Podcasts about results

Catch Ring Rust Radio's #Raw and #SmackDown Reviews, Dirtsheet Busters, This Week in All Elite, Ring Rust Retro, Fan Emails and so much more! Join the Patreon for bonus content and ad free episodes: https://www.patreon.com/ringrustradio  Check out our Youtube Channel: https://www.youtube.com/user/RingRustRadio Ring Rust Radio Merch: https://www.prowrestlingtees.com/related/ring-rust-radio.html Join the Official UNofficial Facebook page: https://www.facebook.com/groups/898001903694100/  If you want to ask us a question, email us at ringrustradio@yahoo.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/ring-rust-radio--3202039/support.

Private equity is buying up home service companies and quietly gutting the good ones, and most owners think their only options are to sell or get outspent. There is a third one.   In this episode of Service Business Mastery, Tersh Blissett and Josh Crouch sit down with Zach Cooper-Vastola, co-founder of Hickory, who has bought and built home service companies across the tri-state to roughly 350 people and 80 million dollars in revenue, without ever running them from an ivory tower.   Zach breaks down how he keeps technicians from walking out the door after an acquisition, why he refuses to put AI on the phones with customers, how his team builds their own tools instead of renting SaaS, and the data unlock that lets two CSRs run at the scale of a 30 person team.   If you run a home service business and you are tired of hearing that AI just means replacing your people, this one flips the script.   This episode is brought to you in partnership with Upfrog, one of our show partners. Upfrog turns paid ad spend into booked, sold system replacements instead of wasted leads. Learn more at upfrog.com.   WHAT YOU'LL LEARN   - How to keep your technicians from walking out the door after an acquisition - Why changing pay structures on day one is the fastest way to lose your team - How to read a company's real culture by walking the warehouse, before you ever see the financials - What buy and build owners look for that a private equity roll up ignores - How to underwrite an early stage AI vendor before you bet six figures on it - Why building your own tools can beat renting SaaS once you hit scale - How making the humans super with data beats putting AI on the phones - The data unlock that lets two CSRs run at the scale of a 30 person team   THIS EPISODE IS BROUGHT TO YOU BY   UPFROG System replacement leads from paid ads, nurtured and booked into sold jobs before your team arrives: upfrog.com   MARKETSTORM An AI-powered advertising platform. Results vary by market, budget, and campaign configuration: https://marketstorm.ai/    CALLRAIL CallRail assigns a unique tracking number to each marketing effort, so you know which channels bring your best leads. Try it free at https://callrail.com/sbmpod.   BREEZY Capture 25-30% more clients with Breezy AI Agents. Use code 'SBM' to book a demo and get $500 on us: https://getbreezyapp.com/schedule-demo    PHONETAP Your calls hold the key to growing your business. PhoneTAP gives you instant AI analysis, real customer lifetime value, and tools to coach your team. Learn more: phonetap.ai/demo   COMPANYCAM Capture work, track job progress, and stay connected from the field to the office with photo documentation and AI tools that keep work moving. Start a free trial at https://companycam.com/   CONNECT WITH OUR HOSTS AND GUEST   Tersh Blissett: https://www.linkedin.com/in/tershblissett/ Josh Crouch: https://www.linkedin.com/in/josh-crouch/ Zach Cooper-Vastola, Hickory: https://www.linkedin.com/in/zachary-c-8b881969/    ABOUT SERVICE BUSINESS MASTERY   Service Business Mastery helps home service owners run better, more profitable companies. Every week, Tersh Blissett and Josh Crouch break down the operations, technology, and leadership behind growing an HVAC, plumbing, or electrical business, with the operators actually doing the work. More at https://servicebusinessmastery.com/    Subscribe on YouTube and follow us on Spotify and Apple Podcasts so you never miss an episode. If this one helped, share it with an owner who needs it.   #ServiceBusinessMastery #HomeServices #PrivateEquity #HVACBusiness #AIforContractors  

You can study Islam for years, memorize rulings, and still feel anxious, reactive, or spiritually “stuck.” We're going after the uncomfortable question behind that experience: what if the problem isn't a lack of Islamic information, but a lack of embodied change? I break down the difference between fiqh as a necessary map and the lived journey of becoming the kind of person who can consistently walk that map with a steady heart.We talk about why behavior rarely shifts just because we know something is haram or wajib, and how fear, shame, resentment, and insecurity can overpower our best intentions. I share the story of Al Razi and the old woman to highlight the gap between intellectual certainty and existential certainty, and why “simple faith” often looks like calm, resilience, and trust that has settled into the nervous system.Then we get practical. I introduce my C-NEAR formula (Circumstance, Nervous System Thoughts, Emotions, Actions, Results) to show how interpretation shapes emotional experience, habits, and outcomes. Two Muslim women can know the same verses and still live completely different internal realities, depending on the meanings their minds add. If you've struggled with perfectionism, people pleasing, or turning worship into performance, this will help you see the hidden commentary you can finally challenge.If this helps you, subscribe, share the episode with a friend, and leave a quick review so more people can close the gap between knowing and becoming.I invite you to join The Ummi Collective. It is a weekly coaching program for Muslim mothers raising children on the autism spectrum.Inside, you learn how to support your child's development in a way that builds independence, confidence, and long-term success... without losing yourself in the process.Apply for a Commitment Rate todayhttps://www.islamiclifecoachschool.com/offers/RRn2EBEC/chec

They say “It takes a village.” But how do you build it? For all our technology, tools, and ways to stay “connected,” many of us are feeling more isolated than ever. And that lack of connection is showing up everywhere.Florence Ann Romano believes the answer isn't doing more; it's rebuilding what we've lost.Florence Ann is a highly sought-after keynote speaker and author. Her work has been featured across more than 900 national and local media outlets, including Forbes, The Wall Street Journal, and major network affiliates.We talk about why you need a village now more than ever and why that village matters just as much at work as it does in our personal lives. Florence Ann shares why people are struggling to create meaningful connections, how loneliness quietly undermines performance and mental health, and why rebuilding community is foundational to growth.We dive into what actually makes a village work, including the six types of villagers needed for a fully functioning, supportive community. We also explore the reciprocal nature of connection: how supporting others enriches your own life, and how a true village becomes a network of mutual growth, trust, and purpose.If you're looking for a reset that centers humanity, collaboration, and belonging, this conversation is a powerful place to start.To access the episode transcript, go to www.TheEmpathyEdge.com and search by episode title.Listen in for…Why both men and women are struggling to make meaningful connections. What it takes to make a village work properly.The six types of villagers needed for a functional community.Why you should bring your authentic self to work to strengthen your leadership and build a stronger work village. "If you are feeling this isolation, maybe you need to lean in to those relationships that you do have at work - that could be a place that could deepen or strengthen and feel like you're not reinventing the wheel." — Florence Ann Romano Episode References: Prentis Hemphill quoteBook: Women Holding Things by Maira KalmanThe Empathy Edge podcast: Jamie Greenwood: Why Empathy for Others Starts with Compassion for YourselfShasta Nelson: Why Successful Leaders Encourage Work FriendshipsClaude Silver: Be Yourself at Work for the Ultimate Leadership AdvantageAbout Florence Ann Romano, Speaker and Author of Build Your Own Village:Florence Ann Romano is a highly sought-after keynote speaker and author, known for her ability to cultivate meaningful connections. She is passionate about helping others create their own community to be seen, heard, and understood. As an acclaimed author, Florence Ann's insights are captured in her book, Build Your Village: A Guide to Finding Joy and Community in Every Stage of Life (Beyond Words), which has been celebrated as a top 10 in its category. Her expertise and charismatic delivery have earned her features across over 900 national and local esteemed media outlets across the country, including SHERRI, ABC/CBS/ NBC and FOX TV affiliates, Home & Family, Forbes Magazine, The Wall Street Journal, and more. She is also currently a regular expert on over 10 various national TV affiliates across the U.S.Connect with Florence Ann Romano:Website: https://florenceann.com/ Facebook: https://www.facebook.com/FlorenceARomano/ Instagram: http://instagram.com/florenceann.romano Build Your Village: A Guide to Finding Joy and Community in Every Stage of Life: https://www.amazon.com/exec/obidos/ASIN/158270886X Connect with Maria:Get Maria's books: Red-Slice.com/booksHire Maria to speak: Red-Slice.com/Speaker-Maria-RossTake the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader LinkedIn: Maria RossInstagram: @redslicemariaFacebook: Red Slice

Episode 3 - Barefoot Grounding shoes - hack or hype! Johanna tests Bahé shoes with a multimeter and interviews co-founder Alex Ward. Results will surprise you.Disclaimer: Please note that all information and content on the UK Health Radio Network, all its radio broadcasts and podcasts are provided by the authors, producers, presenters and companies themselves and is only intended as additional information to your general knowledge. As a service to our listeners/readers our programs/content are for general information and entertainment only.  The UK Health Radio Network does not recommend, endorse, or object to the views, products or topics expressed or discussed by show hosts or their guests, authors and interviewees.  We suggest you always consult with your own professional – personal, medical, financial or legal advisor. So please do not delay or disregard any professional – personal, medical, financial or legal advice received due to something you have heard or read on the UK Health Radio Network.

Discover how the physical heart functions as an intelligent master rhythm maker within the body. Howard Martin, Executive Vice President of HeartMath, joins the conversation to reveal how stress is a measurable physiological state that can be consciously transformed. Learn how simple, heart-focused techniques can synchronize your major body systems, quiet the inner critic, and build deep resilience. Tune in to explore how emotional self-regulation can radically upgrade your health, perception, and spiritual connection. In This Episode, You Will Learn •    Discover the physiological definition of coherence and how it harmonizes your entire nervous system. •    Master the Quick Coherence technique to reduce nervous system chaos in real-world settings like daily traffic. •    Explore the four pathways of heart-brain communication, including the powerful electromagnetic heart field. •    Release the subtle, draining stress caused by self-criticism, judgment, and rigid opinions. •    Understand how to utilize heart rate variability data as an empowering tool for emotional self-regulation. •    How many Reiki practitioners combine Reiki and HearthMath practices.  Mentioned in this Episode •    HeartMath Institute •    Doc Childre, Founder of HeartMath •    The Quick Coherence Technique •    The HeartMath App and Sensor •    Dr. Hans Selye, Stress Research Connect and Learn More About HearthMath Website: HeartMath.com.  Connect with Colleen & Robyn ReikiLifestyle.com Reiki Lifestyle Podcast - On major podcast channels Free Online Reiki Share: Tuesdays, 9:30 am – 11:00 am Pacific Time, for a global Reiki healing circle. Free phone consultation: with Danni Instagram: @reikilifestyleofficial Email: info@reikilifestyle.com Love the Show? If this episode helped you on your journey, please Subscribe and leave a 5-star review on Apple Podcasts or Spotify. Your support helps us share the gift of Reiki with more people around the world! **DISCLAIMER** This episode is not a substitute for seeking professional medical care but is offered for relaxation and stress reduction, which support the body's natural healing capabilities. Reiki is a complement to and never a replacement for professional medical care. Colleen and Robyn are not licensed professional health care providers and urge you to always seek out the appropriate physical and mental help professional health care providers may offer. Results vary by individual.

Longevity expert Dr Florence Comite joins me to explain why testosterone, not estrogen, drives body composition and ageing in midlife women. Decline isn't inevitable - it's programmable. She unpacks why testosterone (which women carry in larger amounts than estrogen) drives muscle, visceral fat and brain fog from your 30s on, why only a third of us should fast, and the five biomarkers - fasting glucose, HbA1c, fasting insulin, cholesterol risk ratio and free testosterone - that predict where your healthspan is headed and how to change it. WHAT YOU'LL LEARN Why women carry more circulating testosterone than estrogen, and what its decline does to muscle, visceral fat and cognition from your 30s What "I don't feel like myself anymore" is actually signalling beneath the surface How cortisol quietly drives the anxiety-out-of-nowhere, the 2am wake-ups and the stubborn weight around your middle Why only a third of women should fast, and the 3-hour glucose test that tells you which third you're in What the five non-negotiable biomarkers reveal about where your healthspan is headed TIMESTAMPS 00:00 Intro: Why You Don't Feel Like Yourself After 35 - Peak Health, Testosterone Decline & the 30s Shift 05:52 - Perimenopause, Cortisol & Anxiety Out of Nowhere: Belly Fat, Sleep and the Caregiver Load 13:28 - Wearables, CGM & the Fasting Third/Third/Third: Measuring How Your Body Really Ages 20:11 - Who Should Actually Fast: The 3-Hour Glucose Test, Protein at Every Meal & the Oatmeal Trap 27:00 - Testosterone for Body Composition & Energy: UK Access, the 2024 Study & Protein for Muscle 33:46 - The 5 Biomarkers That Predict How You Age - Plus the 7 Patterns of Health Decline 39:37 - Decade by Decade for Women vs Men: Bone Loss, Osteoporosis, Andropause & Owning Your Healthspan VALUABLE RESOURCES - Invincible (Dr Comite's new book): https://www.penguin.co.uk/books/475986/invincible-by-comite-florence/9781529977066  - Dr Florence Comite's website: https://www.comitemd.com/  - Follow Dr Comite on Instagram: https://www.instagram.com/drflorencecomite/  AlgaeCal Plus*‡: Science-backed supplements designed to support healthy aging

Acts 24:1-261. Always be READY to give a DEFENSE2. Every day is an OPPORTUNITY to PREPARE3. Let God HANDLE the RESULTS

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Do Carlton fans want Josh Fraser to be given the head coaching role at Carlton, and if not, who should have the role? How does the team's ladder predictor see the remainder of the home and away season panning out? Do the crowds at the grounds like the music and light shows? Plus, all the wash-up from Round 21. ABC AFL commentators Corbin Middlemas and Ben Cameron are joined by a rolling squad of former AFL players and legends of the game to analyse matches, deep dive the stories dominating the footy landscape, recap game highlights and talk through the latest AFL ladder standings. Our squad of Aussie Rules legends runs deep with champion ex-players like Brett Deledio, Marc Murphy and Luke Ball, record-holding coach Mick Malthouse and many more. The team discuss everything from AFL games and fixtures, to the AFL draft and key players' performance, and of course our highlights of the year; AFL Grand Final and AFL State of Origin.For more Australian Rules Football podcast content, catch every episode of ‘The ABC AFL Daily Podcast', hosted by Corbin Middlemas and Ben Cameron on ABC listen or wherever you get your podcasts, and get in touch with them on social media via @abc_sport 

The boys rip through the latest race results and start lists. Then move on to the topic of the week, the IRONMAN for series. What races would we add, take away, bring back, or move around. We also play around with some scoring and calculating of how to make up the series if we were in charge! Then onto the hot takes where we had a lot submitted this week to get through.

WWE SummerSlam 2026 Night 1 Review, Results & Reactions! CM Punk vs Cody Rhodes for the WWE Championship, Brock Lesnar vs Oba Femi Hell in a Cell, Liv Morgan vs IYO SKY, Gunther vs Nick Aldis and MORE! Lee Sanders breaks down every match, every surprise, every title change and every shocking moment from WWE SummerSlam 2026 Night One LIVE!

What's Steve D doing with his tights? Find out on this week's PlayingFTSE Show!The Steves are back to winning ways in the stock market. But Steve W's had a disaster on one name in particular…The FTSE 100 made new highs, but Rentokil shares fell 20% in a day. Steve W owns this one and he's been having a closer look. Results for Q2 don't look too bad. But lower organic growth, operating margins, and declining market share isn't a good combination.Greggs shares might be at the start of a comeback. The stock surged after results this week, despite some good – but not great – results.Is it a short squeeze, or is there more going on? Steve D has the latest news on the number of sausage rolls people are ordering when they don't have to ask for them in person.Microsoft shares surged this week after the company's Q4 (as they call it) results. Revenue growth is strong and capex looks under control, but Steve W is looking at something else.Satya Nadella outlined a really interesting plan. Instead of competing with OpenAI and Anthropic, why not just let them compete with each other and cash in?We've had a user question from a viewer! How do we screen for stocks and what do we use?The short answer is that we don't really. But the reasons could be more involved and complicated than you might think…Only on this week's PlayingFTSE Podcast!► Free Share + Exclusive Deals — Start Here:

