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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 And if you think that they're outdated, they're as relevant as they ever were.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.

We do a tribute to the beloved multi-era dramatic tough gal & Martial Artist Pam Grier.   What was an underseen role she did that needs more love?   What trivia we dug up on her perfectly illustrates her on-and-off-screen fearless nature?   And why is she immortalized by so many different kinds of audiences?   Shut yo mouth and strap in as the Queen makes her presence known yet again!     INTRO CLIP: Conan O'Brien 1997 interview (discussing Blaxploitation movies and promoting Jackie Brown)

For some older New Zealanders, the relentless march of the digital age is leading to a loss of social connection and even limiting their access to essential services. New research out of the University of Auckland has found that technostress is causing many older people to feel shut out by the digital world. Matthew Theunissen reports.

In the spring of 2021, Dee Warner vanished from her farm in Franklin Township, Michigan. As investigators searched for answers, an unusual theory began to circulate about what might have happened to her. But as the years passed, that explanation became harder to believe, and a far darker truth slowly emerged from beneath the surface.How to support:For extra perks including exclusive content, early release, and ad-free episodes -Go to - PatreonHow to connect:WebsiteInstagramFacebookTwitterTheme and Closing Track:Original compositions created for The Minds of MadnessPlease check out our sponsors and help support the podcast:Shopify - Sign up for a one-dollar-per-month trial period at shopify.com/madnessQuince - Upgrade your wardrobe with pieces made to last with Quince. Go to Quince.com/madness for free shipping on your order and 365-day returns.Raycon - The Essential Open Earbuds are perfect for refreshing your routine this spring. Go to buyraycon.com/mindsofmadnessOPEN to get 20% off!HERS - Feel like your best self again, Visit forhers.com/MADNESS to get a personalized, affordable plan that gets you.LEAN - They're having a Huge Memorial Day Sale and Lean is 25% off!!  Visit takelean.com and enter THANK YOU 25 for 25% OFF.Granola - If meetings are eating up your day, Granola is a no-brainer. You can try it totally free for three months - just head to granola.ai/MADNESSRula - Rula patients typically pay $15 per session when using insurance. Connect with quality therapists and mental health experts who specialize in you at rula.com/madnessGhostBed - Take advantage of Spring Sale pricing, go to GhostBed.com/madness, code MADNESS for an extra 10% off sitewide. Some exclusions apply; see site for details.Research & Writing:Ryan DeiningerEditing:Aiden WolfSources:Justice Is A Process Case OverviewTracking devices, troubled marriage discussed on day 3 of Warner murder trialProsecutors detail how husband allegedly hid Dee Warner's bodyBodycam of Dale Warner interviews part of murder trial day 2Prosecution outlines cause of death, motive; defense claims no concrete evidenceChildren of Dee Ann Warner petition to establish deathJudge rules there is sufficient evidence for Dale Warner murder case to go to trialFamily and friends of missing Lenawee County woman hoping for answersStill no signs of missing Lenawee County womanFamily of missing Lenawee Co. woman speaksLaw & Crime Trials PlaylistCourt TV Recap Michigan State Police officially takes over Dee Warner missing person caseAuthorities dig up family property in investigation into Dee Warner's disappearanceDee Ann Warner's husband sentenced to 93 days in jail for contempt of court‘Justice for Dee' rallies for first time since major break in the caseTestimony focuses on business finances in pre-trial for man accused of killing wifePreliminary hearing begins for Lenawee County man accused of killing wifeJail calls, a rift between agencies and how Dee's body was allegedly hiddenCourt clerical error leads to confusion for family of Dee WarnerHusband of Dee Warner appears in probate courtDale Warner charged with the murder of Dee Ann WarnerDale Warner murder trial day 7: Tank with Dee Warner's body examinedFamily, friends lay Dee Warner to rest during Celebration of Life

Tom is excited that he got owned in the most recent Pauline Hanson Please Explain cartoon. And then is joined by guest host, co-host of Lamestream, Scott Mitchell! First, Scott’s take on where to next for the Australian Greens, as One Nation seemingly steals everyone’s mojo. (14:53) Then, AUKUS news! America is now going to give us second-hand subs for the same cost. As was the plan! Shut up! (44:21) Finally, updates on Greens candidate Hannah Thomas and her legal case against NSW Police for their assault on her during a pro-Palestinian protest. (59:44) ---------- Just released on Patreon - "We discuss Guy Rundle’s take on the Greens flop era" The show can only exist because of our wonderful Patreon subscriber’s support. Subscribe for $3/month to get access to our fortnightly subscriber-only full episode, and unlock our complete library of ONE HUNDRED past bonus episodes. https://www.patreon.com/SeriousDangerAU ---------- Links - Follow and support Lamestream and see them live -https://www.lamestream.com.au/ Petition to end AUKUS - https://www.change.org/p/the-australian-government-no-nuclear-submarines-end-u-s-dominance-healthcare-not-warfare AUKUS Public Inquiry -https://aukuspublicinquiry.com/ Theme by Kye HughesProduced by Michael Griffin https://www.instagram.com/mikeskillz Follow us on https://twitter.com/SeriousDangerAU https://www.instagram.com/seriousdangerau https://www.tiktok.com/@seriousdangerauSupport the show: http://patreon.com/seriousdangerauSee omnystudio.com/listener for privacy information.

Hour two of Larry Conners USA: RUMBLE: https://rumble.com/c/c-1568182 WEBSITE: https://www.larryconnersusa.com/ FACEBOOK: https://www.facebook.com/larryconnersusa NEWSTALK STL: https://newstalkstl.com/larry/ The post Jasmine Crockett Should Learn When To Keep Her Mouth Shut /7p 6.11.2026 appeared first on Larry Conners USA.

This podcast discusses how to “enter the closet” and “shut the door” so we can pray and commune with God and see rewards in our lives.

