Podcasts about rehearse

Jen Wilkin, JT English, and Kyle Worley answer questions submitted by listeners! Questions Covered in This Episode: Is it biblical for women to speak at a conference where men are in attendance? How much sarcasm is too much sarcasm? 1 Timothy 6:13, many commentaries say the Father is the one being referred to. Is this a correct understanding? What about Hebrews 1 and John 1? When you are on a church staff, do you consider Sunday your sabbath? What would you like for one of your co-hosts to write about next? What is a good starting point to think biblically as men and women? Are there resources for the Deep Discipleship curriculum leaders? Will there be a rapture? Advice, encouragement, and caution for those serving in student ministry? Justify a law publicly posting the Ten Commandments? Resources Mentioned in this Episode: 1 Timothy 6:13, Hebrews 1, John 1, Colossians 1, Genesis 1:26, Genesis 2 Training the Church Ministry Cohort Deep Discipleship Curriculum “You Are a Theologian” by Jen Wilkin and JT English “Remember and Rehearse” by JT English “Formed for Fellowship” by Kyle Worley “Three Views on the Rapture” by Gleason L. Archer Jr. Follow Us:Twitter | Instagram | Facebook | WebsiteSupport Training the Church and Become a Patron:patreon.com/trainingthechurchYou can now receive your first seminary class for FREE from Midwestern Seminary after completing Lifeway's Deep Discipleship curriculum, featuring JT, Jen and Kyle. Learn more at mbts.edu/deepdiscipleship.To learn more about our sponsors please visit our sponsor page.Editing and support by The Good Podcast Co. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Exercise Spring Storm may be an annual event for NATO, but this time there's no playing nicely with words. The troops taking part say they are “rehearsing for war”, just miles from Russia.BFBS Forces News Reporter Rosie Laydon tells why this exercise feels different to the many she's visited before, and talks us through the new tech being tested out by 2 Scots.We explain what other tech is in the pipeline for the Army, and how it could change soldiering, as Kate talks to two senior officers driving the Land ISTAR programme.And Professor Michael Clarke assesses reports that the US will slash the combat capability it promises to NATO, including all submarines, and explains why it might not be as worrying as it looks.

Thinking about adding HYROX to your training? Or already racing and wondering why your nutrition isn't translating into performance? Dr Kelsie Johnson is a nutrition and performance coach who works with hybrid athletes: people combining serious strength work with endurance sport. With a PhD in nutrition and muscle mass, experience as an S&C coach at Aston Villa Women's, and a background in triathlon and HYROX herself, Kelsie brings both the science and the real-world application. In this episode we dig into what hybrid training actually looks like in practice, why carbohydrate periodisation is the biggest gap she sees in athletes, how to fuel for a HYROX race depending on your start time, and why doing both triathlon and HYROX in the same block is a recipe for burnout. If you've been guessing with your nutrition and hoping for the best — this one's for you. 5 KEY POINTS Don't run HYROX and triathlon simultaneously — use HYROX as your off-season focus instead. Carbs, not protein, are the missing link — most athletes have protein nailed but aren't periodizing their carbohydrate intake around session demands. HYROX is 60–70% running at high intensity — fuelling during the race is non-negotiable, even if it only lasts 60 minutes. The interference effect is real — strength and endurance adaptations compete, so session sequencing matters. Race start times vary wildly — practise your fuelling strategy for different scenarios long before race week. 3 TAKEAWAYS Match your carbs to the session — fuel for the work you're actually doing, not out of habit. Rehearse race day nutrition in training — know your timing, your meals and how you'll carry fuel during the race. A healthy athlete is a fast athlete — under-fuelling is one of the fastest routes to injury and inconsistency. KILLER QUOTE

Pictures and Practices

Daniel Welling welcomes back cybersecurity advisor Adam Pilton (Heimdal Security) for a masterclass on cyber tabletop exercises. Adam defines a tabletop as a staged rehearsal where senior leaders and key responders use the organisation's incident response procedure while a facilitator introduces evolving information, aiming to build confidence, stress-test decision-making, and improve communication. They discuss common failures like missing or outdated incident response plans, the facilitator's role in preparing and tailoring scenarios, and differences between SMEs (often using pre-made exercises) and enterprises (more tailored). MSPs should participate, with the on-the-day MSP representative not knowing what comes next, and facilitation can be segmented to reduce bias. Success means surfacing lessons learned, and Adam recommends at least annual exercises, ideally quarterly, including smaller segments within QBRs. He outlines six pillars of effective incident response and highlights the MGM incident as a communication case study.   00:00 Welcome and Guest Intro 01:20 Tabletop Exercises Defined 03:13 Game vs Serious Stress 04:20 Incident Plan Pitfalls 06:29 Facilitator Prep and Tailoring 10:51 SME vs Enterprise Approach 12:26 MSP Role and Independence 15:10 What Success Looks Like 17:01 Where and How Often 19:40 Packaging as Recurring Service 22:21 Six Pillars Framework 24:48 Communication Case Study MGM 28:27 Selling Security Upgrades 30:32 Wrap Up and Contact   Connect with Adam Pilton on LinkedIn by clicking here –https://www.linkedin.com/in/adampilton Connect with Daniel Welling on LinkedIn by clicking here – https://www.linkedin.com/in/danielwelling/ Connect with Adam Morris on LinkedIn by clicking here – https://www.linkedin.com/in/adamcmorris/ Visit The MSP Finance Team website, simply click here –https://www.mspfinanceteam.com/   MSP Glossary: MSP Finance Glossary Explained | MSP Finance Team We look forward to catching up with you on the next one. Stay tuned!

Jen Wilkin, JT English, and Kyle Worley discuss sin in the Christian life and its effects on our relationship with Christ. Questions Covered in This Episode: If I keep committing the same sin, am I still a Christian?  What is sin? What is a Christian? Since Christians are able to not sin, does that mean Christians won't sin? What is the biblical tension here? How does sin affect our union or communion with Christ? If someone comes to you concerned about another individual's sin and their salvation, what would you say? How often do I have that conversation with the same person who is in ongoing, unrepentant sin? How do you respond to a believer who is struggling with sin and asking what they should do? Helpful Definitions: Sin: Disobedience to God and His law. Total Depravity: Not able to not sin. Resources Mentioned in this Episode: Romans 5, Romans 3, Genesis 3, Exodus, John 15, Hebrews 10:14, 1 John 1:5-2:1, Hebrews 3:13 TrainingtheChurch.com/support “Remember and Rehearse” by JT English “Ten Words to Live By” by Jen Wilkin “Home with God”  by Kyle Worley Follow Us:Twitter | Instagram | Facebook | WebsiteSupport Training the Church and Become a Patron:patreon.com/trainingthechurchYou can now receive your first seminary class for FREE from Midwestern Seminary after completing Lifeway's Deep Discipleship curriculum, featuring JT, Jen and Kyle. Learn more at mbts.edu/deepdiscipleship.To learn more about our sponsors please visit our sponsor page.Editing and support by The Good Podcast Co. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

If you've ever wondered how to handle stage fright before a speech, you're in good company. Even experienced speakers feel the adrenaline spike before walking on stage, opening a Zoom room, or stepping up for table topics. The goal isn't to eliminate nerves completely. It's to keep them from taking over. That matters because stage fright shows up in real ways: a dry mouth, shaky hands, a racing heart, a blank mind right when you need your first sentence. The good news is that these reactions are manageable. With the right preparation, you can turn that energy into focus instead of panic. This guide is for speakers, Toastmasters members, workshop presenters, and anyone who wants a practical way to calm down and perform well. It's not about pretending to be fearless. It's about having a repeatable process you can use every time. How to handle stage fright before a speech starts Stage fright is usually strongest in the minutes before speaking, not during the speech itself. That means your best tools are the ones you use before you begin: preparation, breathing, body language, and a clear starting routine. Think of stage fright like a fire alarm. It's loud, but not always accurate. Your body is telling you that something important is happening. That energy can help you if you know how to direct it. 1. Prepare for a strong opening, not a perfect speech A lot of speaking anxiety comes from trying to remember everything at once. A better approach is to make the beginning of your speech automatic. Memorize the first 20 to 30 seconds. Know your opening line, your first transition, and the first point you want to make. If you can get through the start smoothly, your confidence usually rises quickly. Here's a simple prep checklist: This is especially helpful in Toastmasters speech contests, meeting presentations, and client talks, where nerves tend to spike at the beginning. 2. Use a breathing pattern that slows the body down When people ask how to handle stage fright before a speech, breathing is usually one of the first things mentioned, and for good reason. Your breathing tells your nervous system whether to stay on alert or settle down. Try this before you speak: The longer exhale is the key. It signals that you're safe enough to relax. If you're backstage or sitting in a meeting room, this can be done quietly and discreetly. Another option is the “physiological sigh”: take one normal inhale, then a short second inhale on top of it, followed by a long exhale. Do that two or three times. It's a quick reset when nerves are strong. 3. Loosen the body before the mind starts spiraling Stage fright often shows up physically before it becomes a thought problem. Your shoulders rise. Your jaw tightens. Your hands feel awkward. If you don't notice those signals, they can feed the fear. A quick body scan can help: This matters because speakers often try to solve anxiety by thinking harder. Sometimes the faster path is to change the body first. A calmer posture often leads to calmer thoughts. 4. Reframe the feeling instead of fighting it One of the most useful mindset shifts is this: nerves are not proof that you are unprepared. They are proof that you care. Before your speech, try replacing “I'm nervous” with something more useful, such as: That may sound simple, but language shapes attention. The words you use before a speech can either calm you or intensify the spiral. A practical pre-speech routine for nervous speakers If you want a reliable answer to how to handle stage fright before a speech, create a routine you can repeat. A routine removes guesswork. It gives your brain a familiar sequence to follow when your adrenaline is high. Here's a 10-minute routine you can adapt: 10 minutes before speaking 2 minutes before speaking At the moment you begin That last point is important. Nervous speakers often speed up. A deliberate pause at the start creates control and gives the audience a moment to settle in. Why practice under pressure helps more than rehearsal alone It's one thing to rehearse alone at home. It's another to practice while feeling observed. Stage fright improves when you train under conditions that resemble the real event. That's why speaking clubs, peer feedback, and low-stakes practice matters. Toastmasters members often build confidence because they get repeated exposure to the very situation that causes nerves: standing up and speaking while others watch. If you want to reduce stage fright, don't only rehearse the content. Rehearse the conditions: For speakers who like to learn from real examples, Toastmasters Podcast often features interviews with people who have dealt with fear, performed on bigger stages, and built confidence through repetition. Hearing how others manage their nerves can make your own process feel more normal. What not to do when stage fright hits Some advice sounds helpful but makes the problem worse. If you're trying to figure out how to handle stage fright before a speech, avoid these common traps: Instead, focus on controllables: breath, opening, posture, pace, and message. How to handle stage fright before a speech in different settings Not all speaking anxiety looks the same. The way you prepare may change depending on the setting. For a Toastmasters speech Use the opportunity to practice recovery as well as delivery. If you lose a word or sentence, pause, breathe, and continue. Audiences are more forgiving than speakers think, especially in a learning environment. For a work presentation Focus on structure. When content is organized clearly, your mind has fewer places to wander. A simple format such as problem, solution, next step often reduces stress. For a speech contest Expect nerves to be stronger than usual. Contests add pressure because the stakes feel higher. In that case, over-practice the opening and closing, and keep your routine consistent. For online speaking Camera anxiety is real. Look at the lens occasionally, not just the screen. Keep notes nearby, but avoid reading from them continuously. A clean environment also helps you feel more composed. A simple mindset shift that changes everything People often think confidence comes before action. In speaking, it usually comes after action. You build confidence by doing the thing while nervous and discovering that you can survive it. That's why the most effective answer to how to handle stage fright before a speech is not a single trick. It's a small system: Do that consistently and the fear usually becomes more manageable. Not gone, just smaller and less in charge. Quick stage fright checklist If you need a fast reminder before walking up to speak, use this: If you can answer yes to most of those, you're ready enough. Final thoughts Learning how to handle stage fright before a speech is less about becoming fearless and more about becoming prepared. Nerves may still show up, but they don't have to dominate the moment. With a practiced opening, slower breathing, and a steady routine, you can step into the room with more control and less self-doubt. And if you want more perspective from people who speak for a living, learn through coaching, or have turned nervous energy into confidence, Toastmasters Podcast is a useful place to hear real stories from the speaking world. Start small. Rehearse the first minute. Use your breathing. Speak once. Then do it again.

Presenters today are competing against smartphones, doom scrolling, shrinking attention spans, and audiences trained to spot familiar patterns instantly. In that environment, one of the most effective presentation strategies is the pattern interrupt: taking listeners down a familiar road, then surprising them with a sharper, more compelling truth. This is not about gimmicks for their own sake. It is about using surprise, credibility, and timing to keep an audience mentally engaged. Whether you are presenting in Tokyo, pitching in Sydney, leading a sales meeting in Singapore, or giving a board update in London, the challenge is the same: if you cannot hold attention, your message dies on the spot. Why do audiences lose interest so quickly in presentations today? Modern audiences are harder to hold because they are overstimulated, distracted, and constantly scanning for what matters next. A standard presentation packed with data, bullet points, and predictable sequencing often feels dead on arrival because the audience has seen that format too many times before. In the post-pandemic workplace, professionals across Japan, the US, Europe, and Asia-Pacific have become even more accustomed to short-form content, rapid context switching, and algorithm-driven feeds. That means business presenters are no longer competing only with rival firms or alternative ideas. They are competing with every notification on every screen in the room. A dry presentation to a multinational in Marunouchi, a startup team in Silicon Valley, or a B2B sales conference in Singapore suffers from the same problem: familiarity breeds inattention. If your structure feels obvious, your audience mentally checks out. Do now: Audit your next talk for predictability. If every slide feels expected, attention will fade before your key point lands. What is a pattern interrupt in a business presentation? A pattern interrupt is a deliberate break from what the audience expects, designed to jolt them back into active listening. It works because people are wired to recognise patterns quickly, but they also react strongly when those patterns suddenly shift. The classic example is being led through a plausible explanation and then being told, "That is not actually the real story." That pivot creates tension, curiosity, and a gap the brain wants to close. In a presentation, this could mean challenging a widely accepted assumption, overturning the expected interpretation of a market trend, or revealing that the "obvious" answer is incomplete. Executives at firms like Toyota, Rakuten, Amazon, and McKinsey all know that attention follows contrast. In consumer markets and B2B alike, audiences lean in when they sense that the presenter is about to reveal something beyond the standard script. Do now: Build one moment into your presentation where the audience's expectation is cleanly broken and replaced with a stronger insight. How does leading an audience up the garden path build credibility? Counterintuitively, leading an audience toward a believable but incomplete conclusion can increase your credibility if your final insight is stronger. The key is that the first pathway must sound intelligent, rational, and grounded, not flimsy or manipulative. When a speaker lays out a conventional explanation first, the audience sees that the presenter understands the mainstream thinking, the literature, and the accepted view. That matters in high-trust environments such as academic lectures, leadership briefings, investor presentations, and corporate strategy sessions. Once the speaker then overturns that view with a superior explanation, they position themselves above the noise. This is what separates an expert from a commentator. In Japan especially, where preparation, context, and intellectual seriousness matter, this technique can be powerful if executed respectfully. In the US, it can feel bold; in Japan, it feels earned when backed by substance. Do now: Show first that you understand the accepted view. Then outperform it with a better argument, not just a louder one. When does this technique fail with executives, clients, or teams? This technique fails when the surprise is stronger than the substance. If you create drama but cannot back it up with evidence, examples, or practical value, the audience will feel tricked rather than enlightened. That is especially dangerous in executive communication, sales, and leadership. Senior leaders in banks, manufacturers, SaaS firms, and professional services companies do not reward theatre without insight. A startup founder may get away with more provocation than a multinational division head, but both still need proof. In Japan, where trust is built carefully, using a rhetorical twist without enough depth can damage your authority. In the US or Australia, it may simply look like overconfident performance. The pattern interrupt only works when the speaker has done the research, knows the field better than the audience, and genuinely delivers unexpected value. Without that, you are just performing a stunt. Do now: Stress-test every provocative point. Ask yourself, "Can I prove this clearly and fast once I've surprised them?" How can presenters use surprise without looking manipulative? Surprise works best when the audience feels the speaker is serving them, not showing off. The intention behind the technique matters as much as the structure itself. A presenter who uses a twist to elevate the audience's understanding creates trust. A presenter who uses a twist to elevate their ego creates resistance. That difference is immediately felt in the room. Great communicators use surprise with purpose: to clarify, simplify, or reveal something important. They do not use it as a magician's flourish detached from outcomes. This matters across leadership communication, client meetings, conference keynotes, and internal town halls. Whether you are speaking to a Japanese sales team, a European board, or an Asia-Pacific regional leadership group, the question is always the same: did the surprise produce insight the audience can use? If yes, it lands. If not, it becomes self-indulgence. Do now: Pair every unexpected turn in your talk with a concrete takeaway your audience can apply immediately. What should leaders, salespeople, and professionals do now to hold attention? Leaders and presenters need to redesign their talks for tension, contrast, and relevance, not just information delivery. Information alone is now too cheap and too abundant to win attention. Start by identifying the "safe" story your audience already expects. Then identify the deeper truth, lesson, or insight they actually need. Structure your talk so the audience first recognises the familiar pattern, then experiences a clear interruption, and finally receives a more valuable interpretation. Add examples, data, comparisons, and commercial relevance. For salespeople, this may mean reframing a client's assumptions. For executives, it may mean challenging accepted internal thinking. For professionals, it may mean presenting an old topic in a sharper way. The real objective is not to be clever. It is to be unforgettable for the right reason. Do now: Redesign one presentation this week around a tension point: expectation, interruption, insight, action. Conclusion The best presenters understand that attention is not given; it is earned and then re-earned throughout the talk. In a world of endless distraction, leading your audience up the garden path can be a powerful way to break complacency, deepen credibility, and make your message stick. But the technique only works when it is backed by genuine expertise, careful structure, and an honest desire to help the audience see something they had missed. Surprise is the hook. Value is the proof. When those two work together, your presentation becomes memorable, persuasive, and far more effective. Next steps for leaders and executives Review your current presentation opening and remove anything generic. Add one credible "expected view" before revealing the deeper insight. Prepare proof points, examples, and comparisons for every major twist. Rehearse the pivot so it feels natural, not theatrical. End with a practical action the audience can take immediately.