"The most important thing for a leader, in my view, is integrity." "You need to be hands-on, but then you need to delegate." "If this fails, ultimately, the accountability sits with me." "Culture is something that all of us jointly develop and nurture." "At the end of the day, you have to own your decisions, so you cannot just let AI make   Noriko Sasaki is Country Head of Checkout.com Japan, leading the UK-based payment service provider's expansion in the Japanese market. Checkout.com helps online merchants, gaming companies and digital platforms process payments, improve acceptance rates, receive settlement funds and use payments as a driver of growth and profitability. Sasaki was born in Saitama and spent part of her childhood in Los Angeles when her father was assigned to American Honda. Returning to Japan as a teenager, she rebuilt her Japanese literacy, entered a leading Tokyo high school through a returnee pathway and later studied political science at Waseda University. She began her career in international consulting, working on business-process reengineering and SAP implementation, before earning an MBA from Carnegie Mellon University. After returning to Japan, she worked at Walt Disney and then spent close to twenty years at Citibank, where she led major sales operations and participated in the historic transfer of Citi's Japanese retail-banking business into SMBC Trust Bank. She later held roles at Accenture, PwC and a Japanese consulting start-up before joining Checkout.com in November 2024. Her career combines consulting discipline, financial-services leadership, operational transformation, bicultural communication and a long-standing commitment to advancing women in leadership.   Noriko Sasaki's leadership journey has been shaped by repeated transitions across cultures, industries and organisational models. Born in Japan and raised partly in Los Angeles, she returned at fifteen with strong spoken Japanese but limited reading ability. Re-entering the Japanese education system required intensive study, adaptability and resilience. That bicultural experience later became a professional advantage, allowing her to move between Japanese context and international corporate expectations. After studying political science at Waseda University, Sasaki entered international consulting, where she worked on business-process reengineering, operational standardisation and SAP implementation. She eventually questioned whether advice based mainly on frameworks was enough without experience inside a company. An MBA at Carnegie Mellon gave her a broader business foundation, after which she returned to Japan, joined Walt Disney and then moved into banking through a major Citi integration project. Her first substantive people-management role came at Citi. The team was small and entirely female, and one early challenge was managing someone older, more experienced and more knowledgeable about banking. Sasaki responded with humility and respect rather than relying on title. She clarified that both people had different responsibilities, maintained a continuous dialogue and focused the team on a shared goal. That approach became a recurring leadership principle: alignment requires over-communication, clear accountability and respect for expertise at every level. Sasaki later led Citi's branch sales organisation and became closely involved in the transfer of the Japanese retail bank into SMBC Trust Bank. The experience taught her how to translate vision into strategy, strategy into action and action into clearly assigned responsibility. She also learned that senior leaders cannot remain distant from operations. At times, she worked directly on front-line tasks and took customer calls to understand the real issues. The challenge is to remain sufficiently hands-on to retain credibility while delegating enough to expand the organisation's capacity. Her delegation model is structured rather than passive. Before assigning work, she checks the timeline, capacity, assumptions and direction. She asks for interim updates well before completion so that course corrections do not arrive at the final moment and destroy motivation. The employee retains room to execute, but Sasaki remains accountable for the outcome. That air cover matters in a Japanese environment where fear of mistakes can discourage initiative. Innovation similarly depends on lowering the barrier to contribution. Sasaki uses brainstorming rules that give everyone an equal opportunity to speak and explicitly reject the idea of a stupid suggestion. She reminds teams that improvement does not always require a dramatic zero-to-one breakthrough. A small change from 1.0 to 1.1 can still create meaningful value. This framing is especially useful in Japan, where perfectionism, hierarchy, seniority and concern about losing face can suppress ideas before they are voiced. Trust, in Sasaki's view, is built through the smallest commitments. If she casually promises dinner, she records it and follows through. Technology helps her remember birthdays, promises and relationship milestones, but the principle is behavioural consistency. Blaming someone when something goes wrong can destroy trust immediately. Leaders therefore need to own consequences, support people through difficulties and demonstrate that accountability flows upward as well as downward. At Checkout.com, Sasaki works within global operating principles while adapting them to Japan. A principle such as 'talk straight' cannot simply be imported as blunt communication. Honesty must remain, but the method should fit the individual and the high-context Japanese environment. She rejects the notion of building a personal empire around the country head. Culture should survive the leader and be jointly developed by everyone, because engagement is a shared responsibility. Her advice to expatriate leaders is to be patient, recognise the depth of context behind Japanese communication and keep searching for channels through which people can contribute. She also urges them to enjoy Japan beyond the office. For women seeking leadership, she stresses sponsors, internal and external networks, authentic behaviour and the willingness to accept promotion as a means of influencing change for others, not merely pursuing personal ambition. Sasaki's leadership definition rests on four pillars: integrity, vision, communication and accountability. AI can strengthen decision intelligence by processing more information and highlighting options, but leaders must still judge relevance and own the final decision. AI also creates a human-capital challenge: when routine work collapses from 100 hours to ten, leaders need a vision for the capacity released. People should be treated as capital and sources of ideas, not simply as costs to eliminate. Q&A Summary What makes leadership in Japan unique? Leadership in Japan operates inside a high-context culture where a spoken sentence rarely contains the entire message. Sasaki advises leaders to consider background relationships, informal communication and the time people need to digest information before responding. Silence does not necessarily indicate disengagement, and an immediate answer may not be realistic when employees are trying to avoid mistakes. Hierarchy, age, tenure and gender can also influence who feels entitled to speak. Effective leaders create equal opportunities for contribution, clarify expectations and adapt the communication method to the individual without compromising honesty. Why do global executives struggle? Global executives often struggle because they import behavioural principles without local adaptation. A global instruction to 'talk straight', for example, can be interpreted as permission for bluntness, even though direct confrontation may shut down dialogue in Japan. Leaders also underestimate how much patience, explanation and relationship-building are required. Sasaki recommends resisting the urge to judge delayed responses as resistance. Foreign executives should search for different communication channels and recognise that Japanese colleagues often have valuable ideas but may lack confidence in English or fear offering unverified information. Is Japan truly risk-averse? Japan's reluctance to take risk is closely connected to perfectionism, accountability and fear of public error. Sasaki lowers this barrier by making delegation explicit, requesting early updates and accepting ultimate accountability when an initiative fails. She also reframes innovation as incremental improvement rather than demanding a revolutionary breakthrough. An idea that improves a process from 1.0 to 1.1 is still worthwhile. When leaders demonstrate that there are no stupid ideas and that people will be supported rather than blamed, employees become more willing to test improvements and leave the safety of established routines. What leadership style actually works? Sasaki's style balances humility, structure and hands-on credibility. When managing people with greater age or technical experience, she respects what they know while remaining clear about her own role. She aligns people around mission, breaks vision into strategy and action, and specifies responsibility, including her own. She will enter the operation to understand reality, but she does not remain there permanently. Delegation succeeds when people know the direction, assumptions, deadline and escalation points. The leader provides support, receives interim updates and owns the consequence without micromanaging every step. How can technology help? Technology supports both Checkout.com's payment business and Sasaki's leadership practices. Payments data can help merchants improve profitability and growth, while productivity tools help leaders keep promises and maintain relationships through reminders and accurate follow-up. AI extends this further by processing a much larger volume of information and supporting decision intelligence, scenario development and contingency planning. Sasaki nevertheless draws a clear boundary: AI can provide evidence and insights, but leaders must determine what is relevant and own the decision. Technology should strengthen judgement rather than replace responsibility. Does language proficiency matter? Language proficiency matters because Japanese is a high-context language and much meaning sits in nuance, implication and relationship history. At the same time, Sasaki believes communication is possible even when English proficiency is limited, provided there is patience and genuine will on both sides. Leaders should use multiple channels, allow preparation and avoid assuming that difficulty expressing an idea means the person has nothing to contribute. Her own bicultural background demonstrates the value of moving between languages and contexts, but the deeper skill is creating enough psychological safety for people to keep trying. What's the ultimate leadership lesson? The ultimate leadership lesson is to act with integrity and accept accountability. Sasaki believes leaders must consistently do what is right for the company, customers, society and other people. Vision gives direction; communication enables others to understand it; accountability assures employees that the leader has their back. Culture should not become a personality cult or depend on one country head. It should be jointly developed, durable and grounded in shared behavioural principles. Leadership is therefore not personal dominance, but consistent stewardship that allows others to act, learn and contribute. 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 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). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Andrew Moore, Matthew Elliott and John Gibbs are back for NRL Sunday. They tackle the big issues in Six Again, and after Andrew's trip to Mudgee, the team discusses whether the NRL should continue taking games to regional centres. Following Penrith's win over Canberra yesterday, Panthers forward Isaiah Papali'i joins the program. Plus, First Thought looks back at the decade of the 2000s, we get to know Shaylee Bent in Getting to Know You, and Denis's song takes aim at the Tigers drama once again.

Carlton put on a masterclass against the reigning premiers and it's now impossible to ignore the talk about Josh Fraser landing the senior coaching role next year. Is Geelong the second-best team in the competition? Is the Wizard still a chance for the Coleman Medal? Plus, all the latest news from Round 21.ABC AFL commentators Corbin Middlemas and Ben Cameron are joined by a rolling squad of former AFL players and legends of the game to analyse matches, deep dive the stories dominating the footy landscape, recap game highlights and talk through the latest AFL ladder standings. Our squad of Aussie Rules legends runs deep with champion ex-players like Brett Deledio, Marc Murphy and Luke Ball, record-holding coach Mick Malthouse and many more. The team discuss everything from AFL games and fixtures, to the AFL draft and key players' performance, and of course our highlights of the year; AFL Grand Final and AFL State of Origin.For more Australian Rules Football podcast content, catch every episode of ‘The ABC AFL Daily Podcast', hosted by Corbin Middlemas and Ben Cameron on ABC listen or wherever you get your podcasts, and get in touch with them on social media via @abc_sport 

Too many senior executives treat presentations as an unavoidable corporate ritual rather than a high-stakes opportunity to build trust, strengthen the brand and move an audience to action. A weak presentation does more than waste time. It can damage the speaker's professional reputation, reduce confidence in the company and squander a story that people might otherwise remember for years. Why are so many executive presentations underwhelming? Many executive presentations are underwhelming because the speaker relies on information instead of communication. A slide deck full of data may be accurate, but accuracy alone does not create interest, emotion or conviction. In Japan, where audiences are often polite and unlikely to interrupt, a dull presentation can continue without visible resistance. That silence is dangerous. The audience may look attentive while mentally checking out. Senior leaders sometimes assume their title, subject expertise or corporate brand will carry the message. It will not. A presentation needs a clear narrative, vocal energy, purposeful body language and a reason for the audience to care. This is especially important when the organisation has faced public criticism, market setbacks or a reputational crisis. Those experiences contain drama, tension and lessons, yet many leaders flatten them into timelines and bullet points. The result is technically correct but emotionally empty. Do now: Audit whether your presentation gives the audience a compelling reason to listen, not merely information they could read elsewhere. How does a poor presentation damage a company's brand? Every executive presentation is a live demonstration of both the leader's personal brand and the organisation's corporate brand. When the speaker appears tired, monotone or disengaged, the audience often transfers that impression to the company itself. Brand building is not limited to advertising, public relations or digital marketing. A president, country manager or senior executive standing in front of an audience is the brand in human form. If the delivery is wooden, the company can appear complacent, bureaucratic or uninspiring. This effect is amplified when the business has already endured negative publicity. A strong recovery story can rebuild confidence, but a weak retelling may confirm old doubts. Global companies in Japan spend heavily on reputation, employer branding and stakeholder engagement, yet one poorly prepared speech can undermine that investment. The audience may forget the financial statistics, but they will remember whether the leader seemed credible, passionate and worth following. Do now: Treat each speaking opportunity as a brand-building event with the same seriousness as a major client meeting or media interview. Why are stories more persuasive than slide data? Stories are more persuasive because they help audiences experience change, conflict and resolution rather than merely observe facts. Data explains what happened; a well-told story shows why it mattered. A business recovery offers natural narrative structure: the initial success, the crisis, the pressure, the characters involved, the decisions made, the lessons learned and the comeback. This is far more memorable than a series of charts. Cognitive research consistently shows that people organise information through narrative, while experienced presenters know that emotion helps ideas stick. In a Japanese business context, stories can also make difficult lessons easier to discuss without sounding accusatory. The speaker can reveal mistakes, humility and resilience while protecting individual dignity. Slides should support the journey, not replace it. A single photograph, timeline or before-and-after chart can reinforce the story, but the speaker must remain the main event. Do now: Convert one important set of statistics into a story with a beginning, turning point, struggle, decision and result. How can speakers use their voice to keep an audience engaged? An engaging voice uses contrast: stronger and softer volume, faster and slower pace, deliberate pauses and emphasis on key words. A monotone delivery makes every idea sound equally unimportant. Executives often concentrate so heavily on remembering content that their delivery becomes flat. They speak in one gear from start to finish, depriving the audience of signals about what matters most. Strategic pauses create anticipation. Lowering the voice can draw listeners in, while greater vocal strength can mark a decisive moment. Keyword emphasis makes the central message easier to recall. This does not require theatrical exaggeration. The aim is controlled variation that matches the meaning of the story. In multilingual or cross-cultural settings, vocal clarity becomes even more important because some listeners may be processing the message in a second language. A speaker who sounds energised also gives the audience permission to become interested. Do now: Mark your script for pauses, emphasis and changes of pace, then rehearse aloud rather than silently. What role does body language play in executive presentations? Body language makes the speaker's conviction visible. Facial expression, posture, eye contact and gestures should reinforce the emotional highs and lows of the message. A blank face paired with rigid posture creates distance, even when the content is important. Audiences look for consistency between words and behaviour. If the speaker describes a crisis without concern, or a breakthrough without energy, the message feels inauthentic. Effective executive presence does not mean constant movement or oversized gestures. It means standing with balance, looking directly at different parts of the audience, using gestures that illustrate scale or direction, and allowing the face to reflect the story. Japanese audiences may prefer a more controlled style than some Western audiences, but controlled does not mean lifeless. Calm authority and visible commitment can coexist. Do now: Record a rehearsal on video with the sound off first. Check whether your physical delivery communicates the message without words. How can leaders make a presentation memorable for the right reasons? Leaders become memorable when they combine a clear message, an energising story and credible delivery. The goal is not entertainment for its own sake, but an experience that helps the audience understand, feel and remember the point. Most listeners will not retain every statistic, slide or supporting detail. They will remember the central story, the emotional impression and whether the speaker appeared authentic. That is why preparation should begin with one question: what should the audience think, feel and do after this presentation? Every example, slide and story should support that outcome. A presentation about corporate recovery should leave people with confidence in the organisation's resilience. A leadership speech should make the future feel possible. A client presentation should make the value of action clear. The speaker's energy must be appropriate to the stakes. When leaders present with passion, precision and humanity, they strengthen trust in themselves and in the company they represent. Do now: Define the one sentence you want the audience to repeat after the presentation, then build the entire talk around it. What should leaders do now? Substandard presentations are not harmless. They consume attention, weaken credibility and can damage brands that took years and significant investment to build. Leaders should stop treating speaking as a transfer of information and start treating it as a moment of influence. Use stories to bring business experience to life, vary the voice to create contrast, align body language with meaning and make the audience feel the journey. Every presentation is an opportunity either to build the brand or to erode it. There is no neutral option. Replace one data-heavy section with a short business story. Rehearse vocal emphasis, pauses and pace before presenting. Record a practice delivery and review facial expression and body language. Reduce slide content so the audience focuses on the speaker. End with one clear message and one specific action for the audience. 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. 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 also been translated into Japanese, including Za Eigyo (ザ営業), Purezen no Tatsujin (プレゼンの達人), Toreningu de Okane o Muda ni Suru no wa Yamemasho (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 Rida (現代版「人を動かす」リーダー). Greg publishes daily business insights on LinkedIn, Facebook and X, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives seeking practical strategies for succeeding in Japan.

In this episode, we discuss POL and how it will be distributed, a potential upcoming Bitcoin fork, a Monero update, ADR29, ADR31, AI tooling, and much more.Swap now https://swap.thorchain.org/ THORChain is a decentralized crypto exchange. THORChain is the first and biggest DEX for Bitcoin. You can use any self custody wallet to swap and there's no KYC required.Timestamps:00:00:00 Intro00:03:00 Marketing update00:04:00 Need to create a new support ticket module. Trezor support added!00:06:00 The three things needed to be listed on an index00:08:00 Using AI to find scam sites00:11:00 Chad starts — version 3.20 is being tested00:12:00 Chad B started a code change to add a new asset to THORChain without a churn00:14:00 Adding more chains leads to greater complexity00:16:00 How can we add a new chain without churning?00:17:00 How complex is it to add this capability?00:18:00 Does a churn affect the timing of adding a new asset?00:20:00 Audience question: How are new assets prioritized for THORChain?00:22:00 StarSquid wants to add many more chains00:23:00 AI compatibility with THORChain discussion00:27:00 Community coding competition to add AI utility?00:28:00 Dynamic fee discussion00:30:00 Results from ShapeShift00:31:00 COSMWASMMINBPS = 0 — arbitrage performance discussion00:34:00 POL question: What gets funded first?00:35:00 POL currently only purchases base gas assets00:37:00 Stablecoins require a node vote00:39:00 How will the protocol allocate funds — every churn or another method?00:42:00 Bitcoin may go through two forks — how do we handle them?00:44:00 Is it worth it? Sounds complicated!00:46:00 Should liquidity from a new Bitcoin fork go to the treasury or POL?00:52:00 There may be two separate Bitcoin forks!00:56:00 Huginn update — network monitoring01:00:00 New Huginn model01:03:00 Opus 5 outperforms Fable on some benchmarks — AI models are becoming much more sophisticated01:05:00 OpenAI and Anthropic may lose their moat as AI becomes a commodity01:08:00 THORChain does not run on hopium01:09:00 XMR discussion01:11:00 XMR nuance — funds cannot be spent for 20 minutes01:13:00 How does the 20-minute XMR delay affect high swap volume?01:16:00 XMR backlog discussion01:20:00 Hopefully only two more churns before XMR01:23:00 We will set the price for XMR01:26:00 ADR 29, TOR Anchors, and revenue sharing breakdown01:30:00 It's an experiment — we're not sure if it will work!

Results season is in full swing, and it's been another bumper week – with the overwhelming majority positive. But there are always laggards, and this week's show dives into one of the FTSE 100's biggest fallers, Rentokil. The pest control business's shares plunged after its half-year figures. Julian Hofmann explains why.Then, we look overseas, with many of the big AI and semiconductor trades going into reverse over recent weeks, including memory-chip makers SK Hynix and Samsung. So what better time to discuss how to pick out the value shares in these global markets. Michael Fahy talks through his favourites. And finally, we look at the consequences of the SpaceX IPO for Britain's investors – not the losses on which they're sitting, but the possibility of it having tipped the first domino on access to US IPOs. Helen Kirrane explains what's going onTimestamps00:00 Introduction00:57 Rentokil10:54 Global value hunting22:33 US IPOsListen to more podcasts from Investors' Chronicle on Apple, Spotify and YouTubeInvestors' Chronicle has supported private investors in the UK for over 160 years by highlighting rewarding investment opportunities. Investors' Chronicle is a service by the Financial Times. Hosted on Acast. See acast.com/privacy for more information.