Nintendo always increasing prices, 2026 NBA finals, Timothée Chalamet controversies, and more this week at the Time Sink!Nintendo Switch Pricing UpdateNintendo Switch 2 Price RevisionNintendo Official News Release2026 NBA FinalsVictor WembanyamaWhen You Grow Too Tall To Play BasketballTimothée ChalametChapters:(0:00) Intro(0:42) Switch Price Increases(28:03) NBA Finals(48:25) Outro

Back and better than ever with our latest episode. After 5...maybe 3... 2 years(?) since our last episode (Patrick has his own calendar now), the boys discuss the latest on the Warriors and Sixers. Spoiler alert: things look somewhat grim for both franchises. Don't miss out on Shut the Hell Up and Shout Outs as well! Timestamps below ;)Warriors - 18:00Sixers - 41:00Shut the Hell Up - 1:13:11Shout Outs - 1:31:00

Wait, do you think somebody might be getting fired tonight?  In this episode of Wrasslin' Raw, the boys review the final episode of Monday Night Raw in 1998, where Vince McMahon enacts his revenge against DX.  Matches get booked between Triple H and Ken Shamrock, X-pac and the Big Bossman, Billy Gunn and Kane, and the Road Dogg against Mankind.  Al Snow is still covered in a mysterious red substance, and Sable is back on our screens.  The Rock says, "Shut your mouth Michael Cole!"

Being available 24/7 is not dedication. It is dysfunction. In this episode of The Level Up Podcast, Paul Alex breaks down why learning how to disconnect is one of the most important disciplines for preventing burnout and protecting your family life. Let's be real… If your email is open at the dinner table… If your phone is in your hand during family time… If your brain never fully leaves the business… You are not operating at a high level. You are slowly draining yourself. In this episode, you'll learn: Why constant availability destroys your energy and focus How poor boundaries train clients and teams to disrespect your time Why real recovery is required for high-level decision-making How disconnecting helps you reconnect with your purpose, family, and peace The truth is simple: You are not a machine. You cannot run at full speed forever without recovery. If you never unplug… Your thinking gets weaker. Your patience gets shorter. Your presence disappears. And eventually, the business you built for freedom starts stealing the life you wanted. Real leaders build an off switch. They set boundaries. They protect family time. They recover with intention. Because the work will still be there tomorrow. But the moments with your wife, your kids, and the people you love… Those do not come back. Turn off the notifications. Shut it down. Be present. And keep leveling up. Your Network is your NETWORTH! Make sure to add me on all SOCIAL MEDIA PLATFORMS: Instagram: https://jo.my/paulalex2024 Facebook: https://jo.my/fbpaulalex2024 YouTube: https://www.youtube.com/channel/UCGhDAD1JyGGzSQUPD9lc9HQ LinkedIn: https://jo.my/inpaulalex2024 Looking for a secondary source of income or want to become an entrepreneur? Check out one of my companies below to see if we can help you: www.CashSwipe.com FREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Hello, Beautiful...I'm so grateful you're here with me. If your thoughts keep racing the moment you try to rest, this guided meditation is here to help quiet your mind and calm anxiety naturally. Together, we'll slow the mental chatter, release stress, and guide your nervous system into deep relaxation and sleep readiness. Let your overthinking soften so your body and mind can finally rest. Love,

In this episode of the Grow A Small Business Podcast host Troy Trewin interviews Tim Rexius shares how he lost nearly everything during the GFC, delivered pizzas at night, and sanded floors to fund the launch of Rexius Nutrition. He reveals how relentless networking, smart risk-taking, and a commitment to learning helped him grow multiple businesses, including three successful gyms. Tim also explains how Omaha Protein Popcorn evolved from a struggling idea into a global brand stocked in over 30,000 stores across 16 countries. Along the way, he discusses leadership, marketing, building a strong team culture, and why entrepreneurs must remain lifelong students. This inspiring conversation is packed with lessons on resilience, growth, and creating opportunities from adversity. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? According to Tim Rexius, the hardest thing in growing a small business is access to capital. He believes many entrepreneurs have great ideas and the willingness to work hard, but securing funding is often the biggest challenge. Tim notes that borrowing money has become increasingly difficult, and when funding is available, the interest rates and repayment terms can be tough. He advises business owners to find creative ways to generate income while building their business so they can cover overhead costs and avoid making poor decisions under financial pressure. What's your favorite business book that has helped you the most? Tim Rexius says one of the business books that has helped him the most is Think Big, Shut the F Up and Work. He also credits Masters of Selling by Tony Robbins as a life-changing book that helped him understand communication, sales, and human behavior. Tim believes that learning how to sell effectively is one of the most valuable skills an entrepreneur can develop because it influences every aspect of business growth and success. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Tim Rexius shared invaluable entrepreneurial wisdom across several platforms, including his standout appearances on The Management Blueprint Podcast, The Deep Wealth Podcast, and the Phat Muscle Project Podcast, where he breaks down real-world scaling strategies and leadership frameworks. His home base at timrexius.com also offers direct access to Rexius Business Consulting, where he mentors entrepreneurs globally on franchising, retail expansion, and building strong team cultures. For broader small business growth, the Grow a Small Business Podcast hosted by Troy Trewin — the very show Tim featured on — delivers weekly deep-dives with founders tackling the same challenges. You can also follow Tim on Instagram, YouTube, and LinkedIn at @timothy_d_rexius for ongoing, no-BS business insights from someone who built a $50M brand from nothing. What tool or resource would you recommend to grow a small business? Tim Rexius shares that the most powerful tool for growing a small business is building genuine relationships, as he personally visited three gyms every day for three years to meet potential customers, proving that consistent human connection outperforms any paid marketing strategy. He also emphasizes leveraging social media to level the playing field, noting that a strong personal brand and winning attitude can make a C-class location just as successful as an A-class one, which he demonstrated by growing Omaha Protein Popcorn to over 30,000 stores across 16 countries. For direct mentorship and structured business guidance, Tim offers Rexius Business Consulting at timrexius.com, where he coaches entrepreneurs on scaling, franchising, and turning employees into entrepreneurial partners using his proven Entrepreneur Creation Framework. What advice would you give yourself on day one of starting out in business? Tim Rexius would tell his day-one self to stop waiting for the perfect moment and instead start hustling immediately, because delivering pizzas at night and sanding floors on weekends while building his first store taught him that grit and relentless action will always outwork privilege and perfect timing. He would also remind himself that it is far easier to turn customers into friends than friends into customers, so invest every ounce of energy into showing up, meeting people, and projecting a winning attitude — because the right mindset attracts the right opportunities. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: It's a lot easier to turn customers into friends than friends into customers — Tim Rexius You can have a C-class location but an A-class person, and still build a wildly successful business — Tim Rexius People really want to be surrounded by winners, so put on a winning attitude and watch the right opportunities find you — Tim Rexius  

