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Similar to the Bears Khalil Mack deal, this move for Green Bay is a problem. Support this podcast at — https://redcircle.com/house-of-l-podcast/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

CBS Sports debuted a new series called “Confidential Conversations” yesterday, which started with Nebraska in a 40 minute production of unmoderated and behind-the-scenes conversation between Ceyair Wright, DeShon Singleton, Malcom Hartzog and Marques Buford Dylan Raiola and Emmett Johnson joined the conversation later to discuss everything from the Patrick Mahomes comparisons and more…were the Breakers watching? Show Sponsored by SANDHILLS GLOBALOur Sponsors:* Check out Hims: https://hims.com/EARLYBREAKAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

August is National Wellness Month. So it's a great time to talk about joy. Joy and happiness aren't the same. Joy also isn't the same as toxic positivity. It's made of much sterner stuff. Join as aa we explore how joy ties to resilience, wellness, mindfulness, goal setting, manifestation and motivation.Here's a little introduction to my guest. Lisa Amowitz is an author of young adult fiction and a cover designer. Her fantasy trilogy, beginning with An Island Strange and Wild (2024), takes inspiration from The Secret Garden and has been praised by readers for its lyrical writing and rich atmosphere. Similar positive feedback greeted the series' prequel novella, A Promise Bright and Fragile (2024), as well as the trilogy's second book, A Secret Deep and Savage. The third, as yet untitled, book is scheduled for release in late 2025. All books in the Lost Garden series are currently in production as audiobooks, set to release in late summer/early fall 2025. Additionally, this summer Lisa plans to release a book in an entirely new genre—a cozy paranormal mystery entitled A Whiff of Murder.Lisa's prior works include Until Beth (2015), Vision (2014), and Breaking Glass (2013)—the last of which she re-released in 2022 with an audiobook following in 2023. She has also contributed to the YA anthology Unbound: Stories of Love, Transformation and Monsters.Lisa designs covers for her own books as well as select clients. Her dynamic designs aim to capture the essence of each story and draw readers in.lisaamowitz.comFB: https://www.facebook.com/lisa.amowitzIG: @lisa_amowitz.authorTT: @lisa_amowitz.authorBluesky: @lisaamowitz.bsky.socialSupport this podcast at — https://redcircle.com/the-zennurgy-podcast/exclusive-content

(0:00) Welcome to Title 24.(0:58) Congratulations to the 2025 WMX Champion Lachland "Lala" Turner.(4:21) Haiden Deegan wins 2nd Pro Motocross championship.(7:09) Do mechanics get any win bonuses from their rider? Similar to golf caddies?(9:38) Haiden Deegan mind games in qualifying and podium interviews.(17:39) RV and RC were both rising stars in the 250's, what was you guys most humbling XP?(20:16) RC "I like what I saw from Cole (Davies)".(22:58) Jo Shimoda recalls an interesting conversation with Haiden Deegan after moto 1.(28:51) SMX Playoff preview for the 250 division.(30:46) "I believe we should do away with hole shot devices to put the starts more into the riders hands? What do you say?" (35:04) Quick recap of the 450s at Budds Creek.(38:25) What is the most surprising thing in the 450 outdoors this year? Hampshire being super consistent? Prado and the way he gels with Kawasaki? Justin Cooper being #1 seed going into the playoffs?(46:09) SMX Playoff preview for the 450 division.

Jonathan and Spencer compare how fans felt about Baker Mayfield's rookie season to Shedeur Sanders.

Jonathan and Spencer compare how fans felt about Baker Mayfield's rookie season to Shedeur Sanders, and they react to Eric Dickerson's theory on Shedeur Sanders.

A caller named Marianne asked Patrick Madrid how to explain to her evangelical son-in-law that Mary remained a virgin her whole life, especially since he believes the Bible says Jesus had brothers in the literal sense. The Teaching in a Nutshell Catholic dogma says Mary was a virgin before the conception of Jesus, during His birth, and after His birth for the rest of her life. Jesus was her only child. This belief isn’t just Catholic tradition; Patrick argues it’s what the Bible itself supports when understood correctly. The ‘Brothers of Jesus’ Problem Many Protestants point to verses like: Matthew 13:55 - “Isn’t this the carpenter’s son? Isn’t his mother’s name Mary, and aren’t his brothers James, Joseph, Simon, and Judas?” Mark 6:3 - Similar listing of “brothers” of the Lord. Patrick explains: In the Bible, “brother” (adelphos in Greek) has a wide range of meanings. It can mean biological brother, but also cousin, nephew, or even close family friend. Example: In Genesis 14:14, Lot is called Abraham’s “brother”, but we know from other passages that Lot was actually Abraham’s nephew. The Famous “Until” Verse Critics love to quote Matthew 1:25: “[Joseph] had no marital relations with her until she had given birth to a son.” -Some assume “until” means they started relations afterward. -But in biblical usage, “until” (heōs in Greek) does not mean a change afterward. -Patrick’s analogy: “Grandma didn’t take her medicine until she died.” That doesn’t mean she took it after! The ‘Firstborn’ Title Luke 2:7 calls Jesus Mary’s “firstborn.” Skeptics think that means there must have been a “second-born.” Not so! In Jewish law, firstborn is a legal term for the child who opens the womb, whether or not more children follow. Even an only child is still the “firstborn” in biblical and legal language. A Cross-Shaped Clue At the crucifixion (John 19:26-27), Jesus entrusted His mother to John, not to one of His “brothers.” If Mary had other biological sons, this would have been unthinkable in Jewish culture; her care would automatically go to them. The fact that Jesus chose John is silent but strong proof that Mary had no other children. The Early Church’s United Voice From the very beginning, Christians, including those who personally knew the Apostles, unanimously affirmed Mary’s perpetual virginity. No significant leader questioned it until the mid-4th century, when a man named Helvidius claimed otherwise. St. Jerome, a brilliant Scripture scholar and translator, wrote an entire work Against Helvidius, dismantling every argument point-by-point. Even Luther & Calvin Agreed Here’s a surprise for many Protestants: Martin Luther and John Calvin, the founders of the Reformation and fierce opponents of Catholicism, both affirmed Mary’s perpetual virginity. They didn’t accept it because the Catholic Church said so; they accepted it because the biblical and historical evidence for it was airtight. Why the Disagreement Today? Patrick brings up that many modern Christians reject this teaching for one simple reason: “If the Catholic Church teaches it, it must be wrong.”They then go hunting for Bible verses that seem to contradict it. But none of those verses, when understood in context, actually prove Mary had other children. Mary’s perpetual virginity isn’t an “extra Catholic add-on.” It’s rooted in Scripture, confirmed by history, defended by the early Church Fathers, and even upheld by the first Protestant Reformers. For anyone truly willing to look at the evidence, and not just react against Catholicism, the case is clear: Mary was, is, and always will be the Virgin Mother of Jesus.

Join the Marks on the 231st episode of Making Tracks as they take the machete of curiosity to the jungle of rumours and hack their way into a new episode. They look at Ron Howard looking back at the making of Solo: A Star Wars Story, mark the passing of Chancellor Valorum actor Terence Stamp, discuss Dave Filoni's remarks on 20 years of Lucasfilm Animation and John Boyega's claims that he always thought he would be a Jedi in the sequel trilogy. All this and more on episode 231 of Making Tracks. Remember to tune in to Good Morning Tatooine, LIVE Sunday evenings at 9.00pm UK, 4.00pm Eastern and 1.00pm Pacific on Facebook, YouTube, X, Instagram and Twitch and check out our Fantha Tracks Radio Friday Night Rotation every Friday at 7.00pm UK for new episodes of The Fantha From Down Under, Planet Leia, Desert Planet Discs, Start Your Engines, Collecting Tracks, Canon Fodder and special episodes of Making Tracks, and every Tuesday at 7.00pm UK time for your weekly episode of Making Tracks. Thanks to James Semple for the Fantha Tracks intro, Blues Harvest for our Making Tracks opening music and Mark Daniel and Vanessa Marshall for our voiceovers. https://www.youtube.com/@FanthaTracksTV/ https://links.fanthatracks.com/ https://link.chtbl.com/fanthatracksradio www.instagram.com/fanthatracks www.facebook.com/FanthaTracks www.twitter.com/FanthaTracks www.pinterest.co.uk/fanthatracks/ www.fanthatracks.tumblr.com/ www.tiktok.com/@fanthatracks www.twitch.tv/fanthatracks www.threads.net/@FanthaTracks

Today I'm talking to economic historian Judge Glock, Director of Research at the Manhattan Institute. Judge works on a lot of topics: if you enjoy this episode, I'd encourage you to read some of his work on housing markets and the Environmental Protection Agency. But I cornered him today to talk about civil service reform.Since the 1990s, over 20 red and blue states have made radical changes to how they hire and fire government employees — changes that would be completely outside the Overton window at the federal level. A paper by Judge and Renu Mukherjee lists four reforms made by states like Texas, Florida, and Georgia: * At-will employment for state workers* The elimination of collective bargaining agreements* Giving managers much more discretion to hire* Giving managers much more discretion in how they pay employeesJudge finds decent evidence that the reforms have improved the effectiveness of state governments, and little evidence of the politicization that federal reformers fear. Meanwhile, in Washington, managers can't see applicants' resumes, keyword searches determine who gets hired, and firing a bad performer can take years. But almost none of these ideas are on the table in Washington.Thanks to Harry Fletcher-Wood for his judicious transcript edits and fact-checking, and to Katerina Barton for audio edits.Judge, you have a paper out about lessons for civil service reform from the states. Since the ‘90s, red and blue states have made big changes to how they hire and fire people. Walk through those changes for me.I was born and grew up in Washington DC, heard a lot about civil service throughout my childhood, and began to research it as an adult. But I knew almost nothing about the state civil service systems. When I began working in the states — mainly across the Sunbelt, including in Texas, Kansas, Arizona — I was surprised to learn that their civil service systems were reformed to an absolutely radical extent relative to anything proposed at the federal level, let alone implemented.Starting in the 1990s, several states went to complete at-will employment. That means there were no official civil service protections for any state employees. Some managers were authorized to hire people off the street, just like you could in the private sector. A manager meets someone in a coffee shop, they say, "I'm looking for exactly your role. Why don't you come on board?" At the federal level, with its stultified hiring process, it seemed absurd to even suggest something like that.You had states that got rid of any collective bargaining agreements with their public employee unions. You also had states that did a lot more broadbanding [creating wider pay bands] for employee pay: a lot more discretion for managers to reward or penalize their employees depending on their performance.These major reforms in these states were, from the perspective of DC, incredibly radical. Literally nobody at the federal level proposes anything approximating what has been in place for decades in the states. That should be more commonly known, and should infiltrate the debate on civil service reform in DC.Even though the evidence is not absolutely airtight, on the whole these reforms have been positive. A lot of the evidence is surveys asking managers and operators in these states how they think it works. They've generally been positive. We know these states operate pretty well: Places like Texas, Florida, and Arizona rank well on state capacity metrics in terms of cost of government, time for permitting, and other issues.Finally, to me the most surprising thing is the dog that didn't bark. The argument in the federal government against civil service reform is, “If you do this, we will open up the gates of hell and return to the 19th-century patronage system, where spoilsmen come and go depending on elected officials, and the government is overrun with political appointees who don't care about the civil service.” That has simply not happened. We have very few reports of any concrete examples of politicization at the state level. In surveys, state employees and managers can almost never remember any example of political preferences influencing hiring or firing.One of the surveys you cited asked, “Can you think of a time someone said that they thought that the political preferences were a factor in civil service hiring?” and it was something like 5%.It was in that 5-10% range. I don't think you'd find a dissimilar number of people who would say that even in an official civil service system. Politics is not completely excluded even from a formal civil service system.A few weeks ago, you and I talked to our mutual friend, Don Moynihan, who's a scholar of public administration. He's more skeptical about the evidence that civil service reform would be positive at the federal level.One of your points is, “We don't have strong negative evidence from the states. Productivity didn't crater in states that moved to an at-will employment system.” We do have strong evidence that collective bargaining in the public sector is bad for productivity.What I think you and Don would agree on is that we could use more evidence on the hiring and firing side than the surveys that we have. Is that a fair assessment?Yes, I think that's correct. As you mentioned, the evidence on collective bargaining is pretty close to universal: it raises costs, reduces the efficiency of government, and has few to no positive upsides.On hiring and firing, I mentioned a few studies. There's a 2013 study that looks at HR managers in six states and finds very little evidence of politicization, and managers generally prefer the new system. There was a dissertation that surveyed several employees and managers in civil service reform and non-reform states. Across the board, the at-will employment states said they had better hiring retention, productivity, and so forth. And there's a 2002 study that looked specifically at Texas, Florida, and Georgia after their reforms, and found almost universal approbation inside the civil service itself for these reforms.These are not randomized control trials. But I think that generally positive evidence should point us directionally where we should go on civil service reform. If we loosen restrictions on discipline and firing, decentralize hiring and so forth — we probably get some productivity benefits from it. We can also know, with some amount of confidence, that the sky is not going to fall, which I think is a very important baseline assumption. The civil service system will continue on and probably be fairly close to what it is today, in terms of its political influence, if you have decentralized hiring and at-will employment.As you point out, a lot of these reforms that have happened in 20-odd states since the ‘90s would be totally outside the Overton window at the federal level. Why is it so easy for Georgia to make a bipartisan move in the ‘90s to at-will employment, when you couldn't raise the topic at the federal level?It's a good question. I think in the 1990s, a lot of people thought a combination of the 1978 Civil Service Reform Act — which was the Carter-era act that somewhat attempted to do what these states hoped to do in the 1990s — and the Clinton-era Reinventing Government Initiative, would accomplish the same ends. That didn't happen.That was an era when civil service reform was much more bipartisan. In Georgia, it was a Democratic governor, Zell Miller, who pushed it. In a lot of these other states, they got buy-in from both sides. The recent era of state reform took place after the 2010 Republican wave in the states. Since that wave, the reform impetus for civil service has been much more Republican. That has meant it's been a lot harder to get buy-in from both sides at the federal level, which will be necessary to overcome a filibuster.I think people know it has to be very bipartisan. We're just past the point, at least at the moment, where it can be bipartisan at the federal level. But there are areas where there's a fair amount of overlap between the two sides on what needs to happen, at least in the upper reaches of the civil service.It was interesting to me just how bipartisan civil service reform has been at various times. You talked about the Civil Service Reform Act, which passed Congress in 1978. President Carter tells Congress that the civil service system:“Has become a bureaucratic maze which neglects merit, tolerates poor performance, permits abuse of legitimate employee rights, and mires every personnel action in red tape, delay, and confusion.”That's a Democratic president saying that. It's striking to me that the civil service was not the polarized topic that it is today.Absolutely. Carter was a big civil service reformer in Georgia before those even larger 1990s reforms. He campaigned on civil service reform and thought it was essential to the success of his presidency. But I think you are seeing little sprouts of potential bipartisanship today, like the Chance to Compete Act at the end of 2024, and some of the reforms Obama did to the hiring process. There's options for bipartisanship at the federal level, even if it can't approach what the states have done.I want to walk through the federal hiring process. Let's say you're looking to hire in some federal agency — you pick the agency — and I graduated college recently, and I want to go into the civil service. Tell me about trying to hire somebody like me. What's your first step?It's interesting you bring up the college graduate, because that is one recent reform: President Trump put out an executive order trying to counsel agencies to remove the college degree requirement for job postings. This happened in a lot of states first, like Maryland, and that's also been bipartisan. This requirement for a college degree — which was used as a very unfortunate proxy for ability at a lot of these jobs — is now being removed. It's not across the whole federal government. There's still job postings that require higher education degrees, but that's something that's changed.To your question, let's say the Department of Transportation. That's one of the more bipartisan ones, when you look at surveys of federal civil servants. Department of Defense, Veterans Affairs, they tend to be a little more Republican. Health and Human Services and some other agencies tend to be pretty Democrat. Transportation is somewhere in the middle.As a manager, you try to craft a job description and posting to go up on the USA Jobs website, which is where all federal job postings go. When they created it back in 1996, that was supposedly a massive reform to federal hiring: this website where people could submit their resumes. Then, people submit their resumes and answer questions about their qualifications for the job.One of the slightly different aspects from the private sector is that those applications usually go to an HR specialist first. The specialist reviews everything and starts to rank people into different categories, based on a lot of weird things. It's supposed to be “knowledge, skills, and abilities” — your KSAs, or competencies. To some extent, this is a big step up from historical practice. You had, frankly, an absurd civil service exam, where people had to fill out questions about, say, General Grant or about US Code Title 42, or whatever it was, and then submit it. Someone rated the civil service exam, and then the top three test-takers were eligible for the job.We have this newer, better system, where we rank on knowledge, skills, and abilities, and HR puts put people into different categories. One of the awkward ways they do this is by merely scanning the resumes and applications for keywords. If it's a computer job, make sure you say the word “computer” somewhere in your resume. Make sure you say “manager” if it's a managerial job.Just to be clear, this is entirely literal. There's a keyword search, and folks who don't pass that search are dinged.Yes. I've always wondered, how common is this? It's sometimes hard to know what happens in the black box in these federal HR departments. I saw an HR official recently say, "If I'm not allowed to do keyword searches, I'm going to take 15 years to overlook all the applications, so I've got to do keyword searches." If they don't have the keywords, into the circular file it goes, as they used to say: into the garbage can.Then they start ranking people on their abilities into, often, three different categories. That is also very literal. If you put in the little word bubble, "I am an exceptional manager," you get pushed on into the next level of the competition. If you say, "I'm pretty good, but I'm not the best," into the circular file you go.I've gotten jaded about this, but it really is shocking. We ask candidates for a self-assessment, and if they just rank themselves 10/10 on everything, no matter how ludicrous, that improves their odds of being hired.That's going to immensely improve your odds. Similar to the keyword search, there's been pushback on this in recent years, and I'm definitely not going to say it's universal anymore. It's rarer than it used to be. But it's still a very common process.The historical civil service system used to operate on a rule of three. In places like New York, it still operates like that. The top three candidates on the evaluation system get presented to the manager, and the manager has to approve one of them for the position.Thanks partially to reforms by the Obama administration in 2010, they have this category rating system where the best qualified or the very qualified get put into a big bucket together [instead of only including the top three]. Those are the people that the person doing the hiring gets to see, evaluate, and decide who he wants to hire.There are some restrictions on that. If a veteran outranks everybody else, you've got to pick the veteran [typically known as Veterans' Preference]. That was an issue in some of the state civil service reforms, too. The states said, “We're just going to encourage a veterans' preference. We don't need a formalized system to say they get X number of points and have to be in Y category. We're just going to say, ‘Try to hire veterans.'” That's possible without the formal system, despite what some opponents of reform may claim.One of the particular problems here is just the nature of the people doing the hiring. Sometimes you just need good managers to encourage HR departments to look at a broader set of qualifications. But one of the bigger problems is that they keep the HR evaluation system divorced from the manager who is doing the hiring. David Shulkin, who was the head of the Department of Veterans Affairs (VA), wrote a great book, It Shouldn't Be This Hard to Serve Your Country. He was a healthcare exec, and the VA is mainly a healthcare agency. He would tell people, "You should work for me," they would send their applications into the HR void, and he'd never see them again. They would get blocked at some point in this HR evaluation process, and he'd be sent people with no healthcare experience, because for whatever reason they did well in the ranking.One of the very base-level reforms should be, “How can we more clearly integrate the hiring manager with the evaluation process?” To some extent, the bipartisan Chance to Compete Act tries to do this. They said, “You should have subject matter experts who are part of crafting the description of the job, are part of evaluating, and so forth.” But there's still a long road to go.Does that firewall — where the person who wants to hire doesn't get to look at the process until the end — exist originally because of concerns about cronyism?One of the interesting things about the civil service is its raison d'être — its reason for being — was supposedly a single, clear purpose: to prevent politicized hiring and patronage. That goes back to the Pendleton Civil Service Act of 1883. But it's always been a little strange that you have all of these very complex rules about every step of the process — from hiring to firing to promotion, and everything in between — to prevent political influence. We could just focus on preventing political influence, and not regulate every step of the process on the off-chance that without a clear regulation, political influence could creep in. This division [between hiring manager and applicants] is part of that general concern. There are areas where I've heard HR specialists say, "We declare that a manager is a subject matter expert, and we bring them into the process early on, we can do that." But still the division is pretty stark, and it's based on this excessive concern about patronage.One point you flag is that the Office of Personnel Management (OPM), which is the body that thinks about personnel in the federal government, has a 300-page regulatory document for agencies on how you have to hire. There's a remarkable amount of process.Yes, but even that is a big change from the Federal Personnel Manual, which was the 10,000-page document that we shredded in the 1990s. In the ‘90s, OPM gave the agencies what's called “delegated examining authorities.” This says, “You, agency, have power to decide who to hire, we're not going to do the central supervision anymore. But, but, but: here's the 300-page document that dictates exactly how you have to carry out that hiring.”So we have some decentralization, allowing managers more authority to control their own departments. But this two-level oversight — a local HR department that's ultimately being overseen by the OPM — also leads to a lot of slip ‘twixt cup and lip, in terms of how something gets implemented. If you're in the agency and you're concerned about the OPM overseeing your process, you're likely to be much more careful than you would like to be. “Yes, it's delegated to me, but ultimately, I know I have to answer to OPM about this process. I'm just going to color within the lines.”I often cite Texas, which has no central HR office. Each agency decides how it wants to hire. In a lot of these reform states, if there is a central personnel office, it's an information clearinghouse or reservoir of models. “You can use us, the central HR office, as a resource if you want us to help you post the job, evaluate it, or help manage your processes, but you don't have to.” That's the goal we should be striving for in a lot of the federal reforms. Just make OPM a resource for the managers in the individual departments to do their thing or go independent.Let's say I somehow get through the hiring process. You offer me a job at the Department of Transportation. What are you paying me?This is one of the more stultified aspects of the federal civil service system. OPM has another multi-hundred-page handbook called the Handbook of Occupational Groups and Families. Inside that, you've got 49 different “groups and families,” like “Clerical occupations.” Inside those 49 groups are a series of jobs, sometimes dozens, like “Computer Operator.” Inside those, they have independent documents — often themselves dozens of pages long — detailing classes of positions. Then you as a manager have to evaluate these nine factors, which can each give points to each position, which decides how you get slotted into this weird Government Schedule (GS) system [the federal payscale].Again, this is actually an improvement. Before, you used to have the Civil Service Commission, which went around staring very closely at someone over their typewriter and saying, "No, I think you should be a GS-12, not a GS-11, because someone over in the Department of Defense who does your same job is a GS-12." Now this is delegated to agencies, but again, the agencies have to listen to the OPM on how to classify and set their jobs into this 15-stage GS-classification system, each stage of which has 10 steps which determine your pay, and those steps are determined mainly by your seniority. It's a formalized step-by-step system, overwhelmingly based on just how long you've sat at your desk.Let's be optimistic about my performance as a civil servant. Say that over my first three years, I'm just hitting it out of the park. Can you give me a raise? What can you do to keep me in my role?Not too much. For most people, the within-step increases — those 10 steps inside each GS-level — is just set by seniority. Now there are all these quality step increases you can get, but they're very rare and they have to be documented. So you could hypothetically pay someone more, but it's going to be tough. In general, the managers just prefer to stick to seniority, because not sticking to it garners a lot of complaints. Like so much else, the goal is, "We don't want someone rewarding an official because they happen to share their political preferences." The result of that concern is basically nobody can get rewarded at all, which is very unfortunate.We do have examples in state and federal government of what's known as broadbanding, where you have very broad pay scales, and the manager can decide where to slot someone. Say you're a computer operator, which can mean someone who knows what an Excel spreadsheet is, or someone who's programming the most advanced AI systems. As a manager in South Carolina or Florida, you have a lot of discretion to say, "I can set you 50% above the market rate of what this job technically would go for, if I think you're doing a great job."That's very rare at the federal level. They've done broadbanding at the Government Accountability Office, the National Institute of Standards and Technology. The China Lake Experiment out in California gave managers a lot more discretion to reward scientists. But that's definitely the exception. In general, it's a step-wise, seniority-based system.What if you want to bring me into the Senior Executive Service (SES)? Theoretically, that sits at the top of the General Service scale. Can't you bump me up in there and pay me what you owe me?I could hypothetically bring you in as a senior executive servant. The SES was created in the 1978 Civil Service Reform Act. The idea was, “We're going to have this elite cadre of about 8,000 individuals at the top of the federal government, whose employment will be higher-risk and higher-reward. They might be fired, and we're going to give them higher pay to compensate for that.”Almost immediately, that did not work out. Congress was outraged at the higher pay given to the top officials and capped it. Ever since, how much the SES can get paid has been tightly controlled. As in most of the rest of the federal government, where they establish these performance pay incentives or bonuses — which do exist — they spread them like peanut butter over the whole service. To forestall complaints, everyone gets a little bit every two or three years.That's basically what happened to the SES. Their annual pay is capped at the vice president's salary, which is a cap for a lot of people in the federal government. For most of your GS and other executive scales, the cap is Congress's salary. [NB: This is no longer exactly true, since Congress froze its own salaries in 2009. The cap for GS (currently about $195k) is now above congressional salaries ($174k).]One of the big problems with pay in the federal government is pay compression. Across civil service systems, the highest-skilled people tend to be paid much less than the private sector, and the lowest-skilled people tend to get paid much more. The political science reason for that is pretty simple: the median voter in America still decides what seems reasonable. To the median voter, the average salary of a janitor looks low, and the average salary of a scientist looks way too high. Hence this tendency to pay compression. Your average federal employee is probably overpaid relative to the private sector, because the lowest-skilled employees are paid up to 40% higher than the private sector equivalent. The highest-paid employees, the post-graduate skilled professionals, are paid less. That makes it hard to recruit the top performers, but it also swells the wage budget in a way that makes it difficult to talk about reform.There's a lot of interest in this administration in making it easier to recruit talent and get rid of under-performers. There have been aggressive pushes to limit collective bargaining in the public sector. That should theoretically make it easier to recruit, but it also increases the precariousness of civil service roles. We've seen huge firings in the civil service over the last six months.Classically, the explicit trade-off of working in the federal government was, “Your pay is going to be capped, but you have this job for life. It's impossible to get rid of you.” You trade some lifetime earnings for stability. In a world where the stability is gone, but pay is still capped, isn't the net effect to drive talent away from the civil service?I think it's a concern now. On one level it should be ameliorated, because those who are most concerned with stability of employment do tend to be lower performers. If you have people who are leaving the federal service because all they want is stability, and they're not getting that anymore, that may not be a net loss. As someone who came out of academia and knows the wonder of effective lifetime annuities, there can be very high performers who like that stability who therefore take a lower salary. Without the ability to bump that pay up more, it's going to be an issue.I do know that, internally, the Trump administration has made some signs they're open to reforms in the top tiers of the SES and other parts of the federal government. They would be willing to have people get paid more at that level to compensate for the increased risks since the Trump administration came in. But when you look at the reductions in force (RIFs) that have happened under Trump, they are overwhelmingly among probationary employees, the lower-level employees.With some exceptions. If you've been promoted recently, you can get reclassified as probationary, so some high-performers got lumped in.Absolutely. The issue has been exacerbated precisely because the RIF regulations that are in place have made the firings particularly damaging. If you had a more streamlined RIF system — which they do have in many states, where seniority is not the main determinant of who gets laid off — these RIFs could be removing the lower-performing civil servants and keeping the higher-performing ones, and giving them some amount of confidence in their tenure.Unfortunately, the combination of large-scale removals with the existing RIF regs, which are very stringent, has demoralized some of the upper levels of the federal government. I share that concern. But I might add, it is interesting, if you look at the federal government's own figures on the total civil service workforce, they have gone down significantly since Trump came in office, but I think less than 100,000 still, in the most recent numbers that I've seen. I'm not sure how much to trust those, versus some of these other numbers where people have said 150,000, 200,000.Whether the Trump administration or a future administration can remove large numbers of people from the civil service should be somewhat divorced from the general conversation on civil service reform. The main debate about whether or not Trump can do this centers around how much power the appropriators in Congress have to determine the total amount of spending in particular agencies on their workforce. It does not depend necessarily on, "If we're going to remove people — whether for general layoffs, or reductions in force, or because of particular performance issues — how can we go about doing that?" My last-ditch hope to maintain a bipartisan possibility of civil service reform is to bracket, “How much power does the president have to remove or limit the workforce in general?” from “How can he go about hiring and firing, et cetera?”I think making it easier for the president to identify and remove poor performers is a tool that any future administration would like to have.We had this conversation sparked again with the firing of the Bureau of Labor Statistics commissioner. But that was a position Congress set up to be appointed by the President, confirmed by the Senate, and removable by the President. It's a separate issue from civil service at large. Everyone said, “We want the president to be able to hire and fire the commissioner.” Maybe firing the commissioner was a bad decision, but that's the situation today.Attentive listeners to Statecraft know I'm pretty critical, like you are, of the regulations that say you have to go in order of seniority. In mass layoffs, you're required to fire a lot of the young, talented people.But let's talk about individual firings. I've been a terrible civil servant, a nightmarish employee from day one. You want to discipline, remove, suspend, or fire me. What are your options?Anybody who has worked in the civil service knows it's hard to fire bad performers. Whatever their political valence, whatever they feel about the civil service system, they have horror stories about a person who just couldn't be removed.In the early 2010s, a spate of stories came out about air traffic controllers sleeping on the job. Then-transportation secretary, Ray LaHood, made a big public announcement: "I'm going to fire these three guys." After these big announcements, it turned out he was only able to remove one of them. One retired, and another had their firing reduced to a suspension.You had another horrific story where a man was joking on the phone with friends when a plane crashed into a helicopter and killed nine people over the Hudson River. National outcry. They said, "We're going to fire this guy." In the end, after going through the process, he only got a suspension. Everyone agrees it's too hard.The basic story is, you have two ways to fire someone. Chapter 75, the old way, is often considered the realm of misconduct: You've stolen something from the office, punched your colleague in the face during a dispute about the coffee, something illegal or just straight-out wrong. We get you under Chapter 75.The 1978 Civil Service Reform Act added Chapter 43, which is supposed to be the performance-based system to remove someone. As with so much of that Civil Service Reform Act, the people who passed it thought this might be the beginning of an entirely different system.In the end, lots of federal managers say there's not a huge difference between the two. Some use 75, some use 43. If you use 43, you have to document very clearly what the person did wrong. You have to put them on a performance improvement plan. If they failed a performance improvement plan after a certain amount of time, they can respond to any claims about what they did wrong. Then, they can take that process up to the Merit Systems Protection Board (MSPB) and claim that they were incorrectly fired, or that the processes weren't carried out appropriately. Then, if they want to, they can say, “Nah, I don't like the order I got,” and take it up to federal courts and complain there. Right now, the MSPB doesn't have a full quorum, which is complicating some of the recent removal disputes.You have this incredibly difficult process, unlike the private sector, where your boss looks at you and says, "I don't like how you're giving me the stink-eye today. Out you go." One could say that's good or bad, but, on the whole, I think the model should be closer to the private sector. We should trust managers to do their job without excessive oversight and process. That's clearly about as far from the realm of possibility as the current system, under which the estimate is 6-12 months to fire a very bad performer. The number of people who win at the Merit Systems Protection Board is still 20-30%.This goes into another issue, which is unionization. If you're part of a collective bargaining agreement — most of the regular federal civil service is — first, you have to go with this independent, union-based arbitration and grievance procedure. You're about 50/50 to win on those if your boss tries to remove you.So if I'm in the union, we go through that arbitration grievance system. If you win and I'm fired, I can take it to the Merit Systems Protection Board. If you win again, I can still take it to the federal courts.You can file different sorts of claims at each part. On Chapter 43, the MSPB is supposed to be about the process, not the evidence, and you just have to show it was followed. On 75, the manager has to show by preponderance of the evidence that the employee is harming the agency. Then there are different standards for what you take to the courts, and different standards according to each collective bargaining agreement for the grievance procedure when someone is disciplined. It's a very complicated, abstruse, and procedure-heavy process that makes it very difficult to remove people, which is why the involuntary separation rate at the federal government and most state governments is many multiples lower than the private sector.So, you would love to get me off your team because I'm abysmal. But you have no stomach for going through this whole process and I'm going to fight it. I'm ornery and contrarian and will drag this fight out. In practice, what do managers in the federal government do with their poor performers?I always heard about this growing up. There's the windowless office in the basement without a phone, or now an internet connection. You place someone down there, hope they get the message, and sooner or later they leave. But for plenty of people in America, that's the dream job. You just get to sit and nobody bothers you for eight hours. You punch in at 9 and punch out at 5, and that's your day. "Great. I'll collect that salary for another 10 years." But generally you just try to make life unpleasant for that person.Public sector collective bargaining in the US is new. I tend to think of it as just how the civil service works. But until about 50 years ago, there was no collective bargaining in the public sector.At the state level, it started with Wisconsin at the end of the 1950s. There were famous local government reforms beginning with the Little Wagner Act [signed in 1958] in New York City. Senator Robert Wagner had created the National Labor Relations Board. His son Robert F. Wagner Jr., mayor of New York, created the first US collective bargaining system at the local level in the ‘60s. In ‘62, John F. Kennedy issued an executive order which said, "We're going to deal officially with public sector unions,” but it was all informal and non-statutory.It wasn't until Title VII of the 1978 Civil Service Reform Act that unions had a formal, statutory role in our federal service system. This is shockingly new. To some extent, that was the great loss to many civil service reformers in ‘78. They wanted to get through a lot of these other big reforms about hiring and firing, but they gave up on the unions to try to get those. Some people think that exception swallowed the rest of the rules. The union power that was garnered in ‘78 overcame the other reforms people hoped to accomplish. Soon, you had the majority of the federal workforce subject to collective bargaining.But that's changing now too. Part of that Civil Service Reform Act said, “If your position is in a national security-related position, the president can determine it's not subject to collective bargaining.” Trump and the OPM have basically said, “Most positions in the federal government are national security-related, and therefore we're going to declare them off-limits to collective bargaining.” Some people say that sounds absurd. But 60% of the civilian civil service workforce is the Department of Defense, Veterans Affairs, and the Department of Homeland Security. I am not someone who tries to go too easy on this crowd. I think there's a heck of a lot that needs to be reformed. But it's also worth remembering that the majority of the civil service workforce are in these three agencies that Republicans tend to like a lot.Now, whether people like Veterans Affairs is more of an open question. We have some particular laws there about opening up processes after the scandals in the 2010s about waiting lists and hospitals. You had veterans hospitals saying, "We're meeting these standards for getting veterans in the door for these waiting lists." But they were straight-up lying about those standards. Many people who were on these lists waiting for months to see a doctor died in the interim, some from causes that could have been treated had they seen a VA doctor. That led to Congress doing big reforms in the VA in 2014 and 2017, precisely because everyone realized this is a problem.So, Trump has put out these executive orders stopping collective bargaining in all of these agencies that touch national security. Some of those, like the Environmental Protection Agency (EPA), seem like a tough sell. I guess that, if you want to dig a mine and the Chinese are trying to dig their own mine and we want the mine to go quickly without the EPA pettifogging it, maybe. But the core ones are pretty solid. So far the courts have upheld the executive order to go in place. So collective bargaining there could be reformed.But in the rest of the government, there are these very extreme, long collective bargaining agreements between agencies and their unions. I've hit on the Transportation Security Administration (TSA) as one that's had pretty extensive bargaining with its union. When we created the TSA to supervise airport security, a lot of people said, "We need a crème de la crème to supervise airports after 9/11. We want to keep this out of union hands, because we know unions are going to make it difficult to move people around." The Obama administration said, "Nope, we're going to negotiate with the union." Now you have these huge negotiations with the unions about parking spots, hours of employment, uniforms, and everything under the sun. That makes it hard for managers in the TSA to decide when people should go where or what they should do.One thing we've talked about on Statecraft in past episodes — for instance, with John Kamensky, who was a pivotal figure in the Clinton-Gore reforms — was this relationship between government employees and “Beltway Bandits”: the contractors who do jobs you might think of as civil service jobs. One critique of that ‘90s Clinton-Gore push, “Reinventing Government,” was that although they shrank the size of the civil service on paper, the number of contractors employed by the federal government ballooned to fill that void. They did not meaningfully reduce the total number of people being paid by the federal government. Talk to me about the relationship between the civil service reform that you'd like to see and this army of folks who are not formally employees.Every government service is a combination of public employees and inputs, and private employees and inputs. There's never a single thing the government does — federal, state, or local — that doesn't involve inputs from the private sector. That could be as simple as the uniforms for the janitors. Even if you have a publicly employed janitor, who buys the mop? You're not manufacturing the mops.I understand the critique that the excessive focus on full-time employees in the 1990s led to contracting out some positions that could be done directly by the government. But I think that misses how much of the government can and should be contracted out. The basic Office of Management and Budget (OMB) statute [OMB Circular No. A-76] defining what is an essential government duty should still be the dividing line. What does the government have to do, because that is the public overseeing a process? Versus, what can the private sector just do itself?I always cite Stephen Goldsmith, the old mayor of Indianapolis. He proposed what he called the Yellow Pages test. If you open the Yellow Pages [phone directory] and three businesses do that business, the government should not be in that business. There's three garbage haulers out there. Instead of having a formal government garbage-hauling department, just contract out the garbage.With the internet, you should have a lot more opportunities to contract stuff out. I think that is generally good, and we should not have the federal government going about a lot of the day-to-day procedural things that don't require public input. What a lot of people didn't recognize is how much pressure that's going to put on government contracting officers at the federal level. Last time I checked there were 40,000 contracting officers. They have a lot of power. In the most recent year for which we have data, there were $750 billion in federal contracts. This is a substantial part of our economy. If you total state and local, we're talking almost 10% of our whole economy goes through government contracts. This is mind-boggling. In the public policy world, we should all be spending about 10% of our time thinking about contracting.One of the things I think everyone recognized is that contractors should have more authority. Some of the reform that happened with people like [Steven] Kelman — who was the Office of Federal Procurement Policy head in the ‘90s under Clinton — was, "We need to give these people more authority to just take a credit card and go buy a sheaf of paper if that's what they need. And we need more authority to get contract bids out appropriately.”The same message that animates civil service reform should animate these contracting discussions. The goal should be setting clear goals that you want — for either a civil servant or a contractor — and then giving that person the discretion to meet them. If you make the civil service more stultified, or make pay compression more extreme, you're going to have to contract more stuff out.People talk about the General Schedule [pay scale], but we haven't talked about the Federal Wage Schedule system at all, which is the blue-collar system that encompasses about 200,000 federal employees. Pay compression means those guys get paid really well. That means some managers rightfully think, "I'd like to have full-time supervision over some role, but I would rather contract it out, because I can get it a heck of a lot cheaper."There's a continuous relationship: If we make the civil service more stultified, we're going to push contracting out into more areas where maybe it wouldn't be appropriate. But a lot of things are always going to be appropriate to contract out. That means we need to give contracting officers and the people overseeing contracts a lot of discretion to carry out their missions, and not a lot of oversight from the Government Accountability Office or the courts about their bids, just like we shouldn't give OPM excess input into the civil service hiring process.This is a theme I keep harping on, on Statecraft. It's counterintuitive from a reformer's perspective, but it's true: if you want these processes to function better, you're going to have to stop nitpicking. You're going to have to ease up on the throttle and let people make their own decisions, even when sometimes you're not going to agree with them.This is a tension that's obviously happening in this administration. You've seen some clear interest in decentralization, and you've seen some centralization. In both the contract and the civil service sphere, the goal for the central agencies should be giving as many options as possible to the local managers, making sure they don't go extremely off the rails, but then giving those local managers and contracting officials the ability to make their own choices. The General Services Administration (GSA) under this administration is doing a lot of government-wide acquisition contracts. “We establish a contract for the whole government in the GSA. Usually you, the local manager, are not required to use that contract if you want computer services or whatever, but it's an option for you.”OPM should take a similar role. "Here's the system we have set up. You can take that and use it as you want. It's here for you, but it doesn't have to be used, because you might have some very particular hiring decisions to make.” Just like there shouldn't be one contracting decision that decides how we buy both a sheaf of computer paper and an aircraft carrier, there shouldn't be one hiring and firing process for a janitor and a nuclear physicist. That can't be a centralized process, because the very nature of human life is that there's an infinitude of possibilities that you need to allow for, and that means some amount of decentralization.I had an argument online recently about New York City's “buy local” requirement for certain procurement contracts. When they want to build these big public toilets in New York City, they have to source all the toilet parts from within the state, even if they're $200,000 cheaper in Portland, Oregon.I think it's crazy to ask procurement and contracting to solve all your policy problems. Procurement can't be about keeping a healthy local toilet parts industry. You just need to procure the toilet.This is another area where you see similar overlap in some of the civil service and contracting issues. A lot of cities have residency requirements for many of their positions. If you work for the city, you have to live inside the city. In New York, that means you've got a lot of police officers living on Staten Island, or right on the line of the north side of the Bronx, where they're inches away from Westchester. That drives up costs, and limits your population of potential employees.One of the most amazing things to me about the Biden Bipartisan Infrastructure Law was that it encouraged contracting officers to use residency requirements: “You should try to localize your hiring and contracting into certain areas.” On a national level, that cancels out. If both Wyoming and Wisconsin use residency requirements, the net effect is not more people hired from one of those states! So often, people expect the civil service and contracting to solve all of our ills and to point the way forward for the rest of the economy on discrimination, hiring, pay, et cetera. That just leads to, by definition, government being a lot more expensive than the private sector.Over the next three and a half years, what would you like to see the administration do on civil service reform that they haven't already taken up?I think some of the broad-scale layoffs, which seem to be slowing down, were counterproductive. I do think that their ability to achieve their ends was limited by the nature of the reduction-in-force regulations, which made them more counterproductive than they had to be. That's the situation they inherited. But that didn't mean you had to lay off a lot of people without considering the particular jobs they were doing now.And hiring quite a few of them back.Yeah. There are also debates obviously, within the administration, between DOGE and Russ Vought [director of the OMB] and some others on this. Some things, like the Schedule Policy/Career — which is the revival of Schedule F in the first Trump administration — are largely a step in the right direction. Counter to some of the critics, it says, “You can remove someone if they're in a policymaking position, just like if they were completely at-will. But you still have to hire from the typical civil service system.” So, for those concerned about politicization, that doesn't undermine that, because they can't just pick someone from the party system to put in there. I think that's good.They recently had a suitability requirement rule that I think moved in the right direction. That says, “If someone's not suitable for the workforce, there are other ways to remove them besides the typical procedures.” The ideal system is going to require some congressional input: it's to have a decentralization of hiring authority to individual managers. Which means the OPM — now under Scott Kupor, who has finally been confirmed — saying, "The OPM is here to assist you, federal managers. Make sure you stay within the broad lanes of what the administration's trying to accomplish. But once we give you your general goals, we're going to trust you to do that, including hiring.”I've mentioned it a few times, but part of the Chance to Compete Act — which was mentioned in one of Trump's Day One executive orders, people forget about this — was saying, “Implement the Chance to Compete Act to the maximum extent of the law.” Bring more subject-matter expertise into the hiring process, allow more discretion for managers and input into the hiring process. I think carrying that bipartisan reform out is going to be a big step, but it's going to take a lot more work. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.statecraft.pub

