be governed by English people?” (definition fight) 1:00:00 Foreign-born MPs + why rules might change 1:04:00 Recognition politics: what woke left/right each “gets right” 1:08:00 Victimhood lens + stereotypes / everyday risk judgments 1:12:00 Flags, pride, assimilation vs multiculturalism 1:16:00 “Love other cultures — just not here” + preserving civic life 1:20:00 What would it take to reverse course? Parliament + repeal logic 1:22:48 A Heretic Carl Admires Learn more about your ad choices. Visit megaphone.fm/adchoices

Storytelling is easy to talk about—and hard to do well. On this episode of On Brand, I'm joined by John Elbing, Chief Storybuilder Officer at Standpoint, to unpack how his Storybuilding approach helps startups and brands clarify their value, sharpen their pitch, and actually connect—with a framework so effective it's now a #1 international bestselling book. What You'll Learn in This Episode Why most brands jump to storytelling tactics before they understand the story they should be telling How recognition, perception, and projection shape whether people connect with your brand Why customer standpoint matters more than founder backstory How structure can unlock creativity instead of killing it A simple way leaders can improve their story starting this week Episode Chapters (00:00) Intro (01:15) Why storytelling became a buzzword (02:50) Storytelling vs storybuilding (04:00) Coaching startups to find focus and alignment (07:30) Why the customer—not the founder—is the hero (08:05) Recognition, perception, and projection explained (16:00) Aspirations, problems, and emotional contrast (21:30) One practical fix leaders can make today (24:00) A brand that made John smile About John Elbing John Elbing is the Chief Storybuilder Officer at Standpoint and a leading authority on Business Storytelling for startups and growth-focused organizations. With a background spanning computer science, finance, digital marketing, and entrepreneurship, John has coached more than 150 startups and companies, helping them clarify their value, sharpen their positioning, and win with purpose. He is the creator of Storybuilding, a practical, canvas-based methodology that turns strategy into compelling customer-centered narratives, and the author of Storybuilding, a #1 international bestselling book. John also teaches entrepreneurship and digital transformation and works with incubators, accelerators, and social-impact initiatives worldwide—proving that when story is built right, it drives both growth and good. What Brand Has Made John Smile Recently? John shared the story of Felco, a Swiss company known worldwide for its professional-grade garden shears. What began as a durable tool brand for field workers uncovered a passionate fan base of everyday gardeners—some so devoted they'd tattoo the logo. By recognizing different customer aspirations and building distinct story worlds around them, Felco expanded into new audiences, including children, proving that even the most practical products can build emotional connection when the story is built from the user's standpoint. Resources & Links Connect with John on LinkedIn. Check out the Standpoint website. Listen & Support the Show Watch or listen on Apple Podcasts, Spotify, YouTube, Amazon/Audible, TuneIn, and iHeart. Rate and review on Apple Podcasts and Spotify to help others find the show. Share this episode — email a friend or colleague this episode. Sign up for my free Story Strategies newsletter for branding and storytelling tips. On Brand is a part of the Marketing Podcast Network. Until next week, I'll see you on the Internet! Learn more about your ad choices. Visit megaphone.fm/adchoices

Send a message to the JestersThe Battle for the Fairy Whistle continues! Will our crew rid their vessel of the pompus Porté sorcerers?Starring: Anders the Pirate (Narrator), Rachel Kordell (Brigit Jones), Andrew Frost (Gerard "Steady Gerry" Fournier), Seth Coveyou (Captain Edgar Kelley), Sky Swanson (Sergei), Grace (Compass).Edit Team: Casey Reardon, Sky Swanson [EQ], & Andrew Frost [Sound Design]Shoutouts! Need more game modules? Check out https://hatdbuilder.com for some fantastic new content to bring to your games! Use the code 'RPJESTERS' for 20% off your order, and to support the show!Want to see more of Ders? Check out https://thestorytellersquad.com/Listen to Grace's amazing music over at https://open.spotify.com/artist/6WC24QD6uZIf1ocf46X0sAAlso, listen to Grace in The Fall of Athium over at https://www.twitch.tv/smokinggluegunsWant some cool RP Jesters Merch? Check out our website https://rpjesters.com/pages/storeSupport the show directly and get hours of bonus content over at https://www.patreon.com/c/rpjesters/membershipThanks to Jameskii for "PRIME TURBO" Listen to the whole thing at:https://youtu.be/bvnuDuPKBAEMusic Courtesy of Epidemic Sound:"Mystery Unfold" by Roots and Recognition"Abandoned Dream" by Elin Piel"The Final Cut" & "Final Frontier" by Hampus Naeselius "Over Dark Waters" by Bonnie GraceIntro/Outro Music by Seth Coveyou.Additional Music by Monument Studios and YouTube Audio Library.Game System: 7th Sea Support the showCheck our socials!

Eliza Jacobs, Senior Director of Product Policy at Roblox, joins Megan Lynch. The platform is using facial age checks for users who want to chat. 'We never had a way to know how old kids were,' she says of the past. (Photo by George Chan/Getty Images)

We enter back into the Gospel of Luke with Jesus asking his disciples who they say he is. In asking them, he poses the same question to every one of us. It's the most important question every person ever has to answer: Who do you say Jesus is?Application Questions: 1. Where are you in your response to Jesus? Rejection, Curiosity, Confusion, or Recognition?2. What is your next step in considering who Jesus is?3. What does it look like for you to take up your cross daily? How can you grow in that?4. Who do you say Jesus is?

In this powerful episode of Unleashing Intuition Secrets, Michael Jaco sits down with internationally respected investigative researcher Ole Dammegård, widely regarded as one of the world's leading experts in false flags, psychological operations, and covert manipulation. Ole breaks down how psy-ops are constructed, how narratives are seeded, and how specific patterns consistently appear across major global incidents. Drawing from decades of research, he explains how alleged terror events, mass-casualty narratives, and destabilization campaigns often share the same signatures—once you know how to recognize them. The conversation moves through current world events, revealing how psychological warfare is used to steer public emotion, justify policy shifts, and suppress critical thinking. Ole also shares firsthand experiences of identifying operations before they unfolded, and how awareness can disrupt the intended outcome. Michael and Ole discuss why understanding these mechanisms matters now more than ever—and how individuals can regain discernment in an era of constant information pressure. Ole also shares details about his upcoming immersive training in Bali, where participants will learn how to identify, decode, and neutralize psychological operations in real time. This episode isn't about fear. It's about clarity, pattern recognition, and reclaiming perception in a world shaped by unseen influence.

THE CONNECTOR Colleague Gary Rivlin. Reid Hoffman's journey from a lonely childhood to becoming a Silicon Valley "super-connector," his relationship with Peter Thiel, and his early recognition of AI's potential. NUMBER 101955

Episode 267 is a masterclass in discipline, faith, leadership, and next-level surveying as the Geoholics crew sits down with Dillon Harp—a surveyor whose journey started at just 16 years old and has led him to become a nationally respected leader in the profession. Born on Carswell Air Force Base and raised with a strong sense of structure and service, Dillon shares how early exposure to hard work, responsibility, and mentorship shaped his approach to both surveying and leadership. From cutting his teeth in his dad's survey company to earning his RPLS at the age of 23, Dillon's story is one of focus, humility, and relentless growth. The conversation dives deep into his dual academic and hands-on education, the value of learning the profession from the ground up, and how those early field lessons still guide how he leads teams today as Director of Survey Operations for Energy & Power. Dillon also breaks down advanced topics like gradient boundary surveys, LSLS projects, and CFedS certification, offering real-world advice for young surveyors who want to push beyond the basics and specialize. Beyond the technical side, this episode hits hard on purpose and service. Dillon opens up about his faith, his commitment to being a servant leader, and his passion for giving back through TSPS involvement and student outreach. Recognition like being named TSPS Young Surveyor of the Year is discussed not as an endpoint—but as a responsibility to lift others up and leave the profession better than he found it. Dillon caps it all off by sharing the one piece of advice he'd give his 16-year-old self standing on that first survey crew—wisdom earned through years of experience, mistakes, and growth. Another episode that reminds us surveying isn't just a job—it's a calling, a craft, and a community. Music by Alan Jackson!!