The Hat Chat Podcast consists of a trio of comedy entertainers who run a YouTube channel called 'Hat Films' Ross Hornby, Chris Trott and Alex Smith make up the three voices you'll hear chatting about absolutely anything and everything. No holds barred! E-mail questions and fingles to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠hatchat@hat-films.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ This podcast may include strong language and topics of a sexual nature. Thanks for listening to our ramblings, check out our Twitch streams at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.twitch.tv/hatfilms⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/hatchat Learn more about your ad choices. Visit podcastchoices.com/adchoices

This is something I've been aware of for some time, especially after reading The Untethered Soul: a lot of the time, my inner voice is my enemy. It's the voice that talks me into skipping workouts, stressing out over what might happen in the future, or telling me to relax when there are tasks that need to be done. Even after years of being aware of it, it's always persisted. It almost felt like I had no control over it. This weekend I had a weird breakthrough that seems to be sticking. I woke up and the voice started right away: sleep a little longer, skip the walk with the kettlebell, skip the burpees after the walk. I kept pushing it off, but it kept talking. I grabbed my dog's leash and the kettlebell and headed for the door. The voice kept going: "Maybe skip the burpees after. I'm a little sore." "I can just do a short walk." "This kettlebell is heavy as fuck." As I opened the door, I said in my head, "Shut the fuck up," and headed out. The voice got quiet. Any time it crept in, I said it again. When I got back and put the mat down for the burpees, the voice came back. I said it again and did them. The voice started again this morning and I remembered something Jocko Willink says. I told the voice, "You don't get a vote." This is just what's working for me right now, but it's been powerful. How many times has your inner voice kept you from doing what you know you need to do? — Bus

Sports REFERENCE (01:00)30 episode run (03:00)Shut up Durrell (08:30)Old blues music (17:00)The Nig Shii has to stop (21:00)Clark street antics (26:30)Where you been (33:00)Rewrite it (40:30)Bruh I'm sorry (46:00)Socials Twitter@THDLongviewWoo@Deshawn_903TikTok @Deshawn__903@LakeportWooWordpress@woonation.wordpress.comEmailTruthhitdifferent@gmail.Com

Brutal Russian Attack Hits Kyiv. Tulsi Gabbard's Replacement Has No Experience. Mamdani Cancels Bedtime.  It's primary day in California, Iowa, Montana, New Jersey, New Mexico, and South Dakota — and depending on your zip code, you either get a real vote or you get told to sit down and shut up. Paul Rieckhoff cuts through the noise on the biggest primary day of the cycle so far, breaking down why California's open primary is what real democracy looks like, why closed primaries in places like New Jersey and New York are a rigged scam dressed up in public money, and why 17 million independents across 16 states are once again being locked out of the elections their taxes fund. He names names: Karen Matthews in CA-23, Seth Bodnar going independent in Montana, Rebecca Bennett taking on the missing-in-action Tom Kean Jr., Deb Haaland in New Mexico, and the partisan hacks — Brad Lander chief among them — who say they love democracy but fight open primaries every step of the way. Then the briefing goes wider. Trump just lost a Senate fight over an outrageous $1.8 billion slush fund to pay out January 6th insurrectionists and Oath Keepers — proof that pressure works when even moderate Republicans break ranks. But he's already nominated Bill Pulte, a home-building heir with zero intelligence experience, to replace Tulsi Gabbard at DNI. Overnight, Russia killed a three-year-old boy in Dnipro after the U.S. delayed air defense missiles to Ukraine. Paul closes with the culture beat — Mamdani, the NBA Finals, a Cruz-Gillibrand bet — and a reminder that the independent movement isn't moving the needle, it is the needle. Country over party. People over politics. Light over heat. -WATCH full video of this episode here. -Join IVA and stand up to Trump's Forever Wars. -Learn more about Paul's work to elect a new generation of independent leaders with Independent Veterans of America. -Learn more about American Veterans for Ukraine here. -Remember Independent is an Attitude. -Learn more about The Headstrong Project for Veterans, Tragedy Assistance Program for Survivors (TAPS), and Department of Veterans Affairs resources in your area. Seeking support is not a sign of weakness. It's a show of strength. If you or a loved one are in immediate crisis, dial 988 and press 1, or text 838255. Connect with Independent Americans: Subscribe on YouTube, Spotify, Apple Podcasts, and all podcast platforms Read more at Substack Support ad-free episodes at Patreon  Connect: Instagram  • X/Twitter • BlueSky • Facebook  Follow on social: @PaulRieckhoff on X, Instagram, Threads, and Bluesky -Join the movement. Hook into our exclusive Patreon community of Independent Americans. Get extra content, connect with guests, meet other Independent Americans, attend events, get merch discounts, and support this show that speaks truth to power.  -And get cool IA and Righteous hats, t-shirts and other merch now in time for the new year.  Independent Americans is powered by veteran-owned and led Righteous Media.  And now part of the BLEAV network!  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Sau hàng loạt biến động xã hội, từ các vụ bạo lực gây chấn động cho tới căng thẳng sắc tộc, tôn giáo, giới tính… xã hội Úc bắt đầu có xu hướng muốn siết chặt lời nói qua đạo luật cấm phát ngôn thù ghét. Nghe thì hợp lý. Ai cũng muốn an toàn. Nhưng bộ phim đặt câu hỏi rất khó: Muốn an toàn hơn thì ta sẵn sàng đánh đổi bao nhiêu quyền được nói?

'SHUT THE F*** UP' - DILLIAN WHYTE GOES IN! / AJ-FURY, WARDLEY LOSS, DUBOIS, HEARN-DANA, USYK, RICO

Big questions surround the Brisbane Broncos as the panel debates whether their premiership window has officially closed after another shaky showing. Kieran Foran joins the show live in his new role as Manly head coach, giving insight into the transition and what’s next at Brookvale. Meanwhile, Braith Anasta throws his support behind Lachlan Galvin, while the big Origin debate heats up — is it Mitchell Moses or Ethan Strange in the Blues No.6 jersey?See omnystudio.com/listener for privacy information.