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In a world racing toward smarter machines, empathy speakers and authors Rob Volpe and Maria Ross get curious in this limited subseries about what only humans can feel, do, and be — and why that's our greatest competitive advantage. Enjoy this limited subseries here on The Empathy Edge.Morality, Conscience, Storytelling & CommunityWhere does our sense of right and wrong actually come from? Maria and Rob trace the roots of human morality across three sources: evolutionary wiring that hardwired empathy for group survival, cultural transmission passed down through family and community, and the personal reflection that continues to shape our ethics well into adulthood. They look to Frans de Waal's research on chimps and bonobos, and to highly social species like wolves, crows, and honeybees, who enforce unwritten norms on the group. But a key distinction: animals register unfairness, while humans ruminate in moral anguish over it.By the end of the conversation, they find themselves less certain than when they started about whether humanity could ever agree on even three to five truly universal moral principles, and invite their listeners to contact us with their opinions.To access the episode transcript, go to www.TheEmpathyEdge.com and search by episode title."That's where our empathy work lies - how do you bridge that gap between your different potentially moral or ethical codes?" — Maria Ross Episode References: Frans de Waal on morality in primates, Primates and Philosophers Jonathan Haidt, The Righteous Mind: righteousmind.comPeter Singer, The Expanding CircleColler Doolittle Prize for interspecies communication: https://coller-dolittle-24.sites.tau.ac.il/ The Ezra Klein Show: Chris Rufo Thinks the Right Can Control This. I Don't: podcasts.apple.com/us/podcast/chris-rufo-thinks-the-right-can-control-this-i-dont/id1548604447?i=1000774824710Sara Konrath, University of Michigan study on empathy in college students: news.umich.edu/empathy-college-students-don-t-have-as-much-as-they-used-toAbout Maria Ross: Maria Ross is a speaker, author, empathy strategist, and host of The Empathy Edge podcast, now in its sixth year. She believes cash flow, creativity, and compassion are not mutually exclusive™, and has spent decades helping leaders balance empathy with accountability to drive better results, stronger teams, and lasting impact. She is the author of four books, including the award-winning The Empathy Dilemma, a Forbes.com contributor on Workplace Empathy, and creator of two LinkedIn Learning empathy courses. About Rob Volpe: Rob Volpe is the Founder/CEO of Empathy Activist and the creator of The 5 Steps to Empathy, which he chronicles in his award-winning book Tell Me More About That: Solving the Empathy Crisis One Conversation at a Time. He is a recognized thought leader, speaker, and consultant in the improvement of communication and collaboration in organizations of all sizes in all industries. Connect with Rob Volpe: Website: robvolpe.expert Book: Tell Me More About That: Solving the Empathy Crisis One ConversationX: x.com/rmvolpe LinkedIn: linkedin.com/in/rmvolpe Facebook: facebook.com/EmpathyActivist Instagram: instagram.com/empathy_activist Connect with Maria:Get Maria's books: Red-Slice.com/booksHire Maria to speak: Red-Slice.com/Speaker-Maria-RossTake the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader LinkedIn: Maria RossInstagram: @redslicemariaFacebook: Red Slice

The revenue looks great. And everything still flows through you.You hand something off. It comes back with questions. You hire more people. Now there are more questions. Your phone goes forty times a day, and you're the one picking up.You tell yourself that's just what owning a business is.Forrest Derr sits with founders right there.He had one founder write every decision he made on a Post-it. A couple of days later you couldn't see the desk.He asks founders one question. If their spouse is in the business, he'll ask them too. When was the last time you took a week off? One owner had to think back ten years.A founder came in at sixty-plus hours. He wanted under forty. Another just wanted the phone to stop.What if you don't actually own a business, just a job with terrible perks?ABOUT FORREST DERRForrest Derr is the founder of Derr Consulting. He ran a company that won Mobile's Small Business of the Year. Now founder-led companies bring him in to build a real second-in-command, and he works himself out of the job in six to twelve months.INSIDE THE EPISODEWhy the next hire makes the bottleneck worse, not betterWhere the forty calls a day actually come fromWhy a week off feels impossible, and where the fix startsTHIS EPISODE IS FOROwners proud of the numbers who haven't taken a real week off in yearsFounders who hand off the work and wonder why it keeps coming backLeaders who added people to lighten the load and got more questions insteadGUEST LINKSDerr Consulting: https://derrconsulting.comForrest Derr on LinkedIn: https://www.linkedin.com/in/forrestkderrENRG (Entrepreneurial Networking Resource Group): https://enrg.lifeWHAT TO DO NEXTShareShare this with the founder who can't remember their last real week off. Ask them: "What would have to be true for you to take a week off?" It may be the first time someone put words to something they've been calling normal. And they'll see you as the one who gave them a straight answer about what they really own.Connectwith Dr. Yishai on LinkedIn: https://www.linkedin.com/in/dryishai/Let's ChatBook your free Ceiling Break Session on his LinkedIn page to get the shift yourself.ABOUT THE PODCASTYou were built for speed.But right now you feel slower than you look on paper.Most founders try to outwork that slow-down.It only burns them out.Your mind is the only machine your company doesn't upgrade.So leaders keep pushing against the wrong thing.Hosted by doctor of psychology and executive coach Dr Yishai Barkhordari.DISCLAIMERThis content is for informational purposes only and does not replace medical, psychological, legal, or financial advice. It is not therapy, clinical advice, or coaching guidance. All examples and stories are illustrative. Some examples or stories are composites. Results vary based on personal effort, context, and market conditions.Always consult qualified professionals before making decisions that impact your business, health, or well-being. © 2026 Yishai Barkhordari. All rights reserved.

A new farming practice should earn a producer's confidence before it is trusted with an entire field. Oklahoma State University Extension specialists Brian Arnall, Ph.D., and Josh Lofton, Ph.D., explain how small-plot research becomes practical agronomic guidance for Oklahoma producers. They discuss replication, field variability, statistical confidence, and the steps researchers take before recommending changes involving nitrogen, plant population, varieties, or other crop-management decisions. They also explain why on-farm cooperators and producer-run trials are critical for testing whether research results hold up under commercial conditions. Key takeaways: Small plots help researchers isolate treatment effects by reducing differences in soil, rainfall, pests and field management. A large field demonstration may look convincing, but without replication it can be difficult to separate a treatment response from normal field variability. Results should usually be repeated across multiple years, locations, soil types and weather conditions before becoming a broad recommendation. Researchers may require greater confidence when a recommendation would significantly change established practices or put a producer's return on investment at risk. Producers can manage adoption risk by testing a new practice on a few strips or limited acres before applying it across the operation. Detailed Timestamped Rundown: 00:00–02:13 — Episode introduction and research question Dave Deken introduces the discussion of “big science on small acres” and previews how small-plot trials become real-world recommendations. Brian Arnall and Josh Lofton are introduced along with their OSU Extension roles.02:16–05:09 — Why researchers use small plots Arnall explains that an entire trial may fit within roughly a quarter acre. The smaller area allows researchers to keep treatments on similar soil and under comparable rainfall, pest pressure and environmental conditions. Small plots also make it possible to test many treatments with several replications.05:09–08:19 — Matching plot size to field variability Lofton explains that researchers must decide whether to minimize variability with smaller plots or include more variability within longer plots. Forage research may require longer plots, while detailed plant-physiology questions may be studied in one-foot-by-one-foot microplots.08:21–10:14 — Demonstrations versus replicated science Large demonstrations can show whether a practice appears workable across several acres, but they may not provide strong scientific evidence without replication. Researchers are cautious about using a producer's land for an idea that may reduce yield or profitability.10:14–13:26 — Testing across years and environments A practice that works repeatedly near Stillwater may respond differently in western Oklahoma's sandy soils or the wetter, heavier soils of northeastern Oklahoma. Researchers distinguish between an observation, a tentative practice to try and a formal recommendation.13:26–16:19 — Blocking, variety trials and experimental tradeoffs Lofton describes how treatments are grouped into blocks so each treatment experiences a comparable environment. Trials containing too many varieties can stretch across changing soils and conditions, so researchers may divide varieties into separate maturity groups.16:19–19:15 — Statistical error and recommendation risk The group discusses the possibility of concluding that a treatment works when it does not, or concluding that it does not work when it actually does. Arnall emphasizes the risk of recommending a product or practice that fails to produce a dependable return.19:15–22:10 — Why confidence standards can change Lofton and Arnall discuss the difference between 90% and 95% confidence. The appropriate threshold depends on the research question, the quality of the field conditions and the consequences of being wrong. Major changes to accepted practices demand stronger evidence.22:10–24:22 — Evidence behind major management changes The speakers compare agricultural risk with the much higher certainty required in medicine and engineering. Arnall says he had approximately six years of data before becoming highly vocal about delaying some nitrogen applications.24:22–26:54 — Challenging assumptions and explaining mechanisms Researchers do not rely on statistics alone. They ask whether a result makes biological and agronomic sense, discuss it with colleagues and collect additional plant or soil measurements to explain why it occurred.26:54–29:44 — Scientific disagreement strengthens recommendations Arnall and Lofton explain that members of the research team frequently disagree about mechanisms and interpretations. Those arguments continue until the data support a consistent OSU recommendation. Repeating work with different students or projects can provide additional confirmation.29:46–32:10 — Moving research into producer fields The discussion returns to the progression from controlled plots to practical use. Some practices move into formal demonstrations, while others are tested through a few producer-applied passes or strips. Starting with a limited area gives producers a way to evaluate an unfamiliar practice without risking the whole operation.32:10–34:31 — Why farmer-hosted small plots matter Arnall emphasizes that many small plots are located on commercial farms rather than research stations. These sites provide different soils, management histories and production environments, although the plots can create extra work for the cooperating producer.34:31–35:30 — Helping producers become experimenters Lofton describes producers who begin with one research project and then start conducting their own field demonstrations. County Extension educators can help producers establish useful comparisons and interpret the results.35:30–37:20 — Building a statewide cooperator network Arnall discusses working with different groups of cooperators over time and matching projects with farms that provide the appropriate crop, soil, management system and region. This network improves the relevance of OSU agronomy research.37:20–38:22 — Closing thoughts The episode concludes with appreciation for producer cooperators and an invitation for listeners to visit Red Dirt Agronomy, submit questions and learn more about the research discussed on the program. RedDirtAgronomy.com

Original Air Date: 8/1/2026 Episode Number: 470Episode SummaryThree topics this week. Dan opens with a paint science segment answering a listener question about urethane and enamel -- two words that appear constantly on paint labels and mean different things than most people assume. Then a full two-segment deep dive on moss and lichen: first, how to safely remove them from different types of siding, and then a step-by-step walkthrough of how Dan cleaned his own roof, what products he used, and what the warnings are. He closes with a quick listener question about painting over old glossy trim in a pre-1978 home.Timestamps[00:00] -- Show Intro and Promises[02:28] -- Paint Science: Urethane vs. Enamel[07:38] -- Choosing the Right Paint[09:56] -- Moss and Lichen Overview[10:35] -- Siding Segment Setup[11:06] -- What Moss and Lichen Are[12:43] -- Cleaning Brick and Masonry[15:09] -- Cleaning Wood Safely[16:56] -- Vinyl, Stucco, and Pressure Tips[18:27] -- Protecting Plants[19:22] -- Roof Segment Begins[20:02] -- Why Remove Roof Growth[20:14] -- Roof Damage Explained[21:52] -- Dan's Roof Wake-Up Call[23:48] -- Kill It, Don't Scrape It[24:12] -- Hire Out or DIY?[25:03] -- Best Cleaners Compared[29:20] -- Prep and Protect Plants[30:53] -- Rinse, Brush, and Apply[33:58] -- Results and Safety Warnings[36:41] -- Listener Q: Glossy Trim[37:57] -- Lead, Adhesion, and Primer[39:40] -- Wrap UpUrethane vs. Enamel: A Plain-English Explanation [02:28]A listener wrote in puzzled by the word urethane showing up everywhere -- waterborne urethanes, urethane-modified acrylics, polyurethanes -- and wanted to know whether it means something specific or just marketing. He also asked which is more durable, urethane or enamel, and which he should be reaching for.The short answer: urethane and enamel are not competing terms. They describe different things entirely.Paint basics. Every can contains pigment (color and hiding), liquid (what lets you apply it), and resin -- the binder. As paint dries and the liquid leaves, the resin and pigment form the paint film. The resin has enormous influence over how the finished coating behaves: hardness, flexibility, adhesion, resistance to moisture, cleaning, and abrasion.What urethane means. Urethane isn't an extra scoop of durability added to the can. It's a type of chemical connection that can be built into the resin structure itself. When a resin contains many of those connections, it's called a polyurethane. That chemistry is associated with toughness, abrasion resistance, and resistance to cleaners -- which is why you see the word on products for cabinets, doors, railings, and floors.What enamel means. Traditionally, enamel meant an oil-based product with a hard, smooth, glossy finish -- the go-to for doors, trim, and metal. Today it's used more broadly. You can buy acrylic enamels, waterborne enamels, and urethane enamels. An enamel can absolutely use urethane chemistry. They're not opposites.The analogy. Asking which is more durable, a urethane or an enamel, is like asking whether a pickup truck is better than a diesel engine. One describes the vehicle type. The other describes the technology inside. You can have a diesel pickup, just like you can have a urethane enamel.The practical takeaway. For an ordinary bedroom wall, don't hunt for urethane -- just get good washability and the right sheen. For cabinets, doors, or railings, an enamel built for those surfaces makes sense, and it may well use urethane chemistry. For a wood floor, get a polyurethane specifically designed for foot traffic. For exterior siding, hardness isn't even the main priority -- flexibility, adhesion, and weather resistance matter more. The product's intended use matters more than the words on the label. Stop into any RepcoLite, tell them what you're painting and what kind of abuse it'll take, and they'll sort it out.Moss vs. Lichen: What You're Actually Looking At [11:06]Before cleaning anything, it helps to know what you're dealing with, because moss and lichen behave differently from the algae and mildew covered last week -- and they have to be handled differently as a result.Moss is the green fuzzy stuff -- little soft pillows of growth, kinda charming, definitely not good for your house or roof. It grips whatever it's growing on and holds moisture against the surface.Lichen is stranger and tougher. It looks almost painted or glued on -- flat, crusty patches or small leafy, ruffled growths. It can be gray-green, orange, chalky white. Lichen is actually two organisms living together: a fungus that builds the structure and grips the surface, and an algae that makes the food. Together they can live almost anywhere and attach with a grip that's very hard to break. That's the core reason they need their own conversation -- algae and mildew are essentially films sitting on the surface. Moss and lichen are anchored into the surface, into the pores of brick, the grain of wood, down into mortar. Removing them incorrectly can cause more damage than leaving them.Cleaning Moss and Lichen Off Siding [12:43]Brick and masonry. Gently knock off the thickest mounded moss first -- but gently is the word. Plastic scraper, wooden edge, or a stiff-but-not-metal brush. No wire brushes on brick, especially older or softer brick. Nothing mounted on a power tool. Working through the harder outer face of the brick exposes the softer material underneath, which holds moisture longer and becomes even more vulnerable to freeze-thaw damage. You can create next year's problem while cleaning up this year's.After removing loose material, treat remaining moss and lichen with a cleaner labeled for both the growth type and the surface. Wet & Forget is a popular spray-and-leave option -- apply it, leave it alone, and rain carries away the dead material over weeks or months. Make sure whatever you use is designed to kill moss and lichen, not just clean the surface.Wood. Be careful with straight chlorine bleach on bare or weathered wood -- it breaks down lignin, the natural binder in the wood fibers, and can leave cedar blotchy and damaged in ways that don't reverse. Sodium percarbonate (oxygenated bleach -- essentially OxiClean) is gentler on wood and on nearby plants. Soft brush, go with the grain, low pressure, no wire brush.Vinyl and aluminum. More forgiving -- growth doesn't anchor as deep on non-porous surfaces. Soft nylon brush or cloth with a cleaner labeled for that siding type, let it sit, gentle scrub, rinse. Don't spray upward under the laps.Fiber cement. Check the manufacturer's guidance. Keep it gentle and low pressure.Stucco and EIFS. Porous and on the brittle side -- soft wash, right cleaner, low pressure. Older synthetic stucco (EIFS) is especially risky; aggressive washing can force water behind cracks and joints. If the surface is already cracked or failing, call a professional.Plants. Wet down all landscaping before starting. Cover sensitive plants with light plastic, but get it off quickly -- they'll cook under it. Rinse everything again when you're done.Why You Can't Leave Roof Moss and Lichen Alone [20:02]Moss growing thicker around the edges of shingles interferes with drainage and can cause shingles to lift or deteriorate -- creating openings for water to get in. That alone is a good enough reason to deal with it.Lichen is worse on a roof than on siding because it attaches directly to the protective granules on the shingles and can cause irreversible damage as it grips and eventually pulls them loose. There's also a curb appeal issue: moss and lichen-covered roofs read as neglected or failing, whether or not that's actually true.Dan put off dealing with his own roof growth for a couple of years, telling himself it wasn't a big deal. A roofer from Sheriff Goslin Roofing -- who came out to assess the roof's lifespan -- pointed out that the moss and lichen were actively taking years off the roof by pulling granules and giving moisture more places to work. That's what finally prompted action.Hire Out or DIY? [24:12]Before getting into the process, Dan makes the case for hiring it out -- because for a lot of people, that's the right answer. There are companies that specialize in roof and exterior cleaning. If the roof is steep, high, difficult to access, or if heights aren't your thing, hiring a professional is absolutely the right call. A fall is a lot worse than a moss problem.If you're still planning to do it yourself, read on.Cleaner Options for Moss and Lichen on Roofs [25:03]Wet & Forget. Apply per label directions and leave it. The treatment kills growth over time, and rain carries the dead material away over the following weeks and months. No rinsing, no aggressive follow-up. Depending on your roof pitch and setup, you may be able to apply most of it from a ladder or even the ground -- though you have to be very careful not to force water up under shingles at the wrong angle. Dan's roofer confirmed his customers have had good results with it.Oxygenated bleach / sodium percarbonate (essentially OxiClean). This is what Dan used. Mix approximately one pound of oxygenated bleach per two gallons of water. Apply with a pump-up garden sprayer. This is gentler on plants and on...

Outsourcing podcast Get the full show notes for this outsourcing podcast here: outsourceaccelerator.com/598   Dr. Gleb Tsipursky comes to the Outsource Accelerator Podcast, this time as the author of a new book, The Psychology of AI Adoption at Work: From Resistance to Results, out with Georgetown University Press on September 1.  He is a behavioural scientist and CEO of Disaster Avoidance Experts, and he focuses on the human side of the AI wave. The conversation digs into why so many AI rollouts fail, and how leaders can get anxious, resistant teams to actually adopt AI. For an intensely human business like outsourcing, it is a timely message. Veronica shares how a small-town firm built that record, and how it is handling AI.   References: Website: https://disasteravoidanceexperts.com/ LinkedIn: https://www.linkedin.com/company/disaster-avoidance-experts/   Start Outsourcing Outsource Accelerator can help you transform your business with outsourcing. Get in touch now, or use one of the resources below.   Business Process Outsourcing Get a Free Quote - Connect with 3 verified outsourcing experts & see how outsourcing can transform your business Book a Discovery Call - See how Outsource Accelerator can help you enhance your company's innovation and growth with outsourcing The Top 40 BPOs - We have compiled this review of the most notable 40 Business Process Outsourcing companies in the Philippines Outsourcing Calculator - This tool provides you with invaluable insight into the potential savings outsourcing can do for your business Outsourcing Salary Guide - Access the comprehensive guide to payroll salary compensation, benefits, and allowances in the Philippines Outsourcing Accelerator Podcast - Subscribe and listen to the world's leading outsourcing podcast, hosted by Derek Gallimore Payoneer - The leading global B2B payment solution for the outsourcing industry   About Outsource Accelerator Outsource Accelerator is the world's leading outsourcing marketplace and advisory. We offer the full spectrum of services, from light advisory and vendor brokerage, though to full implementation and fully-managed solutions. We service companies of all sectors, and all sizes, spanning all departmental verticals. Outsource Accelerator's unique approach to outsourcing enables our clients to build the best teams, access the most flexible solutions, and generate the best results possible. Our unrivaled sector knowledge and market reach mean that you get the best terms and results possible, at the best ALL-IN market-leading price - guaranteed.