Daily Dose of Hope August 21, 2025   Scripture – Luke 10:1-24   Prayer:  King Jesus, We come to you today with praise and lifting your name high.  You are a Lord of love, mercy, and forgiveness.  Thank you so much for allowing us to experience those things in you.  Also, Lord, thank you for showing us a new way of doing life.  The ways of this world are empty and temporal but your ways are eternal and fulfilling.  Help us remember who and whose we are.  Help us live like the people you have called us to be.  We love you.  Amen.   Welcome back to the Daily Dose of Hope, a deep dive into the Gospels and Acts.  Today, we start Luke 10.   In chapter 9, we read about Jesus sending out the twelve to teach about the Kingdom, heal, and cast out demons.  In today's reading, Jesus sends out seventy-two other disciples, working in pairs, to all the towns and places he planned to visit.  Similar to when he sent out the twelve, they were to stay where they were welcomed, bless those homes, and quickly leave those places that didn't care to have them.  Jesus couldn't possibly go everywhere and see everyone so he taught, he mentored, and then he delegated.  These disciples were to very literally show the people a new way of doing life – the Jesus way.    Jesus sent his followers out in small groups and in larger groups.  Consider these two verses from John: John 17:18, Praying to the Father, Jesus says, “Just as you sent me into the world, I am sending them into the world.” John 20:21, Speaking to his disciples, he says, “Peace be with you. As the Father has sent me, so I am sending you.”   We who follow Jesus are a sent people, then and now.  Just as Jesus was sent into the world by God, we are sent on mission together – to keep doing the work of Jesus through the power of the Holy Spirit, to both proclaim and live out the Kingdom of God, and to alert people to the reign of Christ right here, right now.  Jesus is King and we are to live like it.  This Scripture from Luke gives us a great template to follow.  Go, share, proclaim, heal, pray, and teach.  If someone does not receive you well, don't sit around and worry about it.  Keep going.  Keep sharing, keep proclaiming, keep healing, keep praying, and keep teaching.    These were Jesus' instructions to the seventy-two disciples: “The harvest is great, but the workers are few. So pray to the Lord who is in charge of the harvest and ask him to send more workers into the fields...go proclaim the Kingdom of God.”  Pray for more people to help and then go proclaim the Kingdom.  Don't overthink it.  Don't micromanage,  Just pray and go.  He also told them that they were like lambs among wolves.  They were going, knowing it might not be safe and knowing they would be vulnerable.  But it didn't keep them from going.    How often does fear or risk keep us from sharing and proclaiming the Gospel?    Here's a very practical question:  How do we alert people to the reign of Christ, to the Kingdom of God, right now? How do we live out this mission of being sent?   I want you to think of your life as a movie trailer. What's the purpose of a movie trailer? A trailer is like a teaser for the soon-to-be released movie, and it usually shows the best parts of the movie. If a trailer does its job well, then it leaves you feeling like, “I want to go see that movie.” This is a great metaphor for our mission as God's people, for his church. Jesus' sent people are to be like a trailer for God's intended world, for the Kingdom of God. If the Kingdom is a place of love and mercy, then we are to a trailer that shows, through word and deed, that incredible love and mercy. If the Kingdom is a place of justice, then that should be clear in our trailer. If we believe that under the reign of God, “every knew shall bow and tongue confess that Jesus is Lord,” then in our trailer, not only do we proclaim Jesus as Lord of our life, but we live it out, and we encourage belief in Jesus where there isn't any.” In every area of our lives (at work, at school, on the golf course, at the baseball field, in our neighborhoods), Jesus' sent people announce and demonstrate that Jesus is Lord and King.    One more thing about today's reading.  Notice that the seventy-two return with great joy, amazed that even the demons listened to them.  Of course, the demons only listened to them because they went under Jesus' authority.  We also are sent, not on our own authority, but under the authority of King Jesus.  We go in his name and I think that's an important point.    Jesus then tells them not to rejoice that the demons listened to them but rejoice because their names are written down in heaven.  Rejoice because of who they are in Jesus.  The demons are in the distractions.  How often do we get distracted from the main thing?  How often do we fail to rejoice because of who we are in Jesus?   More tomorrow.   Blessings, Pastor Vicki

On this episode, Hayden and Neel look at 6 breakout talents across Europe that you must know this season. he players are Oscar Gloukh (Ajax), Ayyoub Bouaddi (Lille), Javi Guerra (Valencia), Rodrigo Mora (Porto), Tani Oluwaseyi (Villarreal/Minnesota), Francesco Camarda (Lecce/AC Milan). What makes these players special, what clubs could be interested in the future, and what should we expect from them in the upcoming season? Stick around until the end of the episode to hear Neel put Patrick on fraud watch over Tijjani Reijnders. Enjoy! Subscribe to our FREE newsletter: https://www.thetransferflow.com/subscribe Join Variance Betting: https://www.thetransferflow.com/upgrade Follow us on our Socials: YouTube: https://www.youtube.com/channel/UCe1WTKOt7byrELQcGRSzu1Q X: https://x.com/TheTransferFlow Bluesky: https://bsky.app/profile/thetransferflow.bsky.social Instagram: https://www.instagram.com/thetransferflow/ TikTok: https://www.tiktok.com/@transferflowpodcast Timestamps: 00:00 - Intro 01:17 - Oscar Gloukh (Ajax) 02:51 - What role will he play at Ajax? 03:41 - Standout Qualities 05:00 - Similar money move to Jonathan Rowe 06:10 - Earning a spot in midfield 07:35 - Excitement over his addition 08:43 - Javi Guerra (Valencia) 10:21 - Good defensive coverage with ability to get in the box 11:27 - Carlos Corberán's first season in charge 13:48 - More than meets the eye 15:07 - Good risks to take 16:09 - Ayyoub Bouaddi (Lille) 17:22 - Champions League minutes 18:26 - Positional discipline 19:35 - Ability in tight spaces 21:17 - Ability out of possession 23:09 - Eye test passes more than the numbers at the moment 25:27 - Game vs Real Madrid 26:25 - Arsenal to sign him? + He's a Mikel Arteta guy 28:03 - Other top teams interested - Leverkusen or Frankfurt? 30:05 - Rodrigo Mora (Porto) 32:16 - Standout in a free-roam role 34:33 - In a too pass-heavy system for his traits? 36:11 - Traits that make him appealling to Farioli 38:56 - Potential teams interested in the future 40:05 - Most exciting player to revisit 41:19 - Strikers are all the rage 41:49 - Tani Oluwaseyi (Villarreal/Minnesota United) 42:51 - Minnesota United are an interesting team 45:16 - Oluwaseyi is so explosive 46:34 - Replacing Thierno Barry? 48:55 - Francesco Camarda (Lecce/AC Milan) 50:24 - Milan youth talent = future of Italian football? 52:24 - Intelligence in his movement 54:38 - Good fit in Lecce's squad 56:55 - Fraud Watch.. For PATRICK?

08-20-25 - Frank Caliendo Joins In To Talk About Shaggy DA And If His Family Story Is Similar To Brady's - Male Scientists Have Developed An AI Robot They Say Will Be Pregnant By Feb 2026 And We Ask Frank About AI RobotsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

08-20-25 - Frank Caliendo Joins In To Talk About Shaggy DA And If His Family Story Is Similar To Brady's - Male Scientists Have Developed An AI Robot They Say Will Be Pregnant By Feb 2026 And We Ask Frank About AI RobotsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Welcome back to Stories from the River! Broad River Retail's CEO and podcast host Charlie Malouf sits down with President and COO Manny Rodrigues to share a mix of personal updates and major company news. They kick off with some lighthearted banter about summer vacations, soccer coaching, and family milestones before diving into the exciting announcement.... of a new Ashley store opening in Easley, South Carolina! The new Easley location will be Broad River's 5th overall store in the Upstate of South Carolina, joining Greenville, Spartanburg, Anderson, and Greenwood.  And, the new Easley location will follow in the footsteps of Spartanburg, Anderson, and (soon-to-be-following-its-remodel) Greenville as another two-in-one, dual concept store as an Ashley Store & Outlet.  Similar to Greenville, Spartanburg, and Anderson, which are all over 40,000 sq. ft., it will be one of Broad River's larger locations at 41,479 sq. ft.  The new Easley location will be serviced by Broad River's Spartanburg Distribution Center, which not only serves the Upstate of South Carolina but also Broad River's two locations in western North Carolina (Arden & Asheville).  The new store is expected to open as soon as this December or early 2026. The conversation highlights the journey and strategy behind Broad River's growth, emphasizing how crucial it is to take a long-term, disciplined approach. They also reflect on the evolution of their presence in the Upstate region, touching on renovations, successful market entries, and the collaborative efforts between partners, landlords, and their Memory Makers. The heart of the episode revolves around the upcoming Easley location—which will mark Broad River Retail's 35th store and further strengthen their footprint in South Carolina. Charlie and Manny express their enthusiasm about entering this vibrant, growing community with a freshly designed 7.0 Ashley Store & Outlet featuring a broad product mix, including the Ashley Luxe line and a best-in-class Sleep Shop. They underscore that such growth is only possible because of the dedication and excellence of their Memory Makers. As the company continues to expand—locally and even into Spokane, Washington—they invite listeners to be part of their journey, whether as a Memory Maker, customer, or partner, and encourage everyone to stay tuned for upcoming episodes, grand openings, and special events. Read about the announcement: https://www.furnituretoday.com/furniture-retailer/broad-river-easing-into-easley-as-part-of-upstate-s-c-growth/   Watch this episode on YouTube: https://youtu.be/91cTlp3-exc  Visit https://www.storiesfromtheriver.com for more episodes. Broad River Retail brought this show to you. Visit https://BroadRiverRetail.com                                Follow us on LinkedIn: https://www.linkedin.com/company/broad-river-retail      

Amanda Lai breaks down Target (TGT) and Walmart (WMT) ahead of earnings. She sees a “similar storyline” for both companies, with consumers pulling back on consumer discretionary purchases as tariffs hit the same products. She also talks about their PR strategies and thinks Target is in a “tough spot” where it can't make anyone happy. Walmart, she argues, has diversified its revenue streams further and moved into services, creating a “more comprehensive system.” Amanda also looks at the risks Amazon (AMZN) poses to both.======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

In today's solo episode, I'm sharing all the unconventional things I did this summer that brought me 10x the results. And no, journaling is not one of them. Self-awareness is cute, but it will never create the shifts in your life like doing deep inner work will. As always, there's no gatekeeping here so you get all the TEA.We're diving deep into all things glow-up routines for your health that make a massive difference in the way you look and feel, some honest thoughts I've been having recently, unconventional things that sky-rocketed my life lately, how to honor your limits, the importance of prioritizing different forms of rest, how to recognize when we are disconnected from our feminine energy, and so much more! So babe, grab your cacao or matcha and a journal, because you're going to want to take some notes and implement these nuggets into your own life! READY TO RECEIVE THIS YEAR LIKE NEVER BEFORE? DONE SETTLING FOR LUKEWARM?>>> JOIN MAGNETIC AF HERE and transform your life within 4 weeks amongst like-minded women by unlocking your magnetism – DM me the words ‘PODCAST LISTENER' to save some $$$ at checkout! ⚡This is my live-led group immersion that gives high-achieving women like you the framework to build a wildly turned-on life, a polarized romance and a career without burnout, struggle, or self-abandonment.Imagine this – within a month, you think differently, feel differently, carry yourself differently – and as a result, men, money and opportunities chase YOU.What you get:✨ 4 weeks of transformative mentorship, powerful curriculum & high-touch integration✨ A step-by-step framework that fuses feminine energetics with masculine structure✨ Tools to shift your beliefs, rewire your identity, activate your wealth frequency, attract high-caliber men & receive unreasonable money without performing, proving or hustling yourself to burnout✨ Lifetime access to the modules, upgrades, and call recordings✨ Coaching threads + weekly live group calls with hot seatsYou don't need to become like anyone else to create the life you crave. But –You need to remember who TF you already are, and embody more of that.Join MAGNETIC AF now. It's time to rise through your natural magnetism.I'll see you on the other side, ambitious babe! x------In this solo episode, I share: 00:45 - Intro to the episode04:50 - A BTS life update on what Q4 will be looking like for me13:40 - My glow up routine that has made a big difference23:10 - Some honest, unfiltered thoughts I've been having recently28:15 - Unconventional things that brought me 10x the results this summer47:10 - A little Q&A where I spill the tea for you (3 top questions + answers)Similar episode: Episode 113 - 4 unconventional ways to start thriving in all aspects of your life, no matter your circumstancesConnect with Laura: Laura's Website: https://www.lauraherde.com/Laura's Instagram: https://www.instagram.com/laura.herde/Laura's 1-1 Coaching: https://www.lauraherde.com/application-1-1Laura's Coaching Certification Course: https://www.instagram.com/embodiedcoachacademy/More free resources for you:*FREE* HEAL YOUR FEMININE ENERGY GUIDE⁠*FREE* MASTERCLASS: THE ART OF ATTRACTION (MEN & MONEY)>> EMAIL ME TO CONNECT/ ASK QUESTIONS: hello@lauraherde.com>> FOLLOW ME ON INSTAGRAM: @laura.herde Feel free to share this episode with your bestie, and tag us on IG when you listen so we can repost you!Make sure to be subscribed to UNFUCK YOUR LIFE, we publish episodes every single Tuesday.Thank you so much for tuning in, love xx

What if school felt less like a building and more like a gateway to the future students imagine for themselves? That vision fuels the work of Lynette Gillson, Community-Industry & AVID Outreach Specialist at Mountain View Los Altos High School District. Her passion and purpose come to life in a recent conversation on the Nomad Futurist podcast with co-hosts Nabeel Mahmood and Phillip Koblence. Lynette's commitment to real-world learning bridges the gap between schools, communities, and industries. Through work-based learning, she empowers students to shape meaningful futures, connecting education to opportunity and revealing possibilities they have yet to discover: “I believe in education-business-community partnerships. Bringing all three together is how we build stronger communities.” Every day, Lynette connects CEOs with classrooms, organizes data center tours, and sparks introductions that can launch careers. The outdated divide between “college track” and “trade track” is gone. Similar to the Nomad Futurist Foundation, she champions inclusive CTE programs where all students explore their interests together, no matter the career path. Lynette's approach embraces diverse backgrounds and learning styles, proving that both hands-on and academic learners thrive in dynamic environments. For Lynette, college and career aren't separate paths but opportunities every student should access. Learning becomes truly impactful when it shifts from abstract ideas to real-world experience. She shares stories of students touring data centers, touching servers, and discovering careers they never imagined: “Hands-on exposure creates excitement because it's real and relevant. This relevance turns the tired question, ‘What do you want to be?' into a journey full of possibility.” Reflecting on her own path shaped by curiosity and chance, Lynette now helps students explore, experiment, and even fail safely. By connecting them with digital careers and industry partners, she's making school a launchpad for success. Her message to educators and community leaders is hopeful: students thrive when we reveal what's possible and support their steps into new worlds: “I'm giving people the chance to explore and get a taste before investing time and money in college, certifications, or the workforce.” Connect with Lynette Gillson on LinkedIn to follow her work breaking barriers and turning education into a gateway for every student to explore and pursue their future.