Have you ever noticed how quickly you reach for noise the second things get quiet? Another project. Another scroll. Another task. Another thing to organize, clean, fix, or plan. Not because you actually want to. But because sitting still feels strangely uncomfortable. In this episode of Don't Cut Your Own Bangs, I'm exploring something I think many of us quietly struggle with: the fear beneath the busyness. Because sometimes staying busy feels safer than looking at what's driving it. As a therapist, I've noticed that the people who seem the most capable on the outside are often carrying the heaviest emotional load on the inside. They're functioning externally and exhaling privately. They're exhausted, but they can't seem to stop moving. They're desperate for rest, but the moment things get quiet, they reach for more noise. If that's you, I want you to know this episode isn't about becoming more productive or finding a better routine. It's about understanding what your exhaustion might be trying to tell you. Because I don't think most people are tired from doing too much. I think they're tired from being disconnected from themselves for too long. In This Episode We Explore: • Why your brain won't shut off even when you're exhausted • How busyness can become a way of avoiding difficult emotions • The hidden fear underneath productivity, perfectionism, and constant striving A Few Things I Hope You Take With You: • Rest isn't always hard because you're busy. Sometimes it's hard because quiet creates space to feel. • Exhaustion can be a signal, not just a problem to solve. • You are not failing. Your nervous system may simply be responding to more than you've acknowledged.   "Sometimes staying busy feels safer than looking at what's driving it."   A Quote To Keep "I don't think most people are tired from doing too much. I think they're tired from being disconnected from themselves for too long." Key Insight The goal isn't to stop thinking. The goal is to become curious about what your mind is working so hard to keep you from feeling. Reflection Question If your busyness suddenly disappeared for a day, what feeling might finally have room to catch up with you? Before you go If this felt like a conversation you needed today, would you share it with someone who might need it too? And if you haven't already, follow the show so you don't miss next week's episode. Every week we're making big feelings feel a little less scary and a little easier to understand. I'm so glad you're here. My Links Website: https://danielleireland.com/ YouTube: https://www.youtube.com/@DontCutYourOwnBangs Substack: https://danielleireland.substack.com Instagram: https://www.instagram.com/dontcutyourownbangs The Treasured Journal: https://danielleireland.com/journal Wrestling a Walrus: https://danielleireland.com/wrestling-a-walrus Listen on Spotify: https://open.spotify.com/show/0VFZulonTvaa2HIPyJa4Tq Listen on Apple Podcasts: https://podcasts.apple.com/us/podcast/dont-cut-your-own-bangs/id1427579922

Senator Mark Kelly (D-AZ) discusses the Trump administration's efforts to demote him, the war in Iran, if political norms will return to the U.S., and his his wife, former Representative Gabby Giffords. 

Jairo Yunis, Director of Policy at the Business Council of British Columbia Learn more about your ad choices. Visit megaphone.fm/adchoices

This week, we continue our series chatting about the best 25 films of the 21st century (so far). This week, it's more Nolan! We talk about Christopher Nolan's 2000 film Memento. It's probably his best film. And no, we don't care that 2000 is technically not in the 21st century. Shut up...We are putting this list together based on the rankings of our Patrons. You can check out the list, compile your own, and help influence the top 25 over at Doofmovies.com!Support us on Patreon: https://www.patreon.com/doofmediaFollow us on Twitter: @doofmediaSee all of our podcasts and more at doofmedia.com!

Connection Without Agreement How Men Stay Connected Even When They Disagree There was a time when hard conversations felt occasional. Maybe they showed up around the Thanksgiving table. Maybe every four years during election season. Maybe in a few tense moments with family or friends. But that is not where we are anymore. Now disagreement is everywhere. Politics. Religion. Gender conversations. Marriage. Parenting. Social media. Friendships. Family systems. Workplaces. Many of us are carrying tension constantly. And a lot of men feel stuck between two unhealthy options: avoid hard conversations completely, or become emotionally reactive and argumentative all the time. At AMG, we want to offer a better path. This conversation is not about agreeing with everybody. It is not about abandoning our values. It is not about becoming friends with everyone. And it is definitely not about tolerating unhealthy behavior. This is about emotional maturity. How do we stay human with each other when tension shows up? Because connection does not require agreement. And emotional safety does not mean emotional comfort. Why Disagreement Feels So Personal Most men can tolerate disagreement more than they realize. What is often harder is the feeling underneath it. Shame. Judgment. Stereotyping. Feeling reduced. Feeling unseen. A lot of men are not reacting only to disagreement itself. They are reacting to the feeling that someone already decided who they are before getting curious about them. And that hurts. Underneath many hard conversations is a deeper human question: Am I still safe with you if we see things differently? That question shows up in more places than we may realize. We see it online all the time. People reduce one another into categories. Political labels. Religious labels. Identity labels. Most of the time without really knowing the person. To some degree, this is a human tendency. Not because we are evil, but because uncertainty can feel threatening. Our nervous systems want predictability. We want to quickly decide: Is this person safe? Are they for me or against me? Do I belong with this person or not? Categorizing people can temporarily make us feel less vulnerable. But it usually comes at the cost of connection. The moment someone becomes a category instead of a human being, curiosity often gets replaced by self-protection. And when people stop feeling understood, they stop feeling emotionally safe. We can often feel this happen in our bodies. We tighten up. We prepare our argument. We stop listening as openly. We start defending instead of connecting. For many of us, defensiveness rises the moment we feel assumed, misunderstood, or minimized. Especially when someone acts like they already know our perspective without asking real questions. Or when the complexity of an issue gets flattened into a quick, shallow response. Underneath that is often a painful feeling: You are not actually trying to understand me. And eventually: I do not feel emotionally safe with you right now. That is where many men disconnect. Not simply because someone sees things differently, but because they no longer feel emotionally known by each other. And if we are honest, most of us have contributed to that at times. We have become reactive. We have assumed motives. We have wanted to win instead of understand. We have lost curiosity when we felt emotionally threatened. That is why this conversation matters. Debate Is Not the Same as Connection A lot of men believe they are communicating when they are actually protecting themselves. Quality communication requires authenticity and vulnerability. When we notice ourselves putting on armor in a conversation, that is often a sign that we do not feel safe enough to talk openly. So we move into debate mode. Logic mode. Correction mode. Analysis mode. Because intellectual certainty often feels safer than emotional vulnerability. It is easier to argue about ideas than to admit: That actually scared me. That hurt me. I feel dismissed. I feel powerless. I feel misunderstood. Sometimes debate becomes a socially acceptable way to avoid emotional exposure. We start trying to win instead of trying to understand. And the moment winning becomes the goal, connection usually starts weakening. We can feel this physically too. Our chest tightens. Our speech speeds up. We interrupt more. We stop listening. We start trying to prove. Without even realizing it, the goal of the conversation shifts from connection to self-protection. A lot of men confuse that with strength. But mature masculinity is not domination. It is not emotional shutdown. It is not having the perfect argument. Real strength is staying grounded enough to remain curious even when tension shows up. Curiosity Creates Connection One of the biggest shifts we can make is learning to see people as human instead of reducing them into someone we need to correct. Because correction usually creates defensiveness. Curiosity creates connection. Correction says: Let me fix your thinking. Curiosity says: Help me understand your experience. That changes everything. Most people want understanding before evaluation. And we can usually feel the difference immediately when someone is genuinely curious about us versus when they are simply waiting for their turn to prove us wrong. Curiosity slows a conversation down. It helps people feel human again. That does not mean we abandon wisdom or boundaries. It does not mean we tolerate abuse. It does not mean endless emotional labor. And it does not mean agreement. Someone can feel deeply understood by us and still know we disagree with them. That is maturity. Instead of saying: That does not make sense. We can say: Help me understand how you got there. Instead of saying: You are wrong. We can say: I see this differently, but I want to understand your perspective. That tone alone can change the nervous system of a conversation. What This Looks Like in Real Life This matters in more than public discourse. It matters in marriage. Parenting. Friendships. Faith communities. Men's groups. Workplaces. Everyday relationships. It matters when we think our wife is attacking us and our first instinct is to defend instead of slow down. It matters when a friend brings up politics and we feel ourselves start preparing a rebuttal instead of staying curious. It matters when a hard topic enters a men's group and the room starts tightening because no one knows how to stay honest without becoming reactive. In those moments, emotional maturity is not about having no reaction. It is about noticing our reaction without letting it take over. A Simple Challenge for This Week This week, notice where you become defensive. Pay attention to what happens in your body. Do you tighten up? Talk faster? Interrupt? Withdraw? Shut down internally? And before correcting someone, ask one curious question. That one shift may open more connection than a perfect argument ever could. Final Thought At AMG, we do not believe healthy connection requires sameness. We believe men can stay grounded, honest, and relational even when disagreement exists. Connection without agreement is possible. But it takes emotional maturity. It takes self-awareness. It takes curiosity. And it takes the courage to stay human when tension shows up. That is the kind of strength we want to build.