Freebie 45 types of coaching Nurses can do for more freedom & fulfillment- https://www.heathercolledge.com/45-typesFIND US ONLINE: ►Website: https://www.heathercolledge.com/academy►Join our Facebook community: https://www.facebook.com/share/g/1FHuh9bJEV/►YouTube  www.youtube.com/@heathercolledgeClick the link to book a call about our ELITE Nurse to Coach Academy® https://form.typeform.com/to/RWxug5U5?typeform-source=2g9p4c4p08i.typeform.comRate, Review & FollowIf you love the show, please consider leaving a rating & review. This helps us support more Nurses & Coaches growing their businesses! Tap to rate with five stars and let us know what you loved most about the episode! Then, if you haven't done so already, follow the podcast for more!Disclaimer: Results mentioned may not be typical. Income mentioned is gross revenue. ELITE Nurse to Coach Academy® makes no guarantees related to income, success, increased revenue or projected sales. Results and income may differ from Client to Client and from what ELITE Nurse to Coach Academy® may experience. ELITE Nurse to Coach Academy® is not responsible for the earnings, success or failure of our Clients' businesses, the increase or decrease in finances or income level, or any other result of any kind that a Client may have as a result of engaging in our Program. Each Client is solely responsible for their own results. Clients in interviews have not been compensated and there is no conflict of interest. Client signed an authorization granting permission to share their testimonial and interview.Support the show

In this episode of Science of Reading: The Podcast, host Susan Lambert, Ed.D., does something a little different, sharing her own research alongside that of her guest, Sonia Cabell, Ph.D. Together, they trace how Sonia's large-scale Institute of Education Sciences (IES) study directly inspired Susan's dissertation, and what that process reveals about how evidence in literacy education actually gets built. Susan and Sonia also discuss what Sonia's IES study on content-rich literacy instruction found; how Susan's own dissertation research built directly on those findings; what it really means for research to "accumulate" and why it matters for classroom practice.Show notes:Sign up for our fall Literacy Data and MTSS Week.Listen to Sonia's previous Science of Reading: The Podcast appearances:Deconstructing the Rope: Language comprehensionResearch, comprehension, and content-rich literacy instructionRead Sonia's book, Strive-for-Five Conversations: A Framework That Gets Kids Talking to Accelerate Their Language Comprehension and Literacy.Learn more about the Florida Center for Reading Research.Check out Sonia's IES study.Listen to Reid Lyon, Ph.D., on Science of Reading: The PodcastEmbracing the complexity of learning to read, Part 1 and Part 2Systematizing literacyListen to Season 3 of Amplify's Beyond My Years podcast.Subscribe to Susan's new Science of Reading Substack.Join our Science of Reading community Facebook group.Connect with Susan Lambert. Quotes:"The Science of Reading is not like a product. It's not a thing. It's an ever-accumulating body of work." —Sonia Cabell"You're doing better than you think. Keep being a learner." —Sonia Cabell"It's the accumulation of research over time that leads us to an evidence base, not just any one study." —Sonia CabellTimestamps*:0:00 Introduction: How research builds on research3:00 Sonia's research focus: oral language as the foundation of reading7:00 The origin of the IES study10:00 Sonia's study design and what cut it short16:00 Results of the IES study 23:00 What is an IES study?25:00 Causation versus correlation28:00 Susan's dissertation: building on Sonia's research31:00 What Susan found35:00 "It's not about just one landmark study"41:00 Trusted organizations for educators44:00 Reasons for optimism48:00 Closing thoughts*Timestamps are approximate

Catch Ring Rust Radio's #Raw and #SmackDown Reviews, Dirtsheet Busters, This Week in All Elite, Ring Rust Retro, Fan Emails and so much more! Join the Patreon for bonus content and ad free episodes: https://www.patreon.com/ringrustradio  Check out our Youtube Channel: https://www.youtube.com/user/RingRustRadio Ring Rust Radio Merch: https://www.prowrestlingtees.com/related/ring-rust-radio.html Join the Official UNofficial Facebook page: https://www.facebook.com/groups/898001903694100/  If you want to ask us a question, email us at ringrustradio@yahoo.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/ring-rust-radio--3202039/support.

In this episode, Conor and Jaeden explore the latest advancements in AI benchmarks, focusing on Mirror Code and its implications for software development and automation. They discuss how AI is increasingly capable of recreating complex software, solving friction points, and transforming productivity.Watch on YouTube: https://youtu.be/RqPuvAPN2LcGet the top 80+ AI Models for $8.99 at AI Box: https://aibox.aiConor's AI Course: https://www.ai-mindset.ai/coursesJaeden's AI Business Community: https://www.skool.com/aihustleChapters00:00 Introduction to the New AI Benchmark: Mirror Code00:30 The Context: AI Watching and Learning from Human Actions00:57 Mirror Code's Emergence and Its Significance02:12 Claude Opus 4.7 Rebuilding Apple Software in 14 Hours03:12 What is the Mirror Code Benchmark? Testing AI's Rebuilding Capabilities03:41 Results: 17 of 25 Programs Recreated Perfectly04:10 Implications of AI Recreating Complex Software04:39 OpenAI GPT 5.5 and Opus 4.7 Reimplementing Software05:10 The Significance of Speed and Cost in AI Rebuilding Tasks05:39 Personal Use Cases: Building and Rebuilding Software with AI06:06 AI's Impact on Software Development and Productivity07:13 Conor's Journey into AI Agents and Coding07:41 The Role of Articulating Friction Points in AI Solutions09:01 Fixing Friction Points in Software Using AI09:30 Case Study: Rebuilding a Booking Engine with Claude10:26 Rebuilding Software and Features Faster with AI11:25 The Power of AI in Solving Real-World Problems12:00 AI as a Tool for Solving Friction Points in Business12:26 Introducing AI Box: Affordable Access to AI Models12:48 The Value of Solving Problems with AI13:12 Encouragement to Explore AI Solutions and Friction Points See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Eighteen months into his Jim's Mowing franchise, Mitchell Dennis was pulling $5,000 weeks through spring, about $1,000 a day. Mitchell left a trade as a technician, found Jim's Mowing on Seek, and started with just 22 regular clients. Today he runs a round in the low 70s across the hilly, big-block suburbs around Belgrave, and he is hiring casual help to get through his next spring. In this episode he is straight about the numbers. What a real spring looks like, why his costs ran to more than half his revenue the year he bought a car and upgraded gear, and how the 6% fee figure Jim quotes matched his own end-of-year books. He covers late payers and deposits, upselling hedging and cleanups without a hard sell, call transfers that convert, and the family flexibility that let his wife stay off full-time work after they had their son. If you want an honest look at year two of a mowing franchise, start here.Income disclaimer: The income and cost figures shared in this episode reflect one franchisee's individual experience and are not a guarantee of earnings. Results vary by location, effort, hours and market conditions. Seek independent advice before making any decision.

Download your free Painter Growth training here: https://learn.paintergrowth.com/grow-v1?utm_source=youtube&utm_medium=social&utm_campaign=grow-v1If you're new here, my name is Mike Gore-Hickman. I'm the founder of Painter Growth, a coaching company that helps painting contractors build real businesses instead of just running jobs.We've worked with over 1,500 painting contractors. Our clients range from guys doing $300K a year to teams pushing past $5M. Our coaches are real painting business owners who built seven-figure companies themselves. Not theory guys.Here's how I got here.Early 20s: Running my own painting business. Couldn't close jobs. Underbidding everything. Painters showed up stoned. Spilled paint on driveways. Painted houses the wrong color. I fell off a ladder. Ended my first year with a $20,000 tax bill I couldn't pay.Still early 20s: Almost quit. Didn't. Got obsessed with systems, sales, and getting help. I hired my first business coach, fixed the chaos & hit over $200K a month in sales before I turned 24.Mid-20s: Followed my girlfriend (now wife) to a new city. Shut the painting business down. Took a job in SaaS. Spent five years helping grow a software company from scratch to nearly $10M a year. That's where I learned how to build and scale an online business.During COVID: My two worlds collided. Running a painting business plus scaling software companies. I launched a side hustle that pulled both together. It became Painter Growth.October 2021: Launched with an MVP and $10 a day in Facebook ads. No money. No clients. No connections.End of 2021: Signed my first 10 clients. Eight got massive results. That was all the proof I needed.Late 2022: Brought on Jesse, my partner and CFO. Hired our first coach and first VA. Reinvested everything back into the business.2023 and beyond: Built a team of nearly 50, including seven-figure painting business owners coaching full time.We became an official Sherwin-Williams partner and we're the exclusive coaching program referred by them.We we're named PCA 2026 Partner of the Year.You don't need to be a good painter to build a great painting business. You need to be a good business owner who hires good painters. Most contractors never make that switch. We help them make it.What I'm focused on right now: AI and systems. We're building AI-powered tools inside Painter Growth, including a bookkeeping assistant and a proposal generator. The contractors who figure this out early are going to pull ahead.I'm still building. Still figuring things out. But I'm doing it alongside 1,500 contractors who are all in the middle of their own fight to build something real.If you're in that fight, you're in the right place.Never quit,MikeGet a FREE Painting Business Growth Session. In 30 minutes, we'll build you a custom plan to grow → https://learn.paintergrowth.com/book-your-call-1?utm_source=youtube&utm_medium=social&utm_campaign=booking*Painter Growth content is for educational purposes only. Results vary. Individual outcomes depend on the effort, situation, and decisions of each business owner.*

Leadership principles are rarely complicated. The difficulty is remembering to practise them consistently when targets are missed, markets become unstable, staff disappoint us and the pressure keeps building. In Part One, we examined the first seven guiding principles of leadership. Here are principles eight to sixteen: practical reminders about respect, recognition, accountability, goal-setting, focus, resilience, work-life balance, worry and enthusiasm. They may sound familiar, but familiarity is not the same as application. How does showing respect improve employee motivation? Genuine respect is the foundation of sustainable employee motivation because people are more willing to contribute when they feel valued as human beings. This applies not only to star performers but also to the large middle of the workforce whose performance may be average or inconsistent. Many bosses naturally respect their top 20% because those people deliver results. The real leadership test is how they treat everyone else. Frustration can leak into the boss's voice, facial expression and daily interactions. Staff quickly recognise when they are being tolerated rather than respected. Leaders do not have to accept poor performance. They do, however, need to separate the individual's worth from the current quality of the work. Clear coaching, fair expectations and honest feedback can coexist with dignity. Do now: Check whether every team member receives the same basic level of courtesy, attention and respect, regardless of performance. Why are recognition and praise sometimes more powerful than money? People work for money, but they often go the extra mile because they receive recognition, praise and meaningful rewards. Fair pay matters, but salary alone rarely creates emotional engagement, loyalty or discretionary effort. Frederick Herzberg described salary as a "hygiene factor". When pay is unfair, it causes dissatisfaction. When it is fair, employees generally treat it as an expected part of the employment relationship. The stronger motivational effect often comes from achievement, responsibility, progress and recognition. Our Dale Carnegie research has repeatedly identified feeling valued by one's immediate manager as an important emotional driver of engagement. Employees cannot read the boss's mind. They know they are valued because the leader communicates it through specific praise, appreciation and acknowledgement. A vague "good job" is better than silence, but precise recognition is stronger: explain what the person did, why it mattered and who benefited. Do now: Recognise one specific contribution today and connect it directly to its positive impact. Should leaders admit their mistakes? Strong leaders admit mistakes quickly because accountability builds credibility rather than diminishing authority.A boss who pretends to be infallible creates defensiveness, fear and political behaviour throughout the organisation. Ego, face, pride and professional image can make an admission difficult, particularly in hierarchical business cultures. Some managers worry that saying "I was wrong" will weaken their position. Usually, the opposite happens. Employees already know the mistake occurred. The only unresolved question is whether the leader has enough confidence and integrity to acknowledge it. Admitting an error does not mean accepting chronic incompetence. Leaders and employees must still meet professional standards. The principle is to be quick to acknowledge genuine mistakes, slow to criticise others and constructive when correcting performance. A leader who accepts personal imperfection is also more capable of responding calmly when a team member makes an occasional error. Do now: Admit the mistake, explain the correction and focus the team on preventing a recurrence. How should leaders set challenging but realistic goals? Effective goals should stretch performance without becoming so unrealistic that employees stop believing effort will make any difference. Clear, challenging and attainable targets generate more commitment than numbers based on guesswork, hope or executive wishful thinking. Throughout my career, I have encountered targets that appeared to have no scientific, commercial or logical foundation. A wet finger held up to the breeze seemed to be the methodology. These goals did not motivate anyone. They encouraged cynicism, sandbagging and creative explanations for failure. Today, I use a spreadsheet to track each salesperson's results from the date they joined the company. This allows comparisons based on experience, historical performance, conversion patterns and realistic productivity expectations. Large corporations, SMEs and startups may use different metrics, but the principle remains the same: base targets on evidence, explain the rationale and confirm that employees can influence the outcome. Do now: Review whether your team's goals are evidence-based, clearly explained and difficult but genuinely obtainable. How can leaders maintain focus on the big picture? Leaders maintain strategic focus by protecting time for important long-term work, even while urgent problems compete for attention. Markets, currency movements, wars, technological disruption and economic downturns can easily pull leaders into permanent crisis management. Employees are often understandably focused on today's workload, career, compensation and immediate problems. Senior leaders must operate across a longer horizon. They need to keep reminding the organisation where it is going, why that destination matters and what must be protected during periods of disruption. The familiar advice is to work on the business, not only in the business. Stephen Covey's Quadrant Two—important but not urgent—is where strategic planning, relationship building, capability development and risk prevention normally sit. Unfortunately, these activities are easily postponed because they are not yet emergencies. The big picture does not maintain itself. Leaders have to schedule time to think. Do now: Block regular Quadrant Two time for strategy, people development and prevention before urgent work consumes the calendar. Does work-life balance improve leadership performance? Consistently high performance requires recovery because health, reflection and leisure support better judgement, creativity and endurance. Leadership is a marathon, even though ambitious executives sometimes behave as if every month is the final sprint. "I will outwork, out-sacrifice and out-commit everyone" can sound admirable. It becomes dangerous when exhaustion damages decision quality, relationships or physical health. Many of our strongest ideas appear while walking, running, swimming, exercising or gardening—not while staring at another spreadsheet late at night. My father established his own company at the age of 49 and achieved rapid financial success. He died from lung cancer at 51 and was not there to enjoy the rewards. That experience permanently shaped my view of success. Winning in business is meaningless if leaders destroy their health, family life and capacity to enjoy what they have built. Do now: Treat sleep, exercise, relationships and recovery as performance disciplines rather than optional rewards. How can leaders remain positive during severe setbacks? Resilient leaders take strength from what remains possible instead of allowing past failures and present negativity to consume their energy. Positivity is not pretending that serious problems do not exist. It is maintaining the ability to act despite them. The movie reel inside our minds repeatedly shows mistakes, humiliations, losses and disasters. News media amplify the effect because negative stories attract attention. During the COVID-19 pandemic, the training industry suffered extraordinary disruption. Remaining optimistic while facing losses, uncertainty and upheaval was not easy. My mantra was TINA: There Is No Alternative. Quitting mentally would not improve the situation, so the only productive option was to keep adapting and fighting. Japan's well-known saying, "Fall down seven times, get up eight," captures the required mindset. Resilience does not remove the wound. It gets us moving again. Do now: Identify what remains within your control and take one constructive action before reviewing the problem again. What practical method helps leaders control worry? Leaders can reduce worry by converting vague fear into a clearly defined problem followed by practical solution choices. Worry thrives when the mind circles endlessly around uncertainty without moving toward a decision. Questions such as "Can we make payroll?", "Will we run out of cash?" and "How much longer can we survive?" became genuine concerns for many business owners during the pandemic, supply-chain disruption, market instability and geopolitical conflict. A simple four-part process can interrupt paralysis: What is the problem? Why is it a problem? What could I do to alleviate the problem? Which solution is best? This structure moves the mind away from emotional repetition and into analysis, options and action. The selected solution may not be perfect, but purposeful movement is generally healthier than passive anxiety. Do now: Write down the worry, answer the four questions and choose the next specific action. Why is enthusiasm essential for leadership? Enthusiasm gives leaders the emotional energy to influence others, sustain momentum and keep hope alive when circumstances are grim. It can move people, but it must also be protected from persistent negativity. Negative colleagues, commentators and acquaintances can act like kryptonite. Their pessimism gradually drains confidence and makes every idea appear impossible. Leaders cannot always avoid difficult people, particularly when the negative person is a colleague, client or family member. They can, however, control how much authority that person's outlook is allowed to have. Enthusiasm is not constant excitement. It is a renewable commitment to possibility. Leaders should identify the activities, people, purposes and achievements that reignite their energy. A small spark can become the blue flame that helps a team believe there is a worthwhile future ahead. Your emotional state is contagious, whether you intend it to be or not. Do now: Protect your enthusiasm, reduce unnecessary exposure to habitual negativity and reconnect with what gives the work meaning. Conclusion: How can leaders turn familiar principles into daily habits? The sixteen principles covered across Parts One and Two are not new, glamorous or technologically advanced. Most leaders have heard similar advice before. The problem is not a lack of knowledge. The problem is inconsistent execution. Respect, recognition, humility, constructive feedback, realistic goals, strategic focus, personal health, resilience, practical problem-solving and enthusiasm only create value when they become visible behaviours. Choose one principle each day and deliberately practise it. Treat the principles like daily business health supplements. One small leadership behaviour repeated consistently can improve trust, engagement, judgement and organisational performance. The obvious principles are often the ones we neglect. Leadership improves when we stop admiring the ideas and start living them. 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" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the bestsellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His books have also been published in 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 publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Building a successful business takes patience. Results rarely appear immediately, and there is often a gap between the effort you put in today and the outcomes you see in the future. Consistently showing up, even during quieter periods, helps build trust, strengthen relationships and create opportunities that may not become visible for weeks or months. Keep planting the seeds through steady action, because today's work is laying the foundations for tomorrow's growth.____________________