When a child with autism wanders away from safety, every second counts. Now, thanks to Florida's new Spectrum Alert system, there's a structured response that could save lives.In this episode of the Cape CopCast, the Cape Coral Police Department  welcomes Family Initiative Vice President Anjali Van Drie and Director of Community Development Stephanie Hoffman to discuss this crucial safety development. Family Initiative, celebrating a decade of service in Cape Coral, has witnessed firsthand how the prevalence of autism has skyrocketed from 1 in 110 to 1 in 31 children. This non-profit's comprehensive approach includes everything from clinical services and a specialized K-12 school to community programs for individuals of all ages on the spectrum.The conversation centered on Florida's Spectrum Alert system, which launched July 1st. Similar to Amber and Silver Alerts, this notification system activates when a person with autism elopes—a frighteningly common occurrence that affects over 50% of individuals with autism. What makes this particularly dangerous in Southwest Florida? Water attraction. Many children with autism are drawn to water for sensory reasons, and with Cape Coral's abundant canals and waterways, the risk is significant. Last year alone, over 60% of childhood drowning deaths in Florida involved children with autism.This partnership goes beyond alerts. The Cape Coral Police Department is implementing scannable identification bracelets and receiving specialized training from Family Initiative to better interact with nonverbal individuals. Meanwhile, Stephanie Hoffman shared both professional and personal perspectives as both an organization leader and mother to a child with autism, offering practical safety measures families can implement: specialized locks, alarms, tracking devices, and proactively introducing children to neighbors and "safe strangers" like police officers.Perhaps most important was the reassurance that parents should call police immediately when a child wanders—not wait until they've exhausted their own search efforts. Officers would much rather respond and find a child already safe than arrive too late; their goal is safety, not judgment.Reach out to the Cape Coral Police Department or Family Initiative to learn more about Spectrum Alert and available resources. Together, we're building a community where our most vulnerable members are protected through understanding, preparation, and swift action.Learn more about Family Initiative here: https://www.fi-florida.org/

The title of my sermon is a play on words. The beginning of this chapter we are told that what comes out of our mouths by way of teaching will incur a stricter judgment; therefore, anything we teach concerning God or His word must fall into the category of sound doctrine. On the other hand, the noise we make with our speech is evidence of what is really in our heart. Words matter. I will take it one step furtherwords matter to God. Proverbs 18:21 puts it this way: Death and life are in the power of the tongue, and those who love it will eat its fruit. Words matter. The Bible and Creation begins with words! The first words in our Bible are about the first words responsible for everything beautiful and living: In the beginning God created the heavens and the earth. And the earth was a formless and desolate emptiness, and darkness was over the surface of the deep, and the Spirit of God was hovering over the surface of the waters. Then God said, Let there be light; and there was light (Gen. 1:1-3). I love these verses in Genesis! In the beginning there was nothing but God... until He had something to say about it! His words brought life. Then what follows in Genesis 1 is a series of phrases like: God said... God called... What made all that exists a reality were WORDS! Not just any words from any old mouth, the Words that came from God made everything and all of it was good. On the sixth day, God spoke more words: Let Us make mankind in Our image, according to Our likeness; and let them rule over the fish of the sea and over the birds of the sky and over the livestock and over all the earth, and over every crawling thing that crawls on the earth. So God created man in His own image, in the image of God He created him; male and female He created them (Gen. 1:26-27). Then, God used Words to bless the first couple by telling them: Be fruitful and multiply, and fill the earth, and subdue it; and rule over the fish of the sea and over the birds of the sky and over every living thing that moves on the earth. Listen to me... WORDS MATTER. Three chapters later, after God used His words to speak beauty and life into existence out of nothing, we are introduced to a serpent. In an effort to tempt Eve to sin against God, he got her to doubt the words of God spoken to Adam: But the Lord God warned him, You may freely eat the fruit of every tree in the gardenexcept the tree of the knowledge of good and evil. If you eat its fruit, you are sure to die (Gen 2:16-17; NLT). Listen carefully to what the serpent said to Eve and her husband: Did God really say...? and then proceeded to get Eve to doubt the word of God and His goodness towards her (see Gen. 3:1-5). Not only does God value His words, but He is concerned about the words of people too. Jesus even said, I tell you that for every careless word that people speak, they will give an account of it on the day of judgement. For by your words you will be justified, and by your words you will be condemned (Matt. 12:36-37). Our Words Matter Concerning What We Say About God Chapter 3 begins with these sobering words: Do not become teachers in large numbers, my brothers, since you know that we who are teachers will incur a stricter judgment. Here is how the ESV translates this verse: Not many of you should become teachers..., which is the way most of the major English translations translate this verse. What is the point? The point is that what we say about God is serious and God takes what we say about Him seriously. James is warning us not to take on the mantle of teacher in the Church recklessly, for those who speak on Gods behalf will be held to a stricter judgment. Many rightfully apply this verse to the serious call of pastors who are entrusted with preaching the word of God such as myself. The passage Dr. Ed Hardesty selected to deliver at my ordination charge was from 2 Timothy 4:1-2, I solemnly exhort you in the presence of God and of Christ Jesus, who is to judge the living and the dead, and by His appearing and His kingdom: preach the word; be ready in season and out of season; correct, rebuke, and exhort, with great patience and instruction. In 2 Timothy 2:15, Paul instructed a young pastor and son in the faith with these words: Be diligent to present yourself approved to God as a worker who does not need to be ashamed, accurately handling the word of truth. The Bible reserves some of the harshest words for those who use the word of God to lead others from the truth of His word. In the Old Testament, we are told that if anyone claiming to be a prophet speaks claiming to speak on Gods behalf prophetically that God did not command him to speak, was to be put to death (See Deut. 18:20-22). Similar language is used in 2 Peter regarding false prophets who claim to speak for God when they do not: But false prophets also appeared among the people, just as there will also be false teachers among you, who will secretly introduce destructive heresies, even denying the Master who bought them, bringing swift destruction upon themselves. Many will follow their indecent behavior, and because of them the way of the truth will be maligned; and in their greed they will exploit you with false words; their judgment from long ago is not idle, and their destruction is not asleep. (2 Pet. 2:1-3) There is a stricter judgment that is coming upon those who teach and claim to speak on behalf of God. It doesnt matter what people think or what they want, the mandate is the same: Preach the word. Not just sometimes, not just when it is convenient, not even when you feel ready. Those who have been called to equip the church are to, preach the word and to, be ready in season and out of season; correct, rebuke, and exhort, with great patience and instruction. Why? Because the authority is not with the one preaching, but the word he has been called to preach! This is why, in my opinion, whatever church you find yourself in, ought to be a church where the regular diet of preaching is expository instead of topical preaching. Permit me to give you three reasons why: Topical preaching is the kind of preaching where the one preaching chooses a subject and builds a sermon around that subject with verses he believes to support that subject. Expository preaching is the kind of preaching where the one preaching choses a scripture passage and builds a sermon around that particular passage, so that the point of the scripture passage becomes the point of the sermon. The difference between topical and expository preaching is that with topical preaching, the one preaching determines the point of the sermon; with expository preaching, the scripture passage determines the point of the sermon. The one who regularly preaches topical sermons will never preach more than what he already knows. The one who regularly preaches expository sermons will have to study a particular passage to understand it in order to preach/teach it, forcing the one preaching to grow beyond what he already knows. Mark Dever, in his book, Nine Marks of a Healthy Church, wrote the following helpful observation regarding the strengths of expository preaching: In being committed to preach a passage of Scripture in context, expositionallythat is, taking as the point of the message the point of the passagewe should hear from God things that we didnt intend to hear when we set out to study the passage.... And from your repentance and conversion to the latest thing the Holy Spirit has been teaching you, isnt that what it means to be a Christian? Dont you again and again find God challenging you and convicting you of some things you would never have thought about a year ago, as he brings to unearth the truth of your heart and the truth of his Word? What Dever says next, is so insightful: To charge someone with the spiritual oversight of a church who doesnt in practice show a commitment to hear and to teach Gods word is to hamper the growth of the church, in essence allowing it to grow only to the level of the pastor. The church will slowly be conformed to the pastors mind rather than to Gods mind. And what we want, what as Christians we crave, are Gods words. We want to hear and know in our souls what he has said.[1] James 3:1 is to warn those who wish to or do teach, to do so faithfully to the word of God because this is the best way to serve His people and to protect the church from the wolves who would seek to harm Gods people. However, that warning is not only for pastors and teachers and we know this because of the following verses. Our Words Matter Concerning What We Say to Others James 3:1 is not just for pastors, but for anyone who claims to speak on behalf of God. Think about what we know; the heart of Jesus great commission includes the responsibility every Christian has for teaching: Go, therefore, and make disciples of all the nations... teaching them to follow all that I commanded you; and behold, I am with you always, to the end of the age (Matt. 28:19-20). The apostle Peter wrote in epistle, ...always being ready to make a defense to everyone who asks you to give an account for the hope that is in you, but with gentleness and respect (1 Pet. 3:15). And what is it that we are to be ready to testify with words? In the words of the apostle Paul: We proclaim Him, admonishing every person and teaching every person with all wisdom... (Col 1:28). Christ has gifted His church with pastors, teachers, and evangelists to help His people to speak what they have been called to say with clarity and in accordance with what God has actually said (see Eph. 4:11-13). And when we get it wrong, Christ also called men who are able to teach the word of God, to serve as elders whose responsibility includes: holding firmly the faithful word which is in accordance with the teaching, so that he will be able both to exhort in sound doctrine and to refute those who contradict it (Titus 1:9). What we say about God matters, and for those like myself, who have been entrusted with teaching the word of God, we will be held to account for the words we have spoken in His name, so we dare not be reckless with our words. But it is not just what we say about God that matters to Him, it is also what we say to others in general that matters to God. What we say can do so much good for our neighbors, but our words can bring so much harm as well. Verses 2-12 is for all who have been redeemed by Jesus and therefore born again. James continues in verse 2, For we all stumble in many ways. If anyone does not stumble in what he says, he is a perfect man, able to rein in the whole body as well. It is true that if you are a Christian that you have been born again, however, that does not mean we still do not have a nature that gravitates towards sin. Perfection is coming for the Christian, but not until after death or a resurrection when our sin nature is finally and categorically put to death. It is true that when you placed your faith and trust in Jesus Christ as savior and Lord over your life, you were born again.When you were born again, you received what was promised in Ezekiel 36:26, in that God, gave you a new heart and put a new spirit within you... and replaced your heart of stone with a spiritual heart of fleshyou received a new nature. However, we still must contend with that part of us that is tethered to our old nature of sin. We still stumble in many ways and because we do, we still say stupid stuff! We can still use our tongues to speak great harm. What Jesus said about the heart is still true of the Christian: The good person out of the good treasure of his heart brings forth what is good; and the evil person out of the evil treasure brings forth what is evil; for his mouth speaks from that which fills his heart (Luke 6:45). James gives us three illustrations that convey just how powerful the tongue is and why we must exercise great caution over what comes out of our mouths: The tongue is like the bit in a horses mouth. A bit weights about 2 pounds while the average weight of a horse is about 1000 pounds. A bit is used to communicate with the horse, but if used by an unskilled and undisciplined rider, a bit can become the source of stress and anxiety for the horse. An unskilled rider can use the horses bit to injure the horse. An unskilled rider can use the horses bit to cause the horse to become confused. An unskilled rider can use that little 2-pound bit to harm his 1,000-pound horse. The tongue is like the rudder on a large ship. A rudder controls the direction of a ship, it is used to avoid harmful obstacles, it contributes to fuel efficiency by minimizing drag and optimizing water flow, a rudder helps provide stability, and it is critical for the captain of the ship to maintain the right course. However, without a skilled captain maintaining control of the rudder, it can be catastrophic to the rest of the ship. The tongue is like a fire. Instead of using oxygen for life, fire consumes oxygen as fuel. In enclosed spaces, a fire depletes the available oxygen so that it can continue to kill and destroy. The effects of a fire are also harmful, for it irritates the respiratory system, it can exacerbate heart conditions, and it can even cause certain cancers over time. Think about the damage a persons tongue can cause. James points out that we are able to tame wild animals, but no one among mankind can tame the tongue; it is a restless evil, full of deadly poison (vv. 7-8). The reason why we cannot tame the tongue is because our problems are deeper than what comes out of our mouths. The irony is that there is good that can come out of our mouths, but we will spend a lifetime needing to keep what comes out of our mouths in check.We can train and tame veracious and giant creatures, but not our tongues! James continues: With it we bless our Lord and Father, and with it we curse people, who have been made in the likeness of God; from the same mouth come both blessing and cursing (vv. 9-10a). How can we sing songs of worship about our great and awesome God and at the same time use destructive words against another person who is made in the image of the God we claim to love? In reaction to this, James concludes: My brothers and sisters, these things should not be this way (v. 10b). So what do we do? How do we address the problem within for those of us who have been born again? How can we make sure our words are life-giving instead of destructive? How can we have the fruit of our words flow out of our new heart instead of our old nature? Well the good news is that as a Christian, you have been sealed and are empowered by the Holy Spirit to live and speak in a way that is pleasing to the God who redeemed you (Eph. 1:13-14; Acts 1:8). Permit me to leave you with five things to remember and practice that will help : Remember that you are now a child of God. As a child of God, you have been sealed by His Holy Spirit and empowered to life, His way over your ways; you have been given power through the Holy Spirit to live the life God has called you into (Eph. 1:3-14; Acts 1:8). Saturate your heart with Gods word. You cannot know how to live for God if you do not know what God has said about living for Him. We are told, Walk by the Spirit, and you will not carry out the desire of the flesh (Gal 5:16). Whatever you are putting into your mind, you are filling your heart with, and whatever you are filling your heart with, will come out through your speech. So, read your Bible. Listen to songs about the things that please God. Consume more of what lines up with the things of God than what dishonors Him. Be quick to listen and slow to speak. You will be less reckless with your words, if you carefully consider your words before you say them (Jas. 1:19) Ask God to guide your speech by asking Him to give you wisdom in what you say (Jas. 1:5-8). When you honestly seek God for wisdom to guide your speech, besides the fact that God honors such prayers, your prayer alone will give you the kind of awareness that assists in being less reckless with your words. Remember the image of God. Remember that you bear the image of the living God not to make much of yourself, but much of God. Be mindful that regardless of a persons performance, that person was carefully created by God to bear the image of God too, so do not curse those who were created in the image of God. [1] Mark Dever, Nine Marks of a Healthy Church (Weaton, IL: Crossway; 2021), 47.

 Yappiana takes to the mic solo again to talk about The Valley. ► Merch |   ► Instagram |   ► Follow Kaya |   ► Follow Aaron |   ► Twitter |  A Hurrdat Media Production. Hurrdat Media is a digital media and commercial video production company based in Omaha, NE. Find more podcasts on the Hurrdat Media Network and learn more about our other services today on HurrdatMedia.com. Check out other shows on the Hurrdat Media Network: https://hurrdatmedia.com/network/ Learn more about your ad choices. Visit megaphone.fm/adchoices

This Day in Legal History: Starve or SellOn August 15, 1876, the United States Congress passed a coercive measure aimed at forcing the Sioux Nation to relinquish their sacred lands in the Black Hills of present-day South Dakota. Known informally as the "starve or sell" bill, the legislation declared that no further federal appropriations would be made for the Sioux's food or supplies unless they ceded the Black Hills to the U.S. government. This came just two months after the Lakota and Northern Cheyenne had defeated General George Custer at the Battle of the Little Bighorn, a major blow to U.S. military prestige.The Black Hills had been guaranteed to the Sioux in the 1868 Treaty of Fort Laramie, which recognized their sovereignty over the area. But when gold was discovered there in 1874 during Custer's expedition, settlers and miners flooded the region, violating the treaty. Rather than remove the intruders, the federal government shifted blame and sought to pressure the Sioux into surrendering the land.The 1876 bill effectively weaponized hunger by conditioning life-sustaining aid on land cession. This tactic ignored treaty obligations and relied on exploiting the Sioux's vulnerability after a harsh winter and military setbacks. Despite resistance from many tribal leaders, the U.S. government eventually secured signatures under extreme duress. In 1980, the U.S. Supreme Court in United States v. Sioux Nation of Indians ruled that the Black Hills were taken illegally and ordered compensation—money the Sioux have famously refused, insisting instead on the return of the land.Russian state-sponsored hackers infiltrated the U.S. federal court system and secretly accessed sealed records for years by exploiting stolen user credentials and a vulnerability in an outdated server. The breach, which remained undisclosed until recently, involved the deliberate targeting of sealed documents tied to sensitive matters like espionage, fraud, money laundering, and foreign agents. These records, normally protected by court order, often include details about confidential informants and active investigations. Investigators believe the hackers were backed by the Russian government, though they haven't been officially named in public disclosures.The Department of Justice has confirmed that “special measures” are now being taken to protect individuals potentially exposed in the breach. Acting Assistant Attorney General Matt Galeotti said that while technical and procedural safeguards are being implemented broadly, the DOJ is focusing particular attention on cases where sensitive information may have been compromised. He did not provide specifics but acknowledged that the situation demands urgent and tailored responses. Judges across the country were reportedly alerted in mid-July that at least eight federal court districts had been affected.This breach follows an earlier major compromise in 2020, also attributed to Russian actors, involving malicious code distributed through SolarWinds software. In response to both incidents, the judiciary has ramped up its cybersecurity efforts, including implementing multifactor authentication and revising policies on how sealed documents are handled. Some courts now require such documents to be filed only in hard copy. However, officials and experts alike have criticized Congress for underfunding judicial cybersecurity infrastructure, leaving it vulnerable to increasingly sophisticated attacks.The situation raises ongoing concerns about the security of national security cases and the exposure of individuals whose cooperation with law enforcement was meant to remain confidential. Lawmakers have requested classified briefings, and President Trump, who is set to meet with Russian President Vladimir Putin, acknowledged the breach but downplayed its significance.Russian Hackers Lurked in US Courts for Years, Took Sealed FilesUS taking 'special measures' to protect people possibly exposed in court records hack | ReutersA federal trial in California is testing the legal boundaries of the U.S. military's role in domestic affairs, focusing on President Donald Trump's deployment of troops to Los Angeles during protests in June. California Governor Gavin Newsom sued Trump, arguing the deployment of 700 Marines and 4,000 National Guard troops violated the Posse Comitatus Act, an 1878 law that prohibits the military from engaging in civilian law enforcement. Testimony revealed that troops, including armed units and combat vehicles, were involved in activities like detaining individuals and supporting immigration raids—actions critics argue cross into law enforcement.The Justice Department defended Trump's actions, asserting that the Constitution permits the president to deploy troops to protect federal property and personnel. They also claimed California lacks the standing to challenge the deployment in civil court, since Posse Comitatus is a criminal statute that can only be enforced through prosecution. U.S. District Judge Charles Breyer expressed concern about the lack of clear limits on presidential authority in such matters and questioned whether the logic behind the Justice Department's arguments would allow indefinite military involvement in domestic policing.Military officials testified that decisions in the field—such as setting up perimeters or detaining people—were made under broad interpretations of what constitutes protecting federal interests. The case took on added urgency when, on the trial's final day, Trump ordered 800 more National Guard troops to patrol Washington, D.C., citing high crime rates, despite statistical declines. The Justice Department has also invoked the president's immunity for official acts under a 2024 Supreme Court ruling, further complicating California's legal path.Trial shows fragility of limits on US military's domestic role | ReutersThe U.S. legal sector added jobs for the fifth consecutive month in July, nearing its all-time high of 1.2 million positions set in December 2023, according to preliminary Bureau of Labor Statistics (BLS) data. While this signals positive momentum, long-term growth remains modest; employment is only 1.7% higher than its May 2007 peak, showing how the 2008 financial crisis and the pandemic stalled progress. Big law firms, however, have seen major gains: between 1999 and 2021, the top 200 firms nearly doubled their lawyer headcount and saw revenues grow by 172%.Still, the wider legal job market—including paralegals and administrative staff—hasn't kept pace. Technological efficiencies and AI have reduced reliance on support staff, and the lawyer-to-staff ratio has declined steadily. Some general counsels are now using AI tools instead of outside firms for tasks like summarizing cases and compiling data, suggesting further disruption is on the horizon. Meanwhile, superstar lawyers at elite firms now earn upward of $10 million a year, driven by rising billing rates and high-demand corporate work.Broader U.S. job growth lagged in July, with the BLS issuing significant downward revisions for previous months. President Trump responded by firing BLS Commissioner Erika McEntarfer, accusing her without evidence of data manipulation. On the law firm side, Boies Schiller is handling high-profile litigation over Florida's immigration policies, with rates topping $875 an hour for partners. Separately, Eversheds Sutherland reported a 10% jump in global revenue, citing strong performance in its U.S. offices and a new Silicon Valley branch.US legal jobs are rising again, but gains are mixed | ReutersThe U.S. Supreme Court has declined to temporarily block a Mississippi law requiring social media platforms to verify users' ages and obtain parental consent for minors, while a legal challenge from tech industry group NetChoice moves through the courts. NetChoice, whose members include Meta, YouTube, and Snapchat, argues the law violates the First Amendment's free speech protections. Although Justice Brett Kavanaugh acknowledged the law is likely unconstitutional, he stated that NetChoice hadn't met the high standard necessary to halt enforcement at this early stage.The Mississippi law, passed unanimously by the state legislature, requires platforms to make “commercially reasonable” efforts to verify age and secure “express consent” from a parent or guardian before allowing minors to create accounts. The state can impose both civil and criminal penalties for violations. NetChoice initially won limited relief in lower court rulings, with a federal judge pausing enforcement against some of its members, but the Fifth Circuit Court of Appeals reversed that pause without explanation.Mississippi officials welcomed the Supreme Court's decision to allow the law to remain in effect for now, calling it a chance for “thoughtful consideration” of the legal issues. Meanwhile, NetChoice sees the order as a procedural setback but remains confident about the eventual outcome, citing Kavanaugh's statement. The case marks the first time the Supreme Court has been asked to weigh in on a state social media age-check law. Similar laws in seven other states have already been blocked by courts. Tech companies, facing increasing scrutiny over their platforms' impact on minors, insist they already provide parental controls and moderation tools.US Supreme Court declines for now to block Mississippi social media age-check law | ReutersThis week's closing theme is by Samuel Coleridge-Taylor.On this day in 1875, Samuel Coleridge-Taylor was born in London to an English mother and a Sierra Leonean father. A composer of striking originality and lyricism, Coleridge-Taylor rose to prominence in the late 19th and early 20th centuries, earning acclaim on both sides of the Atlantic. Often dubbed the “African Mahler” by American press during his tours of the U.S., he became a symbol of Black excellence in classical music at a time when such recognition was rare. He studied at the Royal College of Music under Charles Villiers Stanford, and by his early twenties, had already composed his most famous work, Hiawatha's Wedding Feast, which became a staple of British choral repertoire.Coleridge-Taylor's music blended Romanticism with rhythmic vitality, often inflected with the spirituals and folk influences he encountered during his visits to the United States. He was deeply inspired by African-American musical traditions and maintained a lifelong interest in promoting racial equality through the arts. His catalogue includes choral works, chamber music, orchestral pieces, and songs—each marked by melodic richness and emotional depth.This week, we close with the fifth and final movement of his 5 Fantasiestücke, Op. 5—titled "Dance." Composed when he was just 18, the piece captures the youthful exuberance and technical elegance that would characterize his career. Lively, rhythmically playful, and tinged with charm, “Dance” is a fitting celebration of Coleridge-Taylor's enduring legacy and a reminder of the brilliance he achieved in his all-too-brief life.Without further ado, Samuel Coleridge Taylor's 5 Fantasiestücke, Op. 5 – enjoy! This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.minimumcomp.com/subscribe

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Horse racing was the most popular sport in early America, drawing massive crowds and fueling a cultural obsession with horses’ speed and pedigree. In the early 1800s, every town in America with a few thousand people had a horse racing track, with major cities drawing crowds of up to 50,000. In the midst of this was Alexander Keene Richards (1827–1881), one of the nineteenth century’s most significant Thoroughbred importers and breeders. Richards was like automotive designer Carroll Shelby, Matt Damon’s character in Ford v. Ferrari, who revolutionized the sport by blending innovation with a relentless drive to perfect the breeding and training of Thoroughbreds. Today’s guest is Gary Odell, author of Reinventing the American Thoroughbred: The Arabian Adventures of Alexander Keene Richards. We explore how Richards traveled thousands of miles on expeditions into the heart of the Syrian desert to obtain Arabian stock of the purest blood. He became the first American to venture into the desert to bargain directly with nomadic tribesmen for their horses. The Civil War interrupted Richards’s equine breeding experiment. After the war, he was bankrupt and spent the rest of his life attempting to rebuild his Thoroughbred facility. But Richards’ willingness to look globally for solutions—traveling to the Middle East for superior bloodlines—parallels today’s international talent scouting and cross-cultural exchanges in sports, fostering a legacy of globalized athletic improvement that shapes how American sports, from horse racing to other disciplines, prioritize scientific innovation and cultural adaptability.See omnystudio.com/listener for privacy information.

Jessica Zwaan, COO at Whereby, joined us again on The Modern People Leader for a deep dive into Employee Lifetime Value (ELTV). We explored how HR leaders can adapt marketing-style metrics like LTV to CAC for talent, the different ways to calculate it, and how the process itself can reshape how People teams think about value, cost, and impact.---- Sponsor Links:

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Similar markets, extraordinarily different methods/results. Hear award-winning columnist Dejan Kovacevic's Daily Shots of Steelers, Penguins and Pirates -- three separate podcasts -- every weekday morning on the DK Pittsburgh Sports podcasting network, available on all platforms: https://linktr.ee/dkpghsports Learn more about your ad choices. Visit megaphone.fm/adchoices

This week we talk about tech bubbles, building moats, and infrastructure investment.We also discuss capital expenditure, data centers, and employee compensation.Recommended Book: The Art of Gathering by Priya ParkerTranscriptMany technology booms have early periods in which innovators have a first-mover advantage, and a lot of what happens in their industry is informed by the decisions those innovators make.After that—depending on the technology, but this is common enough to be considered a trend—after that there tends to be a period of build-out and consolidation amongst the people and business entities that survived that initial, innovation-focused throw-down.In the context of personal computers, this moment saw computer-makers like Microsoft and Apple scramble to pivot from figuring out what an operating system should look like and whether or not to use mice to navigate user interfaces, to a period in which they were rushing to scale-up the manufacture of now-essential, but previously comparably rare components: suitable screens for their monitors, chips that could power their increasingly graphical machines, and the magnetic materials necessary to produce floppy disks and spindle-based hard drives.There's an initial period in which new ideas and approaches provide these entities with a moat that protects them against competition, in other words, but then the game they're playing changes, the rules are more fully understood and to some degree locked into place and agreed upon, and instead of competing for the biggest, most brazen new ideas, they lock onto one set of ideas that seemed to be the best of what's available at that moment and build on those, iterating them at a regular cadence, but focusing especially on scaling them.So at this second stage, they're investing in the ability to out-produce their competition in some way, so they can eventually bypass that competition and (they hope) safely increase their prices and make a profit, as opposed to just larger and larger revenues with equal or greater expenses, continuing to be reliant on investor injections of capital, rather than generating their own surplus returns.By many analysts' and insiders' estimates, we've just entered that second stage in the generative AI industry. That's the sort of AI that generates text and images and code and such, and it's increasingly becoming a sort of commodity, rather than a new, hot things that few companies can offer the market.What I'd like to talk about today are the increasingly massive financial figures associated with this industry's shift to that second stage of development, and why some of those insiders and analysts are voicing fresh concerns that this could all lead to a bubble, and possibly an historically large one.—There are many ways we could measure the growth of the AI industry over the years.The US market size, for instance, which is a measure of the value of AI-oriented companies based on how much shares of their company cost or would cost on the open market, has ballooned from just over $100 billion in 2022 to an estimated $174 billion in 2025. That figure is expected to grow at a not quite 20% compound annual growth rate through 2034, which, if accurate, would put this market, in the US alone, at more than $850 billion.Another metric we might use is that of capital expenditure, or capex, in this corner of the tech industry, which refers to the amount of money AI companies are using to buy, upgrade, or maintain their long-term assets, like new computer chips or the data centers they fill with those chips.The seven most valuable US tech companies—Meta, Alphabet, Microsoft, Amazon, Apple, NVIDIA, and Broadcom (that last spot formerly held by Tesla, which was dropped from this designation in late-2024)—just those seven companies have spent $102.5 billion on capex this last financial quarter (and most of that was from just four of them, Meta, Alphabet, Microsoft, and Amazon, the remainder only spending something like $6.7 billion).That's a staggering amount of money, and due to a recent drop in consumer demand—the money individual US citizens spend on things like food and clothes and smartphones and cars and all the other things people buy—AI-related capex, spending by these massive US tech companies, has added more to GDP growth than consumer spending for the past two quarters.All the things all the people in the US bought over the past two quarters did not cost as much, in aggregate, as what these companies spent during the same period, on new and existing assets. That's pretty wild.And it's the consequence, partly, of the shift in these companies' focus from providing goods and services that relied heavily on people—salary and stock compensation, basically, which is not a capex expense, because its spent on employees, not stuff—to spending heavily on all that infrastructure that they believe will be required to help them compete with those other companies that are also frantically investing in the same.Whomever can built the biggest, baddest, most reliable and powerful data centers, and can get the AI-optimized chips to fill them, will have an advantage over their opponents in the new, developing tech world paradigm, it's thought, so they're pumping gobs of resources into exactly those sorts of assets, hoping to get ahead, build an insurmountable advantage, and put their competition out of business—or failing that, to establish themselves as the AI Coca-Cola, versus their opposition's AI Mr. Pip.Similar dynamics are playing out elsewhere, especially in China, where the market could reach a value approximating today's US AI market in 3-5 years, and several times that, up to $1.4 trillion, by 2030—though like all of these figures, it depends on how we choose to measure these sorts of things, including what counts as an AI company, and in China, several of their major AI players are heavily involved in automation, robotics, which itself is expected to be a $5 trillion industry in that country by 2050.Europe's market is comparably smaller, as is its overall tech industry, but the AI market is now just shy of 15% of its total tech sector, up from 12% in 2022, and AI startups are attracting about a quarter of all VC funding in the bloc right now—so they're starting from a less spendy start, but like pretty much everywhere the necessary knowledge and manufacturing base exists at the moment, the European AI market is growing a lot faster than anyone would have expected even just five years ago.And there are real-deal innovations coming out of this tech; these investments are flooding into AI companies because these technologies, this version of them, the generative AI stuff, has completely rewired the programming world, AI bots and agents helping coders achieve a lot more, faster, and non-coders make things they wouldn't have been able to build lacking these tools, imperfect as many of those tools are, under the hood.We're also seeing an explosion of other sorts of generated content, and the injection of these tools that make such content into Hollywood studios and consulting firms and government agencies, and everything in between, is causing equal parts panic and excitement, depending on whether you're one of the people who feels like they might be laid off soon, replaced by software, or if you're someone who profits from all those layoffs, and the payments from the companies that hope to save money by conducting them, replacing their comparably expensive employees with cheaper AI tools.Things have gotten so wild that Meta's CEO Mark Zuckerberg has started offering compensation packages ranging from $200 million to more than a billion dollars to top AI talent. Meta's AI spending is already massive, and could hit $72 billion this year, but the company has said it could hit $100 billion in 2026, while Microsoft's leadership suggested their 2025 spending of $30 billion could balloon to $120 billion in 2026.OpenAI recently offered their employees large bonuses, in the hundreds of thousands to millions of dollars range, to counter those sorts of overtures from the likes of Meta, but there's a lot of money flying around from all direction right now, much of it aimed at more AI infrastructure, or the relatively few people on the planet who understand this tech well enough to make a competitive difference in this industry.That's…a lot of money. There's just so much spending happening, so many resources sloshing around in this one space right now, and all this investment is predicated on the idea that AI will change everything, we're stepping into a new paradigm, and those who control the AI, will basically own the next game. So they're all trying to set things up so they win the next game, or at least have the best hand possible when it arrives.There have been increasingly loud arguments, made by long-time generative AI critics, but also, more recently, ardent AI boosters, that we might be running up against a wall of what these things can do for us; this version of the AI concept, at least.And these arguments got louder with OpenAI's release of their long-teased GPT-5 model, which some expected to be true AGI, human-grade, flexible, omni-capable intelligence, while others thought it might be a mono-focused superintelligence of some kind: the perfect coder, the perfect image generator, something like that.What users got was not that. It seems to be better at some things, still not great at others.This was an incredibly expensive model to produce—the training costs alone are estimated to be something like a half-billion dollars, and that's just a portion of the total costs of creating this sort of model—and what OpenAI served up, instead of something groundbreaking, was a slightly better, though in some ways seemingly the same or worse version of what everyone's been playing with for years, now.There's room for disagreement on this, as while there are some more objective tests for measuring models' capabilities, a lot of it is circumstantial, and depends, among other things, on what you're trying to do, how the systems are prompted, and so on.There's also something to be said for cost-reductions and other sorts of benefits of new models, beyond raw power and capability.But this thud of a launch for what was supposed to be a sea-changing system has led to the ringing of some alarm bells, industry watchers wondering if we might be careening toward a bubble, at a moment in which, again, this segment of the tech industry is contributing more to the US's GDP than all of consumer spending, combined.A bubble, to be clear, wouldn't mean the collapse of the US economy, or even these companies, necessarily. It would mean a lot of AI entities going under, a lot of invested money lost, and a lot of people who suddenly don't have jobs.Almost always there are a few players in these bubbly spaces that make it to the other side, though—eBay, for instance, survived the dotcom bubble intact, as did Amazon, PayPal, and Adobe, among many others.But the grand shakeout, the sifting for those that could survive a mammoth downturn, and the destruction of the rest, that's a tough moment for those directly connected to the bubble-popping industry, and those adjacent to it: the folks who feed the employees who are now laid off, the suppliers of the light switches that go in all the data centers, etc.There are ripple effects to this sort of bubble pop moment, then, and though such sifting might be long-term beneficial, because it maybe weeds out some of the dead-weight and makes things more efficient in that space five or ten years in the future, that won't help the folks who lose a lot of money when the industry shrinks, including those who have their money at banks that made bad bets, or insurance companies that did the same, with their customers resources.Everything's great for everyone when these sorts of high-risk, high-reward bets are paying out, but when the golden goose of huge anticipated future profits disappears, that shakeout leaves a lot of entities and people with emptier pockets.None of which suggests this is going to happen; there's a chance that we continue to see better and better models using the current, generative AI technology, or that some of these companies successfully pivot to another AI approach that bears better, next-step fruit, and things just keep getting more and more powerful and less and less expensive for everyone; that could theoretically lead to some pretty cool, broadly beneficial things.This sort of risk is lurking in the background of everything that's happening, though, and while upbeat marketing messages and predictions about how cool it will all be when the next-step tools arrive can keep things going for a while, even lacking major milestones that can be pointed at to justify those claims, at some point we'll probably need to see something really, truly different and novel, or the bottom could fall out, leaving those who were more careful tip-toeing into this collection of technologies looking less like they're being left behind, and more like they took smart precautions and made safe, reliable investments.Show Noteshttps://www.precedenceresearch.com/us-artificial-intelligence-markethttps://www.statista.com/outlook/tmo/artificial-intelligence/united-stateshttps://techcrunch.com/2024/12/23/ai-startups-attracted-25-of-europes-vc-funding/https://archive.is/20250809000924/https://www.theverge.com/command-line-newsletter/756561/openai-employees-bonus-sam-altman-ai-talent-warshttps://paulkedrosky.com/honey-ai-capex-ate-the-economy/https://www.wsj.com/tech/ai/silicon-valley-ai-infrastructure-capex-cffe0431https://archive.is/20250809000924/https://www.theverge.com/command-line-newsletter/756561/openai-employees-bonus-sam-altman-ai-talent-warshttps://archive.is/20250808224658/https://www.bloomberg.com/news/articles/2025-08-07/tesla-disbands-dojo-supercomputer-team-in-blow-to-ai-efforthttps://fortune.com/2025/08/04/billionaire-anthropic-ceo-dario-amodei-ai-staffers-poaching-meta-mark-zuckerberg-100k-six-figure-salaries-openai-sam-altman/https://www.bbc.com/news/articles/c1e02vx55wpohttps://www.nytimes.com/2025/07/31/business/dealbook/meta-microsoft-ai-spending-shares.htmlhttps://www.techrepublic.com/article/news-meta-billion-dollars-ai-poaching-failed/ This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit letsknowthings.substack.com/subscribe