Jen Wilkin, JT English, and Kyle Worley are joined by Elizabeth Woodson to have a conversation about her new book “Habits of Resistance” and how we can resist false gospels. Questions Covered in This Episode: Why did you write this book? How did you decide what you were going to focus on as you wrote this book? What is a false gospel? Can you give some examples? Is this for individuals or for groups? Where are false stories frequently told to people? How do I resist false gospels? What part of what you wrote felt the most personal? Is there a habit people are resistant to? Why are we talking about habits so much? What is the key habit of Christian resistance to false stories? Helpful Definitions: “Narrative is our culture's currency; he who tells the best story wins.” Bobette Buster  False Gospel: An experience of a problem with a solution that does not contain Christ. Guest Bio: Elizabeth Woodson is a bible teacher, speaker, the founder of the Woodson Institute and the host of the podcasts: Starting Place with Elizabeth Woodson and Shalomies. Elizabeth is a graduate of Dallas Theological Seminary with a Masters in Christian Education and the author of several books including: Embrace Your Life,  From Beginning To Forever, Live Free, and the recently released Habits of Resistance: 7 Ways You're Being Formed by Culture and Gospel Practices to Help You Push Back.  Resources Mentioned in this Episode: Genesis 3 “Habits of Resistance” by Elizabeth Woodson “Remember and Rehearse” by JT English “Atomic Habits” by James Clear “You Are What You Love” by James K.A. Smith Amazon affiliate links are used where appropriate. As an Amazon Associate we earn from qualifying purchases, thank you for supporting Knowing Faith. Follow Us:Twitter | Instagram | Facebook | WebsiteSupport Training the Church and Become a Patron:patreon.com/trainingthechurchYou can now receive your first seminary class for FREE from Midwestern Seminary after completing Lifeway's Deep Discipleship curriculum, featuring JT, Jen and Kyle. Learn more at mbts.edu/deepdiscipleship.To learn more about our sponsors please visit our sponsor page.Editing and support by The Good Podcast Co. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Good presentations are not built on politeness first. They are built on attention first. Whether it is a university graduation speech, a chamber of commerce address, a sales presentation in Tokyo, or a boardroom briefing in Otemachi, the opening has to grab people before they drift to their phones, their inbox, or their own internal monologue. Too many speakers confuse formal with effective. They open with clichés, acknowledgements, and safe pleasantries that are completely predictable. That is exactly the problem. Audiences remember stories, vivid scenes, and human moments far more than ceremonial throat-clearing. If you want to be memorable in business, leadership, or public speaking, stop opening like everyone else and start presenting like a real person with something worth saying. Why do so many presentations start badly? Most presentations start badly because the speaker chooses politeness over impact. The audience gets a predictable formula instead of a compelling reason to listen. You see it everywhere: graduation speeches, conference talks, association events, internal company meetings, and even sales kick-offs. The speaker begins by thanking the university, the dean, the chamber of commerce, the organisers, or the worthy guests. It sounds proper, but it is also stale. In Australia, Japan, the US, and Europe, the pattern is the same: formal openings often kill energy before the message even begins. In a post-pandemic world, attention spans are shorter and distraction is constant. Executives at firms like Toyota, Rakuten, or PwC are not judging you only on content; they are judging whether you can command a room. Do now: Audit your first 30 seconds. If your opening sounds interchangeable with a hundred other speeches, replace it. What is a better way to open a speech or business presentation? A better opening is a short, relevant story that creates curiosity immediately. It gives the audience a reason to lean in before you move into thanks, data, or formalities. The best opening story is brief, relatable, and emotionally positive. For a graduation speech, that may be a defining moment from university life. For a business presentation, it may be a meeting, customer moment, leadership lesson, or turning point from your industry. The key is relevance. A room full of graduates, salespeople, or senior leaders does not want abstract theory; they want something real. This is where many speakers go wrong. They front-load acknowledgements and leave the human material until later, if they use it at all. A smart presenter flips that order. First, win attention. Then, handle appreciation and context. That approach works better in SMEs, multinationals, start-ups, and professional associations alike. Do now: Open with one brief story before the formal thank-yous. Make it topical, uplifting, and tied to the audience's shared experience. Why are stories more memorable than facts alone? Stories make information stick because they turn abstract ideas into human experience. People remember scenes, not just statements. Data matters, especially in B2B presentations, board reports, and strategy sessions. But raw information by itself is hard to retain. A story wraps facts inside context, tension, and emotion, which makes the message easier to remember. This is true whether you are presenting quarterly results, leadership lessons, or customer insights. Research in communication and learning has long shown that narrative improves recall because the brain processes connected events more easily than disconnected numbers. In practical terms, if you want people to remember a KPI, a market shift, or a lesson from failure, embed it in a story. In Japan, where relationship context and credibility carry enormous weight, that narrative framing can be particularly powerful in executive communication. Do now: For every important fact in your talk, ask: what story helps this point land and stay remembered? What makes a presentation story vivid and effective? A strong story becomes vivid when the audience can see it. Specific people, place, season, and timing help listeners step into the scene with you. Vagueness weakens impact. Precision builds mental pictures. Instead of saying, "I met a client once," say, "Two years before Covid, on a muggy Tokyo summer day, I walked into a wood-panelled boardroom in Otemachi to meet the new president." That one line carries atmosphere, geography, business context, and emotion. It gives the audience breadcrumbs they can follow. Recognisable people also help. If listeners know the person, company, district, or era, they visualise it faster. This technique works across cultures, but it is especially useful in high-context business environments such as Japan and much of Asia-Pacific, where setting and relationship clues matter. Great presenters do not dump details everywhere; they select details that create a picture. Do now: Add concrete story markers: who was there, where it happened, what season it was, and why that moment mattered. How many stories should you use in a presentation? Use enough stories to support the message, but not so many that they crowd out the point. The length of the presentation determines the number. A five-minute commencement speech may only need two stories: a strong opening anecdote and one more meaningful example. A 40-minute business presentation has room for more, especially if you are covering multiple themes such as leadership, sales, teamwork, or change. The mistake is not only using too few stories; it is using stories with no purpose. Every story should earn its place by illustrating a lesson, reinforcing a decision, or moving the audience emotionally toward your conclusion. In large corporations, consultants often overload decks with charts. In smaller firms, speakers sometimes rely too heavily on improvisation. The best balance sits in the middle: a clear structure with carefully chosen stories that illuminate the main argument. Do now: Match story count to speaking time. Keep short talks tight and longer talks disciplined. What should leaders, speakers, and salespeople do to avoid boring presentations? They should stop being predictable and start being intentional. A memorable presentation begins with audience psychology, not speaker habit. Before your next talk, identify what the audience is likely expecting and then avoid giving them the most boring version of it. That does not mean being theatrical for the sake of it. It means being thoughtful. Choose a relatable opening, shape the message around shared experiences, and make your key points easier to recall through stories. Whether you are a university speaker, a sales leader, an entrepreneur, or a corporate executive, your role is not just to deliver information. Your role is to make the message live in the minds of the listeners. In 2025 and beyond, with AI-generated content flooding every channel, the human advantage is not more words. It is more resonance, specificity, and presence. Do now: Rewrite your opening tonight. Replace generic gratitude with a short story your audience will actually remember. Conclusion Predictable presentations are easy to give and easy to forget. Strong presentations are different. They respect the audience's time, seize attention early, and use stories to make ideas memorable. The opening matters most because it sets the tone for everything that follows. If you begin with a cliché, you create distance. If you begin with a vivid, relevant human moment, you create connection. That is the real presentation edge. Not more polish. Not more jargon. Not more slides. Better choices about how to start, how to frame, and how to make the audience see what you see. Next steps for leaders and presenters Rewrite your first 30 seconds so they trigger curiosity. Turn your most important message into a story with place, time, and people. Cut any opening line that sounds ceremonial but adds no value. Match the number of stories to the time available. Rehearse for impact, not just accuracy. FAQs How do I start a presentation without sounding boring? Start with a short story, surprising observation, or shared moment instead of a formal thank-you list. The goal is to create attention first and then move into acknowledgements naturally. Are thank-yous always bad in a speech? No, but they are usually bad as an opening. Appreciation matters, yet it works better after you have already engaged the audience. Do stories work in technical or business presentations? Yes, stories are often the best vehicle for technical or commercial points. They help audiences remember data, decisions, and lessons by giving the information context. How detailed should a story be in a presentation? Detailed enough to create a vivid image, but not so detailed that it drags. A few precise markers such as time, place, and person are usually enough. Can this approach work in Japan as well as Western markets? Yes, and it can be especially effective in Japan when the story respects context, relationships, and audience expectations. The principle is universal, even if delivery style varies by market. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, alongside Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. I was recently asked to be interviewed by a University senior for a project he was doing on communication in business.  I don't know if I was a good choice.  After I left High School, I was working for an insurance company during the day and joined then dropped out of a night course on Communication at the Queensland University of Technology. The "communication" study idea sounded great, but what I found was the course was very theoretical and not what I was expecting.  Subsequently, I have become a disciple of content marketing, which basically means you see your company as a publishing firm, in addition to your main thrust of your business.  We push out copious quantities of information on speciality topics for free, to signal to potential buyers, that we are experts in these areas.  In that sense, I agreed to the interview, because I have released 4 books, 1480 podcasts and have written thousands of blogs, so I thought maybe I qualify.   In the course of our interview, he mentioned that he was going to give the commencement speech at the graduation ceremony later this year.  We have all seen these types of affairs.  The student selected to give the talk, begins by thanking the University, the Dean of the Faculty, the worthy Professors and teaching staff and congratulates all of the fellow graduates.  Boring and predictable.    As we know, the opening of our talk has to be a gripper.  It has to keep the audience away from their mobile phones and instead transfixed on us.  Anything which smacks of clique, predictability, platitudes or bromides will dissipate the attention on us.  "I would like to thank the university…" is a death knell of an opening, so let's avoid that one.  In business it is the same thing.  "I would like to thank the Chamber of Commerce…", is another dud opening.   This senior had been at that institution for four years, so he will be brimming with experiences, memories, events accumulated during that time.  We have been in our companies for many years, working away in our industries, so we have accumulated tons of stories.  Our stories are a good place to start.  We need to look at who is in our audience and divine an occurrence which will be relatable for the listeners, something topical, pertinent and uplifting.  It should be uplifting.  We don't want some downer memory being trotted out for such a festive occasion.   There should be a series of stories in this talk.  The first one has to be short though.  We are going to get to all the usual words of appreciation to everyone, but before that we can grab attention with a quick story.  If we had some defining moment at the university, something which was profound and which shows the institution, the professors or the students in a shining light, that would be a good choice.  If it is a business talk then we can look for something about this association or the hosts organisation we can say nice things about.   After we deliver this little episode, we get to the ordained appreciation piece and then we should look for other stories we can tell in the time remaining, to make a point about the experience we have collectively had. In a five minute commencement speech, there will be time for maybe one more story, but in a forty minute business talk, there is plenty of scope.  Anytime we have data we wish to impart, then carefully bundling that up inside a story is bound to get it remembered, rather than just trying to deliver the information by itself.   Stories work better when they have some key elements included in the retelling.  Placing people the audience knows in the story is very powerful.  It could be a contemporary figure or a historical figure, it doesn't matter, because we can easily see them in our mind's eye and that is what we want.  We need to include the season, the location and the timing.  Again, we are laying breadcrumbs for our audience, to get them to the same visual image and join us inside our story. For example, "Two years ago prior to Covid, on a muggy Tokyo summer day, I made my way to the gorgeous wood panelled Boardroom of our client in Otemachi, to meet Mr. Tanaka the new President".   We know how muggy Tokyo is in the summer, we remember life before Covid, we know there are a lot of expensive high rise office buildings in Otemachi, we can see the luxurious Boardroom scene and may we even know this President Tanaka through the media or through industry contacts.  We are in that room.    When we engage our audience to that extent then we are able to get our key messages across more easily.  Let's avoid being predictable and instead seek out openings and stories which will keep our audience rivetted to us and what we are saying.  

Join the email list to get a FREE private finger training clinic with Dr. Tyler Nelson (normally $10) www.thestruggleclimbingshow.com/strong   Support the Show on Patreon Get access to all Pro Clinics, bonus episodes, and more. https://www.patreon.com/thestruggleclimbingshow   Coach Nate Drolet joins me to break down the big send, including: Timeline of days on the proj Puppydog vs Bulldog Major difference makers Physical prep Mental prep Was this limit? What's next  - BIG THANKS TO THE AMAZING SPONSORS OF THE STRUGGLE WHO LOVE ROCK CLIMBING AS MUCH AS YOU DO: Kilter: Award winning, adjustable, light-up board. It's what I'm training on at home, and if you're psyched to join me then use code STRUGGLE at checkout when you build your board, and you'll score up to $1000 off plus a free gift pack let's goooo! Asana Pads: The best crash pads and indoor pad systems in the game! Incredible designs and best-in-class customer care. If you plan to fall, fall on these. Use code STRUGGLE to score 5% off your pad system or 15% off crash pads!   And check out ALL the show's awesome sponsors and exclusive deals at thestruggleclimbingshow.com/deals   Check out Max's photos: https://www.instagram.com/mjbarron/   - Here are some AI generated show notes (hopefully the robots got it right) 00:00 V8 Send Celebration   03:03 Meet Coach Nate   05:20 Why This Goal   07:41 Puppy Dog Sessions   12:14 Journaling and Tracking   15:51 Back Injury Pivot   18:54 Bouldering Witchcraft   22:16 Send Day Chaos   28:05 Ferris and Belief   32:46 Rehearse the Topout   37:08 Better Beta Breakthrough   40:55 Make Goals Public   45:37 Beginner Mindset Reframed   47:27 Project Close to Home   52:06 Boulderer Specific Training   59:02 Leaving the Rope Behind   01:01:56 Beta Sharing and Learning   01:07:55 Community Gratitude   01:19:31 What's Next After V8   - Shoutout to Aiden Schlatter and Michael Martin for supporting at the Hero level on Patreon. So mega!  - Follow along on Instagram and YouTube: @thestruggleclimbingshow  - This show is produced and hosted by Ryan Devlin, and edited by Glen Walker. The Struggle is carbon-neutral in partnership with The Honnold Foundation and is a proud member of the Plug Tone Audio Collective, a diverse group of the best, most impactful podcasts in the outdoor industry. And now here are some buzzwords to help the almighty algorithm get this show in front of people who love to climb: rock climbing, rock climber, climbing, climber, bouldering, sport climbing, gym climbing, how to rock climb, donuts are amazing. Okay, whew, that's done. But hey, if you're a human that's actually reading this, and if you love this show (and love to climb) would you think about sharing this episode with a climber friend of yours? And shout it out on your socials? I'll send you a sticker for doing it. Just shoot me a message on IG – thanks so much! 

In this special edition of Shift Happens: Talking Shift, Jeff Edwards sits down with Ari Butler, founder of AB3 Communications, to unpack a powerful tension in today's workplace: how you can be more productive than ever… and trusted less at the same time. From his roots in theater to advising leaders across companies like Cisco, Google Cloud, and Goldman Sachs, Ari brings a unique perspective: leadership isn't just strategy—it's a creative, performative act. And every interaction? It's either building trust… or quietly eroding it. We explore what most leaders get wrong—focusing on what they want to say instead of what others need to hear—and why the best communicators don't just inform… they move people to act.