Jason Whitlock confronts the hidden price of career greatness after the tragedy involving Eric Bieniemy's family and Ryan Clark's tearful confession about losing his ESPN job. In this raw, personal Harmony monologue, Jason admits how chasing fame as a sports writer — Oprah, the Scripps Howard Award, Fox Sports, ESPN — left him empty and haunted by the family he never built. Through the redemption stories of Josh and Dante, he asks the question from Mark 8:36: what does it profit a man to gain the world and lose his soul? ➢ Show Outline 00:00 - Eric Bieniemy's Family Tragedy and the Cost of Ambition 02:12 - Ryan Clark's Confession: What He Sacrificed for Career 04:16 - Jason's Own Journey Chasing Worldly Success 06:20 - The Greatest Satisfaction: Mentoring Josh and Dante 08:34 - Regret, Family, and the Message That It's Never Too Late 09:48 - Empathy vs. Accountability: Adam and the Men's Standard 11:32 - Drive, Priorities, and Results at Different Life Stages 15:13 - Constraints: Putting Family in the Driver's Seat 17:13 - Ecclesiastes and the Danger of Public Success, Private Failure 21:17 - The Racial Spin: Career Success for the Community 25:42 - Impact Without Public Credit: The Silent Majority 29:17 - The Parable of the Sower and Sowing Seeds of Purpose ➢ Follow Our GUESTS https://www.youtube.com/@DreAllDay https://www.youtube.com/@AnthonyWalker1 https://x.com/VirgilWalker ➢ Subscribe to Jason's other channel https://www.youtube.com/JasonWhitlock?sub_confirmation=1 https://www.youtube.com/@JasonWhitlockHarmony?sub_confirmation=1 https://www.youtube.com/@JasonWhitlockBYOG?sub_confirmation=1 https://www.youtube.com/@JasonWhitlockClips?sub_confirmation=1 ➢ Connect with Jason on Social Media:  https://x.com/JasonWhitlock  https://www.instagram.com/realjasonwhitlock/ https://www.facebook.com/jasonwhitlock ➢ Send Jason an Email FearlessBlazeShow@gmail.com ➢ Support The Blaze Visit https://TheBlaze.com. Explore the all-new ad-free experience and see for yourself how we're standing up against suppression and prioritizing independent journalism. Support Conservative Voices! Subscribe to BlazeTV at https://www.fearlessmission.com and get $20 off your yearly subscription. Learn more about your ad choices. Visit megaphone.fm/adchoices

What if the secret to a more fulfilling life (and a more effective leadership style) isn't productivity or strategy, but connection? My guest today is Dr. Adam Dorsay, a licensed psychologist and executive coach in Silicon Valley, where he works with high-achieving professionals, executives, entrepreneurs, and even professional athletes. He's the host of the award-winning SuperPsyched podcast and has delivered three highly regarded TEDx Talks. Adam shares why so many of us are more disconnected than ever and what's really driving that gap. He unpacked the four types of human connection that are vital for a thriving life. We also explore what connection looks like in the workplace, how leaders can foster a genuine culture of empathy and belonging, and why diversity in your personal and professional connections along many vectors matters more than you think. Finally, he wrapped up with some incredibly grounding advice for anyone who feels like they're running on empty when it comes to meaningful relationships.If you're a leader wanting to build a more engaged, connected team, or simply someone craving more depth and fulfillment in your life, this conversation delivers both the science and the heart to help you get there. To access the episode transcript, go to www.TheEmpathyEdge.com and search by episode title.Listen in for…Why connection is such a key element in our lives and the four ways which we connect.Creating your own Connection Formula.What connection means in the workplace and how leaders can foster a culture of connection.The importance of diversity in connections. Advice to build the necessary connections in your life, especially for those who feel they are lacking. "We need to override our narcissistic tendencies and get to know our colleagues and go to bat for them, and they will go to bat for us.” — Dr. Adam DorsayEpisode References: The Empathy Edge Podcast: Dr. Adam Dorsay: How Ambition and Compassion Co-Exist for High-PerformersAtlas Obscura: atlasobscura.com About Adam Dorsay, Psychologist, Author of Superpsyched:Dr. Adam Dorsay is a licensed psychologist and executive coach in Silicon Valley, where he works with high-achieving adults (including professionals, executives, entrepreneurs, and professional athletes). Adam is the host of SuperPsyched, an award-winning podcast with more than 200 episodes. He has given three highly regarded TEDx Talks: one about men and their emotions, another about friendship in adulthood, and the most recent about the four ways humans connect. His new best-selling book is the International Impact Award-winning Super Psyched: Unleash the Power of the 4 Types of Connection and Live the Life You Love.Beyond his private practice, Adam is a resiliency expert who co-created an international program for Facebook's Online Safety employees for several years. He now serves as the resiliency consultant to DigitalOcean and has frequent requests from the media for interviews. He has provided keynotes and trainings to multiple corporations and organizations, including Microsoft, LinkedIn, and the California Psychological Association.Connect with Adam Dorsay:Website: dradamdorsay.com LinkedIn: linkedin.com/in/adam-dorsay-psyd-cpcc-a582a2Facebook: facebook.com/dradamdorsay Book: Unleash the Power of the 4 Types of Connection and Live the Life You Love Connect with Maria:Get Maria's books: Red-Slice.com/booksHire Maria to speak: Red-Slice.com/Speaker-Maria-RossTake the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader LinkedIn: Maria RossInstagram: @redslicemariaFacebook: Red Slice

The Strange Case of Rob, Michele and Nick Reiner Episode 393 – It came as a shock when Rob and Michele Reiner were murdered late last year. Now, their son Nick, accused of the murders, is trying to fund his defense using money in a trust fund provided by his parents. More SML Planning Minute Podcast Episodes Transcript of Podcast Episode 393 Hello, this is Bill Rainaldi, with another edition of Security Mutual's SML Planning Minute. In today's episode: the strange case of Rob, Michele & Nick Reiner. World-famous movie director Rob Reiner and his wife Michele were both stabbed to death in their home in the early hours of December 14, 2025. Their son, Nick, was arrested soon afterward and charged with first-degree murder. No conviction has occurred, and Nick Reiner is entitled to the presumption of innocence while proceedings occur. Nick had gotten into a heated argument with his parents the previous evening, during a party at the home of Conan O’Brien, a well-known television talk show host.[1] Upon his arrest, Nick hired a well-known defense attorney named Alan Jackson, who had previously represented Kevin Spacey and Harvey Weinstein, but Jackson eventually withdrew from the case. Jackson at first refused to specifically state why he withdrew, but it is believed that money was a main issue.[2] Reiner is currently represented by Los Angeles County Public Defender Kimberly Greene, but according to a petition filed on his behalf, Jackson is willing to come back to assist with the case. Reiner would like to rehire Jackson, but he needs to find a way to pay him.[3] Nick apparently has no current source of income, but he does have a trust fund, set up by his parents, which is estimated to be at least $1.5 million. Through his attorney, Nick is petitioning the court for access to the trust fund to help finance his defense.[4] In other words, he would like to use some of the money his parents gave him to help defend himself against the murder charges. The terms of the trust are specific: half of the funds were supposed to be distributed when he reached age 30 in 2023, with the other half to be distributed when he turns 35. The 2023 distribution apparently did not happen.[5] As for the second payment, due in 2028, the outcome is in doubt. If convicted, Nick would likely be prohibited from collecting it due to California's “slayer statute.”[6] Most U.S. states have a slayer statute. This type of law first gained attention in 1989 when the Menendez brothers were accused of killing their parents in Beverly Hills, CA. The brothers were convicted of murder and prohibited from collecting their inheritance from their parents' estate. In California, the statute states that someone who murders someone else cannot inherit assets or gain any financial profit as a result. The burden of proof varies, with some states requiring a criminal conviction to void a disposition, and other states requiring only civil liability.[7] In Nick's case, if the statute is ruled applicable, it would result in Nick being treated as if he had predeceased his parents.[8] A big part of the issue is the unmade trust distribution from 2023, which was scheduled before the crime was committed. The trustee apparently denied the payment due to Nick's history of substance abuse, and his alleged inability to manage the trust assets on his own.[9] [10] For his part, Nick's attorney classifies this as a subjective opinion, which, in his view, is not a valid reason to hold back the money.[11] But things get even more complicated from there. Nick's side has also argued that the assets in question are not assets of his deceased parents' estate, but assets of a trust that had already been funded before the crimes occurred. The argument is that once the assets went into the trust, they were no longer part of Rob and Michele Reiner's estates. [12] Then there's the issue of legal competence. The counterargument offered by Nick's lawyer is that the trustee has the authorization to make payments to a fiduciary, so competency shouldn't be relevant.[13] Reiner asserted in a court filing that his two siblings, Jake and Romy Reiner, had agreed at first to pay legal fees to retain Alan Jackson, but later changed their minds.[14] Their role in any future trial or litigation remains to be seen. Of course, Nick Reiner is presumed innocent until proven guilty. For now, his trust attorneys claim that by blocking access to what they characterize as his own funds, the trustee is effectively punishing him before he is convicted.[15] There’s still a lot to be determined here. Stay tuned. [1] Comiter, Jordana. “Rob Reiner’s Death: A Timeline of the Investigation and Nick Reiner’s Arrest.” People Magazine. https://people.com/rob-reiner-death-investigation-timeline-11870197 (published December 19, 2025; accessed June 24, 2026). [2] Bagchi, Aysha. “Nick Reiner’s star lawyer stepped down. This could be why.” USA Today. https://www.usatoday.com/story/entertainment/celebrities/2026/01/07/nick-reiner-murder-charges-rob-michele-reiner-lawyer-withdraws/88069146007/ (published January 8, 2026; accessed June 24, 2026). [3] Sulkin Stern, Anna. “Nick Reiner Seeks Access to Trust Fund to Finance His Defense.” Wealthmanagement.com. https://www.wealthmanagement.com/estate-planning/nick-reiner-seeks-access-to-trust-fund-to-finance-his-defense (published June 17, 2026; accessed June 26, 2026). [4] Id. [5] Esquibias, Liza. “Nick Reiner wants his trust fund for his defense. Can he get it?.” USA Today. https://www.usatoday.com/story/entertainment/celebrities/2026/06/12/rob-reiner-son-nick-reiner-family-trust-dispute-inheritance-analysis/90497780007/ (published June 12, 2025; accessed June 25, 2026). [6] Sulkin Stern, Anna. “Nick Reiner Seeks Access to Trust Fund to Finance His Defense.” Wealthmanagement.com. https://www.wealthmanagement.com/estate-planning/nick-reiner-seeks-access-to-trust-fund-to-finance-his-defense (published June 17, 2025; accessed June 24, 2026). [7] Pehush, Tara L. (2005) “Comments: Maryland Is Dying for a Slayer Statute: The Ineffectiveness of the Common Law Slayer Rule in Maryland,” University of Baltimore Law Review: Vol. 35: Iss. 2, Article 7. http://scholarworks.law.ubalt.edu/ublr/vol35/iss2/7 (published 2005; accessed July 17, 2026). [8] Esquibias, Liza. “Nick Reiner wants his trust fund for his defense. Can he get it?.” USA Today. https://www.usatoday.com/story/entertainment/celebrities/2026/06/12/rob-reiner-son-nick-reiner-family-trust-dispute-inheritance-analysis/90497780007/ (published June 12, 2025; accessed June 25, 2026). [9] Sulkin Stern, Anna. “Nick Reiner Seeks Access to Trust Fund to Finance His Defense.” Wealthmanagement.com. https://www.wealthmanagement.com/estate-planning/nick-reiner-seeks-access-to-trust-fund-to-finance-his-defense (published June 17, 2025; accessed June 24, 2026). [10] Esquibias, Liza. “Nick Reiner wants his trust fund for his defense. Can he get it?.” USA Today. https://www.usatoday.com/story/entertainment/celebrities/2026/06/12/rob-reiner-son-nick-reiner-family-trust-dispute-inheritance-analysis/90497780007/ (published June 12, 2025; accessed June 25, 2026). [11] Id. [12] Esquibias, Liza. “Nick Reiner wants his trust fund for his defense. Can he get it?.” USA Today. https://www.usatoday.com/story/entertainment/celebrities/2026/06/12/rob-reiner-son-nick-reiner-family-trust-dispute-inheritance-analysis/90497780007/ (published June 12, 2025; accessed June 25, 2026). [13] Sulkin Stern, Anna. “Nick Reiner Seeks Access to Trust Fund to Finance His Defense.” Wealthmanagement.com. https://www.wealthmanagement.com/estate-planning/nick-reiner-seeks-access-to-trust-fund-to-finance-his-defense (published June 17, 2025; accessed June 24, 2026). [14] Mandell, Sean.. “Nick Reiner Claims His Siblings ‘Reversed' Their ‘Commitment’ to Fund His Legal Defense.” People Magazine https://people.com/nick-reiner-claims-his-siblings-reversed-their-commitment-to-fund-his-legal-defense-11995526 (published June 11, 2025; accessed June 25, 2026). [15] Sulkin Stern, Anna. “Nick Reiner Seeks Access to Trust Fund to Finance His Defense.” Wealthmanagement.com. https://www.wealthmanagement.com/estate-planning/nick-reiner-seeks-access-to-trust-fund-to-finance-his-defense (published June 17, 2025; accessed June 24, 2026). More SML Planning Minute Podcast Episodes This podcast is brought to you by Security Mutual Life Insurance Company of New York, The Company That Cares®. The content provided is intended for educational and informational purposes only. Information is provided in good faith. However, the Company makes no representation or warranty of any kind regarding the accuracy, reliability, or completeness of the information. The information presented is designed to provide general information regarding the subject matter covered. It is not to serve as legal, tax or other financial advice related to individual situations, because each individual's legal, tax and financial situation is different. Specific advice needs to be tailored to your situation. Therefore, please consult with your own attorney, tax professional and/or other advisors regarding your specific situation. To help reach your goals, you need a skilled professional by your side. Contact your local Security Mutual life insurance advisor today. As part of the planning process, he or she will coordinate with your other advisors as needed to help you achieve your financial goals and objectives. For more information, visit us at SMLNY.com/SMLPodcast. If you've enjoyed this podcast, tell your friends about it. And be sure to give us a five-star review. And check us out on LinkedIn, YouTube and Twitter. Thanks for listening, and we'll talk to you next time. Tax laws are complex and subject to change. The information presented is based on current interpretation of the laws. Neither Security Mutual nor its agents are permitted to provide tax or legal advice. The applicability of any strategy discussed is dependent upon the particular facts and circumstances. Results may vary, and products and services discussed may not be appropriate for all situations. Each person's needs, objectives and financial circumstances are different, and must be reviewed and analyzed independently. We encourage individuals to seek personalized advice from a qualified Security Mutual life insurance advisor regarding their personal needs, objectives, and financial circumstances. Insurance products are issued by Security Mutual Life Insurance Company of New York, Binghamton, New York. Product availability and features may vary by state.​ SubscribeApple PodcastsSpotifyAndroidPandoraby EmailTuneInDeezerRSSMore Subscribe Options https://smlny.com/wp-content/uploads/2026/07/SMLPM393-the-strange-case-of-rob-and-nick-reiner-16178.mp3

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WWE RAW 7/27/26 Review covering the SummerSlam go-home show, Journalist Lee Sanders is back talking fallout and  latest news as WWE Radio replaces the wrestling channel on SiriusXM, what it means for Busted Open and wrestling podcasters, the Janel Grant vs. Vince McMahon lawsuit ending, Brock Lesnar vs. Oba Femi weigh-in, Roman Reigns and Seth Rollins' final face-to-face, plus complete SummerSlam predictions and analysis.WWE RAW 7/27/26 Results & ReviewTonight's WWE RAW featured:

Most conversations about hard childhoods stop at “it affected them as kids.” Almost nobody asks what happens after — because childhood doesn't stay contained to childhood. It moves in with you as an adult, and it rarely announces itself when it shows up. In this episode, I walk through Adverse Childhood Experiences (ACEs): what the research actually found, how it showed up in my own life, and four practical starting points for anyone who recognizes themselves in this.What ACEs Actually AreIn the 1990s, Kaiser Permanente and the CDC studied adults about specific categories of childhood hardship — abuse, neglect, and household dysfunction like addiction, untreated mental illness, or divorce. What they found wasn't just emotional; it reshaped how researchers understood long-term physical health outcomes too.How It Shows Up Decades LaterHigher rates of heart disease, chronic pain, weight and substance struggles — and a quieter pattern I know personally: being “braced for impact” even when nothing is actually wrong. I share how noticing this in my own stress data was the first real clue.It's Not a Life SentenceA high ACE score doesn't determine your future. The single biggest protective factor across every study was having just one steady, caring adult somewhere in the picture — and that changes the odds significantly.Step 1: Name ItYou can't fix a reaction you haven't identified. I walk through how naming a pattern (“I don't trust the future”) is the first real step, not a reason to stay stuck in it.Step 2: Your Body RemembersOld alarm systems fire in new contexts — a late bill, an unexpected email — and recognizing that pattern is different from being ruled by it.Step 3: Stability Is Not Wasted EffortRebuilding a calm, steady life as an adult recalibrates a nervous system that never had that as a baseline. It may take longer than it would for someone with a steady childhood, but it's not out of reach.Step 4: Everything Is FigureoutableThe bridge from naming the pattern to actually doing something about it — including the strange, personal story of how my own decades-long insomnia finally resolved.If any part of this sounds like your own life, it's not a life sentence — it's information. Naming it and building stability from here is where the real change starts.Recommended resource: The original ACE study questionnaire is short, self-scoring, and available online in about five minutes if you want a starting point.Find every show I do at jillfromthenorthwoods.com.This episode touches on childhood trauma and family dysfunction. If anything in it sounds like your own experience and it's weighing on you right now, please consider reaching out to a mental health professional or a trusted person in your life for support.Jill's Linkshttps://jillfromthenorthwoods.com/ - Find my podcasts, videos, downloads and ways to contact mehttps://www.buymeacoffee.com/smallstepspodhttps://x.com/NorthWoodsJillhttps://www.youtube.com/@startwithsmallstepsEmail the podcast at jill@startwithsmallsteps.comBy choosing to watch this video or listen to this podcast, you acknowledge that you are doing so of your own free will. The content shared here reflects personal experiences and opinions and is intended for informational and inspirational purposes only. I am not a licensed therapist, life coach, or mental health professional. Any habits, strategies, or suggestions offered should not be considered a substitute for professional medical, psychological, or counseling advice. Results vary — small steps look different for everyone. You are solely responsible for any decisions or actions you take based on this content.