The Culture is Iain M. Banks' sci fi masterpiece - a futuristic society where benevolent AI minds provide humans whatever life they choose. Across the nine books you explore the Culture through their interactions, conflicts, and meddling with other space-faring civilizations. When the series is at its best it's full of action and adventure, and once the dust settles you're left with some extremely interesting ideas about what it means to be happy and have agency in a utopian society.Join the Hugonauts book club on discordOr you can watch the episode on YouTube if you prefer videoAs always, no spoilers until the end when we get into the full plot explanation and discussion. Similar books we recommend: House of Suns by Alastair ReynoldsThe Salvation Sequence by Peter F. HamiltonFire Upon the Deep by Vernor Vinge This episode is sponsored by Moonrising by Claire Barner, published by Simon and Schuster and available here. If you want to jump around, here are the timestamps for the episode:  00:00 Intro 1:04 What is The Culture? 4:13 Which book should you read first? 12:21 Why do billionaires love this series so much? 14:44 Iain M. Banks tragic early death 17:23 References to the romantic poets 20:31 Similar books we recommend 22:56 SPOILERS SECTION - PLAYER OF GAMES 32:35 SPOILERS SECTION - USE OF WEAPONS 42:04 The Culture as nation builders

Last time we spoke about the atomic bombing of Nagasaki. In the summer of 1945, Japan faced its most devastating siege, characterized by an aerial campaign called "Starvation" that crippled its industrial capabilities. As resources dwindled and chaos reigned, the Allies intensified their firebombing efforts, targeting major cities. By July, Japan was on the brink of collapse, culminating in the atomic bombing of Hiroshima, where over 140,000 lives were altered or lost in a blinding flash. As the nation reeled from the destruction, the Japanese leadership was torn between surrender and continuing the fight. They faced not just the threat of American bombs, but also a Soviet invasion looming on the horizon. Days after Hiroshima, the atomic bomb "Fat Man" was dropped on Nagasaki on August 9, resulting in catastrophic casualties and extensive industrial losses. This attack further devastated an already weakened Japan, leaving the Emperor and his government grappling with the dire consequences. This episode is the Invasion of Manchuria Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.    August 9 stands as a catastrophic day in Japanese history. On this day, the nation faced the devastating impact of a second atomic bomb dropped on Nagasaki, along with the relentless Soviet invasion of Manchuria. Admiral Ivan Yumashev's Pacific Fleet moved to disrupt Japan's maritime communications in the Sea of Japan and provide support for offensive operations. At the same time, Soviet air forces targeted cities across Northeast Asia, striking both Manchuria and North Korea, as well as Japanese convoys in the Sea of Japan. General Twinning led a diversionary B-29 raid on Amagasaki, followed by a significant attack involving 108 aircraft on the rail yards at Marifu. In addition, Admiral Halsey's 3rd Fleet launched more strikes against airfields in northern Honshu and Hokkaido, where U.S. intelligence suspected a large Japanese air fleet and commando force was preparing for a desperate mission to Okinawa. Japanese paratroopers were gearing up for a new mission, codenamed Ken-go, but this time their target wasn't Okinawa. Similar to the earlier May 24 Raid on Yontan Airfield, Lieutenant General Sugawara Michio's Giretsu Kuteitai, also known as the “Heroic Paratroopers,” set their sights on the B-29 complex in the Mariana Islands for nighttime suicide raids. This operation marked the second planned assault on bases within the Mariana Islands, specifically aimed at destroying B-29 bombers. The plan involved deploying 60 transport aircraft to deliver 900 commandos during the nights of August 19 to 23. Around 300 personnel from Lieutenant Commander Daiji Yamaoka's 1st Kure Special Naval Landing Force initiated preparations at the end of June. Originally established for submarine-delivered raids on U.S.-held islands, these forces were now adapted to be flown in 30 Mitsubishi G4M 'Betty' twin-engine bombers, which had the necessary range for an unrefueled, one-way trip to the Marianas. The raid was initially scheduled for July 24. However, ten days earlier, U.S. carrier-based warplanes had attacked Misawa naval air base on Honshu Island, damaging or destroying many of the operation's bombers. Consequently, the raid was postponed to August 19, with the addition of 30 transport planes and 300 paratroopers from the army's 1st Raiding Regiment. Ultimately, however, on August 15, Japan surrendered, and Operation Ken-go was cancelled. Meanwhile, Admiral Shafroth's Bombardment Group unleashed heavy damage on the Kamaishi steel mill. The day after, to assist the Soviets, Halsey ordered additional airstrikes on northern Japanese airfields, causing extensive destruction. However, these were not isolated incidents; they were part of a sustained air-sea siege that had been intensifying for several months. The Allied blockade of Japan had severely impacted food imports, and industrial activity had nearly ground to a halt due to the ongoing blockade and bombings. By this point, six of Japan's ten largest cities had been completely destroyed, and over sixty smaller cities had been reduced to ashes from relentless incendiary raids. This scenario was a powerful manifestation of War Plan Orange in action. More critically, with the reality of Hiroshima's destruction echoing loudly, the Japanese government now grappled with the impending threat of complete annihilation, a grim reality they had never faced before in this war. Though they had recognized their defeat with the loss of Saipan and the initial Yawata raid, the stubborn resolve of the Japanese leadership had pushed them to prolong the conflict for an agonizing 14 months, clinging to the hope of a different outcome. Many now believed that peace was the only path to survival for the Japanese nation. As the crisis intensified, Prime Minister Suzuki and his cabinet engaged in heated discussions. He sought to persuade War Minister General Anami Korechika and Chief of the Army General Staff General Umezu Yoshijiro to accept the Potsdam Declaration on August 9. However, Suzuki and the militants could only agree that if there were any surrender, then it should ensure that the "national polity" or imperial family would continue in any postwar settlement. Anami and Umezu pushed for further, more favourable conditions. First, Japan would demobilize and disarm any IJA or IJN forces overseas. Second, Japanese courts would prosecute any war criminals. Third, after surrender the Allies would not occupy Japan. Chief of the Navy General Staff, Admiral Toyoda Soemu, agreed with Anami and Umezu. To break this deadlock, it became necessary to involve the Emperor directly. Around 2:00 AM on August 10, the cabinet convened with Emperor Hirohito, who ultimately agreed to accept the Potsdam Declaration and ordered an end to all military efforts, initiating the surrender process. Faced with no viable alternatives, all present reached a unanimous agreement. That morning, the Japanese government, through Swedish and Swiss intermediaries, sent an offer to accept the Potsdam Declaration, stipulating one condition: there would be no change to Japan's government structure, with Hirohito retaining his title as Emperor and sovereign ruler. Months afte the war Hirohito said this about his decision to surrender “The main motive behind my decision at that time was that if we . . . did not act, the Japanese race would perish and I would be unable to protect my loyal subjects [sekishi—literally, “children”]. Second, Kido agreed with me on the matter of defending the kokutai. If the enemy landed near Ise Bay, both Ise and Atsuta Shrines would immediately come under their control. There would be no time to transfer the sacred treasures [regalia] of the imperial family and no hope of protecting them. Under these circumstances, protection of the kokutai would be difficult. For these reasons, I thought at the time that I must make peace even at the sacrifice of myself.” Simultaneously, a new military campaign was underway, and several units of General Yamada's Kwantung Army were unexpectedly caught off-guard in Manchuria. In response, he implemented emergency measures and ordered commands to proceed with their plans for delaying operations. Upon learning of the Soviet declaration of war and the subsequent invasion led by Marshal Vasilevsky's Far East Command, Tokyo decided to place General Kozuki's 17th Area Army under the Kwantung Army. Furthermore, they instructed General Okamura Yasuji's China Expeditionary Army to transfer one army headquarters, along with six divisions and six brigades, to support this effort. As directed by Tokyo, the primary objective of the Kwantung Army was to defend Japanese territory in Korea. However, by the end of the first day of conflict, several border observation units had been completely destroyed while attempting to defend their positions. In the east, Lieutenant General Shimizu Noritsune's 5th Army, supported by the reinforced 128th Division, was confronting the main assault by Marshal Meretskov's 1st Far Eastern Front. To the south, Lieutenant General Murakami Keisaku's 3rd Army was engaged in defending against multiple penetrations along the border. In the northern sector, the 134th Division at Chiamussu was withdrawing towards Fangcheng, as planned, while flames engulfed Japanese houses in the city. General Uemura's 4th Army was preparing to face what they expected to be the main assault from General Purkayev's 2nd Far Eastern Front. Meanwhile, the 119th Division had already departed Hailar for Wunoerh, leaving only the 80th Independent Mixed Brigade behind. To the west, Lieutenant General Hongo Yoshio's 44th Army was confronting the formidable armored spearhead of Marshal Malinovsky's Transbaikal Front. Southwest of their position, the 108th Division was redeploying to the Chinhsien area. On August 10, the offensive led by Vasilevsky continued, as Colonel General Ivan Managarov's 53rd Army began crossing the border behind the now distant 6th Guards Tank Army. Recognizing that the 44th Army was not prepared to engage the overwhelming enemy armor in guerrilla warfare across the expansive terrain of western Manchuria, General Ushiroku made the independent decision to order Hongo to retreat to the Dairen-Hsinking line. This was where Lieutenant General Iida Shojiro's 30th Army was already establishing defensive positions. This decision contradicted Yamada's main strategy, which called for delaying the enemy advance at the borders.  Faced with what they deemed an illegal order, the Kwantung Army Headquarters convened an urgent staff conference. During this meeting, several opinions emerged: a sudden shift from established plans would likely create confusion; any attempt to counterattack after a withdrawal would likely fail if the enemy advanced quickly; and abandoning forward airfields prematurely would enable the enemy to advance unimpeded. To most participants, General Ushiroku's decision seemed to deliver a potentially fatal blow to the overall operational direction of the Kwantung Army Headquarters. However, since the 44th Army had already begun its withdrawal as ordered by General Ushiroku, Kwantung Army Headquarters was left with a fait accompli. Thus, they felt compelled to uphold the decision of the Third Area Army Commander, which was subsequently approved by General Yamada. Meanwhile, General Pliyev's cavalry-mechanized units advanced rapidly toward Kalgan and Dolonnor, reaching the foothills of the Grand Khingan Mountains. General Danilov's 17th Army also continued to encounter weak resistance, covering an additional 40 kilometers. General Lyudnikov's 39th Army bypassed the encircled 107th Division in the Halung-Arshaan and Wuchakou Fortified Regions. Here, the 5th Guards Rifle Corps moved toward Solun and Tepossi, while the 113th Rifle Corps advanced southeast toward Wangyemiao. The 94th Rifle Corps had to divert southward to support the 124th Rifle Division. In the east, General Luchinsky's 36th Army launched ongoing attacks against Hailar, with the 2nd Rifle Corps bypassing it to the east. Meanwhile, General Kravchenko's 6th Guards Tank Army reorganized its right-wing column and began crossing the Grand Khingan Mountains during the night, with both columns entering the central Manchurian plain by August 11. To the east, Meretskov continued his offensive. The 17th, 65th, and 72nd Rifle Corps of General Krylov's 5th Army advanced swiftly west and south, ultimately securing Machiacho, Laotsaiying, Suiyang, and Suifenho. This maneuver widened the zone of penetration to 75 kilometers and forced the 126th and 135th Divisions to withdraw their main forces to Yehho. In support, General Beloborodov's 1st Red Banner Army to the north broke through into open terrain, pushing rapidly westward to occupy parts of the cities of Pamientung and Lishuchen, along with their vital bridges across the Muleng River. Further south, General Chistyakov's 25th Army captured Tungning and successfully reduced its fortified region. Units in that area also secured Tumentzu, Hunchun, and Wuchiatzu. Lastly, General Zakhvatayev's 35th Army continued its operations far to the north. The 264th Rifle Division and the 109th Fortified Region seized Hutou and initiated a movement west along the railroad toward Hulin, while the 363rd and 66th Rifle Divisions pressed on with their advance northwestward. In northern Manchuria, General Purkayev continued his main assault, with General Mamonov's 15th Army reconnoitering key enemy strongholds south of the Amur River. After successfully crossing the river, the 34th Rifle Division and the 203rd Tank Brigade occupied Lopei and advanced through Fenghsiang to bypass the Hsingshanchen Fortified Region, leaving a force behind to reduce it. Meanwhile, the 361st Rifle Division captured Tungchiang, and the 388th Rifle Division secured Chienchingkou, preparing for an advance toward Fuchin. In support of these operations, General Pashkov's 5th Rifle Corps cleared Japanese forces from the Jaoho Fortified Region, while General Teryokhin's 2nd Red Banner Army was preparing to launch its offensive the following morning. On August 11, forward units landed at Heiho, Aihun, and Holomoching under the cover of artillery fire, quickly establishing a beachhead as additional forces crossed the Amur. However, due to a lack of crossing equipment, it took five days to transport all units across the river. Consequently, Teryokhin had to commit his forces piecemeal against the 123rd Division and the 135th Independent Mixed Brigade. This was not the only new offensive operation initiated by Purkayev on this day. A new target had emerged: South Sakhalin, known as Karafuto to the Japanese. As per Vasilevsky's plans, Major-General Leonty Cheremisov's 16th Army was deployed on North Sakhalin and along the mainland coast of the Tatar Strait, stretching from Sovetskaya Gavan to Nikolaevsk-on-Amur. If the invasion of Manchuria continued to progress favorably, this force was set to attack the Japanese-controlled portion of the island alongside the Northern Pacific Flotilla, commanded by Vice-Admiral Vladimir Andreyev, which was prepared to conduct amphibious operations against Esutoru and Maoka on the island's west coast. Opposing the Soviet forces, General Higuchi of the 5th Area Army positioned Lieutenant General Mineki Toichiro's 88th Division in the southern part of South Sakhalin, with only the 125th Regiment stationed to the north. Sakhalin shared many characteristics with several of the Manchukuoan border areas, presenting challenging terrain for mechanized warfare. The only viable invasion route south from the border at the 50th Parallel followed the Poronay River, located more or less in the center of the island. This river flows southward, flanked to the east and west by forested mountain ranges, as well as countless swamps and bogs. Both sides recognized the strategic importance of this potential invasion route and constructed extensive fortification networks. The Japanese fortifications were collectively known as the Koton, or Haramitog, fortified region. These defenses were built in three interlinked layers, with their western flanks anchored in the mountain range and eastern flanks in the wooded, swampy river valley. The permanent defenses spanned approximately 12 kilometers in frontage and extended up to 30 kilometers in depth, containing over 350 bunkers, pillboxes, artillery positions, and similar fortifications. These were protected by an elaborate network of infantry trenches, anti-tank ditches, minefields, and barbed wire. The heavy forest and brush made it challenging to locate these defenses. While enough vegetation had been cleared to allow for effective defensive fire, sufficient cover remained to obscure them from an attacking force. Consequently, the 16th Army would confront these formidable defenses without the advantage of surprise. At daybreak on August 9, reports emerged that the Soviet Army had unexpectedly invaded Manchuria from multiple directions. By 8:00 AM, telegraph lines were cut near Handa, a village located at the center of the Russo-Japanese border in Sakhalin. An excellent military road connected Handa to Kamishikuks, a region known as the Central Military Road area. At the same time, reports indicated that enemy forces were attacking the observation posts in this area. On August 10,  observation posts were forced to withdraw as the Soviet Army gradually advanced toward our main position in the Happo Mountains, situated about 10 kilometers south of the border. That evening, it was reported that the 125th Infantry had engaged in a skirmish, during which the Isunisawa Platoon, fighting near the Handa River bridge for over five hours, was wiped out. On that same day, the commander of the Fifth Area Army declared that not only had the Army engaged Soviet forces, but civilians in the area, including office workers and laborers, had also joined the battle in a desperate attempt to halt the advancing Soviet Army. By August 13, the National Volunteer Combat Teams were summoned. The recruitment of these volunteer combat teams from the general populace was unique to the Sakhalin campaign, aimed at creating the appearance of military readiness to deter the Soviet advance. Additionally, the 125th Regiment executed demolitions while retreating to establish stronger defensive positions on the western flank of Happo Mountain, northwest of Furuton. Given the unexpectedly favorable developments in Manchuria, the invasion of South Sakhalin was authorized on August 10. General Yumashev further directed Vice-Admiral Andreyev's naval forces to commence attacks on both South Sakhalin and the Kuriles. Major General Georgii Dziuba's air forces joined the effort, conducting reconnaissance flights over key Japanese ports that revealed Toro and Esutoru were almost entirely unprotected. In the early hours of August 11, the 56th Rifle Corps crossed the border and began its main advance along the central military road but encountered resistance at Handa, where around 100 defenders held them up for an entire day. Back in northern Manchuria, the 5th Rifle Corps embarked on a challenging march southwest toward Paoching, while Mamonov launched a bombing raid followed by an attack on Fuchin, which ultimately fell after a coordinated tank-infantry assault. Concurrently, the 4th Army headquarters and the bulk of the 149th Division received orders to retreat from Tsitsihar to Harbin. To the south, the 112th Fortified Region and the 6th Field Fortified Region crossed the Muleng River south of Mishan during the night. In the following days, they collaborated with units from the 35th Army to secure the Mishan Fortified Region. More importantly, the 26th and 59th Rifle Corps successfully secured Pamientung and Lishuchen, initiating a pursuit of withdrawing Japanese forces to the west and southwest. On August 11, the 5th Army advance continued, with reinforced forward detachments of the 65th and 72nd Rifle Corps reaching the Muleng River and preparing for an advance on Mutanchiang. At this juncture, Meretskov reassessed the situation and determined that his best opportunity for successful exploitation in the front zone lay within the 25th Army area. Consequently, he attached the 17th and 88th Rifle Corps to this command and placed the 10th Mechanized Corps in army reserve. This allowed the 17th and 39th Rifle Corps to commence a coordinated advance toward Wangching, Tumen, Tunhua, and Kirin. Looking west, Pliyev's units continued to encounter minimal resistance. The 17th Army was finally nearing the western foothills of the Grand Khingan Mountains. The lead brigade of the 5th Guards Tank Corps reached Lupei, while the 7th Guards Mechanized Corps completed its crossing of the Grand Khingan Mountains. The 39th Army maintained its holding operations against the Halung-Arshaan and Wuchakou Fortified Regions, coupled with main advances toward Solun and Wangyemiao. The 2nd Rifle Corps and the 205th Tank Brigade advanced along the railroad to Yakoshih. The 94th Rifle Division, supported by air and artillery, launched an assault and captured the southwestern portion of Hailar city before being reinforced by the entire 86th Rifle Corps. Meanwhile, the Soviet operational group on the right flank of the 36th Army broke through Japanese resistance at Manchouli, moving eastward along the rail line to join the Soviet forces besieging Hailar. As the Soviet armored units in the west made an unexpectedly swift advance, they were anticipated to reach Hsinking by August 15. On this same day, Yamada decided to relocate his headquarters to Tunghua. Additionally, during the night, a small naval force successfully conducted an assault landing at Yuki in North Korea, securing the port unopposed on August 12. Simultaneously, the 393rd Rifle Division pushed south into North Korea, quickly reaching Yuki before continuing toward Rashin. There, another small naval force landed on August 12, facing minimal resistance except for artillery fire. Meanwhile, the 25th Army advanced up to 40 kilometers in its main march southwest, prompting the commitment of the 10th Mechanized Corps to exploit further toward Wangching and beyond. The 5th Army had to eliminate a strong enemy position east of Taimakou before it could resume its advance to Mutanchiang. The 1st Red Banner Army pressed forward relentlessly, with the 26th Rifle Corps successfully bypassing Tzuhsingtun to advance on Hsientung, cutting the Linkou-Mutanchiang railroad line. The 363rd Rifle Division occupied Mishan while the 264th Rifle Division secured Hulin. The 171st Tank Brigade began a challenging advance southwest toward Chiamussu as the 15th Army reduced the Fuchin fortified region. Forward detachments of the 2nd Red Banner Army engaged Japanese advanced positions south of Holomoching and north of Aihun. After reducing Handa, the 56th Rifle Corps commenced an advance toward Furuton, although it faced delays from small enemy forces. Furthermore, in western Manchuria, Pliyev's Soviet-Mongolian formations and the 17th Army continued their advance through Inner Mongolia largely unopposed for the next two days. Throughout 12 and 13 August on the Trans-Baikal Front's right flank, the Soviet-Mongolian formations of General Pliyev swept across the Inner Mongolian deserts towards Dolonnor and Kalgan at a rate of ninety to one hundred kilometers a day, rudely shunting aside local cavalry forces. Pliyev's principal concern was providing his forces in the vast desert wastes sufficient food, fuel, fodder, and water. The 6th Guards Tank Army had to temporarily halt its advance as the 7th Guards Mechanized Corps reached Tuchuan. This pause was necessary due to severe fuel shortages, requiring an increase in fuel supplies before the offensive could resume. This situation allowed Ushiroku to withdraw the 63rd and 117th Divisions before they could be engaged. However, the 107th Division was less fortunate, as it was attacked by the 5th Guards Rifle Corps on the road to Solun. On the northern flank, the 36th Army continued its siege of the Hailar fortifications while the 2nd Rifle Corps seized Yakoshih and advanced up to Wunoerh. That day, Japan also received the initial Allied response to its surrender offer, penned by Secretary of State James Byrnes and approved by the British, Chinese, and Soviet governments. A critic of the Japanese imperial system, Byrnes insisted on an unconditional surrender but remained ambiguous regarding the future of the imperial family's position. The response included a statement that Japan's future form of government should be “established by the freely expressed will of the Japanese people.” Thus, even though the Soviet and Chinese governments aimed for the abolition of the imperial system, the Japanese could choose to retain their emperor, and likely would. Meanwhile, Secretary Stimson urged President Truman to accept the peace offer immediately, believing that, without an organized surrender supported by the emperor, U.S. forces would face “a score of bloody Iwo Jimas and Okinawas” across China and Southeast Asia. He cautioned that without the immediate capitulation of the Imperial Japanese Army and Navy, rogue military commanders might continue to resist. Retaining Hirohito would also aid Allied efforts to achieve a swift and orderly reconstruction while maintaining a compliant populace. The Japanese cabinet deliberated over the Allied response, with Anami and Suzuki, among other key military figures, arguing for its rejection unless an explicit guarantee for the imperial system was provided. Ultimately, however, Foreign Minister Togo and Marquess Kido Koichi succeeded in persuading Suzuki to support the acceptance of Byrnes' reply. Meanwhile, President Truman issued instructions prohibiting any further atomic weapons from being dropped on Japan without his approval, and he later ordered a complete halt to all bombings. Despite this, Halsey's 3rd Fleet remained in the area, preparing to launch additional strikes. Admiral Rawlings' Task Force 37 unfortunately had to retire at this point, though a token force was integrated into Admiral McCain's Task Force 38 to ensure British support until the end.  The Olympic timetable had called for Third Fleet to retire to Eniwetok and Manus in mid-August, but late on the night of August 10 Missouri intercepted a cryptic radio transmission: “Through the Swiss government, Japan has stated that she is willing to accept Allied surrender ultimatum at Potsdam, provided they can keep their Emperor.” Halsey had long predicted an early Japanese collapse, and had accordingly kept his logistic pipeline full. The following morning, August 11, flagships Missouri and King George V refueled simultaneously alongside oiler USS Sabine. Halsey recalled, “I went across to the ‘Cagey Five' as we called her, on an aerial trolley, just to drink a toast with Vice Admiral Rawlings.” Although Japan teetered near collapse, TF-37 lacked its own fast oilers and would have to retire immediately. With Nimitz's permission Halsey offered to sustain a token British force with Third Fleet so that the Royal Navy would be in “at the death.” Rawlings enthusiastically accepted. After replenishment, King George V, Indefatigable, Gambia, Newfoundland, and ten destroyers were re-designated TG-38.5 and absorbed into McCain's TF-38. The rest of TF-37, under Vian, reluctantly retired for Manus. In a truly desultory attack the following day, August 12, a single Japanese plane penetrated Buckner Bay, Okinawa undetected and torpedoed TF-95's just-arrived battleship Pennsylvania. Twenty Americans were killed, while Oldendorf and nine others were wounded. Back off Honshu, Halsey canceled August 12 strikes due to a typhoon. Late that night Third Fleet intercepted a confusing and ambiguous radio bulletin announcing that Japan had, with qualifications, accepted Allied terms. After a heated staff conference Halsey decided that, without firmer information, the following day's strikes were still on. Nevertheless, the prolonged negotiations were causing the Third Fleet considerable logistical problems; Halsey recalled, “Our galleys were reduced to serving dehydrated carrot salad. If the war was over, we could provision on the spot; if it was not, we would have to retire, reprovision, and return.” That night, a group of officers led by Major Hatanaka Kenji and Colonel Arao Okikatsu approached Anami, seeking his backing for a coup d'état to prevent Japan's surrender. Anami refused, leaving Hatanaka's conspirators to attempt the coup on their own. At the recommendation of American psychological operations experts, B-29 bombers spent August 13 dropping leaflets over Japan detailing the Japanese offer of surrender and the Allied response. In stark contrast, that same day, McCain's newly Anglo-American TF-38 launched 1,167 sorties against Tokyo, expending 372 tons of bombs and 2,175 rockets. Only seven planes and one pilot were lost, none to combat. Airborne opposition was virtually nil, as Lieutenant-General Kanetoshi Kondo, commander of Tokyo's defending 10th Hiko Shidan, “failed to urge his men to press the attack to the utmost, because it seemed absurd to incur additional losses with the war obviously lost and its termination due in a matter of days.”  Simultaneously, Suzuki's cabinet debated their reply to the Allied response late into the night but remained deadlocked. Back in Manchuria, on August 13, the 6th Guards Tank Army resumed its offensive by pushing reconnaissance units toward Tungliao and Taonan. The 39th Army continued its assault on Japanese units at Halung-Arshaan, while the 5th Guards Rifle Corps attacked and captured Solun. To the north, as the battle for Hailar raged on, the 2nd Rifle Corps engaged the determined 119th Division for control of the Grand Khingan passes west of Pokotu, achieving little progress over the next two days. Looking east, the 2nd Red Banner Army gathered sufficient forces to resume its offensive, successfully penetrating the defenses of the 123rd Division at Shenwutan and Chiko. They destroyed small Japanese outposts at Huma and Santaoka, further pushing the 135th Independent Mixed Brigade toward the main fortified region at Aihun. Additionally, the 15th Army reduced the fortified positions at Fuchin, while the 171st Tank Brigade continued its advance toward Chiamussu. To the south, the 66th Rifle Division finally occupied Tungan, cutting the highway and railroad to Hutou. Meanwhile, the 59th Rifle Corps reached and secured Linkou before turning south toward Mutanchiang. Advance elements of the 26th Rifle Corps attacked and occupied the railroad station at Hualin, though they could not secure crossing sites over the Mutan River due to the fierce resistance of a single battalion. During the night, heavy Japanese counterattacks forced Soviet forces back to a hill northeast of Hualin. More importantly, while the 45th Rifle Corps continued to reduce remaining Japanese strongpoints in the Volynsk, Suifenho, and Lumintai centers of resistance, the bulk of the 5th Army advanced 30 kilometers along the road and rail line, successfully approaching the outer fortifications of Mutanchiang by nightfall. Even farther south, the 25th Army pushed southwestward, with its three formations sharing a single road along the military rail line through the mountainous, heavily wooded area from Laoheishan to Heitosai. In South Sakhalin, the 56th Rifle Corps launched a siege attack against Furuton. However, the fierce resistance of the 125th Regiment successfully repelled Soviet assaults for the next three days. On the same day, in preparation for an amphibious invasion of Toro, two naval patrol craft reconnoitered Esutoru. Additionally, Meretskov approved the Seishin Operation in North Korea, leading to another small naval force landing successfully at Chongjin that afternoon. Soon after, they faced a strong Japanese counterattack, which drove the landing force out of the port and inflicted heavy losses on the Russians. The following morning, a naval infantry battalion was landed to retake Chongjin, but Japanese reinforcements from the Nanam Divisional District Unit arrived to contest the port. As the Russians were pushed back again, Yumashev decided to embark the 13th Naval Infantry Brigade for a third assault scheduled for August 15. To the north, the 393rd Rifle Division advanced south along the coast, reaching Kwangjuryong by August 14. Concurrently, after breaking through the 128th Division's main defenses at Lotzukou, the 25th Army reached Heitosai and prepared to launch its main attack against Murakami's 3rd Army. The 5th Army struck the right flank of Shimizu's 5th Army at Ssutaoling and in the hills southeast of Mutanchiang, while the 1st Red Banner Army attacked the northern and eastern flanks of the city and the railroad station at Yehho on the eastern bank of the Mutan River. The 35th Army began a rapid advance toward Poli and Linkou, encountering negligible opposition. Meanwhile, the 5th Rifle Corps reached Paoching, drove off its garrison, and continued marching toward Poli. In addition, the 15th Army finally reduced the Hsingshanchen Fortified Region, opening a more direct advance route toward Chiamussu. Meanwhile, the 2nd Red Banner Army succeeded in breaking through the outer Japanese defenses to besiege the Sunwu Fortified Region and surround the Aihun Fortified Region. To the west, the 36th Army continued to encounter strong resistance at Hailar and Wunoerh. The 5th Guards Rifle Corps initiated a southeastward pursuit along the railroad toward Wangyemiao, eventually catching elements of the 107th Division at Tepossi, while also engaging Japanese units retreating from the Wuchakou area. The forward detachment of the 7th Guards Mechanized Corps occupied Taonan after a march hindered by wet weather and Japanese kamikaze attacks. The 17th Army captured Taopanshin, and Pliyev's left column overcame a small Manchurian cavalry force, entering Dolonnor at the east end of the pass across the southern Grand Khingan Mountains. Back in the Pacific, the Allies grew restless as they awaited a Japanese response, ultimately interpreting the silence as a non-acceptance of the imposed peace terms. Consequently, Truman ordered a resumption of attacks against Japan at maximum intensity. More than 400 B-29 bombers launched daylight attacks, while over 300 conducted night raids, culminating in what would become the largest and longest bombing raid of the Pacific War. Furthermore, Truman began planning to drop a third atomic bomb on Tokyo. However, before he could proceed, Emperor Hirohito met with the most senior Army and Navy officers in the early hours of August 14, convincing them to cooperate in ending the war. The cabinet immediately convened and unanimously ratified the Emperor's wishes for an unconditional surrender. They also decided to destroy vast amounts of material related to war crimes and the war responsibilities of the nation's highest leaders. Shortly after concluding the conference, a group of senior army officers, including Anami, gathered in a nearby room and signed an agreement to execute the Emperor's order of surrender. This decision would significantly impede any attempts to incite a coup in Tokyo. During this meeting, General Kawabe Torashirō, Vice Chief of the Army General Staff, proposed that the senior officers present should each sign an agreement to carry out the Emperor's order of surrender, "The Army will act in accordance with the Imperial Decision to the last." An agreement was ultimately signed by each of the most important officers present, including Minister of War Anami, Chief of the Army General Staff Umezu, commander of the 1st General Army Field Marshal Sugiyama Hajime, commander of the 2nd General Army Field Marshal Hata Shunroku and Inspector-General of Military Training Doihara Kenji. When Umezu voiced concern about air units causing trouble, Vice Minister of War Wakamatsu Tadaichi took the agreement next door to the Air General Army headquarters, where its commander Kawabe Masakazu, the brother of Torashirō also signed. The document would serve to seriously impede any attempt to incite a coup in Tokyo. Simultaneously, the Foreign Ministry transmitted orders to its embassies in Switzerland and Sweden to accept the Allied terms of surrender, which were received in Washington at 02:49 on August 14. Anticipating difficulties with senior commanders on distant war fronts, three princes of the Imperial Family, who held military commissions, were dispatched to deliver the news personally. By 19:00, the text of the Imperial Rescript on surrender was finalized, transcribed by the official court calligrapher, and presented to the cabinet for their signatures. Around 23:00, the Emperor, with assistance from an NHK recording crew, made a gramophone record of himself reading the rescript. At long last, Japan had admitted defeat.  However at around 21:30 on 14 August, the conspirators led by Hatanaka set their plan into motion. The Second Regiment of the First Imperial Guards had entered the palace grounds, doubling the strength of the battalion already stationed there, presumably to provide extra protection against Hatanaka's rebellion. But Hatanaka, along with Lt. Col. Shiizaki Jirō, convinced the commander of the 2nd Regiment of the First Imperial Guards, Colonel Haga Toyojirō, of their cause, by telling him (falsely) that Generals Anami and Umezu, and the commanders of the Eastern District Army and Imperial Guards Divisions were all in on the plan. Hatanaka also went to the office of Tanaka Shizuichi, commander of the Eastern region of the army, to try to persuade him to join the coup. Tanaka refused, and ordered Hatanaka to go home. Hatanaka ignored the order. Originally, Hatanaka hoped that simply occupying the palace and showing the beginnings of a rebellion would inspire the rest of the Army to rise up against the move to surrender. This notion guided him through much of the last days and hours and gave him the blind optimism to move ahead with the plan, despite having little support from his superiors. Having set all the pieces into position, Hatanaka and his co-conspirators decided that the Guard would take over the palace at 02:00. The hours until then were spent in continued attempts to convince their superiors in the Army to join the coup. Hatanaka, Shiizaki, Ida, and Captain Shigetarō Uehara (of the Air Force Academy) went to the office of Lt. Gen. Takeshi Mori to ask him to join the coup. Mori was in a meeting with his brother-in-law Michinori Shiraishi. The cooperation of Mori, who was the commander of the 1st Imperial Guards Division, was vital. When Mori refused to side with Hatanaka, Hatanaka killed him, fearing Mori would order the Guards to stop the rebellion. Uehara killed Shiraishi. These were the only two murders of the night. Hatanaka then used General Mori's official stamp to authorize Imperial Guards Division Strategic Order No. 584, a false set of orders created by his co-conspirators, which would greatly increase the strength of the forces occupying the Imperial Palace and Imperial Household Ministry, and "protecting" the Emperor. The rebels, led by Hatanaka, spent the next several hours fruitlessly searching for the recordings of the surrender speech, failing to locate them amid a blackout caused by American bombings. Around the same time, another group of Hatanaka's rebels, led by Captain Takeo Sasaki, targeted Prime Minister Suzuki's office with the intent to kill him. When they found it empty, they opened fire with machine guns, devastating the office, and then set the building ablaze before departing for Suzuki's home. Fortunately, Hisatsune Sakomizu, the chief secretary to Suzuki's Cabinet, had warned Suzuki, enabling him to escape just minutes before the assassins arrived. After setting fire to Suzuki's residence, the rebels then proceeded to the estate of Kiichirō Hiranuma, aiming to assassinate him as well. Hiranuma managed to escape through a side gate, but the rebels torched his house too. In the aftermath, Suzuki spent the remainder of August under police protection, sleeping in a different bed each night to avoid detection. Around 03:00, Hatanaka was informed that the Eastern District Army was on its way to the palace to confront him and urged him to surrender. As Hatanaka saw his plan collapse around him, he pleaded with Tatsuhiko Takashima, the Chief of Staff of the Eastern District Army, for airtime on NHK radio to explain his intentions to the Japanese people. His request was denied. Meanwhile, Colonel Haga, commander of the 2nd Regiment of the First Imperial Guards, learned that the Army did not support Hatanaka's rebellion and ordered him to vacate the palace grounds. Just before 05:00, while his rebels continued their search, Major Hatanaka went to the NHK studios, desperately trying to secure airtime to convey his actions. However, slightly over an hour later, after receiving a phone call from the Eastern District Army, Hatanaka finally conceded defeat. He gathered his officers and left the NHK studio, feeling the weight of his failed coup. At dawn, General Tanaka learned that the palace had been invaded, so he went there to confront the rebellious officers. He berated them for acting against the spirit of the Japanese army and ultimately convinced them to return to their barracks. By 08:00 on August 15, the rebellion was entirely dismantled. Although they had held the palace grounds for much of the night, they ultimately failed to find the recordings. After his failed coup, Hatanaka took his own life before witnessing Japan's surrender. While TF-38 refueled on August 14, Halsey signaled McCain, stating, “I intend to strike the same general target area on the fifteenth.” McCain informed TF-38, “Our orders to strike indicate the enemy may have dropped an unacceptable joker into the surrender terms. This war could last many months longer. We cannot afford to relax. Now is the time to pour it on.” In fact, the Western Allies had sunk their last Japanese ships of the war that day, when submarines USS Torsk (SS-423) and USS Spikefish (SS-404) torpedoed I-373 and two small escort ships in the East China Sea, resulting in the death of 112 Japanese sailors. The following morning, August 15, the Third Fleet launched its first strike of 103 aircraft at 04:15 hours. At 06:14, just as the first strike was returning and the second strike was five minutes from the target, Halsey was ordered by Nimitz, “Air attack will be suspended. Acknowledge.” Shortly afterward, an officer burst in, waving a transcript—President Truman's official peace announcement. Halsey erupted with exuberance, “pounding the shoulders of everyone within reach.” He recalled, “My first thought at the great news was, ‘Victory!' My second was, ‘God be thanked, I'll never have to order another man out to die.'” However, within minutes, four retiring Hancock Hellcats were attacked by seven Japanese fighters, resulting in the Hellcats shooting down four without loss. Over Tokorazawa airfield, northwest of Tokyo, 20 IJAAF Ki-84 “Franks” ambushed six VF-88 Hellcats from Yorktown. The Hellcats managed to shoot down nine Franks but lost four of their own, along with their pilots. Rawlings' dawn strikes were intercepted by about 12 Zeros. Escorting Seafires shot down eight Zeros but lost one, while an Avenger downed a ninth Zero. Tragically, seven TF-38 flyers never returned. During the morning, Halsey launched his last strike of the war, but was soon ordered by Admiral Nimitz to suspend all air attacks. At 12:00, the Emperor's recorded speech to the nation, reading the Imperial Rescript on the Termination of the War, was finally broadcast. The war was over… or was it really? I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. As Prime Minister Suzuki and his cabinet debated surrender, the Emperor Hirohito finally accepted the Potsdam Declaration, conditionally ensuring the imperial family's continuity. However, conspirators attempted a coup to prevent the surrender, ultimately failing. By August 15, Japan officially surrendered, marking the end of the Pacific War.