Japan loves kata (the right way) and kanpekishugi (perfectionism). It's why trains run on time, factories hit tolerance, and meeting etiquette is orderly. It's also why many Japanese professionals feel shame if their English isn't perfect — especially on stage, in a boardroom, or on a Zoom call with global HQ. I used to argue with my wife: "Why does it have to be done this way?" Her answer was always the same: "Because that's how it's done." Fair enough… until perfectionism starts strangling your communication.  Do I need perfect English to give a good business presentation in Japan? No — you need understandable English and confident presence, not linguistic purity. Even native speakers in the US, UK, and Australia butcher grammar, tense, and pronunciation in daily life, and nobody calls the speech police. In Japan, the pressure feels heavier because mistakes trigger that hot flush of embarrassment, but global audiences in 2026 are used to "World English" from colleagues in Germany, India, Singapore, and Korea. Executives at multinationals like Toyota, Rakuten, Unilever, and Google don't expect perfection; they expect clarity, credibility, and a logical structure. Perfectionism often creates stiffness, not trust. Your goal is to be natural, imperfect, and effective—the kind of speaker people can follow and respect. Mini-summary / Do now: Stop aiming for perfect English. Aim for clear meaning + confident delivery. Why does reading a script word-for-word actually make you look less senior? Because scripted perfection often reads as fear, not leadership. I've seen very senior Japanese executives "over-engineer" English presentations: reading notes word-for-word to keep grammar flawless, and even planting "sakura" audience members to ask pre-arranged questions. The language may be perfect, but the leadership signal is terrible. Global bosses grooming someone for a bigger role want a leader who can handle uncertainty, not someone who must control every syllable. In Japan, formality is fine; robotic delivery is not. In the US and Europe, reading sounds unprepared. In Asia-Pacific, it sounds cautious. The irony is brutal: chasing perfect English can damage the very credibility you're trying to protect. Mini-summary / Do now: Use notes as a safety net, not a crutch. Speak to ideas, not to sentences. What if I freeze during Q&A because my English isn't fast enough? If you wait for a perfect sentence, you'll never speak—so answer simply, then rephrase until they get it. I learned this studying Japanese back in 1979: by the time you manufacture the "perfect" line, the conversation has moved on. Q&A rewards clarity, not elegance. Use survival tools: buy time ("Great question—let me check I understood"), chunk your answer into 2–3 points, and confirm meaning ("Did that address what you meant?"). In Japan, it's acceptable to be careful; in US-style Q&A, it's normal to be direct; in Europe, it's normal to clarify the question first. If people can't understand, they'll ask you to repeat—no scandal. Mini-summary / Do now: Prepare 10 likely questions and practise short answers + a rephrase. Should I rely on perfect text on slides if my spoken English is imperfect? Yes—clean slides can carry precision while your spoken English adds meaning, energy, and context. This is a smart division of labour: your screen can show accurate definitions, metrics, timelines, and KPIs (ROI, churn, NPS, cost per unit), while your voice explains the "so what." Post-pandemic, hybrid audiences on Microsoft Teams or Zoom skim faster, so visible structure helps everyone—native and non-native. The trap is reading the slide verbatim; that kills engagement and makes you sound like a translation app. Use slides for anchors: key terms, numbers, decision options. Use your voice for the human bits: implications, examples, and the recommendation. If your English is imperfect but you're energetic and clear, people forgive the mistakes. Mini-summary / Do now: Make slides precise and simple; make your speaking clear and alive, not scripted. Will my accent and pronunciation ruin my credibility with foreign audiences? No—unintelligibility is the risk, not an accent, and most global listeners are trained by years of non-native English."Perfect" pronunciation is a myth even among native speakers (think regional US accents, Scottish English, or Australian slang). What matters is: can the audience reliably catch your key nouns, numbers, and decisions? If you mumble, speak too fast, or swallow endings, you lose them. If you slow down slightly, separate your words, and emphasise the important terms, you win. In Japan, people fear being judged; in reality, foreigners usually judge confidence and clarity more than vowels. If a word is hard, swap it for a simpler synonym. If they look confused, repeat it differently. That's professionalism. Mini-summary / Do now: Prioritise clarity over accent: slower pace, crisp keywords, simple vocabulary. What should leaders do to reduce perfectionism and still sound professional in English? Treat English presenting like leadership training: rehearsal, coaching, and calibration—not willpower and shame.Most business speakers do the talk once, live, with their personal brand on the line. That's reckless, especially in English. Use video to reset your self-perception: you'll usually sound more competent than you feel. Get coaching (internal comms, Dale Carnegie-style training, a trusted bilingual manager) to fix the highest-impact issues: pace, pausing, emphasis, and Q&A handling. Build a repeatable structure: opening → problem → example → options → recommendation → close. Then practise the transitions until they're automatic. The goal is not perfect English; it's confident leadership in English. Mini-summary / Do now: Rehearse on video, get feedback, and lock in a simple structure + Q&A drills. Final conclusion You don't need perfect English to be a strong presenter. You need clarity, structure, and presence—and permission to be imperfect. Drop the perfectionism baggage, stop reading word-for-word, and don't "noble" the Q&A with planted questions. Use precise slides, speak with energy, and rephrase when needed. Audiences forget wording; they remember the speaker. Quick actions for executives Replace "perfect English" with "clear English" as your standard Rehearse once on video before any important briefing Prepare 10 Q&A responses in short, simple language Use slides for precision; use voice for meaning and conviction Get coaching to calibrate pace, pauses, and emphasis FAQs No, you don't need perfect English to present well. You need clarity, structure, and confident delivery. Reading a script usually lowers credibility. It signals fear and limits connection with the audience. Q&A isn't about perfect sentences. Answer simply, then rephrase until they understand. Accents aren't the problem—clarity is. Slow down, separate words, and emphasise key terms. We have a bonus for you packed with free resources—one that'll make you go, 'Yep, this is exactly what I wanted.' Head to the link now.  dale-carnegie.co.jp/en/about/freebundles Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Being persuasive is a commercial superpower. Whether you're pitching a proposal in a Toyota-style boardroom in Tokyo, selling a SaaS renewal in Silicon Valley, or leading a change programme in Sydney, you still need people to say "yes" to your idea. High-energy speakers often get impact "for free" because their natural pace and passion carries the room. Quiet, calm, low-energy presenters don't get that free lift — and being "authentic" isn't enough if the audience can't feel you. The goal isn't to become a different person. It's to build range: like classical music, you need crescendos and near-silence, intensity and restraint.  Is being authentic as a low-energy speaker enough to be persuasive? No — authenticity without impact can be "authentically boring," and boring never closed a deal, won a budget, or inspired a team. In business, your content and structure can be excellent (clear problem, strong solution, good logic), yet the delivery can still sink the outcome if the audience can't hear you, can't feel you, or mentally checks out. This is true across markets: Japan tends to reward calm professionalism, but "calm" is not the same as "flat." The US often rewards visible conviction, but conviction isn't the same as yelling. Australia likes directness, but directness still needs vocal colour. The professional standard is: keep your personality, upgrade your delivery. Think "credible and engaging," not "performer." Mini-summary / Do now: Keep your authenticity, but add range. Decide: where do you need more energy, and where do you need less? How do I fix low energy without feeling like I'm screaming at people? Low-energy speakers usually stop too early because the increase feels huge internally, even when it barely registers to the audience. This is a calibration problem. Your brain hears "double the energy" and thinks "I'm shouting like a football coach," but the room hears "finally, I can follow this." In practical terms, your voice has three dials: volume, pace, and emphasis. You don't need to crank all three at once. Start with emphasis (stress key words) and pace (slightly quicker on the easy bits, slower on the important bits). In Japan or Europe, you can still be restrained — just don't be invisible. In a US sales pitch, you can be warmer and more animated — without going full hype. Mini-summary / Do now: Increase by 10–15% more than feels comfortable. Adjust emphasis first, volume last. Why is it sometimes harder to slow down high-energy speakers than to energise quiet ones? Because fast, high-energy speakers often get "on a roll" and accidentally create an audience of one: themselves.They love their natural speed, and slowing down feels fake, uncomfortable, and restrictive — like putting a sports car into first gear. Quiet speakers have the opposite issue: they feel they're being ridiculous when they lift energy, so they quit at a tiny 5% improvement. Both extremes are fixable, but for different reasons. High-energy speakers need to reconnect to listeners (pause, breathe, check faces, ask rhetorical questions). Low-energy speakers need permission to occupy space(stronger openings, clearer key-point emphasis, more deliberate transitions). In a multinational (Rakuten, Siemens, Unilever), the best presenters can flex style by audience and setting. Mini-summary / Do now: High-energy: slow and connect. Low-energy: lift and project. Both: build range, not a new personality. What's the "classical music" approach to energy and voice in presentations? Great presentations aren't a constant crescendo or a constant lull — they're dynamic, like classical music with intensity and near-silence. If you shout the whole time, you exhaust people. If you whisper the whole time, you lose them. Variety creates attention. Use louder, faster, more animated delivery for urgency (risks, deadlines, customer pain). Use slower, softer, more deliberate delivery for gravity (ethics, safety, major decisions). This works across sectors: finance (Morgan Stanley-level formality), manufacturing (Toyota-style precision), tech (startup speed), and professional services (Big Four clarity). The trick is intentional contrast: your energy becomes a tool, not a mood. Even a quiet speaker can be powerful by controlling pauses, slowing down before a key message, and landing it with crisp emphasis. Mini-summary / Do now: Plan your "peaks and valleys." Mark 3 moments to lift energy and 3 moments to go calm and deliberate. Which words should I emphasise, and do I have to raise my volume to do it? Not every word is equal — emphasise the few that carry meaning, and you can do it with a whisper as powerfully as with volume. This is where low-energy speakers can win big: "conspiratorial" delivery can feel like you're sharing a crucial truth. Emphasis can be done through pace (slow the key phrase), pitch (slightly higher or lower), or pause (silence before the point). High-energy speakers often struggle here because they want to blast everything. Quiet speakers often under-emphasise and sound monotone. A practical method: highlight your script like a lawyer preparing closing arguments — the key nouns, numbers, deadlines, and decisions. In 2026 business environments, people remember what is clear and distinct: metrics, timelines, and a single recommended action. Mini-summary / Do now: Underline 10 "power words" in your talk. Rehearse delivering them three ways: normal, slower, then quiet-but-intense. Why do coaching and video rehearsal work when self-correction usually fails? Because your internal "volume meter" lies: what feels loud can still sound soft, and what feels soft can still sound like yelling. This is why coaching accelerates change. When you watch yourself on video, the story is almost always the same: quiet speakers realise they look positive and committed (not crazy), and loud speakers realise they look more professional and considered when they dial it down. In organisations with strong learning cultures (Dale Carnegie programmes, leadership academies, sales enablement teams), rehearsal is treated like risk management: you don't "wing it" with your brand on the line. Most business speakers give the talk once — live — with no coaching, which is wildly adventurous given the stakes. Feedback plus repetition builds range faster than willpower alone. Mini-summary / Do now: Record a 3-minute segment this week. Review it with a coach or trusted colleague and choose one dial to adjust next time. Final conclusion If you're a low-energy speaker, you don't need to become loud or flashy. You need range: deliberate variation in volume, pace, pauses, and emphasis. Build contrast like classical music, choose power words, and calibrate with video. The fastest path is coaching plus rehearsal — because your self-perception is unreliable. Quiet can be compelling. Calm can be commanding. But monotone and mumbled will never be persuasive. FAQs Low-energy speakers can be persuasive if they add range, not volume. Use emphasis, pauses, and pace changes to create impact without acting. Feeling like you're shouting is usually a false alarm. Most quiet speakers need a bigger lift than feels comfortable to sound "normal" to listeners. Video rehearsal fixes calibration faster than guesswork. What you feel and what the audience hears are often completely different. We have a bonus for you packed with free resources—one that'll make you go, 'Yep, this is exactly what I wanted.' Head to the link now.  dale-carnegie.co.jp/en/about/freebundles Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダā). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

You’ve heard people say, “Sales is a grind.” And they’re right. Sales requires relentless effort. You’ve got to make the calls, run the process, deal with internal roadblocks, handle piles of rejection, and show up every day with a smile on your face, ready to do it all over again. But the dirty little secret is that plenty of salespeople push through the grind day after day and still don’t seem to get ahead. They put in the effort and work hard, but get nowhere. All grind, but little progress. Here’s the truth they don’t always tell you: You can grind yourself into the ground and still fail if you don’t have the right mindset and belief system underpinning that effort. To keep it real, I’m the person who shouts from the rooftops that you’ve got to “grind to shine.” I say that in my book Fanatical Prospecting. It’s printed on coffee mugs. I love that mantra because it’s about doing the things other people are unwilling to do. But raw grind isn’t always enough. Sometimes, we need to pair grinding it out with tenacity. Tenacity is a Sustainable Sales Trait In sales, tenacity is a more sustainable trait than raw grind or pure persistence because tenacity combines persistent determination with process certainty and strategy. Grind is about doing the daily, repetitive, rejection-dense work required for success, but it can quickly lead to frustration and burnout when it isn't paired with enduring faith that the hard work is going to pay off.  Tenacity, on the other hand, is grinding combined with the absolute certainty that what you expect to happen is eventually going to happen. That’s the difference between the rep who grinds hard for a quarter, feels that they are getting nowhere, and burns out because they’re not seeing results, and the sales professional who consistently runs the sales playbook, without immediate evidence that it’s working, because they have faith that the process will eventually produce their desired outcomes. Uncertainty Causes You to Constantly Change Your Approach One big problem with grinding without certainty is that when results don’t show up on your impatient timeline, you start changing everything. You make 100 calls this week using one approach. Next week, you try a different script. The week after that, you switch your targeting. Then you read an article about social selling and abandon cold calling altogether. You’re working hard, but you’re also second-guessing every move. You change your messaging before you’ve run it long enough to know if it works. You abandon techniques after a handful of attempts. You skip or change steps in your company’s sales process after a couple of deals don't go your way.  When you put in massive effort, but spread that effort across ten different approaches instead of trusting the proven process and playbook long enough to let it produce results, you end up in an exhausting, demoralizing quagmire of chaos and eventually give up.  The True Meaning of Process Certainty When I say “certainty,” I’m not talking about positive thinking or affirmations or manifestation or any of that rah-rah motivational stuff. Certainty in sales means knowing—not hoping, but knowing—that if you do the right things the right way for long enough, the outcomes are inevitable. That you get the Sales Gravy.  That’s what allows tenacious salespeople to keep grinding when others quit. They’re not grinding on blind faith. They’re grinding on proven evidence that the process works.  For example, in Fanatical Prospecting, I explain the 30 Day Rule, which states that the prospecting you do in any given 30 days tends to pay off over the next 90 days.  The 30-day rule is always in play. It is proven. It is truth. But you'll never see it work if your prospecting is sporadic rather than consistently executed every single day.  The Three Types of Certainty that Power the Tenacity Engine If you want to develop real tenacity—the kind that sustains you through tough markets, rough quarters, and slumps—you need to build certainty in three core areas. 1. Certainty in Your Value You need conviction that what you’re selling genuinely improves your customers' businesses in a meaningful way. When you have that certainty, something shifts. You stop feeling like you’re bothering people or being pushy and start feeling like you are helping them. That you belong there.  And buyers can feel this difference. They sense and respond to your confidence, enthusiasm, and passion for helping them. Which gives you even more certainty. 2. Certainty in Your Process You need confidence that your sales process and playbook actually work.  Most sellers have been provided a proven, repeatable approach to building pipeline, qualifying opportunities, running discovery, handling objections, building consensus, negotiating, and closing business.  If you don't have a process, read or listen to my books Fanatical Prospecting, The LinkedIn Edge, Sales EQ, Objections, Virtual Selling, and Inked. Collectively, these books give you a powerful playbook for success.  But regardless of whether you get your playbook from your company or me, believing that it will work for you is a choice and mindset that only you can step into.  If you are constantly second-guessing the process every time things don't work out the way you want them to, you are doomed to frustration and failure. You'll be a slave to flavor-of-the-day thinking and winging it from call to call and situation to situation. But when you trust the process, you'll be steady, consistent, and confident. And you'll relax because you know that you won't win every time, no one does, but over time, because your process is proven, win probability is in your favor.  3. Certainty in Probability This is the big one. You need certainty that the math works in your favor over time. The simple truth is that sales is a numbers game played with human emotions. Not every call will book a meeting. Not every meeting will turn into an opportunity. Not every opportunity will close. But if you control the inputs—activity level, message quality, process execution—the outputs become predictable and win probability bends in your favor.  Ultra-high performers understand this at a bone-deep level. They know their numbers and conversion rates. This gives them certainty that the statistics are working in their favor.  On the other hand, the reps who are winging it are sky high when something goes well and in the dumps when things don't—without knowing what they did in either situation to affect the outcome. And it is on this emotional roller coaster where they eventually burn out and quit.  Top performers never board this emotional roller coaster because they’re anchored to math, not mood. How to Transform Sales Grind into Certainty-Fueled Tenacity Maybe you’re thinking, “Jeb, this all sounds great, but how do I build this certainty that you speak of?” Fair question. Here are four ways:  Track Process Metrics, Not Just Outcomes If you only measure outcomes—meetings set, deals closed, revenue generated—you’re going to struggle with certainty during the lag time between the grind and results. So instead, track the inputs like calls, conversation ratios, meetings, next step advances, or proposals delivered. When you measure the right activities, you can see progress and celebrate small wins even when results aren't there yet. This builds certainty that the process is working, which sustains your effort through the gap. Practice Until You Don’t Have to Think Competence begets certainty. Competence comes from practice and repetition. Role-play your cold calls. Rehearse your discovery questions. Murder-board your presentations. Practice, practice, practice your sales story, messaging, and handling objections. Record yourself doing it and watch it back. When you’ve practiced something until it is pure muscle memory, you don’t get nervous when it matters. You don’t freeze up or get embarrassed when you fumble. You execute with relaxed confidence. Emotionally Detach from Individual Deals The fastest way to lose certainty is to attach your identity to one opportunity. Tenacious sellers want to win every deal, but they don’t need to win every deal to feel okay about themselves. They treat each opportunity like one at-bat in a long season. Emotional detachment isn’t indifference. It’s a form of professionalism. It’s caring about the outcome without being controlled by it. Install a Mental Script for Rejection When you get rejected, it hurts, and your brain immediately tries to explain why. When you are in pain, it is super easy to default to stories that weaken your mindset and belief system. You say things to yourself like, “I’m not good at this or this isn't working.” Tenacious sellers consciously replace that story with self-talk that maintains certainty. “Not now isn’t never.” “This is part of the math.” My inputs are correct, I executed my process, but this just wasn't the right time for this buyer.” This is how top salespeople think because they know that the greatest threat to tenacity isn’t the rejection, it’s the meaning you assign to the rejection. Grinding Without Certainty is Just Another Form of Suffering Sales will always be a grind. The calls don’t make themselves. The pipeline doesn’t fill itself. The deals don’t close themselves. But grinding without certainty is just another form of suffering. It’s unsustainable. Eventually, you get frustrated, burn out, and give up. Certainty doesn’t eliminate the hard work, but it does make the hard work sustainable. So if you’re grinding right now and not seeing the results you want, don’t just grind harder. Build certainty. Get clear on the value you deliver. Trust your process. Know your numbers. Track the inputs. Practice your craft.  Because tenacity isn’t about being tougher than everyone else. It’s about being certain enough to keep going when everyone else quits. And remember, when you are tired, worn down, and feel like you can’t take another objection, when all you want to do is quit and go home, always stop and make one more call. Because that one more call is the ultimate demonstration of your trust in the process. Get your tickets today to OutBound – the world’s biggest, baddest sales and leadership training conference. Go to OutBoundConference.com

https://teachhoops.com/ March exposes habits. In this episode, you'll get a simple framework to tighten execution, handle pressure, win the first/last four minutes, dominate special situations, and rely on an identity that travels. Key Topics Why teams really lose in March (pressure + fatigue + details) Simplifying your playbook for playoff execution Building a real “pressure plan” vs press/traps/tempo First 4 / Last 4: scripting starts and rehearsing finishes Special situations that swing games (SLOB/BLOB, last shot, EoQ) Identity that travels: defense, rebounding, ball security “March Tune-Up” practice plan you can run this week Action Steps Cut to 2–3 core actions and drill them under pressure Install 2 press breaks + define your ball security group Rehearse end-game scenarios every practice this week Add one special situation segment daily (5 minutes) Finish practice with your identity anchor drill CTA: Resources, practice plans, and tools at TeachHoops.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

Having a curious approach to life can improve our mood, creativity and relationships. Scott Shigeoka leads a visualization exercise to help you approach someone you might disagree with with an open and curious mind.How To Do This Practice: Ground Yourself: Sit comfortably, close your eyes, and take three slow, deep breaths, noticing the sensation of each inhale and exhale. Let your body begin to settle. Picture the Conversation: Bring to mind an upcoming interaction that may feel challenging and visualize where it's happening and what the setting looks like. See yourself arriving there. Lead with Curiosity: Imagine yourself speaking with a calm, open tone and asking thoughtful, genuine questions. Picture your body language expressing interest and care. See It Going Well: Visualize the other person responding positively—softening, engaging, or opening up. Notice how connection feels in your body. Rehearse the Hard Moment: Imagine a tense moment arising and observe what happens inside you without reacting. See yourself choosing a curious question instead of a defensive response. Close with Intention: Picture the conversation ending with appreciation and mutual respect. Take three more slow breaths, then gently open your eyes. Scroll down for a transcription of this episode.Today's Happiness Break Guide:SCOTT SHIGEOKA is an author and storyteller who focuses on themes of curiosity and well-being.Learn More About Scott's work here: https://tinyurl.com/y5xyxky7Related Happiness Break episodes:Loving Kindness Meditation: https://tinyurl.com/2kr4fjz5Embodying Resilience: https://tinyurl.com/46383mhxA Meditation for When You Feel Uneasy: https://tinyurl.com/4utrkyh5Related Science of Happiness episodes:Make Uncertainty Part of the Process: https://tinyurl.com/234u5ds7How To Show Up For Yourself: https://tinyurl.com/56ktb9xcHow Holding Yourself Can Reduce Stress: https://tinyurl.com/2hvhkwe6Follow us on Instagram: @ScienceOfHappinessPodWe'd love to hear about your experience with this practice! Share your thoughts at happinesspod@berkeley.edu or use the hashtag #happinesspod.Find us on Apple Podcasts: https://tinyurl.com/2p9h5aapHelp us share Happiness Break! Leave a 5-star review and share this link: https://tinyurl.com/2p9h5aapTranscription: https://tinyurl.com/s5atfjm7

