Podcasts about Sack

Friends, did you wake up to the news that Today host Karl Stefanovic had been sacked from Nine? SAME. And was our group chat pinging? OF COURSE.Which can only mean one thing, Outlouders. An emergency meeting just had to happen.In today's extra episode, Mia Freedman and Holly Wainwright unpack the absolute chaos of Karl’s contract ending, the playbook of the 'canceled' media mogul, and whether there's room for this many loud, middle-aged men in podcasting. On the agenda, we: Look at why that interview on Karl's podcast with Far Right UK activist Tommy Robinson was the final straw for Nine. Ask if a 'canceled' host can still win a Logie? Examine the rise of the Independent Bro-Empire. What do you think, Outlouders? Has Karl played this perfectly? Or is this a spectacular own goal? Let us know your thoughts in the Outlouders Facebook Group. Support independent women’s media and get our biggest offer of the year. Subscribe here for 30% off your annual Mamamia subscription. Code applied at the checkout. Offer ends June 30. What To Listen To Next: Listen to our latest episode: 'Australia Aged Me 13 Years' & Did Pauline Hanson Say That? Listen: Two Bachelorettes, Zero Chill: Taylor’s Mystery Party Listen: A Very Cranky William & A Very Wicked Woman Listen: 'I Can’t Cook' Is The New 'I Don’t Want Kids' Listen: ‘My Hardest Night As A Mum’: Jessie's 3-Month Check-In Listen: So The Wedding Has Happened & Kyle Sandilands' Big D*ck Deal Listen: The Ariana Grande Panic Connect your subscription to Apple Podcasts Check out the Mamamia Out Loud newsletter. Discover more Mamamia Podcasts here including the very latest episode of Parenting Out Loud, the parenting podcast for people who don't listen to... parenting podcasts. SUBSCRIBE here: Support independent women's media You can now watch our show in full length video on the Apple Podcast app - make sure your phone is up to date — we can't wait for you to see! Mamamia Out Loud on Apple What to read: Karl Stefanovic has interviewed thousands of people. His latest may cost him his job. THE END BITS: Check out our merch at MamamiaOutLoud.com GET IN TOUCH: Feedback? We’re listening. Send us an email at outloud@mamamia.com.au Share your story, feedback, or dilemma! Send us a voice message. Join our Facebook group Mamamia Outlouders to talk about the show. Follow us on Instagram @mamamiaoutloud and on Tiktok @mamamiaoutloud Mamamia acknowledges the Traditional Owners of the Land on which we have recorded this podcast.Become a Mamamia subscriber: https://www.mamamia.com.au/subscribeSee omnystudio.com/listener for privacy information.

I mean, do I need to say more?

Pace Risk, Sack Fix: Vikings Front Office Shakeup, Sack Problem, and Supplemental Draft Buzz — On Two Old Bloggers, Dave and Darren discuss Vikings GM Nolan Teasley's continued front-office overhaul, including adding former Seahawks pro scout Azzam Kapadia as assistant director of pro scouting and hiring ex-Bears GM Ryan Pace as a football advisor. They debate Pace's mixed Chicago track record and the value of multiple former GMs as sounding boards. They then examine the Vikings' sack problem under Kevin O'Connell (203 sacks from 2022–2025, fifth-most in the NFL; 60 in 2025), citing scheme, pass/run tendencies, QB-attributed sacks, and 2025 offensive line instability (26 different combinations; only 83 snaps with the preferred starting five). They also note possible 2026 improvements via a better run game, coaching changes (Frank Smith and Keith Carter), healthier linemen, and the mobility of Kyler Murray. In “This Week in Vikingsland,” they weigh whether the Vikings should bid in the supplemental draft for QB Brendan Sorsby despite his gambling issues, and discuss the need for veteran edge rusher depth, including rumors of Za'Darius Smith potentially unretiring. 00:00 Cold Open and Teasers 01:20 Welcome and Banter 02:42 Teasley Rebuilds Front Office 05:12 Ryan Pace Hire Debate 08:41 Too Many Voices Question 13:07 Pace Draft Record Breakdown 18:28 Theme Two Sacks Problem 19:54 Why Sacks Keep Happening 21:51 Analytics Data on QB Blame 26:15 2025 Chaos and Fixes 29:18 Run Game Fixes 30:42 Health And Line Cohesion 31:32 Mobile QB Reduces Sacks 33:54 Line Rankings And Depth 36:36 Time To Throw Stats 37:28 Sorsby Supplemental Buzz 40:46 Prospect Traits And Red Flags 44:44 How Supplemental Bidding Works 46:45 Vikings Should Pass 49:14 Edge Rusher Depth Need 51:41 ZaDarius Smith Reunion 54:45 Teasley First Big Move 58:17 Wrap Up And Sign Off Fan With Us! We have your Minnesota Vikings talk amongst the Two Old Bloggers, Darren @KickassblogVike, and Dave @Luft_Krigare along with our numbers guy, Drew Bunting. Join the conversation! Fan with us at Vikings 1st & SKOL @Vikings1stSKOL and with our podcast partner Fans First Sports Network @FansFirstSN. _______________________________________________________ ⭐️ Subscribe to us here! - https://www.youtube.com/@vikings1stskol92 ⭐️ Our X can be found at @Vikings1stSKOL ⭐️ Our Discord at https://discord.com/invite/493z6mQXcN ⭐️ At Fans First Sports Network - https://www.ffsn.app/teams/minnesota-vikings/ ⭐️ Watch the live show here: https://youtu.be/Rh9OPgnNr34 Learn more about your ad choices. Visit megaphone.fm/adchoices

A conversation about finding historical inspiration in all sorts of unique places, with Tiya Miles, author of "All That She Carried: The Journey of Ashley's Sack, a Black Family Keepsake" and Kathleen DuVal, author of "Native Nations: A Millennium in North America"For the past 250 years of America's existence, books have been fundamental instruments through which we preserve, interpret, and engage in history as an ongoing practice of free expression.  At “This Day”, we're partnering with Random House, the legendary book publisher, to bring you a special, month-long series called “A Nation of Readers.” In this series, we'll be talking to an all-star cast of authors -- all published by Random House --- about how books and the act of distributing ideas through publishing shape and reshape American history.We'll have new episodes every Sunday in the This Day feed, and a special two-part episode in the final week of June.Find out more about A Nation Of Readers here.Join our America250 newsletter community! Subscribe for free to get the latest news and analysis of how America250 is playing out. Paying subscribers get access to early, ad-free versions of the show. Plus bonus features throughout the year. To support our work and get access to everything, subscribe now.This Day is a proud member of Radiotopia from PRX.Your support helps foster independent, artist-owned podcasts and award-winning stories.If you want to support the show directly, you can do so on our website: ThisDayPod.comGet in touch if you have any ideas for future topics, or just want to say hello. Follow us on social @thisdaypodOur team: Jacob Feldman, Researcher/Producer; Khawla Nakua, Transcripts; music by Teen Daze and Blue Dot Sessions; Audrey Mardavich is our Executive Producer at Radiotopia. Learn about your ad choices: dovetail.prx.org/ad-choices

Strange Happenings at the Sack Summit. 6-19-2026

Wololo! Diese Sendung ist mit Vorsicht zu genießen: Die TolkCast-WG ist zurück von den Tolkien Tagen und hat einen Sack voll Themen im Gepäck. Zum Schluss wird es fast biblisch…

Menners is back from his US tour and digs straight into the chaos engulfing England's cricket team after Ben Stokes and Gus Atkinson broke a team curfew following the first Test win over New Zealand, costing them their spots for the second Test (with Joe Root stepping in as captain) and putting Stokes's leadership under serious pressure. From there it's a tour of Australian cricket news: Cooper Connolly's breakout ODI century against Bangladesh, debut performances from Joel Davies and Nikhil Chowdhury, a strong start for the Australian women's team at the T20 World Cup, and a deep dive into the messy, stalled privatisation of the Big Bash League, including Cricket Victoria's botched (and reversed) axing of the Stars and Renegades. He wraps up with two "can't let it go" moments: RCB's IPL title and Kane Williamson's retirement from international cricket. Suggested timecodes: (0:54) England in crisis: Stokes and Atkinson's curfew breach and the fallout (10:31) Australia's ODI and T20 series in Pakistan and Bangladesh, plus Cooper Connolly's breakout century (16:08) Australian women cruise past Bangladesh at the T20 World Cup (19:30) Big Bash privatisation chaos and the Stars/Renegades reversal (26:42) The case for not overlooking the Women's Big Bash League in privatisation talks (28:39) Can't Let It Go: RCB's IPL title and Kane Williamson's retirement We've launched our official Cricket Unfiltered merch store thanks to a brilliant partnership with Exactamundo, a longtime supporter of the show.