CW: mentions of divorce. Their latest rad adventure over, our skate crew turn in for the night. Time to meet the parents! Krystal gets some big gossip. Nia bickers with every sibling. Toby broods about being sooo alooone. Conan reveals his past life.This one shot uses the Slugblaster system by Mikey Hamm and published by Mythworks.Find our special guest Shamini as one of the RPGeeks on Youtube.Music by Chloe Elliott: Not A CrimeA World of Many ColoursArtwork by Eiriol Evans.Sound effects from Zapsplat.Join our Discord server here for free!Support us by becoming a patron on Patreon.Check out the Deck of Many Aces original soundtrack on music streaming services like Spotify.Other projects:Listen to Am and Chloe on RWD. You can find them on Twitter and Instagram @RWD_Pod.Listen to Chloe voice Quinn/ Cynthia in C4DAC3U5.Listen to Chloe voice Eadith in Legend of the Bones.Sign up to Ellie's mailing list here to keep updated on all their creative projects.Asexuality and Aromantic Resources:The Asexual Visibility and Education NetworkThe Aromantic-spectrum Union for Recognition, Education, and AdvocacyDeck of Many Aces is unofficial Fan Content permitted under the Fan Content Policy. Not approved/endorsed by Wizards of the Coast. Portions of the materials used are property of Wizards of the Coast. ©Wizards of the Coast LLC. All the characters in this podcast are fictitious, and any resemblance to actual persons, living or dead, is purely coincidental.Support this show http://supporter.acast.com/deck-of-many-aces. Hosted on Acast. See acast.com/privacy for more information.

Summary In this episode of the Customer Service Revolution podcast, Denise Thompson and John DiJulius discuss five essential customer experience strategies for 2026. They explore the concept of a customer service recession, the importance of hiring for service aptitude, the effectiveness of micro learning in training, the need to rethink customer feedback mechanisms, and the critical connection between employee experience and customer experience. They also touch on the role of AI in enhancing customer interactions while maintaining the human element. The conversation emphasizes actionable strategies for leaders to create loyalty and improve service without relying on discounts or gimmicks. Takeaways: Companies must build measurable, coachable, and consistent customer experience strategies. The customer service recession presents an opportunity for competitive advantage. Hiring for service aptitude is more important than ever due to declining soft skills. Micro learning is an effective way to reinforce training and improve retention. Surveys are becoming less effective; businesses should measure actual customer behavior instead. Employee experience directly impacts customer experience; leaders must prioritize both. Recognition and appreciation are crucial for employee retention. Investing in learning and development increases employee loyalty. AI can enhance efficiency but should not replace human interaction in customer service. Leaders should focus on fixing broken promises in their service delivery. Chapters: 00:00Navigating the Customer Service Recession 07:00Hiring for Service Aptitude 16:18Micro Learning: The Future of Training 23:01Rethinking Customer Feedback 30:58The Employee Experience Connection 41:07AI's Role in Customer Experience Links: Interview Questions: https://thedijuliusgroup.com/interview-questions-2/ Micro-learning example 1 https://www.youtube.com/shorts/c4NU69YcPz8?feature=share Micro-learning example 2 https://www.youtube.com/shorts/NgpJXbGonpc?feature=share Schedule a Complimentary Call with one of our advisors:  tdg.click/claudia Ask John!  Submit your questions for John, to be aired on future episode:  tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Experience Revolution Membership:  https://thedijuliusgroup.com/membership/ Books:  https://thedijuliusgroup.com/shop/ Contacts:  Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com   Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

Note: The video of this episode can be found on Youtube or Spotify Summary In this episode of Travel Stories, hosts Tom Kim and Trevor Mountcastle welcome Gary Leff, of View From the Wing and the Freddie Awards to the show. We discuss memorable experiences in travel, the evolution of airline loyalty programs, the changing landscape of airline upgrades, and the impact of status on travel experiences. The conversation also delves into family travel, personal travel stories, and the value of travel experiences. Gary shares his insights on the future of airline loyalty programs and emphasizes the importance of enjoying the journey rather than cramming everything into one trip. Key Points From This Episode: 00:00 Introduction to Travel Stories and Guest Background 03:07 Memorable Experiences at Frequent Traveler University 05:46 The Evolution of Airline Loyalty Programs 09:01 The Changing Landscape of Upgrades and Entitlement 11:54 The Shift in Value Proposition for Frequent Flyers 14:29 The Future of Loyalty Programs and Personalization 17:30 Recognition and Emotional Connections in Loyalty Programs 20:23 Gamification and Customer Engagement Strategies 29:51 Navigating Credit Card Value and Offers 37:49 The Future of Co-Branded Credit Cards 54:31 Traveling with Family: A New Perspective 01:00:24 Shifting Travel Preferences and Experiences 01:03:14 Traveling with Kids: Strategies and Challenges 01:09:58 Memorable Travel Experiences: Stories from the Road 01:15:02 The Value of Travel: Understanding Different Cultures 01:21:08 Reflections on Travel: The Good and the Bad 01:25:33 Favorite Travel Deals: A Look Back at Opportunities

For those who missed the private feed or want to revisit the series — this is your moment.