MeidasTouch host Ben Meiselas reports on all hell breaking loose as there is a massive shift in the global world order and Donald Trump is getting shut out of the rapidly changing dynamic in the world. Get 20% off your first purchase at https://mizzenandmain.com with Promo Code: MEIDAS20 Visit https://meidasplus.com for more! Remember to subscribe to ALL the MeidasTouch Network Podcasts:MeidasTouch: https://www.meidastouch.com/tag/meidastouch-podcastLegal AF: https://www.meidastouch.com/tag/legal-afMissTrial: https://meidasnews.com/tag/miss-trialThe PoliticsGirl Podcast: https://www.meidastouch.com/tag/the-politicsgirl-podcastCult Conversations: The Influence Continuum with Dr. Steve Hassan: https://www.meidastouch.com/tag/the-influence-continuum-with-dr-steven-hassanThe Weekend Show: https://www.meidastouch.com/tag/the-weekend-showThe Ken Harbaugh Show: https://meidasnews.com/tag/the-ken-harbaugh-showMajority 54: https://www.meidastouch.com/tag/majority-54On Democracy with FP Wellman: https://www.meidastouch.com/tag/on-democracy-with-fpwellmanUncovered: https://www.meidastouch.com/tag/maga-uncovered Learn more about your ad choices. Visit megaphone.fm/adchoices

Hour 3: Royals Falter Can Shut It, What Can't the Chiefs Have Again, Biggest Myths in Sports full 2659 Thu, 28 May 2026 14:42:09 +0000 jVnoDqxXa0ppdOPXcyj9BBaK4gDFqvQ0 nfl,mlb,kansas city chiefs,kansas city royals,sports Fescoe & Dusty nfl,mlb,kansas city chiefs,kansas city royals,sports Hour 3: Royals Falter Can Shut It, What Can't the Chiefs Have Again, Biggest Myths in Sports Fescoe in the Morning. One guy is a KU grad.   The other is on the KU football broadcast team,  but their loyalty doesn't stop there as these guys  are huge fans of Kansas City sports and the people  of Kansas City who make it the great city it is.   Start your morning with us at 5:58am!   2024 © 2021 Audacy, Inc. Sports ht

I take a deep dive into if Reparations Finally Shut them The F_CK UP?

God showed up in the lion's den. It was like the coming kingdom of God where the lion will lie down with the lamb. Where God reigns there is peace and safety and no more death, no more violence. Do you see in Daniel the foreshadowing of Jesus? Daniel foreshadows Jesus, despised and rejected for being good. For being God's true man. Shut in a cave. But then...! Find out more in this episode of Gospel Wabi Sabi.

Learn More About Lee Goldin here: https://www.goldinformayor.com/Lee Goldin didn't decide to run for mayor of Long Beach in a strategy meeting or at a donor luncheon. He decided while looking out his front window at a city‑owned lot in North Long Beach that everyone knew for the same reason: human suffering the city seemed willing to tolerate.For years, the lot functioned as a de facto encampment where people slept in cars, cooked meals, and tried to survive, even as others with worse intentions drifted in once it was clear no one in power really cared what happened there.When Goldin's young children asked about the people living on the street, he and his wife made a deliberate choice in how they answered: “These are our neighbors.” That language became the foundation of his politics.Goldin made it a point to get to know people in the lot. He helped a former port worker who had lost his job and home get into housing, and watched the site pick up a new name: “Lee's Lot.”For Goldin, those relationships cemented his belief that the city can't “use the police to solve social problems” and that “the first human right is to be treated with dignity.”The breaking point came when he witnessed a young pregnant woman, born homeless and trapped in an abusive relationship, being beaten in that lot. He called police, and no one came.Months later, when she was eight months pregnant and defended herself, officers did respond—after her abuser called—and he watched them shove her into the back of a patrol car as agencies still failed to track where her child ended up. Goldin says he realized this wasn't an oversight but a de facto policy: let people suffer and let the fallout “terrorize the neighborhood.”Shut out of city boards focused on homelessness and technology, Goldin adopted what he calls his “backup plan”: run for mayor on a simple message—“End homelessness”—even after learning it would cost nearly $8,000 just to print a ballot statement. Operating on a few hundred dollars from family and friends, he's leaned instead on deep dives into the city budget and long, candid conversations with residents about homelessness, policing, ICE, Palestine, and the role of local military contractors.Goldin is unusually blunt about race and power for a white candidate. He describes his campaign as “a master class in white male privilege,” arguing that America functions as different countries depending on who you are, and that many non‑white politicians are punished as “angry” when they speak as plainly as he does.“I'm part of the problem here, essentially,” he says, “but I'm at least trying to take a step towards recognizing the problem and kind of unlocking some pathways to solving it.” In a race he believes is drifting toward “tough on crime” politics and greater surveillance, he's asking Long Beach voters to judge him on whether they share his core conviction: that the city's first obligation is to protect its neighbors' dignity, not its own comfort.