Competitors can damage your margins, poach your best people, outspend you, undercut your prices and introduce technology that makes your current offer irrelevant. Worrying about them, however, is not a strategy. The better response is to build a competitive moat before you desperately need one. That means creating distinctive value, stronger client relationships, better delivery systems and advantages that rivals cannot easily or cheaply reproduce. How Much Attention Should We Pay to Our Competitors? Leaders should understand their competitors clearly, but they should not allow competitors to dictate every business decision. The objective is informed awareness rather than corporate paranoia. The intensity of competition depends on the market. In a commodity sector, price and supply capacity may determine almost everything. In a narrow market with only a few suppliers, gaining market share may be extremely difficult. Currency movements, technological disruption, regulatory changes, capital availability and the loss of key employees can also alter the competitive balance overnight. A rival with hundreds of salespeople may reach far more potential buyers than your team of twenty. A heavily funded newcomer may willingly destroy industry pricing to purchase market share. These threats are real, but constantly reacting to them can pull your organisation away from its own strategy. Do now: Identify the three competitor actions that could most seriously affect your revenue, margins or client retention. Why Is Competing on Price So Dangerous? Price competition is dangerous because a rival with deeper pockets can sustain losses for longer than you can. Once buyers become accustomed to discounted pricing, restoring the previous market rate can be painfully difficult. Many companies spend years building their prices to a sustainable level. Then a new entrant arrives and offers a similar product for substantially less. The newcomer may not need to make an immediate profit. It may be funded by a parent company, private equity, venture capital or profits from another division. This creates a zero-sum battle of winners and losers. Smaller firms often cannot match the discount without destroying their own margins. The answer is not always to become cheaper. It is to make direct price comparison harder by changing the value equation. Instead of allowing an apple-to-apple comparison, create a musk-melon-to-apple comparison. In Japan, premium musk melons command extraordinary prices because buyers perceive them as a completely different category of value. Do now: List the services, expertise, guarantees or outcomes that could move your offer beyond a direct price comparison. What Is a Competitive Moat in Business? A competitive moat is an advantage that protects your clients, revenue and market position from attack by rivals.Strong moats are valuable to buyers and difficult, expensive or time-consuming for competitors to copy. A moat might consist of proprietary technology, trusted relationships, specialist expertise, exclusive distribution, superior service, faster delivery, a powerful brand or a deeply embedded client ecosystem. In business-to-business markets, the moat may be the accumulated trust created through years of reliable execution. The irony is that companies usually need to build these defences while business is going well. Unfortunately, good times create complacency. Leaders are busy serving current demand, employees are fully occupied and there appears to be no urgent reason to invest in protection. That is precisely when the work should begin. Once the crisis arrives, the organisation may lack the time, cash or management attention required to respond properly. Do now: Ask what clients would genuinely miss if your company disappeared tomorrow. Their answers reveal the foundations of your moat. Why Do Companies Wait Until a Crisis to Innovate? Companies delay innovation because the cost and inconvenience are immediate, while the danger of doing nothing appears distant. A crisis suddenly reverses that calculation. Our experience at Dale Carnegie Tokyo Training illustrates the problem. Business was surging during 2018 and 2019. Revenue was strong, demand was high and the organisation was occupied with delivering training. Everything looked pretty peachy. Then Japan confirmed its first COVID-19 case in January 2020. Clients began cancelling scheduled programmes, and the outlook changed dramatically. We had no sufficiently developed moat against the disappearance of face-to-face delivery. Dale Carnegie had conducted virtual training internationally since 2010, but introducing it properly in Japan required curriculum translation, instructor development, producer training and financial investment. Before the pandemic, those barriers encouraged us to dawdle. Once survival was at stake, we found the money, time and determination remarkably quickly. In retrospect, the capability should have been built before the crisis. Do now: Identify one strategic capability your organisation keeps postponing because there is no immediate urgency. How Can a Business Create Value Competitors Cannot Copy? Distinctive value comes from solving client problems more completely, conveniently or reliably than the alternatives. The strongest advantages often combine several modest benefits into one difficult-to-replicate system. Leaders frequently believe they already provide sufficient value. The more useful question is: what additional impact could we create for the buyer? A manufacturer might attach consulting, installation, training or maintenance services to a physical product. A professional services company might add diagnostics, benchmarking, follow-up coaching, digital resources or implementation support. A software provider might reduce risk through stronger onboarding, integration assistance and user education. Some additions will cost money without producing an immediate, separate fee. That does not automatically make them a bad investment. Real moats are expensive. If an advantage is cheap and simple to introduce, competitors will reproduce it quickly. The goal is to provide musk-melon value at an apple price—or at a price only slightly above the apple. Do now: Brainstorm ten ways to save clients time, reduce their costs, lower their risk or improve the quality of their results. Should We Build a Competitive Moat When Business Is Strong? The best time to build a competitive moat is when revenue is healthy, clients are buying and the company still has strategic choices. Waiting until sales collapse removes many of those choices. Good times always feel as though they will continue. They do not. Economic downturns, geopolitical shocks, technological change, new regulations, shifts in buyer behaviour and unexpected competitors can all expose weaknesses that were invisible during periods of growth. This does not mean leaders should become pessimistic or divert unlimited resources into defensive projects. It means allocating regular time and budget to resilience, differentiation and innovation. Executives should examine which revenue streams depend on one client, one delivery method, one salesperson, one supplier or one technology platform. They should also test whether their supposed advantages are truly valuable to clients or merely internal beliefs. Moat building should become part of normal strategy, not an emergency activity launched after the castle is already under attack. Do now: Review your strategic plan and assign an owner, budget and deadline to one moat-building initiative. What Should Leaders Do About Competitors Now? Competitors deserve attention, but obsessing over them will not protect your business. The strongest defence is to become more valuable, more distinctive and more difficult to replace. Study the market, understand emerging threats and watch for changes in price, technology, regulation, talent and client expectations. Then turn the attention back to your own organisation. Ask what you can provide that buyers value and competitors struggle to reproduce. Look for ways to combine products with services, expertise with technology and quality with greater speed or convenience. Most importantly, do not wait for the next crisis. Build the moat while the business is healthy, because the moment when you urgently need protection is usually the worst possible moment to begin constructing it. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and an Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the 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 Japanese-language works include 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 X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Disclaimer: Today's episode is sponsored by Nurp. Content is for educational purposes only. Not advice. Results discussed have not been vetted. Claims made by the guest have not been verified. The views expressed by the guest do not reflect those of the host or this show.—

Don't forget to vote for who brought the biggest creep at patreon.com/thecreepoff.  This week, Karl and Vinnie head to the Iberian Peninsula to answer one very important question: Who is the Biggest Creep in Spain? They may have won the world cup, but we will knock them down a peg or two! We'll also bring you a brand-new Karl's Cop Cam, another packed Scum Parade full of humanity's worst behavior, and all the usual nonsense you've come to expect from The Creep Off.Check out this week's scum parade stories here:  https://nypost.com/2026/07/18/us-news/alabama-attorney-allegedly-tried-to-poison-stroke-survivor-husband-multiple-times/https://www.wtoc.com/2026/07/22/pooler-man-accused-impersonating-officer-forcing-woman-into-sexual-acts-gas-station/https://scallywagandvagabond.com/2026/07/lancaster-pa-man-fatally-stabs-sister-injures-brother-over-barking-dogs/ https://www.thesun.co.uk/news/39852229/dad-jailed-life-rape-murder-son-friend-sleepover/The score is currently Vinnie 2` - Karl 3 – Guest 4 Want more of the madness? Support the show on Patreon, Supercast to snag exclusive merch and get an extra bonus episode every week!Don't forget you can leave us a voicemail at 585-371-8108You can follow our results girl Mahalia @mahellllyeahYou can follow our Results girl Danni on Instagram @Danni_Desolation 

Animals hold profound spiritual wisdom, unique emotions, and direct guidance for daily life. In this special Best of episode, Colleen and Robyn welcome Penelope Smith, the grandmother of animal communication, to explore how humans connect telepathically with the animal kingdom. Discover how subtle intuitive perceptions like feelings, images, and impressions allow anyone to receive the quiet messages animals share every day. Listening to these living companions opens new doors for personal spiritual growth, deepens energy healing work, and enhances overall Reiki practice. Another reason we are reposting this is to let you know!!!  Free Online Event with Penelope Smith:  How to Activate Your Innate "Animal Whisperer" Skills  Free experiential class and meditation on Tuesday, August 4, at 5:30 PM Pacific. Register here: https://shiftnetwork.isrefer.com/go/hawsRB/a28160/ Register even if you can't attend live. They will send you a recording!  In This Episode, You Will Learn: •    Discover how interspecies telepathic communication works using innate intuitive perceptions like images, feelings, and direct knowing. •    Explore practical ways animal communication enhances traditional Reiki sessions and energy work. •    Understand why animals act as powerful spiritual teachers, healers, and guides. •    Master daily practices to start receiving direct wisdom and messages from your animal companions. •    Recognize your unique intuitive communication style during Penelope's free online experiential class. Connect with Penelope Smith •    Animal Communication Mastery Series. theshiftnetwork.com/Animal-Telepathic-Communication-  •    Website: animaltalk.net •    Facebook: Penelope Smith Animal Talk Animal Communication •    Instagram: Penelope Smith Animal Talk !!! Free Online Event with Penelope Smith: Free experiential class and meditation on Tuesday, August 4, at 5:30 PM Pacific. Register here: https://shiftnetwork.isrefer.com/go/hawsRB/a28160/ Connect with Colleen & Robyn ReikiLifestyle.com Reiki Lifestyle Podcast - On major podcast channels Free Online Reiki Share: Tuesdays, 9:30 am – 11:00 am Pacific Time, for a global Reiki healing circle. Free phone consultation: with Danni Instagram: @reikilifestyleofficial Email: info@reikilifestyle.com Love the Show? If this episode helped you on your journey, please Subscribe and leave a 5-star review on Apple Podcasts or Spotify. Your support helps us share the gift of Reiki with more people around the world! **DISCLAIMER** This episode is not a substitute for seeking professional medical care but is offered for relaxation and stress reduction, which supports the body's natural healing capabilities. Reiki is a complement to and never a replacement for professional medical care. Colleen and Robyn are not licensed professional healthcare providers and urge you to always seek out the appropriate physical and mental help professional healthcare providers may offer. Results vary by individual.

Results and review of AEW Redemption 2026. This Pay-Per-Viewpoint edition of Smack Talk features a recap of the event and a breakdown of the matches that took place on the show.