In manufacturing plants, the same leadership action can motivate one employee and overwhelm another. Why? It's all about brain science! In this episode, guest Falisha Karpati discusses how frontline leaders can harness brain science to build more inclusive, human-centered organizations. Falisha is a Brain-Based Inclusion Consultant located in Montreal, Canada. She holds a PhD in neuroscience and a decade of experience studying the brain. Through her signature UNITING BRAINS framework, she guides organizations through the development of inclusion-focused initiatives and provides interactive brain-based training. In this episode, Falisha breaks down how differences in how our brains are wired directly impact manufacturing leadership, communication, recognition, and team engagement on the shop floor. She covers topics like the neuroscience behind introversion and extroversion, why uncertainty creates stress in manufacturing environments, and how leaders can improve manufacturing culture by asking better questions, minimizing ambiguity, and running more inclusive meetings.  01:05 –Recognition can backfire when manufacturing communication ignores individual brain differences 02:12 – Neuroscience explains how self-awareness in leadership shapes perception, behavior, and relationships in manufacturing plants 04:54 –Manufacturing teamwork and employee engagement manufacturing improve when leaders understand natural brain diversity 9:53 – Brain science brings data—not opinions—into manufacturing management and leadership in industrial operations 11:20 – A powerful reminder that perceptions matter more than intentions in building trust in leadership and strong manufacturing relationships 13:39 – Curiosity-driven leadership starts by asking instead of assuming to close the showing up gap 15:32 – High-stimulus environments explain why leaders take shortcuts that undermine manufacturing culture and clarity on the shop floor 17:11 – Autonomy looks different for everyone, redefining supervisor development, coaching in manufacturing, and performance conversations. 19:55 – Minimizing uncertainty strengthens manufacturing safety culture, emotional intelligence, and consistent leadership behaviors 20:21 – Transparent expectations help close the expectation gap and improve accountability in manufacturing plants 22:40 – Inclusive meetings unlock manufacturing innovation by improving manufacturing communication and psychological safety 24:30 – Simple meeting practices support continuous improvement culture and better team engagement in manufacturing 28:53 – Inclusive discussions fuel operational excellence and authentic leadership across manufacturing organizations Connect with Falisha Karpati Visit her website Connect on LinkedIn and Instagram Read her newsletter Full Transcript [00:00:00]  We have some changes today. We've changed the name of the podcast since 2019. It's been mindfulness manufacturing our company name changed a few years ago to manufacturing greatness. So we're just aligning that 'cause we're gonna be here manufacturing greatness today, and we're gonna be talking about building some bridges and, and you know, how we continue to manufacture and, how we deal with changes people's moods and what's going on. And it remind me of a time when we were, had a great manufacturing line at the kickoff meeting in the morning, we recognized one of the team members showed appreciation, [00:00:30] put this person's name and picture up and gave them a little gift. they were upset with us and we're kind of like, well, hold on a minute. we did all this and this person's not very appreciative and getting to learn them a little bit more is that they didn't. They don't like that type of attention. people's brains are different. And in manufacturing it just complicates it for us 'cause we don't understand it. So fortunately I have a great guest on and friend today, Falisha Caridi. Welcome to the show. Thank you so much. [00:01:00] It's a pleasure to be here. Thanks for having me. you are an inclusive consultant. You harness brain science to build inclusive human-centered workplaces. You create space where all brains thrive. And you studied the neuroscience, having a PhD in neuroscience, which for those who don't know what it takes to get a PhD, it's a mountain. So congratulations on that. Thank you. excited to get your knowledge and expertise to talk about this on the show what did we miss Falisha when we upset that team member? how are [00:01:30] people's brains working here? a key point is that everybody's brain works a little bit differently,  Humans in general share a core brain structure. we generally have the same parts that do the same functions, but our brains also have differences. like how big certain parts are, how different parts connect to each other, and when different parts get activated. this connects with differences in behavior. so when we [00:02:00] think, behave, communicate, everything we do. Is filtered and processed through our brain. there's a, well-known quote that I love, that says You don't see the world as it is. You see the world as you are. Mm-hmm. And what that means, it's really rooted in brain science. And it means that everything you perceive, take in, think, and express. Goes through your brain. what happened [00:02:30] that day was there was a disconnect between what some team members who created that recognition process, thought this person would want and what they actually wanted,  So if we take that recognition experience, maybe it's, getting an award in front of a group And having your name called out and going on stage. if you put two people in that exact same [00:03:00] situation, their brains might react completely differently. we don't necessarily know how people are going to react, what they like, what they don't like. Unless we have those conversations and ask them. just diving into a bit more about why those differences exist, why can you put two people in the same situation and they can react completely differently? our brains are shaped by two main factors. the first is natural [00:03:30] variation in how we're born. there's a wealth of research that shows genetics are connected with many aspects of how our brain works. natural variation is great. It's what keeps us interested. Yeah. We don't wanna, you know, be communicating with people who are exactly the same as us. the natural variation is there for a reason. It's super productive and positive. the second factor is our environment. each of us is shaped from our observations and experiences over time. this includes a whole range of [00:04:00] experiences like our early childhood, our family and community environments. our experiences at school, at work, even our hobbies and interests can change our brain. there's a huge body of neuroscience research that shows brain differences related to living in different cultures. practicing different skills, traumatic experiences and much more. Basically everything you're exposed to, everything that you experience over time, especially if they're repeated or intense, experiences, can change your [00:04:30] brain. what really resonated with me is that Trevor's way is not always the best way. the way you explain like my biases, right? Like. My bias was show appreciation in front of the team. Right? And, and why would I need to check in with that person? in my early manufacturing leadership days, I missed the mark. Often, I just didn't know better. Right? Like, I just thought, you start to learn that. that's why we're hoping that if you're driving into work today, through my mistakes and Falisha's knowledge, we can save you that pain. we're gonna leave you with [00:05:00] some ideas of, what you can do today, to get in front of that. 'cause it makes sense. What you're saying is that, we just have how we grew up and, and our different, you know, the. I think of Lisa Feelman Barrett and, and the theory of constructed emotions. your personality and emotions are based on your experiences and we have different experiences  Right. they're just different. And that's what makes us unique and I like that. I was going through some of your material and I'm trying, 'cause I'm trying to, you know, like our listeners. To understand and better [00:05:30] equip ourselves so that we can, respond differently. But you had some neat research on introverts and extroverts, and I was reviewing it with Ryan, a client today, and he's kinda like, Hey, I think you skimmed over, that whole concept on introverts and extroverts. So can you unpack that for us and help us understand? Definitely. so I also wanna clarify, my background and what I'm doing now compared to what I did before. I have a background in neuroscience research, that was focused on brain plasticity and how our brains, are impacted by training. so what I [00:06:00] do now is, work with the wealth of research that's there. I don't do, neuroimaging research anymore. I used to, so I know exactly how these things work and I bring that experience now into. Applying neuroscience research in organizational context. Mm-hmm. so I summarize research, I communicate it. but the research, for example, an introversion extroversion is not something that I did myself. there's amazing researchers all around the world that have done this, so I'm more of a curator and a communicator Of the [00:06:30] research now. That's why you're on the show, right? Because we need to apply. So you're kind of like the translator for us, right? Because we're not gonna go through all this research, but we need someone like you that can say, Hey, here's the simpler version of it and here's what you can do today. So thank you for doing what you do. Yeah, my pleasure. I love it. so introverts, extroverts is one example of how. Our brain structure and how our brain works is really aligned with the behaviors that we see in the workplace and beyond. there's a spectrum of traits, of [00:07:00] introversion, extroversion. many people will fall somewhere in the middle and people can also express themselves differently. depending on different situations, different contexts might bring out, different types of behavior. so I'm just gonna generalize a little bit here, for time. And so there's research that compares people who tend to, behave more introverted ways and people that tend to be more extroverted. introverted meaning, getting energy by recharging alone, extroverted meaning, getting energy from, spending time with [00:07:30] others. And there's a really cool study that, people were in the brain scanner and while they were in the brain scanner, they were showed a series of pictures. Some of the pictures were flowers and some of the pictures were faces. So flowers is a non-social stimulus. and so, you know, we don't associate that with people, whereas the face is very social. the study found that introverts and extroverts showed different patterns of electrical activity in the brain in response to these images. So [00:08:00] in the introvert, if there was a bunch of flowers shown in a row and then a face, their brain sort of went, eh, well, it didn't really process a difference, but an extroverts, when there was flower, flower, flower face, when the brain saw the face, It got super excited. So the brain really processed a difference between the non-social and the social images. so that just shows that personality [00:08:30] traits and behaviors. And those differences we see in people are actually rooted in how the brain is processing information. we can also see structural differences. in how the brain is built, there's other research that has looked on that. And they found that, introverts tend to have bigger brains in areas responsible for behavior inhibition. Meaning stopping yourself from behaving impulsively. that is a trait commonly associated with introversion is introverts [00:09:00] tend to think before speaking, before acting. and extroverts, brain extrovert brains were bigger in areas responsible for regulating emotions. And smaller in areas related to social information processing. And the way that was interpreted is that extrovert brains can be more efficient at processing social information, maybe selecting what's important and what's not. I could feel that I've had to work on pulling out my introvert. [00:09:30] I think we all have some of both, right. But I've had to practice not everything that I say people want to hear and just that filter and pause. I'm fascinated with the technology. here we are working, manufacturing, all kinds of technology, but when I hear brain scans it's not people's opinions, It's the signals as a neuroscientist, with a PhD you can see that, right? that's just, wow. Like you talk about, one of the sayings we have is that, you bring data. not opinions to a meeting and, well, here you're bringing the data. There are scans that says, Hey, this is what people do. [00:10:00] What I just did was, for that individual, I just had, a reaction which was negative to that person. And if we don't, see that and recognize that, then we may miss that. I wanna bring back the, initial story with the recognition as well. now that we have some foundation about why our brains are different and how, our behaviors actually connected with brain differences, if we reflect back on that person getting recognized when that wasn't what they're inclined for, we can imagine what was happening in their brains. [00:10:30] It wasn't. The reward circuits and the social connection circuits. It was the pressure, stress. Everybody's watching me. So that same circumstance of being recognized in one person can activate reward and in somebody else can activate stress and anxiety. we like to say that. perceptions matter more than good intentions. Yes. Right. And I think that's what we're [00:11:00] focused on learning here. so I've got my manuscript I'm working on this week and I got, I got a hand in at the end of this week for my book, I've written a new chapter on this relationship audit. it's like an internal 360, but instead of. Fixing what's wrong? We're just moving more towards what's right, right? We wanna do more of the behavior. So I've, you know, we've got some questions we ask individuals, direct reports, managers, peers, and we just ask 'em, when do you tune into me? you know, what expectations do we have of each other? Those types of conversations. [00:11:30] And I think that this work that you are doing really helps us with ideas of. How can we be more mindful? Because what we did after that event is that before we ever gave someone an appreciation, we stopped surprising people and we just started asking them, are you okay if we mention you at the meeting this morning? getting their permission seemed to work. and what I liked was when I went over, some of your material, you had three kind of takeaways That you can do now, maybe when you're [00:12:00] having one-on-ones with people or you're just interacting with them. Absolutely. it's great to hear that you took action after, that experience and learned from it Asking people for permission to, to recognize 'em, to ask them something in public is a really great practice and not connect. With the first practice, area that I, like to share, which is asking people what they want, need or prefer. [00:12:30] especially if people are really busy and don't have time and are overwhelmed, it can be really easy to make assumptions our brain naturally does that. there's a known brain bias. called the false consensus effect. Where we tend to think that people agree with us and have the same beliefs, behaviors, knowledge as we do, that's definitely me. Everyone does it. It is a human brain bias. We all share that. especially in times [00:13:00] of busyness and stress, our brains do tend to fall back on those natural shortcuts to save time and energy. but they can end up causing some strains, some conflict, reduced productivity because we're making assumptions instead of asking. So, hold on. You gotta say that again. We're taking shortcuts and what'd you say after that? we're taking shortcuts basically to save [00:13:30] time, to save time and energy. Our brains naturally do that in many different contexts. like there's so much information coming into our brains constantly  Choosing what to filter, choosing what's important. That's a natural state. we're in that all the time. Can you imagine if your brain right now was processing. Absolutely every single thing that was present in your environment. It's impossible. We can't do that. Oh no. Hang on a minute. For the listeners. Falisha has not ran manufacturing [00:14:00] plants. I. She hasn't even spent a lot of time with them, but she just described our life that is our life. this is why it's important. This is why we need to listen to you and say, okay, so what can we do? 