Let's talk about a trap too many secondary teachers fall into: trying to build a better classroom by collecting endless resources. The keyword phrase “secondary teacher strategies for building courses from scratch” is everywhere—yet most of us have been taught the wrong lesson. Host Khristen Massic gets real about why having a mountain of lesson links, library folders, or shiny PDFs doesn't set you up for a lighter tomorrow. In fact, it can dig you deeper into the multi-prep overwhelm that haunts every middle and high school teacher.Here's the deal: planning in isolation, course by course, is a fast track to burnout. Khristen shares how she'd focus intensely on one class—building out that gorgeous gallery walk for first period, for example—only to have the next period hit and realize she had nothing prepped. Sound familiar? That feeling of always being behind somewhere isn't because you're not working hard enough. It's because you're treating every prep like its own universe, with your brain scattered to the four winds.What sets thriving teachers apart—especially those balancing multiple preps—isn't epic resources. It's repeatable systems. Intentional structure. Khristen's own turning point? She ran out of energy and recycled the same activity from one period to the next, not as a cop-out, but out of necessity. The shocker: the structure worked. Students got it. She could adapt on the fly, because the basic framework was solid.This episode digs into why secondary teachers have been set up for this hamster wheel of endless planning. You probably learned to fill out a single-class lesson template in your credential program, with no clue how to think across three, four, even nine different preps. Khristen saw the contrast up close when elementary-trained teachers brought their tight routines and predictable flows into her building's sixth-grade hall. The difference? Structure as instruction. The elementary mindset doesn't just cover content; it smooths the whole learning day, so kids (and adults) aren't always guessing what comes next.If you're teaching multiple preps or electives, it's time to put systems at the center. Instead of asking what your next class needs, start with what structure you're going to use—and see how it can travel across different subjects. A gallery walk here, a discussion protocol there. The content changes, but student expectations stay locked in, and so does your sanity. That's not lazy; that's systems thinking.Khristen lays out three shifts to make planning manageable for the secondary classroom. First, stop planning by course and start planning by structure. Second, mine your own work for overlap before inventing anything new for a single class. Third, build out a consistent lesson flow once, then just drop the content in each time. You save your brain for real instructional moves, not endless logistics.Middle and high school teachers with multiple preps—you know who you are—this approach is made for you. No more feeling like you're starting from scratch every morning. You don't need to fill your life with more resources; you need a handful of solid, adaptive routines and the confidence to repeat them. Repeatable structures are the heart of true teacher work life balance. Your best teaching won't come from reinventing the wheel or scrambling for the next big idea. It'll come from knowing your structures, trusting them, and letting them do the heavy lifting.This episode's got your back if you're tired of feeling stretched, if you're juggling prep after prep, and if you're ready to make planning lighter for good. Host Khristen Massic pulls no punches—secondary teacher strategies for building courses from scratch is about system, not hustle.If you want to stop drowning in resources and start thriving with real, repeatable systems, this one's for you.Shut the laptop, trust your structures, and dare to make tomorrow lighter.Too many preps and not enough time? Let's make your planning period actually work for you.Reserve your spot in the Unit Planning Lab here: https://khristenmassic.thrivecart.com/unit/?ref=podcast Planning for the next school year? If your day is organized by class period, your planning calendar should be too. Grab my Editable Class Period Calendar here: https://khristenmassic.com/secondarycalendarpodUnlock 20 time-saving strategies designed to keep your students engaged and your sanity intact with the free Simple Teaching Strategies Toolkit. Each strategy comes with detailed instructions, objectives, and a materials list, all editable in a convenient Google Doc. https://khristenmassic.com/toolboxGet the Planning Period Reset Toolkit—a free set of quick-start tools to help you protect your time, focus faster, and finally finish something… even during chaotic school days. https://khristenmassic.com/resetShop my Teachers Pay Teachers store: https://www.teacherspayteachers.com/Store/Khristen-Massic-Cte-Teacher-Coach

The Boyz are ready to Rank Em Up, but really its just Tom ranking up the various power suits from Metroid. Gotta celebrate #MAYtroid40 on the podcast somehow! Plus! Grogu & Mando! Metroid Games! Superman!   Question for the RudeNation! - What's game do you wish you could play "for the first time" again?   For all things RudeBoyz, head to: linktr.ee/rudeboyz   Find us on Podbean, YouTube, Apple Podcasts, Spotify, Stitcher, and TuneIn!   Thanks for listening, leave a comment & join the RudeNation! Review us on your podcast platform of choice, screenshot it, DM us, and get a shout-out!

Tiffany and Ryan went out, and it seemed like it was a great date. Ryan kept trying to reach out to her after the date so they could go out again, and radio silence was all he got. Did her phone get shut off? We find out with the 2nd Date Update

Trevor Finlay joins Sensibly Cynical to talk about his new single Shut the Hell Up, share some stories, and more!

Hello, Beautiful...I'm so grateful you're here with me. Let's quiet the noise together. This calming meditation helps stop overthinking, ease anxiety, and bring your mind into a state of rest and stillness. You'll gently step away from mental loops and into a space of calm clarity and peace. Love,

Hello, Beautiful...I'm so grateful you're here with me. Let's quiet the noise together. This calming meditation helps stop overthinking, ease anxiety, and bring your mind into a state of rest and stillness. You'll gently step away from mental loops and into a space of calm clarity and peace. Love,

Hello, Beautiful...I'm so grateful you're here with me. Let's quiet the noise together. This calming meditation helps stop overthinking, ease anxiety, and bring your mind into a state of rest and stillness. You'll gently step away from mental loops and into a space of calm clarity and peace. Love,

Hello, Beautiful...I'm so grateful you're here with me. Let's quiet the noise together. This calming meditation helps stop overthinking, ease anxiety, and bring your mind into a state of rest and stillness. You'll gently step away from mental loops and into a space of calm clarity and peace. Love,

Hello, Beautiful...I'm so grateful you're here with me. Let's quiet the noise together. This calming meditation helps stop overthinking, ease anxiety, and bring your mind into a state of rest and stillness. You'll gently step away from mental loops and into a space of calm clarity and peace. Love,

Hello, Beautiful...I'm so grateful you're here with me. Let's quiet the noise together. This calming meditation helps stop overthinking, ease anxiety, and bring your mind into a state of rest and stillness. You'll gently step away from mental loops and into a space of calm clarity and peace. Love,

Did we forget to put the number in the title yesterday? No, Shut up.