What happens when an organization gets so focused on results that it forgets why it exists? Andrew Stotz and Balaji Reddie dig into the first of Deming's 14 Points, constancy of purpose, using stories like Harvard's answer to Deming's challenge to define a business and Indian manufacturers who pivoted to build PPE during the pandemic. This conversation may change how you think about success, profit, and the real aim of a business. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, an educator and trainer in the teachings of Dr. Deming and quality management generally. I'm really excited for today's topic, which is the 14 Points. Take it away, Balaji.   0:00:27.5 Balaji Reddie: Thank you. Thank you, Andrew. So the last time we spoke, we had discussed all the four sciences that Dr. Deming put together. In a nutshell, we said his words, appreciation for a system. That means appreciating that there are no events, there are eventualities, and there is a huge myriad or a huge system of myriad components that create these outcomes. So we need to understand that. We need to appreciate the fact that these are all interconnected, interdependent, these components. Right. And we saw some other attributes that when they interact with each other, the cause and effect are not closely related in time or space. Seemingly disconnected events then turn out to be connected. There exist synergistic relationships. So you can't just straightaway say, "I know." You can say, "From what I understand or what knowledge I have right now about the system, I think."   0:01:34.7 Balaji Reddie: And you always dig deeper. Right. And that gave us the next thing, that the performance of any system, the outcomes are subject to Variation. You will never get the same outcome every single time. It keeps on fluctuating. And then we realize there is a difference between normal and abnormal fluctuations. The typical term that Walter Shewhart said was Variation, and Deming took that forward. He said, "Understand Variation." I would say learn how to think statistically. Right? And statistical thinking is about knowing when to act and when to leave a process alone. Okay. So we said understand the Variation, and you should know when to... There's that normal fluctuation, you would need to work on it continually. But abnormal fluctuation is a little easier to understand, isolate, and take immediate action. So the low-hanging fruit comes from the abnormal fluctuation, what he called as special causes or assignable causes, as Walter Shewhart said.   0:02:41.0 Balaji Reddie: And once you work on them, then your long-term work on the process continues. That never stops because it helps you understand the process much, much better. Right? But there you are faced with the dilemma sometimes. There's so many complications there, and you just need to understand them if you want to know completely what happens in a system. And that's why he said the complete knowledge is never... Is unknown and unknowable. But he said there's a way of doing that, and that's where the Theory of Knowledge came in. We needed to understand that we build upon what we have right now. We start asking questions, and you begin with theories. "I think, I believe." And once you start doing that, you start unraveling the mysteries of the system under study. And last bit here is all this, of course, he was speaking about man-made systems, organizational systems, which all this work is being done by people.   0:03:38.0 Balaji Reddie: And he said that's where the best part comes in. You can never do things all by yourself. You need to cooperate with others. Each one comes with their own theories, and each one has their own system of learning, their own way of thinking. So we need to understand that, whether you are employees inside a company, whether you are people outside the company contributing in the sense of suppliers, or people who are recipients of this in terms of consumers. So everyone, you need to understand people, that they're a part of this entire system. And that's where Psychology comes in. Of course, I used the word empathy. I said understanding them and on. And on a lighter note, I ended by saying that if you really want to sharpen your empathetic skills, you need to either understand your pet or a baby, because these are people who can't express what they want and you just have to have your own theories and then understand them better.   0:04:34.9 Balaji Reddie: But that's what we saw last time. Now we're gonna get to, funnily, what he espoused as his philosophy [chuckle] when he first presented it in the United States in a structured form, right? These were the 14 Points. Now, first of all, the 14 Points are not his philosophy, but they're 14 consequences of his philosophy. You can never really set out to say, "I'm gonna do these 14 Points." But when you start, how do I say, asking the right questions and want to gain Profound Knowledge of what's happening and start looking at things differently and start asking questions, the right kind of questions, just like I said, "What is the purpose of the system? What are the components? How are they connected? How do they work? What is happening right now? Does this normally happen? Is this abnormal?" And then, of course, what are better ways of explaining or expressing what I'm seeing right now?   0:05:43.9 Balaji Reddie: And then finally, taking help from everybody else and bringing their thought processes. When you start asking these questions and start structuring and understanding the organization much better, you eventually see the 14 Points. So they are consequences of his philosophy. They are not his philosophy. You end up with the 14 Points, you don't start with them. Right? Having said that, does that mean we just go through this and be done with it? I said, "No." Now let's understand how he structured these and why he structured it the way he did. Now, they are in no order of preference. In fact, I remember speaking to Bill Bellows about this, and he said when he asked Deming, "Which of the 14 Points are the most important ones? Where do I start?" and he said, "All of them." He said, "Where do I start?" "Start anywhere," he said. You could start anywhere, eventually they're all connected.   0:06:40.7 Balaji Reddie: So the 14 Points are a system themselves. They are all connected to each other. You could start anywhere and you end up with the 14 Points in any case. But since we have to follow a kind of the sequence in which he wrote them, which he presented them, I'm following that sequence to begin with. Now, I'm gonna start with the 1986 edition of the 14 Points, which are there in his book, Out of the Crisis. But in 1990, he updated the wordings of the 14 Points. So I shall pull up my document right here so that I can read out the 1990 edition. Just give me a minute.   0:07:36.0 Andrew Stotz: Just for the audience, go out there and get yours in your hand. Get ready. I'm just going through and getting mine ready.   0:07:42.8 Balaji Reddie: Yes, so. Okay, so here it goes. Let's get to the 14 Points. So here we are. Right. And in what I normally say here, that he often said too, that when you apply Profound Knowledge, the 14 Points help you apply this in the most structured manner. So here we go. So the first is the 1986 edition, point number one, where he says, "Create constancy of purpose toward improvement of product and service with the aim to become competitive and to stay in business and to provide jobs." I think this is an amazing set of words which he's brought here, especially saying to provide jobs, where he said that quality is a ways and means of really contributing to society and not sucking the worst 10%, but adding something more to it to provide more jobs. Now in the 1990 edition, right, now the commentary for this, if you read Out of the Crisis, I've taken an excerpt from there, "Management must demonstrate unshakable commitment to quality, productivity and continual improvement.   0:09:09.8 Balaji Reddie: Your customers, your suppliers, your employees need your statement of constancy of purpose, your intention to stay in business by providing product and service that will help man to live better and which will have a market." So this was his definition of quality. A product or a service possesses quality if it helps someone live better in every way and enjoys a large and sustainable market. So for him, quality had two aspects. One, it must make someone's life better. Whatever you do, whether it's a product or a service, service being an activity. Right. So it should add value to the customer's life. It should make that person's life better. But it should be at a price the customer is willing to pay. Right? So that's the way he looked at it.   0:09:55.2 Balaji Reddie: Now, he changed this in 1990 to this, "Create and publish to all concerned a statement of the aims and purposes of the company or other organization. Management must demonstrate constantly their commitment to this statement." Now he says to publish the statement. And he says not just purpose, but aim. So aim, I think this came from his definition of a system, where he says that a system must have an aim. Without an aim, there is no system. So the aim provides a direction and purpose provides the reason why the system exists. So they go hand in hand. You can't separate these two. But now the commentary for this is, "A system must create something of value, in other words, results. The intended results, along with consideration of recipients and of cost, mold the aim of the system. It is thus management's task to determine those aims, to manage the whole organization towards accomplishment of those aims.   0:11:07.1 Balaji Reddie: It is important that an aim never be defined in terms of a specific activity or method. It must always relate to a better life for everyone. The aim precedes the organizational system and those that work in it." So...   0:11:23.4 Andrew Stotz: What was that part? "It's important that it's not" what?   0:11:27.2 Balaji Reddie: Yeah, that it's not an activity or a product. It should be something broader than that. It's about adding value to someone's life. Now, you can't go into the other extreme and come up with a motherhood statement like "I want to boil the ocean" or "I want to solve the world's poverty problems," alright? But it must translate into something doable, alright? And it should tell where the organization is heading. But the key word here is "publish it," right? And he says, "and other organization," that means "of the company or other organization." So I believe he started envisioning that in the future it's not gonna be one company, but a family of companies working together, which very simply today we use the term "supply chain" to express that. And I think, I think I mentioned this before in one of my earlier chats that I don't like that term because. It falls woefully short to explain what actually is happening there.   0:12:29.2 Balaji Reddie: I like to use the word provider network. Right? It's a network. It's not just a chain. Chain is more linear. Network is more lateral, all over the place. And these are not just suppliers. These are providers. So, right, he talked about a supply chain in those days. And he also says publishing, that means it should exist in some hard form, right, so that people see it, read it. Okay. Now this kind of, I thought was quite amazing because if you know about, for those who are into ISO 9000, the standard, of course, the latest one which is coming out this year, I'm not well-versed with what they've written or what they've changed in it, but up until 2015, the ISO insisted that companies have a documented statement of their policies, right, a quality policy and objectives. It should be written down. So to say that they could have got this idea from here is not fair, but I guess that you can see the parallel in what he was saying.   0:13:44.8 Balaji Reddie: So publishing. Now, in 2007, this is what I wrote after talking to many, like I said, who attended or helped Dr. Deming in his seminars till the day he passed on, right? And they said, of course, because I was quite intrigued, initially his four-day seminar had a perfect structure and everyone knows who attended that on the second day after lunch you had the red beads experiment. So that never changed even after Profound Knowledge came in. So anyway, coming back to what I was just saying, so initially he spoke a lot about the 14 Points, but after he professed Profound Knowledge, the stress on the 14 Points came down, but it did not disappear altogether. And this I heard from many of those and I asked what he would speak of. So based on that, I just came up with these words. The words are all Dr. Deming's, I've just edited and put it together.   0:14:50.1 Balaji Reddie: So create a statement of the aim and purpose of the organizational system. It must bring out the long-term vision of the organization, preferably stating how it intends to stay in business by making life better for all those impacted in any way. So there could be a direct or an indirect impact. Stakeholders is the term we use right now, right? So purpose describes why you exist. And if you go deeper to find out why a company exists, it has to last beyond the founding father's vision, right? So the statement of purpose must be very clear. Like Walt Disney, we spoke about this, he said, "I'll do anything to make a child smile." That was his purpose, and that's how everything stemmed from that, right? So if you start looking deep, why are we here? Why do we exist?   0:15:46.3 Balaji Reddie: Then once the company starts growing, you don't forget why you set up the company in the first place. You go back to your roots and the statement of purpose is like a North Star. It reminds you of where you're supposed to be, where you started, what you had in mind, right? So it's not that companies don't have it, but we need to revisit it from time to time. And sometimes you need to, it may undergo a change because things don't remain the same, right? Systems keep changing and if everything keeps changing, then you have to revisit the purpose. You don't do it every day though, because it's something that you spoke about and you say that it took me time to come out with this statement of purpose. So I was trying to understand even Apple's statement of purpose where Steve Jobs said making technology accessible, making technology simple, making technology productive is what we are supposed to do here as a company. Right.   0:16:46.4 Balaji Reddie: So he always believed in simplicity. He believed in seeing that people are more productive with the work, the software, or the products that they offer. Right. And it should be something that at times goes beyond just what the customer expects so that that one part is always there. So that's point number one, the statement of purpose.   0:17:11.3 Andrew Stotz: Can I ask a couple questions about that?   0:17:14.2 Balaji Reddie: Yeah, sure, sure, sure.   0:17:15.3 Andrew Stotz: Before we go on, I'm assuming you're gonna go on to number two.   0:17:18.4 Balaji Reddie: Yes.   0:17:20.5 Andrew Stotz: So a couple of things. First thing is about aim. You know that statement, "the purpose of a system is what it does," meaning that ultimately every system, there's an aim. It just may not be the aim that you think it is or that you want it to be. So part of this idea is recognizing that we have to state the aim or else people just, they're gonna just do things the way they've done them. Am I correct in saying that?   0:17:51.2 Balaji Reddie: Yeah. And it brings clarity to whatever you are doing. You start realizing, okay, I thought that we were actually doing this when we should be doing something else. For example, in Out of the Crisis, he gives that example of that trucking company. And he said when that gentleman took Dr. Deming's four-day seminar and then went back to his company and asked his employees, "What business do you think we are in?" Because that's what he used to ask, "What business are you in?" He used to ask that question, right, to the audience. "Any CEOs here? What business are you in? What business do you need to be in? What are you gonna be doing five years from now, ten years from now?" Right. So these are questions which I think you need to look at. If you want a list of questions, then in Out of the Crisis, there is a chapter on just the questions. Right.   0:18:57.0 Balaji Reddie: And that's, if I believe, let me just check. It comes after chapter seven. Is that where it comes in? No, I think... Yeah. Diseases and Obstacles. Okay. It's chapter five, "Questions to Help Managers." So you can find a host of questions there. These are rhetorical questions, most of them, telling you to focus on the job you have on hand. Right. And helps you define your purpose and your aim, both. And it gives clarity. Like I said, sometimes it gives clarity to yourself. What exactly am I doing here? All right. You always begin by saying that. I mean, if you ask people who set up businesses, they'll start by saying, "I did this because I was good at it," and the money came, but "I was good at doing this." And why did you do that? What do you mean by good? "Well, when I did this, I saw people feel happy." Right. And that's why I wanted to do this.   0:20:06.8 Balaji Reddie: And I thought this is the best way for me to earn my money, but the purpose was mainly to make them happy. Right. And then the money came. So that should be the focus. I think I mentioned this once when 1983 was when Harvard Business School was celebrating 75 years of existence. And everyone knew at that time, because Deming had just been rediscovered in America, and he was hot property. But everyone knew his ideas about Harvard. [chuckle] He was scathing. He said they prepared managers for the past and not for the future, and blah, blah, blah, blah, blah. He was very angry. But when they sent him a letter saying that we are making a souvenir of sorts, so can you pen a few words for us? So he was quite lavish in his comments and in his praise. He said, "It's not easy to run a business school and y'all have done it for 75 years. So all credit to you." But he said, "I have just one question for you.   0:21:18.7 Balaji Reddie: In these last two, three years that I have come back into American industry, I see with pain that many people do not understand the purpose of their business. And I see that Harvard has not defined the purpose of a business. Could you define the purpose of a business?" And Harvard came out with an answer which went, "The purpose of a business is to create value at a profit." So the sequence of the words is so beautiful. Create value at a profit. Right? And for a business, you need both. If you're only creating value and no profits, that's not a business. That's social service. And if you only want profits but no value, then that's not a business either. Then you might as well go loot a bank, get 100% profit and no value. And I remember Myron Tribus writing about this at the Kobe shipyard in Japan, right? And this was before Deming landed there, apparently, because there was someone sitting at Kobe who later on had taken Deming's lectures on statistical quality.   0:22:39.4 Balaji Reddie: And then of course, the leadership thing, right, where Deming spoke about the flow diagram. And he said that, he said the light bulb went on because they had a statement there at the Kobe shipyard, "We shall make good ships. At a profit if we can, at a loss if we must, but we shall make good ships." And later on, apparently some American gentlemen came to take over and they changed that and they said, "No, no, no, remove all that profit and loss and just say, 'We shall make good ships.' That's it." So there were times when things started going wrong, right? They went in the wrong direction because they were not looking at it in the clear manner. When they had problems, they said, "No, just make the ship. Just ship it out. It's good." And things went wrong. So they had to reassess and come back. So that was the kind of the idea that we're looking at, the aim and the purpose, and that could change. Right?   0:23:45.6 Andrew Stotz: And I want to add for the listeners out there, in the world of finance, profit is, we also call it cash flow. The cash flow is the numerator in the calculation of value. The denominator is risk. So when we think about what's the objective of a person running a business, it's to maximize value, which many people think means maximize profit, which it does not. It means maximize risk-adjusted profit. So, for instance, if you were breaking the law and doing bad things or mistreating your people ultimately you're raising the risk. Though your cash flow or your profit may be strong, you're raising the risk of that profit or cash flow. And so that's a distinction I like to help people understand, because there are people that just think that the objective of business is maximize profit. No, it's to maximize value. And mathematically we can prove that in the world of finance.   0:24:57.2 Balaji Reddie: Yeah. So I'd just like to paraphrase, when I said that what Harvard said is purpose of a business is to create value at a profit, I'd just like to add something more to that. Create value at a profit in the most ethical way, right? We have to be very ethical about it, because if you're doing wrong things to get your profits and add value, it won't last long. You won't last long as a company. It'll always catch up to you.   0:25:27.4 Andrew Stotz: And I use the word sustainably. That's a kind of a nonsense word these days because everybody talks about sustainability and all.   0:25:34.5 Balaji Reddie: Yeah, they talk in terms about, in a very different context.   0:25:37.8 Andrew Stotz: But the point is, is that are we generating profit in a sustainable fashion? Now the other, I had one more question on this one, and that is if we go back to the words, he talked about the create constancy of purpose for improvement of product and services. And my question to you is, when he talks about aim, sometimes people can get confused, including myself sometimes. And for instance, Clifford Norman and David Williams have been on the show talking about their book Quality as an Organizational Strategy. And so as I've looked at his teachings over time, I've had a question in my mind of is what he's saying that the aim is to improve the business through this focus on quality? In other words, quality is the aim? Or is the aim whatever a company says, "We want to do this, our aim is that"? I'm just curious how you understand those things.   0:26:52.8 Balaji Reddie: I would say quality, but his definition of quality, right? Help someone live better and there must be a market, right? And it must be sold at the right price. So he's been practical, if you look at it. He says that if what you're doing is not making anybody's lives better, then why do it at all? Right? So you need to... You need to look at it from his viewpoint of quality, if I may put it that way. Not that narrow focus on quality of product in terms of free from deficiencies, [chuckle]   0:27:28.9 Andrew Stotz: Yeah.   0:27:30.1 Balaji Reddie: But in a very broad sense what he thought quality is. And also, I found something on the internet, so I'd like to again add that in, that the entire thing is his whole thing is to have happier people. Happy customers... And he doesn't say satisfied, he says happy. So happy customers, happy employees, happy suppliers, society being happy, and the owners. Okay. So what the Japanese interpreted this as, which they call as total quality, is owners, employees, customers, suppliers, and society. When all five are simultaneously satisfied, we call it as total quality. Whereas if you look at it from Deming's point of view, when all five are happy simultaneously, then you attained constancy of purpose. And the longer you can do it, the better it is. So that's his constancy. So the aim and the purpose should be about that. It should be about happier people at work, happier people in the market, consumers, customers, the suppliers, because they should feel a sense of pride...   0:28:56.9 Balaji Reddie: That they're learning something from this company, that growth is happening. Society should feel that this company not only serves their targeted audience, but does not cause harm or is also adding some kind of oblique value to all of us here. We all feel happy interacting with these people in some form or the other. Not necessarily being philanthropic or something, but in a very different sense. We're not getting harmed by these guys. So that, I think, in the broadest sense is what Deming was trying to say to run a company based on constancy of purpose.   0:29:35.4 Andrew Stotz: And the reason why I'm asking is because one of the lessons I've learned just in life in general, certainly from the teachings of Dr. Deming, but just in general, is that if you pick a particular thing or area and you decide that I'm gonna improve this and I'm gonna keep working on improving this, you're gonna end up with something incredible that nobody else has as long as you stick with it. And so that's where this idea of, and if you know what quality means, which is the five groups and things being happy, more jobs, create opportunity, all of that, once you understand that, then quality is driving toward that better outcome. I guess what I'm also thinking about is could a person who's never heard of Dr. Deming just say, "That's my aim right there. I'm gonna take it straight out of what he said, constancy of purpose in relation to improving the product and service with the understanding [chuckle] that that improvement means that." That's it. It's not the aim of "We want to provide transportation vehicles" or something like that. That's more of kind of a corporate communication or. That's where I really want to hear your thoughts on that.   0:30:53.3 Balaji Reddie: Yeah. So when you say that "I want to do this through this product that I am giving," and right now my understanding is that this is the best way to do it, but as the world evolves, obviously there could be many different other ways of doing it and I need to keep revisiting this. As long as my purpose is perfect, I know I'll be able to adapt and adopt very quickly. Right. Otherwise you'll be left behind. What exactly am I here for? Many of the people set up businesses, ancillary units here in my hometown, Pune. They set up, they were basically employees in the parent company and then they saw an opportunity. They saw they were good at this. "I can make this better." So they set up the company to serve the parent company, not realizing that suddenly there could be somebody else coming in. Right. And they were preferred because they understood what the parent company wanted.   0:31:53.5 Balaji Reddie: But if they had just set up by saying, "No, why am I setting up this business? Because I see an opportunity. I can do this well." Okay, then can I do anything else well? What else can I? Why just this product? Why not any other product? Right? I think during the pandemic, many of the manufacturing companies realized that. They said, "We are very good at assembly, so why don't we start assembling PPE kits?" here in India, because PPE kits used to be imported. And I know this firsthand. My student was working in one such logistical company and he said we were importing. 300,000 PPE kits per annum. That was the requirement.   0:32:38.8 Andrew Stotz: What's PPE?   0:32:40.2 Balaji Reddie: Personal protection equipment, which you have to wear, the doctors, et cetera, the health workers during the pandemic. They had to wear that and serve, because we didn't know what was happening. So instead of just masks, just protect themselves completely. In labs, doctors, nurses, they all wore that. Right. So this personal protection equipment, we were importing 300,000 such kits per annum from, I think somewhere in Belgium. And because that was the requirement, but during the pandemic, the requirement went up. And so many of the companies, automotive manufacturing companies, decided that, let's get into this because we know how to do these things, right? We know how to assemble. And within a matter of 45 to 50 days, they built capacity. And imagine this, we were consuming, I am not joking, at the rate of 200,000 kits per day.   0:33:39.4 Andrew Stotz: Yeah. Then you can become a global supplier.   0:33:46.5 Balaji Reddie: And so they had to. But now, see, they did it for that much time because they said, our core business is something else, but we understood our purpose, so let's contribute in a very different way. The other one which they did was many of the manufacturing companies started assembling ventilators. And some of them which were running without electricity, they ran on a mechanical device so that the need for power, et cetera, et cetera, be superfluous. So when you know your purpose, then you can always adapt and adopt very quickly. And I think the pandemic gave us that opportunity to see how many of the companies responded in a very positive sense. In one way to look at it is, "Oh my God, this is it, this is my fate, and we're gonna shut down, we have nothing to do." But the other way is, "No, wait, why are we here? And let's use our expertise in a very different sense. So let's get to action."   0:34:41.3 Andrew Stotz: Interesting. I feel like we can spend a whole episode talking just about one of the 14 Points.   0:34:46.9 Balaji Reddie: That's why I said two episodes for the 14 Points. [laughter] If you don't mind, three also. Because many of the points have been either not discussed in detail or misinterpreted. And there have been changes. Deming himself brought a change in the wordings. That's why I wanted to keep this section, this session separate.   0:35:07.9 Andrew Stotz: Okay.   0:35:12.5 Balaji Reddie: Now you can see why, because I was just setting the scene for the 14 Points. If you want to ask me, it's all profound, very, very profound. [chuckle]   0:35:16.9 Andrew Stotz: Yeah, and I have a lot of questions, so that's good. I've got some clarity now for point one. I think the listeners and the viewers will also get some of that clarity, so that's great.   0:35:26.4 Balaji Reddie: Thank you. And I have been, I still, I just scratch my head about many of the things that he said. Because if people are reading Out of the Crisis, oh my God, you gotta read the text for point one. It's brilliant. I mean, I can't just, you can't just read it out right now. [chuckle] It'll take three episodes just to. But just, many people just say he did give us a method. I think I told you this two episodes ago. He was very clear. We didn't see it. We didn't see it. And he's so clear about what he wanted in innovation. That, of course, I thought that there was a slight difference, I think we spoke about this, invention and innovation. So invention is something new and innovate is to use something differently. Right. So that innovation, I think he confused the two terms, if I may say so. Too brave to make a statement like that. But anyway, he says here that you have to keep improving, innovating, and this obligation never ceases.   0:36:36.6 Balaji Reddie: It's that very clear. And if you see here, there's one, there's a paragraph here, he says, "It's a mistake to suppose that efficient production of product and service can, with certainty, keep an organization solvent and ahead of its competition. It is possible and, in fact, fairly easy for an organization to go downhill and out of business making the wrong product or offering the wrong type of service, even though everyone in the organization performs with devotion, employing statistical methods and every other aid that can boost efficiency." So I think he was highlighting the limitation of the statistical methods, that 97% versus 3% thing, that we are only trying to improve this, but the whole thing comes from the top, that are you providing the right product? I mean, you can't set up a company today making the best typewriters in the world. [chuckle]   0:37:35.4 Andrew Stotz: That's true.   0:37:41.5 Balaji Reddie: So he keeps saying this again and again, that you should publish a resolution that no one will lose his job for contribution to quality and productivity. So I think what we're coming to the end of this session today, we just discussed point one. [laughter] That's the best part. I heard from Henry Neave once that they all formed a kind of a team. Henry had come down to America and they started, they decided to meet Myron Tribus and just about everyone, Nida Backaitis, Barbara Lawton, the gang, and they were so happy to, the stars, right? Gipsie Ranney, I forget the other names, but they were all together and then they decided, let's discuss the 14 Points. And then point one, and it went on beyond lunchtime. They started in the morning. [laughter]   0:38:36.6 Andrew Stotz: That's great.   0:38:46.1 Balaji Reddie: It seems Dr. Deming was so happy. He was just sitting back and just listening and listening and listening. Then they met again the following day and the next day, and then they only came to point number four. And then finally, Brian Joiner, I think, said, "I think we're wasting too much time here. Let's just stop this." And it seems Deming was so upset because he said that Brian Joiner said, "Let's give ourselves 45 minutes for this point and that's it." [laughter]Deming said, "Don't set a target." [laughter]   0:39:22.9 Andrew Stotz: That reminds me of Bill Scherkenbach showing a picture of Deming at the, I don't know, National Education Committee meeting. And he said that they met all day or for two days and they still couldn't come up with the aim of what education, the aim of education in America was at the time. So, yeah.   0:39:42.9 Balaji Reddie: Yeah, I had this problem. It happened at a seminar here in Pune. It was Education for the Future or something like that, Engineering Education: The Next Five Years, blah, blah, blah, I don't know what it was. And there was this one gentleman making a presentation from a school in a city called Bangalore in India. And his topic was Six Sigma in education. And when he came to present, he started by saying, "Six Sigma is 3.4 errors in a million." And I said, "Oh, no." Anyway, then he went on to say, "Okay, so we decided our 10th, grade 10 is a public exam in India. It's a very big deal for a child to sit for that exam, right?" And he said that, "We want to have flawless results. And we've had flawless results for the last eight years. We have so many students, so many, so many students every year, blah, blah, blah, blah, blah." And so if you multiply and all that, and then, "So how do we get this?" Now here came the best part. He said, "In grade nine, all..."   0:40:48.9 Balaji Reddie: All those who had failed or had not reached a certain grade, we threw them out. And so we had flawless results. And I could see people squirming in their chairs because they were all sitting in the audience were teachers. They were squirming in their chairs and then one guy could take it no more. He put his hand up. And I was chairing that session, by the way. You can imagine what was happening to me. Anyway, this gentleman put his hands up and he says, "How can you say that? How can you say that?" He was very agitated. And I could realize, I just stood up and I said, "Okay, Professor so-and-so, please sit down. I get your, I get your sentiment, but we need to do this differently." So I turned to this... And he was a principal, this gentleman... I said, "What is the aim and the purpose of an educational institution?" And this man said, "Results."   0:41:42.4 Andrew Stotz: Yeah.   0:41:45.8 Balaji Reddie: Then I said, "Let's throw this question open to everyone." And I said, "Let's stop." I asked the people organizing the seminar that could we take a small detour here? Let's just stop. Let's not stick to your timetable because I know you're here on a leash. So they said, with permission from the chair and the host college... They were sitting there, the main people... They said, "No, we want this question answered now. What is the purpose of an educational institution?" And there was a lot of goading. I was bringing in Profound Knowledge and I was throwing up questions. And finally we came to the conclusion that the aim of any educational institution is to create a well-rounded individual that contributes positively to society.   0:43:33.9 Andrew Stotz: All right, so on behalf of everyone listening, I want to thank you again for the discussion. And for listeners, remember to go to deming.org and jump into DemingNext to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "People are entitled to joy in work." As we're talking about how do we build that for the future.