'cause you just described manufacturing, there's so much stimulus. it's how many parts we make the last hour. Is the machine running right now? is the quality inspection done? and then we take shortcuts. That's what we do. Thank you for describing us. [00:14:30] Brain science applies everywhere. I'm happy to hear that resonates and we can make the connection with the manufacturing processes as well. so what can we do about it? So we know, you know, from the manufacturing experiences, from the brain science that. When we're busy, we take shortcuts and tend to assume instead of asking. making that intentional space to invite sharing is really important, and that can happen in some different formats. It can happen in one-on-ones. It doesn't even [00:15:00] need to be a new one-on-one, just to ask what your work preferences are. if you're already having these kinds of conversations. We can integrate questions into that. So even asking someone a general question of, you know, what can I do? What can we as an organization do to make work more productive, fulfilling, enjoyable, whatever your objective is, to make the workplace better for you? the reason you really got me thinking about [00:15:30] this was in our relationship audit was really looking as when we have a team of say, 10 people, one of the practices to sustain relationships is having regular, one-on-ones or certain touchpoints, certain meetings. but when I hear you say about, you know, ask people what they want. Right. So just because. I say, you know what? We should have a one-on-one every two weeks. I'm the leader, but that may not be the right [00:16:00] approach. that's a great example. when we're asking people what they want, need or prefer, that encompasses so many things. It can be, how they work best, schedules, certain times of day they work best. It can be a physical space, it can be communication preferences, what motivates them. There's so many different aspects here that we can touch on, and that's a great example with, how they would like to have communication with a leader How they would like to have check-ins. some people love space, [00:16:30] love autonomy, and autonomy is great for the brain. in general, autonomy is awesome. some people love to have lots of autonomy and that can look like having a conversation once every two weeks and giving space. We'll have the chat, some general objectives, some goals for the next couple weeks, and then I will go and do my work on my own with my team. I don't need to be checked in on unless I have a question. Okay. There are other people who, that [00:17:00] feels overwhelming and the way that, that their autonomy can be expressed is by choosing to have more check-ins. Someone might want to have a quick two minute check-in every morning.  What's your objective for today? have those more smaller pieces that can feel a lot less overwhelming. It can feel like there's a clear map. It can feel like you know somebody's there and supporting them more frequently. Both approaches can be fantastic if they're [00:17:30] paired with the right people. But if there's a mismatch, that's when we start to get, more concerns. Because if you imagine somebody that likes to have more space If they're being checked on daily, that can feel like micromanaging. They can feel like they're not being trusted. but then if we have somebody who likes those daily check-ins and those shorter goals, if they're not receiving that. And they're left on their own when they didn't want to be. that [00:18:00] can add stress. Oh, I don't know what I'm supposed to be doing today. am I on the right track? I'm not sure. so it's really just about adjusting everything from check-ins to how goals are set to really match with what's going to work for each individual. For the listeners, I'm sorry, but it is, it is, you know, more flexibility in our part. Right. But this is, Hey, this is 2026. This is just where we're going right now. I don't see this changing of situational leadership. we gotta [00:18:30] ask more of those questions because North America. Manufacturing got great when we did lower, more lean, had more standards, more structure. And that's great for, greasing a cylinder that we know is gonna fail after so many cycles. And we wanna do the same with humans, right? So we're gonna have a meeting every two weeks and then check on you, every three days. the reality is that with the neuroscience that you have, we're not machines. And we're different. especially with the rise of technology now [00:19:00] and AI again, that's a whole conversation. something that I really work towards is creating human-centered workplaces. We work with machines, which is great, and it really helps, advance many aspects of our society. But human-centered workplaces is really important to, Just to, to create spaces where humans can thrive, be healthy, be included, and do our best work to advance our society people who are treated like machines [00:19:30] are more likely to feel. Stressed to not be motivated to not be expressing their creativity. And that just doesn't it, it doesn't do anything for the output either. when we focus on treating everyone like humans, and you know, we have. Feelings. We have brains, we have the word, you know, we have bodies that need to be taken care of. when we really prioritize that, that's where we [00:20:00] spark the ideas, the creativity, the connection, all of the things that are great for us and also for our products. It's like going to the gym, right? you can't go to the gym for 24 hours, you gotta do a little bit of this every day, and then you build up that muscle  I don't wake up in the morning and go to the gym and say, yes, I get to work out. But I do leave there thinking, this feels good. I've invested into this. I know this is gonna pay off. I feel better about it. like you said earlier we're taking shortcuts. We're trying to take that, that quick fix where really we need to have discipline. Like when we're trying to save [00:20:30] money, you gotta put that investment now into those conversations and just how you described it. We need to keep evolving with technology and the only way we're gonna do that is if we're not spending time on lack of clarity,  that was your second one Minimize. uncertainty. So yeah, minimize uncertainty. we spend a lot of time doing that. what are some ideas that we can spend less time on uncertainty. our brains in general don't like uncertainty and [00:21:00] we can feel that when it happens. as an example, let's say you get an unexpected meeting invitation that says all company meeting tomorrow at noon. That's it. Your brain, most people's brains we're getting laid off. You're like, why? Why is this happening? Did I do something wrong? Did my team do something wrong? Is the company shutting down? your brain tries to fill in the gaps by guessing what it could be, and [00:21:30] that comes from the fact that our brain is protective. Our brain is trying to figure out what those missing pieces of information could be. So that we can feel prepared and better able to handle the situation when it comes. it's coming from a good evolutionary place, but it's really unproductive because we waste so much time and energy on trying to fill in those gaps. And half the [00:22:00] time we get it wrong and it's something we didn't even think of. the other point here is that when there's something that's vague, it can also be interpreted in different ways by different brains. like we were talking about before, even the same thing can create a different response in different brains. Somebody might, maybe be like, okay, I don't know. It's fine, no problem. And somebody else might, lose sleep that night and have a really tough time managing [00:22:30] that. and by providing that clarity, that certainty, the information when we're able to. that reduces the waste of time and energy and makes sure that everybody's on the same page about what's happening and prevents those different interpretations. This is resonating because in the manufacturing greatness model, there's three gaps, the second gap's the expectation gap, and that's really that space between what we believe others expect and what we believe is expected, and that [00:23:00] can go in any direction. So that's our model and it takes more conversations to close that gap. what were your tips around that? in general, if you're having communication, whether it's an email a discussion, a meeting or something else, provide as much information as is relevant. So, for example, with that meeting invitation, provide information in the invitation about. What is the topic? [00:23:30] Why is this being, why is the meeting being called? What's the agenda, for example? What are the discussion questions that people might be asked to share on, just to make sure that people know, okay, why is this happening and what am I going to be expected to do or share when I show up? And it's not just about meetings. transparency and clarity is also really important in the broader organizational structure. For example, sharing policies and procedures openly with the team. [00:24:00] Maybe that's like an internal shared drive, a binder with paper copies. There's lots of ways that can be done. also being transparent about things like criteria for promotions and raises. So we don't need people to wonder, what do I need to do to get a raise? It's there. And that's also really great for fairness. and if you're having, for example, a social event. Sharing some information about what to expect. So where are we going? Is [00:24:30] there games or activities? What's the plan for the day? that can make people feel a lot more comfortable knowing what they're getting into. It can help make it easier to choose whether somebody would like to participate or not. it can help people prepare as they feel they need to. some people like to prepare themselves in advance in different ways, so it just gives the opportunity for them to do so. That's something that I believe. I've gotten better at, I know I've worked at it, but [00:25:00] you know, even just like for a podcast guest like yourself, right before I was like, yeah, just jump in. We'll have a conversation. I got some feedback saying, It'd be better if I knew what to expect coming into your podcast. And I'd be like, that's fair. I was thinking about what I like, not about what you like, so I'm working on that That's an example of differences in communication styles  some people would be very happy to jump in and have an informal conversation. other people share their best ideas when they've had some time to prepare. Both are great. They are different, and they [00:25:30] require having that conversation, in advance to make sure that discussion fits with both people. So the last one here is, about manufacturing and our standards, we want Consistency, especially around safety, keep people safe. And then we get struggling around this fine line of also innovation, right? Where we can be more creative and have meetings and conversations that are more inclusive and, step outside the boundaries a bit. that's around your third tip there. And just [00:26:00] making these group sessions more productive. So group meetings is, is one aspect of workplaces where I find that there's a lot of exclusion, a lot of unfairness, and people aren't having their perspectives considered. And a big root of that is meeting practices that aren't inclusive. So I'll share some tips for how we can do better here. how can we [00:26:30] hold. Inclusive meetings and discussions that really facilitate equal opportunity for everyone to contribute. this connects back to the brains because each of our brains drives us to communicate and express ourselves in different ways. that means people can share their best ideas in different environments and in different ways. for example, some people share their best ideas when they've had some time to prepare. Others like to think on the spot. some people [00:27:00] communicate best through speaking and others communicate best through writings or drawings. And some people really thrive off the energy of big groups and lots of people jumping over each other. that's something I would say, especially in, North American culture, work meetings tend to be like 10 people diving in. but that also excludes a lot of people, because many people, and I'm one of them, feel really strongly about this  it can be really challenging to know when to jump [00:27:30] in. I have an idea, I have something to share, but three people are trying to talk at the same time and I have no idea when I'm supposed to start talking. and what can happen there is people just won't, Hmm, they're scared of interrupting. I don't wanna cut somebody off and they just n never find the spot, and then the topic moves on. those ideas get missed. some specific practices we can implement to make our meetings more inclusive. include, providing agendas and discussion questions in [00:28:00] advance. This overlaps with clarity and transparency as well. so team members can prepare their thoughts in advance if they like to do so. We can give a minute to think after asking a question or presenting a topic, this can feel uncomfortable at first. We are not used to that at all. But it can make a huge difference to allowing team members to really process, yeah, what do I think about that? What do I want to share here? and [00:28:30] then inviting responses, and I said try that out and see if, if team members are, have more contributions after they've had a moment to process. That's my challenge to you listener today, driving into work because you're gonna be courageous, like if you're facilitating a meeting or it doesn't really matter if you're facilitating it. You can be a participant. it's interesting because we don't take that minute. When we do, it's even more powerful in our fields of manufacturing, logistics, transportation. [00:29:00] It's all so urgent that we don't allow. The best ideas to come forward. even when I'm talking to a plant manager about getting their executive team to get together and just talk about the different, you know, how are we working together, right? Like, how are we sharing ideas? What's working and what's not? it's like, oh, I don't know if we can have time to have that discussion. Well. you're losing the money, you're tripping over the dollars and picking up the penny sometimes because we're so busy. which to me means not productive. But hey, I appreciate you [00:29:30] sharing that today. I think we all need to hear that Falisha it can feel like we're taking a bit more time, but in the end, it can be more productive because we are getting the team's best ideas and we're inviting everybody to participate, which in the end can support a better product. and a couple of last tips to help generate ideas from everyone. one of them is offering a shared document or a form where team members can share their thoughts in a written format. this can be during the meeting and also after. [00:30:00] sometimes. It can take a bit more time for a great idea to brew in somebody's brain. it's, half an hour after the meeting and they're like, oh, I wish I could have shared that. So having that form or shared doc really helps, create a space for people to add their ideas when they come. lastly, starting a discussion with a turn-taking structure, where each team member is invited to contribute without interruption. And if you are on a time crunch, there can be a time limit per person. what's [00:30:30] really important here is that everybody. Has a turn if they would like to share. They don't have to. They can pass, but everyone has a turn to share without interruption. you can ask a question, raise a topic, go around the team members. this helps ensure that everyone who would like to share has equal opportunity to do so without having to navigate jumping into an overlapping conversation. And what I find when I implement this People [00:31:00] who weren't contributing as much in other meeting formats, share fantastic ideas and feel more connected with the team. we get a broader range of ideas because everybody can share before we open it up. you can still open it up to discussion afterwards to build on the ideas and connect with each other, but That initial practice of giving everybody some space has benefits for the meeting, for team connection, for creativity, and, generating more ideas.[00:31:30]  Listening to you, it's like, oh, yeah, that makes sense. you go around every person and ask them, but. We don't do it, it's just Okay, good. We got a solution. I think we just hit the whack-a-mole. We can, we can all get outta this meeting now. And, and three people never got to contribute and probably had a better idea. I could go on for about another five hours with you, but how do our listeners get more of you, Falisha, and follow you, connect with you? what's the best basis for that? I've got a few [00:32:00] ways that we can connect, LinkedIn, Instagram, or my newsletter, brain Science for better workplaces. maybe we can put those links, in the description and I'd be very happy to connect with any of you. please feel free to reach out if you'd like to chat more about brains. thank you. Shout out to Nina Na Doley, our mutual friend and previous, guest here that, that suggested you. so glad we got to meet I've already learned so much from you, Falisha, it's just these reminders of like, it's okay. We're, we're, we're just hardwired [00:32:30] like this. We've been conditioned this way and We can make changes. We can build workplaces that align with how our brain functions. Thank you, Falisha. I appreciate you coming on the show. My pleasure. Thanks for having me.    