"Die Nervigen" gibt es kostenlos und werbefrei als Videofolgen bei Podimo. Zusätzlich gibt es jeden Freitag eine exklusive Bonusfolge im Podimo Premiumbereich: https://podimo.de/nervig Joey tut alles weh. Er hat nämlich am letzten Wochenende ordentlich auf die Fresse bekommen und unsere Dramaqueen vermutet sogar ne leichte Gehirnerschütterung zu haben (wer's glaubt). Arm ist er natürlich trotzdem. Julia aber auch. Die erzählt uns nämlich heute von ihrem wiederkehrenden Traum, in dem ein monströser Tintenfisch in Übergröße versucht, sie zu fressen. Während Julia geträumt hat ist Joey doch tatsächlich beim Rock am Ring über die Menschenmenge gesurft (ohne Spaß, ist er wirklich), aber leider ist währenddessen etwas ganz Doofes passiert. Wir finden heute live heraus, wo genau sich Joeys Genitalien befinden, wenn er seine Beine überschränkt. Gleichzeitig wird Julia erklärt, wie genau denn eigentlich ein Penis auf Wärme und Kälte reagiert und außerdem versuchen wir noch die wichtigsten Frage der Menschheitsgeschichte zu beantworten: Wie oft in der Woche wird ein:e Gynäkolog:in eigentlich angefurzt? Eine neue Folge "Die Nervigen" gibt es jeden Freitag kostenlos mit Video bei Podimo. Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte: https://linktr.ee/dienervigen Du möchtest Werbung in diesem Podcast schalten? Dann erfahre hier mehr über die Werbemöglichkeiten bei Seven.One Audio: https://www.seven.one/portfolio/sevenone-audio

IT’S STATE OF ORIGIN GAME 2! The Rush Hour with Maroon, Millie and Hindy chat to Wade Graham live from Melbourne ahead of the game, James Reyne drops by and Millie is organising her school reunion… what could go wrong?See omnystudio.com/listener for privacy information.

ITB hosts Adam Caplan and Geoff Mosher continue their annual Eagles contracts podcast series, giving specific financial and bonus intel of the contracts of Eagles starters and reserves to examine how important 2026 is for each one's future with the team.In the latest, they go through the EDGE position.► Subscribe to our Patreon Channel for exclusive information not seen or heard anywhere else and become among smartest Birds fans out there (just ask our members!!) + get all of our shows commercial free and a lot more!!:https://www.patreon.com/insidethebirds►Support our sponsors!!► Camden Apothecary: https://camdenapothecary.com/►Eagles Fan Travel: Visit philadelphiaeagles.com/travelFollow the Hosts!► Follow our Podcast on Twitter: https://twitter.com/InsideBirds► Follow Geoff Mosher on Twitter: https://twitter.com/geoffpmosher► Follow Adam Caplan on Twitter: https://twitter.com/caplannflNFL insider veterans take an in-depth look that no other show can offer! Be sure to subscribe to stay up to date with the latest news, rumors, and discussions.► Sign up for our newsletter! • Visit http://eepurl.com/hZU4_n.For more, be sure to check out our official website: https://www.insidethebirds.com.

Coming out of a surprisingly robust week of game reveals (and alarm clock updates) for the DKU, Hyle and Malik answer listener calls from the DK Vine Hotline at 1-202-630-VINE (8463)! Topics include hopes and fears for Super Yooka-Laylee Kart, DK Challenge, the new Jakks Pacific Donkey Kong figures, and more!

The Male Sack is full on a Tuesday...plus a juicy slate of World Cup action today

Christian Polanco and Alexis Guerreros break down their biggest takeaways from an action-packed World Cup weekend, presented by Smirnoff Ice. Alexis explains why Mauricio Pochettino proved friendlies are meant for experimentation, why Scotland deserves to be taken seriously beyond their traveling support, and why Gio Reyna may have played his way into a major club transfer after the tournament. Christian highlights the atmosphere created by Zohran ticket winners at Brazil vs. Morocco, the technology that correctly overturned an offside call for Sweden, and why Tim Ream continues to prove he belongs in the USMNT lineup—and perhaps even deserves the captain's armband. Next, the guys react to Tunisia's shocking decision to fire their head coach after a crushing 5-1 defeat to Sweden. Is Sweden's dominant start a sign that they're a genuine contender in this tournament? Christian and Alexis discuss what Tunisia's decision says about the pressure facing managers at the World Cup and whether Sweden may be flying under the radar. To wrap up the show, The Cooligans turn their attention to Norway and debate whether Erling Haaland can be the player who finally delivers World Cup success for his country. The guys also preview the upcoming slate of matches, including Belgium vs. Egypt, Saudi Arabia vs. Uruguay and Iran vs. New Zealand, before reacting to one of the most wholesome stories of the tournament: Dutch and Japanese supporters coming together to create unforgettable World Cup scenes.   Timestamps: (2:00) — World Cup opening weekend takeaways (15:15) - Tunisia sack head coach after 5-1 loss (21:45) - Erling Haaland the man to bring World Cup glory to Norway? (35:30) - Matchday preview Subscribe to The Cooligans on your favorite podcast app:

Yellow flag laws, competition shooting gone off the rails, and a "Stump My Nephew" question that finally landed — Michael and Sam are coming to you from Virginia with a stacked show. SAF's Bill Sack breaks down what "yellow flag" laws actually are and how they differ from red flag / ERPO laws. Michael Ware of the Iowa Firearms Coalition shares a 15-year grassroots playbook for winning on the Second Amendment. Then trainer Paul Markel (Student of the Gun) joins to defend his article on competition shooting, aftermarket triggers, and why reliability beats speed every time. ⏱ CHAPTERS 0:00 — Cold open 2:07 — Welcome + what's on the show (Massad Ayoob class, movie night & more) 10:35 — Yellow Flag Laws, Pt. 1: how they differ from red flag laws (Bill Sack, SAF) 22:50 — Yellow Flag Laws, Pt. 2: 5150, the Baker Act & the due-process fight 36:51 — Iowa's 2A Playbook: relationships, candidate files & preemption (Michael Ware, IFC) 1:09:15 — "Gun Gamer Autism," Pt. 1: is competition actually training? (Paul Markel) 1:22:05 — Training vs. Practice + the Trigger-Swap Trap, Pt. 2 1:33:16 — Reliability Over Speed, Pt. 3: sights, gear & where to draw the line 1:49:25 — Stump My Nephew: the oldest weapon in continuous US military service