Pressure is an undeniable reality for anyone in sales. High-stakes meetings, critical pitches, and tough negotiations are daily occurrences. While some thrive, others falter.    This week, I'm joined by communication expert, keynote speaker, and bestselling author Dominic Colenso for a conversation on how to excel in high-pressure sales situations. Drawing from his experience as a professional actor and performance coach, Dominic shares why communication often breaks down under pressure, shares practical strategies for staying calm and present, and explains how salespeople can turn pressure into a tool for greater impact.   Outline of This Episode   [0:00] Presence enhances performance [04:11] Learning about being in the moment from Bill Nighy [06:49] Staying grounded using breath and posture [12:32] Engagement tips for virtual Meetings [15:36] Maintaining confidence in presentations [17:50] Authenticity in leadership communication Where Communication Breaks Down   According to Dominic Colenso, one of a salesperson's biggest barriers to great communication under pressure is the tendency to focus too much on themselves—overloading the conversation with product features and personal knowledge. Instead, successful communicators make it about the audience. Failing to address the listener's needs, challenges, and expectations leads to disengagement, especially when seconds count.   How Pressure Affects Performance   Pressure can enhance or distort our performance. The key is being in the moment. Drawing from his acting career, Dominic stresses the importance of grounding yourself and resisting distractions. Real presence enables adaptability and focus, even as adrenaline surges and the stakes rise.   He shares his experience of learning from actor Bill Nighy, who demonstrated how energy could be switched from relaxation to intense focus. It's not the showmanship that matters, but laser-sharp concentration—this is what makes a real difference in critical moments.   What Top Performers Do Differently   When under pressure, top salespeople slow down rather than speed up. The biological urge to accelerate, driven by adrenaline, can cause premature responses and missed cues. But elite performers take their time and resist the temptation to rush. Pausing and breathing provides time to think clearly and gives clients a sense of being truly heard. Control and composure transform stressful encounters into meaningful dialogue.   Creating Calm Without Overcontrol   Confidence is often mistaken for control. Dominic advises focusing not only on what you say but also on how your body feels and behaves under stress. Simple physical grounding—placing both feet evenly on the floor, steadying your breath, avoiding fidgeting—can decrease stress hormones and boost confidence. This physiological reset helps you think more clearly and remain authentically present, even in tough meetings.   Preparation is essential: pattern these habits before walking into high-stakes rooms by practicing in everyday scenarios. Muscle memory built in casual contexts will kick in when it matters most.   The Power of Simplicity   For sales professionals preparing for a big meeting, Dominic recommends one immediate tactic: simplify your message. Think about your audience and distill your communication into a headline. Support this headline with just three core ideas. When conversation feels streamlined and relevant, clients are more likely to lean in than tune out. Overwhelming clients with information risks confusion; clarity inspires engagement.   Virtual Selling Brings New Pressures   Virtual meetings bring different challenges, such as reduced engagement and fewer non-verbal cues. Dominic encourages adopting a "Netflix box set" approach by breaking lengthy pitches into shorter, interactive sessions. Every virtual meeting should have a clear beginning, middle, and end, with regular opportunities for dialogue. Ask questions frequently to keep clients involved and gauge comprehension.   Whether delivering a scripted pitch or responding on the fly, authenticity wins. Rehearse aloud, adapt the message to your style, and add personal touches. The more you show up as yourself, the more your audience connects and responds. Resources & People Mentioned       Connect with Dominic Colenso   Dominic Colenso on LinkedIn  Connect With Paul Watts    LinkedIn Twitter    Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

Change is easy to talk about and hard to embrace. Most people don't refuse change out of logic — they resist it out of instinct. Try the classic "fold your arms the other way" exercise: nothing meaningful is at stake, yet your body argues back. So if a tiny shift feels awkward, imagine what your team feels when you ask for a restructure, new CRM, new KPIs, or a new strategy. This transcript is a practical talk design that helps people move from grumbling compliance to genuine buy-in — especially when the change is big, public, or politically messy.  How do you define the change so people can actually embrace it? If the change isn't crystal clear, your audience will fill the gaps with fear, rumour, and resistance. Leaders often say "We're transforming" or "We're becoming more customer-centric," but that's fog, not a destination. Define the change like you're writing a survey question: precise, measurable, and impossible to misunderstand. In a Japanese context (where ambiguity can be read as risk), clarity matters even more; in a US or Australian context (where speed is prized), unclear messaging triggers frustration and scepticism. Spell out the outcome: what stops, what starts, what stays. Name the systems involved (Salesforce, Microsoft Teams, SAP, OKRs), the timeframe (this quarter, post-pandemic reality, as of 2026), and what "good" looks like. People embrace what they can picture. Do now: Write the change in one sentence + three bullets (Stop/Start/Continue). Read it aloud until it's clean. Why should you design the closing before the opening? Because your close is what people remember when they decide whether to support you — or quietly sabotage you.  Most presenters obsess over the opening and then improvise the ending, which is backwards. Start at the end for design clarity: you need two closes. Close #1 is what you say before Q&A. Close #2 is what you say after Q&A — and that second close is vital, because one random question can hijack attention. If a listener leaves thinking about an off-topic tangent, your recommendation dies in the carpark. Great executives at companies like Toyota, Rakuten, Amazon, and Atlassian know messaging discipline wins. Your final words should "ring in their ears" after the talk is over. Do now: Draft two 20–30 second closes: one to summarise, one to re-anchor after questions. What questions will kill your credibility — and how do you pre-empt them? Unprepared Q&A is where good change proposals go to die. You can have a brilliant idea, but if you stumble on obvious questions, people don't just doubt the detail — they doubt you. Anticipate likely objections: cost, workload, timing, fairness, risk, and "what's in it for my team?" Think in categories: frontline (time and tools), middle managers (authority and KPIs), executives (risk and ROI), and support functions (process and compliance). In multinationals, you'll also face "global vs local" questions; in SMEs, it's "we don't have resources." Pre-empt with short, confident answers and one supporting example each. You're not trying to win an argument; you're trying to protect trust. Do now: List the top 10 brutal questions. Write crisp answers. Rehearse them out loud with a colleague playing the sceptic.                                        How do you justify the need for change without sounding pushy? People accept change faster when you give a clear "why" and a compelling "proof," not a lecture. Your justification has two parts: (1) a direct statement of the need, and (2) an example that makes the need undeniable. The "why" should connect to real-world pressures: customer expectations, competitor moves, cost blowouts, quality issues, cyber risk, talent retention, or post-pandemic work patterns. The example should be specific: a client churn story, a missed deadline, a compliance near-miss, a sales cycle slowdown, or a service failure. In Japan, the example must be respectful and non-blaming; in the US, it can be more direct; in Australia, it should be straight but not self-righteous. Make it human, not abstract. Do now: Write your "why" in one sentence. Add one concrete example with numbers (even rough ones) and a short story. Why do you need three viable solutions, not one "obvious" answer? If you present one "perfect" option and two silly decoys, people feel manipulated — and they'll resist on principle. The goal is credibility. Offer three genuinely workable solutions, each realistic in cost, capability, and timeline. This signals balance and respect. Option sets also help different cultures and personalities: some audiences prefer incremental change (risk-managed), others want bold change (speed). Your job is to show you've done the thinking. Then — and this is the trick — you list pros and cons for each option in detail. Real options have real downsides; naming them makes you look objective and trustworthy. You're not hiding the pain; you're managing it. Do now: Build three options that could all work. For each, list 3 pros + 3 cons, including cost, time, and operational impact. How do you recommend "Option 3" without sounding like you've already decided? You earn the right to recommend Option 3 by making Options 1 and 2 feel genuinely credible first. Then you place your preferred choice last because recency bias is real: people remember what they heard most recently. But don't just declare it — prove it. State clearly: "We recommend Option 3." Then give evidence: impact on customers, speed to value, risk controls, resource fit, alignment to strategy, and what success looks like. If possible, anchor it in known frameworks (Kotter's change model, ADKAR, OKRs) or operational realities (training time, adoption curves, budget cycles). Finally, design an opening that punches through distraction — phones, notifications, social media — because the hardest part of public speaking in 2026 is winning attention in the first 30 seconds. Do now: Make Option 3 last, strongest, and evidence-backed. Write a punchy opening that earns attention fast. Conclusion If you follow this delivery structure — Opening → Need → Example → Option 1 (pros/cons) → Option 2 (pros/cons) → Option 3 (pros/cons) → Recommendation → Close #1 → Q&A → Final Close — you dramatically increase the odds of people adopting your change willingly. Getting people to change is hard. Getting them to embrace it takes design discipline. We have a bonus for you packed with free resources—one that'll make you go, 'Yep, this is exactly what I wanted.' Head to the link now.  dale-carnegie.co.jp/en/about/freebundles Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. Greg has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Speaker: Adam GodshallSeries: 2 PeterText: 2 Peter 1:3-4Theme: In Christ, We Have All We Need to Live the Christian Life One: God gives everything necessary for life and godliness... Salvation - repentance and faith for a rescue from sin and to _ Sanctification - God's continued work of transforming us to the character of Jesus Two: ...through the knowledge of Christ... Three: ...as known through the promises... Four: ...so that we can be holy in sinful world. Conclusion Believe that you lack nothing. Pursue knowing Christ. Rehearse the promises. Choose to do right. All things that pertain to life and godliness ~ 2 Peter 1:3

In this episode of The Choral Director's Toolbox, host Dr. William Baker advocated to "Rehearse with the End in Mind," adapting Stephen Covey's timeless principle to the art of rehearsal planning. With practical wisdom drawn from decades on the podium, Dr. Baker discusses time management, strategic pacing, and the discipline required to prepare an entire program within limited rehearsal hours without creating unnecessary stress for singers. This week's listener question comes from Dale in San Diego, who asks how to respond when a performance does not go well. Drawing inspiration from Olympic figure skating and the joyful artistry of gold medalist Alysa Liu, Dr. Baker reflects on humility, resilience, and the professional grace required in both triumph and disappointment. To submit your question to The Choral Director's Toolbox, write to us at Toolbox@FestivalSingers.org. Today's inspiration is Thomas Tallis' "O Lord, in Thee Is All My Trust," performed by The Tallis Scholars under the direction of Peter Phillips, a luminous and fitting selection for the Lenten season. Join us for an episode on preparation, perspective, and the enduring pursuit of excellence in choral art.

You kick off this week with Dan Ray by reframing failure as a tool, not a verdict. Instead of obsessing over the “vanity listen” after a gig or rehearsal, you do the check-in listen and extract the lesson. You learn to fail fast the right way by making small bets that generate real data quickly, including testing demand before you invest rehearsal time. That mindset carries into band direction changes and the leadership realities that come with them: different people want different levels of ownership, and the job is to be a benevolent dictator who listens widely but decides cleanly. You also get practical about managing public perception and egos, taking cues from bands that protected the brand by being intentional about roles and visibility. Then you dig into Dan's origin stories and the nuts-and-bolts that keep working musicians moving: starting a band young, landing monthly gigs, and learning obvious-in-hindsight lessons like not running a vocal mic through a guitar amp. You hear how scrappy tools like a Tascam 4-track can solve real problems, why running a PA from the stage demands discipline, and why the room you rehearse in changes what you think you're hearing. From there it gets wonderfully nerdy with quick hits that matter in real life, like using low-pass filters aggressively and remembering that time alignment starts with where sound sources physically live. You close in the feels with theater life and the emotional punch of closing night, a reminder that the tech and the business serve the same goal: show up ready, stay present, and Always Be Performing. 00:00:00 Gig Gab 521 – Monday, February 16th, 2026 February 16th: National Rationalization Day 00:02:08 Guest co-host: Dan Ray Last visit: July 19, 2020 for GG 265 and CBC 100 00:03:23 Having a productive relationship with failure Failure can a lesson you lean into After gigs or rehearsals: the check-in listen vs. the vanity listen Fail fast the right way: “make a bet” by setting up something that you can quickly get data from 00:08:47 Transitioning a band's direction Dan's Big in the 80s band 00:10:10 Test your market before committing too much Book the gig before you rehearse the songs. Make sure there's demand and interest. If not… move on! (You failed fast!) Cover Band Confidential 00:12:52 AI solves the blank page problem – use it often! 00:14:28 Leading bands (and people) Be ready for people who want to engage with different levels of ownership Learning how to be a benevolent dictator… but also learn to be the leader, and the decision-maker, the ultimate arbiter. Don't do it in a vacuum, but I'll be the last word. The Pork Tornadoes are a democracy-ish. But decision-makers are pre-decided by a healthy division of labor. Learning to manage the public perception of your band (and your egos) like R.E.M. and RUSH did. 00:22:37 Do you name your band after yourself? My Thanks to Our Sponsors 00:25:09 SPONSOR: Claude.ai – Ready to tackle bigger problems? Sign up for Claude today and get 50% off Claude Pro, which includes access to Claude Cowork, too, when you visit Claude.ai/giggab 00:26:50 SPONSOR: Factor, America's #1 Ready-To-Eat Meal Kit, can help you fuel up fast with flavorful and nutritious ready-to-eat meals delivered straight to your door. Visit FactorMeals.com/giggab50off and use code giggab50off for 50% off! 00:28:38 First kid in high school to start a band Grew out of the school-run rock band Decided to play some originals and covers at home, and got a gig! The school librarian booked them monthly! Lesson: don't put a vocal mic through the guitar amp Tascam 4-Track cassette recorder to use as a mixer 00:33:27 Dan Manages the PA from the stage We rehearse in a 15×20 indoor, climate-controlled storage unit 00:36:32 Quick Tip: Use Low Pass Filters on everything 00:37:35 Time Alignment: A reminder that sound source locations matter Check out the 16-minute mark of this episode with Robert Scovill for more 00:40:36 Having theater kids Stagelights in Greensboro, NC 00:43:05 The emotions during closing night in musical theater 00:50:12 Gig Gab 522 Outtro Follow Dan Ray @DanRayMusician @CoverBandConfidential Contact Gig Gab! @GigGabPodcast on Instagram feedback@giggabpodcast.com Sign Up for the Gig Gab Mailing List The post Cover Band Confidential's Dan Ray: Test the Market, Then Rehearse – Gig Gab 521 appeared first on Gig Gab.

God has not run out of mercy—not for you, not today.February 14 takes us to Psalm 103, and this is a worshipful gut-check. Titus 3 told us the truth: salvation doesn't flow from merit—it flows from mercy. Psalm 103 turns that doctrine into doxology.David starts by talking to his own soul: “Bless the Lord, O my soul… and forget not all his benefits.” Translation: worship isn't always spontaneous—sometimes it's intentional. And if we're honest, a lot of us don't have a worship problem… we have a forgetting problem.Here's today's challenge: stop casually remembering God. Because you will never consistently worship a God you casually remember.Psalm 103 forces you to remember what you keep overlooking: He forgives. He heals. He redeems. He crowns. He satisfies. He doesn't just pull you out of the pit—He puts a crown on your head. He doesn't just erase your sin—He restores your soul. And if you're waiting to “feel” worship, this psalm says: start remembering. Write it down. Rehearse it. Preach to your own heart.So today, don't scroll past grace. Don't yawn at mercy. Don't forget the benefits.Read all 22 verses. Slow down. Let each line hit you. And then live like someone who's been forgiven, healed, redeemed, crowned, and satisfied—because you have.Remember Him. And worship like you mean it.

For more, visit www.BishalSarkar.com or WhatsApp our team: https://wa.me/918880361526In this episode of the "I Love Public Speaking" podcast, Bishal Sarkar shares how to rehearse your speech effectively while still sounding natural and authentic.Join Bishal Sarkar as he discusses how to balance preparation with spontaneity, ensuring that your speech flows naturally even after practicing it.Learn how to use rehearsal techniques that allow you to memorize key points without sounding scripted, creating a more engaging and authentic delivery.Tune in to the "I Love Public Speaking" podcast with Bishal Sarkar to discover how to master your speech with preparation while maintaining a genuine and natural speaking style.

Q&A isn't the awkward add-on after your talk — it's where you cement your message, clarify what didn't land, and build trust through real interaction. Why is the Q&A the most important part of your presentation? Because Q&A is your second chance to make your best points land — and to fix any confusion in real time. It's also the moment the audience decides if you're credible, calm under pressure, and worth listening to beyond the slides. In a post-pandemic world of hybrid keynotes, Zoom webinars, and town-hall style sessions (especially since 2020), audiences often judge a speaker less by the polished talk and more by how they handle unscripted questions. This is true whether you're addressing a Toyota-style conservative leadership crowd in Japan, a fast-moving US startup all-hands, or a European industry conference panel. Q&A lets you reinforce your "headline ideas," add extra content you couldn't fit into the talk, and actually connect as a human. Do now: Treat Q&A as part of the performance, not the afterthought. Plan it like a second close. How do you set Q&A boundaries without sounding defensive? You set boundaries early — calmly and confidently — by stating the time limit before the first question. That single move protects your authority and prevents a messy exit if the room turns hostile. When you say, "We've got 10 minutes for questions," you're not being rigid — you're being professional. In leadership settings, especially in Japan where time structure signals respect, this reads as disciplined. In more combative environments (political forums, union meetings, angry shareholder sessions), it also gives you a clean way out: "We've now reached the end of question time," and you move into your second close without looking like you're running away. Do now: Announce the Q&A duration before inviting questions, then keep the clock visible and stick to it. What should you say to invite questions (and avoid dead silence)? Ask for the first question as if questions are guaranteed — and if none come, ask and answer one yourself. This breaks the ice and prevents that painful "crickets" moment. A subtle phrase like, "Who has the first question?" signals confidence and expectation. But if the audience freezes (common in Japan, and also common in senior executive rooms anywhere), you don't wait for permission. You jump-start it: "A question I'm often asked is…" and then you deliver a strong, useful answer. This technique works brilliantly in sales kickoffs, compliance briefings, and internal change-management presentations, because people often do have questions — they just don't want to be first. Do now: Prepare 2–3 "seed questions" you can ask yourself to get Q&A moving immediately. How do you handle hostile audience questions without losing control? Stay calm, stop "agreeing" body language, paraphrase the sting out of the question, then redirect your attention to the whole room. Hostile questioners feed on spotlight — your job is to cut off their oxygen. The instinct in polite society is to nod while listening, but with a hostile question that can look like agreement. So: look at them steadily, don't nod, hear them out. Then shift your gaze to the wider audience and paraphrase their point in a softened, neutral way (e.g., "The question is about staffing…"). That buys you thinking time and removes the emotional framing. Give the first few seconds of your answer with brief eye contact to the questioner, then stop feeding them attention and address everyone else. In 2025-era public speaking, this matters even more because a single heckler can hijack the room (or the clip). Do now: Practise "neutral paraphrase + audience redirect" until it's automatic under pressure. Should you repeat the question word-for-word, or paraphrase it? Repeat neutral questions so everyone hears them — but paraphrase hostile questions to remove the invective and control the framing. You're not censoring; you're translating chaos into clarity. If someone asks a fair question and parts of the room didn't hear it, repeating it word-for-word is helpful. But if someone asks an aggressive, loaded question ("Isn't it true you're sacking 10% of staff before Christmas?"), repeating that sentence becomes a public amplification of the attack. Instead, you paraphrase in a deliberately weakened way: "The question is about staffing and timing," or "The question is about workforce planning." This does two things: it gives you 5–10 seconds to think, and it reframes the issue on your terms — critical in high-stakes contexts like listed-company updates, restructures, or crisis comms. Do now: Build a "paraphrase toolbox" (staffing, strategy, timing, budget, risk) to neutralise loaded questions fast. How long should your answers be, and how do you finish the Q&A cleanly? Keep answers concise so more people can ask questions — and always engineer a strong ending with a "final question" and a second close. Long answers reduce interaction and increase the chance you say something you'll regret. In executive communication, brevity signals confidence. It also helps you manage the room, especially when time is tight or questions are wandering off-topic. If you need time to think, use a "cushion" phrase that's neutral: "Thank you — I'm glad you raised that point." Then answer clearly, without rambling. To finish with authority, announce it: "We have time for one final question. Who has the last question?" Answer it, then deliver your second close so the audience leaves with your message — not the last random question. Do now: Use "final question + second close" every time. It turns Q&A into a controlled finish, not a fade-out. Conclusion: the Q&A is where your credibility gets tested If the talk is your planned message, Q&A is your proof of competence. Set time boundaries early, seed questions if the room is quiet, paraphrase hostile framing, and redirect attention to the broader audience. Keep answers short, protect your authority, and end with a deliberate "final question" followed by a second close. Next steps for leaders, executives, and presenters Pre-write 10 likely questions before every talk (including 2 hostile ones). Rehearse neutral paraphrasing and "attention redirect" as a muscle memory skill. Script your Q&A opening line, cushion phrases, and final-question close. FAQs How do I stop one person from hijacking Q&A? Limit their attention, paraphrase neutrally, and address the room instead of debating them. You control the spotlight. What if I don't know the answer to a question? Acknowledge it and commit to a follow-up path, not a vague promise. "I don't have that figure here — my team will confirm it after the session." Should I allow off-topic questions? Briefly bridge off-topic questions back to the core theme whenever possible. It keeps momentum and protects relevance. Is it okay to answer my own question if the room is silent? Yes — it's a proven ice-breaker that gives others permission to speak. Prepare 2–3 seed questions in advance. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