Today's guest is UK's leading manifestation expert and four-time best selling author, Emma Mumford. She is the host of the Aligned Abundance Podcast which has empowered hundreds of women worldwide to manifest their dream lives. With over a decade of experience, her teachings blend mindset, energy work, and spiritual alignment. So naturally, I had to bring her on the show to share her wisdom with you babes! We're diving into all things alignment work, the most powerful way to manifest, aligning with the truest version of yourself, The Alignment Protocol, nervous system regulation, and so much more! So babe, grab your cacao or matcha and a journal because you're going to want to implement these nuggets! READY TO RECEIVE THIS YEAR LIKE NEVER BEFORE? DONE SETTLING FOR LUKEWARM?>>> JOIN MAGNETIC AF HERE and transform your life within 4 weeks – the code ‘MAGNETICAF' saves you $$$ at checkout! ⚡This is my live-led group immersion that gives high-achieving women like you the framework to build a wildly turned-on life, a polarized romance and a career without burnout, struggle, or self-abandonment.Imagine this – within a month, you think differently, feel differently, carry yourself differently – and as a result, men, money and opportunities chase YOU.What you get:✨ 4 weeks of transformative mentorship, powerful curriculum & high-touch integration✨ A step-by-step framework that fuses feminine energetics with masculine structure✨ Tools to shift your beliefs, rewire your identity, activate your wealth frequency, attract high-caliber men & receive unreasonable money without performing, proving or hustling yourself to burnout✨ Lifetime access to the modules, upgrades, and call recordings✨ Coaching threads + weekly live group calls with hot seatsJoin MAGNETIC AF now.It's time to rise through your natural magnetism. I'll see you on the other side, ambitious woman! xIn this episode, we cover: 00:40 - Intro to today's guest - UK's leading manifestation expert, Emma Mumford03:00 - How Emma discovered the most powerful way to manifest & be in alignment 09:55 - The shifts Emma made in approaching both life and her manifestations 15:45 - The changes in Emma's routine that matched the new version of her23:10 - ‘Alignment over everything' & the importance of vibration in manifestation30:10 - Emma's advice for those struggling with bad habits but wanting to raise their vibration41:55 - The Alignment Protocol & how to align with your desires49:30 - Some of Emma's favorite tools to align with her truth57:10 - Emma's top tip to Unfuck Your Life that you can implement today Similar episode: Episode 102 - Becoming an asset for your dream man & dream career/ income and how to manifest your dream body & dream lifeConnect with Emma: Emma's Instagram: @iamemmamumford Spiritual Queen's Badass Podcast - https://emmamumford.co.uk/podcast/Positively Wealthy Book - https://emmamumford.co.uk/positivelywealthy/The Positively Wealthy Journal - https://emmamumford.co.uk/the-positively-wealthy-journal/Spiritual Queen Book - https://emmamumford.co.uk/book/Connect with Laura: Laura's Website: https://www.lauraherde.com/Laura's Instagram: https://www.instagram.com/laura.herde/Laura's 1-1 Coaching: https://www.lauraherde.com/application-1-1Laura's Coaching Certification Course: https://www.instagram.com/embodiedcoachacademy/More free resources for you:*FREE* HEAL YOUR FEMININE ENERGY GUIDE⁠*FREE* MASTERCLASS: THE ART OF ATTRACTION (MEN & MONEY)>> EMAIL ME TO CONNECT/ ASK QUESTIONS: hello@lauraherde.com>> FOLLOW ME ON INSTAGRAM: @laura.herde Feel free to share this episode with your bestie, and tag us on IG when you listen so we can repost you!Make sure to be subscribed to UNFUCK YOUR LIFE, we publish episodes every single Tuesday.Thank you so much for tuning in, love xx

On this week's conversation Paul and Wally discuss how New Mexico's health care crisis and education crisis (along with other problems facing the state) share similar patterns and how/why the politicians have failed to address things for their own self-interest.  Environmental groups say New Mexico's clean fuel standard could worsen environmental issues. Paul and Wally discuss how the situation in Santa Fe highlights problems with NM's capital outlay process. Deb Haaland (or her campaign) had another interesting tweet this week in which she seemingly called out Gov. Lujan Grisham. Channel 7 KOAT did a story discussing incumbent Mayor Tim Keller's fundraising. RGF appeared to discuss the taxpayer-funded campaign finance system which is helping him with that advantage.  NM Biz coalition has an interesting poll on the Mayor's race. What'd they find? RGF is hosting a gala in November to celebrate the organization's 25th birthday. Paul and Wally wrap up with a few items including (again) overheated classrooms at APS.

Last time we spoke about the 800 heroes who defended the Sihang Warehouse. In the fall of Shanghai during October 1937, amidst overwhelming odds, a small battalion under Colonel Xie Jinyuan took a stand inside the Sihang Warehouse, transforming it into a fortress against the invading Japanese army. As word spread of their stand, local citizens rallied, providing vital supplies and cheers of encouragement from across the Suzhou Creek. The defenders, dubbed the "800 Heroes," symbolized hope and determination. Despite suffering heavy casualties, they held firm, embodying the spirit of resistance against aggression. As dawn broke on November 1, 1937, a strategic retreat was ordered, allowing Xie's remaining troops to escape safely into the International Settlement. Their legacy endured, highlighting the courage of those who fought against overwhelming odds. The saga of the "800 Heroes" became a beacon of hope for future generations, immortalizing their determination to protect their homeland during one of its darkest hours.   #162 The Battle of Shanghai #7: The Fall of Shanghai Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. The fall of the Sihang Warehouse and withdrawal from Zhabei and Jiangwan doomed the Chinese defense of Shanghai. The army shifted to a fortified defensive line along the southern bank of Suzhou Creek, extending north towards the city of Nanxiang. Suzhou Creek provided an advantageous defensive position, acting as a natural barrier measuring up to 150 feet wide, with steep banks rising seven feet on either side. However, once this line was abandoned, there would be no fallback position remaining. Losing control of Suzhou Creek would be the loss of Shanghai. As German advisor Borchardt noted, “the Chinese command was therefore putting all its efforts into holding the position for as long as possible, without risking the annihilation of units crucial for continuing the war.” The Japanese planned their main assault directly south across Suzhou Creek to encircle the troops stationed in Shanghai. However, they first needed to create sufficient space for maneuvering. To achieve this and to secure their right flank, they launched a significant attack on Nanxiang on October 28, advancing along the railway from Shanghai. With the benefit of extensive support from aircraft and artillery, the Japanese were able to breach the Chinese frontline with relative ease. Nevertheless, they failed to capture Nanxiang, and the outcome was less of a victory than it initially appeared, as the Chinese had established a robust defense, preparing a two-mile stretch of obstacles and barriers east of the city. In a subsequent advance that shifted to the south, the Japanese engaged in a brief battle before seizing the town of Zhenru, which was strategically important due to its radio station that facilitated much of Shanghai's telephone and telegraphic communications with the outside world. In preparation for crossing Suzhou Creek, the Japanese had spent several days assembling a small fleet of vessels commandeered from Shanghai's civilian population, which included motorboats, sampans, and basic bamboo barges. On October 31, the 3rd Japanese Infantry Division, positioned at the eastern end of the Suzhou Creek front, initiated several crossings. During one of these attacks in the late afternoon near the village of Zhoujiaqiao, Japanese soldiers managed to reach the southern bank but were immediately met with enfilading fire from Chinese machine guns, resulting in significant casualties. They also faced counterattacks from Chinese reserves, who had been quickly summoned to neutralize the threat. Despite these challenges, the Japanese were able to maintain a narrow foothold. A parallel attempt by the same division further downstream, closer to the International Settlement, ended in failure, despite the evident superiority of Japanese equipment. Engineers deployed a mile-long smokescreen across the creek, while a dozen three-engine bombers, protected by fighter planes, hovered over the battlefield, actively scouting for targets. Although a small landing party successfully crossed the creek, they were quickly met with a fierce artillery barrage, and a Chinese counterattack forced them back into the water. Foreign military observers speculated that this operation was more a reconnaissance mission than a serious attempt to cross in that sector, as engaging in battle so close to the International Settlement would have required operations in heavily built-up areas. On November 1, three battalions of the 9th Japanese Division attacked in small boats across Suzhou Creek at the point where the Chinese frontline bent northward, successfully establishing a bridgehead on the other side. Over the next two days, the division managed to deploy a substantial number of troops across, eventually controlling an area that stretched about half a mile along the south bank of the creek. The following day, the Chinese launched a determined effort to eliminate this growing threat. While they made significant gains, they ultimately failed to eradicate the Japanese landing party, partly due to their inability to fully utilize their considerable artillery resources. At the beginning of the day's battle, just 60 feet separated the trenches of the opposing forces, meaning any barrage aimed at the Japanese was equally likely to hit Chinese lines. At dawn on November 3rd, the exhausted Tax Police Division were taking horrible losses trying to hold the Japanese back. Men began to scream “poison gas” as white clouds drifted across the Suzhou creek towards their trenches. Despite this the Japanese had not managed to carve out a bridgehead, but did built a pontoon bridge and sent a small force over to occupy a two story building near the bank, designated as “the red house”. Huang Jie, commander of the Tax Police Division, was a nervous wreck, feeling overwhelmed by fatalism after Chiang Kai-shek threatened to court-martial any officer who permitted the Japanese to cross to the southern bank of the creek. The appearance of an ominous cloud was the final straw. Although the cloud was later confirmed to be just a smoke screen and not poisonous gas, Huang was already defeated. With another Japanese assault imminent, he felt incapable of leading the defense. “It's over. It's all over,” he said matter-of-factly, raising his sidearm to his temple. Nearby, senior officer Sun Liren intervened, urging him, “General, please go back. We'll take care of this.” The battle continued until 4:00 p.m., but the battalion that faced the brunt of the Japanese onslaught had disintegrated. Its commander was dead, along with all but one company commander and over half of the platoon leaders. Of the original 600 men, only 200 remained. This was not what the Tax Police Division had anticipated when they were pulled from the area south of Wusong Creek the previous month; they believed the strong defenses at Dachang could hold for at least a month or two, providing sufficient time for the exhausted troops in the rear to recover. On the evening of November 3, following the latest Japanese attempt to cross the creek, the Tax Police Division's commander ordered Sun Liren to rest. However, Sun felt the need to complete one last task: destroying the pontoon bridge the Japanese had constructed across Suzhou Creek, which remained largely intact despite repeated Chinese efforts to demolish it. Previous attempts, including frontal attacks and sending swimmers downstream with explosives, had failed. Finally, they prepared large rolls of cotton soaked in gasoline to roll downhill toward the bridge, but these efforts were halted by Japanese barbed wire. For his final attempt, Sun requisitioned sea mines to float them downstream and detonate them near the bridge. To ensure the success of this plan, he required the cooperation of engineers. Unfortunately, the engineers he ordered for the late-night mission had not been trained by him, and despite being of lower rank, they were disinclined to put in extra effort for an unfamiliar officer. They worked slowly, and by dawn, the mines had yet to be pushed into the water. In the early morning light, they became visible targets along the bank, attracting Japanese fire. Sun was hit, but he was among the fortunate; later, soldiers from the Tax Police Division found him beneath a pile of dead bodies, with doctors later discovering 13 bullet wounds in his body. His participation in the battle of Shanghai had come to an end. According to German advisors, the Chinese repeatedly made the same mistake in the struggle for Suzhou Creek: a lack of independent thinking among junior Chinese commanders prevented them from reacting aggressively to Japanese crossings. This delay allowed the Japanese to entrench themselves, and subsequent Chinese counterattacks often succeeded only after several costly failures. Moreover, Chinese artillery lacked the flexibility to adapt quickly and lacked training in selecting the appropriate ordnance for the situation. The Germans argued that this allowed the enemy “sufficient time to set up a good defense,” and even when later Chinese attacks achieved some significant successes, they failed to completely annihilate the enemy forces that had crossed the creek. Conversely, the Japanese were also frustrated, particularly their commander, Matsui Iwane. Although the 9th Division had made significant advances, the 3rd Division remained confined to a narrow strip of land south of the creek, thwarting hopes for a quick, decisive push southeast to trap the remaining troops in Shanghai and Pudong. On November 3, the birthday of Emperor Meiji, who was instrumental in modernizing Japan, Matsui reflected on his initial hopes of celebrating as the conqueror of Shanghai. Instead, he found himself disappointed, writing, “Now we've finally won a small piece of land south of Suzhou Creek, but the south of Shanghai and all of Pudong remains in enemy hands. That the festival is happening under conditions such as these is a source of boundless humiliation.” Japanese planners in Tokyo had been increasingly concerned that operations in the Shanghai area were not progressing as anticipated since the troop deployments began in August. Despite sending three additional divisions, the advances remained limited, prompting the Army General Staff to consider a more fundamental strategic shift in China. The core question revolved around whether to prioritize the northern campaign or the battles around Shanghai, as Japan lacked the resources to effectively pursue both. In early October, Japanese officers concluded that addressing the situation in Shanghai must take precedence. A large reason for this decision rested on fears of a potential soviet attack in the northeast before the New Year. With so many divisions stuck in Shanghai Manchukuo was quite vulnerable. On October 9, the Army General Staff established the 10th Army, specifically designed to shift the balance in Shanghai. This new force included the 6th Infantry Division, currently deployed in northern China, a brigade from the 5th Infantry Division known as the Kunizaki Detachment, and the 18th and 114th Infantry Divisions from the home islands. Command of the 10th Army was entrusted to General Yanagawa Heisuke, a 58-year-old veteran of the Russo-Japanese War who had recently retired but was recalled to service due to his suitability for the role; he had previously served as a military attaché in Beijing and as an instructor at the city's army college. The 10th Army was to be landed behind Chinese lines. There were two possible landing sites: the south bank of the Yangtze River, where earlier landings had occurred in late August, or the north bank of Hangzhou Bay. Hangzhou Bay provided the element of surprise thus it was selected. However when reconnaissance was performed, the area was found to be heavily fortified with many terrain issues that would complicate logistics. Matsui Iwane expressed his concerns in his diary, noting, “It would probably be much easier if they landed on the banks of the Huangpu and Yangtze Rivers. This plan gives me the impression of a bunch of young people at play”. The 10th Army was set to land before dawn on November 5. The Kunizaki Detachment would lead the assault, capturing a stretch of coastline east of Jinshanwei in the middle of the night. This would be followed by the 6th Division, with the 18th Division on its right flank and the 114th Division on its left. All units were to advance briskly north to the Huangpu River and cross it. A major objective north of the river was the city of Songjiang, a key transportation hub for both rail and road. Ultimately, the goal was to link up with Japanese units advancing south in the flat countryside west of Shanghai to encircle as many Chinese soldiers as possible. Secrecy was vital for the 10th Army in its preparations. The commanders recalled an old saying: “If you want to cheat the enemy, first you must fool your own men,” and decided to adhere to it. To mislead their forces before the embarkation of the 6th Division, they distributed maps of Qingdao, a northern Chinese port city, to create the illusion that it was the operation's target. This way, if any information leaked, it would mislead the recipient. On November 1, the convoy carrying the 6th Division departed the waters off the Korean Peninsula, heading south. The following day, it merged with another convoy transporting the 18th and 114th Divisions from Japan. Together, they formed a substantial fleet of nearly 200 vessels, necessitating heightened caution to avoid detection. Strict orders prohibited the use of lights, and radio silence was enforced at all times. As the ships neared Shanghai, they sailed in a wide arc offshore, only redirecting toward land when they were aligned with Hangzhou Bay. Upon learning their true objective, the soldiers felt a mix of excitement and apprehension as they crowded the dark decks, catching sight of the vague silhouette of the continent they were about to conquer. The advance unit, the Kunizaki Detachment, boarded its landing craft as planned at 3:00 am on November 5, heading towards its designated section of the coastline. Meanwhile, the rest of the 10th Army waited anxiously aboard ships anchored two miles offshore. The silence from the shore indicated that the detachment had encountered no resistance, although the ongoing radio silence left uncertainty. Eventually, the detachment signaled with light projectors that the landing had gone as planned. With this confirmation, the soldiers of the second wave began their approach. The 10th Army had intended for the invasion force to move swiftly from the landing zone to secure the area before the Chinese could mount a counterattack. Each soldier was equipped with a week's supply of rice and as much ammunition as he could carry to avoid being hindered by a lengthy supply train; mobility was essential. On the first day of the landing, the Chinese launched only two minor counterattacks. One occurred on the left flank but failed to hinder the advance north, while the other on the right flank also had limited success, forcing the Chinese to retreat ahead of the advancing Japanese troops. By mid-morning on November 5, over 3,000 Japanese soldiers had successfully landed, and this number continued to rise rapidly. The urgency of the situation was evident, and only swift and decisive actions could offer the Chinese generals a chance to avert catastrophe. However, instead of mounting an all-out effort to push the Japanese back into the sea, they chose to play a waiting game. The consensus among the command center of the 3rd War Zone in Suzhou during the early hours was that the landing forces were weak and intended to distract from more critical operations planned for the near future. Enemy resistance was weak and sporadic, allowing the Japanese divisions to make rapid progress despite encountering natural obstacles along their route. By the evening of November 5, less than 24 hours after the initial unit landed, they had advanced three miles inland. Before noon the following day, they reached a ferry port on the Huangpu River, where a group of over 100 soldiers managed to cross, clearing the way for the continued push toward Songjiang. Meanwhile, the left flank of the Japanese landing force engaged in more intense fighting for the first time but still managed to gain ground. The Japanese momentum appeared unstoppable.In desperation, the Chinese resorted to scorched earth tactics reminiscent of the Napoleonic Wars, similar to their earlier actions in Zhabei. They destroyed every building and field, burned crops, killed livestock, and poisoned wells, leaving nothing for the victors. It was the local population that ultimately paid the price, witnessing their ancestral homes reduced to ashes.  Once the Chinese command was convinced that the invasion at Hangzhou Bay was a genuine main effort rather than a deceptive act, it directed all available forces south to contain the escalating threat. However, the Chinese had very few troops to spare. The Chinese dispatched a total of seven divisions and one independent brigade to the landing area. While this force appeared to be roughly twice the size of the Japanese, in reality, it was much weaker. Many of these units had endured extended battles and were not at full combat strength. They were sent south without adequate preparation, and their morale suffered due to the continuous stream of negative news from the front. Additionally, the same poor road network that hindered the Japanese slowed the Chinese reinforcements, resulting in many arriving too late to influence the conflict significantly. Once the opportunity to push the Japanese back into the sea was lost, the next best option was to halt their advance at the Huangpu River. Although this was a significant natural barrier, there were no fortifications prepared along its banks. Compounding the issue, a large number of civilian vessels were left on the south bank, providing the Japanese with an easy means of crossing. Confronted with a steady stream of better-equipped and experienced Japanese soldiers, many Chinese defenders occasionally retreated without a fight. In response to the threat from the south, the Chinese commanders repeated a costly mistake from previous crises: they deployed newly arrived troops in Shanghai directly into battle. This disregard for the exhausted condition of those troops, who had just completed a long trek from Henan province, left them ill-prepared for effective engagement. The 107th and 108th Divisions, part of the 67th Army, had only recently arrived in the Shanghai area when they were ordered on November 8 to move south to defend the strategic city of Songjiang at least until November 11. Though the commanders may have had no other choice but to deploy the 67th, the outcome was predictable. Despite their efforts to hold Songjiang, the two divisions could not stand against the Japanese, and by November 9, they had begun withdrawing from the nearly surrounded city. During the retreat, army commander Wu Keren was assassinated by a group of plainclothes men. Whether these were Japanese soldiers or local traitors hired for the task was never determined, making him the only general to lose his life in the entire Shanghai campaign. This setback rendered the 67th Army ineffective as a fighting force, leading to a complete retreat from the battlefield. Like many other lower-quality units in the Chinese military, the rank-and-file soldiers had never been encouraged to take the initiative, and the corps ultimately disintegrated after losing their commander. Amid the chaos and confusion at the landing zone, many Chinese officers concluded that the battle for Shanghai was lost and focused on salvaging whatever equipment they could before it was too late. On the morning of November 5, three artillery batteries stationed along the north shore of Hangzhou Bay attempted to resist the Japanese forces. As the Chinese front along Hangzhou Bay collapsed, even a successful retreat could be seen as a modest victory. Chiang Kai-shek was on the brink of a nervous breakdown as the full scale of the Japanese landing at Hangzhou Bay became evident. On the evening of November 5, he had over 20 anxious telephone conversations with Gu Zhutong, asking repeatedly, “Is there a fight?” Gu confirmed, “The artillery is bombarding us heavily. There are airplanes, warships.” That night, Chiang met with Chen Cheng and appeared to accept that it was time to abandon positions south of Suzhou Creek. However, political considerations prevented him from immediately communicating this decision to his commanders. He wished to see the Brussels Conference get underway without having China appear defeated and seemed to hope to hold out until November 13, aiming for a minor propaganda victory by demonstrating that China had endured for three months. On the night of November 8, Chiang issued a fateful command to Shanghai police chief Cai Jianjun, instructing him to hold Nanshi while the rest of the army withdrew west, a directive that sounded like a suicide mission. When Cai refused, Chiang's response was swift: “Shoot him.” Luckily for Cai, he escaped being shot.  The Chinese retreat from Shanghai commenced in an orderly manner. At 10:00 am on November 9, the last soldiers organized their march southwest past St. Ignatius Cathedral, where thousands of refugees waited, leaving the city they had defended for nearly three months. As they departed, they burned significant properties, including factories and coal yards, to deny the Japanese valuable resources. Among the structures targeted was the Toyoda Cotton Mills, a prominent symbol of Japan's influence in the Yangtze Delta. Initially, the withdrawal seemed disciplined, reminiscent of earlier successful withdrawals that had surprised the Japanese. However, the situation quickly deteriorated as the Japanese pursued them relentlessly. By noon, they had secured Hongqiao Airfield, the site of earlier conflict, and aimed to inflict maximum damage on the retreating Chinese army. Japanese planes launched attacks from carriers offshore, machine-gunning the congested roads filled with retreating soldiers. Additionally, they bombed bridges and train stations, destroyed communication lines, and shelled already weakened transportation networks. With communications largely disrupted and scattered units receiving no coordination, chaos ensued. Soldiers became consumed by the instinct for personal survival, leading to a disorganized stampede as panic spread. Desperate to escape, many soldiers tried to access designated foreign zones. Some forced their way across checkpoints at gunpoint, while others disguised themselves as civilians to gain entry. A foreign correspondent observed a Chinese soldier throw away his rifle and jump into the polluted Siccawei Creek, wading across in just his underwear, to escape Japanese capture. Similarly, senior officers realized that rank would not protect them from Japanese retribution. General Ye Zhao, retreating with his staff, donned peasant clothes after encountering an abandoned farmhouse and was later captured by the advancing Japanese, who mistook him for a common laborer. As the Japanese approached Nanshi, the mostly Chinese area of Shanghai, the situation grew dire. A group of individuals accused of spying for the Japanese was executed by firing squad in public view, sparking terror among onlookers. As the government prepared to evacuate, officials urged the remaining residents to continue resisting, warning against traitors.  The swift retreat of the Chinese Army shocked many Shanghai residents, who had believed the city could withstand the siege indefinitely. As the city fell in just a few hectic days, thousands of desperate civilians, burdened with their belongings, flocked to the bridges leading to the French Concession, pleading to be let in. However, they were met with hostility from French police, reinforced with tanks, who ordered them to turn away. When they resisted, local Chinese employees were forced to help drive them back, resulting in horrific scenes of violence. The New York Times correspondent Hallet Abend reported how the crowd was ruthlessly beaten back, with some falling into Siccawei Creek, where several drowned amid the chaos. Chinese resistance in Nanshi persisted, as pockets of soldiers were determined to make the conquest challenging for the Japanese. After three days of fighting, between 5,000 and 6,000 Chinese soldiers remained in Nanshi when the Japanese launched their final assault on the morning of November 11. They began a relentless artillery bombardment of the densely populated area. Foreign correspondents, including American journalist Edgar Snow, observed the battle from the French Concession across Siccawei Creek. Japanese tanks advanced cautiously through narrow streets, pausing to fire before retreating, while infantry moved carefully to avoid Chinese snipers hiding among the buildings. While most residents had fled, some civilians continued their daily lives amidst gunfire and explosions. An incident was reported where a group of Chinese were eating rice in a sampan when a machine gun opened fire, causing them to seek cover under the mat. The Japanese forces encountered familiar challenges as they advanced through Nanshi, struggling to set up pontoon bridges across canals, which slowed their progress. In a last stand visible to onlookers in the French Concession, the Chinese soldiers faced an unequal confrontation. The Japanese tanks fired upon them from only 60 yards away, and the defenders were subjected to intense air raids before being driven back. At a desperate moment, one Chinese soldier carried a wounded comrade across Siccawei Creek, dodging bullets, and received assistance from French guards. This encouraged more Chinese soldiers to cross into the French sector, surrendering their weapons to avoid certain death. They became internees, protected from the Japanese, although they felt betrayed by the circumstances that forced such a decision. Not all soldiers managed to escape in this manner; some relocated to a new position closer to the southern edge of the French Concession, near a water tower. This location offered even less protection than their previous one and quickly turned into a deadly encounter. Realizing they were losing, the Chinese troops fled toward the French sector, abandoning their equipment and weapons as they scrambled over barbed wire. The French commander commended their bravery and assured them they would not be returned to the Japanese. As the battle across Siccawei Creek drew to a close, victorious Japanese troops swept through the remaining unoccupied streets of Chinese Shanghai, eliminating the last pockets of resistance. Similar to previous encounters in Zhabei, defenders attempted to set fire to buildings to leave little for the occupying army. Thick smoke billowed over the district, limiting visibility, so onlookers in the French Concession relied on sound to gauge the battle's progress. As gunfire waned, cheers of “Banzai!” filled the air. At 3:34 pm, the Rising Sun flag was raised over the last Chinese stronghold in Nanshi, officially marking the end of the battle of Shanghai. In a city ravaged by war, the district of Zhabei became the epicenter of destruction, resembling a bleak lunar landscape. The area around the North Train Station was devastated, with gutted buildings standing like rugged cliffs and the asphalt roads marred by deep fissures resembling earthquake damage. As Chinese officials prepared to leave Shanghai for Nanjing, they tried to present a positive narrative about the battle, emphasizing that the sacrifices made were not in vain. Mayor Yu proclaimed that the lessons learned in Shanghai during the past 90 days could benefit the entire nation in the war against Japanese aggression, instilling confidence in the people that victory would eventually come. He spoke as if the war was over in Shanghai, which was true in a sense, as the major conflict had concluded.  In late 1937, the Japanese believed they had achieved victory. On December 3, Matsui Iwane's army held a victory parade through the unoccupied International Settlement, a right they claimed as one of the governing powers. It was a serious miscalculation. Japanese civilians and ronin were recruited to act as rallying crowds, waving national flags, which triggered confrontations with foreign residents. The parade passed the Great World Amusement Center, where hundreds had died during "Black Saturday," prompting a Chinese man to leap from a building, declaring “Long Live China!” as he fell. As the parade continued down Nanjing Road, tensions grew among the accompanying police. Suddenly, a grenade was thrown from a window, injuring four Japanese soldiers and one British police officer. Matsui's veterans fanned out to apprehend the assailant, but it was a Chinese police officer who shot him dead. What was meant to be a triumph turned into a fiasco that confirmed the Japanese would struggle to secure even this small corner of China, let alone the vast territory of the country as a whole. The battle for Shanghai became the bloodiest international conflict in Asia since the Russo-Japanese War. By late October, the Japanese estimated that China had suffered 250,000 military losses in the fight for the city. In the months following the battle, Chinese sources reported casualties ranging from 187,200 to as high as 300,000. Regardless of the exact figure, the aftermath of the battle was catastrophic, severely impacting Chiang Kai-shek's best German-trained divisions. China faced a blow from which it would not recover until 1944, aided by significant American support. The high casualty rates stemmed from several factors. Many Chinese soldiers entered the battle expecting to sacrifice their lives, which led to a higher incidence of fatality due to their willingness to launch suicidal attacks against heavily fortified positions. Chinese tactics, which relied on numerical superiority to counter Japan's material advantages, essentially turned the conflict into a struggle of manpower against machinery. While this approach had a grim logic, it starkly contrasted with the reluctance of Chinese commanders to sacrifice valuable imported equipment. They were quick to expend their best divisions in intense fighting yet hesitated to utilize their key weaponry for fear of Japanese air raids. The elite 87th and 88th Divisions faced near depletion within days, while the Pudong artillery operated minimally over three months to avoid drawing enemy fire. One might question what Chiang Kai-shek achieved from such immense sacrifices. If his primary goal was to divert Japanese forces from the north, where they enjoyed easy victories, then the battle in Shanghai could be viewed as a success for China. As autumn 1937 progressed, Japanese commanders were increasingly forced to redirect their focus and resources to the more complex and tactically challenging terrain around Shanghai, where their technical superiority was less effective than on the northern plains. However, shifting the war to central China also posed risks, threatening the economic hub and political capital in Nanjing, ultimately resulting in a Japanese occupation that would last nearly eight years. If Chiang also wished to attract foreign attention, it is unclear how successful he was. The battle unfolded in front of thousands in the International Settlement and French Concession and garnered international media coverage, with many foreign correspondents arriving to report on the conflict. For three months, Shanghai dominated the front pages of major newspapers, and the Chinese effectively utilized propaganda to highlight events such as the desperate “Lost Battalions” fight in Zhabei. Yet, none of the major powers felt compelled to offer substantial support to China, and even the Brussels Conference failed to provide any useful assistance. Both Western powers and the Soviet Union were closely watching the conflict. Chiang hoped for Soviet support, and historical records suggest that Soviet diplomats encouraged him with vague assurances. China aimed to provoke Soviet entry into the war against Japan; however, the outcome may have been counterproductive. By engaging Japan, China effectively diminished the likelihood of a Japanese assault on the Soviet Union, as Japan needed to subdue China first. The Soviets eventually started providing material aid, including the arrival of nearly 300 Russian attack and bomber aircraft in mid-October, but this assistance was a poor substitute for a genuine ally. Additionally, while the Soviet Union emerged as a hesitant partner for China, China lost the substantial support it had previously received from Germany. The Germans played a crucial role in Shanghai during the 1937 conflict, with every major Chinese unit having at least one German advisor. Chiang Kai-shek's strategic decision to make a stand in Shanghai appears to have been significantly influenced by General Falkenhausen's opinions. Chiang had initially welcomed the German proposal to fight for Shanghai and was resolved to see it through, regardless of the cost to his troops. By 1938, German advisors began departing China, coinciding with the outbreak of war in Europe. Unfortunately, their experiences in China did not translate into lessons for their future military engagements, particularly regarding urban warfare, which might have been beneficial in battles such as Stalingrad during the winter of 1942–1943. Instead, they returned to more conventional military roles in Europe.  Despite enduring the most suffering in and around Shanghai during 1937, the battle proved to be far more costly for the Japanese than their commanders had anticipated. By November 8, Japanese military casualties totaled 9,115 dead and 31,257 injured. Although the Japanese forces enjoyed overwhelming advantages in artillery and air power, they could not compensate for their leaders' consistent underestimation of Chinese resilience and fighting spirit. The flow of reinforcements was disorganized, leading General Matsui and his commanders to feel they never had enough troops to achieve a swift and decisive victory. As the Shanghai battle neared its conclusion, Matsui became increasingly confident that he could inflict a blow on Chiang Kai-shek from which he would never recover. In an interview with a German reporter in late October, Matsui stated that after capturing Shanghai, the Japanese Army would march on to Nanjing if necessary. He had a keen political sense and believed it better to act independently than wait for orders from Tokyo, declaring, "Everything that is happening here is taking place under my entire responsibility." Without an aggressive general like Matsui, it's questionable whether the Japanese would have proceeded to Nanjing. Initially, they focused on pursuing retreating Chinese forces, a sound tactical decision that did not imply an expansive strategy to advance to Nanjing. However, after another surprise amphibious landing on November 13 on the south bank of the Yangtze River, the Japanese commanders felt positioned to push for Nanjing and bring the war to a conclusive end.  I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. Thus with that the battle for Shanghai, known to some as China's Stalingrad had come to a brutal end. Chiang Kai-Shek gambled the cream of his army to gain international sympathy for his nation, but had it worked? Japan was taking the northeast, and now with Shanghai conquered, the path to Nanjing and unimaginable horror remained. 