What does great leadership actually look like? Can you make a difference even if you're in the middle of the hierarchy? "If you think you're too small, you've not spent the night under a bedsheet with a mosquito." In this episode, educator and Deming practitioner Balaji Reddie explains why W. Edwards Deming was far more practical about leadership than many people realize. Drawing on both The New Economics and Out of the Crisis, Balaji shares stories and examples that bring Deming's 17 principles of leadership to life. From creating trust and joy in work to understanding variation, coaching people, and improving systems, this conversation challenges conventional management thinking and offers a clear path toward transformation. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, who is an educator and trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is Principles of Leadership. Balaji, take it away.   0:00:27.9 Balaji Reddie: Good morning. Thank you so much, Andrew. We had left our last session with that, we'd be dealing with this. And of course, Dr. Deming gave us the outline of Profound Knowledge and he gave us 14 points. He also gave us the deadly diseases and the 16 Obstacles. So people often talk about the diseases, but very often they forget the obstacles. And there are 16 of them which he highlighted for us. And if you think that they're outdated, they're as relevant as they ever were. So you need to keep revisiting those. I think if you start working on removing the obstacles, it's like you're taking your foot off the brake rather than pressing on the accelerator.   0:01:11.3 Balaji Reddie: So you're removing the things that actually stop you before you actually take things forward. But nevertheless, we start with point number 14 where he says, take action to complete, to make the transformation. And he says that there should be a critical mass of people that you need to educate and train and get them on the same page as you are. I'm gonna quote Hazel Cannon here, who is current president of the British Deming Forum. And she talks about the time when she was very young and she attended the Deming four-day seminar, I think in Birmingham. And at the end of those four days, she was overwhelmed as you normally are when you hear how the man speak. And he spoke... He wanted you to make drastic changes. It's not just tinkering here and there.   0:02:08.2 Balaji Reddie: And so she went up to him and she said, "I'm really taken up by what you just said." And then she made a statement, "I'm too small to make these changes in my organization." I believe she worked as a lab assistant in a chemical manufacturing company. They used to make chemicals for cosmetics. So she said, "I'm too small." And Deming just interrupted her and said, "Never think you're too small. If you think you're too small, you've not spent the night under a bedsheet with a mosquito." So make a change where you are and take it from there. So I would like to now quote Dr. Deming from Out of the Crisis. This is Plan for Action: Take action to accomplish the transformation. So he writes there, there are three points and then I'll come to what he writes below that.   0:03:01.8 Balaji Reddie: So he says, "Management in authority will struggle over every one of the above 13 points, the deadly diseases, and the obstacles. They will agree on their meaning and on the direction to take. They will agree to carry out the new philosophy. Management in authority will take pride in their adoption of the new philosophy and in their new responsibilities. They will have courage to break with tradition, even to the point of exile among their peers." So he talks about courage. He talks about courage of conviction. And then he says, "Management in authority will explain by seminars and other means." So I think he leaves it to people of the ways and means. And now today there are a lot of means of doing that. DemingNEXT is one of them. And he says, "To the critical mass of people in the company why change is necessary and that the change will involve everybody."   0:04:00.9 Balaji Reddie: Now he writes something very interesting. He says, "This whole movement may be instituted and carried out by middle management speaking with one voice." So he gave instructions. Why are people saying that he did not tell us what to do? It is just that he expected maybe a lot. And now let's get to that middle management and what he expected. He says here... Let's see here. I'm coming to chapter four now in The New Economics where he says, "A System of Profound Knowledge. The aim of this chapter: the prevailing style of management must undergo transformation." So we just heard that, that what we need to do. And he says, "A system cannot understand itself. The transformation requires a view from the outside. The aim of this chapter is to provide an outside view, a lens that I call a System of Profound Knowledge.   0:04:59.7 Balaji Reddie: It provides a map of theory by which to understand the organizations that we work in." Then he says, "The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding the System of Profound Knowledge." Then he says that "the individual, once transformed, will set an example." So setting an example, I believe, is doing the right thing under adverse circumstances, when you stick to your principles despite the fact that there is an easier way out. As they say, choosing a path between good and bad is easy, you choose good. But good and better, you need to make the right choice. And that needs profound knowledge. "So be a good listener," he says, "but will not compromise. Continually teach other people and help people pull away from their current practice and beliefs and move to the new philosophy without a feeling of guilt about the past."   0:06:02.7 Balaji Reddie: So he explains to us what was needed here, right? And he says this is what we actually need to do. Now I'd like to, I mean, I'll be referring to a document. I don't know how we're gonna get this to people, but for the Principles of Leadership. All right, I think I'll have to send this over to you later, but we will do that. So in the Principles of Leadership, just come to them. I am quoting again from both Out of the Crisis and The New Economics. So you will find this there when he speaks about what needs to be done. Modern Principles of Leadership. And he says, "The modern principles of leadership will replace the annual performance review. The first step in a company will be to provide education in leadership." So that would be introducing people to profound knowledge from what we just heard. Then he said, "The annual performance review may then be abolished." Of course, that will take time. "Leadership will take its place, and this is what Western management should have been doing all along."   0:07:12.6 Balaji Reddie: So he says, "The annual performance review sneaked in and became popular because it does not require anyone to face the problems of people. It is easier to rate them, focus on the outcome. What Western industry needs is methods that will improve the outcome." And he says, "Suggestions follow." So first, institute... The first principle. "Institute education in leadership: the obligations, the principles, and methods." And so I think introduction to the System of Profound Knowledge will help. And then after profound knowledge has been sort of brought to the notice of... Of bringing to the notice of the people then you get into perhaps teaching them about 14 Points, et cetera.   0:07:57.8 Balaji Reddie: Comes the second principle. He says, "Ensure more careful selection of people in the first place." So choosing the people, he says again, now here's where it requires you to understand the purpose of what you're doing, purpose of your organization, purpose of the people you're looking out for and making this change. Because when you know your purpose, you know the aim, then you can choose people in the right way. And I believe he said this somewhere, it's a combination of education, training, skills, and experience. So we need to combine these four factors in choosing the right people. Then he says, after selection of the people, ensure better training and education. So we fine-tune all of their... He says a complete background. He said their aspirations, their goals.   0:08:54.2 Balaji Reddie: I kind of borrowed this idea from a company here in India where they had this thing called roles, responsibilities, and objectives. And they used to meet once in a month, but once in a year they used to decide. So the top management, the HR, would sit down with each and every employee and say that, "In this calendar year, this is what we intend to do and this is what we expect from you." And in turn, they used to ask the employee, "What do you expect from us? Because this is what we want from you." And then the employee had a chance of putting forth what he or she wanted, the management, what help they needed. And I think this is where we have to be... It's a give and take. And they didn't just meet once a year; every month they would meet and the question was, "How are we doing?" not "What have you done?"   0:09:51.1 Balaji Reddie: So I think it wasn't a traditional appraisal. If there was any appraisal, it was appraising what top management were doing or intended to do and not so much the employee. I thought that was a good move. So that's what we need to do here: better training and education. Principle number four states: "A manager understands and conveys to his people the meaning of a system. He explains the aims of the system. He teaches his people to understand how the work of the group supports these aims." Now, here's where, you know, when you talk about, say, hiring people in the first place, when you bring in new employees, I believe that there should be a special session by people inside the company who have stayed the longest, who served the company the longest, especially during their bad days. Because the employees need to know what really happened and how the company survived and how we were resilient, we came back despite all the problems that we had.   0:11:00.7 Balaji Reddie: And the historical perspective, especially if there's someone who's in touch with the founding members, that would be a great boon. I know nowadays we talk about the older companies, obviously none of the founders are there, but if there is such a person, exchanging those ideas with the young employees would definitely make a difference. So they would then understand the purpose, the aims, and how your work supports these aims. I think it's the best way to do that. But what I see right now in companies and I'm being very specific about this, because today when new employees join the company, they have an orientation, they have onboarding, as they call it, but that's done by a rookie, someone who's just joined the company and is just making...   0:11:46.8 Andrew Stotz: [0:11:46.8] Following a checklist?   0:11:48.1 Balaji Reddie: Exactly. Like a PowerPoint presentation. They don't talk about the history of the company. And I think there has to be an emotional connect before there is a logical or an intellectual connect. That emotional connect, I think, then makes you feel that pride and you feel good about coming to work and you say, "Oh, I did not know." So I believe this fourth principle is important in that sense, in the way to do that. Now, he says that... Principle five says he helps...   0:12:19.7 Andrew Stotz: By the way, do you know what chapter are you in?   0:12:23.9 Balaji Reddie: Oh, I have combined.   0:12:27.9 Andrew Stotz: Okay.   0:12:29.4 Balaji Reddie: I took some of the text... Okay. If you want to see here, this is management of people, all right? In that chapter. So I've taken... There are 14 principles there, management of people. In the new edition of The New Economics. It appears...   0:12:48.2 Andrew Stotz: So chapter six.   0:12:50.2 Balaji Reddie: Chapter six, yeah. That's chapter six...   0:12:51.8 Andrew Stotz: Yep.   0:12:52.6 Balaji Reddie: All right. And he talks about pictorial effect of transformation, and then he talks about management of people, role of a manager of people. So there were 14 there, but in Out of the Crisis, the first three which were there, he did not include here.   0:13:10.0 Andrew Stotz: Okay. I just just asked...   0:13:11.0 Balaji Reddie: So I just included those. Yeah. No, so that when people read the book, they could read it clearly, right? So, yeah. So he says now principle number five, which in Economics is principle number two or three, right? He says "he helps his people to see themselves as components in a system, to work in cooperation with preceding stages and following stages toward optimization of the efforts of all stages towards achievement of the aim." So we want optimization, not compromise. So you need to sit together. Just if I were to ask a simple question to you, Andrew, and without thinking, if I were to try to answer this question... Okay. I presume you know how to make a cup of tea.   0:13:58.7 Andrew Stotz: Yes.   0:14:00.1 Balaji Reddie: So what is the first step?   0:14:02.7 Andrew Stotz: For me, boil water.   0:14:04.6 Balaji Reddie: Boil water. And what if I say that's not the first step?   0:14:12.0 Andrew Stotz: Well, first of all, I think you probably have more experience with tea than I do, but I have more experience with espresso, probably. But anyways, go ahead and tell me.   0:14:20.9 Balaji Reddie: Okay. The first question is, whom am I making a cup of tea for? So what I just tried to convey is it's not natural to think about the customer. And so the first step is, for whom is the cup of tea? If it's the person...   0:14:30.8 Andrew Stotz: Grandma.   0:14:40.7 Balaji Reddie: That's right. If she's diabetic, then you would not need sugar. So you gather the ingredients accordingly. If he wants black tea, you don't take milk, right? And that's the point he's trying to say here. When you look at different stages, every every person has a customer. So the first question is, who is my customer?   0:15:07.1 Andrew Stotz: Right.   