To the Praise of his Glory Ephesians 1:3-14 by William Klock We'll be looking this morning at Ephesians 1:3-14.  It never ceases to amaze me the riches that come from simply slowing down as I read the Bible.  Over the last several months I've taken multiple occasions to just sit down with Ephesians, to read it slowly, to pay attention, and to be immersed in it.  To pay specific attention to Paul's choice of words and his grammar.  To notice how his choices of words and phrases bring echoes of the Old Testament into his letter and to meditate on how what Paul says here fits into the great biblical story of Israel's God and his people.  As I said last week, in Ephesians Paul gives us the view from the mountaintop.  He shows the whole panorama of the great story of redemption. Verses 3-14 are an invitation into that story.  I think a lot of us—especially if you're a theology nerd—a lot of us reading these verses easily lose the forest for the trees.  We see words like “election” and “predestined” and they stir up modern controversies over whether or not God chooses us or we choose him; over whether God elects specific people for eternal life or if he also positive elects others for damnation.  This is the fuel for heated arguments.  And, I suspect, were Paul to hear these arguments he'd ask something like, “Wait?  That's what you got from what I wrote?”  Because I think the thing that Paul wants us to notice here, what he wants to centre us on, is the praise of God in light of that great story.  In fact, I'd never noticed before, but in Paul's Greek, this whole section is one long sentence proclaiming the mighty and saving deeds of God.  It's like Paul wanted us to hear one, beautiful, heart-stirring musical chord, or get a single amazing impression from a beautifully painted image, but since words and language don't work like that, since you have to express them one at a time, Paul composed this as one, single rush of words meant to move us to praise.  Consider how be begins in verse 3, “Blessed be God, the Father of our Lord Jesus, the Messiah.”  Blessed be God.  It's not meant to just be a factual statement that God is blessed.  To really get the sense of it in English it might be better to say, “Let us bless God.”  Because, Brothers and Sisters, that's Paul's real point here. Pagans praised their gods.  But Jews did something more: they blessed the God of Israel.  In fact, the word that Paul uses is one that for the Greeks simply meant to speak good of someone, but the Jews gave it a much fuller and deeper meaning to translate their Hebrew words for bless and blessing.  To understand this takes us all the way back to the beginning of the story.  When God created the world and filled it with life, he blessed that life that it might be fruitful, that it might multiply, and that it might fill the earth.  The fish, the birds, and eventually the man and the woman.  God blessed them.  And in the Hebrew worldview, it was God's blessing that brought human flourishing and that provided all that is good in creation.  And so, in return, the Jews blessed God.  Obviously, human beings don't have the ability to grant the goodness and flourishing with our blessings that God can with his, and so to bless God took the form of praise and thanksgiving for his goodness, for his faithfulness, and most of all for his mighty and saving deeds in history.  And all that is summed up in those words, “blessed be God”.  To this day, Jewish prayer begins with the words Barukh Attah Adonai Eloheinu Melekh ha-Olam, Blessed art thou, O Lord our God, King of the universe.  But then when we unpack it, what we find is that at the heart of blessing God is telling his story, not just to rehearse for ourselves his greatness, but to proclaim it to everyone else.  Read through the Old Testament and you see God's people praising him first and foremost by telling the story of his mighty deeds: sometimes what he'd done for the person giving the praise, but more often for his creation and his providence, and most of all for his recuse of Israel from their Egyptian slavery.  The Exodus was the great act of God in history that showed his blessing and for which his people blessed him in return. When the people of Israel gathered together, they rehearsed what God had done, whether it was Israelites in the days of David, sitting around campfires and hearing those stories faithfully passed down from generation to generation, or the people of Paul's day reading the scriptures in the synagogue, they told the mighty deeds of God as an act of praise.  Brothers and Sisters, the same goes for us.  I suspect a lot of us hardly ever think of it this way.  We read the Bible for knowledge.  We read the Bible to win arguments.  We read the Bible because we know it's a good thing to do or because we hope God will speak to us.  But, first and foremost, we read the Bible—in public worship and in private worship—to rehearse the mighty and saving deeds of God as an act of praise and as a call to praise.  Just read the psalms and see how they proclaim the great story as an act of praise and a means of blessing God.  The modern trend in worship, I think, gets this precisely backward.  We begin our services with praise—I often hear people say it's to get us in the right frame of mind—and then we hear scripture, then we receive the Lord's Supper.  The biblical model is the other way round: To read and to hear scripture is the first act of praise, everything else follows in response.  Thomas Cranmer, the architect of our liturgy, understood this.  In Morning and Evening Prayer, we first hear the scriptures, and then we sing the canticles (which are themselves mostly scripture).  At the Communion, we hear the scriptures, we receive the Lord's Supper, and after all that, we sing the Gloria in praise and thanksgiving.  So this is what Paul's getting at in verse 3: “Blessed be God, the Father of our Lord Jesus the Messiah! He has blessed us in the Messiah with every spiritual blessing in the heavenly realms.” But why?  Because, in Jesus, God has already blessed us.  With what?  With every spiritual blessing in the heavenly realms.  That means, with the life of the Spirit, that foretaste of the age to come and the day when we, ourselves, will be resurrected to life with God just as Jesus has been.  Because, in Jesus and the Spirit, God has blessed us by making us heaven-on-earth people.  Through Jesus and the Spirit, God has begun the work of bringing heaven and earth, God and man, separated by sin, back together—in us. But Paul doesn't just leave it at that.  He tells the Jesus story, the church story, but he does it in a way that echoes the bigger story all the way back to creation.  He never mentions Adam or Abraham, the Exodus or the Exile.  Instead, he describes what God has done for us in the Messiah using the words and phrases that Israel typically used to tell those stories. Now, because this whole passage is one long sentence and because it's clear Paul wants us to hear it sort of like a music chord, let me read through the whole thing in one go starting with verse 4.  Here's what he writes: “He chose us in him before the world was made, so as to be holy and without blemish before him.  In love, he foreordained us for himself, to be adopted as sons [and daughters] through Jesus the Messiah, according to the purpose of his will.  So that the glory of his grace, the grace he poured out on us in his beloved one, might receive its due praise.  In [the Messiah], through his blood, we have deliverance—the forgiveness of sins, through the riches of his grace, which he has lavished on us.  With all wisdom and insight he has made known to us the mystery of his purpose, just he wanted it to be and set it forward in him as a blueprint for when the time was ripe.  His plan was to sum up the whole cosmos in the Messiah, everything in heaven and on earth in him.  In him we have received the inheritance.  We were foreordained to this, according to the intention of the one who does all things in accordance with the counsel of his purpose.  This was so that we, we who first hoped in the Messiah, might live for the praise of his glory.  In him you too, who heard the word of truth, the good news of your salvation, and believed it—in him you were marked out with the Spirit of promise, the Holy One.  The Spirit is the guarantee of our inheritance, until the time when the people who are God's special possession are finally reclaimed and freed.  This, too, is for the praise of his glory.” So Paul begins with the language of having been chosen.  It's almost like he's rehearsing the Passover story.  Being chosen resonated with the Jews.  Their father, Abraha, had been chosen and called from the paganism of Ur.  In the Exodus, the Lord had declared Israel to be his chosen.  Paul wants that mighty act of God's goodness and mercy to echo into our story—to hear the Lord declare to Pharaoh that Israel was his beloved, his firstborn son.  Paul writes in verse 5 that we've been marked out as sons and daughters of the Father because of his love for us—love poured out in Jesus, love poured out at the cross as he shed his blood—blood that has marked us out as holy and washed us clean of sin.  Blood that has united us with Jesus, his son, and made us his children by adoption. And the language of deliverance and redemption in verse 7.  This is what Paul's getting at.  Again, his choice of words is important.  The word he uses is the one used most often in the Greek translation of the Old Testament to refer to the deliverance, the redemption of his people from Egypt.  It's a word that often carries the idea of buying a slave so that he can be set free and in the Bible it very often and more specifically recalls the image of Israel being redeemed from Pharaoh's slave market and being set free by God—a freedom through which Israel was meant to proclaim and to live out God's amazing and redeeming grace.  But there's also an echo of Israel's long-hoped for deliverance from exile—an exile the people were still living out when Jesus was born.  And, unlike the Exodus, the exile was the result of Israel's sins.  And so the prophets, like Isaiah, had spoken of a new exodus, a deliverance from exile, but this time round it would be an exodus that had to address, that had to deal with Israel's sins. And that's why Paul writes of blood.  The blood of the Passover lamb was for the purification of the people.  Somehow blood would have to be shed to purify Israel and to and the long exile, so they could once again live in his holy presence and so that they could once again be fit to serve his purpose as priests and stewards of his temple.  This is why Jesus so often did things that echoed the Passover theme.  He was calling to mind this doubled tradition: The first exodus, deliverance from slavery, but also the promised and hoped-for second exodus in which God would somehow redeem his people from their sins and from the effects of that sin.  So when Paul, in verses 7 and 8, writes of the blood through which we have deliverance and the forgiveness of sins, when he writes of the riches of God's grace and how it's been lavished so richly on us, he wants us to see these layers of the great story: of creation, of exodus, of exile, of forgiveness, of redemption.  He wants us to see the glorious cross of Jesus, but he also wants us to see how the whole story has been one act after another, one great drama unfolding through history that shows us who God is, that reveals his grace and mercy, his goodness and faithfulness that then find their full fruit, that explode in one great act of glory in the events of the new exodus.  All these notes coming together a beautiful, harmonious chord. Why?  Because Paul knew that without this, we're prone to forgetting our vocation, just as Israel had.  That's why Paul goes on to talk about God making known the secret of his purpose—the great mystery—with all wisdom and insight.  In Paul's day the Jews—many of them at any rate—associated the idea of torah—of Gods' law—with the idea of God's divine wisdom.  This fusion of torah and wisdom was God's great design for life and for flourishing and not just that, but for life and flourishing that would cause his people to give him glory.  Brothers and Sisters, the gospel isn't just the good news that we've been forgiven and promised eternal life.  The gospel is also about vocation—a vocation that goes all the way back to Israel—even to Adam and Eve.  It's about being freed from our bondage to sin and death so that we might live to the glory of God as heaven-on-earth people, as the firstfruits of his new creation, as pockets of the age to come in the here and now. And Paul reminds us in verse 10 that this was God's plan, his blueprint all along, one that would be fulfilled in the “fullness of time”—when the time was right.  None of it was an accident.  What we so often take in as disconnected Bible stories, was all along one great drama, setting the scene, establishing the plot, so that at the cross and the empty tomb, God could reveal his glory by leading his people in a new exodus.  As Paul puts it here, the plan was to sum up the whole cosmos in the Messiah—everything in heaven and on earth in him.  Restoring the creation we see in Genesis, where heaven and earth and God and man were one.  Bringing to fruition the image evoked by the tabernacle at the end of Exodus: of God once gain dwelling in the midst of his redeemed people.  That image at the end of Exodus in which the people complete the construction of the tabernacle and the shekinah, the great cloud of God's glory, descends to fill it is one of the  most powerful images in all of scripture—looking back to how things are supposed to be and looking forward to a day when human beings really are fully restored to live in God's presence—no veil, no sacrifices, just life in his awesome presence.  This is what Paul describes as an act of praise, the climax of the great story, a new exodus, a Jesus-shaped Passover—all now to be at the heart of Christian praise. But God's presence entering the tabernacle wasn't the end of the story.  Remember, once God had set apart his people and made them holy and taken up his presence in their midst, they were ready for him to lead them into the promised land—to receive the inheritance that he had promised to Abraham.  And in verses 11-14 Paul shows us how life in Jesus and the Spirit is the realisation of what that was pointing to all along.  Psalm 2, for example, was pointing this way all along.  That's the psalm where God says, “You are my son and today I have begotten you.  Ask of me and I will make the nations your heritage and the ends of the earth your inheritance.”  The promise land and the promise of it was always pointing to something greater—to God's claim on all of creation, on all the nations, on all the peoples.  The story proclaims: someday the entire earth will be God's holy land. And here in Ephesians, Paul is saying that in Jesus and the Spirit, God has now given us—given those who are in the Messiah—this inheritance.  “Everything belongs to you,” he says in First Corinthians.  And here he says that the gift of the Holy Spirit, the indwelling, the tabernacling presence of God in us is the earnest, the down payment, the guarantee of the full promised inheritance.  Sometimes it seems like we think of the Holy Spirit in every way except for the very thing Paul tells us over and over that he represents.  Brothers and Sisters, the gift of the Spirit is the guarantee that what Jesus began when he rose from the grave, he will surely one day finish.  It's the guarantee that God's work of renewal and new creation in Jesus will, without a doubt, put a final end to sin, to sorrow, to corruption, to decay, and even to death itself.  It is the guarantee that the reunion of God and man that began when God took up his residence in the tabernacle, and that went a step further at Pentecost when he took up his residence in his people, will be fulfilled in the ultimate tabernacle of a new heaven and earth.  It's the guarantee that that the fellowship between God and human beings in the garden at the very beginning of the story will also be the end. It's easy to forget.  As Paul writes in Romans, the whole world is groaning under the weight of our mismanagement.  We still live with the effects of sin and corruption, of decay and death.  Like the Israelites when the spies returned from Canaan and warned that there were giants in the land and heavily fortified cities.  They gave up.  They became overwhelmed.  They forgot the promise.  They begged Moses to take them back to Egypt.  The things they feared were no joke.  But they forgot that the God who was with them is the God will one day dill the whole earth with his glory.  The tabernacle—God's presence with them—was meant to remind them of that truth and that inheritance.  And, Brothers and Sisters, the Spirit in us serves the same function.  In him we have the full title deed, even if we don't yet have the whole earth.  But that title deed, that earnest, that guarantee has been given to us by the Father to empower us to go out as his gospel people—to be heaven on earth, to bring his presence into the darkness, to challenge the corrupted principalities and powers of the old age, and to bring the light and life of new creation into the old.  And all, Paul finishes, the final notes in the chord, “is for the praise of his glory”. Brothers and Sisters, to live in assurance and hope of God's promise of life is to live a life of praise.  It's to live a life that blesses God and that makes his glory known in the earth.  That means that if we want to know what the life of the Christian and what he life of the church should look like, maybe we should work backward from that goal.  We should be asking ourselves what it is that we can do that makes God's glory known.  Asking ourselves what we can do that shows the world our sure and certain hope in the inheritance—the new creation—in which we live.  Not running back to Egypt in fear, but ready to march around Jericho and to blow our gospel trumpets and trust God to do what he's promised.  I think if we work backwards from the goal of filling the earth with the knowledge of the glory of God, it becomes a lot easier to ask whether what we do, what we value, what we invest in, how we treat others displays our hope in God's kingdom to the world around us.  So, Brothers and Sisters, let us bless God, the Father of our Lord Jesus, the Messiah.  Let our lives be one great shout of praise.  Rehearse and proclaim the great story of redemption that proclaims his glory.  And let this Passover-shaped, this cross-shaped, story of redemption and renewal transform you so that you—that we all—might live for the purpose of filling the earth with the knowledge of the glory of God—to the praise of his glory. Let's pray: Almighty God, Father of our Lord Jesus, the Messiah, through whose blood you have forgiven our sins, made us sons and daughters by adoption, and brought us into the great drama of your people, shape us, we pray, with your story.  Fill us with faith and assurance in the knowledge that, having plunged us into your Spirit, you have given us assurance of the promised inheritance that we might live faithfully in hope and to the praise of your glory.  Amen.

Talking Stones #RTTBROS #NightlightWhen Stones Tell StoriesI drove out past Hollister today and came across the crumbling remains of an old lava rock building standing alone in a winter field. The walls have mostly fallen, the roof is long gone, and frost clings to the dark stones. It's a ruin now, but somebody once built that structure with intention and effort. Somebody had a story there.It made me think of an old question from Scripture. In Joshua 4, after God miraculously stopped the Jordan River so Israel could cross on dry ground, He told them to take twelve stones from the riverbed and set them up as a memorial. Then He said this would happen:"When your children shall ask their fathers in time to come, saying, What mean these stones? Then ye shall let your children know, saying, Israel came over this Jordan on dry land. For the LORD your God dried up the waters of Jordan from before you, until ye were passed over... That all the people of the earth might know the hand of the LORD, that it is mighty: that ye might fear the LORD your God for ever." (Joshua 4:21-24)What mean these stones? It's a question meant to spark remembrance, to keep alive the testimony of God's faithfulness for the next generation.Those lava rock ruins out in that frozen field don't tell me about Israel crossing Jordan, but they do remind me that every believer has stones of remembrance in their own life. Moments when God showed up. Times when He made a way. Seasons when His faithfulness held you together when everything else was falling apart.Don't let those memories crumble into forgotten ruins. Rehearse them. Tell them to your children. Speak them to yourself when doubt creeps in. Let the stones testify: God was faithful then. He is faithful now. He will be faithful tomorrow."Hitherto hath the LORD helped us."(1 Samuel 7:12)Prayer: Lord, help me remember Your faithfulness. Let my life be a testimony to the next generation that You are mighty to save and faithful to keep. Amen.Be sure to Like, Share, Follow and subscribe it helps get the word out.https://linktr.ee/rttbros

Success isn't an accident, it's a rehearsal. Kris Krohn breaks down the exact 10-minute morning routine he uses to cultivate a powerhouse mindset, featuring deep grounding, "gratitude stacking," and the immersive "Mind Palace" technique. Learn how to trick your subconscious into believing your goals are already achieved so you can walk through your day with the confidence and clarity of a billionaire.