Whatever it is, paint the picture on the canvas in your mind of the established precedent in our God's redemptive Plan for how you address your situations, your circumstances, and your relationships. Now accept this as His will and His plan for you in your challenge. Declare His plan out loud and state your personal belief and absolute conviction for the outcomes our Constitutional agreement provides for us. Walk in the reality of that provision. Thank our God, glorify Him, praise Him and engage Heaven through the currency of your faith. Do not allow the lies from the defeated Satan and the kingdom of darkness to steal the victory from your faith. Results are not always visible instantly – we have to persist and hold onto and continue to believe and to declare our outcomes that are provided by our God out loud. We persist in rest. Samuel anointed David King, and Abraham was declared to be the father of many nations long before their manifestations appeared in the earth realm. These declarations are scripture and were and are real when God declared them to be so, long before their physical manifestations appeared. Let it be so Lord, In the power of the name of our unchanging Savior, Jesus of Nazareth. Amen.

Simple. When your entire business model is convincing people that common sense is dangerous, eventually common sense stages a jailbreak. Democrats have become their own demolition crew. You don't need Republicans to attack them. Just hand them a microphone. Even Van Jones, who has spent years trying to translate progressive ideas into something normal people can digest, finally threw up his hands. He basically said the far Left had turned progressivism into performance art. His description was unforgettable. He said they were "pooping in the Kool-Aid bowl and telling us the turds are ice cubes." Now that's not Kevin Jackson. That's Van Jones. I've heard political spin before. I've heard politicians polish bad ideas until they sparkle. But when your own team starts comparing your messaging strategy to a contaminated punch bowl, maybe the branding consultants should be called before the campaign consultants. Jones openly criticized support for Hamas, abolishing police, abolishing borders, refusing to deport violent criminals, and questioning Israel's existence. Again, not conservatives. Democrats. When members of your own family start hiding the silverware before you visit, Thanksgiving isn't going well. And he's not alone. More Democrats are quietly admitting something conservatives have been saying for years. The Democratic Socialists may dominate social media. They may dominate faculty lounges. They may dominate city council meetings where nobody showed up to vote. But swing voters? Not so much. Even Democratic strategists are warning their own party that normal Americans aren't exactly lining up to audition for life inside an economics textbook written by Karl Marx. Meanwhile... President Trump keeps swinging. Whatever people think about his style, Democrats have a much bigger problem than his personality. Results. Because results are stubborn little creatures. You can dislike the salesman. But when the product starts working, people tend to stop reading Yelp reviews. [SEGMENT 1-2] Update on Demise of Democrats 2 Democrat credibility [X] SB – ABC Jon Karl on This Week quizzes Mark Warner on voter ID Sign an affidavit   CNN even ran a piece comparing Trump then versus Trump now. Now, I couldn't tell you every detail because CNN wanted me to subscribe. I'd rather pay for parking at my own house. But I read enough to know the warning label. Democrats should be concerned. And that's putting it politely. Because here's where Democrats find themselves. No clear agenda. Fundraising struggles. Credibility problems. That's political bingo. And somehow they managed to fill the whole card. Which brings us back to something I've discussed for years. Narratives only work until they collide with evidence. Whether we're talking election integrity or any number of issues, Democrats continue defending positions that many Americans increasingly question. When Pete Buttigieg repeats the familiar line about court cases dismissing election challenges, he's appealing to an argument people have heard countless times. The larger public debate now centers on what evidence should be considered, what legal standards applied, and whether Americans believe every question surrounding 2020 received a full hearing. Those conversations aren't going away simply because someone repeats an old talking point. Politics has a funny habit. Yesterday's settled issue has a way of becoming tomorrow's committee hearing. And while Democrats are busy defending yesterday... The Democratic Socialists are busy inventing tomorrow. Kevin Jackson has been called, the "white-collar" Joe Rogan. Given their similar backgrounds in TV, comedy, and martial arts, it's easy to see why people enjoy Kevin's show so much. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Ted's testosterone was almost 200 — 198 to be exact — and he looked healthy on the outside. Muscle, working out, doing the podcast. On the inside his hormone floor was gone. Then he did the work Mark Holman coaches men through, and now he's at 800. No TRT. All natural.   Mark Holman is a mental/physical health and testosterone optimization coach. Creator of the Unchained program (formerly Revival) and the 5-Day High-T Leadership Challenge. He was on the Modern Man Podcast before — this is Round 2. He's since moved his own total T to 1,100, doubled his free testosterone, broke his own income barrier, and met the woman he's now marrying.   In this conversation, Mark and Ted go deep on why "normal" testosterone is a lie (74% of Americans are overweight — that's the population setting the normal range), Mark's named diagnostic concept — the Health Handbrakes — that a standard blood panel won't reveal, why TRT is like winning the lottery (no process, no struggle, and you're on it for life), the free-T-vs-SHBG conversation most doctors skip, the sniper-vs-shotgun reframe for supplements (and the Tongkat Ali standardization rule most brands hide), and the leadership-testosterone connection — why lower T makes you more risk-averse and quietly shrinks your ambition.   Plus: Ted's own before/after receipts (198 → 800 natural), the University of Chicago sleep study that showed a 5-hour night drops testosterone 10-15% in one week, the 2007 JCEM data showing modern men's T is generationally lower than their fathers' generation at the same age, and Mark's closer on the nice-guy generational curse he inherited from his father and broke.   If you're a high-performing man between 25 and 55 with a "normal" blood panel and a feeling something's off — this one's for you.   Key insights from this episode:   Testosterone as an on-demand hormone (not a fixed number) Why "normal T ranges" are a lie (74% of Americans set that baseline) The Health Handbrakes: the root causes of low T that a standard panel misses The Unchained standard: 700 total testosterone is the floor, not the ceiling Free T + SHBG: why total T alone lies to you TRT is like winning the lottery: no process, no struggle, and you're on it for life Sniper vs. Shotgun supplementation (and the Tongkat Ali 2% eurycomanone rule) The testosterone-leadership connection: why low T makes you risk-averse Ted's before/after receipts: 198 to 800 natural in 18 months Mark's N=1 story: 1,100 total T, doubled free T, wife met, business broke through   Chapters: 00:00 The confession — my T was 198 02:04 What's Changed About Testosterone? 04:25 Can You Naturally Increase Testosterone? 05:47 Why "Normal" Blood Work Isn't Enough 08:36 The Testosterone Range Doctors Miss 10:00 Ted's Testosterone: 198 → 800 Naturally 11:57 What to Do If Your Doctor Says You're "Normal" 14:20 Can You Come Off TRT? 15:42 TRT vs. Fixing the Root Cause 17:58 Stress, Sleep & Free Testosterone 20:15 When Is TRT Actually Necessary? 23:04 Why Men's Testosterone Keeps Declining 25:42 The Truth About Testosterone Supplements 29:43 Zinc, Vitamin D & Deficiencies Explained 30:36 Why Most T Boosters Don't Work 33:22 The Hidden Cost of Low Testosterone 36:42 Testosterone, Leadership & Confidence 39:22 Does Sunlight on Your Balls Work? 40:23 Mark's Results: 1,100 Testosterone 45:14 Health, Wealth & Love 45:47 Free Blood Work Analysis 46:47 The Lesson That Changed Mark's Life 49:09 Ted's Biggest Takeaways Connect with Mark Holman: Instagram: https://www.instagram.com/markholmanhealth/ Free Master Class: https://go.markholmanfitness.com/testosteronemasterclass Linktree: https://linktr.ee/Markholmanhealth  

What if some of the most powerful ways to improve your health didn't require expensive gadgets, complicated routines, or the latest supplement trend? In this rapid-fire solo episode, Darin shares 15 unusual, science-backed habits that can dramatically improve longevity, mobility, brain function, nervous system regulation, digestion, and overall vitality. From dead hangs and deep squats to humming, sunlight, boredom, and chewing your food more thoroughly, each practice is grounded in published research, not internet biohacking hype. These are simple, practical habits you can start today that may have an outsized impact on your health over time. If you're looking for evidence-based ways to optimize your body without spending a fortune, this episode is packed with actionable takeaways. What You'll Learn Why grip strength may be one of the strongest predictors of longevity How deep squats improve mobility and joint health The surprising connection between balance and lifespan Why humming boosts nitric oxide production The science behind mouth taping and nasal breathing How cold water can instantly calm your nervous system Why boredom fuels creativity and brain function The health benefits of intentional silence How awe can reduce inflammation Why soil microbes strengthen your immune system The importance of chewing for nutrient absorption Why sunlight is one of the most powerful daily health tools Chapters 00:00:00 – Welcome to SuperLife 00:00:32 – Sponsor: Tru Niagen 00:02:35 – 15 science-backed health habits you probably aren't doing 00:04:18 – #1 Grip strength and longevity 00:06:40 – #2 The deep squat rest 00:08:16 – #3 Single-leg balance 00:09:36 – #4 Why humming boosts nitric oxide 00:11:01 – #5 Mouth taping and nasal breathing 00:12:41 – #6 Cold water face immersion 00:14:05 – #7 Ice on the back of your neck 00:14:59 – Sponsor: Manna Vitality 00:16:55 – #8 Getting bored on purpose 00:18:34 – #9 Scheduling daily silence 00:20:01 – #10 Chasing awe instead of scrolling 00:21:20 – #11 Why getting your hands dirty boosts immunity 00:23:00 – #12 Chewing your food more thoroughly 00:24:20 – #13 Squatting while using the bathroom 00:25:41 – #14 Get sunlight before your phone 00:26:59 – #15 Sunlight on your skin 00:28:28 – The complete 15-step daily protocol 00:29:05 – Start with one habit today 00:29:26 – Final thoughts and closing message Thank You to Our Sponsors Tru Niagen: Boost NAD+ levels for cellular health and longevity. Get 20% off with code DARINOLIEN20 at truniagen.com. Manna Vitality: Go to mannavitality.com/ and use code DARIN for 20% off your order. Join the SuperLife Community Get Darin's deeper wellness breakdowns — beyond social media restrictions: Weekly voice notes Ingredient deep dives Wellness challenges Energy + consciousness tools Community accountability Extended episodes Join for $7.49/month → https://patreon.com/darinolien Connect with Darin Olien: Website: darinolien.com Instagram: @darinolien Book: Fatal Conveniences Platform & Products: superlife.com New Show: Roadmap to Happiness Key Takeaway "Better health doesn't always come from doing more—it often comes from returning to the simple things humans have done for thousands of years. Move your body naturally. Breathe through your nose. Spend time in silence. Get into the sun. Touch the earth. Challenge your balance. Strengthen your grip. These aren't expensive biohacks—they're timeless biological signals that remind your body how to thrive. Small daily actions, repeated consistently, can create extraordinary long-term health." Bibliography/Sources Physical Function & Biomechanics Araujo, C. G., et al. (2022). Successful 10-second one-legged stance performance predicts survival in middle-aged and older individuals. British Journal of Sports Medicine https://www.frontiersin.org/journals/sports-and-active-living/articles/10.3389/fspor.2022.1066913/full Deep squat / ankle dorsiflexion as clinical mobility assessment. (n.d.). PubMed Central. https://pmc.ncbi.nlm.nih.gov/articles/PMC7276781/ https://pmc.ncbi.nlm.nih.gov/articles/PMC12358486/ Leong, D. P., et al. (2015). Prognostic value of grip strength: Findings from the Prospective Urban Rural Epidemiology (PURE) study. The Lancet, 386(9990), 266–273. https://doi.org/10.1016/S0140-6736(14)62000-6 Sikirov, D. (2003). Comparison of straining during defecation in three positions: Results and implications for human health. Digestive Diseases and Sciences, 48(7), 1201–1205. https://doi.org/10.1023/A:1024180319005 Respiratory & Nervous System Effects of cold stimulation on cardiac-vagal activation in healthy participants: A randomized controlled trial. (n.d.). PubMed Central. https://pmc.ncbi.nlm.nih.gov/articles/PMC6334714/ Systematic review of mouth taping for sleep-disordered breathing. (2024). PLOS One. https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0323643 Trigeminocardiac / mammalian dive reflex response to cold facial immersion. (2023). PubMed Central. https://pmc.ncbi.nlm.nih.gov/articles/PMC10295257/ Weitzberg, E., & Lundberg, J. O. N. (2002). Humming greatly increases nasal nitric oxide. American Journal of Respiratory and Critical Care Medicine, 166(2), 144–145. https://pubmed.ncbi.nlm.nih.gov/12119224/ Brain, Silence & Emotion Bartoli, E., et al. (2024). Default mode network electrical stimulation effects on creativity. Brain, 147(10), 3409+. Bernardi, L., Porta, C., & Sleight, P. (2006). Cardiovascular, cerebrovascular, and respiratory changes induced by different types of music in musicians and non-musicians: The importance of silence. Heart, 92, 445–452. https://pubmed.ncbi.nlm.nih.gov/16199412/ Mann, S., & Cadman, R. (2014). Does being bored make us more creative? Creativity Research Journal, 26(2), 165–173. https://doi.org/10.1080/10400419.2014.901073 Münzel, T., et al. (2024). Noise causes cardiovascular disease: It's time to act. Journal of Exposure Science & Environmental Epidemiology. https://pmc.ncbi.nlm.nih.gov/articles/PMC11876066/ Stellar, J. E., John-Henderson, N., Anderson, C. L., Gordon, A. M., McNeil, G. D., & Keltner, D. (2015). Positive affect and markers of inflammation: Discrete positive emotions predict lower levels of inflammatory cytokines. Emotion, 15(2), 129–133. Immune, Digestion & Environmental Light Cassady, B. A., Hollis, J. H., Fulford, A. D., Considine, R. V., & Mattes, R. D. (2009). Mastication of almonds: Effects of lipid bioaccessibility, appetite, and hormone response. The American Journal of Clinical Nutrition, 89(3), 794–800. https://pubmed.ncbi.nlm.nih.gov/19144727/ Liu, D., Fernandez, B. O., Hamilton, A., et al. (2014). Isolated UVA irradiation of human skin generates dermal nitric oxide and lowers blood pressure independent of vitamin D. Journal of Investigative Dermatology, 134(7), 1839–1846. https://pubmed.ncbi.nlm.nih.gov/24445737/ Morning light exposure and circadian phase-shifting / dim-light melatonin onset. (n.d.). PubMed Central. https://pmc.ncbi.nlm.nih.gov/articles/PMC10594521/ Rook, G. A. W., et al. (2023). The old friends hypothesis: Evolution, immunoregulation and essential microbial inputs. Frontiers in Allergy. https://pmc.ncbi.nlm.nih.gov/articles/PMC10524266/ Strachan, D. P. (1989). Hay fever, hygiene, and household size. BMJ, 299(6710), 1259–1260. https://doi.org/10.1136/bmj.299.6710.1259

Dan Henry has generated more than $40 million through webinars and selling presentations, including $9.2 million from a single webinar script. In this episode of the Luke Mind Power Podcast, I sit down with one of the world's leading webinar, marketing and high ticket sales experts to uncover what truly makes people buy. Dan explains why most webinars fail, how to sell one to many without spending your entire life on sales calls, and why changing your script can be more powerful than changing your offer, price or traffic source. We discuss webinar strategy, persuasive communication, high ticket sales, offer creation, marketing psychology, scaling an online business and the mindset required to create extraordinary financial success. Whether you are a coach, consultant, course creator, speaker, entrepreneur or personal brand, this conversation will help you understand how to communicate the value of your offer, hold your audience's attention and build a presentation that converts. In this episode, you will discover: How Dan generated more than $40 million through webinars and presentations The webinar strategy that produced $9.2 million from one script Why most webinars lose the audience before the offer is presented How to sell one to many instead of relying entirely on sales calls The psychology behind presentations that convert Why your script may matter more than your price, product or traffic How to position and sell a high ticket coaching or consulting offer The biggest mistakes coaches and entrepreneurs make when building webinars How to turn your knowledge, story and expertise into a scalable business Learn from Dan Henry: Million Dollar Webinar Workshop:https://getclients.com/mdw Instagram:https://www.instagram.com/danhenry/ YouTube:https://www.youtube.com/danhenry Connect with Luke Mind Power: Access everything:https://linktr.ee/lukemindpower Instagram:https://www.instagram.com/lukemindpower Facebook:https://www.facebook.com/lukemindpower TikTok:https://www.tiktok.com/@lukemindpower YouTube:https://www.youtube.com/@lukemindpower X:https://x.com/lukemindpower Website:https://www.lukemindpower.com Luke Mind Power Music:https://linktr.ee/lukemindpowermusic WhatsApp:https://wa.me/18777635971 Email:support@lukemindpower.com Subscribe to the Luke Mind Power Podcast for powerful conversations about business, mindset, personal development, success, faith, relationships and creating a life of purpose. It's a blessing to be alive. DISCLAIMER This podcast is provided for educational, motivational and informational purposes only. Nothing discussed in this episode constitutes financial, legal, medical, psychological, tax or professional advice. Any financial results or business figures mentioned relate to individual experiences and should not be interpreted as typical results, promises or guarantees of future earnings. Results will vary depending on many factors, including experience, effort, skills, market conditions and consistent implementation. You are solely responsible for your decisions, actions and results. Some links may be affiliate links, which means Luke Mind Power may receive compensation if you make a purchase through them at no additional cost to you. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.