0:15:07.4 Balaji Reddie: And that part of profound knowledge, understanding psychology, I mentioned this last time, is empathy. The word empathy captures this. So you go to the next process as, "Whom am I doing this work for?" and sit down with that person and say, "What do you expect from me? How may I help you?" And that's what decides what you're gonna do. So this this fifth principle here, that he helps his people see themselves as components, I think this is important. The next process is your immediate customer, and the rest of them are customers in a very oblique sense. But what you do is critical to the next person in line, right? So you always spend extra time with that person and of course the other people down the line who your work is gonna be impacting over a period of time, right? But these are the... This is the first step you find out. So who's my customer? So that's principle five.   0:16:09.0 Balaji Reddie: Principle number six: now this comes under psychology again, that a manager of people understands that people are different from each other. He tries to create for everybody interest and challenge and joy in work. Now, if you look at the theory of knowledge, what exactly did he give us when he brought that component of profound knowledge into play? He says that theory is a statement that conveys knowledge by relating cause to effect. So I repeat, theory is a statement which conveys knowledge by relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong.   0:17:04.7 Balaji Reddie: So I'm gonna repeat this whole statement again. Theory is a statement which conveys knowledge. How? By relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong. So no amount of examples can establish a theory, and even one example can lead to either abandonment of the theory or modification of the theory. That's what he kept saying. Now, how does this work? So he says it's a system of learning, and all of us have this built in, right? Now, he came from the school of Clarence Irving Lewis, Mind and the World-Order. And if you read that book, Lewis says all knowledge is a priori, it's based on what you already know.   0:18:00.9 Balaji Reddie: For example, let me take this example here. Now, suppose I were to start describing the road to my house. Now, you've not been here, but if I start saying that the road bends towards the left and then there is a command you get to see, now you start constructing a picture in your head based on what you have already seen. It's not the same. That's your theory, right? And then when you actually visit, you say, "Oh, it's the difference between theory and what I actually saw," and then you change your theory. So theory is... It's natural. All of us think naturally like this. And that's why he says here that people are different from one another and we need to celebrate those differences. All of us are born with the system of learning, but not all of us learn the same way.   0:18:49.8 Balaji Reddie: There are some who learn by watching, there are some who learn by doing, there's some who learn by reading, there's some who learn by writing. For some people, one word is enough. You utter a word and they say, "I got it." And for some people, you have to repeat the statement maybe 10 times, 11 times, and then the 12th time you repeat it, they say, "Okay, I got it." Now, is that wrong? We're just different, right? And that's why he says here that we need to understand the learning process of people. And when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That was his definition of joy in work. People enjoy their work when they realize it resonates with them.   0:19:40.4 Balaji Reddie: And how does that resonance come in? When you under... And because this is so difficult to do, we just throw the responsibility on them by saying, "Here's the target." So the target actually distracts them when actually you should be working on understanding their learning process. So it's a lot of hard work. And sometimes people are motivated enough to discover it themselves, which is great, but we need to create that atmosphere for them to enjoy their work. So interest, challenge, et cetera, he tries to optimize. Now, here's the key. This is beautiful. He tries to optimize family background, education, skills, hopes, and abilities of everyone.   0:20:21.7 Balaji Reddie: So this is not ranking people, very clear. It is instead recognition of differences between people and an attempt to put everybody in a position for development. I think this is one of the most important principles in getting things done. When I teach this to the HR students in my college, I keep saying that I don't think you should call this science as human resource management, because the definition of a resource is obtain it, shape it, use it, and throw it away. We don't wanna do that. I think we should change the title of that department to Department of Learning, because that's what exactly this is all about, and it's learning in both ways where you are trying to understand their process of learning and in effect, you're trying to understand how the company is going to be learning.   0:21:17.0 Balaji Reddie: So you put this in... So this principle, he says, combine all of these things: family background, education, hopes, I love that word. Because if you see one of the things that people talk about, customer satisfaction, I think Deming was the only person who said customers should be happy. Not just satisfied, happier, right? Now comes the next principle. "He is an unceasing learner." So you can never say, "I know it all." Unceasing learner, he encourages his people to study. And I think this fits Dr. Deming himself. He made no excuses to learn. "May I not learn," he would keep repeating that. And I remember Bill Cooper getting irritated and said, "The last time I met you, you said this, and now you're saying this. I got that on tape." He said, "Well, you got this on tape now." He said that, "I do, I learn. And as I learn," he said, "that could have been under different circumstances that I said that, but I'm saying this."   0:22:22.4 Balaji Reddie: And so you keep learning. And he encourages his people to study. The word is study. And he provides, when possible and feasible, seminars and courses for advancement of learning, encourages continued education in college or university for people that are so inclined. So I think this bit is in many places getting to be a part of the systems in most companies. I've seen that happen now, which is a good sign. But it doesn't end there, there are a lot of other things to do. This was the Principle 7 in the list of 17. Now comes Principle 8, and this is so difficult to look at. He says "he's a coach and a counsel, not a judge." You judge people, they shut up.   0:23:15.4 Balaji Reddie: So he says coach and counsel. When they need help, guide them, show them the path. Sometimes maybe you need some help in doing that, well, go ahead. So that was principle number eight. Principle number nine says "he understands a stable system. He understands the interaction between people and the circumstances that they work in. He understands that the performance of anyone that can learn a skill will come to a stable state." Now, this is amazing. He said this way back in the 1950s when he was in Japan teaching them the control chart, where he took one example where he says that further training to the worker and the process was still in control. And he says, "I think he's reached the limit of his learning. He perhaps needs to be taken to another process or maybe given something more challenging so that we can develop the learning process."   0:24:17.6 Balaji Reddie: So he was speaking about this way back in the 1950s, which today you can say comes under understanding psychology through variation. And he says, upon which furthest the lessons will not bring improvement of performance, and a manager of people knows that in this stable state, it is distracting to tell the worker about a mistake, because he says you'll actually then demotivate someone. So these three principles...   0:24:44.1 Andrew Stotz: Because a mistake may be just normal variation, or are you saying... Okay. Yep. Okay.   0:24:51.0 Balaji Reddie: Yeah. I mean, it could be anything, right? But if you are highlighting that when he's already reached a stable state, it could just work in a detrimental way, the opposite direction.   0:25:05.4 Andrew Stotz: Ultimately you've reached your goal. A steady state is fantastic.   0:25:07.4 Balaji Reddie: A steady state. And then now you say if you want him to... Anything better here, I think you need to move him out from there, since maybe he needs to be given something either more challenging or whatever it is. But use of psychology and variation together. If people are saying that he spoke about this in the 1990s, he actually spoke about this in the 1950s in Japan. And I have proof. If you go and check Elementary Principles of the Statistical Control of Quality, the series of lectures that he gave in Japan, you will see this in one of the chapters, very clearly stating what needs to be done.   0:25:47.9 Balaji Reddie: Now we come to the next principle, which is... I don't know how to explain this, but it's amazing. He says that "the leader has three sources of power: authority of office, knowledge, and personality and persuasive power, tact." So authority, that's your title, knowledge, and personality. Now, personality, persuasive power, and tact is more of a personal thing. It is something that is an attribute. Authority is the title you're given. I think the only thing that you can really work on is your knowledge. And he says that a successful manager of people develops knowledge and personality and persuasive power, does not rely on authority of office. He nevertheless has obligation to use his authority, a source of power, for him to bring changes. He says that maybe some drastic changes to equipment, to materials, to methods, and to reduce variation.   0:26:55.0 Balaji Reddie: So he attributes this to a gentleman, Dr. Robert Klekamp, or Klekamp, I don't know how to pronounce that. So he says, "He in authority, but lacking knowledge or personality, must depend on his formal power. He unconsciously fills a void in his qualifications by making it clear to everybody that he's in position of authority, his will be done." So I think he said if things needed to be done and if he's being guided the right way, then he has to bring his authority into power. I think this brings me to one of the interactions he had with... Was it James McDonald at Ford? When he made him stand up and asked him, "What is your job?" And he said, "I'm vice president, manufacturing," and he sat down. Deming said, "Stand up. That's your title, not your job." And then for the next half an hour, he grilled him on what his job was. And after half an hour, he still didn't get an answer. He said, "You don't know what your job is. Do you think other people in the company know what their jobs are? I think you're running a mess here."   0:28:02.2 Balaji Reddie: So Jim McDonald, instead of feeling insulted, took it in a very different way. Though he said, "I did feel that I wanted to resign and just walk out of there," but he said, "I knew this man was onto something." And that kind of thing of authority of office, I think he did not like if people used it for the wrong reason, but he wanted them to develop knowledge, personality. Personality, well, I think again, on the soft side, persuasive power tact. Not all of us have that, but I think we are living in a knowledge economy, so knowledge would be the key here. And he also says that if you're in a position of authority, use this to get the right work done.   0:28:47.3 Balaji Reddie: Then next he says "he will study the results with the aim to improve his performance as a manager of people." So when the system is not getting what it's supposed to do, then he does not put the blame on the people. He says, "I have... I may be going wrong somewhere." I'd like to share an example of my father in Japan. My father was in Japan in 1964, I said this last time. And he was on this Asian Overseas Technical Scholarship, AOTS. And they run these courses even today. They have three-month, six-month, nine-month, and one-year courses. And from what I remember my father telling me, it's integrated in the sense, I think he was there for six months. So during the morning sessions, they used to have classroom training, sitting in a classroom. And in the afternoon, post-lunch, they would go and work in a company, and that was like their intern. And so it was a combination of theory and practice taking place almost every day.   0:30:02.4 Balaji Reddie: Now, what happened there was on the first day... And that's where he started working with Showa Electric, and said they were called the interns. So on the first day, he was taken to the company and was introduced to his supervisor. The supervisor took him on the shop floor and introduced him to the team that he would be working with. And then, while he was leaving, that supervisor said, "I just need to tell you this, that we also form what is called as a quality circle." And this was... The quality circle movement started in 1962, so '64, the quality circle. And so my father said, "I don't know what you're talking about." And he said, "Well, this is something new. So would you like to be a part of it?" Because quality circle is voluntary, not mandatory. They make you a part of the quality, so if you want to be a part of the quality circle. It's not imposed on you.   0:31:05.0 Balaji Reddie: So my father said, "I need to talk to my teacher, my sensei, at the class." He said, "Yeah. You can talk to him." So he went back to the class the next day in the morning, he asked the teacher, the sensei, that this is what they said. He said, "Oh, it's a very good system. You can become a member of the quality circle." So on the second day, he said, "Yes, I'll be a member of the quality circle." "Great," he said. Now, on the third day, his actual work started. Now, they used to make television screens, CRO, et cetera. And one of the steps there was soldering. They had to solder. And the soldering was the dip soldering. You had to take the printed circuit board and dip it into the solder bath and take it out. Of course you were to... There was a technique.   0:31:52.8 Balaji Reddie: And so his job was that. His first job that he was assigned is to do soldering on these PCBs. And so the supervisor himself sat with my father and demonstrated 10 to 15 times how to do it. Then he told my father, "Now you do it." And then he was guiding him, and he made him make around 10 pieces until he said, "Okay. Now you're getting it right." Okay. Now he said the ground rules. If by any chance you press it down too hard or you keep it too long because of the extreme heat, there will be a superficial crack on the PCB. And that would not be something that affects the customer right away, but over a period of time, it can result in the board cracking and the radio not working. So when you see a superficial crack, you're supposed to pull the cord. There was a cord there. And when you pull the cord, the supervisor will come and help you. Fine.   0:32:56.1 Balaji Reddie: Now my father started doing his work, and his fifth or sixth piece developed a crack. Now, he said, I don't want to sound derogatory, but the Indian in me caught up. Should I report this? What would he think? I hardly left this man alone, and his fifth piece is a rejected piece. And he said, I did not want to pull that cord. But then... He said that, he told me, "Please pull the cord," I decided, let me go ahead and pull it. So when he pulled the cord, a red lamp went on there, and there's a big siren that went on. And the supervisor came running and turned off the siren and turned off that lamp and said, "What happened?" My father showed him the crack. So he said, "Okay, no problem." He put it aside. He demonstrated to my father 10 times again how to do it. And then he made him do it 10 times till he said, "Ah, see, you did this." And he got it right. Now he said, "Let's continue production."   0:33:58.8 Balaji Reddie: Now they went away and now my father got it right. After an hour or so, or maybe two hours, they had their tea break. And they were sitting around a table. Now, this was the quality circle. So the supervisor got up and started speaking in Japanese. Now, this was my father's third day there, so obviously he did not understand what was going on. The only thing he knew that they were referring to him because they could not pronounce his name properly. So instead of Reddie, he was being called Leddie. So Leddie-san, Leddie-san, Leddie-san. So my father said, "I knew he was talking about me." And he said, "I felt so ashamed, I was looking down at my cup of tea rather than looking up." And then when I looked up, he said, all of them were looking at him in admiration and the thumbs up sign. And he was wondering what the hell just happened.   0:34:51.0 Balaji Reddie: And at the end of it, when that supervisor stopped speaking, they all clapped. They clapped. And as they dispersed, each one came and held his hand and they went away. And now my father told the supervisor, "What did you tell them? Did you tell them I made a mistake?" He says, "Yes, yes, I did tell them that." He said, "Then why are they complimenting me? Why are they... Why did they clap? Why did they clap for me? Why are they shaking my hands?" He says, "They're shaking your hand, they're clapping, and they're complimenting because you pulled the cord." So he said, "What do you mean?" He says, "Well, we have a saying here, here in Japan, if after explaining to a person 10 times how to do something, if the person still makes a mistake, then there's something wrong in the way I explained it." So this bit over here is he will study results with the aim to improve his performance as a manager. Don't blame the other guy. What am I doing wrong?   