Keep or Kut - Pete (@PeteBBaseball) goes solo to discuss his H2H Hero of the Week, some trade deadline keeper league implications, and players he is keeping a close eye on as the season winds down.3:09 - Pete's H2H Hero of the Week is Shea Langeliers9:48 - Trade deadline talk begins12:32 - Time to add Ryan Helsley in your keeper leagues?14:55 - It should be David Bednar's time to shine18:18 - Carlos Correa is back in Houston!20:36 - Leo De Vries moved but Pete doesn't think there is any keeper implications here21:49 - Similar to Helsley, Mason Miller might be an even more important add in keeper leagues if he was dropped due to his new role. Is he a future starting pitcher?25:53 - Pete is keeping a close eye on Gavin Williams down the stretch to determine his keeper value33:24 - Ceddanne Rafaela looks like a breakout on the surface, but the plate discipline is still poor. Keep an eye on him the rest of the season39:42 - Bo Bichette is back! Let's make sure it sticks before we throw a big party44:11 - MacKenzie Gore, Luis Robert Jr., Roki Sasaki, and Edward Cabrera receive honorable mention nods Subscribe: Apple Podcasts | Spotify | Stitcher | TuneIn | Google Podcasts | RSSConnect: Twitter | keeporkut@gmail.com | Join PL+Get PL+ and join our Discord: https://pitcherlist.com/plus Join Our Discord & Support The Show: PL+ | PL Pro - Get 15% off Yearly with code PODCASTProud member of the Pitcher List Fantasy Baseball Podcast Network

Keine Zeit für langes Training? Am Ende dieser Folge weißt Du, wie Du mit Supersätzen mehr Muskeln aufbaust – in kürzerer Zeit. Du lernst, welche Varianten es gibt, wie Du sie in Deinen Plan einbaust und warum diese Technik seit Arnold Schwarzenegger zu den Favoriten vieler Profisportler zählt. Ideal für alle, die effizient und trotzdem maximal effektiv trainieren wollen.____________*WERBUNG: Infos zum Werbepartner dieser Folge und allen weiteren Werbepartnern findest Du hier.____________Literatur:Zhang, X., et al. (2025). Superset versus traditional resistance training prescriptions: A systematic review and meta-analysis exploring acute and chronic effects on mechanical, metabolic, and perceptual variables. Sports Medicine, 55(4), 953–975.Robbins, D. W., et al. (2010). The effect of an upper-body agonist-antagonist resistance training protocol on volume load and efficiency. Journal of Strength and Conditioning Research, 24(10), 2632–2640.Nielsen, J. J. S., et al. (2022). A comparison of affective responses between time-efficient and traditional resistance training: A randomized cross-over study. Frontiers in Psychology, 13, 912368.Iversen, V. M., et al. (2021). No time to lift? Designing time-efficient training programs for strength and hypertrophy: A narrative review. Sports Medicine, 51(10), 2071–2085.Campbell, B. I., et al. (2024). Superset training versus traditional set training: Similar body composition changes with half the training time. REPS Magazine, September 2024.____________Shownotes und Übersicht aller Folgen.Trag Dich in Marks Dranbleiber Newsletter ein.Entdecke Marks Bücher.Folge Mark auf Instagram, Facebook, Strava, LinkedIn. Hosted on Acast. See acast.com/privacy for more information.

Power Path of August: Lion's Gate, Fiery Leo & Karmic Number 8 make for a month buzzing with high-voltage energy and potential. Start the new month with the bigger picture of how we are being impacted by unseen forces with EWN's Numerologist Michele Landers. Similar to the yearly Numerological vibrations, Universal and USA energies change every month. These monthly vibrations have an effect on all of us. Listen in on the first day of each month to hear what the upcoming month has in store for us!***Michele Landers is a Board Certified Life Purpose Coach, Hypnotherapist and Professional Numerologist. She is a dynamic and gifted lecturer, teacher, author and consultant on the subjects of personal empowerment, spiritual wisdom, the law of attraction and numerology. Michele was a recurring coach on Fox/ WFLX “Eye on South Florida” with Shannon Cake and on NBC's WPTV ‘s “5 at 11” Healthy, Wealthy and Wise segment. Recognized and highly regarded as an authority in her field, her books, The Tao of Numbers and The Year of Living Miraculously are both informative and entertaining. Michele is a much sought after radio, media personality and speaker who has taught hundreds of classes, speaking throughout the country. She has assisted clients nationwide to gain clarity and direction in their lives and to discover their own unique talents.https://michelelanders.com  / michele.landers.3  Check out our website featuring over 150 spirit-inspired lightworkers dspecializing in meditation, energy work and angel channelinghttps://www.enlightenedworld.onlinePlease consider donating to support the work of the EWN https://www.paypal.me/EnlightenedWorld.***To sign up for a newsletter to stay up on EWN programs and events, sign up here: https://lp.constantcontactpages.com/s...Enlightened World Network is now available on Apple Podcast, Google Podcast, Podbean, Spotify, and Amazon Music.Link to EWN's disclaimer: https://enlightenedworld.online/discl...#numerology#Spiritualcommunity #astrology#inspiration

Similar schemes are already in operation in neighbouring Telangana & Karnataka, both Congress-ruled states. ‘Stree-Shakti' scheme is expected to cost AP govt Rs 1,942 cr each year.  

//The Wire//2000Z August 7, 2025////ROUTINE////BLUF: UNITED AIRLINES SUFFERS IT OUTAGE YESTERDAY AFTERNOON, CAUSING NATIONWIDE GROUND STOP. DISSENT GROWS IN CANADA AS WILDFIRE RESPONSE RESTRICTS LAND ACCESS.// -----BEGIN TEARLINE----- -International Events-Antarctica: An emergency medical evacuation was carried out overnight at McMurdo Station by the Royal New Zealand Air Force. Three researchers fell ill with an undisclosed illness, prompting their evacuation under hazardous weather conditions.Canada: Concern is growing following governmental policies allegedly intended to combat wildfires. Most hiking trails on public lands are off limits throughout the nation, and even private land owners have been "urged" to not hike on their own land. A hotline has also been established for Canadians to report their fellow citizens to the government for breaking the rules and hiking in the woods. Analyst Comment: Supporters of the lockdowns say this move is intended to reduce the number of arsonists in the woods, and also reduces the number of vehicles in wilderness areas, since the hot exhaust pipes on vehicles are sometimes causes of wildfires. Opponents of these policies state the practice doesn't actually reduce wildfire risk but actually just serves to further totalitarianism. Similar bans have been implemented over the years, with the most recent taking place in 2023.-HomeFront-USA: Yesterday evening an outage of IT systems at United Airlines caused a brief nationwide ground stop for most United aircraft. The airline specifically stated that the outage was not the result of a cyberattack, but rather an error on their part. Nevertheless, systems were offline (and flights delayed) for several hours while a fix was being implemented.-----END TEARLINE-----Analyst Comment: In Georgia, a brief update from base personnel has confirmed that all five soldiers wounded during yesterday's shooting at Fort Stewart are expected to survive, with three soldiers undergoing surgery overnight. So far no motive has been made public regarding the shooting, however base personnel did confirm that Sgt. Radford conducted the attack at his workplace.Analyst: S2A1Research: https://publish.obsidian.md/s2underground//END REPORT//

Even if you consider yourself a runner, you probably aren't prepared for a run quite like this. On this week's episode of Peak Northwest, we dive into the Cascade Lakes Relay, a 216-mile race across the landscape of central Oregon that can get a little wilder and weirder than your average footrace. Similar to Oregon's famed Hood to Coast Relay, the Cascade Lakes Relay involves teams of runners who collectively tackle the length of the course over the course of two days. That means late-night shifts, spartan sleeping conditions and lots of wackiness along the way. Jamie Goldberg, politics and education editor for The Oregonian/Oregonlive, joined the podcast to talk about her recent experience running the relay. Here are some highlights from this week's show: How Goldberg survived a dusty midnight run through the mountains. Rain and snow made the summertime event a little chillier than expected. A pop-up rave and one double-decker party bus kept things lively during the race. Team culture is a major part of relay races, even if the runs are all solo. Learn more about your ad choices. Visit megaphone.fm/adchoices

With nine games remaining in the MLS regular season, the Philadelphia Union continue to sit atop the Supporters' Shield standings with 50 points. Can they keep that run going? Todd is joined by José Nuñez and Philadelphia Union PxP Radio Announcer Dave Leno to discuss. Other topics include Milan Iloski's acquisition from FC Nordsjælland, David Vazquez's loan to San Diego FC, the Union's current MVP, whether this run mirrors the 2022 season, and a brief preview of the upcoming match against Toronto FC.   Philadelphia Union Acquire Milan Iloski From FC Nordsjælland: [8:14] David Vazquez Loaned To San Diego FC For $100K in GAM ($50K in 2025 & $50K in 2026), San Diego Have Option To Make Loan Permanent: [28:13] Tai Baribo Gets Green Card, Union Trade Intl. Slot To Austin FC For $50K GAM in 2026: [38:37] Philadelphia Union v Eintracht Frankfurt Friendly: [40:00] 2025 Philadelphia Union Season: [54:56] Similar vibes to 2022 team: [1:03:11] Union MVP at this point: [1:14:40]   Social Media: Twitter: @FreeKickPod Instagram: @FreeKickPod Facebook: @FreeKickPod YouTube: The Free Kick https://thefreekick.substack.com/   Jose's Social Media: Twitter: @JoserNunez91 https://nunezj.substack.com/   Dave's Social Media: Twitter: @DaveLenoTV

This week we talk about surge pricing, Walmart, and the Robinson-Patman Act.We also discuss personal data, AC settings, and Delta's earnings call.Recommended Book: How the World Became Rich by Mark Koyama and Jared RubinTranscriptThe US Robinson-Patman Act of 1936 is also called the Anti-Price Discrimination Act, and it was passed to make it illegal for a product supplier to charge different prices to different customers.So a company that makes candy bars wouldn't be allowed to charge one price to most of their customers, all the smaller and mid-sized convenience stores and mom-and-pop grocery stores, for instance, and then a lower price to the big stores, the Walmarts and Amazons of the world.The concern was that these larger players, which at the time this law was passed were burgeoning grocery stores like A&P, would be able to achieve a monopolistic position in the market for these goods, these slightly lower prices giving them one more advantage over their smaller competitors.During the four decades or so of this Act's enforcement, small grocery stores has prices that were, on average, about 1% higher than those offered by their large competitors, and the eight largest grocery store chains only captured about 25% of all grocery sales in the US—essentially every city and town of any size had at least one small grocery store, and most had several of them, during this period. It was a very competitive market.During the Reagan administration in the 80s, though, enforcement was abandoned, as the folks in charge of that enforcement were convinced this Act was holding back growth; they saw it as a handout to small businesses at the expense of big business, so while it technically remained on the books, they just stopped enforcing it, and the big businesses in these spaces got the message pretty quickly.Walmart was the first big business to really lean into the new powers afforded them by this fresh governmental stance, and that led to it becoming the country's largest grocery store chain by 2001, and other big grocery brands, like Kroger and Safeway, began to do the same, consolidating all their buying so they could put in huge orders like Walmart was able to put in, and that allowed them to demand lower prices, which in turn allowed them to dramatically increase profits and gobble up their smaller competition.All of which led to the emergence of food deserts across the country, a term that was coined in 1995 to refer to areas where there are simply no grocery stores within a reasonable distance of relatively large populations of people, because smaller grocery stores can no longer compete, even when they're the only player in town; folks have to travel to the larger chain stores, and have no real options closer to home, which can result in food precariousness, and situations in which the only nearby food options are unhealthy ones—the snacks at gas stations, for instance.This same general pattern played out across all retail spaces, including pharmacies and bookstores and athletic supply stores, and between 1982 and 2017, the total market share of independent retailers in the US dropped from 53% to 22%.Which in some ways is great at the federal level, as—and this is what the Reagan administration seemed to want, back in the 80s—big businesses can grow a lot faster and bigger than small businesses, and that can lead to outsized GDP numbers, and other such macro-scale figures.Unfortunately, while independent retailers tend to keep nearly half of the revenue they pull in within their local community, major chains only keep something like 14% in the local community—so the shift from independent to chain retailers has had a deleterious impact on communities across the US, in the sense of having less competition, having food and other sorts of product deserts, and in terms of tax revenues and overall economic wealth being sapped from these areas and moved to other places, creating some relatively few winners and a whole lot of losers, in the process.What I'd like to talk about today is another type of variable pricing, this one more directly aimed at consumers, and enabled, at least in its modern incarnation, by big data and the devices we use every day.—Dynamic pricing refers to changing the price of goods or services based on all sorts of variables.Demand or surge pricing, for instance, might see the price of a bus ticket or rideshare ride with Uber cost more during rush-hour, the idea being that there are only so many bus seats and only so many available rideshare rides to go around, and when everyone's either trying to get to work or get home from work, there will be a lot more people wanting these finite number of seats and rides than there are seats and rides available.Upping the prices, then, is a means of determining who wants these things the most, because they're willing to pay at times massively inflated prices for something that would cost far less in an hour or two, once the rush has subsided.Similar price-inflation occurs during peak energy-use periods, and energy companies usually explain this price-bump by suggesting that it encourages their customers to use more energy when it's abundant and cheap, and to use less of it when it's scarce and expensive.On very hot days when everyone is using their air conditioners to stay cool, then, inflated energy prices might encourage them to be less aggressive with their AC settings, keeping their indoor temperatures at a more reasonable level, which in turn ensures there's more energy available for everyone and less risk of brownouts or blackouts.This pricing strategy is often seen by those on the receiving end of such price-bumps, as price gouging, which refers to companies taking advantage of temporary variables to massively inflate their prices, at times to abusive levels that they can justify by pointing at those variables and a desire to moderate supply and demand.So if there's a big convention in town, local hotels can argue that they're doubling or tripling their prices because there are not enough rooms for everyone who wants rooms on those days, but this could also be construed as a money-grab, these hotel companies knowing that some people won't be able to avoid paying for a place to stay during the convention they have to attend, so they're taking advantage of customers who have no choice but to pay up.We saw similar dynamics play out globally during the height of the Covid-19 pandemic, when folks who had high-quality masks on hand were able to charge incredible sums for those masks because production hadn't yet scaled up, so they were relatively scarce and thus precious, and these people and companies with the right product at the right time knew they could get away with charging many times the actual sticker-price of that product, because some people would feel they had no choice but to pay it.Each situation of this kind will feel reasonable and suitable for the supply-demand situation to some, and completely unreasonable and abusive to others, and it's possible to have a bit of both in many such situations—the companies in question actually want to manage a scarce supply of something, but are also keen to make as much money as possible while doing it.Dynamic pricing has become even more common in online marketplaces like Amazon, where it's not just holidays or events or the sudden emergence of global pandemics that can impact demand and thus, the prices retailers can get away with charging would-be customers.Amazon has algorithms that keep track of what competitors are charging for the goods they offer, what sort of demand the market is seeing for said goods, what inventory looks like—if they have a lot or very few of something available to sell—and all sorts of other factors that might reasonably impact the price of a product, even a little bit.As of 2024, the price of a product listed on Amazon changes several times a day, in some cases every 10 minutes, and they make about 2.5 million prices changes every single day, adjusting for those aforementioned micro-scale variables, on a product-by-product basis, but also adjusting their entire catalog so that relatively uncommon goods have higher prices, but common goods have lower prices, which means customers shopping around will tend to see Amazon's lower-priced goods more often than the higher-priced ones, which in turn can adjust their perception of the company and its marketplace in a favorable, lower-price direction.Amazon also has access to just a silly amount of data about their customers, some of it scooped up while we surf their sites, and some bought from other data-aggregators. And this allows Amazon, just like most tech companies and retailers, these days to track our behavior, watching what we click on, how long we linger on different products or product types, noticing our searches and contextualizing all of it with where we live, what we've purchased in the past, and so on.The company isn't very transparent about how it uses all this personal data, but while it's been been speculated that they might adjust prices based on our individual profiles, most evidence suggests they mostly use it to determine what we're shown—what products are promoted to us, basically, as opposed to setting prices based on what it thinks we'll pay, as individuals.The same generally seems to be true of other retailers right now, though there are concerns that this might change at some point in the near-future, as new technologies, some based on AI, enable the more-rapid and sophisticated crunching of data, and the consequent individualization of prices, even in person.US airline Delta, for instance, recently announced that it would be using AI to help it boost profits by charging different customers different prices for the same airline seat.These prices would be based on their customer profile, which means all the data scooped up by Delta from various sources, including things like past purchases, regular flight schedules, and how much money their systems think each customer makes and has available to spend.The president of the company said on a recent earnings call that they've been running a pilot project for this approach that resulted in about 3% of ticket sales being sold based on this model over the past 6 months, and by the end of the year, their goal is to increase that to 20% of tickets.In theory, this sort of system could be good for some customers some of the time, because it could drop prices on tickets that customers wouldn't want to, or wouldn't be able to pay for, otherwise. If I'm considering a trip, but the tickets are more expensive than I want to pay, these systems could theoretically recognize this and offer them to me at a price they can afford to sell them at, and which I can afford. That could lead to more ticket sales, and thus, higher profits.The evidence on the ground with these sorts of systems usually points at price increases, not decreases, though: the companies using these models to see how much they can get per unit, not using them to sell more units at lower profit margins.In other words, usually it's wealthier consumers who get the better deals, as these companies want to keep them coming back, spending larger sums of money on glitzier products and services over time, while poorer consumers have fewer options, and will thus tend to pay whatever they're told they have to pay.Delta spent most of July 2025 trying to control the backlash that erupted following that earnings call, and they're now saying, to the press but also in formal letters to government watchdogs who expressed concerns about what they said they planned to do, that no no no, we misspoke, we're not using individualized data to set prices, it's all good, don't worry about it.That announcement from Delta came shortly after lawmakers announced they would be pushing to get a new act, the Stop AI Price Gouging and Wage Fixing Act, passed into law, and though some US Senators have said they'll block such efforts by Delta, other airlines, including Azul, WestJet, Virgin Atlantic, and VivaAerobus are also clients of the Israeli company, Fetcherr, that Delta has been working with to run their AI pricing pilot program—and representatives from Fetcherr have claimed that this pricing model is irresistible to those in charge of these companies, so it will probably take over the airline industry relatively quickly, and they plan to expand into other industries soon.These sorts of pricing models aren't typically very popular with customers, and efforts by Walmart and other big grocery chains to remove static in-store pricing labels and replace them with digital versions, or in some extreme cases to remove them entirely and rely on apps on customers' phone to show prices on goods, raised similar alarm bells, as dynamic pricing can allow the store to more rapidly change their prices based on demand, like Uber's surge pricing model, but maybe applied to flour or cough medicine instead of rideshare seats, and in-app pricing could allow them to show different prices to different people shopping for the same thing at the same time—again, based on income, buying patterns, and so on.Walmart and everyone else dabbling in this space has, like Delta, claimed they intend no such dynamism in their pricing, even as their CEOs in some cases continue to brag to investors about the possibilities. As a result, there seems to be a decent chance we'll see the large-scale deployment of these sorts of models in at least some customer-facing industries within the next year or two, some company deciding to more fully test the regulatory establishment's appetite for challenging this push into a new pricing paradigm that would, theoretically at least, allow big companies to earn still-higher profits and grow even larger.Show Noteshttps://drive.google.com/file/d/1HQoQhvfVv8p0XmOdDIiWTnmd2YM_za07/viewhttps://www.businessinsider.com/amazon-price-changes-2018-8https://en.wikipedia.org/wiki/Algorithmic_pricinghttps://en.wikipedia.org/wiki/Dynamic_pricinghttps://www.archeraffiliates.com/post/amazon-dynamic-pricinghttps://arstechnica.com/tech-policy/2025/08/delta-denies-using-ai-to-come-up-with-inflated-personalized-prices/https://arstechnica.com/tech-policy/2025/07/will-ai-end-cheap-flights-critics-attack-deltas-predatory-ai-pricing/https://www.the-sun.com/money/14839597/walmart-kroger-electronic-labels-dynamic-pricing-demand-wendyshttps://www.nytimes.com/2024/10/23/business/kroger-walmart-facial-recognition-prices.htmlhttps://www.nerdwallet.com/article/finance/what-is-dynamic-pricinghttps://www.theatlantic.com/ideas/archive/2024/12/food-deserts-robinson-patman/680765/https://www.indieretailermonth.com/statisticshttps://en.wikipedia.org/wiki/Robinson%E2%80%93Patman_Act This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit letsknowthings.substack.com/subscribe

What do we do when we’re walking through spiritual wilderness—those dry, difficult seasons that test our faith and strip us of comfort? In this moving devotional, Megan J. Conner invites us to consider what it means to build altars in the wilderness—not as monuments to our victories, but as places of sacrifice, surrender, and transformation. Drawing from Genesis 22 and the powerful story of Abraham and Isaac, this episode explores the sacred difference between memorials and altars, and how God uses wilderness moments to draw us deeper into trust, humility, and full dependence on Him. If you’re feeling lost, weary, or stretched beyond your limits, this is a tender reminder that God meets us in the wilderness, and often calls us to lay down what’s most precious so that new life can rise. Highlights (What You’ll Learn) The distinction between biblical monuments and altars, and why it matters for your faith What Abraham’s altar moment teaches us about deep surrender and costly obedience How spiritual “wilderness” seasons are often invitations to intimacy and transformation Why humility and sacrifice are central themes of the Christian journey Encouragement that what you lay down in obedience, God often raises up in new life

Robyn Moreno is an award-winning author, speaker, Curanderimso practitioner, meditation teacher. and host of the popular podcast: Get Rooted with Robyn Moreno. She has appeared on The Today Show, Wendy Williams, Extra, and CBS Mornings and has presented at the Sundance Film Festival, SXSW Interactive, and the Omega Institute, among others. A native Texan and certified yoga teacher and life coach, Robyn lives with her family in the Hudson Valley of NY.Robyn's work is rooted in her journey of overcoming burnout and rediscovering herself through the ancient healing practices of Curanderismo, a tradition passed down from her Mexican grandmother. Her powerful story and actionable wisdom are captured in her award-winning book, Get Rooted.Today on the show Robyn shares some of her story of how she got to the point of burnout and what her healing journey has looked like. Similar to her book, our conversation weaves through her story and practical wisdom that she's uncovered as a part of her journey, from the aha moment reading Woman Who Glows in the Dark to overcoming the uncomfortable stillness she'd avoided for decades. Robyn is honest, passionate, and generous with her knowledge.She's leading a retreat the weekend of August 22 - August 24, 2025 at the beautiful Omega Institute  guided by those teachings - Get Rooted: Mexica (Aztec) Practices to Find Peace, Purpose & Joy in Uncertain Times. This retreat is a calling to root back into nature, our ancestry, and the truth of who we really are before the world told us who we should be. Additional support is offered by three wonderful guest teachers Asha Frost, Daniela Miranda, and Sarah Anne Wilkinson who will offer their own ancestral wisdom.​In the second hour of the show, Poet Gold returns to talk about her newly published book, Be The Poem, Living Beyond Our Fear, book signing and performance  this Friday, August 8th at CCE. A rare talent who grabs you by the heart and says “Recognize” – Poet, author, performer, songwriter, community “Artivist,” voice over artist, speaker and emcee, Bettina “Poet Gold” Wilkerson is pushing the boundaries of poetry and the spoken word. Living with a chronic illness since childhood, Poet Gold, or as she is affectionately known as, “Gold”, brings a soul-searching insight about the human existence, love, dreams, challenges, and triumph.“Poet Gold is an inspiration, a beacon and a voice we need right now to bringhealing and to bring hope. Through poetry, prose and song, she feeds us, givingus manna and well earned instructions on survival and how to live life fully,courageously and with joy.”—Pamela Sneed, Author of Funeral Diva, City Lights 2020Here's the Lion's Gate Portal astrology and Full Moon report as I mentioned.Today's show was engineered by Ian Seda from Radiokingston.org.Our show music is from Shana Falana!Feel free to email me, say hello: she@iwantwhatshehas.org** Please: SUBSCRIBE to the pod and leave a REVIEW wherever you are listening, it helps other users FIND IThttp://iwantwhatshehas.org/podcastITUNES | SPOTIFYITUNES: https://itunes.apple.com/us/podcast/i-want-what-she-has/id1451648361?mt=2SPOTIFY:https://open.spotify.com/show/77pmJwS2q9vTywz7Uhiyff?si=G2eYCjLjT3KltgdfA6XXCAFollow:INSTAGRAM * https://www.instagram.com/iwantwhatshehaspodcast/FACEBOOK * https://www.facebook.com/iwantwhatshehaspodcast

Today's episode is Part III of my Becoming Magnetic AF solo series!If you haven't tuned into part I and part II yet, I recommend you start with those ones first since we lay the foundations there! After you tuned into Part II, come back to this one. In this episode, I am giving you all the juicy secrets on how to become THAT GIRL and manifest anything effortlessly – no gatekeeping.The past year has been a complete plot twist. From a breakup, to health struggles, to huge life changes… yet I have ‘somehow' and against all odds become more content, aligned, and abundant than I have ever been. The best part? I'm giving you real life examples and guiding you through the exact process I walked myself through. I'm diving into how to completely reinvent yourself in only 4 weeks, how to fundamentally shift your self-concept, the changes you need to make to become THAT GIRL, mastering your feminine energy and so much more! So babe, grab your cacao or matcha and a journal because you're going to want to implement these gold nuggets into your own life ASAP! TUNE INTO PART 1 HERE!