Steve and Charlie listened to Chris Olave's press conference audio. Justin Melo, an NFL reporter for The Draft Network, joined Sports Talk. Melo discussed the Saints' options with the eighth overall pick in the first round of the 2026 NFL Draft. Melo broke down the top edge rushers, wide receivers, and overall prospects in the 2026 NFL Draft.

Striving to make a lasting impact with the strength of Significance

9:00 HOUR: Some national recognition for the Pistons, Heather gives us the news

In this must-listen premiere episode of the year, Femi delivers a solo deep-dive into Kehlani's monumental hit “Folded” – the soulful anthem that exploded in June 2025 and continues to dominate in 2026. Peaking at No. 6 on the Billboard Hot 100 (Kehlani's highest-charting solo single and her first Top 10 entry), earning Grammy nominations for Best R&B Song and Best R&B Performance, and igniting the star-studded Homage Pack with vocal legends like Brandy, Toni Braxton, JoJo, Mario, Ne-Yo, and Tank – “Folded” is a cultural force.Femi expertly unpacks the track's emotional depth (reclaiming peace amid toxic cycles while embracing vulnerability), Kehlani's elite vocal mastery – including breathy control, layered harmonies, and those iconic second-chorus riffs and runs that sparked endless viral challenges – plus the flawless production, stripped-back a cappella version, and its role in teasing Kehlani's anticipated spring 2026 album.Essential for music lovers, aspiring vocalists, producers, and industry insiders searching for: Kehlani Folded breakdown, Kehlani Folded meaning explained, Kehlani riffs and runs analysis, Folded vocal techniques, Kehlani Homage Pack reactions, Billboard Hot 100 hits 2026, R&B song analysis, or in-depth music storytelling.