0:35:54.0 Andrew Stotz: You hired him, you train him.   0:35:56.4 Balaji Reddie: Yep. So when Jack Welch used to say, "Sack the bottom 10% of the people every year," and he called them dead wood, well, I would say when you hired them, they weren't dead. You killed them. So that was principle number 11. Now principle number 12 is where he combined both variation and psychology together. He said "he will try to discover who, if anybody, is outside the system, in need of special help." So he draws a normal curve. I'll pass on this document to you so you could share it along with the podcast. And he says here that people belong to the system. These are people who need not be ranked. But a person outside the system on the lower side needs special help. People outside the system on the higher side, well, we need to take the system to that level to improve the system.   0:37:08.4 Balaji Reddie: So he talks about that. He says this can be accomplished with some simple calculations. If there be an individual with figures on production or on failures, special help may be only simple rearrangement of work. It might be more complicated. He in need of special help is not in the bottom 5%. He's clean outside that distribution. So he's trying to use the understanding of variation in a very different sense to understanding people. And he says that we try to reduce that variation in performance between people. That's the job of the system. So this is principle 11 and 12.   0:37:51.0 Balaji Reddie: Now you come to principle 13: "he creates trust." And that creates trust, I would believe, it's a two-way process. And he creates an environment that encourages freedom and innovation. That is the environment where people are unafraid to make mistakes. Because we learned that theory is not the opposite of practice; it's a guide to better practice. And we need all of us working together. And that trust, I think, has got a very funny meaning in my country. I keep joking about this. In India, trust is we will lie a little less to each other. But that's not what this is. We need to be straight honest with each other. And honest is you can only do that by example. Like what happened in my case. I remember when we had installed the ERP system in our company, and there are interlocks. And I remember there was a backlogged order. And I knew that because when we did not deliver the order on time, I negotiated with the customer and I got the delivery date postponed.   0:39:08.0 Balaji Reddie: Now I was trying to test the ERP that month. So I said, let me see if the ERP can capture this because it should show it as a backlogged order. But it showed it as an order that was to be delivered on the new adjusted date. And I said, "How did that happen?" Because that should not have changed. And so I called my assistant. I said, "This should be in backlog. Why is it showing me as a spillover order?" And he said, "No, I changed the date." I said, "Why did you do that?" And he said, "No, because the finance guy will get angry with me." And I said, "That is my problem." I said, "When I told you you're not supposed to change that date..." And I removed his administrative powers in changing the date so that he could not change the date in the system.   0:40:01.7 Balaji Reddie: I removed his powers. And he apologized profusely and said, "Please let me." I said, "No." So till the day I resigned, I kept it. I said, "You're not gonna be doing this because it's not a question..." I said... If I had succumbed to that Andrew, they would have lost my trust. They would have thought that, "Oh, Balaji just talks. He doesn't walk the talk." I said, "No, you're not supposed to do this. We are trying to go by a system. Let's go by the system." So I think you can only create trust through example, through demonstration, if I may say so, and especially under adverse circumstances that you need to demonstrate this.   0:40:46.1 Balaji Reddie: Principle number 14: he says "he does not expect perfection." I think that even he said it in principle of variation. Principle 15: he says "he listens and learns without passing judgment on him that he listens to." This is an extension of the previous points. Principle number 16: he will hold an informal, unhurried conversation with every one of his people at least once a year, not for judgment, merely to listen. The purpose would be development of understanding of his people, their aims, their hopes, and their fears. This meeting will be spontaneous and not planned ahead. So there should be no bias, like an audit.   0:41:41.5 Andrew Stotz: Right.   0:41:42.2 Balaji Reddie: And lastly, principle number 17: "he understands the benefits of cooperation and the losses from competition between people and between groups." So these were the 17 principles of leadership, the beginning of transformation. I think there can be nothing more to do than this. He was so clear in what he wanted us to do. I wonder why people say that there was no method.   0:42:16.5 Andrew Stotz: Yeah. He definitely outlined a lot of stuff there. One of the questions I had for you on that list is, what do you say to people that say that he's kind of a dreamer? The idea that you can sit down with your employees and have this time and everybody's so busy and just talk about your fears and your goals and all that stuff where we live in this age of, we've gotta get the result, we've gotta be focused. How do you respond to that?   0:42:51.1 Balaji Reddie: Well, I say give this a try. All right? You've done it your way, right? You've done it... Let's just forget about it, and you're seeing what's happening. You want a change, you gotta do something different. So why don't you go by what this man is saying? And if you say that, you know, a dreamer or whatever, well, I'd like to quote John Lennon here: "You may say I'm a dreamer, but I'm not the only one."   0:43:16.8 Andrew Stotz: Yep. Yep. Yep. And what do you say for people that feel that you gotta have these targets and goals and KPIs to get the most out of people? And when we think about what Deming's talking about, we're talking about this intrinsic motivation. But it's scary for people to think. It's a lot more comfortable to have these goals and structures than what you could argue is a little bit more unstructured. And how do we balance that? And obviously Deming wasn't saying don't have goals.   0:44:02.1 Balaji Reddie: Yeah, yeah. I think Henry addresses this very well in his 12-day course where he has a specific section on goals, et cetera. And he talks about how Deming said that there are some things called facts of life. Facts of life is, okay, we need to turn out, we need to generate so much of revenue this year because we need to pay for all our salaries and blah, blah, blah, blah, blah, and then we need to have some money for the future. So we need to make so much of money this year. Now that's not a goal, that's a fact of life. But when you are bringing that number out and showing that to everyone, please also indicate to them how we intend to achieve that. Don't just leave it to them and say we need to do this.   0:44:54.4 Balaji Reddie: Okay. I'll give an example here. I don't want to sound... It may sound a little self-serving, but okay, take it in the right spirit. I remember when we had our first strategic meeting at my company, and my boss... Okay, was... He said... I think 20 of us sitting in the room and he said, "Last year, our target was 30 million and we're getting there and we're doing a great job. So this year we're gonna aim for 45 million." Now when he said that, I just put my hand up and he said, "Yes." So I said, "Why 45 million?" And he just stared me down and he looked up at everyone and said, "That's it. Meeting dismissed." He just walked out. These are those days when you had... You know the OHP? You know the overhead transparencies, the projector?   0:45:56.9 Andrew Stotz: Oh, yeah. Overhead transparencies, yep.   0:45:58.8 Balaji Reddie: Yeah. So he had the transparencies, and he just took them and walked out. And all the guys came to me, "Are you mad? You're questioning the owner of the company? Are you nuts?" And I was thinking, "God, what did I say wrong?" And then we started going back to our cabins, and when I sat down at my desk, the phone rang, and it was boss. And he just uttered one word, "Come." So when I was walking towards his cabin, I was thinking to myself, "Nice company, nice friends." And then I knocked on the door, and he said, "Yeah, yeah. Come in." He said, "Sit down." And then he said, "Shut the door." He said, "What the hell were you trying to do today? Are you trying to mock me?" I said, "Please, why would I want to mock you, boss? I wouldn't want to mock you. I just wanted to know why 45 million."   0:46:52.9 Balaji Reddie: He says, "All right." And so he took out what is called the blue book, where we have the yearbook, what happened in our country in the last one year. We have these books that get written, right? So he said, "Look, this is growth in our country in industry. This is our... Sector that we are in, and we are in the organized sector in this industry. And the year-on-year growth for the last five years has been this, and this year the expected growth is so much. And can I expect at least 3 or 4% of that growth?" I said, "Of course, why not?" He said, "That, son, is 45 million." So I said, "Why didn't you tell me this? That's all I wanted to know." He said, "You think these asses..." He was referring to my other colleagues... "Would understand?" I said, "Boss, if I can understand, they can understand. It's one and the same." "Okay. Let's meet tomorrow."   0:47:52.1 Balaji Reddie: So the next day we met again. And he said, "Yesterday, when I uttered 45 million, this genius asked me why, and so I'm gonna tell you why." And he went on to explain. After he finished explaining, my sales guy... Sorry, my marketing guy got up and he said, "I have something to share." "Okay, please come forward." He put the transparency. And he had listed there the top 10 selling items in my company based on revenue, based on profits, and based on quantities. Top 10 for each. There were three products that were common to all the three. So obviously he was sending a message to us, that we had to attain our targets, at least by focusing.   0:48:44.8 Balaji Reddie: The moment he showed that, he underlined these three, the sales guy put his hand up and said, "Yes." "That second product you underlined, our competitor is selling it as a package with another product, but we don't seem to have that on our list." So the R&D guy got up and said, "Could you tell me what the part number..." And he says, "It's part number so-and-so." He said, "Hang on, I've already developed that." You know what was happening, Andrew? We were talking to each other. And that meeting went on for three and a half hours. And at the end of the three and a half hours, all of us knew how to attain 45 million.   0:49:23.8 Andrew Stotz: I thought you were gonna ask a question on the second day, "Hey, boss, so 45 million, why is there no market share gain of our business that we're growing faster than the industry?"   [laughter]   0:49:41.4 Balaji Reddie: So anyway, but this was... This is what I think goals should be transparent in this sense, that why are we giving you this number? And more importantly is the discussion that happens is how are we gonna do this? It just doesn't happen by itself, right? And if you leave it to people, they start distorting numbers, right?   0:50:03.8 Andrew Stotz: Yeah.   0:50:04.2 Balaji Reddie: As Brian Joiner said, "Distort the data, distort the system, or distort both."   0:50:12.2 Andrew Stotz: Yeah. And we're working on a growth plan for my coffee business.   0:50:19.0 Balaji Reddie: A growth.   0:50:19.6 Andrew Stotz: And really what it comes down to is three things. Number one, are we as the owners gonna hire more salespeople? Because salespeople bring in revenue.   0:50:36.3 Balaji Reddie: Right.   0:50:37.0 Andrew Stotz: Number two, are we as the owners going to develop together with the rest of the team a higher value-added offering...   0:50:50.6 Balaji Reddie: Wow.   0:50:50.8 Andrew Stotz: That we can bring more value than what we're bringing right now, which would bring potential customers to us and allow us to sell more easily. Or are we as the owners going to buy another company?   0:51:07.8 Balaji Reddie: Oh, okay.   0:51:09.2 Andrew Stotz: So those are the three things. And Dale and I have been discussing each one of those in a lot of detail, testing out and debating and discussing. But those are the type that... When it comes to growth, that's just... We know the growth we can produce with no change. And that's in line with the inflation rate or whatever the economic growth, for sure. But as long as we don't lose people on our team or something like that. But to go to our team and say, "How are we gonna grow faster?" Well, that whole point is we can see. Also the other thing is that we can see bigger about the industry sometimes. Sometimes they see something at a small level that they bring back to us and think, "Whoa, wait a minute, that's something valuable." And yeah, so we're getting ready for our final decisions on where we're gonna go with that. But yeah, without that type of change, we're not gonna reach the type of growth that we want to get. And really our idea is 5x growth in five years.   0:52:19.9 Balaji Reddie: Okay.   0:52:20.5 Andrew Stotz: And in order to do that, we have to have a completely different level of quality, service, product, thinking. And so, yeah, it's fun... It's challenging. Anyways...   0:52:32.9 Balaji Reddie: Right.   0:52:33.2 Andrew Stotz: So how do we wrap this up? What is it you want people to take away? You've shared a lot of different stuff. What would you like them to take away from it?   0:52:42.0 Balaji Reddie: Yeah. One, I'm trying to shatter that myth that Deming did not tell us what was to be done. I think he was very clear and we need to reread and reread. And we have to take these as guidelines. You may come up with your own method, but see these as a guideline by and large to put you on the right path. And once you do that, you may develop something which works for you, and that's what he wanted. But let us not just say that he only philosophized about things. I think he was very clear in his head. He just wanted us to do things our own way because nobody understood our problems better than we ourselves. And he was just showing us how to understand things around.   0:53:32.6 Balaji Reddie: He wanted us to know, to understand what we do not know. Through these principles, we can address some of the gaps. Perhaps we were getting a few things wrong. So point number 14, take action to accomplish the transformation. I think it begins with leadership. So point number seven comes into the picture. It begins with training and education. Point number six comes into the picture and it also brings in point number 13, which is learning and development. And education and training is different from learning and development. Training can be very company specific and you can measure the outcomes of training, but you cannot measure the outcomes of development because that takes time.   0:54:19.8 Balaji Reddie: So you need to have some things going in your favor. And for that you need to choose, and he told us how to do that. And yes, he wanted top management to be a part of this because he said those in authority need to do this. But that one sentence that middle management can commence, it can commence there, is a telling statement. So he knew it was possible.   0:54:45.0 Andrew Stotz: That's great. And I like that. Commence. That there's... It's not necessarily gonna be completed by middle management, but middle management can start right now, right where you are. So that's a great way, that's a great way to end with the start. So, Balaji, I want to thank you on behalf of everyone at the Deming Institute. And it's an interesting discussion and I'm enjoying it very much. And for listeners out there, remember to go to deming.org and also there, jump on DemingNEXT to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is: "People are entitled to joy in work."   0:55:32.1 Balaji Reddie: Oh, yeah. Andrew, I think saying thank you on behalf of the institute, I am also a part of the institute.   0:55:38.5 Andrew Stotz: Of course. Of course. You are. I appreciate it. Okay.