Join me, Danielle Ireland, on this week's episode of Don't Cut Your Own Bangs as I chat with Jeanine Bobenmoyer, the founder of City Moms. Jeanine shares her journey from feeling isolated in a new city to building a thriving community for moms that is expanding nationwide. We dive into the power of community building, the importance of saying 'no,' and how City Moms grew from a local network to a national movement. This conversation is filled with heartfelt moments, laughter, and invaluable lessons on self-trust and service to others. Tune in to learn how Jeanine's mission evolved and how you can connect with this incredible community of supportive moms. Don't miss Jeanine's own 'Don't Cut Your Own Bangs' moment—it's a story of transformation you won't want to miss!   00:00 Introduction and Guest Overview 01:11 Jeanine's Background and City Moms Origin 02:46 Early Challenges and Community Building 04:39 Meeting Sarah and Business Growth 10:32 Drew Barrymore Show and Indianapolis Love 13:54 Content Strategy and Community Engagement 20:59 COVID Impact and National Expansion 23:05 Expanding the City Moms Community 24:17 Building a Female-Led Team 26:15 Listening to City Moms 28:50 Storytelling Over Sales 36:02 Launching a New Membership Experience 38:32 A Personal Story of Change 50:11 Conclusion and Final Thoughts   RATE, REVIEW, SUBSCRIBE TO “DON'T CUT YOUR OWN BANGS”  Like your favorite recipe or song, the best things in life are shared. When you rate, review, and subscribe to this podcast, your engagement helps me connect  with other listeners just like you. Plus, subscriptions just make life easier for everybody. It's one less thing for you to think about and you can easily keep up to date on everything that's new. So, please rate, review, and subscribe today.    DANIELLE IRELAND, LCSW I greatly appreciate your support and engagement as part of the Don't Cut Your Own Bangs community. Feel free to reach out with questions, comments, or anything you'd like to share. You can connect with me at any of the links below.   Connect with Jeanine: Website: www.thecitymoms.org Join our membership waitlist: https://thecitymoms.org/join-waitlist  Instagram:@thecitymoms TikTok: @thecitymoms Pinterest: @thecitymoms  Connect with Danielle: Watch the show on YouTube Instagram The Treasured Journal Wrestling a Walrus Transcript [00:00:00] [00:00:08] Hello. Hello, this is Danielle Ireland and you are catching an episode of Don't Cut Your Own Bangs. [00:00:13] And today I have the opportunity to sit down with city moms founder, janine Bobmeyer. Janine is a mom of teens, a yoga addict, a Michigan native, and an avid reader. Her dream vacation includes hiking in national parks with her family and a cup of hot chai. And do we get into the tea in this episode? [00:00:34] But RT is super heartfelt, heart led, and based on community building and vulnerability. If that's the stuff that you're into, then oh, you are gonna love this conversation. Of all the things I took from this episode, what Janine embodies and what you are able to learn from as well is what it means to trust yourself, and that in the process of honoring yourself, giving a wholehearted loving no or saying yes to adventure, it is leading you to something that is not only in service of you. [00:01:09] But in service of others. Janine has founded a community city moms and started as a local community that she built based on her own need in Indianapolis. But it has grown and it is popping up in cities all over the country. We get into the early days and please stay tuned if there was ever a, don't cut your own bang moment to really not wanna miss. [00:01:31] This is a good one. It actually, it bookends the episode perfectly because we start by talking about her business and the community and company that she started, but we understand the why, the deep, profound, heartfelt, why that inspired it all. What I believe to be true that when we act in service of ourself it ultimately rises everybody up with you. [00:01:56] Everything we have leaving up to it is also just equally beautiful, sweet, funny, and endearing. [00:02:03] Thank you for being here. Thank you, Janine, for this beautiful conversation. And I can't wait for you to sit back, relax, or put in your AirPods and go for a walk however you like to listen and enjoy. ​ [00:02:18] Danielle: Janine Bobmeyer. It's such a pleasure to have you on the Don't Cut Your Own Banks podcast. You are the chief executive officer and co-founder of City Moms, and it is the largest growing lifestyle brand in the Midwest. [00:02:31] So I am just so honored to spend some time with you and share all of what you do and what you offer women and mothers in the Midwest, to the Don't Cut Your own Bangs. Listeners, thank you for being here. [00:02:43] Jeanine: Thanks for having me. I'm so excited to be here. [00:02:46] Danielle: Yeah, so fun fact on how we connected, if I'm remembering this correctly, a couple of years ago, city moms reached out to me to feature Don't cut your own bank podcast in, one of your, articles or newsletters just featuring local podcasts in Indie. [00:03:03] And that was so lovely. That was at a time where I was just starting and didn't know who was listening. It was such a, it was so validating and a real confidence boost for me. So I first wanna just say thank you. [00:03:14] Jeanine: Oh my gosh, I'm so glad I remember that article. We were. [00:03:18] Pulling, I think it was the top 10 podcasts you should be listening to in Indianapolis. Specifically founded by females. And you were one of the first that came to mind, because I know you were just launching at the time. You were like, well, hello. Of course you need to be listed on this. [00:03:32] Danielle: When you're just getting something off the ground, there is such a. There's so much space between where you are, right, where you imagine yourself to be or where you wanna be. [00:03:43] And whatever you can do to just keep getting one foot in front of the other, or even getting started takes so much energy and it's vulnerable. And so you and your best friend and business partner Sarah Hawker, are sitting on top of this really beautiful community that you have built. I think community building is just a magic skill. [00:04:06] And so I wanna go back to the early days of City Moms. You have some language on your site that I love. You need a village. We have it. Yeah, I was thinking that we don't need super women. We need supported women. Right. [00:04:20] I've also learned that what we offer others usually starts with the healing we need it. And so you're a mom of teens now? Yeah. So can you tell me a little bit about like the origin of city moms and how you went from I'm imagining having a good idea with your girlfriend to sitting where you're sitting today, being featured on the Drew Barrymore show. [00:04:39] Jeanine: Yeah, I was new to Indianapolis in 2011, so we had moved to the city from Detroit. I'm originally from Michigan, but my husband's from Indy. And in moving here to be closer to his family, I didn't know anybody. And you know, my husband wonderfully, having grown up here, has a lot of friends that are still here, but he's like, let's go out with Davis and let's have, lunch with Johnson. [00:05:02] I was like, I don't wanna do any of that, like . I'm a mom and at the time I had a 1-year-old and a 4-year-old. So you're just trying to keep, your life together in those moments of motherhood anyway. So to be in a new city, and just not know One Soul was really, I mean, just adds more challenges on top of what you're already facing. [00:05:20] Danielle: Mm-hmm. [00:05:20] Jeanine: So we had been here and just before I moved, a friend of mine in Detroit said, have you checked out Meetup? And I was like, no, what is this? And so she's telling me about Meetup and you can go on, you can kind of filter based on your interests and find a local community. And so I did and I found a couple moms groups that were in the Indianapolis area. [00:05:43] I found that, most of the majority of moms communities that we find really across the nation, even today, are tied to one of two things. It's churches [00:05:51] Danielle: or it's schools. [00:05:52] And we [00:05:52] Jeanine: didn't have either. I decided that that was the moment to potentially launch, my own community. [00:05:58] One that was just open to all moms across Indianapolis, that didn't have those specific kind of school or church affiliation, and we had a hundred members sign up on the first day. [00:06:09] Danielle: Whoa. I I have to pause for just a moment. Yeah. So you were seeking to meet your own need. Yes. And I find that so interesting that's really telling about you. [00:06:20] Just as a person and how you move through the world is you saw a gap for your own experience and then immediately connected it to what? Like, how do I expand this beyond me? Yes. As opposed to like, how do I find my community? How do I find my people? You're like, oh, there aren't people or communities, so I'm gonna build one. [00:06:40] That's really interesting. [00:06:42] Jeanine: Yeah. And for me it was because, I desperately needed community. I desperately was seeking that out. I had never been, shy to creating that myself in prior iterations. I was coming out of the advertising industry in Detroit and even in this really large advertising agency, had found my little corner of people. [00:07:04] At the time, had founded a tiny, I forget exactly what we called ourselves, but we were almost like our cheerleading community of the agency itself, where we started to put on little events for this large agency. And it started just because, we saw that at the workplace, it was just constant go, go, go. [00:07:21] In advertising. And there wasn't that pause to connect with, you know, your your desk mate or a team member. And so that for me, is just something that I've always loved doing. [00:07:31] But in coming to Indianapolis recognized, I also needed a community here and without kids in school, without having a church home, without even having, a neighborhood that I was close to. Just that gap existed and I realized it was something I needed to fill. [00:07:48] Danielle: Yeah. And not only did you, it sounds like fill that for yourself, but then you met a need that many other women in the community had too. Now, how did this, so was Sarah somebody that came with you from Michigan? Did you meet her here? How did that connection happen? [00:08:04] Jeanine: Yeah, so Sarah, my business partner and one of my dearest dearest, I actually met her. [00:08:08] We've known each other seven years now. [00:08:10] Danielle: Hmm. [00:08:10] Jeanine: The city moms community. And membership was running for years. [00:08:15] Danielle: Oh. [00:08:15] Jeanine: I was introduced to her, through a mutual friend. It was such a funny experience because we were at this mutual friend's house for a dinner, and immediately upon meeting her I was like, well, this is someone I obviously need to know forever. [00:08:30] She just has one of the most dynamic personalities. She's so engaging. She just pulls you right in. And she asked me a question about, a dress I was wearing. It was from anthropology. And she was like, oh yeah, I have that dress. I think I have that in black. And you're, you wearing it in like a green. [00:08:45] And I was like, boy. Yes. [00:08:47] Danielle: Yes. It's like that scene in stepbrothers, it's like 1, 2, 3 anthropology. [00:08:51] Jeanine: Yes. Exactly. [00:08:52] Danielle: Exactly. And I [00:08:53] Jeanine: was like, oh, well, we're obviously besties. Yeah. Yeah. At the time, she was in the process of, quitting her nursing job. [00:09:02] Danielle: She said, [00:09:02] Jeanine: yes, I'm really, I think my last day is going to be August 31st, and that happens to be my son's birthday. [00:09:09] And she said, I'm just, I've been working so hard, I making this change. I'm going to start my own company. And I just, I've needed this push for a long time. And I said, I am going to text or call you on August 31st and find out how it's going. And she was like, are you really? [00:09:27] And so there we are two months later. I texted her and I said, how's it going? Did you start your own company? Are you making this next move? And she was like, yes. And this is amazing that you remembered. And we just have been close ever since. So she's one of my absolute favorite people, and as the city moms has evolved, so has her role. [00:09:47] First as a member, then she was a member of our content team, which I'm sure we'll chat about here a little bit. And now she's, my business partner. [00:09:55] Danielle: Wow. That's so beautiful. I find that, women who work together, play together, raise kids alongside each other, it's like in the way that women can change hats in life. [00:10:08] They can do that within relationships. I've just seen really well, is it, I think that there's that old paradigm of which I've never really bought into, which is, check your feelings at the door or leave work at the door. It's like we're all one person. The day where we have all these different parts and that's so beautiful. [00:10:26] How. That sounds like this friendship has grown as well as the business growth. [00:10:30] Jeanine: Yes. [00:10:31] Absolutely. And, you've hinted at the Drew Barrymore Show which was an opportunity that came out in COVID complete surprise. [00:10:40] Danielle: Yeah. [00:10:40] Jeanine: To receive an email from the producers in set by, actually this was like end of July, 2021. [00:10:46] And they said, with COVID having really tampered down, a lot of the programming we're able to do for this show, we're not allowed to travel as much. We are launching a new kind of mini segment inside the show itself. We would love to chat with you about the one that we would like to do in Indianapolis. [00:11:02] We noticed that you're based there. Would you have any interest? And of course, Sarah was my first phone call because [00:11:08] I just like, ah, I need someone to scream with for a moment. Yeah. And because we had no idea or context what the segment specifically was about. And so I called and scream with her and then, immediately called the producers. [00:11:19] And they said, well, what we're looking to do is have two best friends in the city showcase the city together. And what makes your city unique? [00:11:28] Danielle: I mean, who better to do it? [00:11:30] Jeanine: And we were like, Indianapolis is such a incredible city and community to begin with. In just the 14 years that we've been here to see the growth that this area has had. [00:11:40] Just all of the changes downtown, all of these incredible like national events that they bring in, like this weekend being WNBA All Star Weekend. [00:11:49] The city has just shown up for this. They've had the final four. They've had US Olympics pre swim trials. This city knows how to put on, a really incredible display on a national level. [00:12:01] Danielle: Do you know, what you're making me think about is, so in the work I do in therapy, particularly when I'm working, with someone on their relationship, that the longer you've been with someone, or, and you could even, insert really any topic, a job, a place you live in this case, a relationship, it's easy to take for granted what you think. [00:12:23] About them and you lose access to maybe the curiosity and the wonder that allows you to continue to discover. I have lived in Indianapolis my entire life. You mentioned living here 14 years, but when I was preparing for this interview and seeing all the places that you're highlighting, there are places I have never been, and I've been here my whole entire life. [00:12:44] Just because I think I know, like this is where I live. Of course, I know there is so much that I don't know and we're talking about community and we're obviously highlighting City moms, but I think that there are takeaways that can be applied to so many walks of life, which is just when you think you know something, for sure. [00:13:02] Allow yourself a little bit more space. There's this little bit room for a little bit more wonder and curiosity. [00:13:09] Jeanine: Yeah, absolutely. I think that takes it back even to the origin of the city moms, in a big piece of that mission was I wanted to get out and explore this new city and community that we were in. [00:13:21] Just didn't have the roots quite yet to do that. And I wanted to do it alongside people [00:13:25] as opposed to on my own. And, we're talking about all these big events that the city puts on. But the other beautiful thing is that the real fabric of the city lives in its people and those that are here, we see so many that are coming in from other communities. [00:13:41] We see a lot like you that have lived here for forever. But there's such an incredible mix of people in this city that really make it as special as it is. And I love that. [00:13:51] Danielle: Thank you that's such a great response. And your love for the city is so felt. And I, I'm curious about when you're in your content, which by the way, for any, everyone listening, everything is linked in the show notes, all the social media platforms, city moms, where you can join the wait list for their membership program. [00:14:09] All of that is accessible to you in the show notes. So press pause, sign up, follow all the things and then come back. 'Cause the other thing I love about your content is you layer in a lot of humor and, even though it's not maybe spoken this way, there's this quality of, yeah, girl, I've been like, this is messy. [00:14:28] And I'm also wiping up my own mess. I also have coffee stains. I also have food in my teeth. Can we just laugh at the ridiculousness of how hard this is sometimes? And I'm curious about how intentional is it? [00:14:39] Are there like pillars that you try to hit when you put content out? Like it must hit these notes and if so, I wanna know what they are. [00:14:47] Jeanine: Yeah, we really do because I think you're absolutely right for us. And I'll just share a little bit behind the scenes for the city moms, in terms of the tone and voice that we are always after in virtually every piece of our content. [00:14:59] I think this also comes out of my marketing and advertising background, but, the voice and the tone in the brand that we are always aspiring to be. Is your best friend growing up and your best friend growing up was the person you confided everything to Similar to me, screaming at Sarah about Drew Barrymore. [00:15:18] This is the pers there's your first call, that's your first call, your first text. But your best friend's sister, her older sister growing up was the coolest girl that you ever met. She was the girl that had the full pull out posters on her wall. She had the Dr. Pepper lip smackers, she was watching the Hills, and she was the girl that you're like, I wanna be her when I grow up. [00:15:40] She's the person that is just a few steps ahead from where you are , in your current life. [00:15:45] Danielle: Yeah. [00:15:45] Jeanine: stage. And you are constantly keeping an eye on her. That voice, that older sister is the one that we always aspire our city moms brand to be. Because we have been there, we have sat in those shoes. We have experienced a lot of the mess. [00:16:00] But that doesn't mean that we are completely. Removed and away from it. It means that we are just a couple days ahead of where our city mom might be and all of our content will always ladder into that voice to say, yeah, we know it sucks 'cause we've been there. [00:16:17] For us, I think what's so critical when we're selecting what content we wanna put out, so the humor that you see in a lot of our Instagram content . Is something that really is a great way to be super relatable and just, share a lot of those similar moments. The one we posted yesterday, [00:16:33] but, in case anyone wants to go back, either the reel that we posted yesterday is from a creator named Sam, and she's sitting on her bed thinking and speaking aloud saying, why did I say that I was so busy before I had kids? What was I even doing before I was a mom? And I think all of us in motherhood and truly in adulthood [00:16:55] Danielle: mm-hmm. [00:16:56] Jeanine: Have had that moment where even like, what did I do with my time? Like, what on earth was I filling my hours with? [00:17:02] That to be able to have kind of those humorous moments, I think is really critical to making sure that we're connecting with our City mom followers and, prospective, members too. [00:17:14] Danielle: That type of humor makes you feel seen. Yes. It helps you feel seen. And I think some, especially someone who like will grab the shovel and help dig into like the pits of experience with clients, some having the levity. If there was ever a myth I wish I could bust about therapy and community, whether it's group or a community like city moms or any extension when you find that type of connection, yes, you can have like with a best friend or a best friend's older sister, you can have those moments where it may be a tear or two are shed, but when somebody sees you. [00:17:51] There's laughter that happens in every therapy session that either I've participated in my own therapy or have led somebody else through. There is something about the truth, especially the truth that you try so hard to avoid or that this is the one thing I just need to keep tucked in my drawer and never let anybody see. [00:18:07] But then you see somebody else has it and you're like, oh, , you have that dress too. Oh my God. Yes, [00:18:13] Jeanine: yes, yes. Absolutely. And I think too, what's, really critical in doing that is just knowing that you are not living a path that is completely unpaved. [00:18:25] It is so hard in. Those moments when you've had two hours of sleep. It's so hard in those moments when you're like, are we ever gonna get past this phase? But I think what brings so much comfort along the way is knowing that there are other women that have done that. [00:18:38] And for us, that's why it's so critical to have a community that is supportive of each other and really allows you to be in those vulnerable moments with others. [00:18:48] Danielle: What do you think attracts people to you and to your organization? [00:18:51] Because like anything that you're highlighting could also be Googled. Yeah. But there's a way that you offer it and there's a way that you present it that is, it simplifies. It's reliable. There's like this bubbly, sparkling champagne effervescence to it. It just makes it a little shinier. [00:19:09] Jeanine: That's such a good question. I don't, there's some days when I'm like, I have no idea. You're like, we've been doing this for so many years, what are we doing? I really think it's because, and to use your phrase, feeling seen. [00:19:20] And feeling seen and being a part of an club that is all, inclusive and allows everyone to be a part of it. Even in some of our content where we're sharing events that we might have put on for just our membership, so not even just our social media, following our, editorial readers, the people that see us and broadcast and tv, but we do have this community of members as well. [00:19:42] So when we put on these membership events, that are a little more exclusive, we love to share those out with the phrase, steal this idea, because then it becomes less, this is only available to these specific women or these specific members and make it a, this can be your idea too. So steal this idea. [00:20:02] We ordered pizza and we set up a really fun style party, or picnic set up in a park and we didn't invite kids. It was just moms and we gabbed for the entire evening and we had a blast. Yeah, and you should steal this idea too, because it doesn't need to just be ours. [00:20:19] Danielle: I can feel now how that falls. [00:20:20] So in line with your idea of, we wanna be your best friend's, big sister, because that's what they would do. Listen, just take the shirt. You can keep it. It doesn't fit me anymore. I love that. Not only is it generous, but it speaks to, I think with time and experience you realize, oh, there's always gonna be more for me. [00:20:36] So why gate keep it like there's always gonna be more. So you just have some of this. You can share some of this magic. That's so beautiful. Has your mission changed? Since you first started, has it grown or is it kind of the same? [00:20:48] Jeanine: It's evolved. I mean, initially the mission and the focus was always just to create this membership community. [00:20:55] And that would be it. And we just had this, community of women here in Indianapolis. The change happened and evolved in COVID because as everyone knows, COVID forced so many of us home. That ability to connect in person no longer existed. In COVID, we held for our membership a daily call at four o'clock on Zoom that allowed our members to just get on and just have people. [00:21:20] We had moms that were like, I've been in my backyard all day. We had moms that were like, I cannot play with Play-Doh anymore. I just need to have an adult to talk to. It started. With the realization that we couldn't be together in person any longer and we needed to make a shift. [00:21:37] And in making that shift, what we found was that our brand exploded nationally. So it went from we are moms in Indianapolis, to, we are moms that everyone across the nation can now connect with because we are all living the same life together. And it never slowed down. So when we look at the breakout of our following in our audience right now, about 30% of that is in the Midwest and very quickly growing. [00:22:03] But the other pockets are New York. Texas, California. And, it just is such an incredible realization that, what started as this very local idea became a steal. This idea, let's all do this. [00:22:17] And on a much bigger scale. So, now we have this wonderful platform. Our number one driver is certainly Instagram because that's where we, I mean, as almost all women in our age group. [00:22:30] Yeah. We live, we love it. Yeah. So Instagram's kind of our number one. A channel, I would say our second is, broadcast tv. [00:22:38] Danielle: Mm-hmm. [00:22:39] Jeanine: So in COVID, a lot of broadcast stations around the country, also had to shift to a Zoom model and Yep. Desperately needed content. and started reaching out to us because we provided a lot of lifestyle content. [00:22:51] The here tips for keeping your kids, safe in the new COVID world. Here are tips for planning kids being at home during back to school. And it, we grew from that and we are now in nine different TV broadcast markets around the Midwest. [00:23:04] Danielle: Wow. [00:23:05] Jeanine: In addition to segments we do across the country. [00:23:07] Danielle: Those segments. I mean, not only are they, fun to look at, but they also provide great information. So when everybody listening goes to city moms.org, you'll be able to see all the media outlets that they've been on. [00:23:19] All those clips are saved there. It's like in this beautiful little library bank that you can watch. So it sounds like it's changed, it's grown rapidly. Beyond, or I would say even within the container of the community that you've created in Indianapolis, there's also a growing community for the business itself. [00:23:35] There's many direct reports and people who are working within the city moms organization, and also supporting in other ways. So I'm curious, just from a business owner standpoint, how has that, 'cause that, as your community expanded, it's also like the call's coming from within the house, there's growth happening inside too. [00:23:53] What has that been like? [00:23:55] Jeanine: It's been incredible. , Because again, we really thought that, in initially creating this community, we were going to live as a micro kind of nano events community would probably be the best way to put it. Or we put on events for our members and we would just keep putting on events for members. [00:24:09] And we had our social channels to share out some of that information. But I thought for a long time that it was just gonna be isolated in this teeny circle. And now, we have a extremely popular blog. We have a digital editor, an entire writing staff that works under her. We have a completely female, based staff. [00:24:28] Every member on our team is female. We've got this digital editor writing staff under her. We have a content team separate from the writing staff. They are the ones that go out and gather a lot of the content that we put across social and broadcast. We have project management team for all of our brand sponsorships that we work on. [00:24:47] Our newest hire is a Pinterest expert, which has been so fun. Pinterest is one of those sleeper cells that, not a lot of emphasis gets put on for lifestyle media brands, and we've decided to invest a person in that. She does a wonderful job at getting our editorial and our broadcast out in Pinterest. [00:25:06] And then, there's Sarah and I who provide leadership Sarah has been a co-partner now for, four months, or we're going into our fourth months together. So we're still figuring out those little funnels right now. We're just having fun, overlapping, and living everything together. [00:25:21] And where she was that first call, I made for the Drew Barrymore show, she's now my first call literally for everything. We've got this big event coming up on Saturday. We need to figure out, the backdrop we're gonna have behind that. [00:25:31] She called me yesterday and I said, Hey, work wife, because that's, we've definitely become for each other in addition to Best Friends. [00:25:38] Danielle: Yeah. Is it an instinct? Is it research? Is it a combination thereof of how you stay connected with what moms really need? Yeah. Is because , I'm a mom of littles. I have a 4-year-old and a 2-year-old and almost 2-year-old. He'll be two later in August. And I, I know my experience, but you seem to have a really strong sense based on the way people are really connected to this community, of staying connected with what mothers specifically really need. And I'm curious how you stay current with that, or is it more that the needs really haven't changed? [00:26:15] Jeanine: No, I think that, for us, because we have such a large staff, [00:26:20] and for the most part, the majority of those women are mothers. [00:26:24] Danielle: Yeah. [00:26:24] Jeanine: All of us are living a different little phase of motherhood. [00:26:28] I have teens, Sarah has 12, 10, and eight. Our photographer Brittany has four and two just like you. So everyone is living in a different stage and I think not only do we have each other from our team perspective but because we have our membership community who is most certainly living all of this. [00:26:47] We are able to lean on their experiences in addition to our own. [00:26:52] And then, one of the biggest things that I really implore our team to do is listen and constantly listen about what city mom and we call our avatar is city mom. And, regardless, again, if she's a member or if she's a follower of our brand and another channel, we call her city mom. So I'm always pushing to listen to city mom, listen to where city mom is right now, what things are the hurdles in her life, what she's up against. [00:27:19] And listening is the most important thing because the last thing that I wanna do in managing and running a brand and spearheading a brand is to not listen and just assume. I think when I also talk about voice, one of the biggest things that, we've talked about as a team as well, is I'm hearing a lot of we [00:27:39] and I'm not hearing enough of you. And by that I mean. We can't come out and say, we know that you're so tired. We know that you're doing all of these things and say, you're telling us that you're tired. You're telling us that you need some space or you need some tips on this. And by making that switch in kind of that voice that helps city mom understand that we are listening, [00:28:02] Danielle: Ooh. [00:28:03] That is a, that's a really powerful language shift. And it's amazing how adjusting a word from a we to a u can really make something washed and vague to very specific and like straight to the heart. I think that there's something too. The language of clarifying what is a really a we what is a you and it speaks straight to the heart of what I think we want, which is to be seen. [00:28:30] There's something about your community that doesn't beat you over the head with messaging. That's one thing that I was really impressed with , is that you get the sense of the essence of what you're saying, but there's not like a slogan. But the sense of the community is so clear. [00:28:47] Jeanine: Yeah. [00:28:47] Danielle: Which I find really beautiful. [00:28:49] Jeanine: I appreciate that. I think, one of the things that we've forever wrestled with was, is really that idea of sales. [00:28:56] I am, I and my team has heard me say this a number of times. I've always been a bigger fan of storytelling over sales and, storytelling kind of an experience as opposed to, you should buy in today. Deadline is this day, you gotta get in now, join here. This is the link. Because we get sold on almost everything across our lives. [00:29:18] And it's, something as little as, the gym to making a donation to a school, your kid's school to just, everything else you can think of under the sun. To me, it's important to continue promoting the essence of a community that you belong to as opposed to an idea that you need to buy into with dollars. [00:29:37] And, that's one of the reasons that we transformed the city moms into a completely free membership. [00:29:43] That also came out of COVID and hearing a lot of city moms say, I have to make some concessions right now. We had to shut off Netflix. We're not doing our Netflix subscription anymore because we're just so worried about budget. [00:29:56] And, that 9 99 a month that we were initially charging for membership, I was like, no. Done. That's out. [00:30:03] Danielle: Never [00:30:03] Jeanine: We will never go back to a paid membership. It will always be free because it needs to be accessible to everyone. [00:30:10] Danielle: So taking away a paid membership that sure, that money was budgeted and allocated for you to operate what you do, it sounded like it was absolutely the right call for your community and your business, but how did you know that that would work? [00:30:26] Or did you [00:30:27] Jeanine: It didn't. No. For a little bit it didn't work, and I'll say that because I think. A lot of us are parts of, Facebook communities that are very, spirited, maybe in some ways that, bring a lot of entertainment. And we were nervous that that would essentially be the transformation that we would undergo. [00:30:47] But, we have all members incoming. Agree to specific member guidelines. And, the number one guideline that is in there is every mom, parents in her own perfect way. And we use that specific language because, in some of similar to a lot of things that we've talked about, the fact is we're all doing our absolute best that we can. And you need to be able to have some space held for you to do that. [00:31:13] Rather than us identify our community based on your specific parenting model, we said, Hey, everyone is welcome here and we're going to honor you for being the parent that you are because we are all parenting in our own perfect way. [00:31:26] Danielle: Yeah. And nobody knows. Yes. No one has any, nobody knows. [00:31:31] That's always the gift of captain Hindsight, who comes in after a crisis and it's what should have happened? It's you know what studies are showing now. You're like, where were you before? I, I, so you talked about, advertising and with all of the products and content and methodologies that are targeted to parents, but more specifically moms, what are the values that you look for when you're filtering through? Who do you partner with? Who do you highlight? Who do you say yes to? Like, what's the value that you're really looking to offer? [00:32:02] Jeanine: I'm so glad you're asking that because, I think the space that we sit in. We often are, seeing a lot of influencers and content creators that they are really working hard to grow their brand and do that by signing with any partner that they can. And you find that there can be a real, I don't wanna say a moral gap because again, I'm just coming off saying everyone parents their own perfect way. [00:32:25] So everyone pulls content and creates content in their own perfect way. But, in, looking and evaluating the partners that we wanna work with, it's really critical to us that they offer a strong, supportive, product or experience for our members and for our followers. We do a lot of partnership with tourism, with attractions, that offer something for you to really be highlighted as the queen of your family. [00:32:51] 'cause you're like, Hey. We're gonna go to Nashville for the weekend, and I've been able to put together a whole itinerary, thanks to the city moms maybe tipping me off about a couple things. But now I've gone out and sourced this great itinerary, or I have been able to enhance our nursery because we found this one product that the city moms recommended. [00:33:09] All of that to say it's really important to us. We spend a lot of time vetting the products that we suggest we spend a lot of time working with or having conversations with the brands that we bring in. That's never just a, Hey, we want to, compensate you X and you guys promote us, and we'll be like, okay, perfect. [00:33:25] There's a lot of time that we spend really making sure that is going to make a lot of sense. In fact, one of my favorite things to say is, no, Sarah will tell everyone this. [00:33:33] Danielle: Tell me more about that. [00:33:34] Jeanine: Yes. Just did this yesterday. I love when we are being, approached by a particular brand or a client or prospective partner. [00:33:41] And I love going through that vetting process and saying, you know what? We spent some time looked into this and this isn't gonna work for us. Case in point, the brand I turned down yesterday is something that we actually use a lot. Sarah and I are big fans of a couple of their products. [00:33:57] Danielle: Mm-hmm. [00:33:58] Jeanine: And they approached us about a new launch they're doing and said, we would love to ship you, two of the new products, but we want all of this content, you need to send it to us for review. [00:34:08] You can only post on the dates that we want. You need to release it all to us that we can use it for our future advertising. By the way, the cost of the products that we're sending you in total is $300. And, the amount of media that was gonna be attached to that from our side was about $5,000. [00:34:26] We have a staff I need to pay, we have a team that, relies on us. We have a full following that relies on us to make sure that we're being authentic in what we are bringing forward. I talked to Sarah about it a little bit and I said, I'm gonna tell them no. And I'm gonna say there's a big value gap here. [00:34:41] Not just from the official bottom line kind of payment side of this, but also because I never wanna put someone into a brand consideration when that brand's not considering them. Just considering their own needs and their own drivers. [00:34:56] Danielle: Oh, that's so strong. And not an answer I expected, but when I so appreciated on a personal level, a professional level. [00:35:04] I don't know, if you've ever done Myers-Briggs, it's a test that Oh yeah. There's so many beautiful like personality assessment profiles, but I'm an extroverted, intuitive feeler perceiver, so I'm all the, ooey, gooey side, the mussies. And, when I see people who maybe from the outside seem to have a very discerning methodology for how they make decisions. [00:35:23] I find that so appealing because I'm such a heart led gut check, first kind of person, I don't always know why it's a yes or a no yet. It's like I feel it first, and then it works its way up into my brain and then whatever reasoning is sort of filtered through will come from that. [00:35:41] But I love that you saw value in yourself, how you believed in the value of what you offer, and you also saw the gap in representing that product or that brand, that didn't fully appreciate the value you were. I just, I love that answer so much. I'll be thinking about that after this, so thank you. [00:36:01] Jeanine: Yes, absolutely. [00:36:02] Danielle: Absolutely. You have a new membership experience starting. [00:36:05] We do very, very soon. This episode, I believe, will be being released mid-August, so, we could safely say it's live, what do you want people to know about what's coming and as far as what you can say, what do you want people to know so that if they wanna participate, get involved, they can. [00:36:23] Jeanine: So our new city moms membership is, officially launching to our, we will be, rolling it out to our existing members starting August 1st, and then it will be available to everyone starting, early September. [00:36:34] Danielle: Awesome. [00:36:36] Jeanine: So we are shifting into a different platform than we have used previously. It's called Circle and it's a wonderful space where we not only can have our full national city mom community, you're gonna find chat groups where you can connect with other city moms across the country there, because, me having like toddler woes in Indianapolis is no different from something having toddler woes in Seattle, Washington. [00:37:01] So why shouldn't you have access to that mom and her, lines of recommendation and such. So we'll have these national chat groups. We also have an opportunity, we'll be doing a lot of lives inside the community that are member exclusive, that we can connect you to some of these, brands and partners that we work with. [00:37:17] And then we are doing nano communities inside of that so that you can hyper connect with women inside your own city. So Indianapolis obviously will be our first big pilot there, but we have Dallas and Cincinnati that are also existing inside, that nano community area. And we have, three other cities that we think are going to be quickly following in 2026 as well. [00:37:40] Danielle: That's so incredible. Congratulations. It sounds like your own city mom social network. Yes. Yes, it totally is. I'm excited for everybody who's an existing member to get to benefit from that. And then the new members who continue to join to get involved in that. [00:37:55] That's incredible. [00:37:57] Jeanine: Thank you. Yeah, it's been one of Sarah's biggest passion projects as she's been getting her feet wet and she's done an incredible job with it. The other really exciting benefit is there are perks, not only for our national members, but then in your hyper local communities too. [00:38:11] So, here in Indianapolis, we've got some great perks with, the Ile Jordan Museum, with the Children's Museum, even dry bar, face Foundry, 'cause we need space for us too, all of those exclusive perks will be part of that too. [00:38:25] Danielle: Beautiful. So not just stuff for the family, but also like ways for moms to take care of themselves too. Exactly. Gorgeous. Yes. Well, Janine, I would be remiss if I signed off without asking you about your, don't cut your own bangs moment because I, it is good. So if you are good taking it away, I would love to hear [00:38:43] Jeanine: yeah. I just wanna tell you, I love this so much. I've listened to so many of your other podcasts and these are the moments I just feel like really are the ones that sit with me the most so I'm so thrilled that you have this as kind of just, that final vehicle to the podcast content. [00:38:59] But mine's a little different because there is, a little sadness tied to it, but it brings a great lesson. [00:39:05] Danielle: Yeah. [00:39:05] Jeanine: So I had mentioned that I worked in advertising for 10 years. I worked on the agency side and I was working in Detroit at the time. And I had a newborn. My daughter was a newborn, and then I had my son who was three years old at the time, and my client was based out of Germany. [00:39:25] It's a very large grocery chain that happens to be based in Germany and they have a lot of outputs here in the US And at the time, we were all going through just a horrible recession in the world. And I was working about 60 to 70 hours a week. Advertising is one of those, especially on agency side. [00:39:44] It's one of those industries. It is go, go, go. And it is never stopping. My husband also works in advertising. It's actually how we met. He at the time was doing about 90 hours a week. We never saw each other, we rarely saw the kids. So my day normally started around 3:00 AM because that's when the German, office was open. [00:40:03] And it normally coincided with the time I was feeding my newborn in the middle of the night. So I would have my phone with me, feeding her, scrolling through email and catching up with the German team, put her back to sleep. Then, I would get up around six when my toddler was awake and finally get the two of them off to daycare. [00:40:18] And I made the decision, which a male boss of mine later told me was selfish to go work out at a gym that was halfway between daycare and, work every day. So I didn't get into the office until around 8 45. Technically our office started at nine. I would work absolutely all day and then race out of my office at 5 51 because if I could leave at 5 51, I could literally run down the street to our parking garage, get in my car, drive as fast as I could at daycare and be there before the seven minute grace period was over. [00:40:50] Danielle: You had it down to the minute? [00:40:52] Jeanine: Down to the minute and. It was coming at a time where it was just, I was so burnt out. My husband was so burnt out this one day I got to daycare. My kids were always the final ones getting picked up. And I had a phrase for my toddler at the time where I'd always say, mommy always comes back. [00:41:11] I would say that to him every morning when I dropped him off. And I ran into daycare this day and my son was crying. I could hear him in the toddler room. So I grabbed the newborn. She was already in her carrier. And then I went in to pick him up and he's crying. And I said, honey, I'm here. [00:41:26] And I got down and gave him a hug. And I said, sweetie, what do I always say? Mommy always comes, Ooh, this makes me tear up. Even think about all this years later. And he goes Last, mommy always comes last. And that was the most soul crushing thing I had ever heard in my life. And I cried the entire way home. [00:41:47] Danielle: Mm-hmm. [00:41:48] Jeanine: And we put the kids down to bed after dinner and after their bath, and I turned to my husband, I said, we cannot do this anymore. I'm done. We're done. We can't keep this schedule going. This is just, this is not gonna sustain us anymore. And we made the decision that night that was the end of this work experience for us. [00:42:08] And, we immediately put resumes and feelers out and that is what made, the transition to Indianapolis possible. It took months, but we eventually found ourselves here and it was the best decision that we ever made. [00:42:21] And what it all came down to was in my don't cut your own bangs moment, was it is okay to say no. It is okay to take that stop. And is it okay to invest in yourself and your family if that's what really matters to you? I think maybe that's what the critical note is. It's okay to invest what matters to you. [00:42:39] To me, that has always been the moment that I have seen as a turning point and, has really been probably the most critical thing for me. [00:42:48] Danielle: Thank you so much for that story that my whole body, it was waves and waves went through, with that and you, when you said it earlier in the interview, but I can really feel the truth of that in a different way. [00:43:05] That you love saying no. Yeah, because I think what I hear in that is it's a fully embodied no is also a yes to something else. [00:43:17] Jeanine: Yes, [00:43:18] Danielle: it is its own. Yes. Like I'm saying no to this offer to position your brand. And I'm saying yes to my integrity. I'm saying no to the needs and the demands that this company and this industry has for me and my life. [00:43:35] And I'm saying yes to my son. Yeah, my infant, like I'm saying yes to me. Oh, I, that reminded me, I hadn't thought of this in so long, but it brought me back to when I. Made the decision to start my, when my husband and I made the decision to start to try to get pregnant, the journey was, knowing what I know now, far less complicated than it is for many. [00:44:01] But it didn't happen the way I thought it would. And that is almost always where suffering comes from me. When there's an unmet expectation and I could, you're taught your whole life. It's like if you look at a penis or sit on a toilet seat wrong you never know how you're gonna get pregnant. So when you first start trying it like, what do you mean it didn't happen right away? What do you mean? My first pregnancy I was a new-ish therapist. I think I had been practicing for, I'm gonna say two and a half, two and a half-ish years, three, maybe three. [00:44:28] But I had, the process of going back to grad school, finding I didn't have the credits I needed to even qualify to apply to the grad program. All of this work and effort. It was like once I set my sights on, I think this is something I want for myself, there was almost immediately after, oh my God. [00:44:46] But I figured that out so late in life and I gotta go, go, go, go, go. So I burnt myself to a crisp getting through all of the hoops I needed to get through to do the job. And I didn't realize the grind on my body, on my mind, on my life. I just didn't see it. I joked that it felt like the road runner and coyote running off the cliff and you didn't realize you were over the cliff until you looked down and my moment of looking down and falling was when I lost that first pregnancy. [00:45:14] And, I don't blame myself for it. It's not that. But there was a clarity in the grief and I think the grief I felt in my own body. Yeah. Your son spoke his truth to you. I felt like my body was, the grief in my body was revealing a truth to me that I wasn't willing to see, which was [00:45:36] there's no room for me in this life that I've built and I have to cut back. And it brought up like being a good girl, being a strong woman, being a strong feminist, being a diligent employee, being reliable, all of these roles and these external things that I was chasing in the pursuit of being really good at my job. [00:45:58] Mm-hmm. That loss was just, oh, actually none of this matters as much as I thought it did. Not that it doesn't matter, but it didn't matter because I thought it did and my hours cut dramatically back and it didn't work for the practice that I was working for before the hours that I would be willing to do. [00:46:18] But then I realized with my husband's support that, oh, I actually can go out on my own. And life has unfolded. It wasn't like magically overnight any more than city moms was created magically, overnight. But it got you to Indianapolis. Mm-hmm. It's like the breadcrumb trail that you were following to freedom led you to something so beautiful that you probably couldn't have imagined at that day at your son's daycare picking them up. [00:46:43] Jeanine: Absolutely. And I think, it's kind of the power of listening and that's one of the things I love so much about your podcast is being able to listen to the other stories that come from your guests and really, that you have the ability to tease out such a gift and clearly the path that you have followed has allowed you to be there too, in, that space of, [00:47:05] beauty and it's just, it's wonderful. [00:47:08] Danielle: Thank you. Thank you, Janine. Thank you so much. I'm going to bring us to a close 'cause we can't get any better. That was so, great. I will definitely encourage, again, for everybody listening to please visit the show notes before you click back into your life and take your AirPods out or, get off of your walk or wherever you are in life. [00:47:29] Like to hop over the show notes, check out city moms, follow them on social media. They make it very easy to find what you need to know, so all the places you can follow them. [00:47:37] But thank you again. Thank you. Thank you Janine. And, [00:47:40] Jeanine: Thank you so much for having me. [00:47:42] ​ [00:47:42] ​ [00:47:44] ​ [00:48:52] ​ [00:50:11] Thank you so much for joining me in this week's episode of Don't Cut Your Own Bangs. I hope that you enjoyed listening because I thoroughly enjoyed making it. Before you hop away, please check out the show notes, everything that we mentioned here in this conversation, as well as links that you can stay connected with me. As well as everything needed to connect with city moms. Please remember to rate and review and subscribe to the podcast. It helps the podcast grow. It helps other people find this that could benefit from it too. Thank you so much for being here. [00:50:37] Your attention means the world, and I hope you continue to have a wonderful day.