Israel has become the first country in the world to recognize the breakaway region of Somaliland since it declared independence in 1991. What does the move mean for regional tensions around the Red Sea and Gulf of Aden, and what will aligning with Israel mean for Somaliland? In this episode: Faisal Ali (@FaisalAHAli), Journalist, Al Jazeera English Episode credits: This episode was produced by Tracie Hunte, Sarí el-Khalili, and Melanie Marich, with Fatima Shafiq, Farhan Rafid, Tamara Khandaker, and our guest host Kevin Hirten. It was edited by Noor Wazwaz and Kylene Kiang. Our sound designer is Alex Roldan. Our video editors are Hisham Abu Salah and Mohannad Al-Melhem. Alexandra Locke is The Take’s executive producer. Ney Alvarez is Al Jazeera’s head of audio. Connect with us: @AJEPodcasts on X, Instagram, Facebook, and YouTube

In this episode of Building the Billion Dollar Business, Ray Sclafani explores why New Year's resolutions fail inside advisory firms and what high-performing advisory teams do differently when designing kickoff meetings. Drawing on behavioral research and real-world coaching experience, Ray explains that the early breakdown of resolutions is not a motivation problem, it is a design problem.Ray introduces the concept of positive intent, a practical leadership approach that replaces vague resolutions with clear statements of what a team will do, how it will do it, and why it matters. He emphasizes that effective kickoff meetings begin before the meeting itself, with leaders building trust through one-on-one conversations that connect personal goals to professional alignment.The Five-Part Kickoff Meeting Framework for High-Performing Advisory TeamsRefine Annual OKRs to Align Advisory Team Outcomes Define clear objectives and measurable key results that improve client experience, advisory firm performance, and team effectiveness—starting with outcomes, not activity.Set Clear Advisory Firm Priorities With a Strong “Why” Identify the top priorities for the year and state each with positive intent, linking daily decisions to client value and long-term advisory firm strategy.Celebrate the Prior Year to Reinforce Team Performance Recognize wins, reflect on lessons learned, and reinforce behaviors that contributed to advisory team success and sustainable growth.Reinforce Advisory Firm Values Through Shared Team Experiences Bring firm values to life by highlighting real behaviors and building trust through meaningful shared experiences that strengthen advisory team culture.Align Individual Growth and Development With Team Objectives Encourage team members to state clear personal and professional growth intentions that directly support advisory firm priorities and client outcomes.Key TakeawaysMost New Year's resolutions fail within the first six to eight weeksPositive intent provides operational clarity around what will be done, how, and whyLeaders strengthen teams by connecting personally before aligning professionallyKickoff meetings should start with outcomes, not activitiesTeams grow sustainably when individual development aligns with team goalsQuestions Financial Advisors Often AskQ: Why do New Year's resolutions fail in advisory firms?A: Resolutions tend to fail early because they are often vague, reactive, and focused on avoidance rather than progress. According to research referenced in the episode, most resolutions break down within the first six to eight weeks, indicating a design problem rather than a lack of motivation.Q: What is “positive intent” in a kickoff meeting?A: Positive intent is a clear statement of what the team will do, how it will do it, and why it matters. Unlike resolutions, positive intent provides operational clarity and helps teams sustain momentum throughout the year.Q: What should be included in an advisory firm kickoff meeting?A: High-performing advisory teams include five parts: refining OKRs, setting clear priorities with a clear why, celebrating the previous year, reinforcing values through shared experiences, and aligning individual growth with team objectives.Q: Why is celebrating the previous year important?A: Recognition reinforces effective behavior, and reflection turns experience into learning. High-performing teams take time to acknowledge what worked and what did not before moving forward.Find Ray and the ClientWise Team on the ClientWise website or LinkedIn | Twitter | Instagram | Facebook | YouTubeTo join one of the largest digital communities of financial advisors, visit exchange.clientwise.com.

Self-Declaration in the Legal Recognition of Gender (Routledge, 2023) is a socio-legal study that offers a critique of what it means to self-declare with regard to legal gender. Based on empirical research conducted in Denmark, the book engages in some of the most controversial issues surrounding trans and gender diverse rights. The theoretical analysis draws upon legal consciousness, affect theory, vulnerability and governmentality, to cross jurisdictional boundaries between law and medicine. The book reflects on the limits of progress that legislative reform may make, and the way that increased regulation can actually limit access to rights protections. Broadly transferrable beyond its specific field, this book will be useful to socio-legal scholars, feminist scholars, trans scholars, policy makers and practitioners. Dr Chris Dietz is a Lecturer at the Centre for Law & Social Justice at The University of Leeds.  Jane Richards is a doctoral student at the University of Hong Kong. You can find her on twitter where she follows all things related to human rights and Hong Kong politics @JaneRichardsHK Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Self-Declaration in the Legal Recognition of Gender (Routledge, 2023) is a socio-legal study that offers a critique of what it means to self-declare with regard to legal gender. Based on empirical research conducted in Denmark, the book engages in some of the most controversial issues surrounding trans and gender diverse rights. The theoretical analysis draws upon legal consciousness, affect theory, vulnerability and governmentality, to cross jurisdictional boundaries between law and medicine. The book reflects on the limits of progress that legislative reform may make, and the way that increased regulation can actually limit access to rights protections. Broadly transferrable beyond its specific field, this book will be useful to socio-legal scholars, feminist scholars, trans scholars, policy makers and practitioners. Dr Chris Dietz is a Lecturer at the Centre for Law & Social Justice at The University of Leeds.  Jane Richards is a doctoral student at the University of Hong Kong. You can find her on twitter where she follows all things related to human rights and Hong Kong politics @JaneRichardsHK Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/gender-studies

Today... "Tortilla Flats" residents and city officials are working toward national historic designation for the Montrose neighborhood, emphasizing that its significance lies not in architecture or restrictions on property, but in honoring the Latino culture, history, and community identity shaped by generations of residents. And later... After a ski patrol strike shut down a major Western Slope resort during a snow-starved start to winter, nearby mountains including Silverton, Monarch, and Powderhorn rolled out discounts and free tickets to keep displaced skiers on the slopes.Support the show: https://www.montrosepress.com/site/forms/subscription_services/See omnystudio.com/listener for privacy information.

Brian Barrett hosts the "Off the Pike" podcast for The Ringer and Spotify. Brian joins the program to discuss the Boston Celtics ascent to the top of the Eastern Conference, Jaylen feeling disrespected, and what he wants to see from Brown when Tatum comes back. X: @itsbrianbarrett 8:27 Celtics getting key contributions from role players consistently 14:56 Coach of the Year odds 34:05 Jaylen being petty about losing Eastern Conference Player of the Month 48:41 Jaylen and Jayson fitting together Available for download on iTunes and Spotify on Saturday, January 3rd 2026. Celtics Beat is powered by Prize Picks! Prize Picks is the official daily fantasy sponsor of CLNS Media. Download the app and use the promo code CLNS for $50 instantly when you play $5! Learn more about your ad choices. Visit megaphone.fm/adchoices