This week on Thoughts Off The Stem, Justin goes down a true crime rabbit hole and lands on the one question every guy has asked himself at least once — could you actually survive prison?It starts the way all great sesh conversations do. Someone asks if they could take Mike Tyson. Someone else wants to know how many guys they could fight at once. Then that one dude in the circle — you know exactly who he is — announces he'd destroy a pack of wolves, go full Navy SEAL on anyone who touched his family, and could absolutely take five guys at once. Shut up Carl.But then the real question hits. If we're all so tough, could we actually survive jail?The reality check is brutal. You're not Jason Statham. You're a blue collar dad who was mowing the lawn yesterday, having tea parties with a three year old, and giving your wife foot massages. Now you're supposed to walk into the yard and cold cock a gang member with a full dad bod, a touch of arthritis, and zero training.Yeah. Right.This one hits different.

In this episode, Caitlin reflects on nervous systems, shame, emotional safety, and what happens when we finally experience relationships where we don't have to suppress ourselves to be loved.

Tank and Angel Discuss the current virus that has ran through the family as well as prom season.Be sure to check out our sponsors:FirstDay BetterHelp

Massie vs Trump. San Diego Mosque Attackers Murder 3. LIRR Strike Deal. Another Buffalo Heartbreaker. Wemby Dazzles.  It's Tuesday, May 19th — a huge primary day in Idaho, Kentucky, Oregon, Pennsylvania, Georgia, and Alabama — and 3,557,000 independent Americans are being locked out of the elections deciding their representation. Paul Rieckhoff runs a solo briefing on the closed-primary problem nobody in the rigged two-party system wants to talk about: taxpayer-funded elections, run in public schools by public poll workers, that exclude anyone who refuses to put on a jersey. With 93% of House races and 80% of Senate races already decided by primaries, this isn't a procedural quirk — it's a structural assault on representative democracy. Paul also unpacks the Trump-versus-Tom Massie proxy war in Kentucky, including the Secretary of Defense leaving his post to campaign against a sitting Republican congressman, the Georgia governor's race chaos between Burt Jones and Brad Raffensperger, and Trump's ever-expanding billion-dollar White House construction project that's quietly morphed from a ballroom into something that sounds a lot more like a bunker. He closes with the heroism of Amin Abdullah at the San Diego mosque shooting, a Long Island Railroad strike resolved in workers' favor, and the young helpers showing up across America when it counts. Righteous anger, patriotic hope, and a clear-eyed look at why the independent movement is the only path forward. -WATCH full video of this episode here. -Join IVA and stand up to Trump's Forever Wars. -Learn more about Paul's work to elect a new generation of independent leaders with Independent Veterans of America. -Learn more about American Veterans for Ukraine here. -Remember Independent is an Attitude. -Learn more about The Headstrong Project for Veterans, Tragedy Assistance Program for Survivors (TAPS), and Department of Veterans Affairs resources in your area. Seeking support is not a sign of weakness. It's a show of strength. If you or a loved one are in immediate crisis, dial 988 and press 1, or text 838255. Connect with Independent Americans: Subscribe on YouTube, Spotify, Apple Podcasts, and all podcast platforms Read more at Substack Support ad-free episodes at Patreon  Connect: Instagram  • X/Twitter • BlueSky • Facebook  Follow on social: @PaulRieckhoff on X, Instagram, Threads, and Bluesky -Join the movement. Hook into our exclusive Patreon community of Independent Americans. Get extra content, connect with guests, meet other Independent Americans, attend events, get merch discounts, and support this show that speaks truth to power.  -And get cool IA and Righteous hats, t-shirts and other merch now in time for the new year.  Independent Americans is powered by veteran-owned and led Righteous Media.  And now part of the BLEAV network!  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Dan, Manny, & Billy welcome back Nostalgia Test Podcast all-star Meghan Nolan to put the 1996 Pauly Shore Stephen Baldwin “comedy” Bio-Dome to the ultimate test—THE NOSTALGIA TEST!   “Dude, could you think of a worse person to get high with than Pauly Shore? Like, there is literally no one that I would rather less get high with than Pauly Shore. 'Cause I would be like, "Dude, shut the fuck up. Shut the fuck up." Could you imagine that, dude?” -Billy D'Elia   Dear Nostalgia Testers, this is the episode that almost broke the podcast. The guys decided to put their fate in The Wheel of Pauly Shore and was given the task of putting Bio-Dome to the test, and boy was it a huge... well. This movie defines the major issues with the 90s and why Manny talks about 80s cheese vs 90s trash. This movie seems like it was written by AI but was instead written by three people. That's right?! It took three people to write these lines that Pauly Shore and Stephen Baldwin literally fart out for 90 minutes. This movie sets the bar lower than low for men and is an insult to any and all men. The so-called jokes use sexual assault as a punchline, there's a Nazi salute that happens as all these morons go into the bio-dome, homophobia, and more badly developed body humor and horror than a David Cronenberg film. Dan, Manny, Billy, and Meghan go through some deep self-reflection starting with shame, shame that they all saw this movie, some more than 5 times, denial that they thought it was ever good, anger that this movie was even made, and acceptance that this is why they do this podcast. Dan creates a Bio-Dome “Would You Rather” game, and let's just say someone would rather wear a diaper for a week than watch Bio-Dome. So, take something really strong to calm yourself down, gather all your Pauly Shore movies and adoration, light a huge dumpster fire, and join The Nostalgia Test Podcast as we attempt to erase this part of the 90s from existence. Email us (thenostalgiatest@gmail.com) your thoughts, opinions, & episode idea for The Wheel of Nostalgia! Suggest A Test & Be Our Guest! We're always looking for a fun new topic for The Nostalgia Test. Hit the link above, tell us what you'd like to see tested, and be our guest for that episode!   Approximate Rundown 00:00 Welcome Back Meghan Nolan 01:11 Brain Rot Title Sequence 02:16 First Time Watching Bio-Dome 05:08 Mall Theater Memories 07:16 Forced Into Bio-Dome 09:45 How Was This Made 11:38 Pauly Shore Career Context 13:22 Writers and Director Breakdown 15:22 No One to Root For 19:12 Gross-Out Humor and Bad Acting 26:43 Problematic Jokes and Garbage World 27:43 What Even Is the Bio-Dome 29:51 Breaking Into Bio-Dome 31:07 Kids React to the Chaos 32:24 Problematic Jokes and Nazis 32:44 Carrot Scene Confusion 34:44 Sudden Fame Makes No Sense 36:26 Cameos and Bad One Liners 37:20 Sensors and Alarm Logic 38:36 Real Bio-Dome Documentary 41:06 Yogurt Lines and Sexism 43:20 Baldwin Overacting Rant 46:20 Flashbacks and Dog Shaving 47:03 Whip-Its and SPAM Meltdown 50:50 Goofy Movie Nostalgia Detour 54:25 The Key Escape Plot Hole 56:40 Party Trash the Dome 58:54 Terrible Band Mystery 59:08 Bug Room Chaos 01:00:39 Cameos And Characters 01:01:42 Ending Makes No Sense 01:02:51 Would You Rather Gauntlet 01:12:51 Raw Eggs And Swing Life 01:16:23 Final Verdict Pop Culture Mistake 01:24:55 Wrap Up And Earth Day   Book The Nostalgia Test Podcast Bring The Nostalgia Test Podcast's high energy fun and comedy on your podcast, to host your themed parties & special events!  The Nostalgia Test Podcast will create an unforgettable Nostalgic experience for any occasion because we are the party! We bring it 100% of the time! Email us at thenostalgiatest@gmail.com  or fill out the form at this link.   LET'S GET NOSTALGIC!       Keep up with all things The Nostalgia Test Podcast on Instagram | Substack | Discord | TikTok | Bluesky | YouTube | Facebook   The intro and outro music ('Neon Attack 80s') is by Emanmusic. The Lithology Brewing ad music ("Red, White, Black, & Blue") is by PEG and the Rejected