Most business careers don't stall because people lack IQ or work ethic — they stall because people can't move other humans. If you can command a room, energise a team, excite customers, and secure decisions, you compound your influence fast — especially in the post-pandemic world of hybrid meetings, Zoom pitches, and global audiences.  Does persuasion power matter more than technical skill for promotion? Yes — technical skill gets you into the conversation, but persuasion power wins you the job. In most organisations, the higher you climb, the more the work becomes "people deciding" rather than "people doing". This is why brilliant engineers, finance stars, and operational legends can still hit a ceiling. They're exceptional in the engine room, but when it's time to sell a strategy to a board, rally a division, or win internal funding, they can't land the message. In Japan's consensus-heavy corporate culture, you often need influence across multiple stakeholders; in the US, you may need crisp executive presence in faster decision cycles; in Europe, you might need stronger narrative and risk framing. Same game: decisions move when people feel clarity and confidence. Do now: Identify one upcoming meeting where you must persuade (not "update") — and design it like a pitch. Why are so many senior executives surprisingly bad at speaking? Because nobody trains them for "stage time" — they get responsibility, not rehearsal. Many leaders are promoted for performance, not persuasion. You see it everywhere: high-status, high-stakes people who can't string together a five-minute case for themselves or their ideas. They've been rewarded for competence, reliability, and execution — then suddenly they're expected to represent the brand, defend strategy, and inspire others. That's a different profession. Startups often over-index on charisma early; multinationals over-index on process and tenure — both can produce leaders who are undercooked when they're in front of customers, boards, or a chamber of commerce AGM audience. Do now: Treat speaking as a core leadership skill, not a "nice-to-have" — schedule training and practice like you schedule finance reviews. How do you self-promote without sounding cringe or arrogant? You self-promote best by making your value useful to others. The trick isn't "talk about me"; it's "here's what I learned, here's what it changed, here's how it helps". Personal brand isn't your logo — it's your reputation at decision time. The strongest self-promotion is evidence-based: outcomes, lessons, frameworks, and how you'd repeat the win. Use story, but anchor it in business reality: customers, revenue, safety, quality, speed, retention. In B2B, credibility often comes from clarity and risk management; in consumer, it's momentum and narrative. Either way, you're building trust. You can also borrow structure from Aristotle's ethos/pathos/logos: establish credibility, connect emotionally, then land logic. Do now: Create a 60-second "value story" with: problem → action → result → lesson → next step. What changes when you present to a global audience like TED or online? The upside is massive — but the downside lasts forever. A local talk fades; a recorded talk can follow you for years. Online audiences behave differently: they're less forgiving, more distracted, and they can replay your weak moments. But if you deliver professionally, your credibility scales globally — especially if you're known for communication, training, sales, or leadership. Post-2020, many leaders now "present" via webinars, town halls, podcasts, and investor updates more than they do in ballrooms. That means your persuasion power is constantly on display. TED's own guidance to speakers is blunt: rehearse repeatedly and treat preparation as part of performance. [1] TED ted.com Do now: Assume every important talk will be shared — build it to survive replay. What's the fastest escape hatch from speaking disasters? Rehearsal — not talent — is the catastrophe escape hatch. You don't get confidence by "hoping"; you get it by seeing yourself succeed in practice. Most business talks are delivered once: one-and-done. That's like launching a product without QA. Effective rehearsal isn't memorising every line; it's building a structure you can drive under pressure. Harvard Business Review makes the same point: rehearse a lot, but don't trap yourself in robotic scripting — aim for confident flow and strong openings/closings. [2] Harvard Business Review Harvard Business Review Do now: Rehearse the first 60 seconds and last 60 seconds until they're unshakeable — that's where trust is won or lost. How do you rehearse and get feedback without getting crushed? Ask for feedback that builds you up and sharpens you — never invite a vague judgement. "How was it?" is a confidence grenade. Use a two-part prompt: "What did I do well?" and "What's one thing I can improve?" This keeps feedback specific, actionable, and survivable. Then rehearse in layers: content, timing, and delivery (voice, gestures, eye line). Dale Carnegie advice on rehearsal commonly emphasises practising for timing and delivery — not just slide polishing. [3] Dale Carnegie dalecarnegie.com Here's a simple rehearsal loop: Rehearsal round Focus Output 1 Message + structure Clear beginning, middle, end 2 Timing + transitions Fits the slot, smooth flow 3 Delivery under pressure Voice, pauses, gestures, presence Do now: Book 3 rehearsals in your calendar before the event — and collect feedback using the two-part prompt above. Final wrap Persuasion power isn't decoration — it's leverage. The people who rise fastest aren't always the smartest or the busiest; they're the ones who can make others see it, feel it, and back it. If you want the bigger role, the bigger client, and the bigger stage, don't wait for promotion to "learn speaking". Build the skill first — then let it pull you upward. FAQs Yes — rehearsal beats talent for most business speaking. Talent helps, but rehearsal makes you reliable under pressure. Yes — technical experts can become persuasive speakers. With structure, practice, and feedback, "engine room" people can lead the room. Yes — you can self-promote without being arrogant. Make it outcome-based and useful: lessons, impact, and what you'd do next. Yes — online talks raise the stakes. Recordings scale credibility or embarrassment, so design and rehearse accordingly. Next steps for leaders and executives Audit your next 3 presentations: where do you need a decision, not applause? Build a "talk ladder": small internal talks → customer updates → industry events. Rehearse in three rounds (structure, timing, delivery) and capture feedback each time. Train the top team — your brand is on stage every time they open their mouths. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Main idea: God's people should remember and celebrate God's greatness. 1. Remember what the Lord has done 2. Rejoice in what the Lord has given 3. Rehearse the story of the Lord's Greatness Discussion Questions 1. When you look back on your own life, why do you think gratitude tends to fade even after clear answers to prayer or seasons of deliverance? 2. Where in your own life are you most tempted to interpret present circumstances without reference to God's past faithfulness? 3. What would it look like for your celebration of Christmas to be more intentionally God-centered? 4. What is one practical way you could “write it down” or mark God's faithfulness this year?

A spiritual battle rages all around us. Are you aware of it? Are you engaged? Most importantly, are you WINNING?You should be! We all should be. There's much we can learn from successful military campaigns. Join me for today's Daily World & Prayer to learn more.Scripture Used in Today's MessageEphesians 6:10-12Proverbs 21:22To find Tom on Instagram, Facebook, TiKTok, and elsewhere, go to linktr.ee/tomthepreacher

Season 14, Episode 382 reviews chapters 4–7 of Think and Grow Rich for Sales, showing how autosuggestion, specialized knowledge, imagination, and organized planning transform inner belief into consistent sales results. This episode explains practical steps to program confidence, build authority, paint future outcomes for buyers, and design repeatable sales systems that create certainty and close deals more naturally. Today EP 382 PART 2 of our Think and Grow Rich for Sales Series, we will cover: ✔ Chapter 4: Autosuggestion: How Your Inner Script Becomes Your Outer Results  Sales Application (Practical Use) Pre-call priming: Speak your outcome out loud before every call (“I bring clarity and certainty to this conversation.”) Language audit: Eliminate soft phrases (“I think,” “hopefully,” “maybe”) from your sales vocabulary. Repetition builds belief: Read your sales goals twice daily as if already achieved. Emotion matters: Read goals with feeling—belief is emotional, not intellectual. Interrupt negative mindsets: Replace “They won't buy” with “I help people make confident decisions.” Consistency over intensity: Daily repetition beats occasional motivation. Key Insight: Belief is built deliberately, not accidentally. ✔ Chapter 5: Specialized Knowledge: From Information to Authority  5 Sales Application Tips Organize your expertise into simple frameworks buyers can easily follow. Know their world better than they do—pain points, language, pressures, timing. Stop overloading: Say less, but say it with authority. Borrow brilliance: Use mentors, subject experts, and masterminds to extend your knowledge. Teach while you sell: Authority grows when you help buyers understand, not when you impress them. Key Insight: You are not selling information. You are selling guidance. ✔ Chapter 6: Imagination: Where Sales Innovation Is Born 7 Sales Application Tips Paint the “after” picture: Describe life, work, or outcomes post-solution. Use sensory language: Help them see, feel, and experience the result. Rehearse success aloud: Walk the buyer through implementation as if it's already happening. Normalize the decision: Familiarity reduces fear and resistance. Tell transformation stories: Stories activate imagination faster than facts. Slow the moment down: Imagination needs space—don't rush the close. Anchor certainty visually: “Imagine six months from now…” becomes a mental commitment. Key Insight: People don't buy solutions. They buy who they become after the solution. ✔ Chapter 7: Organized Planning: Putting Desire Into Action 6 Sales Application Tips Create a repeatable sales process you trust and follow consistently. Plan the work—then work the plan, even when results lag. Refine the plan, not the goal when setbacks occur. Prepare for objections before they arise—confidence comes from readiness. Track behaviors, not just outcomes (calls, follow-ups, conversations). Use structure to eliminate emotion-based decisions during the sales cycle. Key Insight: A plan creates certainty. Certainty creates momentum. Welcome back to our final series of SEASON 14 of The Neuroscience Meets Social and Emotional Learning Podcast, where we connect the science-based evidence behind social and emotional learning and emotional intelligence training for improved well-being, achievement, productivity and results—using what I saw as the missing link (since we weren't taught this when we were growing up in school), the application of practical neuroscience. I'm Andrea Samadi, and seven years ago, launched this podcast with a question I had never truly asked myself before: (and that is) If productivity and results matter to us—and they do now more than ever—how exactly are we using our brain to make them happen? Most of us were never taught how to apply neuroscience to improve productivity, results, or well-being. About a decade ago, I became fascinated by the mind-brain-results connection—and how science can be applied to our everyday lives. That's why I've made it my mission to bring you the world's top experts—so together, we can explore the intersection of science and social-emotional learning. We'll break down complex ideas and turn them into practical strategies we can use every day for predictable, science-backed results. Connecting Back to Our 6-Part Think and Grow Rich Series (2022) For today's EP 382, we continue with PART 2 of our Review of Think and Grow Rich for Sales, connecting back to our 6-PART Series from 2022[i]. Back in 2022, we didn't just read Think and Grow Rich—we lived inside it as we launched our year. Over a 6-part series that began the beginning of January 2022, we walked through this book chapter by chapter, not as theory, but as a personal operating system for growth, performance, and results. At the time, the focus of our 6 PART Series was broad. We covered: Personal development Mindset mastery Vision, purpose, and belief We covered the BASICS of this book that my mentor, Bob Proctor studied for his entire lifetime (over 50 years) that can be applied to whatever it is that you want to create with our life. Today, we are going to look at this timeless piece of knowledge, through a new lens. What we're covering today—PART 2 of our Study of Think and Grow Rich for Sales—is not new material. It's the application of this series, towards a specific discipline. You could apply this book to any discipline, but this one, I have wanted to cover for a very long time. How the 6-Part Series Maps DIRECTLY to Sales Mastery Here's the reframe that matters: Every principle we covered in 2022 becomes a sales advantage when applied correctly. Each of the 10 chapters explains how to further improve our inner state, and then we walk through how to make this change occur in our outer world, connecting each principal for the salesperson. And just a reminder that you don't need to be in sales for these principles to work for us. Think and Grow Rich for Sales How Inner Mastery Becomes Sales Results Inspired by Think and Grow Rich Through a modern neuroscience + sales lens   Chapter IV: Autosuggestion The Inner Script Behind Every Sales Call Core Idea: Your subconscious mind is always selling—either for you or against you. Sales Application: Language patterns that leak doubt Why we program confidence before the call Why tone matters more than technique Listener Takeaway: The buyer responds to your energy, not your words. Chapter IV — Autosuggestion How Your Inner Script Becomes Your Outer Results Autosuggestion is the bridge between what you think and what you experience. I first learned this concept while working with Bob Proctor in the seminar industry, and it fundamentally changed the way I understand my own personal results—both in life and in sales. At its core, autosuggestion is about creating order in the mind, (first) so your inner script consistently produces your outer results. The visual model that explains this in one simple view is the stickperson diagram, originally developed by Dr. Thurman Fleet in 1934. You'll see this image in the show notes, labeled A, B, and C. Here is what this diagram means. The Three Parts of the Mind IMAGE IDEA: From Dr. Thurman Fleet 1937 with his idea of Concept Therapy. A — Conscious Mind (Thinking Mind) This is the part of your mind you use when you are actively thinking: reading studying learning solving problems consciously making decisions This is where logic lives. B — Non-Conscious Mind (Emotional Mind) This is the most powerful part of the mind—and the most misunderstood. The non-conscious mind: accepts whatever enters it does not judge truth from falsehood operates primarily through repetition and emotion This is why: who you surround yourself with matters what you listen to matters what you repeatedly tell yourself matters Your non-conscious mind becomes the program that runs your behavior. C — Body The body is the instrument of the mind. Your body inherits what your mind expresses: thoughts affect emotions emotions affect physiology physiology affects behavior and results This is why mindset impacts: health energy confidence performance And why our thoughts, feelings and actions ultimately determine our results. They create our conditions, our circumstances and our environment. Why Autosuggestion Matters (Real Life Example) Because I learned this before I had children, I became extremely intentional about what was playing in the background of our home. News, negativity, and fear-based messaging go straight into the non-conscious mind—especially when the mind is in a submissive state, such as: early childhood (when your mind is wide open) right before sleep also while eating when relaxed or emotionally open This state of mind doesn't just affect children. It affects adults too. What we repeatedly hear becomes how we feel—and eventually how we act. This is why autosuggestion is not wishful thinking. It is mental conditioning. Autosuggestion and Alignment (Praxis) When your thoughts, feelings and emotions are aligned, you enter a state called praxis—the point where belief and behavior match. How do we enter this state? By: writing your goals reading them aloud repeating them twice daily you gradually impress belief onto the non-conscious mind. Over time: belief strengthens faith develops behavior shifts automatically Eventually, you don't have to force confidence. It becomes natural. Beyond the Five Senses: The Higher Faculties Before moving into Chapter V — Specialized Knowledge, it's important to introduce one of the most overlooked ideas Napoleon Hill emphasized: It's the 6 higher faculties of the mind. If you revisit Episode #67[ii], I explain how living only through our five senses can limit results. Our five senses are connected to the conscious mind. But beyond them lie six higher faculties, including: imagination intuition perception will reason memory Hill believed intuition and imagination were so powerful that he devoted entire chapters to them. These faculties allow us to: access deeper insight perceive what others miss gain a competitive advantage Intuition: A Sales Superpower If I had to choose three higher faculties most useful in sales for us to develop, they would be: intuition perception will Let's focus on intuition. Intuition is the mental tool that allows you to feel truth: a gut sense an inner knowing a subtle emotional signal It develops with practice—and trust. Putting Intuition Into Action (Sales) When you're presenting to someone, intuition answers questions like: Are they engaged, but holding a question? Do they need more information—or less? Is it time to continue… or time to ask for the decision? Highly intuitive sales professionals can sense: certainty hesitation trust resistance —even without being in the same room with this person. Sales at Its Highest Level This brings us back to Paul Martinelli's reminder: “Sales at its highest level is the transference of emotion. And the primary emotion is certainty.” When intuition is developed, you know: when certainty has been transferred when the buyer is ready when the close is natural Eventually, as your higher faculties become conditioned through autosuggestion, you access them automatically—without effort or overthinking. Closing Thought — Chapter IV: Autosuggestion Autosuggestion is not about forcing belief. It's about training alignment. When your thoughts, emotions, and actions match: confidence becomes automatic intuition sharpens results follow naturally Your inner script always becomes your outer results. And that's why autosuggestion is not optional. It's foundational. Chapter V: Specialized Knowledge Why Authority Always Outsells Enthusiasm Core Idea: Knowledge only becomes power when it's organized and applied. Sales Application: Moving from “presenter” to trusted expert Leading the conversation instead of reacting Why winging it destroys certainty Listener Takeaway: Mastery creates calm authority. Chapter V — Specialized Knowledge Why Expertise—Not Information—Creates Sales Success To further refine what we want to achieve, Chapter 5 of Think and Grow Rich introduces a critical distinction: not all knowledge is created equally. Napoleon Hill explains that it is specialized knowledge—not general knowledge—that separates you from everyone else and makes you valuable. Knowledge alone, Hill reminds us, is only potential power. “Knowledge (general or specialized) must be organized and intelligently directed, and is only potential power. It becomes power only when, and if, it is organized into definite plans of action and directed to a definite end.” (Chapter V, p. 79, TAGR) In other words: Information does nothing on its own. Application is everything. Why This Matters (Education vs. Application) This becomes clear when we think about formal education. Much of what we learn in school is general knowledge—useful only if we apply it in a specific way. Hill calls this the missing link in education: “The failure of educational institutions is that it fails to teach students HOW TO ORGANIZE AND USE KNOWLEDGE after they acquire it.” (Chapter V, p. 80, TAGR) This insight alone explains why so many intelligent people struggle to produce results—especially in sales. They know a lot, but they haven't organized that knowledge into a repeatable system of action. Henry Ford and the Myth of ‘Not Being Educated' Henry Ford is Hill's perfect example. Ford famously said he had a row of buttons on his desk—buttons he could press to access any knowledge he needed. He didn't need to personally possess all information. He needed to know: where to get it who to ask how to apply it Hill wrote: “Any person is educated who knows where to get knowledge when needed, and how to organize that knowledge into definite plans of action.” (Chapter V, p. 81, TAGR) Through his Master Mind, Ford had access to all the specialized knowledge required to become one of the wealthiest men in America. This is a critical lesson for sales professionals: You do not need to know everything. You need to know what matters most, and how to apply it. Why Some Ideas Succeed and Others Don't This principle explains why some books—and businesses—succeed at extraordinary levels while others, though insightful, fall short. Take Stephen Covey's The 7 Habits of Highly Effective People. Its impact wasn't just the ideas—it was the framework. Covey gave readers clear steps for how to apply each habit in real life. Contrast that with Eckhart Tolle's The Power of Now. An incredible book, (I love this book- I own it-and it's on my bookshelf). It's rich in insight—but for many readers, it's difficult to apply without additional guidance or structure. The difference is not wisdom. It's organized, specialized knowledge. “Knowledge is not power until it is organized into definite plans of action.” (Chapter V, p. 80, TAGR) What ‘Educated' Really Means Hill reminds us that education does not mean memorization or credentials. The word educate comes from the Latin educo, meaning: to draw out to develop from within An educated person is not someone with the most information—but someone who has developed the faculties of their mind to acquire, apply, and direct knowledge effectively. This is where Specialized Knowledge intersects with: imagination intuition perception will —faculties we explored earlier in the series. Chapter V Specialized Knowledge Applied to Sales In sales, Specialized Knowledge looks like this: Knowing your customer's world, not just your product Understanding patterns in their world that match with yours, not scripts that lack meaning Being able to simplify complexity for the buyer Organizing your knowledge into a repeatable sales process This is what creates authority. When something comes naturally to you—but amazes others—you are operating in specialized knowledge. That's where confidence comes from. That's where trust is built. That's where sales success compounds. How to Use Specialized Knowledge to Reach New Heights (Sales Tips) 1. Identify What You Do Naturally Well Ask yourself: What do people come to me for? What feels obvious to me but confusing to others? That's your starting point for specialization. 2. Organize Your Knowledge into a Framework Turn what you know into: a process a checklist a conversation flow Frameworks build confidence—for you and the buyer where you can point to them clearly where they are in the process, showing them how to move to where they want to go. 3. Learn Continuously—but Selectively Don't collect information. Acquire purposeful knowledge aligned to your goal. Ask: Does this help me serve better? Does this help my buyer decide? 4. Use a Master Mind No top performer succeeds alone. Surround yourself with: mentors peers coaches Borrow knowledge, insight, and certainty with every action that you take. 5. Apply, Review, Refine Specialized knowledge compounds only when used. Apply what you learn. Review results. Refine your approach. This is how expertise is built. Final Insight — Chapter V: Specialized Knowledge Sales success does not come from knowing more. It comes from knowing what matters, organizing it into action, and applying it consistently. When Specialized Knowledge is combined with Imagination, it creates something powerful: A unique and successful business. And this brings us naturally to the next chapters—where imagination, planning, and decision transform knowledge into results. Chapter VI: Imagination Selling the Future Before the Close                  Core Idea: People buy future identity, not features. Sales Application: Painting the “after” state Emotional buy-in before logical justification Don't quit when you are at “3 Feet from Gold” (Chapter 1, TAGR, Page 5). Listener Takeaway People don't buy solutions. They buy who they become after the solution. And it is the salesperson's role to activate the buyer's imagination—to help them see themselves on the other side of the decision. This brings us back to Paul Martinelli's reminder: “Sales at its highest level is the transference of emotion. And the primary emotion is certainty.” Imagination is what creates that certainty. Before a buyer can feel certain, they must first imagine the outcome: life after their problem is solved success after the decision is made themselves operating at a higher level When imagination is engaged, certainty follows. And when certainty is present, the decision becomes natural. Can you see how all of these success principles tie into each other? Like the colors of the rainbow. Chapter VI: Imagination Review of Chapter VI — Our Imagination “Imagination is everything,” according to American author and radio speaker Earl Nightingale, who devoted much of his work to human character development, motivation, and the pursuit of a meaningful life. Every great invention is created in two places: first in the mind of the inventor, and then in the physical world when the idea is brought into form. Our lives reflect how effectively we use our imagination. When we reach a plateau of success, it is not effort alone that takes us to the next level—it is imagination. Imagination allows us to see beyond our current circumstances and envision what is possible next. This is why creating a crystal-clear vision is so important. When we write and read our vision twice a day, we intentionally activate our imagination. Writing and reading that vision in detail stimulates recognition centers in the brain. What may initially feel unrealistic or even like a “pipe dream” begins to feel familiar. Over time, the brain accepts it as something possible—something achievable. Eventually, what once felt distant becomes something you can see yourself doing. And then, one day, what you imagined becomes your reality. When you look at the world through this lens, it's remarkable to consider how much has changed in just the last 50 years—and how quickly that pace is accelerating. These new innovations began in someone's mind first. The most recent leap forward is with artificial intelligence, but it follows the same pattern as every major breakthrough before it. Someone first imagined a world where: Amazon would dominate retail while owning almost no physical stores Uber would transform transportation while owning almost no cars Facebook would scale globally while creating no content Airbnb would become a hospitality giant while owning no real estate Netflix would redefine entertainment without being a TV channel Bitcoin would create value without physical coins Each of these began as an idea before evidence—a vision before execution. The same principle applies to our goals, our careers, and our success. Everything we create begins with imagination. When imagination is paired with belief, intention, and action, it becomes a powerful force that shapes not only individual outcomes, but the direction of the world itself.   Closing Thought — Chapter VI Imagination is not fantasy. It is the starting point of all progress. What you are able to imagine clearly today is what you are capable of creating tomorrow. How to Use Imagination for Sales Success Turning Possibility into Certainty 1. Understand the Role of Imagination in Sales Imagination is not fantasy. In sales, imagination is pre-decision certainty. Before a buyer can decide, they must first: see a different future feel themselves in it believe it is attainable Your job as the salesperson is to guide that mental rehearsal. People don't buy products. They buy the future version of themselves (with the certainty that you paint for them). 2. Imagine the Outcome Before the Buyer Does Top sales professionals do not start with features. They start with vision. Before the call, ask yourself: Who does my buyer become after the purchase? What changes in their day-to-day life? What problem is no longer taking up mental space? How you can support and guide them in this process. If you cannot imagine the outcome clearly, your buyer won't either.