Summary In this episode, Andy talks with Joel Hilchey, speaker, facilitator, and author of The 6½ Habits of Highly Defective Bosses. Joel brings humor, honesty, and a refreshing amount of grace to a topic many leaders quietly struggle with: becoming a boss without training, preparation, or a clear roadmap. Andy and Joel explore what it really means to be an "accidental boss" and why most bad bosses are not bad people. They unpack the four quadrants every leader must balance: tasks vs. people and short-term vs. long-term, and why focusing only on tasks can quietly erode trust and engagement. You'll hear practical ideas for avoiding mediocrity mongering, removing everyday hassles that drain teams, and providing clarity instead of whiplash leadership. The conversation also touches on why aiming to be "less terrible" is a surprisingly powerful leadership goal, how recognition can become a force multiplier, and why lessons from leadership often show up at home as well. If you're leading projects or people and want practical, human-centered ways to become a better boss one step at a time, this episode is for you! Sound Bites "Most bad bosses are actually good people with bad ideas." "If you focus only on tasks, people will hate working for you." "People don't expect perfection from their boss, but they do expect effort." "Recognition is one of the highest leverage tools a leader has." "The essence of strategy is saying no." "Be a lighthouse for your team, not a disco ball." "If you notice yourself getting frustrated that people are doing stuff that's off task or that feels off task to you, like why is this person taking time to do that? That's on you as the leader to say, oh, I must not have made this strategy clear." "You can spend the money without asking, but you must tell me you spent it next time we meet." Chapters 00:00 Introduction 02:08 Start of Interview 02:20 Becoming an Accidental Boss 07:10 The Four Leadership Quadrants 12:10 Warning Signs You Are Neglecting People 15:15 When Task Focus Goes Too Far 21:24 Mediocrity Mongering and Good Enough Work 25:47 The Value of a Crappy First Draft 30:00 Removing Hassles from Team Work 35:30 Lighthouse vs. Disco Ball Leadership 39:40 Why Being 'Less Terrible' Matters 45:40 Applying Leadership Lessons at Home 48:31 End of Interview 49:15 Andy Comments After the Interview 52:38 Outtakes Learn More You can learn more about Joel and his work at JoelHilchey.com. Make sure to try the complimentary assessment Joel refers to in the interview. For more learning on this topic, check out: Episode 468 with James Turk. It's a practical discussion about what to do when you are suddenly in charge. Episode 467 with Sabina Nawaz, former executive coach to Bill Gates, sharing insights on what no one usually tells you about becoming the boss. Episode 419 with Molly McGrath. Her book focuses on fixing your boss, but it almost always inspires listeners to become better leaders themselves. Level Up Your AI Skills During the episode, Andy mentioned our AI Made Simple class. Join listeners from around the world who are learning how to prepare for an AI-infused future. Just go to ai.PeopleAndProjectsPodcast.com. Thanks! Pass the PMP Exam This Year If you or someone you know is thinking about getting PMP certified, we've put together a helpful guide called The 5 Best Resources to Help You Pass the PMP Exam on Your First Try. We've helped thousands of people earn their certification, and we'd love to help you too. It's totally free, and it's a great way to get a head start. Just go to 5BestResources.PeopleAndProjectsPodcast.com to grab your copy. I'd love to help you get your PMP this year! Join Us for LEAD52 I know you want to be a more confident leader, that's why you listen to this podcast. LEAD52 is a global community of people like you who are committed to transforming their ability to lead and deliver. It's 52 weeks of leadership learning, delivered right to your inbox, taking less than 5 minutes a week. And it's all for free. Learn more and sign up at GetLEAD52.com. Thanks! Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Power Skills Topics: Leadership, People Management, Accidental Managers, Team Culture, Recognition, Project Leadership, Manager Development, Communication, Prioritization, Continuous Improvement The following music was used for this episode: Music: Brooklyn Nights by Tim Kulig License (CC BY 4.0): https://filmmusic.io/standard-license Music: Tuesday by Sascha Ende License (CC BY 4.0): https://filmmusic.io/standard-license

This episode is a year-end exhale.Becky + Jon are joined by the incredible Lindsey Fuller for a cozy, heartfelt conversation as we gently close out 2025 and look toward a more grounded, intentional 2026. Together, we pause to reflect, breathe, and reconnect with what really matters.Lindsey brings honest wisdom on navigating burnout, the constant noise of the world, and why hope and genuine community aren't optional—they're essential. You'll hear what self-care actually looks like (hint: it goes way beyond bubble baths), plus a refreshing take on the messy-but-beautiful work of healing together.Expect laughter, real talk, a few surprise shout-outs, and plenty of encouragement to step into the new year with clarity, intention, and peace. If you're craving a reset—or just a reminder you're not alone—this one's for you

In this Part 2 of our 2-part podcast series on thyroid emergencies Anton, Dr. George Willis and Dr. Alyssa Louis answer questions such as: When a patient presents with “sepsis without a source,” what bedside features should trigger you to prioritize thyrotoxicosis? How can PoCUS help you decide whether tachycardia is dangerous — or lifesaving — before starting β-blockade? Why can TSH and free T4 be falsely reassuring in a crashing patient, and what labs actually matter early? In which patients does propranolol increase the risk of cardiovascular collapse — and why is esmolol the safer first line medication? Why does the order β-blocker → thionamide → steroid → iodine matter, and what happens if you get it wrong? When is not giving a β-blocker the safest decision in thyroid storm, even in a profoundly tachycardic patient? In an agitated, hyperthermic patient with thyrotoxicosis, why might intubation be more dangerous than helpful in the first hour? How does amiodarone-induced thyrotoxicosis fundamentally change your management — and why can iodine make it worse? and many more...

Semyon Dukach, the Founding Partner at One Way Ventures, serial entrepreneur, and former leader of the famed MIT Blackjack team, joins me to share his extraordinary journey from arriving in the U.S. as a Soviet refugee to becoming one of New England's top venture capitalists. We discuss his path from leading the MIT Blackjack team to startup founder to prolific investor. One Way Ventures invests only in immigrant founders and we discussed how he developed that thesis. We also talk about personal growth, overcoming imposter syndrome, and what it really takes to become an exceptional founder and leader.Where to find Semyon:XLinkedInOne Way VenturesTimestamps:(00:00) From Pacman to Blackjack: A Unique Journey(02:58) Lessons from the MIT Blackjack Team(05:54) Transitioning from Operator to Investor(08:52) The Immigrant Experience and Entrepreneurship(11:46) Building Trust in High-Stakes Environments(14:36) The Power of Immigrant Founders(17:44) Branding and Recognition in Venture Capital(28:18) Building a Strong Network for Deal Flow(31:39) Recognizing Undervalued Immigrant Founders(34:19) Traits of Extraordinary Founders(37:07) The Importance of Customer Focus(38:53) Growth Through Partnership and Experience(42:23) Navigating the Challenges of Venture Capital(44:56) Turning Disappointments into Opportunities(46:19) Dealing with Imposter Syndrome(47:32) Lessons Learned on the Entrepreneurial Journey(51:03) The Inner Drive of EntrepreneurshipConnect with Alisa! Follow Alisa Cohn on Instagram: @alisacohn Twitter: @alisacohn Facebook: facebook.com/alisa.cohn LinkedIn: https://www.linkedin.com/in/alisacohn/ Website: http://www.alisacohn.com Download her 5 scripts for delicate conversations (and 1 to make your life better) Grab a copy of From Start-Up to Grown-Up by Alisa Cohn from Amazon