Jennifer Sack is known for her bold approach to self-love, which began with sobriety and evolved into a holistic healing and well-being practice. Jennifer unpacks the hidden traps of self-negotiation and challenges women to embrace change in their journey to rebuilding self-trust.  This conversation also explores the kind of addiction that goes beyond just substances; it's about the importance of listening to our inner GPS, rethinking self-care as “selfish," and finding practical techniques to help women ground themselves while moving through stress and discomfort anywhere and at any time. If possessing powerful tools to create a Focus - Driven life is your priority, consider this your gift.

Recorded live at Polonia on June 13th, 2026. Lucy, Theo, Andrew, and Ben bring you: Delineations in shrinking, insufficiently narrow chutes, the poetry of Polish Subway, a direct line to our favourite pussyfree individual, boofing gin, some stuffs we maybe shouldn't chat about, a fantastical 2-in-1 device, Gamling in the news, and imaginary imaginary friends. *** Outro: Ya Gotta Love This City - Snooch Dodd & the Pro-Teens *** Support our show and get exclusive bonus episodes by subscribing on Patreon: www.patreon.com/BoontaVista *** Email the show at mailbag@boontavista.com! Call in and leave us a question or a message on 1800-317-515 to be answered on the show! *** Website: boontavista.com Twitch: twitch.tv/boontavista