Watch The X22 Report On Video No videos found (function(w,d,s,i){w.ldAdInit=w.ldAdInit||[];w.ldAdInit.push({slot:17532056201798502,size:[0, 0],id:"ld-9437-3289"});if(!d.getElementById(i)){var j=d.createElement(s),p=d.getElementsByTagName(s)[0];j.async=true;j.src="https://cdn2.decide.dev/_js/ajs.js";j.id=i;p.parentNode.insertBefore(j,p);}})(window,document,"script","ld-ajs");pt> Click On Picture To See Larger Picture Californian EV mandate is failing, the people are not going along with it and soon the subsidies will be gone. Trump is now shifting the employment away from the Federal Gov to the private sector. Trump is removing the corrupt BLS head who manipulated the numbers for Biden and Kamala. Fed Gov resigns, next Powell, Tariffs are working the economy is going to boom. The [DS] is panicking, there is panic in DC. The fake news cannot spin the Russian hoax without admitting they are wrong, they will try but it will fail. They need to keep the grand conspiracy going and Trump is counting on this. The Senate is being blackmailed by the D's and RINO's, Trump has options to get his nominees confirmed. There will be justice. Without justice there is no law or freedom. There is no other way.   Economy Gavin Newsom Panics as California EV Sales Plummet Despite Authoritarian Mandate California's electric vehicle (EV) push under Governor Gavin Newsom faces mounting challenges as sales figures reveal a persistent slowdown, despite the state's aggressive efforts to enforce a ban on new gas-powered cars by 2035. With results suffering ahead of a September deadline, reports indicate he is “panicking.” Recent data shows that EV registrations in the second quarter of 2025 barely edged up from the previous quarter, while dropping significantly compared to the same period last year, raising questions about the viability of mandates that override consumer choice The California Energy Commission reported that 100,671 zero-emission vehicles (ZEVs) were registered from April to June, accounting for 21.6% of new vehicle sales. This figure represents a modest increase from the first quarter's 100,326 but a notable decline from the 116,813 seen in the second quarter of 2024. Overall, the state's ZEV market share has trended downward, slipping from 25.1% in the fourth quarter of 2024 to 23% in the first quarter of 2025 before hitting its current low. The San Diego Union-Tribune reported:   These trends persist even as federal incentives, including a $7,500 tax credit for new EVs and $4,000 for used ones, are set to expire on September 30, 2025. Source:  americafirstreport.com https://twitter.com/BehizyTweets/status/1951276261768307088 https://twitter.com/Geiger_Capital/status/1951272324948193402   (function(w,d,s,i){w.ldAdInit=w.ldAdInit||[];w.ldAdInit.push({slot:18510697282300316,size:[0, 0],id:"ld-8599-9832"});if(!d.getElementById(i)){var j=d.createElement(s),p=d.getElementsByTagName(s)[0];j.async=true;j.src="https://cdn2.decide.dev/_js/ajs.js";j.id=i;p.parentNode.insertBefore(j,p);}})(window,document,"script","ld-ajs");   that wrong? We need accurate Jobs Numbers. I have directed my Team to fire this Biden Political Appointee, IMMEDIATELY. She will be replaced with someone much more competent and qualified. Important numbers like this must be fair and accurate, they can't be manipulated for political purposes. McEntarfer said there were only 73,000 Jobs added (a shock!) but, more importantly, that a major mistake was made by them, 258,000 Jobs downward, in the prior two months. Similar things happened in the first part of the year, always to the negative. The Economy is BOOMING under “TRUMP” despite a Fed that also plays games, this time with Interest Rates, where they lowered them twice, and substantially, just before the Presidential Election, I assume in the hopes of getting “Kamala” elected – How did that work out?

Similar to previous scams, but different. https://www.lehtoslaw.com

The A.M. Update reports on a violent Cincinnati brawl where five suspects face charges after viral videos showed a mob brutally attacking a man and a woman, with Police Chief Teresa Theetge condemning the "cruel" act and noting only one of 100 bystanders called 911. Ohio gubernatorial candidate Vivek Ramaswamy spoke to victim Holly, a single mom left bloodied, highlighting official inaction. In Midtown Manhattan, a gunman with an assault rifle shot a police officer and a bystander at 345 Park Avenue before being neutralized, with no motive or identity yet confirmed. A federal judge blocks Trump's defunding of Planned Parenthood's Medicaid reimbursements, defying his tax legislation. Trump warns the UK on immigration during his Scotland visit, while the EU trade deal secures $600 billion in investments and lower tariffs. California Senator Alex Padilla pushes amnesty for long-term illegals, countered by JD Vance defending Trump's DOJ transparency on Jeffrey Epstein. Ghislaine Maxwell appeals her sex trafficking conviction, and Beto O'Rourke compares Trump to Hitler. A Reno casino shooting kills three, with the suspect arrested but motive unclear. A UK job ad for a Sharia court administrator sparks outrage, and RFK Jr. targets reform of the corrupt Vaccine Injury Compensation Program. Air analysis questions if random shootings in Manhattan and Reno could hint at Iran-linked sleeper cells activated post-border closure.   Cincinnati brawl, Manhattan shooting, Iran sleeper cells, Teresa Theetge, Vivek Ramaswamy, Planned Parenthood, Trump EU trade deal, UK immigration, Alex Padilla, JD Vance, Jeffrey Epstein, Ghislaine Maxwell, Beto O'Rourke, Reno shooting, Sharia court, RFK Jr., Vaccine Injury Compensation

This week we talk about lobbying, Steam, and adult-themed games.We also discuss cultural influence, extreme ideologies, and itch.io.Recommended Book: Limitarianism by Ingrid RobeynsTranscriptIn mid-July of 2025, Valve, the company behind the gaming platform Steam, announced that it was tightening its adult-only content guidelines, its not-safe-for-work content, basically, following pressure by the payment processing companies it works with.Its new policy even says that “content that may violate the rules and standards set forth by Steam's payment processors and related card networks and banks, or internet network providers” is not allowed on Steam's network, which in practice means these games will be more difficult to find and purchase, because of Steam's prominence in the non-console gaming space.About a week later, the founder of Itch.io, another gaming marketplace that's similar in some ways to Steam, as it allows creators to sell their games to folks who use the platform, but which is a bit smaller and more focused on indie games, said that itch.io would likewise be removing NSFW, adult-themed games from its catalog, due to concerns that the payment processors they work with have communicated to their company.In no uncertain terms, he said itch.io wouldn't be able to operate without these payment processors, so they had to “prioritize our relationships with our payment partners and take immediate steps toward compliance.”The folks whose games were removed from itch.io as part of this purge were given no warning, and many critics of the decision have pointed to similarities between this gaming-world censorship, as they see it at least, and what happened back in 2018, when social platform Tumblr banned pornographic content, the company's owner citing pressure from credit card companies as the rationale for that decision—a decision that led to a huge exodus of users from the platform and a whole lot of criticism from creators, users, and folks who keep tabs on censorship-related issues.There's been a lot of the same in response to these moves by itch.io, Steam, and similar platforms which have recently decoupled themselves from certain types of adult content, and statements from these companies seems to be illustrative of what's happening here: they're completely reliant on these payment processing companies to exist, because without them they can't easily accept money for what they're selling. Thus, they'd better comply with what these companies tell them to do, or else.There have been claims from some folks who have watched this sort of purge occur in other corners of the web over the years that credit card companies are anti-porn and anti-anything-NSFW because the chargeback rate is huge in these spaces—something like 10-times the number of chargebacks, which is what happens when customers say they didn't buy something, and in some cases then get their money back, after the fact, compared to the next-highest facet of the payment processing industry. And that's both a pain and potentially expensive.Others have pointed out that these sorts of purges tend to be political in nature: the groups that push payment processors to adopt these stances are typically vehemently anti-porn, either ultra-conservative or radical-feminist in nature—two ideologies that are oppositional in many ways, but they loop back around when it comes to some topics and have similar, burn it all down ideas about adult content; we don't approve, so let's get rid of all this stuff that we don't approve of by whatever means necessary.In most cases this means lobbying to get influence in various political spheres, including with politicians who control various governments' relationships with these payment processors. If they can get the ear of those who make the rules to which these payment processors must adhere, they can then threaten the payment processors—who in many countries, though especially the United States, have pretty sweet deals that allow them to more or less collect a tax on every payment made for everything across every sector—saying, well, we can push our friends in the government to take those sweetheart deals away. So unless you want to suffer that consequence, push these customers of yours to take down this stuff we don't like.What I'd like to talk about today are some similar and overlapping movements that are beginning to see censorship-related success across these and other aspects of the web, and the seeming purpose behind these pushes to censor and purge and create the apparatuses by which censorship and purges can be more thoroughly performed.—One of the big concerns about banning certain types of games is that games are just content, and if you're able to find a reliable means of banning one type of content, you can then, in theory at least, using that same lever to ban other types of content, like books, articles, films, and so on. Some of the stuff banned on itch.io were essentially just books, in fact.If you can reliably ban any type of content, you can shape the information ecosystem to reflect one world view, and that's the sort of thing that tends to distort entire societies, creating an artificial, unreflective view of the world that adheres to the beliefs, values, and perspectives of one group while ignoring or putting down, or even outlawing the beliefs, values, and perspectives of others.It's easy to miss that when talking about the banning of adult-themed video games, and many of the games that were banned on Steam and itch.io contained themes like incest and rape—taboo themes that many people have ideological issues with, not just standard-fair pornography, whatever that even means these days.That said, this same general approach has been used to great effect by interest groups using the same general language, that we need to protect women, or we need to protect the children, won't someone think of the children, to ban books that feature any kind of queer content, or adult-adjacent themes; nothing pornographic, but themes that don't line up, often, with a particularly conservative, Christian, no-sex-before-marriage ideology.So if you're in that interest group and have those beliefs, these sorts of bans make a certain kind of sense if you want to enforce those beliefs on others and ensure the media ecosystem reflects your beliefs and nothing else, but if you don't share those beliefs, well, this lever could be used to ban all the stuff you want to see and learn about and consider, and can be very oppressive.The group behind the recent Steam and itch.io bans, Collective Shout, is run by an Australian political activist named Melinda Tankard Reist who describes herself as an advocate for women and girls and a pro-life feminist. And she's dedicated herself, among other things, to banning adult films, blocking musical artists from performing in Australia if their work contains lyrics she doesn't approve of, and to removing pornographic games from platforms like Steam, alongside games that contain LGBTQ characters or have references to domestic violence, including those that present content meant to help people who have suffered domestic violence recover from that experience.A very specific ideology, then, that she has dedicated her life to enforcing on the larger media ecosystem, and thus, society as a whole.There's a parallel and in some cases interrelated movement happening globally right now, especially in the UK and US, but in some other countries, too, to varying degrees, oriented around age-gating online content.The British government, for instance, recently approved the Online Safety Act of 2023, which they've said is intended to protect children from pornographic content on the internet.This law is enforced by an age-gate, which means requiring that people who want to access such content prove they are old enough to access it, usually by uploading their government issued ID, taking a selfie, which is then assessed to see if they're obviously old enough, or uploading something like a bank card that a child wouldn't have.This law punishes online platforms that don't implement these sorts of age-gate systems, though apparently they're incredibly ineffective and easy to bypass, as all you have to do is use a VPN to make it look like you're in another country, and the age-gates go away; that loophole might eventually disappear, as this is something that is still being rolled out, but that's the general concept and intention here.The problem with these sorts of age-gates, as noted by all sorts of activists across the political spectrum, is that what's appropriate and not appropriate is often being determined by people with views and beliefs that are in some way radical and different from that of the average person where these laws are being passed—usually those with more conservative, and thus constrictive ideas about what should be allowed—and that means, again, the informational ecosystems in these places are being reshaped to match that of these extremist people, who either found themselves in the right political positions, or who have over time purchased influenced with the politicians who are helping to make these laws.The situation is similar in some parts of the US, where age-gating laws are beginning to see implementation in conservative states like Texas, where First Amendment challenges to a recently passed age-gate law were rebuffed by the Supreme Court, which ruled in favor of those passing the law; the US Supreme Court has a large conservative majority right now, and relationships with some of the folks pushing these laws, so this isn't terribly surprising.That law, HB1181, which is one of many currently in the works or recently passed in the US, 21 states have a law similar to this, as of mid-2025, and it will require websites with adult content implement age-gating filters to prove users are 18 or older, or, as in the UK, they will be punished.Also as in the UK, there are relatively simple workarounds to all of these age verification requirements, but there are fears that these sorts of rulings will mostly fail to protect children from anything, and will predominantly be used by radicals with control over aspects of the government to reshape the media and culture in their ideological image.The folks behind the ultra-conservative Project 2025 plan, the Heritage Foundation, for instance, have said that this is exactly what they intend; by age-gating content they don't like, they can shape the next generation, and as a nice side benefit, these sorts of filters becoming common makes online identity verification the default, not the exception. And that means it's easier to track everyone, adult and non-adult, online, attaching their real identity to their behaviors, which can make it easier to pressure or punish folks who do things they don't like in the otherwise anonymized online world.This has raised all kinds of alarm bells with First Amendment and freedom of speech activists, but it's of-a-kind with those aforementioned efforts by folks trying to ban certain types of content in video games and books; if the idea is to reshape everything so that your views are the only ones people see, and anything else is taken down or outlawed, this is one way to accomplish that, even if at first it might simply seem like an attempt to ensure children don't see nude bodies or sexual acts in their video games.Similar filters are being tested, both in the practical sense and the legal and political sense, in five EU nations, and a bunch of other countries around the world right now, often by people with the same conservative political slant as in the US and UK, but in some cases by other characters who have similar ambitions with a slightly different ideological tinge.There is some evidence that pornographic content influences children in negative ways, and there's some evidence that porn, in general, is not super great for relationships, societies, and individuals.That said, almost all of these cases have been brought by people or groups with larger interests in shutting down all sorts of content; so calls to protect the children, while perhaps sometimes true, also seem to almost always be a legal foot in the door that then allows for more, next-step censorship, of things and ideas they don't like and want to ensure no else can access, in subsequent years.Show Noteshttps://action.freespeechcoalition.com/age-verification-bills/https://www.theverge.com/internet-censorship/686042/supreme-court-fsc-paxton-porn-age-verification-rulinghttps://en.wikipedia.org/wiki/Melinda_Tankard_Reisthttps://www.rte.ie/news/2025/0704/1521746-meta-eu/https://web.archive.org/web/20250719204151/https://www.vice.com/en/article/group-behind-steam-censorship-policies-have-powerful-allies-and-targeted-popular-games-with-outlandish-claims/https://www.readtangle.com/porn-age-verification-law-upheld-by-supreme-court/https://archive.is/20250715004830/https://www.reuters.com/sustainability/boards-policy-regulation/five-eu-states-test-age-verification-app-protect-children-2025-07-14/https://www.bbc.com/news/articles/c977njnvq2dohttps://www.ofcom.org.uk/online-safety/protecting-children/enforcement-programme-to-protect-children-from-encountering-pornographic-content-through-the-use-of-age-assurancehttps://archive.is/20250725221633/https://www.theverge.com/analysis/713773/uk-online-safety-act-age-verification-bypass-vpnhttps://www.polygon.com/news/615910/itchio-steam-sex-adult-games-delisting-pulled-vice-controversyhttps://www.theverge.com/news/712890/itch-removes-adult-nsfw-games-steam-payment-providershttps://itch.io/updates/update-on-nsfw-contenthttps://www.ign.com/articles/valve-pulls-adult-only-games-from-steam-as-it-tightens-rules-to-appease-payment-partnershttps://www.theverge.com/2022/9/29/23377446/tumblr-matt-mullenweg-post-nsfw-porn-internet-service-moderation-policieshttps://www.gamesradar.com/games/it-might-be-porn-games-now-but-they-wont-stop-there-game-devs-join-players-and-artists-rallying-against-credit-card-companies-after-mass-nsfw-game-delisting/https://www.seamlesschex.com/blog/chargeback-rates-by-industry This is a public episode. 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Donald Trump's retribution tour gets to Adam Schiff as Trump accuses the senator of mortgage fraud; Similar to Trump's allegations against New York Attorney General Letitia James.A judge has dismissed Trump's 2023 lawsuit against journalist Bob Woodward.A former NYPD Commissioner is suing New York Mayor Eric Adams accusing him of running a criminal enterprise.One of the January 6th guys who Trump pardoned has been convicted on charges of possessing child sexual assault material. Tulsi Gabbard says that President Obama should be brought up on treason charges. Could it be to distract from the fact that FBI analysts were told to flag instances of Trump's name in the Epstein files? Thank you, CB Distillery!Use promo code CLEANUP at  CBDistillery.com for 25% off your purchase.Specific product availability depends on individual state regulations. Allison Gillhttps://muellershewrote.substack.com/https://bsky.app/profile/muellershewrote.comHarry DunnHarry Dunn | Substack@libradunn1.bsky.social on BlueskyWant to support this podcast and get it ad-free and early?Go to: https://www.patreon.com/aisle45podTell us about yourself and what you like about the show - http://survey.podtrac.com/start-survey.aspx?pubid=BffJOlI7qQcF&ver=short