Foot Drop Solutions After Stroke Without an AFO: Ken Kerns' “New Way to Walk” (Plus Aphasia Recovery After a 10-Day Coma) Ken Kerns didn't just wake up from a stroke. He woke up from a 10-day medically induced coma after an AVM brain hemorrhage, facing a reality that would shake anyone's identity: right-side paralysis, aphasia, and the exhausting work of rebuilding everyday life from scratch. And then, because stroke recovery loves a twist, one of the nurses kept calling him Frank. That moment might sound funny now, but in the early days of brain injury, it landed like a true identity crisis. Ken would later turn that experience into a book title: Anything But Frank—and into a bigger message that matters for every survivor and caregiver: recovery isn't one problem to solve. It's dozens. And you solve them one by one. This episode covers the full story (AVM, coma, aphasia, purpose). But it also includes something many survivors are actively searching for: foot drop solutions after stroke without an AFO—specifically, a practical tool Ken found that helped reduce falls and made walking feel more natural again. The day everything changed: an AVM hemorrhage at home Ken's stroke happened early in the COVID era, when work had shifted home and hospitals were under intense strain. He was preparing for a meeting when he went to the bathroom and collapsed. His wife, Carrie, couldn't open the door—he'd fallen behind it. She called emergency services. Ken has no memory of those moments. Like many survivors, he had to rebuild the story from what others told him. What followed was terrifying uncertainty. A neurosurgeon reviewed imaging and initially feared a tumor (Ken had a history of kidney cancer years earlier). Carrie was allowed into the emergency room to say goodbye because it wasn't clear Ken would survive surgery. But in surgery, the cause became clear: an arteriovenous malformation (AVM). The surgeon removed it, and Ken was placed into a medically induced coma for 10 days. Aphasia: when your brain is fast… and your mouth won't cooperate When Ken woke, his deficits were immediate and brutal: Paralyzed on the right side Unable to speak Had to relearn swallowing Severe aphasia that improved over time One of the most honest parts of Ken's story is how confusing aphasia can feel from the inside. Ken described it like this: his cognition is there, answers are forming—yet the “path” to speech is obstructed. “My brain works much faster than my mouth.” “There used to be a direct path… and now that path is worn… covered by weeds.” That metaphor matters because it reframes aphasia as a communication access issue—not a lack of intelligence. Ken found a major turning point through a Minnesota-based communication group: Minnesota Connect Aphasia Now (MNCAN). Practicing weekly conversations (with support from a speech-language pathologist) rebuilt something more than words. It rebuilt confidence. He went from relying on Carrie to order food or check in at airports… to speaking up again in real-world settings. And eventually, he didn't just participate—he stepped into leadership and became president of the board. If you're living with aphasia, this is one of the most powerful “hidden wins” in recovery: you don't have to wait until speech is perfect to start practicing in the world. “Anything But Frank”: identity, emotion, and meaning after stroke In the hospital, a nurse repeatedly called Ken “Frank.” It sounds like a paperwork mistake—but for someone fresh out of coma, it triggered fear and confusion: Did I die? Am I someone else? Who will I FaceTime? When the iPad finally turned around and he saw Carrie, he cried—not from sadness, but relief. Later, Ken's siblings did what siblings do: they turned the story into a running joke. They called him Frank. Ken's response became a line that carried him forward: Call me anything but Frank. That phrase became the title of his book and a symbol of what recovery often is: reclaiming identity while your body and brain renegotiate who you are. Ken also spoke candidly about emotional recovery. In rehab, he felt intense anger—then shifted into a daily question that gave him structure: “Guide my day. Show me the purpose.” Whether you share Ken's faith or not, the takeaway is universal: When recovery feels chaotic, survivors need a meaningful frame to keep going. Foot drop solutions after stroke without an AFO: the “new way to walk” Ken found Foot drop is one of those stroke problems that seems “small” until it isn't. It can quietly steal independence through trips, falls, and fear—especially on stairs, uneven ground, and (in Ken's case) Minnesota snow and ice. Ken described classic foot drop challenges: Difficulty lifting the foot Frequent falls Trouble on the stairs Reduced confidence walking He used an ankle-foot orthotic (AFO), which helped. But later, he discovered a product that—for him—became a workable AFO alternative: Cadence shoes. Ken's experience was specific and practical: The shoe design helped his foot glide during the swing phase Then grip when the weight shifted forward He reported no falls since wearing them He said he no longer needed his AFO He felt stair descent improved because the shoe gripped rather than sliding off the step This is crucial: this isn't “one weird trick.” It's a tool that matched Ken's exact pattern of movement, environment, and needs. If you're exploring foot drop solutions, here's the smart way to use Ken's story: Treat tools as experiments, not guarantees Trial safely (with your physio/OT if possible) Test on the surfaces that actually challenge you (stairs, carpet edges, outdoor paths) Measure results: falls, near-falls, fatigue, confidence, walking speed Ken also used another independence tool: a left-foot accelerator to return to driving while his right ankle remained immobile. That's a reminder that “walking recovery” isn't only rehab—it's also smart adaptation. What to take from Ken's story (even if your stroke was different) Ken's recovery wasn't a straight line. It was many small wins, stacked over time. If you're in the thick of it, consider this simple plan: Name the real problem (not “I'm broken,” but “I trip when my foot drags.”) Practice communication in community (groups like MNCAN show what's possible) Choose tools that reduce risk today (falls steal momentum) Rehearse what matters (Ken practiced speeches until they were automatic) Protect your inputs (Ken avoids depressing “poison” media that drains recovery energy) And if you're a caregiver: the biggest gift is often helping your person keep experimenting—without pressure, without shame, and without rushing the timeline. Keep going with the full episode Ken's “new way to walk” is a valuable segment—but the whole episode is the real promise: AVM stroke recovery, aphasia progress, identity rebuilding, and the meaning that can emerge after trauma. If you want more stories like this (and practical tools survivors are actually using), you can also check out Bill's book and support the podcast here: Book: The Unexpected Way That A Stroke Became The Best Thing That Happened Patreon This blog is for informational purposes only and does not constitute medical advice. Please consult your doctor before making any changes to your health or recovery plan. Ken Kerns: 10-Day Coma, AVM Stroke Recovery, Aphasia Progress & Walking Confidence Ken woke from a 10-day coma after an AVM stroke, unable to speak or move his right side, then rebuilt his voice and his walking confidence for life. Book – Anything but Frank: A Journey of Healing, Patience, and Rediscovery Archway Publishing Amazon (U.S.) Amazon (Australia Additional Resources: Minnesota Connect Aphasia Now (MnCAN) Cadense Adaptive Shoes The Transcript Will Be Available Soon… The post Ken Kerns: 10-Day Coma, AVM Stroke Recovery, Aphasia Progress & Walking Confidence appeared first on Recovery After Stroke.

Jen Wilkin, JT English, and Kyle Worley answer questions submitted by listeners!Questions Covered in This Episode:Can you talk to the value or lack thereof of being a credential holder in any particular fellowship or denomination? Are there any secondary beliefs your denomination holds that you don't agree with?Why is it good that denominations have core confessions?Do you think there will be salt in the new heavens and the new earth since there is no sea or no tears?Jen, what is your favorite classical music?Can you share thoughts on what your church requires of members? How does your church handle discipline?I have heard that Old Testament prophecies have an immediate fulfillment and another fulfillment in the future. Can you explain that?Is any of the content in the Deep Discipleship Program in conflict with Lutheran beliefs? (or other denominations)After the episode on therapeutic language, I wonder if you are going to talk about the fascination with “New Age” practices?What is going on with Women's Bible Study? How do you evaluate curriculum?Did Jesus ever make mistakes during his earthly life?Does Jesus display the imcommunicable attributes?Is the incarnation itself an accommodation?Did God the Father love the Son at the moment of the crucifixion?Do you have resources for the “false stories” you talk about on the podcast?What would you tell someone about tithing who is in deep debt?Should we as Christians celebrate the feasts given to Israel?How is orthodoxy determined? How do we explain differences among believers?Where would you start a scope & sequence for college students and young adults?Resources Mentioned in this Episode:Deep Discipleship ProgramBFM 2000Westminster ConfessionNicene CreedThe Creed of ChalcedonApostles CreedHandel's MessiahVivaldi The Four SeasonsKnowing Faith: Has Therapeutic Language Invaded the Church?Jen Wilkin's Instagram Highlight of bible StudyKnowing Faith: Does God have Emotions with Ronni Kurtz“Remember and Rehearse” by JT English“Formed for Fellowship” by Kyle Worley Follow Us:Twitter | Instagram | Facebook | WebsiteOur Sister Podcast:Tiny TheologiansSupport Training the Church and Become a Patron:patreon.com/trainingthechurchYou can now receive your first seminary class for FREE from Midwestern Seminary after completing Lifeway's Deep Discipleship curriculum, featuring JT, Jen and Kyle. Learn more at mbts.edu/deepdiscipleship.To learn more about our sponsors please visit our sponsor page.Editing and support by The Good Podcast Co. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The vexing difficulty of finding the perfect gift. Visit thisamericanlife.org/lifepartners to sign up for our premium subscription.Prologue: Host Ira Glass goes to a busy Target store one week before Christmas. Most shoppers he talks to don't think any of their gifts will be returned. (3 minutes)Act One: Ian Brown tries, after decades of failure, to give his mother the perfect Christmas gift. He and his brother attempt something they haven't done since they were kids: Rehearse and sing her a program of Christmas carols. (19 minutes)Act Two: We play a 1959 original recording of Truman Capote reading his holiday story A Christmas Memory. (18 minutes)Act Three: Caitlin Shetterly reports on a true-life holiday fable from rural Maine, complete with a misunderstood recluse with a heart of gold, a deserving family in need, and a very special Christmas tree farm with secrets of its own. (16 minutes)Transcripts are available at thisamericanlife.orgThis American Life privacy policy.Learn more about sponsor message choices.

Episode SummaryIn this Think Thursday episode, Molly explores why December feels so emotionally intense and why anticipation plays such a powerful role in our thoughts, feelings, and habits. Anticipation is not just psychological. It is driven by the brain's predictive systems that simulate the future long before it arrives.Using findings from neuroscience, including research highlighted in Neuron, University College London, Stanford University, and studies on dopamine and reward processing, Molly explains how imagining the future changes our emotional state in the present. She shows how anticipation can create craving, heighten anxiety, and influence behavior before anything even happens.Importantly, she connects this science to behavior change. When we understand anticipation, we gain the ability to shape our emotional experience, support our habit goals, and build a stronger relationship with our future selves.What You Will LearnWhy the brain is not reactive but predictiveHow the prospection network simulates possible futuresWhy anticipation activates the same regions involved in memory and emotionHow dopamine spikes during anticipation more than during rewardWhy the holidays intensify emotional forecastingHow the brain treats future you similarly to a strangerHow anticipation contributes to cravings, stress, and anxietyPractical strategies for using anticipation intentionally in behavior changeKey Insights from the EpisodeAnticipation is a physiological experience. Heart rate, dopamine, and emotional readiness all shift based on prediction.December amplifies anticipation because the brain is projecting ahead using vivid emotional memories from past holidays.Many habit patterns with alcohol, eating, and spending are anticipatory rather than reactive in the moment.The medial prefrontal cortex becomes less active when imagining the distant future, which explains why future you feels separate.Mental rehearsal activates the same neural pathways as actual behavior and can support intentional change.Anticipatory framing can influence how stressful events are interpreted afterward.Practical Tools from the Episode1. Anticipate the emotional landscape, not the event. Shift from worrying about what will happen to planning for how you want to feel.2. Rehearse your chosen identity. Imagine yourself acting in alignment with your values to strengthen the neural pathways that support follow-through.3. Shorten the distance to future you. Ask questions like:What will tonight's me thank me forWhat does tomorrow morning's me need4. Anticipate urges with curiosity. Recognize that urges are forecasts of relief, not emergencies.5. Create micro anticipations that ground you. Examples include expecting the first sip of warm tea, a quiet step outside, or the feeling of waking up proud the next morning.Studies and Sources Mentioned2023 review in Neuron on the prospection networkUniversity College London study on dopamine release during anticipatory uncertaintyStanford University research on future self representation in the brainStudies from the University of Michigan and Max Planck Institute on dopamine and anticipation2024 Psychological Science study on anticipatory framing and stress interpretation ★ Support this podcast ★

ABOUT THIS EPISODEIf you've ever felt guilty for wanting more — more peace, more softness, more support, more money, more joy — this episode is going to feel like someone finally turned the lights on inside your spirit. We're diving deep into the worthiness wound: the invisible identity ceiling that makes you crave abundance while bracing for disappointment. If receiving feels uncomfortable, if expansion feels scary, or if your dreams feel “too big” for the woman you were taught to be… whew, you're in the right place.In this conversation, we're unpacking the nervous system patterns, inherited beliefs, and emotional conditioning that convince you you're “not allowed” to want more — and how to dismantle those patterns so you can actually receive the blessings you keep praying for. This is where mindset meets healing, where identity meets expansion, and where self-worth becomes the foundation for abundance, confidence, and aligned manifestation.If you're ready to break cycles, rewrite your internal rules, and step into the version of yourself who knows she is worthy of more — more love, more opportunities, more money, more capacity, more alignment — this episode will feel like a homecoming. KEY TAKEAWAYSThe real reason you struggle to believe you're “allowed” to have more isn't mindset — it's nervous system conditioning that learned to associate expansion with danger.Your worthiness wound didn't come from brokenness; it came from environments that made “less” feel safer than “more.”Defensive worthiness — staying small to stay safe — is not who you are anymore; it's who you became to survive.You start expanding the moment you stop protecting the old rules and start practicing emotional safety around receiving.When you believe you're allowed to have more, confidence becomes effortless — it shows up as the identity of a woman who is rooted, deserving, and done shrinking.CHAPTERS00:00 Introduction: The Truth About Wanting More01:06 Understanding the Worthiness Wound02:04 The Journey to Transformation03:31 Identifying the Invisible Ceiling05:53 Breaking Free from Conditioning07:47 The Main Character Identity Shift09:26 Healing Through Journaling10:45 Rehearsing a New Reality13:53 The Self-Love Two Step15:16 Embracing Your Expansion19:53 Conclusion: Walking Boldly into Your Worthiness EraTHE SELF-LOVE 2-STEP — Repair the Worthiness Wound in Real TimeFriend, this 2-Step is your gentle-but-powerful daily practice to shift from survival mode into receiving mode. It's simple, soulful, and designed to help you embody the woman who believes she's worthy of more.✨ Step 1: Name the Ceiling You've Been Living UnderIdentify the belief whispering, “This is all you get.” Naming it pulls it out of the shadows and breaks the old safety rule that's been running your life.

ABOUT THIS EPISODEFriend… let's get real — people don't respond to your words — they respond to the energy beneath them. And when your energy is rooted in self-doubt, fear, or “please choose me” vibes, your relationships will reflect that. But when you upgrade your energetic self-respect? Everything — literally everything — shifts.In this episode, we're unpacking the unseen, soul-level frequency behind self-worth, boundaries, dating patterns, and relational alignment. We talk about the subtle ways we leak power, override intuition, and negotiate our standards without even realizing it. This is the episode you listen to when you're ready to stop talking about your worth… and start embodying it.If you've ever wondered why certain relationships drain you, repeat themselves, or fall out of alignment, this conversation is the clarity you've been craving. We're going deep on energetic boundaries, self-respect, identity shifts, and the emotional posture that changes how every person in your life experiences you.KEY TAKEAWAYSPeople don't respond to what you say — they respond to the self-respect (or lack of it) behind your energy.Desperate energy doesn't attract love; it attracts emotional debt and unbalanced dynamics.When you raise the internal standard you have for yourself, your relationships recalibrate instantly.Embodying your worth requires becoming the woman who matches the energy she's calling in — not performing it.The moment you stop negotiating with your value, you start attracting connections aligned with the woman you're becoming.CHAPTERS00:00 Introduction: The Power of Energy00:44 Understanding the Impact of Energy02:56 The Shift: Raising Your Frequency05:26 Defining Self-Respect07:34 Practical Steps to Self-Respect09:10 Main Character Energy10:00 Self-Respect in Relationships10:44 Self-Respect in Friendships and Family12:03 Self-Respect in Career and Personal Life15:05 The Self-Love Two Step17:38 Final Thoughts: Embodying Self-RespectTHE SELF-LOVE 2-STEPAlright Friend, you know the vibe — this is where the transformation gets practical. The Self-Love 2-Step is your mini reset, your quick realignment, your “wait… let me check my energy” moment.✨ Step 1: Where Did You Shrink?Identify the last moment you softened your truth or silenced your intuition to keep someone else comfortable. Name it honestly — awareness is empowerment.