Are we watching history repeat itself? In this episode of Blue Vote Café, we sit down with Dr. Richard Sack to discuss the creeping shadows of 1930s Europe in today's political climate and what we can do to fight back.About Our Guest:Dr. Richard Sack is an independent researcher, consultant, and the former Executive Secretary of the Association for the Development of Education in Africa (ADEA). Holding a Ph.D. in International Development Education from Stanford University, his decades-long career has spanned academic and operational work across the globe, evaluating policies and shaping education systems in developing nations. Now, he brings his rigorous, systemic analytical lens to a different kind of global issue: the mechanics of authoritarianism.In This Episode:Obsessed with understanding the modern rise of fascism, Dr. Sack has meticulously inventoried the actions of the Trump administration, sorting them into 13 distinct categories of fascist behavior. We explore his comprehensive list, draw stark parallels between our current political reality and the 1930s, and discuss actionable ways to turn the tide.As Dr. Sack reminds us: despair is the enemy of the people. This conversation isn't just about identifying the threat—it's about finding the strategy and resolve to overcome it.(Note: A link to Dr. Sack's 13-category inventory will be added here soon!)

England finished off their World Cup warmups with a 3-0 win over Costa Rica in Orlando, but only after they'd been made to wait by adverse weather. Declan Rice, Anthony Gordon and Ollie Watkins scored as attention now turns to the game against Croatia next week, as Thomas Tuchel's men look to finally bring football home. Back on domestic soil, one of England's stars is the subject of a mega-money bid from Manchester City. Elliot Anderson is a wanted man, with City reportedly having bid over £100m for the Nottingham Forest midfielder. Despite being no longer a Premier League side, Wolves are making headlines too. They've sacked Rob Edwards just days after he was instrumental in the signings of Kieran Trippier and Raul Jimenez, and are replacing him with Portuguese boss Cesar Peixoto. All that PLUS our World Cup Sweepstake draw on today's FSD! SUBSCRIBE NOW: https://footballsocialdaily.supportingcast.fm/ Instagram: ⁠https://www.instagram.com/fsdpod?igsh=MjQ5d29veGdoMmZ4&utm_source=qr⁠  X: ⁠https://twitter.com/FSDPod⁠  TikTok: ⁠https://www.tiktok.com/@footballsocialdaily⁠  Telegram Group: ⁠https://t.me/FootballSocial⁠ Merch Store: ⁠https://www.etsy.com/uk/shop/FootballSocialDaily⁠ Learn more about your ad choices. Visit podcastchoices.com/adchoices

This is a free preview of a paid episode. To hear the entire pod, become a Patron today for as low as $5 a month: patreon.com/i80club. And don't forget to subscribe to the I-80 Club YouTube channel!Time for another bonus episode for subscribers, as Jack and Josh talk through the big news this week in CFB with Brendan Sorsby, before diving into questions in the CHAT SACK! They discuss where radio is going, their use (or lack thereof) of AI, the next three years of Husker football, and more.Music: Ian AeilloFor more from the I-80 Club, become a Patron and get bonus episodes, access to the I-80 Club Discord server, and so much more: patreon.com/i80clubSubscribe to the I-80 Club YouTube channel and don't miss any of our public episodes, see shorts, and other videos! Hosted on Acast. See acast.com/privacy for more information.

Breaking Even with Al Paton is back with brand new segments plus the teams news and captain advice you need to fly up the Supercoach rankings.Al Paton and Patch are here to give their take on the most popular trades and biggest questions heading into round 14.Which $99k rookies should we grab straight away? Who are the best bargains to get us through the byes? Keep or yeet Dan Houston, Sam Walsh and Jagga Smith? And which big name is Al avoiding this week?Patch's Pickle turns the spotlight on the best way to finish our teams - but where is the money coming from? All this and more! Play SuperCoach WC26 CHAPTERSIntro and WC26! (00:00)Late mail (01:45)The People’s Choice (06:45)Keep or Yeet (10:20)Al is avoiding… (11:40)Captains (12:55)Coaches Edge (10:45)Tweet of the week (20:00)Patch’s Pickle (21:00)Trade plans (26:30) Hosts:Al Paton: @al_supercoach /XPatch: @PatchToTheMaxProduced by Haydn Kenny. Recorded on Thursday late morning, June 11 2026.See omnystudio.com/listener for privacy information.

We're back with another episode of A (Non) League Of Their Own! Join us every fortnight where we discuss the best Non-League stories from up & down the country, from The National League to The Dog & Duck & everything in between. This week we were joined by Gaz, Jordan & Shents as we discussed everything from manager sackings to weird would you rather dilemmas. We then chatted about pre-season preparations, Jarrod Bowen's Hereford pitch donation & we rank the worst stadiums in the National League North.

Michael Sack v. City of St. Louis

On today's episode, Nicole and Rich discuss the annoyance of 'small talk' and JLo rumors. Rich runs through acting hypotheticals and can't understand how people are playing they wouldn't be into it. And what got Nicole wanting to go for the nut sack? Keegan wrote a book and makes Nicole jealous. Balancing special moments with each kid is TOUGH. MSG has A LOT going on. And they get into this week's shower thoughts. Rich has rude run-ins. Nicole is deep into 'sliding door' thoughts.  Please keep sharing us with your friends and don't forget to rate us, subscribe, and like!     Have Kids, They Said... is a SiriusXM Network Podcast made by Nicole Ryan and Rich Davis.If you'd like to send us a message or ask a question email us at HKTSpod@gmail.comFollow on social media:Instagram @havekidstheysaidpodNicole @mashupnicoleRich @richdavisand @siriusxm Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Ben shares a video of a roofer who makes a horrible mistake squeezing a vulnerable body part and has a tough time getting out of his messSee omnystudio.com/listener for privacy information.

On August 24, 410 AD, the Visigoths walked into Rome. They didn't break down the gates. They didn't storm the walls. The gates were opened from the inside — by slaves, by people who had been living under the Empire for years and had quietly stopped believing in it.The conventional story of the Sack of Rome is barbarian invasion. Fire and screaming. Civilization ending in a single night. That's the Hollywood version. The reality is quieter and worse.Rome wasn't murdered. It was hollowed out over more than two centuries by three forces that had nothing to do with barbarians.The first was money. The silver denarius had been debased so consistently that by 410 the coins were essentially worthless metal stamped with the emperor's face — a promise nobody believed anymore. Soldiers stopped showing up because they were being paid with garbage. Tax collectors demanded payment in gold and silver because the state's own currency wasn't worth taking.The second was borders. On the last day of 406, the Rhine froze and tens of thousands of Vandals, Suebi, and Alans walked across into Roman Gaul. The forts along the river were empty or close to it. The garrisons had been pulled back, stripped to fight civil wars in Italy, or simply never replaced. The frontier wasn't overrun. It was abandoned.The third was power. The Emperor Honorius was hiding in Ravenna — a swamp city with marsh walls — issuing laws that nobody enforced. When they told him Rome had fallen, he thought they meant his pet chicken, a bird he had named Roma. He had become emperor at eight years old. He had never led an army, never governed a province, never made a decision that wasn't filtered through palace bureaucrats more interested in their own survival than the Empire's.When Alaric's Visigoths arrived at the gates of Rome in August 410, the city's own slaves opened them.Rome didn't fall that day. Not really. The Visigoths left after three days. Honorius stayed in Ravenna. The Empire limped on for another 66 years. But everyone who mattered understood what 410 meant. The machine had been failing for centuries. The sack was just the paperwork catching up.Empires don't fall. They hollow out. And hollowing is worse than falling — because from the outside, everything still looks intact.00:00 — Rome Wasn't Murdered, It Was Hollowed Out01:54 — Welcome to The Roman Pattern02:19 — Rome in 410: A Theater Set03:06 — Two Centuries of Debasement05:15 — December 406: When the Rhine Froze06:53 — Alaric: The Visigoth Who Wanted to Be Roman08:16 — Honorius and His Chicken Named Roma09:10 — August 24, 410: The Gates Open From Inside10:29 — Saint Jerome Wept in Bethlehem11:50 — Why Rome Didn't Fall (Yet)12:44 — The Three-Link Chain: Money, Borders, Power14:02 — Hollowing Is Worse Than Falling14:53 — The Universal Pattern15:55 — Same Playbook, Different Century

On 3AW Football, Caroline Wilson thinks the Kangaroos coach's future at the club remains unclear due to another underwhelming season.See omnystudio.com/listener for privacy information.

A caller drops a spicy take that the Browns were never really trying to win games, they were just trying to help Myles Garrett chase the sack record, and it sends the studio into full chaos. Ken and Lima push back hard, but the conversation takes a wild turn when Jadeveon Clowney's old locker room complaints suddenly start sounding a lot more credible. Now that Garrett is gone, everyone is asking the same uncomfortable question about what was really going on in Cleveland.

Sam Monson of the Check the Mic Podcast joins Afternoon Drive on The Fan. He talks about Jared Verse's production, how the loss of Myles Garrett impacts the Browns win total in 2026, who he would start at quarterback in Week 1, and more.

This is a free preview of a paid episode. To hear the entire pod, become a Patron today for as low as $5 a month: patreon.com/i80club. And don't forget to subscribe to the I-80 Club YouTube channel!Josh and Jack kickoff June with a bonus episode. Is it officially time to start talking football? Pus, CHAT SACK, including the most memorable moments of the 2025-2026 athletics seasons, Trae Taylor coming to Nebraska, and more!0:00 - Intro10:00 - Are we in Football Mode yet?19:50 - CHAT SACK!Music: Ian AeilloFor more from the I-80 Club, become a Patron and get bonus episodes, access to the I-80 Club Discord server, and so much more: patreon.com/i80clubSubscribe to the I-80 Club YouTube channel and don't miss any of our public episodes, see shorts, and other videos! Hosted on Acast. See acast.com/privacy for more information.

They really buried the lede with "Jack and the Bean Stalk". Yeah sure it's an impressive stalk, but hello, there's an actual giant man who lives in a cloud castle on top of the world?? Should have called it "Jack and the Giants Are Real and They Are Squatting in A Violent Heaven Forsaken By God". In this episode, Log pitches some hot new Pragmata DLC, Gav has a shocking interaction with a customer support agent, and Steve is paid a visit by a certain redundancy-making wizard.

On today’s show we tackle the real issues: 80s playgrounds, classic mum sayings and the eternal battle of dogs vs cats. We also surprise another pub with $5000 for Save Our Pub, and things get wonderfully weird with Veggie Celebs for At Work Time Wasters.See omnystudio.com/listener for privacy information.

Dan is joined by Liverpool journalist David Lynch to find out more about the sacking of Arne Slot and what is next for the Reds. Hosted on Acast. See acast.com/privacy for more information.