Tim sits down with Max Bennett to explore how our brains evolved over 600 million years—and what that means for understanding both human intelligence and AI.Max isn't a neuroscientist by training. He's a tech entrepreneur who got curious, started reading, and ended up weaving together three fields that rarely talk to each other: comparative psychology (what different animals can actually do), evolutionary neuroscience (how brains changed over time), and AI (what actually works in practice).*Your Brain Is a Guessing Machine*You don't actually "see" the world. Your brain builds a simulation of what it *thinks* is out there and just uses your eyes to check if it's right. That's why optical illusions work—your brain is filling in a triangle that isn't there, or can't decide if it's looking at a duck or a rabbit.*Rats Have Regrets**Chimps Are Machiavellian**Language Is the Human Superpower**Does ChatGPT Think?*(truncated description, more on rescript)Understanding how the brain evolved isn't just about the past. It gives us clues about:- What's actually different between human intelligence and AI- Why we're so easily fooled by status games and tribal thinking- What features we might want to build into—or leave out of—future AI systemsGet Max's book:https://www.amazon.com/Brief-History-Intelligence-Humans-Breakthroughs/dp/0063286343Rescript: https://app.rescript.info/public/share/R234b7AXyDXZusqQ_43KMGsUSvJ2TpSz2I3emnI6j9A---TIMESTAMPS:00:00:00 Introduction: Outsider's Advantage & Neocortex Theories00:11:34 Perception as Inference: The Filling-In Machine00:19:11 Understanding, Recognition & Generative Models00:36:39 How Mice Plan: Vicarious Trial & Error00:46:15 Evolution of Self: The Layer 4 Mystery00:58:31 Ancient Minds & The Social Brain: Machiavellian Apes01:19:36 AI Alignment, Instrumental Convergence & Status Games01:33:07 Metacognition & The IQ Paradox01:48:40 Does GPT Have Theory of Mind?02:00:40 Memes, Language Singularity & Brain Size Myths02:16:44 Communication, Language & The Cyborg Future02:44:25 Shared Fictions, World Models & The Reality Gap---REFERENCES:Person:[00:00:05] Karl Friston (UCL)https://www.youtube.com/watch?v=PNYWi996Beg[00:00:06] Jeff Hawkinshttps://www.youtube.com/watch?v=6VQILbDqaI4[00:12:19] Hermann von Helmholtzhttps://plato.stanford.edu/entries/hermann-helmholtz/[00:38:34] David Redish (U. Minnesota)https://redishlab.umn.edu/[01:10:19] Robin Dunbarhttps://www.psy.ox.ac.uk/people/robin-dunbar[01:15:04] Emil Menzelhttps://www.sciencedirect.com/bookseries/behavior-of-nonhuman-primates/vol/5/suppl/C[01:19:49] Nick Bostromhttps://nickbostrom.com/superintelligentwill.pdfConcept/Framework:[00:05:04] Active Inferencehttps://www.youtube.com/watch?v=KkR24ieh5OwPaper:[00:35:59] Predictions not commands [Rick A Adams]https://pubmed.ncbi.nlm.nih.gov/23129312/Book:[01:28:27] The Status Gamehttps://www.amazon.com/Status-Game-Human-Life-Play/dp/000835[01:25:42] The Elephant in the Brainhttps://www.amazon.com/Elephant-Brain-Hidden-Motives-Everyday/dp/0190495995[02:00:40] The Selfish Genehttps://amazon.com/dp/0198788606[03:09:37] The Three-Body Problemhttps://amazon.com/dp/0765377063hanged/dp/1541674987:[02:14:25] The Language Gamehttps://www.amazon.com/Language-Game-Improvisation-Created-C[02:54:40] The Evolution of Languagehttps://www.amazon.com/Evolution-Language-Approaches/dp/0521

In this thoughtful episode, Dr. Robyn McKay explains why it's so important for physicians, clinicians, and leaders to be trauma-informed. Because as leaders, we carry the responsibility of creating both psychological and physical safety for our patients and clients.This episode explores:Why leaders and clinicians need to learn how to read energyHow many reactions are rooted in unresolved traumaThe difference between feeling confused and encountering confusing energyWhy naming confusing energy creates clarity and safetyHow control shows up as a dissonant leadership styleWhat it looks like to lead from controlHow to lead from coherenceWhy coherent leadership builds trust and connectionWhat psychological safety really meansThe energetic aspect of psychological safety that leaders must understandWhat if leadership itself became a healing practice? The future of leadership is trauma-informed, and this shift begins with us.Love what you're hearing?Leave a review on Apple Podcasts and send a screenshot to Robyn. Each month, one listener will receive a Scroll of Recognition—a custom energetic blessing, activation, or intuitive message written just for you.Robyn McKay, PhD, is an award-winning therapist and psychospiritual advisor who teaches and leads at the intersection of psychology × spirituality × energetics. With deep roots in clinical psychology and a lifetime of living at the crossroads of intuition and credentials, she is a rare bridge between science and soul, credentials and codes, strategy and spirit.Early in her career, Robyn served as a university psychologist before stepping into her broader calling as a guide for high performers, creatives, and seekers. She addresses a wide spectrum of human experience — healing trauma, anxiety, depression, mood disorders, and ADHD in women; accessing spiritual gifts; and navigating existential crossroads.Having sold $2.5M+ in retreats and private intensives, Robyn is now architecting an entirely new category of retreats: expert-led, trauma-informed, miracle-level. She helps credentialed, neurodivergent, and spiritually awake women leaders design transformational retreats that carry depth, meaning, and lasting impact.Connect with Dr. Robyn McKay:LinkedIn: Robyn McKay, PhDFacebook: Dr. Robyn McKayInstagram: @robynmckayphd Book a call with Dr. Robyn! https://drrobynmckay.com/call Join the $100K Retreat Leaders Secrets: https://www.facebook.com/groups/100kretreatsecrects 

NOBEL SNUBS AND LATER CONTROVERSIES Colleague Professor Paul Halpern. In the aftermath of the Big Bang's confirmation, Gamow fought for recognition of his prior theoretical contributions before his death in 1968. Halpern discusses the controversy surrounding the Nobel Prize for nucleosynthesis, which was awarded to William Fowler but excluded Hoyle, possibly due to misconceptions by the nominators. In his later years, Hoyle became a controversial figure, promoting panspermia—the idea that diseases like AIDS come from comets—and rejecting Darwinian evolution. Halpern concludes by describing both men as intuitive, "seat of the pants" thinkers who preferred spontaneity over rigid archival research. NUMBER 4 1960

Pool Pros text questions hereIn this episode of Talking Pools, hosts Lee and Shane reflect on the past year in the swimming pool industry, discussing significant changes in leadership, the recognition of the trade, and the importance of planning for the future. They emphasize the need for work-life balance and personal growth as they look forward to 2026 and the upcoming Splash trade show.takeawaysThe swimming pool industry has seen significant leadership changes recently.Recognition as a trade is a major milestone for the industry.Planning for the future is essential for personal and business growth.Work-life balance is crucial for long-term success in the industry.The upcoming Splash trade show in 2026 is highly anticipated.It's important to appreciate achievements from the past year.Setting goals for the new year can help maintain focus and direction.The industry needs more formal training and apprenticeships.Taking time for personal enjoyment is vital for overall well-being.Engaging with the community can lead to new opportunities and connections.link : https://courses.thepoolshopcoach.com.au/storeSound Bites"It's sink or swim for our industry.""We are a trade that can electrocute you.""Take care of your golf balls first."Chapters00:00Welcome and Reflections on the Year01:44Industry Changes and Leadership Transitions05:38Recognition of the Swimming Pool Trade10:50Personal Growth and Business Planning for 202624:17Work-Life Balance and Future Aspirations Support the showThank you so much for listening! You can find us on social media: Facebook Instagram Tik Tok Email us: talkingpools@gmail.com

People used to work until they died and for the most part live in an extended family structure where some recognition was assured. Today's retired people face a true challenge in this life quest. We must create a means of being recognized.

Matt Rieck is the Chief Human Resources Officer at End Zone Insurance and author of "The Employee Retention Bible." Focused on practical strategies that reverse turnover and elevate morale, Matt specializes in teaching leaders how to foster cultures of appreciation, strengthen management, and deliver measurable HR results. From hands-on consulting with major enterprises to building loyalty-driven workforces, Matt's passion lies in blending culture, communication, and data to help companies retain their very best talent. In this episode of Marketer of the Day, Matt Rieck joins Robert Plank to decode the real reasons behind employee turnover and reveal how businesses can nurture loyalty, drive engagement, and transform company culture without breaking the bank. Matt shares the hidden costs of losing great employees, actionable tactics for implementing company-wide appreciation, and insights on developing managers into true leaders. The discussion covers leveraging social media for internal recognition, organizing effective team meetings, and the importance of training managers beyond their initial promotion. Matt also highlights how recognizing and leveraging individual strengths—and transparently addressing weaknesses—can set both teams and organizations apart. Quotes: “Most businesses underestimate the cost of losing good people—when you show real appreciation, culture shifts and people stay.” “Training managers doesn't end with the promotion. Ongoing development is the missing link at most companies.” “Recognition isn't expensive. Internal emails, social posts, and simple appreciation systems can change everything.” Resources: Connect with Matt Rieck on LinkedIn Order “The Employee Retention Bible” on Amazon. Matt Rieck teaches leaders how to boost morale and reduce turnover.