Isaiah 43:14-44:8 | Ricky ShipeLearn more about Redeemer Kansas City by visiting redeemerkc.church Come visit us every Sunday morning at 10am

Rehearse Redemption's Song

Rehearse Redemption's Song

For more incredible rock 'n' roll interviews, hit the subscribe button! Also check out Lipps Service with Scott Lipps podcasts on Spotify, Apple, or your favorite podcast player. #train #producing #podcast #music #top5 #interview #rocknroll CREDITS (Instagram handles) Host @scottlipps Podcast Manager @picklesmother_ Edited by @toastycakes Music by @robbyhoff Intern @kaylah._b Recorded by Fringe Podcasts NYC at Silver Lining Lounge 00:00 - Start 01:30 - 25 years of drops of Jupiter 02:37 - Growing up 05:00 - Finding his voice 08:05 - Zeppelin 09:11 - The move to San Fran 10:25 - Forming train 15:03 - The first big break 17:25 - “Drops of Jupiter” 22:00 - On the lyrical shift 23:53 - Jonathan Daniel 0:25:00 - “Hey Soul Sister” 28:38 - Butch Walker 33:10 - The new record 36:00 - Billy Joel 37:00 - The new tour 38:00 - Comedy and golf 40:41 - Uniting fans with music 42:00 - The perfect album 43:00 - Supergroup 44:09 - Top 5 Train songs 45:11 - Top 5 Zeppelin songs ------------------------------------------------------------------------------- Remember painful online rehearsal? Lutefish fixed it. Backed by Wenger and built for serious musicians, the Lutefish Stream delivers real-time online collaboration with crystal-clear 48K audio and low latency. Just plug into your router and play like you're in the same room. The Lutefish Stream https://lutefish.com/products/lutefish cuts down audio delay for remote music sessions by directly connecting audio sources, networks, and outputs, making sound travel incredibly fast, up to 30ms or less—like you're just 30 feet apart on a big stage or rehearsing in your garage! No more sitting in traffic on your way to practice. Rehearse more, meet new musicians in our free online community and create music together... all remotely. Real feel. Real time. Real music.

On this episode of Lipps Service, Scott sits down with the one and only Orville Peck, the masked cowboy who's redefined modern country music. The two talk about Orville's incredible journey, from his early days and musical influences to how the mask came to be and carving out his own lane in country music. Orville opens up about the business side of music, the making of his debut album Pony, and navigating his career. They also get into sobriety, fame, and reading social media comments, plus his collaborations with legends like Willie Nelson, Elton John, Noah Cyrus, and Lady Gaga. They chat about his new EP, Appaloosa, his love for Broadway, his performance in Cabaret, his own festival, and even a little about his appearance in the upcoming live-action film Street Fighter. The episode closes with Orville listing his top 5 Broadway shows of all time. Tune into an amazing chat with the coolest cat in country – Orville Peck! For more incredible rock 'n' roll interviews, hit the subscribe button! Also check out Lipps Service with Scott Lipps podcasts on Spotify, Apple, or your favorite podcast player. #orvillepeck #producing #podcast #music #top5 #interview #rocknroll CREDITS (Instagram handles) Host @scottlipps Production Coordinator and Booking Manager @whitakermarisa Edited by @toastycakes Music by @robbyhoff Intern @kaylah._b Recorded at Fringe Podcasts NYC 00:00 - Start 00:30 - Catching up 02:03 - Upbringing and being friends with legendary artists 05:00 - Musical influences 06:00 - David Bowie 09:00 - Defying the boundaries of country 11:25 - How the mask came about 15:00 - The finances of music 18:00 - Pony 20:00 - Subpop 20:35 - Fake it to you make it 22:01 - “Dead of Night” 23:35 - Journals and manifesting 24:25 - Cabaret 26:25 - “Drive Me Crazy” 27:52 - Sobriety, fame, and reading the comments 29:50 - The country co-sign & Willie Nelson 33:00 - Elton John 35:20 - Noah Cyrus 36:15 - Lady Gaga 37:49 - Appaloosa new EP 40:22 - Street Fighter 41:12 - His festival, “Rodeo” 42:37 - Top 5 most iconic singers 44:30 - Top 5 Broadway shows --------------------------------------------------------------------------------------------------- Remember painful online rehearsal? Lutefish fixed it. Backed by Wenger and built for serious musicians, the Lutefish Stream delivers real-time online collaboration with crystal-clear 48K audio and low latency. Just plug into your router and play like you're in the same room. The Lutefish Stream https://lutefish.com/products/lutefish cuts down audio delay for remote music sessions by directly connecting audio sources, networks, and outputs, making sound travel incredibly fast, up to 30ms or less—like you're just 30 feet apart on a big stage or rehearsing in your garage! No more sitting in traffic on your way to practice. Rehearse more, meet new musicians in our free online community and create music together... all remotely. Real feel. Real time. Real music.

Get THE Leftover Pieces APP & don't miss anything! CLICK HERE TODAY -- When grief spikes—anniversaries, rooms that hold their echo—having a beginning and an ending lets your body know you're not trapped inside the moment.Journal prompt: “My threshold ritual will be…”Hard moments deserve structure. Begin with a flicker that signals you're entering on purpose—touch a photo or step outside and name the sky. Move into rebuild with a simple be-in-it container: time-box twenty minutes, breathe a long exhale on the minute, keep a touchstone in your hand. Then step out with a deliberate close: blow out the candle, wash hands or face, step outside and say, “I'm done for today.” Rehearse the three beats once on something smaller (scrolling photos, one phone call) so your body recognizes the exits when it counts.Choose-your-energy menu:Hollow (low): Do only the Close after a hard moment—wash hands, step outside, say “I'm done for today.”Healing (medium): Use Open + Close around one task (light candle → do the thing → blow it out).Becoming (higher): Run all three beats on a planned event; set a timer and jot one line afterward about what helped.To end today: Thresholds aren't superstition; they're trauma-aware choreography. When suicide loss surges, your body loses track of time—starts feel like ambushes and ends feel impossible. A simple open/close tells your nervous system, “There's a door here.” You get to enter remembering on purpose, be with it for a finite span, and then leave with your dignity intact. If someone doesn't understand why you wash your hands after scrolling or blow out a candle after a hard conversation, that's fine—the ritual isn't for them. It's a breadcrumb trail for you, a way to keep love close without letting pain run the whole house. Practice on small moments now so, on the big ones, your feet already know the way out. Exhale. Keep what serves you; leave the rest. I'll be here again tomorrow.

In this episode of the Millionaire Car Salesman Podcast, host LA Williams sits down with Brandon Anderson, Vice President at Dealer Synergy and Founder of Anderson Athletic Academy, to discuss the parallels between high-level sports and success in automotive sales!  “To me, the mindset has to be, how can I be better immediately, not six months from now.” – Brandon Anderson They delve into how principles such as discipline, consistency, and effective coaching transcend industries, offering insights into achieving greatness regardless of one's field. Brandon shares his experiences and the mindset required to excel, drawing comparisons between preparing athletes for the NFL and coaching salespeople to reach their full potential. “Preparation always meets opportunity, right? So when you're prepared, you're ready to cash in on the opportunity.” – Brandon Anderson The discussion emphasizes the importance of viewing sales as a professional sport, requiring the same dedication, preparation, and competitive spirit. Keywords like "high-level performance," "sales coaching," and "competitive mindset" underscore the techniques and strategies necessary to elevate sales effectiveness! Brandon illustrates how having discipline and an unwavering drive can turn ordinary efforts into extraordinary achievements, whether on the playing field or the sales floor. The episode concludes with advice for sales managers on transforming their teams through accountability and effective coaching, urging them to embrace a culture of continuous improvement.   Key Takeaways: ✅Discipline and Consistency: Brandon emphasizes the role of preparation and consistent effort in achieving success, whether in sports or sales. ✅Competitive Mindset: Embracing competition and striving for better results is crucial in any field. ✅Importance of Fundamentals: Mastering basics are essential before advancing to more sophisticated techniques in sales or sports. ✅Coaching and Accountability: The significance of having a strong coach to guide, motivate, and hold teams accountable is highlighted. ✅Continual Improvement: The episode promotes a culture of learning and adapting through regular review and analysis of performance.   About Brandon Anderson Brandon Anderson is an exceptional individual known for his multifaceted background in athletics and business coaching. As an All-American defensive back, Brandon has thrived in competitive sports, later transitioning into coaching, where he focused initially on training athletes for the NFL through his establishment, Anderson Athletic Academy. Today, he serves as a performance coach at Dealer Synergy, translating his deep insights from the athletic world into actionable coaching strategies for sales teams. Brandon is recognized for his unique ability to cultivate both individual and team potential, leveraging his expertise to spearhead transformation within the automotive sales industry!   Bridging the Gap Between Athletic Mindsets and Car Sales Success Key Takeaways Repetition and Consistency for Mastery: Just like athletes practice relentless repetition, sales professionals must adopt the same discipline for success. Mindset Overcomes Barriers: A competitive and resilient mindset can transcend different fields, motivating continuous improvement regardless of past performance. The Importance of the Hidden Grind: Private preparation—away from direct supervision—fuels public performance, driving success both in sports and sales.   Repetition: The Athlete's Secret to Sales Mastery Repetition and consistency underpin the journey to excellence in any field, be it athletics or car sales. Athletes dedicate countless hours to perfecting their craft through unwavering repetition, an approach directly applicable in other sectors. As Brandon Anderson emphasized, "Greatness is consistency… It's boring because you got to do the same thing over and over." The same principle applies to sales professionals, where mastery is achieved through consistent practice and process adherence. Understanding the necessity of repetition allows salespeople to bridge the gap between ordinary performance and extraordinary success. Anderson notes, "Practice doesn't make perfect because we always can be better, but it makes permanent." While this might seem mundane, enduring repetition integrates skills and processes into a salesperson's daily routine, driving efficiency and expertise. This disciplined approach fosters a deep understanding of sales tactics, ultimately leading to improved conversion rates and career advancement. Cultivating a Competitive Mindset Across Industries A central theme of the discussion was the transformative power of a competitive mindset in achieving success, regardless of the field. LA Williams highlighted, "If salespeople… looked at themselves as an athlete, what are some of the changes you think folks… would change for people?" The answer lies in adopting the athlete's tenacity and drive to excel beyond the status quo, as Anderson underscores with, "Do you want to be the best or you just want to be here?" This mindset shift involves a relentless pursuit of excellence and the willingness to push past current limits. Whether managing a challenging sales month or underperforming in a game, the key is bouncing back stronger and more determined. As Anderson states, "In winners, that doesn't exist because if you had a bad half, you're ready for the second half." A competitive outlook encourages continuous self-improvement and the resilience needed to tackle setbacks head-on, converting challenges into opportunities for growth. The Hidden Grind: Private Preparation Drives Public Performance Behind every public performance is a wealth of private dedication and unseen effort. Williams and Anderson highlight the importance of this "hidden grind"—the silent, tireless work away from the spotlight that truly fuels success. Anderson articulates, "The private grind is more important… that private grind, you're watching film, you're trying to see tendencies, you're trying to see what's going on." This preparation is essential for both athletes and salespeople, where those extra hours of work cultivate confidence and capability. Sales professionals who engage in this hidden grind—a combination of practice, strategy review, and personal growth—equip themselves to overcome challenges and excel under pressure. In the dealership context, this might involve reviewing sales calls to identify improvements, studying trends to refine pitches, or dedicating time to personal development. As Williams notes, "Rehearse in private so that you can perform in public," reinforcing how this critical preparation distinguishes high achievers from their peers. Viewing these insights together, it's evident that the synergy between an athlete's mindset and a sales professional's success creates a powerful blueprint for personal and professional growth. Emphasizing repetition, fostering a competitive mindset, and committing to private preparation offers sales professionals a holistic framework for achieving excellence. By harnessing these principles, individuals can transcend perceived limitations, achieving results that redefine their career trajectories and set new benchmarks for success. The journey to greatness—whether on the field or the sales floor—demands dedication, resilience, and a relentless pursuit of improvement.   Resources + Our Proud Sponsors: ➼ The Millionaire Car Salesman Facebook Group: Join the #1 Mastermind Group in the Automotive Industry with over 29,000 members worldwide. Collaborate with automotive professionals, learn the best industry practices, and connect with top mentors, managers, and sales leaders. Join The Millionaire Car Salesman Facebook Group today! ➼ Dealer Synergy: The automotive industry's #1 Sales Training, Consulting, and Accountability Firm. With over 20 years of proven success, Dealer Synergy has helped dealerships nationwide build high-performing Internet Departments and BDCs from the ground up. Our expertise includes phone scripts, rebuttals, CRM action plans, lead handling strategies, and management processes; all designed to maximize your people, processes, and technology! ➼ Bradley On Demand: The automotive industry's most powerful Interactive Training, Tracking, Testing, and Certification Platform. With LIVE virtual classes and access to a library of over 9,000 on-demand training modules, Bradley On Demand gives your dealership the tools to dominate every department—Sales, Internet, BDC, CRM, Phone, and Leadership. From sharpening individual skills to elevating entire teams, this platform ensures your people are trained, tested, and certified for maximum success. Equip your dealership to sell more cars, more often, and more profitably with Bradley On Demand!

Leaving the house, turning off the tablet, starting homework—why does something so small spark such big meltdowns? If you're exhausted from what feels like Groundhog's Day every morning, afternoon, and bedtime, you're not alone.Here's the truth: it's not bad parenting—it's a dysregulated brain. And once you understand the real reason transitions are so hard for your child, you can begin shifting from constant battles to calmer, smoother days.In this episode, I explain the brain science behind transition struggles, why many children fight tooth and nail against even non-preferred activities, and practical steps you can use to make transitions easier at home, school, or even heading to dance class.Why does my child melt down during transition time?Many parents are shocked by how strongly their kids react when asked to switch from one activity to another. But the root cause isn't stubbornness—it's biology.During transition time, the brain has to “shift gears.” For a dysregulated child, this is exhausting and overwhelming.The brain's CEO (prefrontal cortex) goes offline under stress, making switching tasks harder.Kids with ADHD, anxiety, or sensory sensitivities struggle more because flexibility takes extra energy.Triggers like hunger, fatigue, and sensory overload often go unnoticed but make transitions harder.Behavior is communication. When your child melts down at the moment of change, they're really saying, “This is too much for me right now.”What are the hidden triggers that make transitions harder?One mom reported that mornings before school felt like a war zone. Her son ended up in tears on the floor while the family scrambled to get him out the door. Sound familiar?Here are the triggers many parents miss:Unpredictable routines – Sudden schedule shifts cause anxiety.Demands that feel rushed or critical – Even a few minutes earlier than expected can trigger stress.Overstimulation from screens – Coming off the computer or tablet without a reset makes kids crash.Emotional load – Stress at home (like divorce or conflict) amplifies reactivity.Think of yourself as a dysregulation detective. Instead of asking, “Why won't they just listen?” ask, “What's the root cause of this reaction?”If you're tired of walking on eggshells or feeling like nothing works…Get the FREE Regulation Rescue Kit and finally learn what to say and do in the heat of the moment.Become an Dysregulation Insider VIP at www.drroseann.com/newsletter and take the first step to a calmer home.How can I make transitions easier for my child?Good news: with a few practical steps, you can shift from chaos to calm. These small adjustments work whether it's bedtime, leaving the house, or starting a non-preferred activity like homework.Preview and prepare – Give 5-minute warnings with visual timers. Kids need predictability.Co-regulate first – Let's calm the brain first. Sit together, breathe, squeeze a hand, or offer water. Your calmness teaches their nervous system safety.Build in micro resets – A stretch, a sip of water, or movement helps kids reset between activities.Offer limited choices – “Do you want to walk or skip to the car?” reduces resistance while giving healthy control.Practice when calm – Rehearse routines during low-stress moments. Like a learning curve in gymnastics class, repetition builds new brain...

What happens when you forget who you are in Christ? In Identity, Ruslan KD unpacks Ephesians 1 to reveal how our true identity isn't achieved by performance—it's received through Jesus. When we lose sight of that truth, it's like being locked out of the life God designed for us.Discover how to:

David Kibler's message on Sunday, October 12th, 2025 at Catalyst Christian Church.

Rebecca welcomes Jen Wilkin, JT English, and Kyle Worley (Knowing Faith) to explore why every believer is a theologian, how women and men learn together in the church, and how practices of grace form us for fellowship with God and one another. They discuss You Are a Theologian, Deep Discipleship, Formed for Fellowship, and Remember & Rehearse—along with church-as-family, Priscilla & Aquila (Acts 18), and helping new Christians live inside God's big story.Resources mentioned:You Are a TheologianDeep DiscipleshipFormed for FellowshipRemember & RehearseTraining The ChurchKnowing Faith PodcastSign up for weekly emails at RebeccaMcLaughlin.org/SubscribeFollow Us on Instagram and XProduced by ⁠⁠⁠⁠The Good Podcast Co.⁠⁠⁠⁠

JT English and Kyle Worley discuss their new books, “ Remember and Rehearse” and “Formed for Fellowship,” and how they are valuable tools for discipleship.Questions Covered in This Episode:What were you thinking when you were trying to build a theological education department in the church?What is “You are a Theologian”?What's different about Remember and Rehearse?What did you learn about the story of the Bible while you wrote this book?What's different about Formed for Fellowship?What did you learn while writing this book?What's the value of books for Christian discipleship?Resources Mentioned in this Episode:Deep Discipleship Program“Remember and Rehearse” by JT EnglishRememberandRehearse.com“Formed for Fellowship” by Kyle WorleyFormedforFellowship.com“You are a Theologian” by Jen Wilkin and JT English“Drama of Scripture” by Craig Bartholomew and Michael Goheen “Delighting in the Trinity” by Michael Reeves “Spiritual Disciplines for the Christian Life” by Donald S Whitney Follow Us:Twitter | Instagram | Facebook | WebsiteOur Sister Podcasts:The Family Discipleship Podcast | Tiny TheologiansSupport Training the Church and Become a Patron:patreon.com/trainingthechurchYou can now receive your first seminary class for FREE from Midwestern Seminary after completing Lifeway's Deep Discipleship curriculum, featuring JT, Jen and Kyle. Learn more at mbts.edu/deepdiscipleship.To learn more about our sponsors please visit our sponsor page.Editing and support by The Good Podcast Co.