On August 22, 408 AD, the Western Roman Emperor Honorius signed an execution order. The man being executed was Flavius Stilicho — half Vandal, half Roman, the general who had defeated Alaric three times, held the Rhine frontier together for 13 years, and kept a collapsing political structure functioning through sheer competence. For more than a decade he had been the only thing standing between the Western Empire and total disintegration.The Senate hated him. The court whispered against him. They said he was conspiring with the Goths. They said he wanted to put his son on the throne. They said his barbarian blood made him untrustworthy.None of it was true. But systems like this eventually stop needing truth. They just need targets.Stilicho walked out of a church in Ravenna and accepted his fate. He could have resisted — 10,000 federate troops were personally loyal to him, and he could have seized power and likely won. He chose not to. He still believed in something larger than himself. The system that executed him no longer did.Within months, 10,000 federate soldiers marched directly to Alaric's camp. The Rhine frontier collapsed. The borders dissolved. The army Stilicho had built to defend Italy became the army that destroyed it. Two years later, on August 24, 410 AD, Alaric walked into Rome — undefended, unresisted — and sacked it for three days.The man most capable of preventing it had already been killed by his own government.This is the autopsy of how empires actually die. Not from the outside in. They destroy their own immune system first and call it patriotism.00:00 — Rome Killed the Man Who Was Saving It02:24 — Welcome to The Roman Pattern02:45 — What Rome Had Become by 395 AD03:06 — Who Was Flavius Stilicho?04:05 — The Three Fault Lines: Money, Borders, Power06:23 — Stilicho's Rise Through Competence07:38 — Theodosius Dies, Stilicho Inherits an Empire08:03 — Alaric and the Eastern Court's Sabotage09:43 — The Battle of Pollentia (402 AD)10:55 — The Deal That Sealed His Fate11:43 — The Rhine Freezes (December 406)12:31 — Honorius the Chicken Farmer13:21 — Olympius and the Whispered Accusations14:07 — August 22, 408 AD: The Execution15:07 — The Federate Defection and the Sack of Rome18:13 — When Systems Can't Tell Threat from Solution21:06 — The Last Roman

Discover more Sincerely Accra!From Breman to sleeping in uncompleted buildings in East Legon, Rcee walks us through his journey to becoming the New Face of Borga Highlife. This week's listener letter features an inlaw who has overstayed his welcome. Press Play Music OpenerOshe - Reynolds The Gentleman ft. Fra!Music Bridges Swagga - Black SherifKnees & Bend - RceeMy Dear - Rcee ft. MellissaSweety - Rcee Exopa - Joey B ft. Odunsi (the engine)Music Closer Serious - RceeA GCR Production - Africa's Premiere Podcast Network

Gabriel has been solid for Arsenal this season as they clinched a first Premier League title in more than two decades, but the Brazilian defender couldn't hold his nerve as he skied his decisive spot kick in a tense Champions League final against PSG. But should he have been taking it in the first place? Did Arsenal really show the best of themselves in Budapest? There are questions to be answered on today's FSD, including on where Liverpool go next after they announced the sacking of manager Arne Slot! SUBSCRIBE NOW: ⁠https://footballsocialdaily.supportingcast.fm/⁠NEW: Instagram: ⁠https://www.instagram.com/fsdpod?igsh=MjQ5d29veGdoMmZ4&utm_source=qr⁠ Twitter: ⁠https://twitter.com/FSDPod⁠ TikTok: ⁠https://www.tiktok.com/@footballsocialdaily⁠ Telegram Group: ⁠https://t.me/FootballSocialMerch Store: https://www.etsy.com/uk/shop/FootballSocialDaily Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this volume of Creighton's history, the popes conduct themselves as Italian princes. Pope Alexander VI's daughter, Lucretia Borgia, becomes a marital pawn in her father's diplomatic plots, while his son, Cesare, fights ruthlessly for Italian territory. Julius II, as much general as pope, finds time to bully Michelangelo into frescoing the Sistine Chapel. His successor, Leo X intrigues faithlessly among the European powers, oblivious to the threat of Martin Luther's call for reform of the Church in head and members.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

In this volume of Creighton's history, the popes conduct themselves as Italian princes. Pope Alexander VI's daughter, Lucretia Borgia, becomes a marital pawn in her father's diplomatic plots, while his son, Cesare, fights ruthlessly for Italian territory. Julius II, as much general as pope, finds time to bully Michelangelo into frescoing the Sistine Chapel. His successor, Leo X intrigues faithlessly among the European powers, oblivious to the threat of Martin Luther's call for reform of the Church in head and members.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

In this volume of Creighton's history, the popes conduct themselves as Italian princes. Pope Alexander VI's daughter, Lucretia Borgia, becomes a marital pawn in her father's diplomatic plots, while his son, Cesare, fights ruthlessly for Italian territory. Julius II, as much general as pope, finds time to bully Michelangelo into frescoing the Sistine Chapel. His successor, Leo X intrigues faithlessly among the European powers, oblivious to the threat of Martin Luther's call for reform of the Church in head and members.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

In this volume of Creighton's history, the popes conduct themselves as Italian princes. Pope Alexander VI's daughter, Lucretia Borgia, becomes a marital pawn in her father's diplomatic plots, while his son, Cesare, fights ruthlessly for Italian territory. Julius II, as much general as pope, finds time to bully Michelangelo into frescoing the Sistine Chapel. His successor, Leo X intrigues faithlessly among the European powers, oblivious to the threat of Martin Luther's call for reform of the Church in head and members.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

In this volume of Creighton's history, the popes conduct themselves as Italian princes. Pope Alexander VI's daughter, Lucretia Borgia, becomes a marital pawn in her father's diplomatic plots, while his son, Cesare, fights ruthlessly for Italian territory. Julius II, as much general as pope, finds time to bully Michelangelo into frescoing the Sistine Chapel. His successor, Leo X intrigues faithlessly among the European powers, oblivious to the threat of Martin Luther's call for reform of the Church in head and members.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

In this volume of Creighton's history, the popes conduct themselves as Italian princes. Pope Alexander VI's daughter, Lucretia Borgia, becomes a marital pawn in her father's diplomatic plots, while his son, Cesare, fights ruthlessly for Italian territory. Julius II, as much general as pope, finds time to bully Michelangelo into frescoing the Sistine Chapel. His successor, Leo X intrigues faithlessly among the European powers, oblivious to the threat of Martin Luther's call for reform of the Church in head and members.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

In this volume of Creighton's history, the popes conduct themselves as Italian princes. Pope Alexander VI's daughter, Lucretia Borgia, becomes a marital pawn in her father's diplomatic plots, while his son, Cesare, fights ruthlessly for Italian territory. Julius II, as much general as pope, finds time to bully Michelangelo into frescoing the Sistine Chapel. His successor, Leo X intrigues faithlessly among the European powers, oblivious to the threat of Martin Luther's call for reform of the Church in head and members.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Ste reacts to the breaking news that Arne Slot has been sacked as the Head Coach of Liverpool after two seasons, with Andoni Iraola reportedly the favourite to take over at Anfield! Hosted on Acast. See acast.com/privacy for more information.

During a college woman's softball game on ESPN, Texas vs. Arizona State, a wild comment was heard during the broadcast. Woman who is paragliding is struck by a plane. A woman in Florida passed away after she was attacked by two pitbulls.

During a college woman's softball game on ESPN, Texas vs. Arizona State, a wild comment was heard during the broadcast. Woman who is paragliding is struck by a plane. A woman in Florida passed away after she was attacked by two pitbulls.See omnystudio.com/listener for privacy information.

Oil giant BP has removed its chairman Albert Manifold with immediate effect over concerns including "bullying" and "overbearing" behaviour by himPetrol and diesel prices in India continue to rise, reflecting a weak rupee, heavy taxes and lingering geopolitical risks. And EU agricultural ministers met in Brussels today to come up with a long-term strategy to solve the rising cost of fuel and fertiliser facing farmers. But will this stop the ongoing protests?

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The boys take a closer look at the "Circle Back" cocktail, Brendan Sorsby was GAMBLING gambling, Will pops in to talk ripping sack, Brett left the group chat, and Wemby.  Support us on Patreon and receive weekly episodes for as low $5 per month: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.patreon.com/circlingbackpodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Watch all of our full episodes on YouTube: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.youtube.com/washedmedia⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Shop Washed Merch: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.washedmedia.shop⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • (00:00) Fun & Easy Banter • (12:10) Check out this cocktail • (25:30) Sorsby Really Was Betting • (43:45) Ripping Sack • (1:12:10) Brett left the group chat • (1:23:40) Wemby Support This Episode's Sponsors: - Earlybird: Get 20% OFF your order with code WASHED at ⁠⁠⁠https://earlybirdcbd.com/⁠⁠⁠ - Tecovas: Right now get 10% off at ⁠⁠https://tecovas.com/crclbk⁠⁠ when you sign up for email and texts. - BetterHelp: Sign up and get 10% at ⁠https://betterhelp.com/circling⁠ - Leesa: Go to ⁠https://www.leesa.com/⁠ for 30% off mattresses PLUS get an extra $50 off with promo code STEAM, exclusive for our listeners. - Underdog Fantasy: Download the app today and sign up with promo code STEAM to score FIFTY DOLLARS in Bonus Funds when you play your first FIVE dollars – that's promo code STEAM Must be 18+ (19+ in AL, NE; 19+ in CO for some games; 21+ in AZ, MA, and VA) and present in a state where Underdog Fantasy operates. Terms apply. Concerned with your play? Call 1-800-MY-RESET or 1-800-GAMBLER or visit www.ncpgambling.org; AZ: 1-800-NEXT-STEP (1-800-639-8783) or text NEXT-STEP to 53342; NY: Call the 24/7 HOPEline at 1-877-8-HOPENY or Text HOPENY (467369). Learn more about your ad choices. Visit megaphone.fm/adchoices

EP927: Bryan & Krissy are back in studio! Bryan returns from his office in NY and bring with him the sights and sounds of the airport restroom. The place where cultures come together like a mustard and cheese sandwich...or a crinkle cut nut sack!  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.