In this episode of The Free Thought Project podcast, Jason and Matt sit down with Marc and Craig Wasserman, better known to the world as the Pot Brothers at Law. Quick note before diving in: you may notice some brief audio issues in the opening minutes. We cleaned up everything we could, and while a little roughness remains, the conversation is absolutely worth sticking through.  Practicing law in California for decades, Marc and Craig specialize in criminal defense and cannabis business licensing, compliance, and regulations. They skyrocketed to internet fame in 2015 and now boast over 3 million followers across social media. They are most famous for teaching the public their signature 29-word "Shut the F Up" (STFU) script—a practical, bulletproof guide designed to help citizens peacefully engage with law enforcement while fiercely protecting their constitutional rights. The conversation dives deep into the realities of the modern justice system and the psychological traps police use to trick individuals into waiving their rights. The discussion dismantles the dangerous myth of having "nothing to hide," detailing how even innocent people can accidentally talk themselves into a cage, and clarifies what legal "cooperation" actually looks like during a traffic stop. The episode also tackles the perverse, revenue-driven incentives of modern policing, the reality that cops are legally allowed to lie to secure an arrest, and how the recent federal rescheduling of cannabis to Schedule III is less about freedom and more about protecting state-enforced corporate monopolies. Ultimately, the show serves as a powerful masterclass in legal self-defense, offering listeners a massive "white pill" on how to outsmart the system, maintain their sovereignty, and use the sound of silence to take their power back. (Length: 1:01:36)  Follow and Support the Pot Brothers at Law: Main Website: potbrothersatlaw.com Merch & Script Stickers: pbalmerch.com Smell-Proof Bags: Fire Bar Labs https://smellprooffashion.com/collections/all Instagram & TikTok: @pot_brothers_at_law Support The Free Thought Project: TFTP Membership: thefreethoughtproject.com Jason's Know Your Rights Course: jasonbassler.com

During the 2pm hour of today's show Chuck & Chernoff played cuts from Jaylen Brown and Stephen A. Smith going back and forth. See omnystudio.com/listener for privacy information.

Recovery literature (quit-lit) recommendation: AA Big Book -https://www.aa.org/the-big-bookBest pieces of Recovery advice:Shut up listenStop Lying to yourselfSong that symbolizes Recovery to Mike: Not Afraid by Eminem- https://youtu.be/j5-yKhDd64sSummary:This episode delves into the raw truth of recovery as MikeGlover shares his profound journey from addiction on Chicago's South Side tonearly five years of sobriety. We explore what it really takes to stay sober,the power of peer support, and how confronting fears and risks buildsresilience. Mike's honest reflections offer a blueprint for anyone navigatingtheir own recovery path or supporting loved ones in that process. Don't forget to check out “The Way Out Playlist” availableonly on Spotify. Curated by all our wonderful guests on the podcast!  https://open.spotify.com/playlist/6HNQyyjlFBrDbOUADgw1Sz?si=NC26a67vQjqw0BcgTzPmRg (c) 2015 - 2026 The Way Out Podcast | All Rights Reserved.Theme Music: “all clear” (⁠⁠⁠https://ketsa.uk/browse-music/)byKetsa (https://ketsa.uk⁠⁠⁠) licensed underCCBY-NC-ND4.0(https://creativecommons.org/licenses/by-nc-nd)

FLORIDA FRIDAY - Major weiner heist! Two Floridamen break into a school and steal over 100 hot dogs. Floridaman teacher taped a child's mouth shout during an argument at a Christian school. A Floridaman woke in his bed to a burglar touching his crotch and urinating on him. Floridaman arrested for secretly recording men in a restroom at a Pride event. Weird AF News is the only daily weird news podcast in the world. Weird news 5 days/week and on Friday it's only Floridaman. SUPPORT by joining the Weird AF News Patreon http://patreon.com/weirdafnews - OR buy Jonesy a coffee at http://buymeacoffee.com/funnyjones Buy MERCH: https://weirdafnews.merchmake.com/ - Check out the official website https://WeirdAFnews.com and FOLLOW host Jonesy at http://instagram.com/funnyjones - wants Jonesy to come perform standup comedy in your city? Fill out the form: https://docs.google.com/forms/d/e/1FAIpQLSfvYbm8Wgz3Oc2KSDg0-C6EtSlx369bvi7xdUpx_7UNGA_fIw/viewform